Industrial-Organizational Psychology Quiz

False (B)

Industrial side and Organizational side

<p>organizational</p> Signup and view all the answers

<p>Stress Management (D)</p> Signup and view all the answers

<p>False (B)</p> Signup and view all the answers

<p>Job Analysis = Industrial Leadership and Management = Organizational Work-Life Balance = Organizational Training and Development = Industrial</p> Signup and view all the answers

<p>To optimize work environments.</p> Signup and view all the answers

<p>Taylorism (B)</p> Signup and view all the answers

<p>False (B)</p> Signup and view all the answers

<p>To improve organizational efficiency</p> Signup and view all the answers

<p>Contingency</p> Signup and view all the answers

<p>Bureaucracy = Effective role delineation Human Relations = Employee morale and social factors Maslow’s Hierarchy = Employee needs and motivations Transformational Leadership = Inspiration and employee consideration</p> Signup and view all the answers

<p>Recognition of social factors (C)</p> Signup and view all the answers

<p>False (B)</p> Signup and view all the answers

<p>Improving workplace efficiency</p> Signup and view all the answers

<p>Unfreezing (C)</p> Signup and view all the answers

<p>False (B)</p> Signup and view all the answers

<p>Equity Theory</p> Signup and view all the answers

<p>Stakeholder</p> Signup and view all the answers

<p>Lewin's Change Model = Stages of organizational change Schein's Model of Organizational Culture = Layers of organizational culture Equity Theory = Fairness in reward allocation Social Identity Theory = Employee's sense of belonging</p> Signup and view all the answers

<p>A set of theories guiding interventions for organizational health (A)</p> Signup and view all the answers

<p>False (B)</p> Signup and view all the answers

<p>Advancement of scientific understanding</p> Signup and view all the answers

<p>Human needs for happiness in the workplace (D)</p> Signup and view all the answers

<p>False (B)</p> Signup and view all the answers

<p>Team-work is essential for higher productivity.</p> Signup and view all the answers

<p>decentralized</p> Signup and view all the answers

<p>Flat Structure = Shorter chain of communication Decentralization = Autonomy at the lower level Informal Organization = Interpersonal relationships influencing formal structure Motivation = Complex and influenced by social factors</p> Signup and view all the answers

<p>Both interact and affect each other. (B)</p> Signup and view all the answers

<p>False (B)</p> Signup and view all the answers

<p>Advocacy of a flat organizational structure.</p> Signup and view all the answers

<p>Human resources (D)</p> Signup and view all the answers

<p>False (B)</p> Signup and view all the answers

<p>Feedback represents the reactions from the environment while the environment comprises external factors affecting the organization.</p> Signup and view all the answers

<p>contingency</p> Signup and view all the answers

<p>Descriptive = It describes how organizations function without imposing strict rules. Multi-disciplinary = Incorporates concepts from various fields like sociology and psychology. Dynamic = Constantly adapts to changing environmental factors. Macro and micro = Analyzes both broad organizational structures and individual components.</p> Signup and view all the answers

<p>It is based on past empirical studies. (B)</p> Signup and view all the answers

<p>False (B)</p> Signup and view all the answers

<p>Managerial authority allows managers the flexibility to make decisions based on rapidly changing situations.</p> Signup and view all the answers

<p>To meet social and psychological needs (D)</p> Signup and view all the answers

<p>False (B)</p> Signup and view all the answers

<p>systems approach and contingency approach</p> Signup and view all the answers

<p>organizational</p> Signup and view all the answers

<p>Technical sub-system = Concerns the work that gets done Supportive sub-system = Covers procurement and institutional relations Maintenance sub-system = Ties people into their functional roles Managerial sub-system = Involves direction and control of activities</p> Signup and view all the answers

<p>It neglects substantial human aspects (D)</p> Signup and view all the answers

<p>False (B)</p> Signup and view all the answers

<p>Technical sub-system, Supportive sub-system, Maintenance sub-system, Adaptive sub-system, Managerial sub-system</p> Signup and view all the answers

Focuses on personnel psychology, including job analysis, recruitment, selection, performance appraisal, and training/development.

