Organisational psychology lecture
notes (SOW-PSB3BE50E)
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,INHOUD
Lecture 1: Introduction to Organisational Psychology...................................................................................................... 2
Interactive lecture 1: Bureaucracy ................................................................................................................................ 5
Lecture 2: Leadership, Power and conflict........................................................................................................................ 6
Interactive lecture 2: Female Leaders and Quotas ..................................................................................................... 11
Lecture 3: Teams and decisionmaking in organisations ................................................................................................. 12
Work groups and their characteristics ........................................................................................................................ 12
Group performance .................................................................................................................................................... 13
Decision making in organisations ............................................................................................................................... 14
Lecture 4: Motivation and Behaviour in Organisations .................................................................................................. 16
Motivation .................................................................................................................................................................. 16
Creating a motivating work environment ................................................................................................................... 17
Deviant behaviour/Counterproductive work behaviour (CWB) ................................................................................. 17
Organisational Citizenship Behaviour ......................................................................................................................... 18
Interactive lecture 3: Case study ................................................................................................................................ 20
Lecture 5: Organisational Structure and Design ............................................................................................................. 21
Organisational structure ............................................................................................................................................. 21
Coordination ........................................................................................................................................................... 22
Organic vs. Mechanistic structures ............................................................................................................................. 22
Interactive lecture 4: Rewards and Motivation .......................................................................................................... 23
Lecture 6: Communication & culture.............................................................................................................................. 25
Communication .......................................................................................................................................................... 25
Organisational culture ................................................................................................................................................ 25
Lecture 7: Learning and organisational change .............................................................................................................. 27
Learning in organisations ............................................................................................................................................ 27
Organisational change ................................................................................................................................................ 29
1
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,LECTURE 1: INTRODUCTION TO ORGANISATIONAL PSYCHOLOGY
Lecture 1: Introduction to Organisational Psychology Topics:
• Definition of Organisational Psychology
• Definition of organisations
• Types of organisational theory
Definition and images of organisations
What is an organisation: many different images and definitions of organisations
- Machine: rational structure of activities, objectives
- Organism: biological synergy
- Brain: information processing, learning
- Political system: power dynamics
The image of organisations: determines our perception -> determines how we process info -> determines our
thoughts and ideas -> determines the alternatives that are available when making a decision -> determines our
expectations + convictions -> determines actions we undertake (repeat)
Components of organisations: Mintzberg: 6 basic parts of the organisation (fly)
- Ideology, strategic apex, support staff (cleaners etc.), technostructure (planning, rules,
IT etc.), middle line (middle management), operating core (people who do the ‘work’)
Definition of organisation: a collection of people who work together and coordinate their
actions in order to achieve individual and organisational goals
Definition of Organisational Behaviour (OB)
Organisational behaviour (OB): examining the factors that influence how individuals and
groups act in organisations and how organisations respond to their environment
Helps answer questions like:
- Why do people want to work for one particular organisation and not for another?
- Why do some teams work effectively while others do not?
- How do you ensure that employees are motivated to do their work?
- Which structure is best suited to an organisation?
Why should we study OB:
- In order to understand behaviour in organisations
- In order to learn how to apply concepts, theories and techniques that can improve or change behaviour
- In order to enable managers to direct and supervise the activities of their employees
Levels of analysis: individual level -> group level -> organisational level (all influence each other)
External influences that pose a challenge to organisations
Stages of an organisation: input stage (ingredients), conversion stage (baking the cake), output stage (selling the
cake) – continuing cycle, needs to adapt to environment
Challenges for organisations:
- Changing social and cultural environment
o National culture: e.g. now both men and women work
o Ethics and well-being within organisations
o Diversity: disabled, old, young, gender, SES, sexual orientation, religion, ethnicity, race
- Changing global environment
o Understanding global differences:
▪ Difference in values, beliefs, attitudes (if you work globally)
▪ Coordination becomes more complex
▪ Outsourcing to low-wage countries (sweatshops)
o Global learning
- Developments in information technology
o Effect on organisational effectiveness:
▪ Straightforward exchange of knowledge and problem solving
▪ Changing work content
▪ Faster response to customer needs
o Creativity and organisational learning, can make it more interesting/boring
- Shifting working relationships
o Downsizing
o Empowerment and self-managed teams
o Tempts/contract workers/ freelancers
o Outsourcing: hire other companies to do tasks for them
2
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, Summary:
- Different definitions of organisations, but all emphasize ‘working together’
- Different images of organisations à these influence our perceptions and actions
- Organisations function in changing environment à they have to adapt
- Knowledge of how OB expands the possibilities for understanding events in a work setting and how one
should respond to them
Organisational theory
Classical (bureaucracy, scientific management, Fordism) -> human relations -> systems -> contingency -> post
modern
Classical approach: objective = to improve the organisational structure in order to increase efficiency
- Before industrial revolution, organisations were small, now they were bigger so needed more efficiency
- Normative approach: gives clear guidelines of how an organisation should be/look/behave
- Mooney & Reiley principles:
o Principles of coordination – act together, exercising authority, need for discipline
o Scalar principle – vertical division, hierarchy, chain of command
o Functional principle – horizontal division
o The difference between line (core tasks) and staff (supporting functions)
- Taylorism:
o In accordance with which principles did Taylor believe work needed to be classified?
