Business Psychology Nou

8/10/2019 Business Psychology Nou

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Business Psychology


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Table of Contents

Task 1:Understand the different perspectives in occupational psychology..3

Task 2:Understand the role of psychology in the assessment of

individual differences in the workplace...6

Task 3:Be able to knowledge of impact of change in business....10

Task 4:Understand the impact of culture and climate on performance.1!"#"!"$%"&..1'

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Task 1: Understand the different perspectives in occupational psychology

a) Major theoretical approaches

Behaviourist Theory

Behaviourism is primarily concerned with observable behaviour, as opposed to internal events

like thinking and emotion. bservable !i.e. e"ternal# behaviour can be ob$ectively and

scientifically measured. %nternal events, such as thinking should be e"plained through

behavioural terms !or eliminated altogether#.&

(http://www.simplypsychology.org/behaviorism.html)

%n order for 'wan()ooper to be successful in the changes occurred the company should take in

consideration the behaviourism approach which is focusing on the behaviour of the employees in

order to choose the best for the company*s business. +or e"ample the manager of the company if

is using the behaviourism approach may assist the companies employees a certain department in

which the employees can be more effective as a worker even when there will be changes among

their colleagues.

Cognitive approach

)ognitive approach it deals with various mental processes such as problem solving and

memory and contradicts the behaviourist model which doesn*t take in consideration the mental

processes.

+or 'wan()ooper to evaluate employee*s productivity and try to develop workable strategies toimprove worker and company performance, must implement psychological tools, such as

cognitive strategies. he company owners as well as managers are adapting the cognitive

educational strategy to learn about new $obs and to provide help to workers in order to achieve

the ob$ectives.

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Huanistic !pproach

he humanistic approach e"plicitly states that people have free will, which sets it apart from

other approaches !with the possible e"ception of some cognitivists#. %t could be suggested,

however, that their position on free will is incoherent, since at the same time as insisting on

people*s ability to choose their actions, they e"plain how our behaviour is determined by our

treatment at the hands of others and an innate set of needs.

'wan )ooper after the changes create a good working environment in which all the employees

collaborate and get involved in the company ob$ective. he company managers took a good

working approach to their workers which many were women.

b)"cientific approach

he scientific process is now based on the hypothetico-deductive modelwas proposed by

arl Popper !1/-0#. Popper suggested that theorieslaws about the world should come first and

these should be used to generate e"pectationshypotheses which can be falsified by observations

and e"periment. Psychology took so long to emerge as a scientific discipline because it needed

time to consolidate. nderstanding behaviour, thoughts and feelings is not easy, which may

e"plain why it was largely ignored between ancient 3reek times and the 1th century. 'cientific approaches followed by 'wan )ooper give a great importance of people and they

create a system of relationships between the employees.5ccording to this approaches employees

can be motivated with something else than $ust financial gains .hey must get a recognition from

the managers, because they are human beings and they must be treated like humans not like some

machines. 6eaders must try to understand them and their feelings because the company works not

only through the formal relationship but also through informal relations. herefore, leaders works

to encouraging the formal and informal relations.hey give their employees the security of the

$ob and a high degree of satisfaction.

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c)"trenghts and #eaknessess of $ualitative and $uantitative approaches

7uantitative approaches

&trengths

Provides precise, 8uantitative, numerical data

9ata analysis is relatively less time consuming !using statistical software#

he research results are relatively independent of the researcher !e.g., statistical

significance#

%t may have higher credibility with many people in power !e.g., administrators,

politicians,people who fund programs#&

(eaknesses

he researcher*s theories that are used might not reflect local

constituencies*understandings

nowledge produced might be too abstract and general for direct application to

specificlocal situations, conte"ts, and individuals

7uantitative approaches such as 8uestionnaires and surveys may help the company to imporve

their work.%t help the company to ask people about their opinion and help the company to find

more about what customers whant.

7ualitative :esearch

&trengths

he researcher can use the primarily 8ualitative method of grounded theory to inductively

generate a tentative but e"planatory theory about a phenomenon

9ata are usually collected in naturalistic settings in 8ualitative research

7ualitative approaches are especially responsive to local situations, conditions, and

stakeholders* needs

(eaknesses

%t is difficult to make 8uantitative predictions.

