Organisational psychology literature
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,INHOUDSOPGAVE
Week 1: introduction to organisational psychology ............................................................................................... 2
Chapter 1: introduction to organisational behaviour ................................................................................................... 2
Approaches to organisation and management ............................................................................................................ 5
IL: lost in registration .................................................................................................................................................... 9
Week 2: Leadership and Power .......................................................................................................................... 10
Chapter 12: Leaders and Leadership .......................................................................................................................... 10
Chapter 13: Power, Politics, Conflict, and Negotiation ............................................................................................... 12
Week 3: groups and teams ................................................................................................................................. 15
Chapter 10: The Nature of Work Groups and Teams ................................................................................................. 15
Chapter 11: Effective Work Groups and Teams .......................................................................................................... 17
Chapter 15: Decision Making and Organisational Learning ........................................................................................ 19
Week 4: motivation and behaviour in organisations............................................................................................ 22
Chapter 6: The Nature of Work Motivation................................................................................................................ 22
Chapter 7: Creating a Motivating Work Setting .......................................................................................................... 24
Week 5: organisational structure and design ...................................................................................................... 26
Chapter 16: Organisational Design and Structure ...................................................................................................... 26
Week 6: communication, culture, organisational culture & climate ..................................................................... 29
Chapter 14: Communicating Effectively in Organisations .......................................................................................... 29
Chapter 17: Organisational Culture and Ethical Behaviour ........................................................................................ 31
Week 7: organisational change and innovation ................................................................................................... 33
Chapter 5: Learning and Creativity ............................................................................................................................. 33
Chapter 18: Organisational Change and Development .............................................................................................. 36
1
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,WEEK 1: INTRODUCTION TO ORGANISATIONAL PSYCHOLOGY
Week 1 Learning objectives:
• Identify the most important trends in the development of theories about organisations and compare the
different approaches
• Evaluate how the different approaches are evident in organisations at this moment
Chapter 1: introduction to organisational behaviour
Organisations exist to provide goods and services that people want, and the amount and quality of these goods and
services are products of the behaviours and performance of an organisation’s employees.
Organisational behaviour is the study of the many factors that have an impact on how people and groups act, think,
feel, and respond to work and organisations and how organisations respond to their environments.
- OB provides a set of tools—theories and concepts— that allow:
o People to understand, analyse, describe, and manage attitudes and behaviour in organisations
o Managers to improve, enhance, or change work behaviours so that individuals, groups, and the
whole organisation can achieve their goals
Levels of OB: the individual, the group, and the organisation as a whole. A full understanding is impossible without an
examination of the factors that affect behaviour at each level.
- Group: 2+ people who interact to achieve their goals
- Team: A group in which members work together intensively and develop team specific routines to achieve a
common group goal
Managers: Persons who supervise the activities of one or more employees.
- can work to raise an employee’s self-esteem or beliefs about his or her ability to accomplish a certain task in
order to increase the employee’s productivity or job satisfaction
- can change the reward system to change employees’ beliefs about the extent to which their rewards depend
on their performance.
- can change the design of a person’s job or the rules and procedures for doing the job to reduce costs, make
the task more enjoyable, or make the task easier to perform.
Top-management teams: High-ranking executives who plan a company’s strategy so the company can achieve its goals
A significant task for an organisation’s managers and employees is to use the tools of OB to increase organisational
effectiveness: an organisation’s ability to achieve its goals.
Management The process of planning, organizing, leading, and controlling an organisation’s human, financial, material,
and other resources to increase its effectiveness.
- Planning: Decide on organisational goals and allocate and use resources to achieve those goals
- Organizing: Establish the rules and reporting relationships that allow people to achieve organisational goals
- Leading: Encourage and coordinate individuals and groups so that they work toward organisational goals
o Self-managed teams: Groups of employees who are given the authority and responsibility to
manage many different aspects of their own organisational behaviour
- Controlling: Evaluate how well the
organisation is achieving its goals and take
action to maintain and improve performance
or take corrective action (Monitoring and
evaluating individual, group, and
organisational performance to see whether
organisational goals are being achieved)
Managerial skills:
- Conceptual skills: The ability to analyse and
diagnose a situation and to distinguish
between cause and effect.
- Human skills: The ability to understand, work
with, lead, and control the behaviour of other
people and groups
- Technical skills: Job-specific knowledge and
techniques
2
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, The activities of most organisations can be modelled as an open system in which an organisation takes in resources
from its external environment and converts or transforms them into goods and services that are sent back to that
environment, where customers buy them.
Challenge 1: the changing social and cultural environment
National culture: The set of values or beliefs that a society considers important and the norms of behaviour that are
approved or sanctioned in that society -> this is changed when social and cultural environment changes
Ethical dilemma: The quandary managers experience when they have to decide if they should act in a way that might
benefit other people or groups, and is the “right” thing to do, even though doing so might go against their own and
their organisation’s interests.
