INDUSTRIAL-ORGANIZATIONAL
PSYCHOLOGY ACTUAL EXAM
2025/2026 COMPLETE
QUESTIONS AND CORRECT
DETAILED ANSWERS AND STUDY
GUIDE || 100% GUARANTEED
PASS <NEWEST VERSION>
Hawthorne Studies - ANSWER A series of studies during the 1920s and
1930s that provided new insights into individual and group behavior
Human Relations Approach - ANSWER Todays predominant viewpoint
which arose under the impact of the Hawthorne studies in the 20's and
30's.
Hawthorne effect - ANSWER the tendency for people to behave
differently when they know they are being observed
Ouchi's Theory Z - ANSWER William Ouchi's theory is based on the
participative management style of the Japanese. This theory states that
workers are motivated by a sense of commitment, opportunity, and
advancement.
Scientific Management - ANSWER studying workers to find the most
efficient ways of doing things and then teaching people those techniques.
People are extensions of the machines (ignores individual needs, ability
or interests) Workers are considered lazy/dishonest/low intelligence
Fredrick Taylor - ANSWER Discovered the scientific management
system- a way of organizing people in the most efficient manner.
Theory X - ANSWER assumes that workers are basically lazy, error-
prone, and extrinsically motivated by money and, thus, should be directed
from above.
, Theory Y - ANSWER assumes that, given challenge and freedom,
workers are motivated to achieve self-esteem and to demonstrate their
competence and creativity.
Trait Theory of Leadership - ANSWER assumes that there is a universal
set of traits that can distinguish good leaders from poor leaders. Examples
include: authoritarian, democratic, and laissez faire leaders.
Situational theory - ANSWER the theory of leadership asserting that
leadership depends on the situation
Includes: Fiedler's LPC Theory, Cognitive Resource Theory, Vroom and
Yetton's Normative Model, House's Path-Goal Theory, and Hersey and
Blanchard's Situational Leadership Theory.
Brainstorming - ANSWER One technique for improving group decision
making. It's superior to an open group discussion, when the goals involve
creative thinking.
Research shows that individuals that brainstorm alone they come up with
better solutions than when they brainstorm in a group.
Risky shift - ANSWER Tendency for people in groups to make riskier
decisions than they would if they were deciding as an individual.
Response polarization - ANSWER Group polarization. The tendency for
people in groups to become more extreme in their views.
Fiedler's Contingency Theory (LPC Theory) - ANSWER based on the
premise that a leader's effectiveness is contingent on the extent to which a
leader's style fits or matches characteristics of the situation at hand
High LPCs are people oriented while Low LPCs are Task Oriented
Cognitive Resource Theory - ANSWER A theory of leadership which
states that stress unfavorably affects a situation and that intelligence and
experience can reduce the influence of stress on the leader
Vroom & Yetton's Normative Model - ANSWER This provides a
"decision tree" to help a leader determine an autocratic, consultative, or
consensual decision-making approach
House's Path-Goal Theory of Leadership - ANSWER The most
important aspect in leadership is the follower's expectation that a task can
,be accomplished and that it will lead to rewards. Four types of leadership
styles are: Directive, supportive, achievement oriented, and participative.
Hersey and Blanchard's Situational Leadership - ANSWER looks at
employees' readiness to perform (telling, selling, participating, delegating)
Transactional Leadership - ANSWER leadership based on an exchange
process in which followers are rewarded for good performance and
punished for poor performance
Transformational Leadership - ANSWER leadership that generates
awareness and acceptance of a group's purpose and mission and gets
employees to see beyond their own needs and self-interests for the good
of the group
Reward Power - ANSWER the ability of a manager to give or withhold
tangible and intangible rewards
e.g. offering bonuses for excellent performance
coercive power - ANSWER The ability of a manager to punish others
e.g. fire an employee for poor performance
legitimate power - ANSWER the authority that a manager has by virtue
of their position in an organization's hierarchy
e.g. power that comes from being in a supervisory position
refferent power - ANSWER Based on identifying with, admiring, or
liking the person in a leadership position
expert power - ANSWER influence based on special skills or knowledge
rational-economic model - ANSWER the model of decision making
according to which decision makers consider all possible alternatives to
problems before selecting the optimal solution
Administrative Approach - ANSWER the behavioral approach to
decision making also referred to as satisfysing style. Used when problems
are ambiguous, and the first satisfactory alternative is chosen. Associated
with Herbert Simon.
