PSY 137: Intro to Organizational Psych

This book introduces an innovative new digital approach to speed up cultural change in organizations and reduce failure rates through use of the Culture Acceleration Tool and Methodology (CATM). This tool combines the methodology of the Organizational Cultural Assessment Instrument (OCAI),

Why do so many organizations fail to mobilize the social networks of employees to respond to disruptions, innovate, and change? In Digital Relationships, Jason Davis argues that individual and organizational interests about networking can come out of alignment such that the network ties that individuals form are organizationally sub-optimal for achieving their most ambitious goals. Developing a new perspective about networks and organizations, he explains through network agency theory how network problems emerge, the role of digital technology adoption by organizations in amplifying misalignment, and the capacity of managers and function of the executive to resolve agency problems and mitigate their impact. Drawing on over a decade of qualitative research in US, Asian, and European "big tech" companies and new analytical and computational modeling, this book offers new interpretations and solutions to the pathologies that emerge from organizationally detrimental networking behaviors and in the face of managerial interventions.

This book explores an aspect of organizational life that is at times difficult to acknowledge and often painful to recall. Stories invite reflection and the development of greater understanding of organizational dynamics. This fresh scholarship provides a theoretical framework for discussion. Throughout this book, Allcorn and Stein utilize a psychoanalytically informed perspective to help readers understand why a leader, colleague or friend behaves in ways that are destructive of others and the organization and provides a basis for organizations to survive and thrive in a dysfunctional workplace.

As modern organizations seek for changes to enhance their competitive positions and their survivability in global markets, the successful implementation of organizational change has become an important management task. But still, many companies are unable to succeed in change processes. Failures show that there is considerable room for researchers to provide insights into opportunities for improving the success of organizational change events. Given the fact that individuals are the most important units in organizational change, a successful implementation requires employees' acceptance and support.

Whether you're choosing your career for the first time, rethinking the choices you made years before, or deciding how to spend your pre- and post-retirement years productively, the right career can make all the difference in whether your work life is happy. Using the worksheets and real-life stories in this book, you will gain the insight to make the right choices, succeed in your career, and overcome your past career mistakes. Book jacket.

Often, the most difficult aspect of work has nothing to do with deadlines, promotions, or competition. It has to do with the immense and beautiful challenges of dealing, on a daily basis, with our colleagues. The people we work with can encourage, support, and energize us, However, working successfully around others, whether virtually or in person, is neither intuitive nor simple. It requires us to communicate effectively, to understand our own blind spots and biases, and to empathize with another person's perspective.

Information Security and Ethics: Social and Organizational Issues brings together examples of the latest research from a number of international scholars addressing a wide range of issues significant to this important and growing field of study. These issues are relevant to the wider society, as well as to the individual, citizen, educator, student and industry professional. With individual chapters focusing on areas including web accessibility; the digital divide; youth protection and surveillance; Information security; education; ethics in the Information professions and Internet voting; this book provides an invaluable resource for students, scholars and professionals currently working in Information Technology related areas.

Building on the success of the 2007 original, Dekker revises, enhances and expands his view of just culture for this second edition, additionally tackling the key issue of how justice is created inside organizations. The goal remains the same: to create an environment where learning and accountability are fairly and constructively balanced. The First Edition of Sidney Dekker's Just Culture brought accident accountability and criminalization to a broader audience. It made people question, perhaps for the first time, the nature of personal culpability when organizational accidents occur. Having raised this awareness the author then discovered that while many organizations saw the fairness and value of creating a just culture they really struggled when it came to developing it: What should they do? How should they and their managers respond to incidents, errors, failures that happen on their watch? In this Second Edition, Dekker expands his view of just culture, additionally tackling the key issue of how justice is created inside organizations. The new book is structured quite differently. Chapter One asks, 'what is the right thing to do?' - the basic moral question underpinning the issue. Ensuing chapters demonstrate how determining the 'right thing' really depends on one's viewpoint, and that there is not one 'true story' but several. This naturally leads into the key issue of how justice is established inside organizations and the practical efforts needed to sustain it. The following chapters place just culture and criminalization in a societal context. Finally, the author reflects upon why we tend to blame individual people for systemic failures when in fact we bear collective responsibility. The changes to the text allow the author to explain the core elements of a just culture which he delineated so successfully in the First Edition and to explain how his original ideas have evolved. Dekker also introduces new material on ethics and on caring

