Review+Notes - Lecture Notes Handout <Lecture 1> - 4...

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Lecture Notes Handout <Lecture 1> - 4 levels of analysis in organizational psychology o individual o relationship o group o context - proximal causes are not underlying causes o interventions at this level are superficial at best; may backfire <Lecture 2> - mental map = particular perspective through which we make sense of problems & derive particular courses of action o for organization psychology, these maps help us understand human behavior in organizations o 3 major mental maps strategic map often assisted by an organization map looks at how people are grouped and how groups are linked role leaders: organizational designer, architect, strategist possible problem: lack of internal congruence/fit btw. systems political map identify and leverage interests of others; importance of informal networks role leader: forge coalitions & informal alliances; negotiate & mediate between conflicting interests; use social influence strategies; networking o people at top should be most networked but may not be cultural map : focus on shared values, artifacts, implicit assumptions role leader: articulate vision, provide symbol of culture, explain the culture to others, align values to the organization’s goals possible problem: basic assumptions are not made explicit Textbook Notes Handout <Chapter 1> Industrial/Organizational Psychology (I/O) : the branch of psychology that is concerned with the study of behavior in work settings and the application of psychology principles to change work behavior. o Has two objectives: Scientific : the study and understanding of all aspects of behavior at work. Applied : the application of psychological principles and of knowledge gleaned from psychological research, to work behavior. Important People: o Hugo Munsterberg : experimental psychologist who became interested in the design of work and personal selection for jobs. o Walter Dill Scott : interested in studying sales persons and the psychology of advertising. o Fredrick W. Taylor : engineer who believed scientific principles could be applied to the study of work behavior to help increase worker efficiency and productivity. Time-and-motion Studies Scientific Management 1
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o Frank and Lillian Gilbreth : implemented principles of scientific management to make work procedures more efficient. Hawthorne Effect : changes in behavior occurring as a function of participant’s knowledge that they are being observed and their expectations concerning their role as research participants. Human Relations Movement
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This note was uploaded on 01/18/2011 for the course PSYCH 260 taught by Professor Akutsu during the Winter '08 term at University of Michigan.

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Review+Notes - Lecture Notes Handout &lt;Lecture 1&gt; - 4...

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