Work and Organisational Flashcards
1
Q
work definition
A
physical or intellectual activity required by society
2
Q
work psychology
A
HR management
- how people should be managed
3
Q
organisational psychology definition
A
study of what people do in org + how behaaviour affects org functioning
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
5
Q
result of high job resources and low demands
A
high job satisfaction but less engaged
6
Q
job crafting definition
A
action of employee to improve job by adding resources
7
Q
job performance definition
A
interaction between job resources + demands and impact on employee
8
Q
Frederick Taylor
A
- scientific management
- focus on increasing production rather than employee wellbeing
9
Q
Mayo’s experiment
A
when people think they are being observed they are more productive
10
Q
History of work + org
A
- Industrial revolution
- 19th century -> Taylor
- 1920/30 -> Mayo + Lewin focusing more on people
- post world war 2-> humanised org
- 1980s to present -> job enrichment
11
Q
Levitt’s Diamond model of organisation
A
- Tasks
- People
- Structure
- Technology
These 4 cores are interdependent
*if 1 changes the others have to change too
12
Q
org goal definition
A
future state which is possible with anticipated time frame (either short or longterm)
13
Q
org mission definition
A
enduring objectives seen in organisations strategy as scope of socially desirable activities
14
Q
organisational structure definition
A
division of authority + responsibility and how these levels communicate with each other
15
Q
mechanistic model of org structure
A
clear chain of command
*lower levels don’t speak with bosses
16
Q
organic model of org structure
A
less rigid,
- communication between levels + departments
17
Q
Baby boomer workers characteristics
A
- motivators: financial security + fear of losing job
- don’t mind working overtime
- hardworking + loyal
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)
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
20
Q
Gen Z characteristics
A
- impatient, multi-tasking, continuous interaction
- effectively manage attention without sacrificing quality
21
Q
q12 definition
A
measurement of employee engagement
22
Q
human resources management definition
A
strategic approach to management where we consider humans (employees) our biggest assets
23
Q
responsibilities of HR
A
- recruiting
- firing people (exit management)
- training
- compensation
- employee relations
- diversity + inclusion
24
Q
3 key responsibilities of work and org psychologist
A
- knowledge of theory + research
*ethics
*assimilate knowledge - research + stat skills
*critical thinking
*understanding published research
*use stats - professional skills
*communication
*awareness of career options
*apply knowledge irl
25
Storey's diff psych roles
1. changemaker: intervention + strategic
2. regulator: intervention + tactical
3. advisor: non-intervention + strategic
4. handmaiden: non-intervention + tactical
26
Ulrich diff psych roles
1. strategic partner: future + process
2. admin expert: present + process
3. change agent: future + people
4. employee champion: present + people
27
marketing definition
strategies used to acquire + retain customers
28
needs definition
state of deprivation
29
wants definition
human needs as they are shaped by culture and personality
30
demands definition
human wants backed by buying power
31
market offering definition
goods offered to market to satisfy need or want
32
exchange definition
obtaining something by offering something in return
33
market definition
sum of all potential + actual buyers of a product
34
marketing 4.0
customers from reactive to active
*buyers, users + source of marketing info
Word of mouth marketing
goal of marketing 4.0: shape buyers into propagators
35
production concept definition
theory that consumers will value available + affordable products
36
product concept definition
theory that consumers will value products that are highest quality + performance
*company invests more into product improvement
37
selling concept definition
consumers won't buy enough product unless business does large scale promotions
38
marketing concept definition
knowing needs + wants of consumers to deliver desired satisfaction better than competitors
39
societal marketing concept definition
marketing should consider
1. consumer wants
2. consumer requirements
3. consumer longrun interests
4. society longrun interests
40
5 needs
1. declared needs
2. real needs
3. unvoiced needs
4. pleasurable needs
5. discreet needs
41
market segmentation definition
dividing market into groups that require separate marketing strategies
42
marketing for NGOs
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
43
advertisement definition
paid, mediated form communication from identifiable source designed to promote action
44
promotion definition
inform, persuade + influence consumer decisions related to purchasing
45
what makes advertising diff from other promotions
1. indirect + impersonal communication
2. paid space
46
above the line advertising
- mass media to target wide audience
- high cost
- brand awareness
- no immediate feedback
47
below the line advertising
targeted advertising; promo events + direct mail
- low cost
- response driven
- instant feedback
48
through the line advertising
use both above and below the line advertising
49
ambient media definition
unconventional advertising integrated creatively with environment
50
ambush marketing definition
brand promotes itself by indirectly associating itself with big high-profile event without paying
51
guerilla marketing definition
unconventional, low-cost marketing using creativity for large effect on audience
52
Berger's findings on choices in consumer behaviour
- consumers choose brands with wide assortment
- consumers rate brands with more selection bettert
53
can too much choice for purchase be bad?
- hinders decision making
- leads to less consumer satisfaction
54
consumer behaviour psychology
1. perception
2. emotion
3. motivation
4. attitude
5. decisions
6. personality
55
AIDA model for sales
1. attention
2. interest
3. desire
4. action
56
how can you catch attention
1. catchy headline
2. intriguing intro
3. personalised phrasing ("you")
4. metaphoric lang
57
how to be interesting
1. clear content
2. storytelling
3. formulate answers to potential questions
4. data + stats
5. consistency of images and content
58
how to achieve desire in customers
1. provide examples (of benefits)
2. appeal to needs + expectations
3. associative connections
4. provoke to make judgements
5. consequences + outcomes
59
how to provoke consumers to action
1. call to action
2. elaborate call to action
60
AISAS model - what does it stand for
- attention
- interest
- search
- action
- share
61
ELM model
elaboration likelihood of persuasion
- degree of engagement
- cog abilities of recipient
- attitude towards product (rational v emotional)
- perceptual capabilities
61
corporate social responsibility
business activities for sustainable development giving benefits to stakeholders
62
what made corporate social responsibililty go up?