For many years, scholars aligned with mainstream research paradigms that make up organizational behaviour (OB) have been leaning toward the more positive depiction of organizational reality. To better understand people's behaviour in the workplace, they must also explore misbehaviour. Organizational Misbehaviour (OMB) is a term that was coined by Yaov Vardi when he found out there were no models for how to predict misconduct at work. Thus, the purpose of this book is to delineate a new agenda for OB theory and research. this volume is divided into three parts. Part I discusses the prevalence of these phenomena. It searches for typologies and definitions for misbehaviour in the management literature using a historical perspective and proposes a general framework of OMB. Part II explores some important manifestations and antecedents of OMB at different levels of analysis - the person, the job and the organization. Finally, Part III presents practical and methodological implications for managers and researchers. The authors offer a comprehensive and systematically developed framework for the development and management of misbehaviour in organizations. The book is intended for students, scholars and practitioners who manage OB.

How can managers and executives motivate workers to make them happier and more productive? How can employees find meaning and motivation in their careers? The classic Two Factor Theory--a simple, time-tested model for conceptualizing job satisfaction--is here re-imagined for a modern world, with relevant examples, and backed by dozens of academic studies that organizational leaders can draw upon to improve worker motivation. The Universal Dual-Factor Survey (UDS) is introduced, providing a means to assess workforce job satisfaction. Managers will be able to understand which factors need improvement, leading to more meaningful work. Employees, at all levels of business, government and nonprofit organizations, will be able to improve personal motivation, facilitating a more cohesive and thriving workforce.

In this work, scholars cover issues such as teams, leadership, organizational climate and culture, organizational citizenship behaviour, work motivation, stress, and job satisfaction, and tells us what they know about these topics from a personality perspective. There are chapters on interactional psychology and work, personality and interests, some persistent measurement problems in personality assessment, and the relationship between personality and job performance. There are several overview chapters in the text - one provides a general survey of the landscape of personality theory and organizations, one presents a view of the European perspective on contemporary issues in personality research relevant to organizations in Europe, and one focuses on the origins of the book's title.

The subject of personality has received increasing attention from industrial/organizational psychologists in both research and practice settings over the past decade. But while there is an overabundance of information related to the narrow area of personality testing and employee selection, there has been no definitive source offering a broader perspective on the overall topic of personality in the workplace. Personality and Work at last provides an in-depth examination of the role of personality in work behavior. An array of expert authors discusses the connection of personality to a wide range of outcomes beyond performance, including counterproductive behaviors, contextual performance, retaliatory behaviors, retention, learning, knowledge creation, and the process of sharing that knowledge. Throughout the book, the authors present theoretical perspectives, introduce new models and frameworks, and integrate and synthesize prior studies in ways that will stimulate future research and practice. Contributors to this volume include: Murray R. Barrick, Michael J. Cullen, David V. Day, Ed Diener, J. Kevin Ford, Lewis R. Goldberg, Leaetta Hough, Jeff W. Johnson, Martin J. Kilduff, Amy Kristof-Brown, Katherine E. Kurek, Richard E. Lucas, Terence R. Mitchell, Michael K. Mount, Frederick L. Oswald, Ann Marie Ryan, Paul R. Sackett, Gerard Saucier, Greg L. Stewart, Howard M. Weiss

No matter who you are or what you aim to achieve, power determines whether you succeed or fail. But while power dynamics permeate every interaction in the workplace, the concept is very poorly understood or managed in practice. Everyone has influence over some people and is under the influence of others, and must choose how to deal with these realities in daily interactions. This book offers a comprehensive and applied understanding of power in a professional scenario: where it comes from, how it moves and what that means in practice for how professionals work together. Drawing on numerous recent case studies, this book offers a toolbox that anyone can apply, including explanations of the different forms of power, the two ways power can move between parties, the perils of power, how to create accountability, the intersection of power and ethics, and tools for maintaining power relationships with both superiors and subordinates. It provides employers and employees alike the means to understand, manage, and exert the power necessary to control their own circumstances.

