Psychology

Psychology has perhaps the first influence on the field of organizational

behavior because it is a science of behavior. A psychologist studies almost all
aspects Of behavior.

Psychology deals with studying human behavior that seeks to explain and
sometimes change the behavior of humans and other animals.

Psychologists are primarily interested in predicting the behavior of individuals

to a great extent by observing the dynamics of personal factors.

Those who have contributed and continued to add to the knowledge of OB

are teaching theorists, personality theorists, counseling psychologists and
primary, industrial and organizational psychologists.

Some of the numerous areas of interest within the disciplines of psychology

are:

 General Psychology
 Experimental Psychology
 Clinical Psychology
 Consumer Psychology
 Personality and Social Psychology
 Industrial Psychology
 Counseling Psychology
 Educational Psychology
 Consulting Psychology

Understanding Psychological principles and its models help significantly in

gaining the knowledge of determinants of individual behavior such as

 the learning process,

 motivation techniques,
 personality determinants and development,
 perceptual process and its implications,
 training process,
 leadership effectiveness,
 job satisfaction,
 individual decision making,
 performance appraisal,
 attitude measurement,
 employee selection,
 job design and work stress.

Sociology
The major focus of sociologists is on studying the social systems in which
individuals fill their roles. The focus is on group dynamics.

They have made their greatest contribution to OB through their study of

group behavior in organizations, particularly formal and sophisticated
organizations.

Sociological concepts, theories, models, and techniques help significantly to

understand better the group dynamics, organizational culture, formal
organization theory and structure, corporate technology, bureaucracy,
communications, power, conflict, and intergroup behavior.

Psychologists are primarily interested in focusing their attention on individual

behavior.

Key concepts of Sociology are;

Most sociologists today identify the discipline by using one of the three
statements:

 Sociology deals with human interaction arid this communication are the key
influencing factor among people in social settings.
 Sociology is a study of plural behavior. Two or more interacting individuals
constitute a plurality pattern of behavior
 Sociology is the systematic study of social systems:
 A social system is an operational social unit that is structured to serve a
purpose.

It consists of two or more persons of different status with various roles playing
a part in a pattern that is sustained by a physical and cultural base.

When analyzing organizing as a social system, the following elements exist:

 People or actors
 Acts or Behavior
 Ends or Goals
 Norms, rules, or regulation controlling conduct or behavior
 Beliefs held by people as actors
 Status and status relationships
 Authority or power to influence other actors
 Role expectations, role performances, and role relationships.

Therefore, organizations are viewed by sociologies as consists of a variety of

people with different roles, status, and degrees of authority.

The organization attempts to achieve certain generalized and specific

objectives.

To attain some of the abstract ends such as the development of company

loyalty, the organization’s leaders appeal to the shared cultural base.

Social Psychology
It has been defined as the scientific investigation of how the thoughts,
feelings, and behavior of individuals are influenced by the actual, imagined or
implied the presence of others.

It deals with how people are affected by other individuals who are physically
present or who are imagined to be present or even whose presence is implied.

In general, sociology focuses on how groups, organizations, social categories,

and societies are organized, how they function, how they change.
The unit of analysis is the group as a whole rather than the individuals who
compose the group.

Social Psychology deals with many of the same phenomena but seeks to
explain whole individual human interaction and human cognition influences
culture and is influenced by culture.

The unit of analysis is the individual within the group.

In reality, some forms of sociology are closely related to social psychology.

Social Psychologists study an enormous range of topics including conformity,

persuasion, power, influence, obedience, prejudice, discrimination,
stereotyping, sexism and racism, small groups, social categories, inter-group
behavior, crowd behavior, social conflict, social change, decision making, etc.

Among them, the most important topics relevant to the organizational

behavior field are behavioral change, attitude change, communication, group
process, and group decision making.

Social psychologists making significant contributions. Social psychologists

making significant contributions to measuring, understanding and improving
attitudes, communication patterns in how groups can satisfy individual needs
and group decision-making processes.

Anthropology
The main aim of anthropology is to acquire a better understanding of the
relationship between the human being and the environment.

Adaptations to surroundings constitute culture. The manner in which people

view their surroundings is a part of the culture.

Culture includes those ideas shared by groups of individuals and

languages by which these ideas are communicated. In essence, culture is a
system of learned behavior.
Their work on culture and environment has helped us to understand
differences in fundamental values, attitudes, and behavior among people in
different countries and within different organizations.

Much of our current understandings of organizational culture,

environments, and differences between national cultures are the results of the
work of anthropologists or those using their methodologies.

