I-O PSYCH EXAM #2 STUDY GUIDE

***CH 12: Stress in the Workplace***

• Stress: a threat you perceive acquiring adjustment which taxes the
individual to near, or beyond the limits of his/her resources. Stimulus
definition: stimulus factors that are impinging upon us
o NOT a threat- NOT stress
o NOT the same for everyone
o NOT event that caused stress BUT perceived aspect
o Response definition: how we respond to stress Physiologically &
Psychologically
 Psychological security- (resources) like motivation comes from
within
 Difficult to measure
• Perceived demand that causes us to adopt our resources
• Threat, frustration = causes of stress
o Threat: anticipation of harm
 Future oriented/ hasn’t happened yet
 Some spend their whole life worrying
o Harm/Frustration: form of stress that’s already occurred
 Past oriented
 Some spend whole life fixated/ruminating about past events
 One reason women are more likely to be depressed (2:1) ratio, they
ruminate while men change activities.
• Conflict: occurrence simultaneously of 2 or more non-compatible action tendencies
or goals.
o Approach - Approach: 2 alternatives/choices that are both (+) in
valance/nature
 Gift of Lexus or Mercedes, can’t have both
o Approach - Avoidance: Single choice that has both (+) and (-) valances
 Offered supervisor promotion: increased stress (-) & increased money
(+)
 Classic example is marriage
o Avoidance - Avoidance: 2 choices that are both (-) in valance
 Don’t want to study but will fail the exam if not
 9/11: Jump or burn
• Causes of Stress in Work Place:
o Work overload- too much work to perform in the time available (quantitative)
or work that is too difficult for the employee to perform (qualitative).
o Work underload- work that is too simple or insufficiently challenging for one’s
abilities.
o Role Ambiguity or Conflict: Ambiguity: a situation that arises job
responsibilities are unstructured or poorly defined. Conflict: a situation that
arises when there is a disparity btw job demands and the employee’s personal
standards.
 Performance criteria ambiguity: uncertain of evaluation standards for
job performance
 Work method ambiguity: uncertain of appropriate methods for
successful performance
 Scheduling ambiguity: uncertainty of timing/sequencing of work
Effects of Work Stress
• Psychosomatic Diseases/Disorders: actual physical disorders caused or related to
emotional factors such as stress on the job. Involve specific organ or tissue damage
where origins lie in psychological and emotional factors that have a definite physical
impact on the body. Often these lead to more stress.
o Include:
 High BP  skin diseases
(hypertension)  allergies
 ulcers  headaches
 colitis  neck & lower back
 heart disease pain
 arthritis  cancer
o Costly to organizations reflected by reduced motivation, lower productivity,
increased errors/accidents, increased turnover & related counterproductive
behavior (substance abuse/theft)
• Mass Psychogenic Illness: a stress related disorder manifested in a variety of
physical symptoms that spread rapidly among a group of workers; popularly called
“assembly-line hysteria”. Affects greater number of women than men. It strikes
suddenly, has no physical origin and spreads by contagion.
o Triggers include: employee isolation (women esp. susceptible), noise, speed,
poor lighting, variable temperatures, unpleasant odors, and work overload
• Burnout: a condition of job stresses that result from overwork. 3 components to
such include; emotional exhaustion, depersonalization, & reduced sense of personal
accomplishment.
o Age is a significant predictor of burnout; more likely to occur in those under
40
o Sometimes labeled workaholics; So-called addiction to work b/c of anxiety &
insecurity or b/c of a genuine liking for the job.
o They have high Job engagement: the true enjoyment of work, characterizing
