A2008!1!1744073.chapter0 Introduction
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Introduction Contributions of the psychology to the functioning and management of organizations
Stakeholders
Marian Luncasu, PhD Candidate, Management (OB); BAA Psychology
Office hours: Tuesday, 13.00-16.00 On appointment: [email protected]
Course materials:
MBTI ® STEP I FORM M (self-scorable) Sniderman, P. R., Bulmash, J., Nelson, D. L., Campbell Quick, J. Managing Organizational Behavior in Canada, 2007, Toronto: Thomson Canada, 595 p. Recommanded: Estelle M. Morin and Caroline Aubé (2006). Psychologie et management (2nd edition). Montréal. Chenelière Éducation, ISBN 2-7650-1283-0. Cases and exercises will be available on line.
Evaluations
Mid-Term Exam (30 %)
Team work (2 students) (20 %)
approved method of data collection: semi-structured interview the due date is the fifth week of classes. how the team will collect the data explain which theme will be explored in the final report. (3 pages maximum, double line)
Final research
A team of 2 students will conduct a study on MOTIVATION
Data collection
Mid-Term Exam will be focused on notions seen in class as well as readings.
This research paper illustrates the results of the data collection and of an exhaustive analysis of those results. (10 pages maximum, times new roman, double space)
Final exam (50%)
Final Exam will be focused on notions seen in class as well as readings. Case study, four questions, one page each
Course objectives
Recognize and respect the diversity in people and the individual differences Understand the way of thinking and the attitudes of others Show innitiative, energy and perseverence in work Have a positive attitude toward learning, personal accomplishment and health
Main themes 1. 2. 3. 4. 5. 6. 7. 8.
Personality Perception Motivation Adaptation Learning Human relations Social influence Working teams
THEME 1. Personality : Understanding individual differences
Different models to describe personality Different theories of personality development Personality, individual differences and work
Readings :
Jung, C.G. (1991) A Psychological theory of types. Sniderman et al. (2007):
Chapter 3 - Introduction to Personality (pp. 89-99)
THEME 2. Perception : Understanding different points of view
Consciousness and knowledge Sensation, perception and cognition Representations and mental operations Perceptual biases Empathy : understanding other’s point of view
Readings :
Laing , R.D., Phillipson H., Lee, R.A. (1966). Interaction and interexperience in dyads. Readings in Sniderman et al. (2007):
Chapter 3 - Introduction to Social Perception (pp. 79-88)
THEME 3. Motivation : Finding meaning in work
Different theories of human motivation Motivation and related concepts Applications to work Readings : Maslow, A.H (1971). On Low Grumbles, High Grumbles and Metagrumbles. Readings in Sniderman et al. (2007):
Chapter 4 - Motivation at Work (pp. 106-128)
Chapter 2 - Creating a Positive Work Environment: Attitudes, Values, Ethics (pp. 34-74)
THEME 4. Adaptation : Reaching for balance
Stress and emotions Sources and consequences of stress Adaptation strategies Applications to work Readings : May, R. (1977). Anxiety and Fear. Selected Readings in Sniderman et al. (2007):
OBXtra 1 - Stress and Well-being at Work (pp. 513-524) OBXtra 2 - Emotional Intelligence (pp. 525- 532)
THEME 5. Learning : Learning to learn
What means learning? Different approaches to learn To learn is to change Learning to learn; applications to work Readings : Kolb, D.A. (1984) The process of experiential learning. Selected Readings in Sniderman et al. (2007):
Chapter 8 - Creativity and Decision-Making (pp. 232-269) Chapter 13 - Organizational Change and Development (pp. 396-425) Chapter 15 - Performance Management (website only: www.sniderman.nelson.com) OBXtra 3 - Behaviour Modification (pp. 533-538)
THEME 6. Human relations : Building positive professional relationships
