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Pg 120 INDUSTRIAL Pg 120 INDUSTRIAL PSYCHOLOGYPSYCHOLOGY

• A scientific A scientific study ofstudy of human behaviourhuman behaviour in the production, distribution and use of in the production, distribution and use of goods and services in society. Leads to goods and services in society. Leads to problem solving.problem solving.

• Industrial Psychology aims to provide Industrial Psychology aims to provide explanations, guidelines for the explanations, guidelines for the prediction and control of human prediction and control of human behaviour.behaviour.

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FIELDS OF INDUSTRIAL FIELDS OF INDUSTRIAL PSYCHOLOGYPSYCHOLOGY

• 1. 1. Personnel psychology-Personnel psychology- human human resourceresource

• Provision,selection,evaluation,training, Provision,selection,evaluation,training, remuneration of staff.remuneration of staff.

• 22. Management and Organizational . Management and Organizational PsychologyPsychology

• Motivation, human relations and Motivation, human relations and leadership.leadership.

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FIELDS OF INDUSTRIAL FIELDS OF INDUSTRIAL PSYCHOLOGYPSYCHOLOGY

• 3. ERGONOMICS- engineering 3. ERGONOMICS- engineering psychology.Best match between man, psychology.Best match between man, machinery and environment ensuring machinery and environment ensuring optimal safety and efficiency and optimal safety and efficiency and maintenance.maintenance.

• 4. CONSUMER PSYCHOLOGY4. CONSUMER PSYCHOLOGY

• Studies consumers and predicts consumer Studies consumers and predicts consumer behaviour.behaviour.

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FIELDS OF INDUSTRIAL FIELDS OF INDUSTRIAL PSYCHOLOGYPSYCHOLOGY

• 5. CAREER PSYCHOLOGY- human 5. CAREER PSYCHOLOGY- human development from choice to development from choice to retirement.retirement.

• 6. INDUSTRIAL MENTAL HEALTH-6. INDUSTRIAL MENTAL HEALTH-Study of the influence of the Study of the influence of the environment on staff.environment on staff.

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IND PSY. AS A PROFESSIONIND PSY. AS A PROFESSION

• 1. Professional function is governed 1. Professional function is governed by law.by law.

• 2.They identify analyse, solve 2.They identify analyse, solve problems.problems.

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Pg 123 GENERAL PRINCIPLES Pg 123 GENERAL PRINCIPLES OF HUMAN BEHAVIOUROF HUMAN BEHAVIOUR

• 3 ways to learn:3 ways to learn:

• 1. IMITATION= copy1. IMITATION= copy

• 2. HABITUATION- habit formed through 2. HABITUATION- habit formed through repetition.repetition.

• 3. TRIAL AND ERROR- chance; discovery3. TRIAL AND ERROR- chance; discovery

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MASLOWS HIERARCHY OF MASLOWS HIERARCHY OF NEEDSNEEDS

HIGHER HIGHER ORDER ORDER NEEDSNEEDS

SELF SELF ACTUALIZING ACTUALIZING NEEDSNEEDS

IMP JOBIMP JOB

HIGH QUALIFHIGH QUALIF

EGO[STATUS}EGO[STATUS} LARGE HOME; LARGE HOME; CARCAR

LOWER LOWER ORDER ORDER NEEDSNEEDS

SOCIALSOCIAL FRIENDSFRIENDS

SECURITYSECURITY HOUSEHOUSE

PHYSIOLOGICAL- PHYSIOLOGICAL- BODILYBODILY

FOOD AND FOOD AND CLOTHESCLOTHES

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EXPECTANCY THEORYEXPECTANCY THEORY

• VALENCY = what you valueVALENCY = what you value

• INSTRUMENTALITY = action to get INSTRUMENTALITY = action to get what u wantwhat u want

• EXPECTANCY = what you expect in EXPECTANCY = what you expect in the endthe end

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ABILITYABILITY

• Motivation alone is not enough.Motivation alone is not enough.

• A person must also have the ability.A person must also have the ability.

• Motivation + ability = performance.Motivation + ability = performance.

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Pg 129 INDIVIDUAL Pg 129 INDIVIDUAL DIFFERENCES [6]DIFFERENCES [6]

• 1. Difference in peoples performance.1. Difference in peoples performance.

• 2.Difference in peoples talents and 2.Difference in peoples talents and abilities.abilities.

• 3. People attach different levels of 3. People attach different levels of importance to internal job rewards.importance to internal job rewards.

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Pg 129 INDIVIDUAL Pg 129 INDIVIDUAL DIFFERENCES [6]DIFFERENCES [6]

• 4.People prefer different leadership 4.People prefer different leadership or management style.or management style.

• 5. People differ in their needs for 5. People differ in their needs for contact with otherscontact with others

• 6.People differ in their loyalty and 6.People differ in their loyalty and commitment to organizations.commitment to organizations.

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SPECIAL APTITUDESSPECIAL APTITUDES

• 1. Mechanical ability.1. Mechanical ability.

• 2. Psychomotor ability[ head and hand ]2. Psychomotor ability[ head and hand ]

• 3. Visual skills3. Visual skills

• 4. Clerical skills4. Clerical skills

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Pg. 131 DEALING WITH Pg. 131 DEALING WITH INDIVIDUALSINDIVIDUALS

• Example of an objective: Example of an objective:

• I want to pass inm102-4 this semester.I want to pass inm102-4 this semester.