Conflict - ANSWER can be intrapersonal, interpersonal, intergroup, or
interorganziation. Resolution can be lose-lose (compromise), win-lose
(competition or authority), or win-win (collaborative/ problem solving).
, Negotiation - ANSWER Can be two-party, group, intergroup, or among
constituencies. Distributive negotiation involves parties claiming part of
the pie, while Integrative/principled negotiation involves attempting to
enlarge the pie. Arbitrations occurs when a judge issues a binding
decision after listening to both sides.
Need Theories of Motivation - ANSWER Include Maslow's, Alderfer's
ERG, McClelland's Need for Achievement, Herzberg's two-factor, & Job
Characteristics Model
Maslow's Hierarchy of Needs - ANSWER (level 1) Physiological Needs,
(level 2) Safety and Security, (level 3) Relationships, Love and Affection,
(level 4) Self Esteem, (level 5) Self Actualization
Herzberg's Two-Factor Theory - ANSWER A model that divides
motivational forces into satisfiers ("motivators") or upper level needs, and
dissatisfiers ("hygiene factors") or lower level needs
job enrichment - ANSWER aka vertical loading. Involves expanding job
and giving workers the authority and control to make meaningful
decisions about their work. Results in increased satisfaction and
performance, decreased turnover, and decreased absenteeism.
job enlargement - ANSWER aka horizontal loading. Involves broadening
the types of tasks performed in a job. Results in satisfaction and only
slightly affects performance
Alderfer's ERG Theory - ANSWER The theory that three universal
needs—for Existence, Relatedness, and Growth—constitute a hierarchy
of needs and motivate behavior. Alderfer proposed that needs at more
than one level can be motivational at the same time.
McClelland's Acquired Needs Theory - ANSWER states that three needs
- achievement (nACH), affiliation (nAFF), and power (nPower) - are
major motives determining people's behavior in the workplace
nACH - ANSWER need for achievement ( desire to do something better,
solve problems and master tasks). Correlated with success of a company.
From McClelland's Acquired Needs Theory
nAFF - ANSWER need for affiliation (establish and maintain friendly
relations). From McClelland's Acquired Needs Theory
PSYCHOLOGY ACTUAL EXAM
2025/2026 COMPLETE
QUESTIONS AND CORRECT
DETAILED ANSWERS AND STUDY
GUIDE || 100% GUARANTEED
PASS <NEWEST VERSION>
Hawthorne Studies - ANSWER A series of studies during the 1920s and
1930s that provided new insights into individual and group behavior
Human Relations Approach - ANSWER Todays predominant viewpoint
which arose under the impact of the Hawthorne studies in the 20's and
30's.
Hawthorne effect - ANSWER the tendency for people to behave
differently when they know they are being observed
Ouchi's Theory Z - ANSWER William Ouchi's theory is based on the
participative management style of the Japanese. This theory states that
workers are motivated by a sense of commitment, opportunity, and
advancement.
Scientific Management - ANSWER studying workers to find the most
efficient ways of doing things and then teaching people those techniques.
People are extensions of the machines (ignores individual needs, ability
or interests) Workers are considered lazy/dishonest/low intelligence
Fredrick Taylor - ANSWER Discovered the scientific management
system- a way of organizing people in the most efficient manner.
Theory X - ANSWER assumes that workers are basically lazy, error-
prone, and extrinsically motivated by money and, thus, should be directed
from above.
, Theory Y - ANSWER assumes that, given challenge and freedom,
workers are motivated to achieve self-esteem and to demonstrate their
competence and creativity.
Trait Theory of Leadership - ANSWER assumes that there is a universal
set of traits that can distinguish good leaders from poor leaders. Examples
include: authoritarian, democratic, and laissez faire leaders.
Situational theory - ANSWER the theory of leadership asserting that
leadership depends on the situation
Includes: Fiedler's LPC Theory, Cognitive Resource Theory, Vroom and
Yetton's Normative Model, House's Path-Goal Theory, and Hersey and
Blanchard's Situational Leadership Theory.
Brainstorming - ANSWER One technique for improving group decision
making. It's superior to an open group discussion, when the goals involve
creative thinking.
Research shows that individuals that brainstorm alone they come up with
better solutions than when they brainstorm in a group.
