MGMT 90018: Managerial psychology Notes
Transcript of MGMT 90018: Managerial psychology Notes
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MGMT90018:ManagerialpsychologyNotes
Week1 Introduction pp.2
Week2 Workplacebehaviours pp.3-5
Week3 Personalityandvalues pp.6-9
Week4 Attitudes,beliefsandperception pp.10-13
Week5 Motivation pp.14-16
Week6 Wellbeingandstress pp.17-18
Week7 Decision-making pp.19-21
Week8 Teamsanddiversity pp.22-24
Week9 Conflictsandnegotiation pp.25-28
Week10 Power,influenceandleadership pp.29-33
Week11 Organisationalstructureandsocialnetwork pp.34-39
Week12 Organisationalcultureandchange pp.40-42
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Week1:Introduction
- psychology:thestudyofmind(whatyouthink)àdriveshumanfunctionsandbehaviours
p influencesbehaviours(whatyoudo),personality,humanemotions,intelligence,memory,
perception(e.g.jobsatisfaction),cognition,attention,motivation(e.g.employee
performance,citizenshipbehaviours)
- Organisationalbehaviours
individualcharacteristics
(personality,values,traits)
affect
Individualmechanism
(motivation,well-
being,stress,decision-
making,attitude,
beliefs,perception)
affect
Individualoutcome
(workbehaviours,
jobperformance,
jobsatisfaction)
groupmechanisms
(teamdiversity,conflict,power,
influence,leadership)
organisationalmechanisms
(organisationalstructure,network,
culture,change)
- individuals,groupsandorganisationalstructureshaveimpactsontheindividualoutcomeand
organisationaleffectivenessàe.g.affecthowyoufeelaboutjobsatisfaction
- psychology:thestudyofwhatyouthinkàdrivehumanfunctionsandbehaviours(whatyoudo)
- ethics:whatisrightorwrongbehaviour
morality:specificculturalstandardaboutwhatisrightorwrong
p ethicsandmoralityinvolvemakingdecisionaboutwhatisrightorwrongandgoodorbad
- philosophicaltheories:whatisrightorwrong
Utilitarian
theory
- goodorbadbasedonoutcomeorresult(focusedontheresultoftheaction,not
howtheresultsareachieved:endsjustifymeans)
- mostgoodandleastharmviacostandbenefitanalysis
e.g.itisgoodtokillonepersonifithelpstosavefivepeople
Principlesof
rights
(Deontology)
- userulestodistinguishrightorwrong(ifitpassestheline:wrong)
- actionismoreimportantthanconsequences(don’tviolatetherule)
e.g.neverrighttokillanyoneanddonothingtosavethefivepeople
Aristotle
virtueethics
- morallycorrectactionsaretodevelopgoodcharactervirtuesandarebasedon
honesty,fairness,integrityandloyalty
Ethical
relativism
- nouniversalethicalprinciplesasdifferentsocietieshavedifferentbeliefsà
cannotdeterminerightorwrongingeneral
- ethicalbehavioursaredifficult:noclearsolution,competinginterest,pressure,self-interest,
uncertainties
p developcomplianceprogramsandbuildacultureofethicstoavoidunethicalbehaviours
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Week2:Workplacebehaviours
- jobperformance:mainindividualoutcomesatworkplaceàwantemployeestoperformbetterin
jobperformancetoreachorganisationalgoalsandcommittedtotheorganisation
Task
performance
- formallyandspecificallydefinedinthejobdescriptionwhichleadsto
organisationalobjective
Routine - predictableway(dooverandovereveryday)
Adaptive - unusualandunpleasanttask(adaptimprovisechanges)
Creative - developandgeneratenovel(newanduseful)ideastofinda
bettersolution
- creativetaskperformance:doesnothavetocompletelynew,canborrowfromdifferentfields
(puttingknownideasintonewcombinations)
Fluency - thenumberofideas(themoreideasyouhave,themorecreativeyouare)
Flexibility - thenumberofcategoriesofideas(themorecategoriesyouhave,themorecreative
yourideasare)
- requiresdivergentthinkingexploringdifferentcategories