The dynamics of human relation Verbal and Nonverbal Communication Barriers to Effective Communication Interpersonal Conflicts in Organization Strategies for Effective Interpersonal Communication Readings : Rogers, C.R., Farson, R.E. (1995) Active listening. Selected Readings in Sniderman et al. (2007):
Chapter 6 - Interpersonal and Organization-Wide Communication (pp. 166-195) Chapter 11 - Conflict Management (pp. 330-361)
THEME 7. Social influence : Achieving collaboration at work
Four forms of social influence : normalization, conformity, obedience and innovation Individual Sources/Bases of Power Types of Leadership and Subordination Leadership and management Readings : Moscovici, S. (1976). Behavioural Style. Selected Readings in Sniderman et al. (2007):
Chapter 9 - Power and Influence (pp. 270-297) Chapter 10 - Leadership (pp.298-329)
THEME 8. Small groups : Working in a team
What is a Team? Types of Teams Team Development Team Effectiveness Readings : Leavitt, H.J. (1974). Suppose we took groups seriously… Selected Readings in Sniderman et al. (2007):
Chapter 7 - Team Dynamics and Effectiveness (pp. 196-231) OBXtra 4 - Self-Managed Work Teams (pp. 539-542) OBXtra 5 - Managing in a Virtual World (pp. 543-548)
Skills and abilities required in organizations Confernce Board of Canada (2000)
Basic skills: Communicate Information treatment Calculus Problem solving Personal management skills Positive attitude Responsibility (planning and managing personal resources: time, money, etc.) Flexibility Constant learning Concern for personal and collective health
Team skills Cooperation and coordination Giving positive (constructive) feed-back Understanding conflict and finding solutions to it Acknowledging, accepting and encouraging diversity of opinions Learn to listen in order to be able to learn Learn to make compromises for better group results Adopting a group strategy Assuming leadership
Four main approaches in psychology
Analytical-psychodynamic Cognitive-behavioural Systemic-Interactional Existential-humanistic
Analytic-psychodynamic approach (psycho-analysis)
S. Freud, A. Adler, M. Klein, C.G. Jung, E. Erikson, J. Lacan Explanatory factors: biology Focus: Childhood (from birth to 6) Principle: Pleasure Change: Vertical stages Management: interpersonal dynamic and leadership (Kets de Vries, Lapierre, Levinson, Zaleznik, etc.)
Cognitive-behavioural approach (OB - mainstream)
B. F. Skinner, A. Bandura, J. Piaget, U. Neisser Focus: Cognitive processes (attention, perception,
representation, memory, reasoning, language, learning)
Explanatory factors : Environment Principle: Adaptation Change: Association and equilibration of structures Management: organisational behaviour
Micro-OB: satisfaction, motivation, leadership, decision making, work organization, etc.)(Locke, O’Reilly, Vroom, etc.) Macro-OB (a more sociological approach): strategy, organizational climate, orgz. culture, orgz. learning, power
Systemic-interactional approach
(Theory of Job Design, Socio-technical School)
W. Köhler, K. Lewin, F. S. Perls The gestalt (the whole is greater than the sum of its parts)
Explanatory factors : Person-environement Principle: the interactions between person and environment Change: reconfiguration of the forces within the system (ex. maturation, learning, reforme) Management: organisational behaviour (work teams, motivation, learning, leadership, organizational change) (Hackman & Oldham, Katz & Kahn, Weick, etc.)
Existential-humanistic approach (The school of human relations)
V. Frankl (logotherapy, the will of meaning), G. Allport, A. H. Maslow, C. R. Rogers Explanatory factors: biological, social spiritual Focus: The Being in its becoming Principle: The meaning Change: Transformation (mutation, creation, revolution) Management: The school of Human Relations, the informal relations, motivation and satisfaction, work climate, interpersonal dynamic, group, leadership, crises, change)(F. Hertzberg, R. Likert, D. Mc Gregor, Lawler, Mitroff and Pauchant, etc.)
