Applied psych.

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  1. Organization:
    A collection of people woeking together with a division of labor to achieve a common purpose
  2. Organization Characteristics:
    • raw materials
    • supplies
    • ideas
  3. Organization characteristics:
    Transform materials, teach or support a service
  4. Organization Characteristics:
    • Finished product
    • Accessible service
    • ** example: BMW plant, banks
  5. Organization GLUE:
    • People; people are basic to all organizations
    • Social relationships reflect cohesiveness
  6. Personnel Psychology:
    • Branch of applid psychology
    • Differences in individual behaviors and job performances
  7. Focuses of Personnel Psychology:
    • Differences in individuals' behaviors
    • Job performances
    • Methods to measure and predict these differences
  8. Inputs to Organizations
    • raw materials
    • energy
    • information
    • capital ($$$)
    • people
  9. Jobsvwithin organizations:
    • technical
    • administrative
    • creative
    • repetitive
    • solitary vs. interactive
    • simple vs. complex
  10. Applied psych. values:
    "in a free society, every individual, regardless of race, age, gender, disability, religion, national origins... has a fundamental and inalienable right to compete for any job for which he or she is qualified"
  11. Applied psych. values
    "Society can and should do a better job of making the wisest and most humane use ofits human resources"
  12. Applied psych. values
    Human resource professionals and managers must be as technically competent and well-informed as possible to best influence the lives of individuals
  13. Personnel Psychology overlaps Human Resource management in:
    • motivation
    • efficient employee staffing
    • leadership development
    • labor relations organization theory
  14. Changes to the "world of woek"
    • Globalization pervasive
    • Technology is less expensive
    • Mergers and acquisitions are common
    • Structure and design
  15. Globalization=
    • Complex work routine -> outsource
    • Management information centralized ->downsize
  16. Technology less expensive:
    more work for fewer employees with continuous training
  17. Other technological effects:
    • Distance is no longer meaningful
    • Virtual offices and managers vs. human man.
    • Change may be the only constant
    • Education is never completed
    • Distractions may be more costly
    • *spam mail, im, texting, twitter,...
  18. Effects of technology on org. & people:
    There is a dark side to new technology-
    • Workers are bombarded with SPAM mail
    • Company computer networks may be attacked by hackers who damage the ability of an org. to function and employees privacy may be comprimised
    • SPAM may be costing companies as much as $874 a year per worker
  19. Organizations must be predicated on _______, not _________
    • contant change
    • stability
  20. The changing managerial roles:
    managers once ruled by the 3-C logic-
    • Command-essentially one way communication
    • Controls-that ensure that fragmented tasks (grouped into clearly defined jobs) could be coordinated effectively & partitioned into;
    • Compartments-departments, units and functions
  21. The changing managerial roles:
    NOW a key task for managers is to-
    • Articulate a vision of what their organizations stand for
    • What they are trying to accomplish
    • How they compete for business in the market place
    • **Managers must be able to communicate how their orgs. create value
    • The next step is to translate that value-creation story into everything that is done, including the implications for employee knowledge & behavior
  22. The managerial roles of :controllers", "planners", and "inspectors" are being replaced by;
    "coaches", "facilitators", and "mentors"
  23. Human Resources can be sources of sustained competitive advantage as long as they meet the three requirements
    • 1. they add positive economic benefits to the process of producing goods or delivering them
    • 2. the skills od the workforce are distinguishable from those of competitors (ex. through education and workplace learning)
    • 3. such skills are not easily duplicated
  24. Job security
    the belief that one will retain employment with the same organization until retirement
  25. Emploment Security
    having the kinds of skills that employers in the labor market are willing to pay for
  26. Because of the changes in the nature of work and its impact on workers and society, the following potential problems could occur:
    • insecurity
    • uncertainty
    • stress
    • social friction
  27. Insecurity:
    ongoing employment downsizing "offshoring" of skilled jobs in services, such as financial analysis, software design, and tax preparation
  28. Uncertainty:
    Contant change, multiple reporting relationships, inability to forecast the future
  29. Stress:
    • competing damands
    • long work hours
    • exhaustion
    • lack of separation between work and nonwork activities
    • global competition
  30. Social friction
    • 2 teired society
    • sharp differences in opportunties based on ability
    • insufficient work for the low skilled
  31. On the other hand;;;
    Work could provide the following compensation:
    • challenge
    • creativity
    • flexibility
    • control
    • interrelations
  32. Interrelations:
    • global communication and "virtual connectedness"
    • group and team collaboration
    • end of isolation
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Applied psych.
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