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3 + 4+ 5 semester > Work and Organisational > Flashcards

Work and Organisational Flashcards

1
Q

work definition

A

physical or intellectual activity required by society

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2
Q

work psychology

A

HR management

  • how people should be managed
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3
Q

organisational psychology definition

A

study of what people do in org + how behaaviour affects org functioning

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4
Q

Job Demands Resources Theory

A

job resources = external elements -> friends, good wifi

personal resources = internal elements of individual -> positive, optimistic, self-esteem

demands = negative impact on work
*time pressure or shift work

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5
Q

result of high job resources and low demands

A

high job satisfaction but less engaged

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6
Q

job crafting definition

A

action of employee to improve job by adding resources

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7
Q

job performance definition

A

interaction between job resources + demands and impact on employee

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8
Q

Frederick Taylor

A
  • scientific management
  • focus on increasing production rather than employee wellbeing
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9
Q

Mayo’s experiment

A

when people think they are being observed they are more productive

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10
Q

History of work + org

A
  1. Industrial revolution
  2. 19th century -> Taylor
  3. 1920/30 -> Mayo + Lewin focusing more on people
  4. post world war 2-> humanised org
  5. 1980s to present -> job enrichment
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11
Q

Levitt’s Diamond model of organisation

A
  1. Tasks
  2. People
  3. Structure
  4. Technology

These 4 cores are interdependent
*if 1 changes the others have to change too

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12
Q

org goal definition

A

future state which is possible with anticipated time frame (either short or longterm)

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13
Q

org mission definition

A

enduring objectives seen in organisations strategy as scope of socially desirable activities

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14
Q

organisational structure definition

A

division of authority + responsibility and how these levels communicate with each other

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15
Q

mechanistic model of org structure

A

clear chain of command

*lower levels don’t speak with bosses

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16
Q

organic model of org structure

A

less rigid,

  • communication between levels + departments
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17
Q

Baby boomer workers characteristics

A
  • motivators: financial security + fear of losing job
  • don’t mind working overtime
  • hardworking + loyal
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18
Q

Generation X charactersitics

A
  • motivators: rebellion + denial of work value (entered work when high unemployment)
  • work only to get by (ask gvt for assistance)
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19
Q

Generation Y (Millenials) characteristics

A
  • 1st gen to be similar bc internet + communication dev
  • task oriented, love working towards achievable goals
  • know their worth but are willing to climb job ladder but still value private life
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20
Q

Gen Z characteristics

A
  • impatient, multi-tasking, continuous interaction
  • effectively manage attention without sacrificing quality
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21
Q

q12 definition

A

measurement of employee engagement

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22
Q

human resources management definition

A

strategic approach to management where we consider humans (employees) our biggest assets

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23
Q

responsibilities of HR

A
  1. recruiting
  2. firing people (exit management)
  3. training
  4. compensation
  5. employee relations
  6. diversity + inclusion
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24
Q

3 key responsibilities of work and org psychologist

A
  1. knowledge of theory + research
    *ethics
    *assimilate knowledge
  2. research + stat skills
    *critical thinking
    *understanding published research
    *use stats
  3. professional skills
    *communication
    *awareness of career options
    *apply knowledge irl
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25
Q

Storey’s diff psych roles

A
  1. changemaker: intervention + strategic
  2. regulator: intervention + tactical
  3. advisor: non-intervention + strategic
  4. handmaiden: non-intervention + tactical
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26
Q

Ulrich diff psych roles

A
  1. strategic partner: future + process
  2. admin expert: present + process
  3. change agent: future + people
  4. employee champion: present + people
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27
Q

marketing definition

A

strategies used to acquire + retain customers

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28
Q

needs definition

A

state of deprivation

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29
Q

wants definition

A

human needs as they are shaped by culture and personality

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30
Q

demands definition

A

human wants backed by buying power

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31
Q

market offering definition

A

goods offered to market to satisfy need or want

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32
Q

exchange definition

A

obtaining something by offering something in return

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33
Q

market definition

A

sum of all potential + actual buyers of a product

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34
Q

marketing 4.0

A

customers from reactive to active

*buyers, users + source of marketing info

Word of mouth marketing

goal of marketing 4.0: shape buyers into propagators

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35
Q

production concept definition

A

theory that consumers will value available + affordable products

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36
Q

product concept definition

A

theory that consumers will value products that are highest quality + performance

*company invests more into product improvement

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37
Q

selling concept definition

A

consumers won’t buy enough product unless business does large scale promotions

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38
Q

marketing concept definition

A

knowing needs + wants of consumers to deliver desired satisfaction better than competitors

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39
Q

societal marketing concept definition

A

marketing should consider

  1. consumer wants
  2. consumer requirements
  3. consumer longrun interests
  4. society longrun interests
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40
Q