%t is more difficult to test hypotheses and theories with large participant pools.

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%t might have lower credibility with some administrators and commissioners of programs.

%t generally takes more time to collect the data when compared to 8uantitative research.

%n contrast with 8uantitative approach the 8ualitative methods is measuring various isses such as

beliefs,perception and values.5lso this method can help the company to understand the behaviouran the relationship between different variables.

Task 2: Understand the role of psychology in the assessent of individual

differences in the #orkplace

a)%ndividual &ifference

%ndividual differences represent the facts which make peoples different human having

different needs each and other. 5ll people know that are different in many aspects such as

psychical, desires, values, interests.

*yers Briggs +*B,-)

he ;yers Briggs has the main purpose to e"plain the theory of psychological types in order

to understand them better and why people use them in their life.

he theory essence is that much behaviour variations are consistent and ordinary being due to

many differences in the way people prefer to use their $udgement and perception.

*yers Briggs and its applications in general and in &wan %ooper

he ;B% is an instrument which can be used for employees* professional development andorganisational improvement. ;B% result give people in training programs helpful type feedback

about themselves and how they are different from others. %n 'wan )ooper organisations ;B% is

useful for management conflict in order to improve the employees* performance and development

but also for coach them.

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Belbins ,eam !oles

Belbin eam :ole represents a report given by certain language in helping people< employees

are forming good, productive work relation in order to develop and select a perform team and an

increasing personal effectiveness.

o achieve the best balance, employee*s roles in 'wan )ooper team are=

One Co-ordinator> he leader fro the company is a respected one because it*s helping every

employee to keep its work on track which it can be e"cessively controlled.

A Plant( to stimulate the ideas, in order to solve the companies with creative and original ides. %t

can be an ignorance of the details if there is a poor communication.

A Monitor/evaluator(may lack the ability to maintain a clear and honest atmosphere between

employees by carefully thinking about the companies problems.

mplementer( the person which takes the basic ideas and put them in practice among the

company*s activities but it can be a bit slow.

Team !or"er( is the person which is a good listener, who is trying to resolve the company*s

social problems and develop a career for the team as individuals.

#esource investigator(is an optimistic person and a good networked as well e"ploring all the

ideas that it can, finding all the possibilities with energise and collaborating with others.

Completer/finisher-don*t trust other person and don*t worry very much for others but it sees all

the things to the end and is working to accomplish all the work.

'wan )ooper looks at individual differences that affect performance. he company first is

looking at the diversity of the natural workplace because they are e"amining various

characteristics in the workplace which may affect their environment, after they are e"ploring the

personality impact followed by values, attitudes and individual behaviour and e"amine the ways

workers built their career.

')(sychoetric instruents

/ersonality uestionnaire >are being used are 8uestionnaires of self(report where people

responds to various statements with no right or wrong answers. he area of personality is being

insight given by the completion of this 8uestionnaire. +or e"ample a 8uestionnaire can help the

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'wan )ooper candidates to describe them in various terms such as= they relation with other

people, the way they think, plan its actions, analyse and have creative ideas but also which ae

their emotions and feelings.

erbal reasoning test2By saying verbal it means that it must be done with words. 5 verbal

reasoning test& is can be seen as a timed test which is measure people ability to reason with

various words and understand what logic has the 8uestions and passages. he person who

participate at such test first is reading the te"t, after is going to answer the 8uestion and then it

can move to the nest passage and so on until will finish the test. %t is a custom at the finish to

present in the right term the performance of the candidate in relation to a databases provide by the

test publisher.

c) Type of easures of individual differences

%ndividual differences are represented as a broad term and cover all the variables which make

the difference between people, form the style of decision to the cognitive ability to personality.

*otivation measures

he measures of motivation can vary significantly in the construction of people*s targets and

can be classified in four groups having the base of what they assess.

'wan )ooper must conduct a survey of their employees. 'pecifically, ask them how much they

care about the business@ changes. 5ccording to Personnel oday, an employee who cares more

about the success of the business is more likely to be more motivated in his or her daily tasks.