▪ Make work as efficient as possible
▪ Responsibility for the organisation of work from the employee to the manager ->
Employee should only do simple tasks
▪ Use of scientific methods to determine the most efficient way of working
▪ Scientific selection, training and development of employees
▪ Monitoring job performance
o What was his concept of man?
▪ He saw people as part of the machine
▪ Thought everyone was busy thinking how slow they could work
▪ Thought they were motivated by financial gain
o What do these principles mean for the employee?
▪ Work wasn’t fun anymore, not even allowed to smile/talk, allow unions
▪ People were easily replaceable
▪ Assembly belt pace was too fast
o Criticism: storn division of labour (deskilling), little/no opportunity for employees to exercise
control over their work
▪ However: contribution to knowledge, higher earnings/ less physical stress
- Fordism: inspired by taylor
o Mass production (assembly line)
o Standardised products
o Low costs
o Strong division of labour
o Standard salary (enough to be able to buy products)
o Paternalistic (education, homes, healthcare)
- Bureaucracy (weber) -> equal treatment, no favouritism
o Characteristics: specialisation (of function, not employee)
o Division of labour -> Hierarchy
o System of rules and regulations
o Impersonality
- Objections to classical approach:
o Ignores the psychological and social processes of employees
▪ Limits the psychological growth of the employee
• Boredom (need of variety), limited development and use of skills etc.
o Inflexibility
▪ Rules must be followed obediently
▪ Ignores the external environment of the organisation
3
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notes (SOW-PSB3BE50E)
Gedownload door: ikarumba316 | € 912 per jaar
Dit document is auteursrechtelijk beschermd, het verspreiden van dit document is strafbaar. extra verdienen?
,INHOUD
Lecture 1: Introduction to Organisational Psychology...................................................................................................... 2
Interactive lecture 1: Bureaucracy ................................................................................................................................ 5
Lecture 2: Leadership, Power and conflict........................................................................................................................ 6
Interactive lecture 2: Female Leaders and Quotas ..................................................................................................... 11
Lecture 3: Teams and decisionmaking in organisations ................................................................................................. 12
Work groups and their characteristics ........................................................................................................................ 12
Group performance .................................................................................................................................................... 13
Decision making in organisations ............................................................................................................................... 14
Lecture 4: Motivation and Behaviour in Organisations .................................................................................................. 16
Motivation .................................................................................................................................................................. 16
Creating a motivating work environment ................................................................................................................... 17
Deviant behaviour/Counterproductive work behaviour (CWB) ................................................................................. 17
Organisational Citizenship Behaviour ......................................................................................................................... 18
Interactive lecture 3: Case study ................................................................................................................................ 20
Lecture 5: Organisational Structure and Design ............................................................................................................. 21
Organisational structure ............................................................................................................................................. 21
Coordination ........................................................................................................................................................... 22
Organic vs. Mechanistic structures ............................................................................................................................. 22
Interactive lecture 4: Rewards and Motivation .......................................................................................................... 23
Lecture 6: Communication & culture.............................................................................................................................. 25
Communication .......................................................................................................................................................... 25
Organisational culture ................................................................................................................................................ 25
Lecture 7: Learning and organisational change .............................................................................................................. 27
Learning in organisations ............................................................................................................................................ 27
Organisational change ................................................................................................................................................ 29
1
Gedownload door: ikarumba316 | € 912 per jaar
Dit document is auteursrechtelijk beschermd, het verspreiden van dit document is strafbaar. extra verdienen?