5 needs

A
  1. declared needs
  2. real needs
  3. unvoiced needs
  4. pleasurable needs
  5. discreet needs
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41
Q

market segmentation definition

A

dividing market into groups that require separate marketing strategies

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42
Q

marketing for NGOs

A
  1. website
  2. appropriate content marketings (professional)
  3. email communication focused on getting more donors
  4. thought out social media presence
  5. paid advertisement
  6. engagement with audience
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43
Q

advertisement definition

A

paid, mediated form communication from identifiable source designed to promote action

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44
Q

promotion definition

A

inform, persuade + influence consumer decisions related to purchasing

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45
Q

what makes advertising diff from other promotions

A
  1. indirect + impersonal communication
  2. paid space
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46
Q

above the line advertising

A
  • mass media to target wide audience
  • high cost
  • brand awareness
  • no immediate feedback
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47
Q

below the line advertising

A

targeted advertising; promo events + direct mail
- low cost
- response driven
- instant feedback

48
Q

through the line advertising

A

use both above and below the line advertising

49
Q

ambient media definition

A

unconventional advertising integrated creatively with environment

50
Q

ambush marketing definition

A

brand promotes itself by indirectly associating itself with big high-profile event without paying

51
Q

guerilla marketing definition

A

unconventional, low-cost marketing using creativity for large effect on audience

52
Q

Berger’s findings on choices in consumer behaviour

A
  • consumers choose brands with wide assortment
  • consumers rate brands with more selection bettert
53
Q

can too much choice for purchase be bad?

A
  • hinders decision making
  • leads to less consumer satisfaction
54
Q

consumer behaviour psychology

A
  1. perception
  2. emotion
  3. motivation
  4. attitude
  5. decisions
  6. personality
55
Q

AIDA model for sales

A
  1. attention
  2. interest
  3. desire
  4. action
56
Q

how can you catch attention

A
  1. catchy headline
  2. intriguing intro
  3. personalised phrasing (“you”)
  4. metaphoric lang
57
Q

how to be interesting

A
  1. clear content
  2. storytelling
  3. formulate answers to potential questions
  4. data + stats
  5. consistency of images and content
58
Q

how to achieve desire in customers

A
  1. provide examples (of benefits)
  2. appeal to needs + expectations
  3. associative connections
  4. provoke to make judgements
  5. consequences + outcomes
59
Q

how to provoke consumers to action

A
  1. call to action
  2. elaborate call to action
60
Q

AISAS model - what does it stand for

A
  • attention
  • interest
  • search
  • action
  • share
61
Q

ELM model

A

elaboration likelihood of persuasion

  • degree of engagement
  • cog abilities of recipient
  • attitude towards product (rational v emotional)
  • perceptual capabilities
61
Q

corporate social responsibility

A

business activities for sustainable development giving benefits to stakeholders

62
Q

what made corporate social responsibililty go up?

A
  1. increased awareness of stakeholders
  2. gvt pressure
  3. supply chain transparency
  4. brand management
63
Q

areas of csr

A
  • external relations
  • internal area of org
  • environmental context
64
Q

psychological contract

A

mutual relationship between employee and employer including expectations for the other and obligations to fullfil

65
Q

if employers fulfil psych contract positive outcomes follow

A
  1. affective -> sense of psychological safety
  2. attitudinal -> job satisfaction
  3. behavioural -> fulfilling duties
66
Q

what employers need to fulfill

A
  1. respect employee social + cultural needs
  2. professional development of employee
67
Q

psych contract properties

A
  • subjective
  • develops + changes over time
  • cog limitations
  • formed through observations
  • individual perspective
68
Q

relational psych contract definition

A
  • socio-emotional
  • longterm commitments
69
Q

transactional psych contracts definition

A
  • material + financial aspects
  • short term exchange
  • doesn’t require deep involvement in relationships
70
Q

consequences of psych contract breach

A
  1. dereased wellbeing
  2. increased intention to leave job
  3. decreased job satisfaction
71
Q

organisational commitment defintion

A

psych bond of employee to organisation represented by emo attachment + loyalty

72
Q

Meyers’s org commitment model

A
  1. affective commitment -> desire to id with org
  2. continuance commitment -> staying in org bc leaving it would be too costly
  3. normative commitment -> moral obligation to continue employment
73
Q

work engagement definition

A

positive state of mind based on
a) vigor
b) absorption
c) dedication

74
Q

3 types of involvment

A

1) job involvement
2) work involvement
3) employee engagmenet

75
Q

affective events theory

A

work event -> affective rxn -> work attitudes

76
Q

broaden and build theory

A

positive emotions broaden people’s perspective on environment

77
Q

model of stress

A

stressors:
- environmental -> economic uncertainty
- org stressor -> task demands etc
- personal stressor -> fam problems

potential:
- physiological strain
- psych strain
- behaviour strain -> low job performance