5 survey conducted by mail or online will give them a more accurate description of employee

motivation as such surveys are less personal than a face(to(face interview.

ecision making measures

;easures of individual differences in decision making can be divided into measures of style,

approach, and competence. he competence of the decision making are referring to the ability or

various skills people need to take good decisions based on normative models of decision making.

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mployees* surveys are the best method of gaining the company performance since no one

knows better the company that the people who works inside and are involved in the system of the

company. 5sk them to give appoint on a scale to 1 to 0 of the business abilities on speed, 8uality

and effort will show 'wan )ooper the data needed to make a comparing earth the database of the

high and low performance.

Tas" -e a'le to kno#ledge of ipact of change in 'usiness

a) *u'ler+,oss-s "tages

9r. ubler(:oss has writing about certain stages which dying individuals tend to go through

as they are coming to term by realiCed that they will die soon.

$enialis the fist stage of ubler(:oss&(in the business grieve people doesn*t wish or is

unable to accept that losses is taken place or will take place. hey are feeling that they e"perience

a bad dream that is unreal and they are waiting to wake up and the thing takes the normal course.

5fter individuals has passed the denial stage and has been accepted the loss which has been

occurred that will begin to fell 5nger at the loss and the unfairness of it. hey may become to fell

abandonee and angry at the person who has been lose. De"t coming is bargaining. %n this stage individuals are begging for higher power& to unde

their loss. nce it becomes clear that 5nger and Bargaining are not going to reverse the loss,

people may then sink into a $epressiona stage where individuals are confronting with the reality

loss and how they can help themselves to make changes. %ndividuals will blame themselves for

caused of contributed to the loss whether is $ustified or not.

%n the final stage individuals are entering in a stage of acceptance where they will processed

their firstly grief emotions and are able to accept the occurred change and which can be change

anymore and to become able to plan their future.

b) %ohn &otter's ( step process

* ncrease urgency-the company must=

"amine market and competitive realities

%dentify and discuss crisis, potential crisis, or ma$or opportunities

Provide evidence from outside the organiCation that change is necessary

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+* Build the ,uiding Team-'wan )ooper in implementing changes should=

3iving groups enough power which will make it able to lead the change

'howing commitment and enthusiasm in order to attract leader who manage the change

ncouraged people to work as a team.

* ,et the .ision #ight

)reate vision in order to direct the effort within the change

9eveloping strategy to achieve the vision.

* Communicate for Buy-in

Build alignment and engagement through stories

se every method to communicate the strategy chosen and the new vision applied

eep communication simple and heartfelt

eaching new behaviour following the guiding coalition.

0* 1mpo!ering Action

:emoving all the obstacles to achieve the change

;ake changes in the system or structure which work against the new vision.

2* Create short term !ins

Planning the achievement of improvement visible performance

:ewarding and recogniCing the people who are involved in life improvement.

3* $o 4ot 5et 6p

Planning in order to create an improvement visible performance

:ewarding and recogniCing the people who are involved in life improvement.

:einforcing the people behaviours which are leading the improvements.

(* Ma"e Change 7tic"

5rticulate the connections between the new behaviours and corporate success.

c) %portant stakeholders

%n order to achieve attitude change in each of its groups the company may use certain

methodologies=

Brainstormingin generating the ideas and issues within the group of stakeholders. %t can take the

form of a meeting in which al the points are recorded and later are being sorted and prioritised.

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he focus group then it will be able to cover the particular stakeholders in order to discuss the

particular topics.

7emi-structuredinterviews which are being guide by stakeholder group and having an informal

checklist of various issues and which allows other issues to be pursued or identified. his

approach is particularly useful for cross(checking, identification of common ground,

identification of tradeoffs and identification of decision(making frameworks of stakeholders.

$iggings up e8isting data represent a vitiated and recorded material which may shed the

stakeholders light on circumstances, characteristics and interest. %t is always worth probing and

rummaging for reports and recorded information, there is almost always more of it than at first

appears, sometimes found in the most unlikely places.

Time linescan be prepared with stakeholders of the history of links and impacts of particular

policies, institutions and processes, with discussion of cause and effect of various changes.

