Zusammenfassung fr Organizational Psychology

1. Introduction and Overview Main Tasks of Work and Organizational Psychology

- Analysis, evaluation and modification of work and organizations in line Assumptions: work can be organized to meet human criteria and long-term effectiveness If employees pay negative external costs, long-term effectiveness suffers

Work Psychology

Relation

Organizational Psychology

- e.g. Qualification of commercial employees working in semi-autonomous groups - Need for organizational psychology exists all fields (Economics, Engineering, Medicine etc.)

Research methods of Org. Psychology

- Dimensions: 1. Strategy 2. Location 3. Methods (e.g. systematic, non-systematic) (e.g. Field, laboratory) (e.g. Questionnaire, Observation)

Most interesting

Why do organizations exist?

1. Complicated tasks 3. Combine resources 2. Safe time 4. Be effective

Types of organizations (Shamrock Leafs)

1. Leaf 2. Leaf 3. Leaf -

The upside-down pyramide

Customers are companies main focus

Changed: Central core (full-time, critical employees) Idea Independent contractors (outside contractors) Temporary Hires (Part-timers)

What is organizational behavior?

Two meanings: 1. Activity of studies(groups and individuals) 2. Body of knowledge

Organization (as open) System

- Resource inputs
Feedback

- Transformation process (work activity) - Product outputs

Managers in Organizations
Managers functions: 1. Leading (Managers: Role change: of managers Lifelong Learning: Recurrent (wiederkommend) 2. Planning 3.Organising 4. Controlling

1. Value added managers

2. Managers challenge) New Tasks: Develop 1.People 2. Oneself

Experiential learning (Be open for experiences)

New work places: (think globally, act locally) 1. Globalization of work (Going international) 2. Human rights (Job security, equity of earnings) 3. IT development (curse or blessing) 4. Organizational transitions (Re-engineering) Managing: - Flexibility New Work Options - Effective Manager: Their goals: Effectiveness: Efficiency: (Managing)Diversity: - Family-friends organizations (Job-sharing, Flexiyear /-week) permanent part-time

Controllers, Doers, Thinkers, Leaders Productivity / Human resource maintenance (Verwaltung) How well are goals being attained? How well are resources being used? Broad mix (different racial / ethnical backgrounds, ages / genders / cultures) - happens in your mind - can lead to being unhappy, despite of no written contract

Psychological: Contract

Work values:

Traditional - Boss pays salaries - Pass problems - Build an empire

vs. Re-engineered - Customer pays salaries - Accept ownership of problems - Build teams

2. Normative Values and Ethics The value problem of W/O Psychology

1912 2004 Psychologists needs to be value free (Mnzenberg) Psychologists needs to make normative (ganzheitliche) statements (Rosenstiel) - need of a validated theory Determine as-is situation Change existing situation accumulate knowledge Evaluate

Value problem: Workers needs vs. Capitals interest Whose interests? historically most W/O Psychologists took the workers side
New Today many Psychologists (Consultants) lost their humanitarian view (naive view - achieving long-term capital interest, when workers needs met)

Managing Ethics: 1. Whistleblowers (observe say when a problem arises) and Social 2. Corporate social responsibility Responsibility

3. Individual Attributes Demographic differences

- Gender - Age - Ethnic background

Competency Differences
- Aptitude (competence+ability) - Physical skills - Cognitive skills - Psychological and social skills

Personality
Def.: Overall combination of traits that characterize the unique nature. 1. Extraversion Introversion 2. Conscientiousness (Pflichtbewusstsein) 3. Agreeableness (Vertrglichkeit) 4. Emotional stability 5. Openness to experience
Personality Development

Key dimensions of: Personality

MBTI-Score:
decisions (Myers-Briggs)

Psychological preferences in how people perceive the world and make 1. Focus of attention 2. Collection of information 3. Evaluation of information 4. Orientation to the outer world Conept individuals have of themselves. (..as physical, social and - Idea you have about yourself in the moment (can change rapidly)

Self-Concept:
moral beings)