ppl who score high in energy, involvement, and efficacy.
• Hans Selye; “in our everyday life we experience wear & tear =stress”
o General Adaptation Syndrome:
 Alarm- mobilizes, increases heart rate, digestions slows, fight or flight
 Resistance- tries to cope/resist a threat we are working our bodies
harder
 Exhaustion- body begins to succumb to illness, signaling high lvl of
stress
• Psycho/neuro/immunology (PNI): External conflict causes physical degradation
then illness, Dr.Adler
• Post Tramatic Stress Disorder: Extreme situation of death or serious trauma.
Those vulnerable to PSD are marked by: worry, irritability, and/or aggression. It
affects ones way of concentration; the self-preoccupied can be consumed with
addictive habits.
Methods For Reducing Stress
• Behavior Modification: changes response to a stimulus, effective in rendering Type
A personalities less vulnerable to stress. Conditioning positive emotional responses to
stressful events.
o Cognitive retraining therapy: given opportunities to help each other, self-
esteem builders, make independent; gives meaning to life
o Biofeedback: stress-reduction technique that involves electronic monitoring
of physiological processes, such that ppl can learn to control muscle tension,
blood pressure, and brain waves.
 o Relaxation Training: stress reduction technique that concentrates on
relaxing one part of the body after another.
Individual Differences in Stress Responses
• Job Satisfaction
o As stress lvls increase job satisfaction & morale decreases
o Increases in autonomy & control increase satisfaction
o Challenge related stress: time pressure, high lvl of responsibility that lead to
feelings of fulfillment & achievement. Showing not all stress as harmful.
o Hindrance related stress: excessive job demands and constraints that
interfere with achieving goals.
• Type A/B Personalities: Personality patterns related to one’s ability to tolerate
stress;
o Type A: characterized by high competitive drive & time urgency. Are persons
are associated w/ heart disease anger, hostility, time urgency & depression.
o Type B may work as hard as Type A, but show fewer stress effects.
• Self-Efficacy: the belief in one’s ability to accomplish a task; a sense of how
adequate, efficient and competent we feel about coping w/ life’s demands.
o The determining factor in stress tolerance.
o Ppl high in self-efficacy are less bothered by stress
• Locus of Control: personality variable of internal vs external attribution for source
of rewards.
o Internal- believe they can affect the outcomes in their world, are in control
o External- attribute outcomes to ppl, outside events & forces such as
luck/chance
 Have higher lvls of stress & burnout
• Self-Esteem: how we feel about ourselves based on value or worth; in workplace
called-
o Organization-based Self-Esteem: a personality dimension relating to our
assessment of our adequacy and worth w/ regard to our place in the
employing organization.
 Low in (OBSE) are more affected by job stress, more susceptible to
effects of role conflict & tend to be more passive in coping with stress.
• Negative Affectivity: A personality dimension characterized by a generalized life
and job dissatisfaction and by a focus on (-) aspects of life events. Closely related to
neutroticism.
o Those rated High are likely to experience distress & dissatisfaction in ALL
areas of life.
• Hardiness: ppl who can survive stressful situations show traits for control, that
doesn’t mean of environment but over self, emotions & behavior
o Ppl respond differently to stress, stimuli are not universally agitating; the way
an individual interprets & evaluates experiences determines stress.
o They do something about a problem- best antidote for stress
o Think of solutions creatively- then seek to carry them out.