Risky shift - ANSWER Tendency for people in groups to make riskier
decisions than they would if they were deciding as an individual.
Response polarization - ANSWER Group polarization. The tendency for
people in groups to become more extreme in their views.
Fiedler's Contingency Theory (LPC Theory) - ANSWER based on the
premise that a leader's effectiveness is contingent on the extent to which a
leader's style fits or matches characteristics of the situation at hand
High LPCs are people oriented while Low LPCs are Task Oriented
Cognitive Resource Theory - ANSWER A theory of leadership which
states that stress unfavorably affects a situation and that intelligence and
experience can reduce the influence of stress on the leader
Vroom & Yetton's Normative Model - ANSWER This provides a
"decision tree" to help a leader determine an autocratic, consultative, or
consensual decision-making approach
House's Path-Goal Theory of Leadership - ANSWER The most
important aspect in leadership is the follower's expectation that a task can
,be accomplished and that it will lead to rewards. Four types of leadership
styles are: Directive, supportive, achievement oriented, and participative.
Hersey and Blanchard's Situational Leadership - ANSWER looks at
employees' readiness to perform (telling, selling, participating, delegating)
Transactional Leadership - ANSWER leadership based on an exchange
process in which followers are rewarded for good performance and
punished for poor performance
Transformational Leadership - ANSWER leadership that generates
awareness and acceptance of a group's purpose and mission and gets
employees to see beyond their own needs and self-interests for the good
of the group
Reward Power - ANSWER the ability of a manager to give or withhold
tangible and intangible rewards
e.g. offering bonuses for excellent performance
coercive power - ANSWER The ability of a manager to punish others
e.g. fire an employee for poor performance
legitimate power - ANSWER the authority that a manager has by virtue
of their position in an organization's hierarchy
e.g. power that comes from being in a supervisory position
refferent power - ANSWER Based on identifying with, admiring, or
liking the person in a leadership position
expert power - ANSWER influence based on special skills or knowledge
rational-economic model - ANSWER the model of decision making
according to which decision makers consider all possible alternatives to
problems before selecting the optimal solution
Administrative Approach - ANSWER the behavioral approach to
decision making also referred to as satisfysing style. Used when problems
are ambiguous, and the first satisfactory alternative is chosen. Associated
with Herbert Simon.
Conflict - ANSWER can be intrapersonal, interpersonal, intergroup, or
interorganziation. Resolution can be lose-lose (compromise), win-lose
(competition or authority), or win-win (collaborative/ problem solving).
, Negotiation - ANSWER Can be two-party, group, intergroup, or among
constituencies. Distributive negotiation involves parties claiming part of
the pie, while Integrative/principled negotiation involves attempting to
enlarge the pie. Arbitrations occurs when a judge issues a binding
decision after listening to both sides.
Need Theories of Motivation - ANSWER Include Maslow's, Alderfer's
ERG, McClelland's Need for Achievement, Herzberg's two-factor, & Job
Characteristics Model
Maslow's Hierarchy of Needs - ANSWER (level 1) Physiological Needs,
(level 2) Safety and Security, (level 3) Relationships, Love and Affection,
(level 4) Self Esteem, (level 5) Self Actualization
Herzberg's Two-Factor Theory - ANSWER A model that divides
motivational forces into satisfiers ("motivators") or upper level needs, and
dissatisfiers ("hygiene factors") or lower level needs
job enrichment - ANSWER aka vertical loading. Involves expanding job
and giving workers the authority and control to make meaningful
decisions about their work. Results in increased satisfaction and
performance, decreased turnover, and decreased absenteeism.
job enlargement - ANSWER aka horizontal loading. Involves broadening
the types of tasks performed in a job. Results in satisfaction and only
slightly affects performance
Alderfer's ERG Theory - ANSWER The theory that three universal
needs—for Existence, Relatedness, and Growth—constitute a hierarchy
of needs and motivate behavior. Alderfer proposed that needs at more
than one level can be motivational at the same time.
McClelland's Acquired Needs Theory - ANSWER states that three needs
- achievement (nACH), affiliation (nAFF), and power (nPower) - are
major motives determining people's behavior in the workplace
nACH - ANSWER need for achievement ( desire to do something better,
solve problems and master tasks). Correlated with success of a company.
From McClelland's Acquired Needs Theory
nAFF - ANSWER need for affiliation (establish and maintain friendly
relations). From McClelland's Acquired Needs Theory