• An objective must meet 5 An objective must meet 5 requirements:requirements:

• It must be measurable.It must be measurable.

• It must have a time span.It must have a time span.

• It must be challenging.It must be challenging.

• It must have focus. Focus on the right things.It must have focus. Focus on the right things.

• It must be attainableIt must be attainable

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ADVANTAGES OF ADVANTAGES OF OBJECTIVESOBJECTIVES

• 1. Lead to better performance.1. Lead to better performance.

• 2. Personally satisfying.2. Personally satisfying.

• 3. Buids or enhances confidence.3. Buids or enhances confidence.

• 4. Gives direction.4. Gives direction.

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CONTROLCONTROL

• 1. SELF CHECKING !1. SELF CHECKING !

• 2.Control things that have the most 2.Control things that have the most forceful impact.forceful impact.

• 3. Control work points.3. Control work points.

• 4.Communicate4.Communicate

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Pg 135 Interpersonal Relations Pg 135 Interpersonal Relations in the Workplacein the Workplace

• 5.1 PROMOTING GOOD RELATIONS5.1 PROMOTING GOOD RELATIONS• 1. Clarify expectations.1. Clarify expectations.• 2. Establish a relationship of trust.2. Establish a relationship of trust.

– Be availableBe available– Be predictableBe predictable– Be loyalBe loyal

3. Give help and support.3. Give help and support.4. Respect the manager’s authority.4. Respect the manager’s authority.5. Solve problems together.5. Solve problems together.

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5.2 Dealing with problem 5.2 Dealing with problem cases.cases.

• 1. Do not break self esteem.1. Do not break self esteem.

• 2. Don’t attack the person; attack the 2. Don’t attack the person; attack the problem.problem.

• 3. Don’t simply assume that an 3. Don’t simply assume that an offence has been committed.offence has been committed.

• 4. Encourage the person to express 4. Encourage the person to express an opinion or make a suggestionan opinion or make a suggestion

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5.2 Dealing with problem 5.2 Dealing with problem cases.cases.

• 5. Allow the person sufficient time.5. Allow the person sufficient time.

• 6. If possible and necessary, offer 6. If possible and necessary, offer help.help.

• 7. Make sure that an appropriate 7. Make sure that an appropriate plan of action is devised.plan of action is devised.

• 8.Set a definite follow up date.8.Set a definite follow up date.

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PG 143 GROUPSPG 143 GROUPS

• 6.1 Why groups form?6.1 Why groups form?• 1. Pool of knowledge is greater.1. Pool of knowledge is greater.• 2. Approach to problem is more 2. Approach to problem is more

comprehensive.comprehensive.• 3. There is greater acceptance of 3. There is greater acceptance of

solutions…solutions…• 4. Conceptualization of problem is 4. Conceptualization of problem is

improved.improved.

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6.2 Mature Teams6.2 Mature Teams

• 1. Free communication and ; members 1. Free communication and ; members make suggestions.make suggestions.

• 2.Communicationn diffused rather than 2.Communicationn diffused rather than centralized.centralized.

• 3.Difference of opinion aired. 3.Difference of opinion aired. • Conflict managed openly.Conflict managed openly.• 4.Informal leadership does not threaten 4.Informal leadership does not threaten

formal leadership.formal leadership.• 5. Group members do not gossip about 5. Group members do not gossip about

each other. each other.

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5 STAGES IN GROUP 5 STAGES IN GROUP FORMATIONFORMATION

• 1.FORMING – insecurity1.FORMING – insecurity

• 2. STORMING – conflict2. STORMING – conflict• 3. NORMING – 3. NORMING – cohesion/unity/agreementcohesion/unity/agreement

• 4. PERFORMING – 4. PERFORMING – doing as per agreementdoing as per agreement

• 5. DEFERRMENT – 5. DEFERRMENT – breaking up till next timebreaking up till next time

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6.3 QUALITIES OF A REALLY 6.3 QUALITIES OF A REALLY GOOD GROUPGOOD GROUP

• 1. Takes carefully thought out decisions.1. Takes carefully thought out decisions.• 2. Individuals feel that they can reach 2. Individuals feel that they can reach

their objective because of group their objective because of group support.support.

• 3. All members feel free to contribute.3. All members feel free to contribute.• 4. Individual knowledge is shared.4. Individual knowledge is shared.• 5. Differences are approached 5. Differences are approached

constructively.constructively.• 6. Clear decisions are taken.6. Clear decisions are taken.

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6.4 TYPES OF LEADERS6.4 TYPES OF LEADERS

• 1. Administrative 1. Administrative

• 2.Bureaucratic2.Bureaucratic

• 3.Experts3.Experts

• 4. Ideologues 4. Ideologues

• 5.Charismatic leaders.5.Charismatic leaders.

• 6. Symbolic leaders6. Symbolic leaders

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LEADERSHIP STYLESLEADERSHIP STYLES

• 1. AUTOCRATIC – “dictator”1. AUTOCRATIC – “dictator”

• 2. DEMOCRATIC – allows group 2. DEMOCRATIC – allows group contribution-helps.contribution-helps.

• 3. LAISSEZ-FAIRE – complete 3. LAISSEZ-FAIRE – complete freedomfreedom

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