***CH 7: Leadership***
• Leadership: interpersonal influences exercised in a situation and directed
through the communication process, toward the achievement process of
organizational goals. The ability to persuade individuals to follow his/her directions
and achieve a goal
o Leaders behave – the specific actions by which they play out their leadership
roles- are based on certain assumptions about human nature; they operate on
 the basis of some personal theory of human behavior, a view of what their
subordinates are like as ppl.
• 3 Poor Leadership Traits:
o Lack of training
o Lack of cognitive ability
 Can’t think strategically or find alternatives
o Lack of Personality/ Personality pblms
 Most damning quality- narcissism
 Must be center of attention take all the credit for success & none for
failure
• Counter factual Thinking: what might/would have been
o Leaders are usually decisive; consider these variables that may be derisive to
organizational goal.
o 3 Facets
 Characters of Leaders
 Followers
 Nature of the situation
• Transactional: focuses on the relationship btw leaders and followers, what the
leader can do is based on followers.
• Transformational: can transform or change beliefs of their followers; those who
challenge or inspire followers by creating a vision and communicating it well. Score
high on extroversion & agreeableness and are charismatic.
o High energy Lvl
o Individualized consideration
o Intellectual Stimulation
Approaches to Leadership
• Scientific Management: (F. Taylor) management philosophy concerned with
increasing productivity that regarded workers as extensions of the machines they
operated.
o Taylor was concerned w/ finding ways to increase productivity by getting
machines & their workers to run faster and more efficiently
• Human Relations Approach: (D. McGregor) regard satisfaction of employee needs
as a legitimate corporate responsibility. Arose in 1920/30’s under the impact of the
Hawthorne studies
• Trait Approach Theory: attempted to find what set leaders apart from others
o Didn’t find any consistent pattern
• Followership: the pattern between leaders and followers
o It’s not about the characteristics, it takes an interpersonal relation to direct a
set of followers
• Behaviorist Approach: only observable trait is behavior, what leaders do
o X & Y Theory:
 (X) approach to management assumes ppl are lazy & dislike work
therefore they have to be led; consideration is low. Compatible with
bureaucracy & Scientific Management
 (Y) Assumes ppl find satisfaction in their work when their leader allows
them to participate in working toward goals; structure is high.
o Consideration: (Like Theory Y)
 Causes an increase in production rates
o Initiating Structure: (Like Theory X)
 Setting goals, syst. Of rewards & punishments
• International Harvestor Study: (no longer in business)
 o Kennedy-“if you don’t lower prices on steel I’ll buy your material from other
(foreign) industries”
o If you take care of employees productions will take care of your production
o Formen Opinion Questionnaire: like theory X&Y
 Measured consideration and structure
 Found high scores on (X) pre-training, low on consideration @
supervisor lvl. To correct they sent them to a (human relations
oriented) training facility. After training the results were flipped, more
(Y). Followed them back and continued study which resulted in
structure being even higher and consideration at all time low.
 Top Dog must be fixed first, you must start at the top b/c ppl will lead
as their directed to lead.
• If leader doesn’t do it he doesn’t validate or give it credibility.
• Prudential Study: find an organization large enough that they could find several
groups performing the same job under the same circumstances b/c invariably some
groups will produce more than others- does leadership have an effect on production?
o Commonalities with leaders of High Producing groups: emergencies
should be at a minimum!
 Less direct emphasis on production as a goal
• They’re ppl oriented –ppl taken care will take care of production
 Less close supervision from their own supervisors
• We treat ppl differently when already doing what we want
 Employee centered
 More time in supervision in straight production work
 More confident in role as supervisor
 Knew where they stood in organization
 Encourage Employee involvement/ participation decision-making
o Classic b/c it was replicated several times
• Characteristics of 1st-line supervisors (**ESSAY**)
o Person centered
o Supportive & helpful
o Democratic
o Flexible
o Emphasize quality
o Provide clear directions
o Give timely feedback
• Power: allows us to influence others, right to make a decision
o 3 Main traits:
 Able to obtain more resources
 Able to dictate policy/changes/standards
 Advance further in the organization
o 3 Types of Power (derived from formal organization):
 Legitimate: derived from organizations formal power structure
 Coercive: ability to punish
 Reward: ability to reward
o 2 Types of Power (derived from leaders themselves):
 Expert: expertise believed to be had
 Referent: respect & likableness, derived from followers are easily
identifiable to them.
• To move up in an organization you have to make yourself visible, allow yourself to be
known.
 Obstacles to Women Progress
• Women perform as well as or better than men in assessment centers, highly
competitive, adopt leadership styles more interactive & democratic, just as
successful, entrepreneurial BUT only 2-4% of corporations are run by Females. 42%
less in pay than men and often restricted to staff/ advisory positions. There is still a
glass ceiling, to change this we need to change the socialization of our children.
• Reasons for these disparities:
o Persistence of Male stereotypes
o Exclusion from informal networks
o Lack of line experience [sales asst -> finance -> …]
o Inhospitable corporate culture
o The Glass Ceiling
o When women succeed their success is attributed to circumstance/ external
factors- males, ability
• Martina Horner- went to a large mid-west university and distributed paper to Males
and Females: “At the end of the year ‘Annie’ finds herself at the top of med. School
grad class” (F); where males were asked to write about ‘John’. Asked to write a
fictitious story about their character
o 10% of males said negative things about ‘John’
o 60% of Females said negative things about ‘Annie’
o Motivation to Avoid Success: catch so much flack it’s not worth-while to
pursue