Human behaviour Defenses Learning Stress Perception
Motivation
Frustration
The equation of behaviour Bt = F (P, E)t
B, behavior P, person E, environnement t, time
Stakeholders
Marian Luncasu, PhD Candidate, Management (OB); BAA Psychology
Office hours: Tuesday, 13.00-16.00 On appointment: [email protected]
Course materials:
MBTI ® STEP I FORM M (self-scorable) Sniderman, P. R., Bulmash, J., Nelson, D. L., Campbell Quick, J. Managing Organizational Behavior in Canada, 2007, Toronto: Thomson Canada, 595 p. Recommanded: Estelle M. Morin and Caroline Aubé (2006). Psychologie et management (2nd edition). Montréal. Chenelière Éducation, ISBN 2-7650-1283-0. Cases and exercises will be available on line.
Evaluations
Mid-Term Exam (30 %)
Team work (2 students) (20 %)
approved method of data collection: semi-structured interview the due date is the fifth week of classes. how the team will collect the data explain which theme will be explored in the final report. (3 pages maximum, double line)
Final research
A team of 2 students will conduct a study on MOTIVATION
Data collection
Mid-Term Exam will be focused on notions seen in class as well as readings.
This research paper illustrates the results of the data collection and of an exhaustive analysis of those results. (10 pages maximum, times new roman, double space)
Final exam (50%)
Final Exam will be focused on notions seen in class as well as readings. Case study, four questions, one page each
Course objectives
Recognize and respect the diversity in people and the individual differences Understand the way of thinking and the attitudes of others Show innitiative, energy and perseverence in work Have a positive attitude toward learning, personal accomplishment and health
Main themes 1. 2. 3. 4. 5. 6. 7. 8.
Personality Perception Motivation Adaptation Learning Human relations Social influence Working teams
THEME 1. Personality : Understanding individual differences
Different models to describe personality Different theories of personality development Personality, individual differences and work
Readings :
Jung, C.G. (1991) A Psychological theory of types. Sniderman et al. (2007):
Chapter 3 - Introduction to Personality (pp. 89-99)
THEME 2. Perception : Understanding different points of view
Consciousness and knowledge Sensation, perception and cognition Representations and mental operations Perceptual biases Empathy : understanding other’s point of view
Readings :
Laing , R.D., Phillipson H., Lee, R.A. (1966). Interaction and interexperience in dyads. Readings in Sniderman et al. (2007):
Chapter 3 - Introduction to Social Perception (pp. 79-88)
THEME 3. Motivation : Finding meaning in work
Different theories of human motivation Motivation and related concepts Applications to work Readings : Maslow, A.H (1971). On Low Grumbles, High Grumbles and Metagrumbles. Readings in Sniderman et al. (2007):
Chapter 4 - Motivation at Work (pp. 106-128)
Chapter 2 - Creating a Positive Work Environment: Attitudes, Values, Ethics (pp. 34-74)
THEME 4. Adaptation : Reaching for balance
Stress and emotions Sources and consequences of stress Adaptation strategies Applications to work Readings : May, R. (1977). Anxiety and Fear. Selected Readings in Sniderman et al. (2007):
OBXtra 1 - Stress and Well-being at Work (pp. 513-524) OBXtra 2 - Emotional Intelligence (pp. 525- 532)
THEME 5. Learning : Learning to learn
What means learning? Different approaches to learn To learn is to change Learning to learn; applications to work Readings : Kolb, D.A. (1984) The process of experiential learning. Selected Readings in Sniderman et al. (2007):
Chapter 8 - Creativity and Decision-Making (pp. 232-269) Chapter 13 - Organizational Change and Development (pp. 396-425) Chapter 15 - Performance Management (website only: www.sniderman.nelson.com) OBXtra 3 - Behaviour Modification (pp. 533-538)
THEME 6. Human relations : Building positive professional relationships