p combinationofsmallorborrowedideascanstillbenovelàtinythingscanstillbeperceived
ascreative
p creativitymixtureinthreedomains:creativethinkingskills(cognitivestyletotakenew
perspectives)xdomainknowledge(inthatparticularfield)xtaskmotivation(motivatedto
findsomethingnew)
Þ creativeideasrequireresearches,thinkingandinventioninthesethreedomains
p creativeprocess:involvesdivergent(exploreasmanycategoriesaspossible:requiresbroad
searches:moreopportunitiesyoucansee)andconvergentthinking(combineideastogether)
Þ recogniseproblemàgatherinformationàfindcreativeideasàselectideasà(then
implement:innovationpart)
Individual
creativity
facilitator
- personality(opennesstoexperience,curious,willingtoquestionauthority,
broadinterest,highself-esteem),risk-taking,seekdiverseinformation,
diversenetwork(differentperspectivesandpeople)
Individual
creativity
blocker
- resistancetochange,fearoffailureandmistake,conformity(follow
norms),inabilitytotolerateuncertainty(shutdownnewideasbefore
understanding),timepressure,notenoughorirrelevantinformation
Organisational
creativity
facilitator
- supportiveenvironment(encouragefailures,takerisks,sufficient
information,transformationalorsharedleadership),autonomy(freedom),
knowledgeaboutthetask(encouragecollectinformation),createinterest
fromthetask(intrinsicmotivation),lessemphasisinauthority
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Organisational
creativity
blocker
- harshcriticisms,avoidanceofrisk,nofreedomorautonomy,internal
politics(withouttimetothinkcreatively),centraliseddecision,close
monitoring,destructivecompetition
Þ workingcontexthavetodealwithblockersandfacilitatecreativethinking
p teamcreativity:diversityofideas,expertise,perspectives(bringinnewanglesthatyoumight
nothave)[differentviewpointsindivergeandconvergetosolveproblems]
Problems - toomuchcohesiveness:groupthink,conformity(notmakingcriticisms)and
diversity(conflicts:difficulttoconverge),lackofcommunication,notwilling
andcomfortabletoshareuniqueinformationandangle,purposefullygive
harshcriticisms
Designing
creative
teams
- balanceddiversity(avoidunnecessaryconflicts),haveintrinsicmotivation(set
goalswithexplicitexpectation),supportiveworkingenvironmentandteam
climate,appropriateexpertiseandknowledge,clearbutfluidroles
(decentralised(non-hierarchical:relevantpersonwithexpertiseshouldtake
initiativeinthataspect),effectivecommunication
- citizenshipbehaviours:extra,voluntary,optional,discretionarystuffthatemployeedoesinthe
organisation(notrecognisedbytherewardsystem),e.g.helpothersintheorganisation
Interpersonal
citizenshipbehaviour
- target:co-workers:helpingothers,showingcourtesy,showing
sportsmanship,motivatingco-workers)
Organisational
citizenshipbehaviour
- target:entireorganisation:raiseoutorganisationalproblems,civic
virtue(deeplevelofcommitment)e.g.gotovoluntaryactivities,
boosterism(saypositivethingsabouttheorganisation
p beneficialtoorganisationaloutcomeandeffectiveness:performancequality,efficiency)
Þ informallyaffectrewardorpromotion(managersmayobservewhetheremployees
involvevoluntaryactives)
Þ helptosolvetheorganisationalcrisiswithdeepcommitment(e.g.Southwestairline
employeeswillingtoreducesalaryorhelpcompanyincrisis)
Þ betterperformancewhenmorepeopleengagedinhelping,sharingknowledgeand
providingmentorship
- counterproductiveworkbehaviours:intentionalbehavioursthatarecontrarytoitslegitimate
interest(negativelyaffecttheperformanceorgoals)
interpersonal
CWB
- minor:politicaldeviance(e.g.gossiping,incivility)
- serious:personalaggression(e.g.harassment,abuse,aggressiveness)