***CH 5: Performance Appraisal***

• Performance Evaluation/Review: Formal structured system of measuring &
evaluating an employee’s job related behaviors and out-comes.
o The purpose for appraisals is
 1.) Administrative reasons; pay increases & promotions
 2.) Research; validating selection instruments
o EEOC is concerned with the Reasonableness and Validity of the test
o Burden of proof rests with the corporation
o Out-Comes = Productivity; Most important aspect
o One to measure behavior & another to see what they produce
• In a Meta-Analysis, it was revealed that student reviews of teachers, say nothing of
what a professor does but rather what they make students do.
• Equal Employment Opportunity Commission (EEOC): sets guidelines for
employment decisions and selection procedures not ltd. to hiring but also promotion,
demotion, transfer, layoff discharge or early retirement. Increases chances of success
when defending against claims of discrimination.
o Race Bias: known to persist in job assignment, pay, promotion, & other
personnel decisions.
o Age Bias: Older workers receive significantly lower ratings on measures of
self-development, interpersonal skills & overall job performance.
o Labor Unions: represent 11% of US workforce, assert seniority opposed to
assessment of merit be cause for promotion.
• Common Goals:
o Record of Performance
 documentation of pro/demotions, pay increases
 used to justify actions taken with an employee
o Provide an Employees Potential for Advancement:
 Maintains employee initiative,
  Helps identify those w/ potential.
o To determine Performance & Training Needs:
 Lets employees know where they stand
 Should provide feed-back
 Necessary at all lvls to be effective (Prudential Study)
o Motivate Employees
 When employees receive (+) evaluations it doesn’t necessarily
produce an increase in productivity BUT (-) evaluations WILL decrease
it.
o Provides a Validation for Selection Tests
 Validity is dependent on correlation to some measure of job
performance
 Provide information for validating employee selection techniques.
 Has a bad name b/c criterion to evaluate are fraught w/ error
 Anytime one person tests another, there is some lvl of subjectivity
• Inherent Problems with Tests
o Halo Effect: tendency to judge all aspects of a person’s behavior or
character on the basis of a single characteristic. Appearance is the #1
attribute looked at.
o Constant/Systematic Bais: A source error in performance appraisal based
on the different standards used by raters; each person has a unique lvl of
standards
o Most-Recent Performance Error: A source error in performance appraisal
where rater tends to evaluate most recent job behavior rather than behavior
throughout period since last appraised. We can’t let the most recent activity
to affect our judgment, the total performance is key.
o Inadequate information Error: A source of error in performance appraisal
in which supervisors rate their subordinates even though they may not know
enough about them to do so fairly & accurately. Being able to pass the blame
on to another. Decentralization allows us to reduce this error?
o AVG Rating/(Leniency)Error: rater is unwilling to assign extreme scores
one way or another, consequently most fall in the mid-range BUT if everyone
is AVG then no one is really apt.
 20/80 Rule: 20% carry 80% of the work
o Attribution: A source of error in performance appraisal in which rater
attribute/assign (+) or (-) explanations to an employees behavior/ attributing
cause. Why do ppl perform poorly? Supervisors will blame employees of being
lazy in nature when rather, they may only need training. OR Interpersonal
Affect: Our feelings or emotions toward another person. In performance
appraisal, the emotional tone of the relationship btw the manager and the
employee, whether (+) or (-) can influence the assigned ratings
o Role Conflict: A situation that arises when job responsibilities are
unstructured or poorly defined.