Social responsibility: An organisation’s obligations toward people or groups directly affected by its actions
Dealing with a diverse workforce:
- Fairness and justice challenge: Managers are challenged to allocate jobs, promotions, and rewards in a fair
and equitable manner. As diversity increases, achieving fairness can be difficult because many organisations
have traditionally appointed white-male employees to higher organisational positions but today all kinds of
diverse employees must be judged by the same equitable and unbiased criteria if companies are to avoid
employment lawsuits
- Decision-making and performance challenge: how to take advantage of differences in the attitudes and
perspectives of people of different ages, genders, or races, in order to improve decision making and raise
organisational performance. Many organisations have found that tapping into diversity and taking advantage
of the potential of diverse employees, leads to new and improved OBs and procedures
- Flexibility challenge: to be sensitive to the needs of different kinds of employees and to try to develop flexible
employment approaches that increase employee well-being
Challenge 2: the evolving global environment
Three important challenges facing organisations from the global environment are
- to appreciate the differences that exist between countries
- to benefit from this new global knowledge to improve OBs and procedures
- to use global learning to find better ways to respond to global crises
o Global learning: the process of acquiring and learning the skills, knowledge, and organisational
behaviours and procedures that have helped companies abroad become major global competitors
Challenge 3: advancing information technology
Changes in the technological environment, and particularly advances in information technology (IT), are also having
important effects on OB and procedures. IT has improved effectiveness by helping an organisation improve the quality
of its products, lower their costs, and by promoting creativity and organisational learning and innovation.
- Organisational learning: The process of managing information and knowledge to achieve a better fit between
the organisation and its environment
Challenge 4: shifting work and employment relationships
Many changes have also been taking place in the employment or work environment, and important developments that
have affected OB include a shortening employment relationship because of downsizing, the growth in the number of
contingent (temporary) employees, and global outsourcing.
- Empowerment: The process of giving employees throughout an organisation the authority to make important
decisions and to be responsible for their outcomes
- Outsourcing: The process of employing people, groups, or a specialist organisation to perform a specific type
of work activity or function previously performed inside an organisation
o Freelancers: People who contract with an organisation to perform specific services
3
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summary (SOW-PSB3BE50E)
Gedownload door: ikarumba316 | € 912 per jaar
Dit document is auteursrechtelijk beschermd, het verspreiden van dit document is strafbaar. extra verdienen?
,INHOUDSOPGAVE
Week 1: introduction to organisational psychology ............................................................................................... 2
Chapter 1: introduction to organisational behaviour ................................................................................................... 2
Approaches to organisation and management ............................................................................................................ 5
IL: lost in registration .................................................................................................................................................... 9
Week 2: Leadership and Power .......................................................................................................................... 10
Chapter 12: Leaders and Leadership .......................................................................................................................... 10
Chapter 13: Power, Politics, Conflict, and Negotiation ............................................................................................... 12
Week 3: groups and teams ................................................................................................................................. 15
Chapter 10: The Nature of Work Groups and Teams ................................................................................................. 15
Chapter 11: Effective Work Groups and Teams .......................................................................................................... 17
Chapter 15: Decision Making and Organisational Learning ........................................................................................ 19
Week 4: motivation and behaviour in organisations............................................................................................ 22
Chapter 6: The Nature of Work Motivation................................................................................................................ 22
Chapter 7: Creating a Motivating Work Setting .......................................................................................................... 24
Week 5: organisational structure and design ...................................................................................................... 26
Chapter 16: Organisational Design and Structure ...................................................................................................... 26
Week 6: communication, culture, organisational culture & climate ..................................................................... 29
Chapter 14: Communicating Effectively in Organisations .......................................................................................... 29
Chapter 17: Organisational Culture and Ethical Behaviour ........................................................................................ 31
Week 7: organisational change and innovation ................................................................................................... 33
Chapter 5: Learning and Creativity ............................................................................................................................. 33
Chapter 18: Organisational Change and Development .............................................................................................. 36
1
Gedownload door: ikarumba316 | € 912 per jaar
Dit document is auteursrechtelijk beschermd, het verspreiden van dit document is strafbaar. extra verdienen?
,WEEK 1: INTRODUCTION TO ORGANISATIONAL PSYCHOLOGY
Week 1 Learning objectives:
• Identify the most important trends in the development of theories about organisations and compare the
different approaches
• Evaluate how the different approaches are evident in organisations at this moment
Chapter 1: introduction to organisational behaviour
Organisations exist to provide goods and services that people want, and the amount and quality of these goods and
services are products of the behaviours and performance of an organisation’s employees.
Organisational behaviour is the study of the many factors that have an impact on how people and groups act, think,
feel, and respond to work and organisations and how organisations respond to their environments.