Focuses on organizational psychology, including motivation, leadership, organizational development, and work-life balance.

Identifying job roles, responsibilities, and necessary skills for accurate job descriptions and recruitment.

Developing methods, like interviews and tests, to find candidates fitting a role.

Evaluating employee performance, setting goals, and guiding career development.

How people behave within organizational structures and cultures.

Different approaches to leading teams, impacting their performance.

Improving organizational efficiency and adaptability by prompting structural and cultural changes.

Models that explain how organizations work and function.

Increasing productivity in organizations by structuring tasks and roles effectively using relevant theories.

Creating a positive work environment by understanding and addressing employee needs, motivation, and morale.

There's no single best approach; leadership and management should adapt to the specific circumstances and the organizational context.

A theory focused on optimizing task allocation to improve efficiency and minimize redundancies.

Recognizes the influence of social factors and employee morale on motivation.

A theory defining various levels of human needs that drive employee motivation.

A three-stage model (unfreezing, changing, refreezing) for managing organizational change.

A model that suggests organizational culture comprises visible artifacts, shared values, and underlying assumptions.

A theory explaining how employees view themselves in relation to their organization, impacting their belonging and loyalty.

A theory focusing on fairness in reward allocation within an organization to minimize conflicts.

An approach that emphasizes considering all stakeholders' needs (employees, clients, community) alongside profitability.

Using research-backed theories and methods, ensuring practices are both sound and validated.

The process of refining and adapting existing theories to advance I/O psychology through new insights.

A network of personal relationships and interactions within a workplace that isn't officially defined by the organization's structure.

Informal relationships can help fill gaps in formal structures, improve communication, and address employee needs.

This organizational theory is criticized for being overly focused on human aspects and neglecting other important factors.

This theory aims to overcome the limitations of earlier theories by focusing on a more holistic understanding of organizations.

This approach views organizations as complex systems with interconnected parts, focusing on how they function together.

Organizations are broken down into sub-systems, each performing specific functions, such as production, support, maintenance, adaptation, and management.

This sub-system focuses on the core work and tasks that the organization performs.

This sub-system handles external relationships, procurement of materials, and disposal of products/services.

This management approach emphasizes the human needs of employees, aiming to create a happy work environment that fosters creativity, individual growth, and motivation, leading to increased productivity and profits.

In the neoclassical view, an organization is seen as a complex network of interacting individuals, groups, and departments, each contributing to the overall functioning of the whole.

It recognizes motivation as a complex process influenced by a blend of social and psychological factors. Managers need to understand these factors to create a motivating environment.

Neoclassical theory acknowledges the potential conflict between individual goals and organizational goals. Managers aim to create alignment and ensure both sides benefit.

Neoclassical thinking emphasizes the importance of collaborative efforts among employees for achieving higher productivity and achieving common goals.

In contrast to the hierarchical 'tall' structures of classical theory, neoclassical theory advocates for 'flat' structures with fewer layers of management.

Neoclassical theory supports delegating decision-making power and responsibilities to lower levels within the organization, fostering autonomy and initiative.

Five key components of an organization as a system: inputs (resources), transformational processes (work), outputs (products/services), feedback (responses), environment (context).

Views organizations as complex systems with interconnected parts. Each subsystem (technical, managerial, social) contributes to overall function.

Blends ideas from different fields like sociology, psychology, economics, engineering to understand organizational dynamics.

Organizations continuously change and adapt to their environment. This adaptability is key to survival.

Focuses on both the whole organization (macro) and its internal parts (micro), analyzing relationships between them.

It's a collection of various theories, not a single coherent framework, making it potentially less precise.

The complexity of the theory may not be suitable for smaller, simpler organizations with fewer interconnected parts.