• Judgmental Performance Appraisal Methods:

o Merit Rating: objective rating method designed to provide an objective
evaluation of work performance.
 Rating Method: specify how or to what degree worker posses
relevant job characteristics. Attempts to reduce personal bias by
observing worker performance; not nearly reliable or effective. Diff
from ranking b/c it relates an individuals past performance with
current.
  Ranking Method: A Performance appraisal technique in which
supervisors list the workers in their groups in order from (highest to
lowest) or (best to worst). Diff from rating b/c it relates individual
performance with all others in group- Not a direct measure of job
performance.
 Paired-Comparison Technique: A Performance appraisal technique
that compares the performance of each worker with that of every other
worker in the group. Similar to Ranking but more systematic/controlled
but confined to small groups no more than 6-8 ppl
 Forced-Distribution Technique: performance appraisal technique in
which supervisors rate employees according to a prescribed
distribution of ratings/categories (top 10%, top 50%). makes an
assumption that tests have normal distributions/bell curve, but it
doesn’t adequately appropriate what AVG is; group may all be better
than AVG.
 Forced-Choice Technique: performance appraisal technique in
which raters are presented with groups of descriptive statements and
are asked to select the phrase in each group that is most descriptive or
least descriptive of worker being evaluated. Not used often, difficult to
test.
o Behavioral Observation Scales (BOS): A performance appraisal technique in
which appraiser rates the frequency of critical employee behaviors.
o Behaviorally Anchored Rating Scales (BARS): A performance appraisal
technique in which appraiser rates critical employee behaviors specific to
success or failure.
o MBO Management By Objective (MBO): [now use Total Quality Mgt.]
involves a mutual agreement btw employee and manager on goals to be
achieved in a given period. --Being at lowest lvl, they report their goals to the
next lvl above. It creates tremendous accountability. Problem with set goals is
that they tend to be set low b/c they tend to be raised. The result is settling
for mediocrity if you don’t have control over the contingencies in the
environment, which is almost never the case. Not valid or reliable.
• How to Improve Performance Appraisals:
o Training: (persons who conduct appraisal) creates awareness that abilities and
skills are usually distributed in a bell curve & developing the ability to define
objective criteria for work behavior.
o Provide Feed-back to Raters: reduces leniency errors
o Subordinate Participation: leads to trust in employee management, increases
satisfaction, increased reports of fairness & motivation to improve.