What Would It Be Like to Restore Sanity? What would it be like to work together again in creative and generous ways? What would it be like to be curious about who you're with rather than judging or fearing them? What would it be like to engage together in exploring possibilities rather than withdrawing in conflict or disagreement? What would it be like to be working well together? From 50 years working with leaders globally, I state with full confidence that leadership has never been more difficult. And it's not our fault. We've been good and caring leaders, we've led people in empowering, engaging ways to create meaningful, productive work. But now we face external conditions far beyond our control to change, dynamics intensifying at shocking speed. The perfect storm is here, created by the coalescence of climate and human-created catastrophes. As leaders dedicated to serving the causes and people we treasure, confronted by this unrelenting tsunami, what are we to do? I state my answer to this also with full confidence: We need to restore sanity by awakening the human spirit. We can achieve this only if we undertake the most challenging and meaningful work of our leader lives: Creating Islands of Sanity. An Island of Sanity is a gift of possibility and refuge created by people's commitment to form healthy community to do meaningful work. It requires sane leaders with unshakable faith in people's innate generosity, creativity, and kindness. It sets itself apart as an island to protect itself from the life-destroying dynamics, policies, and behaviors that oppress and deny the human spirit. No matter what is happening around us, we can discover practices that enliven our human spirits and produce meaningful contributions for this time.

The decline of the American union movement--and how it can revive, by a leading analyst of labor Union membership in the United States has fallen below 11 percent, the lowest rate since before the New Deal. Labor activist and scholar of the American labor movement Stanley Aronowitz argues that the movement as we have known it for the last 100 years is effectively dead. And he explains how this death has been a long time coming--the organizing and political principles adopted by US unions at mid-century have taken a terrible toll. In the 1950s, Aronowitz was a factory metalworker. In the '50s and '60s, he directed organizing with the Amalgamated Clothing Workers and the Oil, Chemical and Atomic Workers. In 1963, he coordinated the labor participation for the March on Washington for Jobs and Freedom. Ten years later, the publication of his book False Promises: The Shaping of American Working Class Consciousness was a landmark in the study of the US working-class and workers' movements. Aronowitz draws on this long personal history, reflecting on his continuing involvement in labor organizing, with groups such as the Professional Staff Congress of the City University. He brings a historian's understanding of American workers' struggles in taking the long view of the labor movement. Then, in a survey of current initiatives, strikes, organizations, and allies, Aronowitz analyzes the possibilities of labor's rebirth, and sets out a program for a new, broad, radical workers' movement.

Is Silence Killing Your Strategy? In his thirty years of working in corporations, Harvard Business School professor Michael Beer has witnessed firsthand how organizational silence derails strategic objectives. When employees can't speak truth to power, senior leaders don't hear what they need to hear about their company's fitness to compete, and employees lose trust in those leaders and become less committed to change. In Fit to Compete, Beer presents an antidote to silence--principles and a time-tested innovative process for holding honest conversations with everyone in your organization. Used by over eight hundred organizations across the globe, the strategic fitness process has helped leaders in a diverse range of industries--including medical technology, information technology, banking, restaurant chains, and pharmaceuticals--hear the raw but necessary truth about the sources of misalignment between their strategies and their organizations. In addition to step-by-step instructions, Beer offers detailed and illustrative case studies of companies that have conducted honest conversations to great effect. He also shows how to apply the process more broadly to a variety of strategic challenges and at multiple levels throughout the organization. Practical, enlightening, and comprehensive, Fit to Compete is the book you should turn to if you to want create winning strategies that your entire company will rally behind.

With artificial intelligence developing so rapidly that even some of the biggest names behind the advances are calling for pauses and increased regulation, discussions of the future of work in the age of AI have reached a new level of urgency. While certain less specialized jobs have long faced the threat of being replaced by more efficient and profitable machines (e.g., self-checkout lanes at grocery stores), many specialized jobs and jobs requiring high levels of human interaction have remained safe. Now, however, with enrollment in "virtual preschools" skyrocketing and thousands of mental health apps on the market, this threat has expanded to include even the educational, medical, and legal professions. But are efficiency and profitability the most important concerns in this transition, or is there something more essential at stake, something we risk overlooking and potentially losing?

Set aside trends to focus on the fundamentals of great leadership Reframing Organizations provides time-tested guidance for more effective organizational leadership. Rooted in decades of social science research across multiple disciplines, Bolman and Deal's four-frame model has continued to evolve since its conception over 25 years ago; this new sixth edition has been updated to include coverage of cross-sector collaboration, generational differences, virtual environments, globalization, sustainability, and communication across cultures. The Instructor's guide has been expanded to provide additional tools for the classroom, including chapter summary tip sheets, mini-assessments, Bolman & Deal podcasts, and more. These recent revisions reflect the intersection of reader recommendations and the current leadership environment, resulting in a renewed practicality and even greater alignment with everyday application. Combining the latest research from organizational theory, organizational behavior, psychology, sociology, political science and more, the model detailed here provides real guidance for real leaders.