The dynamics of human relation Verbal and Nonverbal Communication Barriers to Effective Communication Interpersonal Conflicts in Organization Strategies for Effective Interpersonal Communication Readings : Rogers, C.R., Farson, R.E. (1995) Active listening. Selected Readings in Sniderman et al. (2007):
Chapter 6 - Interpersonal and Organization-Wide Communication (pp. 166-195) Chapter 11 - Conflict Management (pp. 330-361)
THEME 7. Social influence : Achieving collaboration at work
Four forms of social influence : normalization, conformity, obedience and innovation Individual Sources/Bases of Power Types of Leadership and Subordination Leadership and management Readings : Moscovici, S. (1976). Behavioural Style. Selected Readings in Sniderman et al. (2007):
Chapter 9 - Power and Influence (pp. 270-297) Chapter 10 - Leadership (pp.298-329)
THEME 8. Small groups : Working in a team
What is a Team? Types of Teams Team Development Team Effectiveness Readings : Leavitt, H.J. (1974). Suppose we took groups seriously… Selected Readings in Sniderman et al. (2007):
Chapter 7 - Team Dynamics and Effectiveness (pp. 196-231) OBXtra 4 - Self-Managed Work Teams (pp. 539-542) OBXtra 5 - Managing in a Virtual World (pp. 543-548)
Skills and abilities required in organizations Confernce Board of Canada (2000)
Basic skills: Communicate Information treatment Calculus Problem solving Personal management skills Positive attitude Responsibility (planning and managing personal resources: time, money, etc.) Flexibility Constant learning Concern for personal and collective health
Team skills Cooperation and coordination Giving positive (constructive) feed-back Understanding conflict and finding solutions to it Acknowledging, accepting and encouraging diversity of opinions Learn to listen in order to be able to learn Learn to make compromises for better group results Adopting a group strategy Assuming leadership
Four main approaches in psychology
Analytical-psychodynamic Cognitive-behavioural Systemic-Interactional Existential-humanistic
Analytic-psychodynamic approach (psycho-analysis)
S. Freud, A. Adler, M. Klein, C.G. Jung, E. Erikson, J. Lacan Explanatory factors: biology Focus: Childhood (from birth to 6) Principle: Pleasure Change: Vertical stages Management: interpersonal dynamic and leadership (Kets de Vries, Lapierre, Levinson, Zaleznik, etc.)
Cognitive-behavioural approach (OB - mainstream)
B. F. Skinner, A. Bandura, J. Piaget, U. Neisser Focus: Cognitive processes (attention, perception,
representation, memory, reasoning, language, learning)
Explanatory factors : Environment Principle: Adaptation Change: Association and equilibration of structures Management: organisational behaviour
Micro-OB: satisfaction, motivation, leadership, decision making, work organization, etc.)(Locke, O’Reilly, Vroom, etc.) Macro-OB (a more sociological approach): strategy, organizational climate, orgz. culture, orgz. learning, power
Systemic-interactional approach
(Theory of Job Design, Socio-technical School)
W. Köhler, K. Lewin, F. S. Perls The gestalt (the whole is greater than the sum of its parts)
Explanatory factors : Person-environement Principle: the interactions between person and environment Change: reconfiguration of the forces within the system (ex. maturation, learning, reforme) Management: organisational behaviour (work teams, motivation, learning, leadership, organizational change) (Hackman & Oldham, Katz & Kahn, Weick, etc.)
Existential-humanistic approach (The school of human relations)
V. Frankl (logotherapy, the will of meaning), G. Allport, A. H. Maslow, C. R. Rogers Explanatory factors: biological, social spiritual Focus: The Being in its becoming Principle: The meaning Change: Transformation (mutation, creation, revolution) Management: The school of Human Relations, the informal relations, motivation and satisfaction, work climate, interpersonal dynamic, group, leadership, crises, change)(F. Hertzberg, R. Likert, D. Mc Gregor, Lawler, Mitroff and Pauchant, etc.)
Human behaviour Defenses Learning Stress Perception
Motivation
Frustration
The equation of behaviour Bt = F (P, E)t
B, behavior P, person E, environnement t, time
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