***CH 14: Consumer Psychology***

• Consumer Psychology: Consumer decides success of an organization or/object so we
have to have them surs- Market, Advertise & Sell our product
• “Caveat emptor” = let the buyer beware
• 3 Major Purposes of Advertising
o Produce an Awareness of & Knowledge about a company, service, or product
o Create a (+) regard; make ppl feel good about company
o To (Stimulate) a Desire; you can’t create a desire, like a motivation, it has to
already exist. Important b/c I-O Psychologists were accused of brainwashing
essentially.
Research Methods
• Focus Groups: A method of surveying public opinion through the paid participation
of 8 to 12 group members who meet to describe their reactions to a product or
 advertisement or to specific issues. Responses tend to be more qualitative than those
from questionnaires.
• Survey Consumer Method: Actual buying behavior or response/reactions to a
product. Ppl not always accurate/reliable. False responses either by memory lapses
or deliberate distortions cause inaccuracy. Phone surveys have all but died however,
online surveys show increases in response and accuracy.
o Most Popular methodology
o Don’t tell the truth
o Can’t articulate meaningful information
o Much of responses subconscious- unaware of intentions
• Motivational Analysis (In-Depth): (E. Dichter) Not interested in preference rather
(WHY?) motivation for purchasing product.
o Ernest Dichter used Freudian psychoanalysis to uncover subconscious
motivations for neurotic behavior and then applied it to consumer behavior.
o Pretest of focus group.
o What kinds of cognitions/affects group perceives from ad. Is what they’re
looking at
• Projective Techniques: ppl are presented with ambiguous stimulus and they then
project their needs, fears and values onto the stimulus in the act of interpreting it.
o uncover subjective, unconscious reasons
o Rorschach Ink Blot Test/ Thematic Apperception Test
• Physiological Measures
o Eye Camera: in dpt. Studies b/c want to know where/what ppl are fixating on.
(end of aisle)
o Pupil Dilator/Autonomic Response: pupils increase when perceiving a
desirable object, constrict on decreased desirability. Gives validity
o EMG Electromyography: detects electrical activity of the muscles; when
applied to certain facial muscles it measures a person’s reaction to emotional
stimuli.
• Sales Test: Run ad in one area/ not another; if sales increased in the place as was
run and not the other, then it worked. A way of testing the effectiveness of an
advertising campaign by introducing the new advertising in selected test markets.
Allows for control of variables
• Aided Recall: Most frequently used method show part of ad & ask the group to
fill in the missing part of the advertisement. A test of advertising effectiveness to
determine the extent to which ad content can be recalled. The interviewer aids the
recall by asking specific questions.
• Recognition Techniques: used to test advertising effectiveness by asking ppl if
they recognize a particular ad, where they saw it, and what they can recall about it.
Better for TV commercials
• Packaging: Ppl consider convince, security, does it fit where it’s usually kept,
aesthetics, packaging makes up more of product cost than product itself
o Can spend so much on advertising b/c they pass the bulk on to the consumer
Nature of Advertisement
• 2 Major Pblms w/ Sexy Ads
o Very little recall on product
o Appeal to wrong audience
• TV Ads/Commercials: scientists describe viewers as nomads b/c they wander or surf
o Channel nomads: surf channels looking for programs of interest
o Mental nomads: multi-taskers doing other things while TV is on, occasionally
glance at TV
o Physical nomads: busy in other parts of house only catch snippets of TV
 o In lab setting, aprox. 1/3rd forgot what they had seen when questioned
immediately after
• Has to appeal to different ethnic group.
o High status by up high quantity.
o High SES shop down b/c they don’t have anyone to impress
o Social Climbers buy ridiculous $800 Jimmy Choo Shoes