Authoritarianism (obey to authorities) Dogmatism (written down / believe it)

Machiavellianism: People how view and manipulate others for (purely) personal gain.
high MACH scale: - tendencies to approach situations logically and thoughtfully & to achieve personal goals - reluctant to be influenced by loyalty, friendship, promises and opinions - skilled to influence others

Values
Def.: Global beliefs that guide actions and judgments across a variety of situations. - Fairness - Honesty
1. Values developed to post materialistic ones 2. Values develop in life From student to Manager

Workplace: - Achievement Values - Helping and concern for others

Matrialistic:

- Self-actualization (Freedom of speech) Vs. - Social Status and solidarity (Friendly society) Post-Materialistic: - Safty (Law and Order) Values - Supply (Growth, stable economy)

Attitudes
Def.: Predisposition to respond in a positive or negative way to someone or something. Components: 1. Cognitive (erkennen) 2. Affective 3. Behavioral Job: (1) Organizational Vorgnger commitment

Facets of Job: satisfaction (2) Job involvement Best types of satisfaction:

satisfaction

- Quality of supervision
- Relationship to co-workers - Opportunities

1. Progressive work satisfaction 2. Constructive work satisfaction

Relationship between Satisfaction and Performance - no ultimate answer: depending on country/culture

Intrinsic: comes from Motivation

- appropriate feedback - decision authority - team climate

Wahrnehmer

- collaboration with collegues - task variety

Factors: - Distortion (Selection effects, stereotypes) Inflencing Perception

Einfhlsam

Umweld

Managing : - Self-awareness - being empathic Perception - seek information from others (counter bias)
Voreingenommenheit

Locus of: Control

Verzerrung

Def.: Extend to which people feel able to effect their lives (intern/extern) - internal or external - stable or variable - global or specific - they are dysfunctional, when you are after success: external, variable, specific after failure: internal, stable, global

Attributions:
(Eigenschaften)

can be

4. Nature/nurture (Pflegen/Entwickeln)?
Nurture optimist: - nurture is more effective than nature Applications: - training, personnel development Nurture pessimist: - stability of genetic influences Applications: - personnel selection, IQ-tests But: Biologically determined does not mean unchangeable, and many socialized aspects cannot easily be changed. It is changeable, but a costly process

Sex/Gender and Leadership success (Slides missing)

The higher you get in carrier the higher gets the amount of men Why?
Diverse Explanations

- Stereotype leader is male; good leader = good male - Discrimination - Risk of pregnancy - Role conflict of women - stronger pressure of being successful - Natural selection: survival of the fittest - competition for females - choice (of the fittest female)

Darwins: Theory

- Sexual selection: male females

Parental: (PI) - Any investment of one parent in the offspring which increases the survival chances Investment of the offspring. Qualitative vs. Quantitative Mating Forms: Results from: Early Studies
central - Female - Male Qualitative strategy (choice) - wait until they find the best

Quantitative strategy + controlled competition - leads to a stable rank order - aggressive, competitive - Polygamy - Polygyny - Polyandry - Monogamy

- Competition is typical for male sex - Female hierarchies are less stable - Dominant male is most

Consequences for: - men seek multiple partners / not selective in one night stands Humans - Women are more selective Sex Differences: - women less represented in prestigious positions at Work of Western - women have more difficulties with female supervisors Industrialized Nations - Males tend to display controlled competitive behaviors
Gender stereotypes are well in line with PI Consequences: If there are natural differences, we need different treatments to reach an alignment

Paradigma: Why? 1. Methodologicals reasons (long-term & systematic observation) Change 2. Women entered primate research

8.Propositions : e.g. - Male mating order is not selective (male choosing high ranking females) (have to be true - Females choose high raking males as mating partners (females dont always choose the winner) than paradigma - Male ranking orders are stable, while female ranking orders are instable and true) opportunistic. (Hyper-stable ranking orders of females come from mother) Summary: - Competition between sexes is common - Reproductive success in both sexes varies with rank - Often, female choice, a disputed concept, follows displayed willingness to breed, rather than dominance criteria. In light of the new findings, the models of human evolution should be re-written. - misleading - purely human made - Be Critical Do Not Buy Everthing

5. Motivation and Empowerment

(see chapter 6 Introduction to Leadership: Situational Leadership and Theories of Motivation)

Additional slides:

Process Theories: - Equity theory Equity Theory

- negative / positive inequity

- Expectancy theory

- Goal theory

Does money serve as: an motivator?