78
Q

burnout definition

A
  • emo exhaustion
  • depersonalisation
  • reduced personal accomplishment
79
Q

motivation definition

A

internal + external forces that initiate behaviours and direction + intensity and duration

80
Q

Theory X and Y by McGregor

A

X = people inherently dislike working, lazy + fake ambition

Y = people are naturally ambitious + diligent

81
Q

Herzberg two factor theory

A
  1. hygiene factors: need to be at minimum acceptable level otherwise demotivate
  2. motivational factors
82
Q

Need for Achievement Theory

A
  1. need for achievement
  2. need for power
  3. need for affiliation
83
Q

Vroom expectancy theory

A

expectancy x valence x instrumental = motivation

  • expectancy = assessment of effort required + likelihood of achieving
  • valence = attractiveness of reward
  • instrumental = subjective probability of achieving reward
84
Q

*self determination theory

A
  1. competence
  2. relatedness -> sense of belonging
  3. autonomy
85
Q

performance management definition

A

active + ongoing communication between manager and employee

  • clarify expectations
  • set objectives
  • identify dev needs
  • feedback
  • reviewing results
86
Q

leardership

A
  • inspire + unify
  • communication
  • build trust
  • empower others
  • dev future leaders
87
Q

management role

A
  • dev strategies + set goals
  • org human resources
  • create org structure
88
Q

top management roles

A
  • set objectives
  • plan + make decisions
89
Q

middle management

A
  • allocate resources
  • oversee first line managmeent
  • report to top management
90
Q

first line managers

A
  • coordinate activities
  • supervise
  • report to middle managers
91
Q

typology of management styles

A
  1. authoritarian
  2. authoritarian benevolent
  3. consultative
  4. benevolent
92
Q

authoritarian

A

strict + controlling

*one way communication
* punishment

93
Q

authoritarian benevolent

A

controlling but thinks of eployees

*less strict one way communication
*rewards

94
Q

consultative leader

A

feedback from employees taken

*two way communication
*prtial autonomy for employees

95
Q

participative/democratic leader

A

takes into account all employee feedback

*full autonomy for employee
*decentralised decision making
*MOST effective longterm

96
Q

Blake and Mountons managerial grid

A
  1. impoverished leadership
  2. country club leadership
  3. authoritarian leadership
  4. middle of road leadership
  5. team leadership
97
Q

impoverished leadership

A
  • low concern for people
  • low concern for tasks
98
Q

country club leadership

A
  • high concern for people
  • low concern for tasks
99
Q

Blake + Morton authoritarian leadership

A
  • low concern for people
  • high concern for tasks
100
Q

middle of road leaderships

A
  • moderate concern for people
  • moderate concern for tasks
101
Q

team leadership

A
  • high concern for people
  • high concern for tasks
102
Q

4 situational leaderships

A
  1. directing/telling
  2. coaching/selling
  3. supporting /participating
  4. delegating
103
Q

situational leadership definition

A

meeting demands of situation + needs of employees

104
Q

directing/telling leadership

A

employee: low competence + high commitment
leader: high tasks + low relationship

105
Q

coaching/selling

A

employee: moderate competence + low commitment
leader: high tasks + high relationships

106
Q

supporting participating leadership

A

employee: high competence + variable commitment

leader: low task + high relationship

107
Q

delegating leadership

A

employee: high competence + high commitment

leader: low task + low relationship

108
Q

transactional leadership

A

mutual interests whilst fulfilling needs based on individual skills

  • punishment and rewards used

benefits:
+ effective when boundaries clear

disadvantages:
- higher tension + stress levels

109
Q

transformational leadership

A

inspiring and motivating employees with vision of purpose

benefits:
+ strong personal id leads to higher commitment
+ lower job turnover

disadvantages
- not good if employees don’t know responsibilities
- not good for jobs not connected with something bigger

110
Q

laissez faire approach leadership

A

leader makes delayed decisions or avoids making them altogether

111
Q

*methods for management development

A
  1. training programmes
  2. coaching + mentoring
  3. job rotation
  4. feedback + self-reflection
  5. succession planning
  6. assessment + dev centres
112
Q

emotional intelligence components

A
  1. self-management
  2. self-awarenesss
  3. social awareness
  4. social skills
113
Q

hedonic wellbeing

A

mostly pleasant emotions at work and no unpleasant emotions + high job satisfaction

114
Q

eudaimonic wellbeing

A
  • finding meaning in work
  • work aligns with employees deep rooted values

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