Topic 1: introduction
Organizational psychology is really similar to work psychology, only it is applied to different
fields.
The Hawthorne Studies =
Enhanced understanding of what motivates individuals in the workplace. In addition to
personal economic needs, social needs play an important role in influencing work-related
attitudes and behaviors.
The Hawthorne effect =
Employees will perform better when they feel singled out for special attention or feel that
management is concerned about employee welfare.
hierarchy in the workplace
environment > organizational > group > work task > individual
work psychology =
attention is focused on characteristics of work tasks and determinants of the quality of work
activities in relation to the capacities/characteristics of individuals
organizational psychology =
investigates the impact that individuals, groups, and structure have on behavior within
organizations
personnel psychology =
investigates the creation, care, and maintenance of a workforce from entry to exit
mostly field studies →
quasi-experimental work
Monopoly experiment =
wealthy people are more likely to not take other people into account when making decisions
than less wealthy people
, Topic 2: leadership
Leadership =
a solution to the problem of bringing people together and combining their efforts to promote
success and survival and influencing the individuals to willingly contribute to the good of the
group
Management Leadership
coping with complexity coping with change
administration of resources and people providing vision and strategy → future
oriented
day to day operation of the business motivation and inspiration
implicit leadership theories =
images that everyone holds about the traits and behaviors of leaders in general
trait approach (kirkpatrick and locke, 1991)
- drive and desire to lead
- honesty and integrity
- self-confidence
- cognitive ability
- knowledge about the business
trait approach (yukl, 1998)
- high energy level and stress tolerance
- internal locus of control
- emotional maturity
- moderate achievement motivation
- low need for affiliation
behavior approach (harris and fleishman, 1962) =
consideration and initiating structure
behavior approach (likert, 1961) =
task oriented, relationship oriented, and participative
, 1. impoverished management - low results/low people
This indifferent manager is mostly ineffective → disorganization, dissatisfaction, and
disharmony
2. authority-compliance/task-centered (X) - high results/low people
This leader believes that their team members are simply a means to an end. The
team's needs are always secondary to its productivity
3. middle-of-the-road management - medium results/medium people
This manager tries to balance results and people but through continual compromise,
they fail to inspire high performance and also fail to meet people’s needs fully → the
team will only deliver mediocre performance
4. country club management - low results/high people
This manager is mostly concerned with their team members' concerns and feelings.
They assume that, as long as their people are happy and secure, they’ll work hard
5. team management (Y) - high results/high people
This management style is the most effective → this creates an environment based on
trust and respect, which leads to high satisfaction, motivation and excellent results.
task oriented behavior =
to improve the efficiency and reliability of activities carried out by the leaders team or work
unit
relations-oriented behavior =
to maintain subordinate task commitment, confidence, and cooperation
change-oriented behavior =
to identify and implement desirable changes in tasks, outputs, or work procedures
Organizational psychology is really similar to work psychology, only it is applied to different
fields.
The Hawthorne Studies =
Enhanced understanding of what motivates individuals in the workplace. In addition to
personal economic needs, social needs play an important role in influencing work-related
attitudes and behaviors.
The Hawthorne effect =
Employees will perform better when they feel singled out for special attention or feel that
management is concerned about employee welfare.
hierarchy in the workplace
environment > organizational > group > work task > individual
work psychology =
attention is focused on characteristics of work tasks and determinants of the quality of work
activities in relation to the capacities/characteristics of individuals
organizational psychology =
investigates the impact that individuals, groups, and structure have on behavior within
organizations
personnel psychology =
investigates the creation, care, and maintenance of a workforce from entry to exit
mostly field studies →
quasi-experimental work
Monopoly experiment =
wealthy people are more likely to not take other people into account when making decisions
than less wealthy people
, Topic 2: leadership
Leadership =
a solution to the problem of bringing people together and combining their efforts to promote
success and survival and influencing the individuals to willingly contribute to the good of the
group
Management Leadership
coping with complexity coping with change
administration of resources and people providing vision and strategy → future
oriented
day to day operation of the business motivation and inspiration
implicit leadership theories =
images that everyone holds about the traits and behaviors of leaders in general
trait approach (kirkpatrick and locke, 1991)
- drive and desire to lead
- honesty and integrity
- self-confidence
- cognitive ability
- knowledge about the business
trait approach (yukl, 1998)
- high energy level and stress tolerance
- internal locus of control
- emotional maturity
- moderate achievement motivation
- low need for affiliation
behavior approach (harris and fleishman, 1962) =
consideration and initiating structure
behavior approach (likert, 1961) =
task oriented, relationship oriented, and participative
, 1. impoverished management - low results/low people
This indifferent manager is mostly ineffective → disorganization, dissatisfaction, and
disharmony
2. authority-compliance/task-centered (X) - high results/low people
This leader believes that their team members are simply a means to an end. The
team's needs are always secondary to its productivity
3. middle-of-the-road management - medium results/medium people
This manager tries to balance results and people but through continual compromise,
they fail to inspire high performance and also fail to meet people’s needs fully → the
team will only deliver mediocre performance
4. country club management - low results/high people
This manager is mostly concerned with their team members' concerns and feelings.
They assume that, as long as their people are happy and secure, they’ll work hard
5. team management (Y) - high results/high people
This management style is the most effective → this creates an environment based on
trust and respect, which leads to high satisfaction, motivation and excellent results.
task oriented behavior =
to improve the efficiency and reliability of activities carried out by the leaders team or work
unit
relations-oriented behavior =
to maintain subordinate task commitment, confidence, and cooperation
change-oriented behavior =
to identify and implement desirable changes in tasks, outputs, or work procedures