$iagramshelps people to understand 8uickly what idea id talk about and what are the plans and

are working really well in order to simulate the discussion by literate and non(literate people. %n a

general term there are working because are focusing on attention while they discuss a problem,

represent comple" issues simply, stimulate ideas and therefore assist in decision(making.

Tas" Understand the ipact of culture and cliate on perforance

a) Type of culture

he original 'wan()ooper has traditional culture which is one with rigid and tight procedures,

policies and constraints.hey have high formality and the way they operate is organised and all

that lead them to accomplish better their ob$ectives.hey have organiCational charts& due to

which they understand the changes and what are their responsibilities in every situation.here is a

strict command that is present all the times and there is an organised process which decisions are

taken.his organiCation with formality at all times is valued and strict discipline is essential for an

effective work.

%n contrast the new owners follow a democratic culture which promotes the sharing of

responsibility, the e"ercise of delegation and continual consultation, leader effectively delegate

tasks to subordinates and give them full control and responsibility for those tasks.

'wan )ooper autocratic leadership created an impersonal places to work who has a high

power cultures.mployees are valuated by their performance and every $ob title has his regulation

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and little creativity is allowed.itles for positions are prevalent, and everyone is e"pected to

behave according to company policy.+ormality at all times is valued and strict discipline is

essential for effectiveness.

But also 'wan )ooper has a good working environment which means that workers are being

encouraged to asume the working responsibility and challenging activities.he work is good

because the employees between workers is positive and is an important fact for them when they

are participating in a decision(making process leaing them to finding creative solutions to all its

problems and serving better to the company ob$ective.

n the other hand the new owners democratic leadership created an environment with high

morale, employees are motivated to offer creative solutions to all problems and they create an

good atmosphere.

') The cliate

Before the changes people in workplace people were talking about teamwork but not all

understand what she means and how they can built a strong relationship to become effective.%n

the organiCation the team is an entity specialiCed in the area that its assigned to her.he

responsibility of the team is guide the organiCation to success according to their knowledge in the

defined area.hese chained of teams the teachers within the organiCation&.

5fter the changes in 'wan )ooper democratic organisation the team works to create the

defined company culture necessary for the success of the organiCation,the employees work as a

team,there is communication between them and cooperation because they all share the same

ob$ectives but in hierarchical organiCation created by Filliams,people don*t work anymore in

team,they perpetuate self interest.

Fhen individuals are speaking about team in their languadge some times is affecting their

ability to make interactions with another groups.

c),ecoendation for iproving perforance:

he company must make sure that its employees understand the business system( in order

for that to happen the system should be described in an e"plicit manner related to the

company*s ob$ectives because the companied who are clearly formulate their goals for

their system are reducing the ambiguity and confusion of their process.

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he company must do an appraisal skills training for its managers(in order to have an

effectively appraisal it must be concluded that for the company is essential to have the

ability to appraise the subordinates skills. he training given by the company in order to

help managers to develop their specific skills and confidence in their ability to efficientlyevaluate others. hese skills should include= setting the goals, communicate the standards

of performance, observed the performance of subordinates, coach and provide feedback

and conduct an appraisal review

%ncrease the willing of managers in order to conduct efficient appraisal(Primary causes of

appraisal ineffectiveness fall s8uarely on the manager*s shoulder. ffer refresher

trainings, or training on the skills mentioned in the previous bullet. %n short, arm or

prepare managers to best carry out effective appraisals.

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#191#14C17

9ematteo, G.'.< by, 6.. H 'undstrom, . !1//A#. eam(based rewards= )urrent empirical

evidence and directions for future research.!esearch in 4rgani5ational Behavior, 2E,A-(141

3uCCo, :.5. H 'hea, 3.P. !1//2#. 3roup Performance and intergroup relations in organiCations.

andbook of industrial and organi5ational psychology!Iol. -, pp. 2/>-1-#

https=www.google.co.uksearchJ

newwindowK1H8KrecommandationLforLimprovingLtheLperformanceHo8KrecommandationLfor

LimprovingLtheLperformance

http=psychology.about.comodbehavioralpsychologyfbehaviorism.htm

http=www.simplypsychology.orghumanistic.html

http=www.myersbriggs.orgmy(mbti(personality(type

http=www.belbin.comrte.aspJidKA

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