,LECTURE 1: INTRODUCTION TO ORGANISATIONAL PSYCHOLOGY
Lecture 1: Introduction to Organisational Psychology Topics:
• Definition of Organisational Psychology
• Definition of organisations
• Types of organisational theory
Definition and images of organisations
What is an organisation: many different images and definitions of organisations
- Machine: rational structure of activities, objectives
- Organism: biological synergy
- Brain: information processing, learning
- Political system: power dynamics
The image of organisations: determines our perception -> determines how we process info -> determines our
thoughts and ideas -> determines the alternatives that are available when making a decision -> determines our
expectations + convictions -> determines actions we undertake (repeat)
Components of organisations: Mintzberg: 6 basic parts of the organisation (fly)
- Ideology, strategic apex, support staff (cleaners etc.), technostructure (planning, rules,
IT etc.), middle line (middle management), operating core (people who do the ‘work’)
Definition of organisation: a collection of people who work together and coordinate their
actions in order to achieve individual and organisational goals
Definition of Organisational Behaviour (OB)
Organisational behaviour (OB): examining the factors that influence how individuals and
groups act in organisations and how organisations respond to their environment
Helps answer questions like:
- Why do people want to work for one particular organisation and not for another?
- Why do some teams work effectively while others do not?
- How do you ensure that employees are motivated to do their work?
- Which structure is best suited to an organisation?
Why should we study OB:
- In order to understand behaviour in organisations
- In order to learn how to apply concepts, theories and techniques that can improve or change behaviour
- In order to enable managers to direct and supervise the activities of their employees
Levels of analysis: individual level -> group level -> organisational level (all influence each other)
External influences that pose a challenge to organisations
Stages of an organisation: input stage (ingredients), conversion stage (baking the cake), output stage (selling the
cake) – continuing cycle, needs to adapt to environment
Challenges for organisations:
- Changing social and cultural environment
o National culture: e.g. now both men and women work
o Ethics and well-being within organisations
o Diversity: disabled, old, young, gender, SES, sexual orientation, religion, ethnicity, race
- Changing global environment
o Understanding global differences:
▪ Difference in values, beliefs, attitudes (if you work globally)
▪ Coordination becomes more complex
▪ Outsourcing to low-wage countries (sweatshops)
o Global learning
- Developments in information technology
o Effect on organisational effectiveness:
▪ Straightforward exchange of knowledge and problem solving
▪ Changing work content
▪ Faster response to customer needs
o Creativity and organisational learning, can make it more interesting/boring
- Shifting working relationships
o Downsizing
o Empowerment and self-managed teams
o Tempts/contract workers/ freelancers
o Outsourcing: hire other companies to do tasks for them
2
Gedownload door: ikarumba316 | € 912 per jaar
Dit document is auteursrechtelijk beschermd, het verspreiden van dit document is strafbaar. extra verdienen?
, Summary:
- Different definitions of organisations, but all emphasize ‘working together’
- Different images of organisations à these influence our perceptions and actions
- Organisations function in changing environment à they have to adapt
- Knowledge of how OB expands the possibilities for understanding events in a work setting and how one
should respond to them
Organisational theory
Classical (bureaucracy, scientific management, Fordism) -> human relations -> systems -> contingency -> post
modern
Classical approach: objective = to improve the organisational structure in order to increase efficiency
- Before industrial revolution, organisations were small, now they were bigger so needed more efficiency
- Normative approach: gives clear guidelines of how an organisation should be/look/behave
- Mooney & Reiley principles:
o Principles of coordination – act together, exercising authority, need for discipline
o Scalar principle – vertical division, hierarchy, chain of command
o Functional principle – horizontal division
o The difference between line (core tasks) and staff (supporting functions)
- Taylorism:
o In accordance with which principles did Taylor believe work needed to be classified?
▪ Make work as efficient as possible
▪ Responsibility for the organisation of work from the employee to the manager ->
Employee should only do simple tasks
▪ Use of scientific methods to determine the most efficient way of working
▪ Scientific selection, training and development of employees
▪ Monitoring job performance
o What was his concept of man?
▪ He saw people as part of the machine
▪ Thought everyone was busy thinking how slow they could work
▪ Thought they were motivated by financial gain
o What do these principles mean for the employee?
▪ Work wasn’t fun anymore, not even allowed to smile/talk, allow unions
▪ People were easily replaceable
▪ Assembly belt pace was too fast
o Criticism: storn division of labour (deskilling), little/no opportunity for employees to exercise
control over their work
▪ However: contribution to knowledge, higher earnings/ less physical stress
- Fordism: inspired by taylor
o Mass production (assembly line)
o Standardised products
o Low costs
o Strong division of labour
o Standard salary (enough to be able to buy products)
o Paternalistic (education, homes, healthcare)
- Bureaucracy (weber) -> equal treatment, no favouritism
o Characteristics: specialisation (of function, not employee)
o Division of labour -> Hierarchy
o System of rules and regulations
o Impersonality
- Objections to classical approach:
o Ignores the psychological and social processes of employees
▪ Limits the psychological growth of the employee
• Boredom (need of variety), limited development and use of skills etc.
o Inflexibility
▪ Rules must be followed obediently
▪ Ignores the external environment of the organisation
3
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