Psychology in Business Environment, Essay Example

1. Compare how psychology, social psychology, sociology and anthropology have contributed to the study of organizational behavior.

The aspects of the study of social psychology, psychology and anthropology specifically provides a consideration over the different realms by that explains why and how people react towards situations that they face every day. Relatively, this helps in responding to the course by which each worker respond to particular forms of motivation and empowerment imposed to them by the management to be able to perform with high competence at work. Allowing the establishment of the creation of better ways of responding to managing challenges among employees specifically comes from the relative studies released under the expertise of psychologists and anthropologists as they try to explain how humans react to situations based on their experiences and their expectations all at the same time.

All the more, the involvement of psychology and anthropology in defining organizational behaviour gives managers a chance to explore the need to understand employee backgrounds especially in dealing with conflicts that often occur between colleagues when disagreements arise. Having a background on the studies that comprehend with such situations insist on the creation of a specific decision that would best provide the managers an insight on what needs to be carried into consideration during the deliberation of such cases.

2. Define intellectual ability and demonstrate its relevance to OB.

Every individual is unique and every individual has his own personal intellectual ability. Likely, this form of characteristic among employees serves as a ground for recognition. Utilizing one’s intellectual capability to perform well at work improves the organizational behaviour of one which basically benefits the entire organization in the end. On the other hand, managers who use their intellectual ability in handling their responsibilities as acting leaders of the organization serve much benefit especially in understanding how their people would respond to particular forms of work improvement stimulations. Effectively utilizing such skill on the part of both the managers and the employees shall produce a much better working environment for both parties.

3. Describe the following “personality” theories and how using tests they may be useful to business:
   The Big Five Traits

This insight on behavioural development includes the factors of openness, conscientiousness, extraversion, agreeableness and neuroticism. This particular behavioural testing approach provides a responsive definition as to how one is able to balance his emotions with his rational thinking hence making more comprehensive decisions even in the face of hard situations. This test shall provide the managers a chance to see how much capability their employees have in facing suppressing and probably distressing conditions at work while still remaining calm at the most.

1. b. Self-Monitoring Behavior (Instruments and tests)

In this test, the consideration over the beliefs, attitudes and dispositions of an individual is being examined. This provides a definitive indication on how a person becomes personally sufficient especially in facing difficulties while remaining at ease even when in the middle of distress. Tolerance to stress through logical thinking and balanced behaviour is what this test is focused upon.

1. The Type A v. B Theory

The balance of the type A personality [high-strung type] and the type B personality [easy-going type] in a person is examined through this test. The contrasting definition that this test provides shows how much a person can be balanced in facing different circumstances in life hence imposing what particular attitude one responds to depending on the situation he needs to face.

4. Describe perception and Attribution Theory (give examples).

Perception and attribution theory involves the considerable reaction of a person upon a situation based on how he perceives a matter and how his condition in recognizing the internal and external attributes of the situation works towards the development of a final decision. As for example, a person may perceive that his boss would likely agree to his suggestion on the development of a particular departmental operation in their organization. He feels strongly about the matter because he personally knows how the adjustments would go and he knows he does have the support of his colleagues on the matter.

5. Compare and contrast the following motivational theories:
   Maslow’s Hierarchy of Needs;

Maslow’s hierarchy of needs is specifically defined as the process by which humans mature and the elements involved in the establishment of such form of maturity. Divided in five primary sections, this theory insists on the need of a person to acquire every element completely to incur complete growth. The said elements particularly include self-actualization, esteem, love and belongingness, safety and physiological needs.

1. Herzberg’s Two Factor Theory;

This theory on the other end is described to define the two sections of satisfaction and dissatisfaction in employment that individuals experience. Explaining these factors separately in relation to the behaviour of the employee shows how much impact each aspect make on the performance of a particular individual.

1. Dave McClelland’s Theory of Needs.

According to this theory, there are three primary aspects that contribute to job satisfaction that employees must be able to realize. Such aspects include achievement, affiliation and power. Managers could utilize such aspects and apply them in their system of human resource management hence redefining the ways by which their employees are satisfied henceforth become more open to perform competently for the organization.

6. Describe Reinforcement Theory, including;
   Positive reinforcement;

In the aspect of responding to reward and recognition the positive form of reinforcement empowers the employees to do better so as to receive better attention and benefits from the organization.
b. Punishment;

Through inciting fear and precaution, punishment as a form reinforcement, imposes a sense of careful conditioning on the part of the employees as they handle their responsibilities at work so as not to be subjected to any regulatory punishments included in the rules of the organization.
c Extinction/Ignore;

Instead of imposing punishment, some management resort to extinction or the manner of non-recognition as a form of reinforcement system. Specifically an opposition to positive reinforcement through recognition, this approach hopes to empower the employees to work further for recognition.
d. Negative Reinforcement.

Negative reinforcement is probably the least efficient of all forms of reinforcements and is only used when necessary. Such approaches could include sanctions and removal of some benefits as a response to an employee’s misconduct at work.

7. Compare and contrast Tuckman’ s Five Stage Model of Group Development with the Punctured-Equilibrium Model.

Working as a group inder the five stage model of Tuckman involves forming, storming, norming, transforming and performing. In all these stages, Tuckman suggests that member involvement should be imposed strongly. Herein, Tuckman assures that the team members being involved in all these aspects of group development shall create a more intact relationship between each other hence making them realize that they are a part of the group and thus feel compelled to work along with it. In contrast, the punctured-equilibrium model of Gersick only involves three stages: phase 1 [the first meeting where the members are to know each other and establish the basic outlay of the plan], the midpoint [where the members shall undergo transitions based on the scheduled completion of the project] and the second phase [when the team members begin to complete the plan as laid out during the first two phases of development]. In a way, Gersick’s approach is more direct and straight to the point while Tuckman’s deals with the different details needed to be understood along the process of planning towards the point of performing the final decision for the plan. Either way, both approaches are considered good based on how the group members are to consider their position as members of the team. Consequently, it is the behaviour of each member that would identify the efficiency of either Tuckman’s or Gersick’ suggested approach to group work development. Enforcing each member with the chance to be a part of the plan and play a vital role in its completion specifically gives each individual a sense of satisfaction and achievement, two of the most important factors that fuels good performance among employees whether they are performing within a team or as individual workers. Relatively, considering both aspects of personal development should be added as part of the growth pattern for group-based work plans as suggested by the two theorists presented herein.