***CH 10: Working Conditions***

• Psychological and Physical factors that satisfy efficientcy
• Environmental Psychology: the study of the effect of workplace design on
behavior and attitudes.
o Office lay-outs have implications on communication btw & w/in depts., flow of
job tasks, relationships btw managers and subordinates, and work group
cohesiveness. Though this type does improve socializing; complaints include
lack of privacy, noise & concentration pblms
o Hoteling is a term used when calling to reserve a cubicle when visiting one’s
home office. It is known by those who spend much time on-site/ traveling to
client areas
• Factors:
o Physical: Location, design, size, landscape
o Temporal: work hours, rest pauses
o Psychological: boredom, fatigue, job simple
 Sm. Corporations : have increased interaction
 Lg. Corporations very impersonal, very structured
o Indoor Pollution: very LG buildings, enclosed with polluted air in recirculation
 Air planes are a perfect example
• Illumination Important*
o Illumination, Noise & Temperature are analogous with Herzberg’s hygiene
needs, affect satisfaction
o Constant exposure to inadequate lighting is harmful to ones eyesight
o Intensity: lvl of brightness, varies w/ nature of task & age of worker (56-70
ftcnds)
o Distribution of Light: ideally it should be uniform or else results in eyestrain.
Indirect lighting, which all light is reflected is preferable to direct, which
focuses and causes glare.
o Glare: reduces visual efficiency, is caused by light of brighter intensity than
one is accustomed to
o Natural light: full spectrum, is a physiological need. Windows assist in this w/
added scenery
o Foot-candle: (standards candle at a distance of one ft) aprox. The brightness
produced by 100-watt bulb held 10 ft about your head on a dark night.
• Noise
o National Institute of Occupational Safety and Health reports; 20% of US emps
work in environments prone to hearing damage.
o Govt rule, no noise over 90 decibels for 8h workday
o 130 + cause near instant hearing loss
o Interferes w/ effective communication in office place
• Color
o No validity to correlations w/ color & productivity, fatigue, or job satisfaction
o Coding devices are the way color is used to indicated fire (red), danger
(yellow) & first-aid stations (green)
o Can prevent eye strain b/c reflectivity, white walls reflect more than dark
 o Dark rooms seem smaller
o Most employees prefer pastels or cool colors but these often affect perception
of temp.
o Most thermostats are fakes only giving illusion of control
• Music in work place, humanizing attempt doesn’t increase production unless the job
is repetitious
Nominal work hours, shift work (esp. Rotating) is extremely deleterious to ones health.
• Work Hours:
o The 5-day, 40hour work week became the norm in 1938 w/ passage of the
Fair Labor Standards Act.
o Nominal Working Hours: The prescribed number of hours employees are
supposed to spend on the job; not all of these hours are actually spent
performing job tasks
o The longer the work week/time; the less productive an individual becomes
• Shift Work: when industry works around the clock a worker is assigned to a
particular time period or (rotated- switching workers periodically), those which work
late shift are often compensated through pay.
o Less productive, more prone to error & have more serious accidents, have
greater lvls of stress, lower feelings of control at work, less social support &
have higher lvls of conflict
o Diurnal rhythm, a regular daily cycle, becomes disrupted with this & body
undergoes dramatic changes due to shift.
o Fewer pblms are experience w/ fixed shifts
o 25% performs white/blue-collar work, 25% part-time work.
• Flextime: A sys of flexible working hours combining core mandatory work periods
with elective work periods at the beginning and end of the workday
o Permits emp. To choose and increases freedom with several productivity
advantages
• Job Simplification: The reduction of manufacturing jobs to the simplest components
that can be mastered by unskilled or semiskilled workers.
o Leads to Bordom and Fatigue
 CH VOCABULARY
CH 5 Performance Appraisals
• Peer Rating: A Performance appraisal technique in which managers or executives at
the same lvl assess one another’s abilities and job behaviors.
• Self Ratings: managers assess their own abilities and job performance.

CH 7 Leadership
• Authoritarian Leadership: style where leader makes all the decisions and tells
followers what to do.
• Bureaucracy: formal, orderly, and rational approach to organizing business
enterprises.
• Charismatic Leadership:
• Consideration Leadership Functions: Leadership behaviors that involve
awareness of and sensitivity to the feelings of subordinates.
• Contingency Theorizes: theory in which a leader’s effectiveness is determined by
the interaction btw the leaders personal characteristics & the situation.
• Democratic Leadership:
• Implicit Leadership Theory: describes a good leader in terms of one’s past
experiences w/ different types of leaders.
• Initiating Structure Leadership Functions: leadership behaviors concerned with
organizing, defining, and directing the work activities of subordinates.
• Leader-Member Exchange: theory that focuses on how the leader-follower
relationship affects the leadership process
• Path-Goal Theory: theory that focuses on the kinds of behaviors leaders should
exercise to allow their subordinates to achieve personal and organizational goals.
• Pygmalion Effect: self-fulfilling prophecy in which managers’ expectations about
the lvl of their employees’ job performance can influence that performance.
• Self-Managing Work Groups: Employee work groups that allow the members of a
work team to manage, control, and monitor all the facets of their work, from
recruiting, hiring, and training new employees to deciding when to take rest breaks.

CH 10 Working Conditions
• Environmental Psychology: the study of the effect of workplace design on
behavior and attitudes.
• Flextime: A sys of flexible working hours combining core mandatory work periods
with elective work periods at the beginning and end of the workday
• Job Simplification: The reduction of manufacturing jobs to the simplest components
that can be mastered by unskilled or semiskilled workers.
• Nominal Working Hours: The prescribed number of hours employees are supposed
to spend on the job; not all of these hours are actually spent performing job tasks.

CH 12 Stress at Work
• Occupational Health Psychology: the field study of dealing with the health effects
of job stress and other aspects of employee well-being.