Industrial-Organizational Psychology

Vocabulary flashcards covering key concepts in Industrial-Organizational Psychology.

Organizational Theory

A field that examines the structures, processes, and dynamics of organizations to understand behavior and improve effectiveness.

Classical Organization Theory

A theory focused on system efficiency, strict hierarchies, and division of labor, emphasizing structure and rules.

Neo-Classical Theory

A theory that emphasizes emotional and psychological factors in organizations and encourages a human relations approach.

Modern Organizational Theory

A theory that integrates both social and scientific perspectives to understand organization behavior in a more holistic manner.

Contingency Theory

A theoretical framework that suggests management effectiveness depends on contextual factors and that there is no one best way to manage.

Motivation Theory

Focuses on understanding what drives individuals to act in an organizational context.

Human Resource Management (HRM)

Administrative function focusing on recruiting, screening, training, and development of employees.

Human Resource Development (HRD)

A framework for the individual and organizational growth through learning and development.

Team Dynamics

The behavioral and psychological processes that occur between members of a team, affecting performance and effectiveness.

Organizational Change

The process of implementing new methods or practices in an organization to improve efficiency and effectiveness.

Organizational Development (OD)

A planned approach to improving an organization’s capability through aligning strategy, structure, people, and processes.

Job Analysis

The process of gathering, examining, and interpreting data about a job's tasks, responsibilities, and the competencies required.

Span of Control

The number of subordinates a manager can effectively manage.

Chain of Command

The formal line of authority and responsibility within an organization.

Matrix Structure

An organizational structure where employees report to multiple managers, typically by both function and project.

Flat Organization

An organizational structure with few or no levels of middle management, promoting lower costs and faster decision-making.

Employee Engagement

The emotional commitment employees have to their organization and its goals, leading to higher productivity.

Performance Appraisal

A systematic evaluation of an employee’s performance, typically used to inform decisions on promotions, raises, and development.

Feedback

Information about performance or behavior that is provided with the aim to facilitate improvement.

Training Needs Analysis (TNA)

The process of identifying and evaluating the training requirements of an organization or its employees.

Stakeholder

Any individual or group that can affect or be affected by the achievement of an organization’s objectives.

Organizational Culture

The values, beliefs, and behaviors that shape how members of an organization interact and work.

Change Agent

An individual or group that facilitates and manages organizational change.

Resistance to Change

The reluctance of employees to adapt to changes in their work environments or practices.

Groupthink

A psychological phenomenon in which the desire for harmony in a decision-making group leads to irrational or dysfunctional outcomes.

Conflict Resolution

The methods and processes involved in facilitating the peaceful ending of conflict and retribution.

Decision-Making

The cognitive process of choosing a course of action from multiple alternatives.

Corporate Social Responsibility (CSR)

A business model where companies integrate social and environmental concerns in their operations and interactions with stakeholders.