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Industrial/Organizational Psychology
Questions with Detailed Verified Answers
Hawthorne Studies Ans: A series of studies during the 1920s and 1930s
that provided new insights into individual and group behavior
Human Relations Approach Ans: Todays predominant viewpoint which
arose under the impact of the Hawthorne studies in the 20's and 30's.
Hawthorne effect Ans: the tendency for people to behave differently
when they know they are being observed
Ouchi's Theory Z Ans: William Ouchi's theory is based on the
participative management style of the Japanese. This theory states that
workers are motivated by a sense of commitment, opportunity, and
advancement.
Scientific Management Ans: studying workers to find the most efficient
ways of doing things and then teaching people those techniques. People
are extensions of the machines (ignores individual needs, ability or
interests) Workers are considered lazy/dishonest/low intelligence
Fredrick Taylor Ans: Discovered the scientific management system- a
way of organizing people in the most efficient manner.
Theory X Ans: assumes that workers are basically lazy, error-prone,
and extrinsically motivated by money and, thus, should be directed from
above.
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Theory Y Ans: assumes that, given challenge and freedom, workers are
motivated to achieve self-esteem and to demonstrate their competence
and creativity.
Trait Theory of Leadership Ans: assumes that there is a universal set of
traits that can distinguish good leaders from poor leaders. Examples
include: authoritarian, democratic, and laissez faire leaders.
Situational theory Ans: the theory of leadership asserting that
leadership depends on the situation
Includes: Fiedler's LPC Theory, Cognitive Resource Theory, Vroom and
Yetton's Normative Model, House's Path-Goal Theory, and Hersey and
Blanchard's Situational Leadership Theory.
Fiedler's Contingency Theory (LPC Theory) Ans: based on the premise
that a leader's effectiveness is contingent on the extent to which a
leader's style fits or matches characteristics of the situation at hand
High LPCs are people oriented while Low LPCs are Task Oriented
Cognitive Resource Theory Ans: A theory of leadership which states
that stress unfavorably affects a situation and that intelligence and
experience can reduce the influence of stress on the leader
Vroom & Yetton's Normative Model Ans: This provides a "decision tree"
to help a leader determine an autocratic, consultative, or consensual
decision-making approach
House's Path-Goal Theory of Leadership Ans: The most important
aspect in leadership is the follower's expectation that a task can be
accomplished and that it will lead to rewards. Four types of leadership
styles are: Directive, supportive, achievement oriented, and participative.
Hersey and Blanchard's Situational Leadership Ans: looks at employees'
readiness to perform (telling, selling, participating, delegating)
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Transactional Leadership Ans: leadership based on an exchange process
in which followers are rewarded for good performance and punished for
poor performance
Transformational Leadership Ans: leadership that generates awareness
and acceptance of a group's purpose and mission and gets employees to
see beyond their own needs and self-interests for the good of the group
Reward Power Ans: the ability of a manager to give or withhold tangible
and intangible rewards
e.g. offering bonuses for excellent performance
coercive power Ans: The ability of a manager to punish others
e.g. fire an employee for poor performance
legitimate power Ans: the authority that a manager has by virtue of
their position in an organization's hierarchy
e.g. power that comes from being in a supervisory position
refferent power Ans: Based on identifying with, admiring, or liking the
person in a leadership position
expert power Ans: influence based on special skills or knowledge
rational-economic model Ans: the model of decision making according
to which decision makers consider all possible alternatives to problems
before selecting the optimal solution
Administrative Approach Ans: the behavioral approach to decision
making also referred to as satisfysing style. Used when problems are
ambiguous, and the first satisfactory alternative is chosen. Associated
with Herbert Simon.
Industrial/Organizational Psychology
Questions with Detailed Verified Answers
Hawthorne Studies Ans: A series of studies during the 1920s and 1930s
that provided new insights into individual and group behavior
Human Relations Approach Ans: Todays predominant viewpoint which
arose under the impact of the Hawthorne studies in the 20's and 30's.
Hawthorne effect Ans: the tendency for people to behave differently
when they know they are being observed
Ouchi's Theory Z Ans: William Ouchi's theory is based on the
participative management style of the Japanese. This theory states that
workers are motivated by a sense of commitment, opportunity, and
advancement.
Scientific Management Ans: studying workers to find the most efficient
ways of doing things and then teaching people those techniques. People
are extensions of the machines (ignores individual needs, ability or
interests) Workers are considered lazy/dishonest/low intelligence
Fredrick Taylor Ans: Discovered the scientific management system- a
way of organizing people in the most efficient manner.
Theory X Ans: assumes that workers are basically lazy, error-prone,
and extrinsically motivated by money and, thus, should be directed from
above.
, Page | 2
Theory Y Ans: assumes that, given challenge and freedom, workers are
motivated to achieve self-esteem and to demonstrate their competence
and creativity.
Trait Theory of Leadership Ans: assumes that there is a universal set of
traits that can distinguish good leaders from poor leaders. Examples
include: authoritarian, democratic, and laissez faire leaders.
Situational theory Ans: the theory of leadership asserting that
leadership depends on the situation
Includes: Fiedler's LPC Theory, Cognitive Resource Theory, Vroom and
Yetton's Normative Model, House's Path-Goal Theory, and Hersey and
Blanchard's Situational Leadership Theory.
Fiedler's Contingency Theory (LPC Theory) Ans: based on the premise
that a leader's effectiveness is contingent on the extent to which a
leader's style fits or matches characteristics of the situation at hand
High LPCs are people oriented while Low LPCs are Task Oriented
Cognitive Resource Theory Ans: A theory of leadership which states
that stress unfavorably affects a situation and that intelligence and
experience can reduce the influence of stress on the leader
Vroom & Yetton's Normative Model Ans: This provides a "decision tree"
to help a leader determine an autocratic, consultative, or consensual
decision-making approach
House's Path-Goal Theory of Leadership Ans: The most important
aspect in leadership is the follower's expectation that a task can be
accomplished and that it will lead to rewards. Four types of leadership
styles are: Directive, supportive, achievement oriented, and participative.
Hersey and Blanchard's Situational Leadership Ans: looks at employees'
readiness to perform (telling, selling, participating, delegating)
, Page | 3
Transactional Leadership Ans: leadership based on an exchange process
in which followers are rewarded for good performance and punished for
poor performance
Transformational Leadership Ans: leadership that generates awareness
and acceptance of a group's purpose and mission and gets employees to
see beyond their own needs and self-interests for the good of the group
Reward Power Ans: the ability of a manager to give or withhold tangible
and intangible rewards
e.g. offering bonuses for excellent performance
coercive power Ans: The ability of a manager to punish others
e.g. fire an employee for poor performance
legitimate power Ans: the authority that a manager has by virtue of
their position in an organization's hierarchy
e.g. power that comes from being in a supervisory position
refferent power Ans: Based on identifying with, admiring, or liking the
person in a leadership position
expert power Ans: influence based on special skills or knowledge
rational-economic model Ans: the model of decision making according
to which decision makers consider all possible alternatives to problems
before selecting the optimal solution
Administrative Approach Ans: the behavioral approach to decision
making also referred to as satisfysing style. Used when problems are
ambiguous, and the first satisfactory alternative is chosen. Associated
with Herbert Simon.