- OB provides a set of tools—theories and concepts— that allow:
o People to understand, analyse, describe, and manage attitudes and behaviour in organisations
o Managers to improve, enhance, or change work behaviours so that individuals, groups, and the
whole organisation can achieve their goals
Levels of OB: the individual, the group, and the organisation as a whole. A full understanding is impossible without an
examination of the factors that affect behaviour at each level.
- Group: 2+ people who interact to achieve their goals
- Team: A group in which members work together intensively and develop team specific routines to achieve a
common group goal
Managers: Persons who supervise the activities of one or more employees.
- can work to raise an employee’s self-esteem or beliefs about his or her ability to accomplish a certain task in
order to increase the employee’s productivity or job satisfaction
- can change the reward system to change employees’ beliefs about the extent to which their rewards depend
on their performance.
- can change the design of a person’s job or the rules and procedures for doing the job to reduce costs, make
the task more enjoyable, or make the task easier to perform.
Top-management teams: High-ranking executives who plan a company’s strategy so the company can achieve its goals
A significant task for an organisation’s managers and employees is to use the tools of OB to increase organisational
effectiveness: an organisation’s ability to achieve its goals.
Management The process of planning, organizing, leading, and controlling an organisation’s human, financial, material,
and other resources to increase its effectiveness.
- Planning: Decide on organisational goals and allocate and use resources to achieve those goals
- Organizing: Establish the rules and reporting relationships that allow people to achieve organisational goals
- Leading: Encourage and coordinate individuals and groups so that they work toward organisational goals
o Self-managed teams: Groups of employees who are given the authority and responsibility to
manage many different aspects of their own organisational behaviour
- Controlling: Evaluate how well the
organisation is achieving its goals and take
action to maintain and improve performance
or take corrective action (Monitoring and
evaluating individual, group, and
organisational performance to see whether
organisational goals are being achieved)
Managerial skills:
- Conceptual skills: The ability to analyse and
diagnose a situation and to distinguish
between cause and effect.
- Human skills: The ability to understand, work
with, lead, and control the behaviour of other
people and groups
- Technical skills: Job-specific knowledge and
techniques
2
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Dit document is auteursrechtelijk beschermd, het verspreiden van dit document is strafbaar. extra verdienen?
, The activities of most organisations can be modelled as an open system in which an organisation takes in resources
from its external environment and converts or transforms them into goods and services that are sent back to that
environment, where customers buy them.
Challenge 1: the changing social and cultural environment
National culture: The set of values or beliefs that a society considers important and the norms of behaviour that are
approved or sanctioned in that society -> this is changed when social and cultural environment changes
Ethical dilemma: The quandary managers experience when they have to decide if they should act in a way that might
benefit other people or groups, and is the “right” thing to do, even though doing so might go against their own and
their organisation’s interests.
Social responsibility: An organisation’s obligations toward people or groups directly affected by its actions
Dealing with a diverse workforce:
- Fairness and justice challenge: Managers are challenged to allocate jobs, promotions, and rewards in a fair
and equitable manner. As diversity increases, achieving fairness can be difficult because many organisations
have traditionally appointed white-male employees to higher organisational positions but today all kinds of
diverse employees must be judged by the same equitable and unbiased criteria if companies are to avoid
employment lawsuits
- Decision-making and performance challenge: how to take advantage of differences in the attitudes and
perspectives of people of different ages, genders, or races, in order to improve decision making and raise
organisational performance. Many organisations have found that tapping into diversity and taking advantage
of the potential of diverse employees, leads to new and improved OBs and procedures
- Flexibility challenge: to be sensitive to the needs of different kinds of employees and to try to develop flexible
employment approaches that increase employee well-being
Challenge 2: the evolving global environment
Three important challenges facing organisations from the global environment are
- to appreciate the differences that exist between countries
- to benefit from this new global knowledge to improve OBs and procedures
- to use global learning to find better ways to respond to global crises
o Global learning: the process of acquiring and learning the skills, knowledge, and organisational
behaviours and procedures that have helped companies abroad become major global competitors
Challenge 3: advancing information technology
Changes in the technological environment, and particularly advances in information technology (IT), are also having
important effects on OB and procedures. IT has improved effectiveness by helping an organisation improve the quality
of its products, lower their costs, and by promoting creativity and organisational learning and innovation.
- Organisational learning: The process of managing information and knowledge to achieve a better fit between
the organisation and its environment
Challenge 4: shifting work and employment relationships
Many changes have also been taking place in the employment or work environment, and important developments that
have affected OB include a shortening employment relationship because of downsizing, the growth in the number of
contingent (temporary) employees, and global outsourcing.
- Empowerment: The process of giving employees throughout an organisation the authority to make important
decisions and to be responsible for their outcomes
- Outsourcing: The process of employing people, groups, or a specialist organisation to perform a specific type
of work activity or function previously performed inside an organisation
o Freelancers: People who contract with an organisation to perform specific services
3
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