1. increased awareness of stakeholders
2. gvt pressure
3. supply chain transparency
4. brand management
63
areas of csr
- external relations
- internal area of org
- environmental context
64
psychological contract
mutual relationship between employee and employer including expectations for the other and obligations to fullfil
65
if employers fulfil psych contract positive outcomes follow
1. affective -> sense of psychological safety
2. attitudinal -> job satisfaction
3. behavioural -> fulfilling duties
66
what employers need to fulfill
1. respect employee social + cultural needs
2. professional development of employee
67
psych contract properties
- subjective
- develops + changes over time
- cog limitations
- formed through observations
- individual perspective
68
relational psych contract definition
- socio-emotional
- longterm commitments
69
transactional psych contracts definition
- material + financial aspects
- short term exchange
- doesn't require deep involvement in relationships
70
consequences of psych contract breach
1. dereased wellbeing
2. increased intention to leave job
3. decreased job satisfaction
71
organisational commitment defintion
psych bond of employee to organisation represented by emo attachment + loyalty
72
Meyers's org commitment model
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
work engagement definition
positive state of mind based on
a) vigor
b) absorption
c) dedication
74
3 types of involvment
1) job involvement
2) work involvement
3) employee engagmenet
75
affective events theory
work event -> affective rxn -> work attitudes
76
broaden and build theory
positive emotions broaden people's perspective on environment
77
model of stress
stressors:
- environmental -> economic uncertainty
- org stressor -> task demands etc
- personal stressor -> fam problems
potential:
- physiological strain
- psych strain
- behaviour strain -> low job performance
78
burnout definition
- emo exhaustion
- depersonalisation
- reduced personal accomplishment
79
motivation definition
internal + external forces that initiate behaviours and direction + intensity and duration
80
Theory X and Y by McGregor
X = people inherently dislike working, lazy + fake ambition
Y = people are naturally ambitious + diligent
81
Herzberg two factor theory
1. hygiene factors: need to be at minimum acceptable level otherwise demotivate
2. motivational factors
82
Need for Achievement Theory
1. need for achievement
2. need for power
3. need for affiliation
83
Vroom expectancy theory
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
*self determination theory
1. competence
2. relatedness -> sense of belonging
3. autonomy
85
performance management definition
active + ongoing communication between manager and employee
- clarify expectations
- set objectives
- identify dev needs
- feedback
- reviewing results
86
leardership
- inspire + unify
- communication
- build trust
- empower others
- dev future leaders
87
management role
- dev strategies + set goals
- org human resources
- create org structure
88
top management roles
- set objectives
- plan + make decisions
89
middle management
- allocate resources
- oversee first line managmeent
- report to top management
90
first line managers
- coordinate activities
- supervise
- report to middle managers
91
typology of management styles
1. authoritarian
2. authoritarian benevolent
3. consultative
4. benevolent
92
authoritarian
strict + controlling
*one way communication
* punishment
93
authoritarian benevolent
controlling but thinks of eployees
*less strict one way communication
*rewards
94
consultative leader
feedback from employees taken
*two way communication
*prtial autonomy for employees
95
participative/democratic leader
takes into account all employee feedback
*full autonomy for employee
*decentralised decision making
*MOST effective longterm
96
Blake and Mountons managerial grid
1. impoverished leadership
2. country club leadership
3. authoritarian leadership
4. middle of road leadership
5. team leadership
97
impoverished leadership
- low concern for people
- low concern for tasks
98
country club leadership
- high concern for people
- low concern for tasks
99
Blake + Morton authoritarian leadership
- low concern for people
- high concern for tasks
100
middle of road leaderships
- moderate concern for people
- moderate concern for tasks
101
team leadership
- high concern for people
- high concern for tasks
102
4 situational leaderships
1. directing/telling
2. coaching/selling
3. supporting /participating
4. delegating
103
situational leadership definition
meeting demands of situation + needs of employees
104
directing/telling leadership
employee: low competence + high commitment
leader: high tasks + low relationship
105
coaching/selling
employee: moderate competence + low commitment
leader: high tasks + high relationships
106
supporting participating leadership
employee: high competence + variable commitment
leader: low task + high relationship
107
delegating leadership
employee: high competence + high commitment
leader: low task + low relationship
108
transactional leadership
mutual interests whilst fulfilling needs based on individual skills
- punishment and rewards used
benefits:
+ effective when boundaries clear
disadvantages:
- higher tension + stress levels
109
transformational leadership
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
laissez faire approach leadership
leader makes delayed decisions or avoids making them altogether
111
*methods for management development
1. training programmes
2. coaching + mentoring
3. job rotation
4. feedback + self-reflection
5. succession planning
6. assessment + dev centres
112
emotional intelligence components
1. self-management
2. self-awarenesss
3. social awareness
4. social skills
113
hedonic wellbeing
mostly pleasant emotions at work and no unpleasant emotions + high job satisfaction
114
eudaimonic wellbeing
- finding meaning in work
- work aligns with employees deep rooted values
