Industrial Psychology Board Review

Comprehensive vocabulary flashcards covering Industrial/Organizational psychology concepts, organizational theories, motivation, leadership, and team dynamics based on the provided review material.

Organization

Collectivities of parts that cannot accomplish their goals effectively if they operated separately; a tool people use to coordinate actions to obtain value or achieve goals.

Organizational Theory

A set of propositions that explains or predicts how groups and individuals behave in varying organizational structures and circumstances.

Functional Principle

The concept behind division of labor, stating that organizations should be divided into units that perform similar functions in areas of specialization.

Scalar Principle

Deals with the organization’s vertical growth and refers to the chain of command that grows with levels added to the organization.

Span-Of-Control Principle

Refers to the number of subordinates a manager is responsible for supervising; larger spans produce flat organizations, while smaller spans produce taller organizations.

Taylorism

A premise associated with Frederick Taylor stating there is 'one best way' to get a job done, utilizing scientific analysis to identify production efficiency.

Impersonality

A characteristic of Bureaucracy by Max Weber where behavior is based on logical reasoning rather than emotional thinking.

Unity of Command

The principle stating an employee should receive instructions from only one executive or superior.

Esprit De Corps

Establishing a sense of belonging within the organization to create unity and morale.

Operating Core

The basic part of an organization responsible for conducting work duties that transform raw goods into sellable products.

Strategic Apex

Associated with executive leadership, this group is responsible for the overall success of the entire organization.

Technostructure

The part of an organization containing technical expertise that facilitates operations, such as accounting, HR, IT, and law departments.

Hawthorne Effect

Increased productivity resulting from workers' motivation due to interest shown by the company in them and their well-being.

Theory X

Management belief that employees are inherently lazy, selfish, and uninterested in work, requiring control and direction to achieve output.

Theory Y

Management belief emphasizing the inherent goodness, capacity, and potential of employees to develop and seek responsibility.

Chronic Self-Esteem

In work motivation, a person’s overall, stable feeling about himself or herself.

Situational Self-Esteem

A person's feeling about himself or herself in a specific, particular situation.

Galatea Effect

The specific relationship between an individual's self-expectations and their actual performance.

Pygmalion Effect

Also known as the Rosenthal Effect, it occurs when an employee's self-esteem increases because they feel the manager has confidence in them.

Skill Variety

A core job characteristic involving the use of different skills and talents to complete a variety of work activities.

Job Enrichment

Redesigning jobs to give workers greater responsibility in the planning, execution, and evaluation of their work.

Negative Entropy

The process by which organizations avoid moving toward disorganization or death by ensuring a continuous flow of energy from the external environment.

Equifinality

A systems concept stating that a system can reach the same end state in different ways rather than following a single path.

Mechanistic Organization

An organization that depends on formal rules, centralized decision-making at higher levels, and smaller spans of control for stable environments.

Organic Organization

An organization with a large span of control, less formalized procedures, and decentralized decision-making for unstable environments.

Halo Effect

The tendency for a general impression of a person to distort perceptions of their other specific characteristics.

False-Consensus Effect

Also known as the Similar-to-Me Effect, it occurs when people overestimate the extent to which others share their beliefs or behaviors.

Affective Commitment

The extent to which an employee wants to remain with an organization based on their identification with and care for the company.

Continuance Commitment

The extent to which an employee believes they must remain with an organization due to the time, expense, and effort already invested.

Transactional Leadership

A leadership style consisting primarily of task-oriented behaviors to achieve performance goals.

Transformational Leadership

A leadership style focused on changing or transforming goals, values, and ethics through charisma, intellectual stimulation, and individual consideration.

Job Rotation

Rotating workers among a variety of jobs to increase flexibility, eliminate boredom, and expose them to various areas of the organization.

Paied Comparison

A performance appraisal method where every employee is compared with every other employee for each trait, calculated by the formula $\frac{n(n-1)}{2}$.

Social Loafing

The phenomenon where individuals exert less effort in group work than they would when working individually.

Groupthink

A state where group members become so cohesive and like-minded that they make poor decisions despite contrary information.

Forming

The first stage of team development where members get to know each other, find expectations, and test boundaries.

Storming

The second stage of team development characterized by disagreement, individual frustration, and role testing.

Norming

The third stage of team development where tension eases, cohesion develops, and members agree on objectives.

Adjourining

The final stage of team development where the team is about to disband after finishing the task.

Ingratiation

An organizational politics tactic where one increases personal appeal through favors, praise, or flattery.

Organizational Development

A planned, organization-wide effort to increase effectiveness through behavioral science knowledge and technology.