- Answer is difficult & complex - its resource intensive

- important to very rewards - stopping rewards is very difficult

Expectancy: Theory Goal-Setting:

Vrooms Expectancy Theory VIE - Model

- better to have a clear specific goal, than a do your best goal (Locke&Latham) - hard goals better with easy tasks - openness in the beginning - Specific goals moderator causal mechanism performance - High self-efficacy (Wirksamkeit) Expectancy

Compensatory: Model of Motivation And Volition

KEHR

6. Groups and Teams What is a Group?

Def.: - Two or more people - Direct interaction - Period of Time - Role differentiation - Common goals - We-feeling - Size depends on the task and people but optimum between 5 and 8 (best effectiveness) standards of behavior signed to only one/some group members - develop little differences - we develop role expectations 1. Extravert 2. Practical Introvert Creative Beliefs Flexible

Group Norms: Group Roles:

Team: Management Styles

3. Analytical 4. Structured -

Team Management: 1. Creator Innovator

Roles (e.g.) 2. Assessor Developer 3. Thruster Organizer Individual Team Organization 4. Concluder Producer Satisfaction, quality of work life Cohesion (stability) Output, productivity

System Level:
And measure effectiveness

Group: Process Typologies: of Group Tasks

According to

- Input

Process

Output

(knowledge, time) 1. Disjunctive(trennend) (all have to succeed) - assembly line

(motivation, communication) (productivity, satisfaction) 2. Conjunctive(verbindend) - project team 2. Discussion (alternatives, which best) 3. Additive(zustzlich) succeed in his task) 3.Problem solving task
(clearly defined, right answer)

(if one succeed all succeed) (everyone have to

(Morris&Hackmann) 1. Productive (sth. New)

Group Process
&

- Emergent behaviors - Required behaviors 1. Forming

(can be different, shadow behavoirs) (same in groups, you are asked to do) 2.Storming 3.Norming 4.Performing

After a few minutes you see how people develop in the group

Effectiveness Group Development Communication: Patterns in Groups

- speeding up: - initial meeting, outdoor tasks (get to know each other) Differentiation:
centralization, communication actions, Leadership, satisfaction (group,leader)

Decision making: - Individual autocratic in groups - minority rule Groupthink

(Def.:)

- Authority/expert based

- Consensus
(instabil)

- majority rule(power to the cranky) - unanimity(Einstimmigkeit)

Tendency of members to lose their critical, evaluative capabilities(Fhigkeiten)

Challenger disaster: - isolation - stress (Invasion of Iraq) - group pressure - dont express worries - wrong people make decision

Improving:
Effectiveness

Individual contributions + group rocess gains - group process losses

Decision making Group process: Losses

- lack of direction - Groupthink - lack of trust - Power games - diffusion of responsibilities - excessive intergroup competition

What is a Team?
Def.: In positive sense, depicting a well-functioning group
(Darstellen)

Every Team is a group, but not every group is a team

Team: Degree to which members are attracted to and motivated to remain a part of a team Cohesiveness - high cohesiveness low fluctuation - low cohesiveness high fluctuation
Decrease: Increase: - disagreement, team bigger, reward individual tasks - agreement, team smaller, reward team results
Decreases No one is better than the other

SELT MANAGEING TEAM

Specific problem: - quality circles - task force teams SolvingTeams - self-managing work team Critical factors: virtual teams
Work with people who are in other places

- Autonomous work team

- dependent on communication technology - maintenance of electronic collaboration - private communications more effective/ successful allow to meet, costly but worth it!