The world is the laboratory of anthropologists, and human beings must be

studied in the natural habitat. Understanding the importance of studying man
in natural settings over time enables one to grasp the range of anthropology.

Familiarity within some of the cultural differences of employees can lead to

greater managerial objectivity and depth in the interpretation of behavior and
performance.

Anthropologists contribute to study some aspects of organizational settings –

similar values, comparative attitudes, cross-cultural analysis between or
among the employees.
Five Models of Organisational
Behaviour
The five models of organisational behaviour are the:

 autocratic model,
 custodial model,
 supportive model,
 collegial model and
 system model.

Autocratic model
Autocratic model is the model that depends upon strength, power and formal authority.

In an autocratic organisation, the people (management/owners) who manage the tasks in an

organisation have formal authority for controlling the employees who work under them. These
lower-level employees have little control over the work function. Their ideas and innovations are
not generally welcomed, as the key decisions are made at the top management level.

The guiding principle behind this model is that management/owners have enormous business
expertise, and the average employee has relatively low levels of skill and needs to be fully
directed and guided. This type of autocratic management system was common in factories in the
industrial revolution era.

One of the more significant problems associated with the autocratic model is that the
management team is required to micromanage the staff – where they have to watch all the details
and make every single decision. Clearly, in a more modern-day organisation, where highly paid
specialists are employed an autocratic system becomes impractical and highly inefficient.

The autocratic model is also a detractor to job satisfaction and employee morale. This is because
employees do not feel valued and part of the overall team. This leads to a low-level of work
performance. While the autocratic model might be appropriate for some very automated factory
situations, it has become outdated for most modern-day organisations.

Custodial model
The custodial model is based around the concept of providing economic security for employees –
through wages and other benefits – that will create employee loyalty and motivation.

In some countries, many professional companies provide health benefits, corporate cars,
financial packaging of salary, and so on – these are incentives designed to attract and retain
quality staff.

The underlying theory for the organisation is that they will have a greater skilled workforce,
more motivated employees, and have a competitive advantage through employee knowledge and
expertise.

One of the downsides with the custodial model is that it also attracts and retains low performance
staff as well. Or perhaps even deliver a lower level of motivation from some staff who feel that
they are “trapped” in an organisation because the benefits are too good to leave.

Supportive model
Unlike the two earlier approaches, the supportive model is focused around aspiring leadership.

It is not based upon control and authority (the autocratic model) or upon incentives (the custodial
model), but instead tries to motivate staff through the manager-employee relationship and how
employees are treated on a day-to-day basis.

Quite opposite to the autocratic model, this approach states that employees are self-motivated
and have value and insight to contribute to the organisation, beyond just their day-to-day role.

The intent of this model is to motivate employees through a positive workplace where their ideas
are encouraged and often adapted. Therefore, the employees have some form of “buy-in” to the
organisation and its direction.
Collegial model
The collegial model is based around teamwork – everybody working as colleagues (hence the
name of the model).

The overall environment and corporate culture need to be aligned to this model, where
everybody is actively participating – is not about status and job titles – everybody is encouraged
to work together to build a better organisation.

The role of the manager is to foster this teamwork and create positive and energetic workplaces.
In much regard, the manager can be considered to be the “coach” of the team. And as coach, the
goal is to make the team perform well overall, rather than focus on their own performance, or the
performance of key individuals.

The collegial model is quite effective in organisations that need to find new approaches –
marketing teams, research and development, technology/software – indeed anywhere the
competitive landscape is constantly changing and ideas and innovation are key competitive
success factors.

System model
The final organisational model is referred to as the system model.

This is the most contemporary model of the five models discussed in this article. In the system
model, the organisation looks at the overall structure and team environment, and considers that
individuals have different goals, talents and potential.

The intent of the system model is to try and balance the goals of the individual with the goals of
the organisation.

Individuals obviously want good remuneration, job security, but also want to work in a positive
work environment where the organisation adds value to the community and/or its customers.

The system of model should be an overall partnership of managers and employees with a
common goal, and where everybody feels that they have a stake in the organisation.
Independent variables

An independent variable is a singular characteristic that the other variables in your

experiment cannot change. Age is an example of an independent variable. Where
someone lives, what they eat or how much they exercise are not going to change their
age. Independent variables can, however, change other variables. In studies,
researchers often try to find out whether an independent variable causes other variables
to change and in what way.

Related: How To Become a Research Scientist

Dependent variables

A dependent variable relies on and can be changed by other components. A grade on

an exam is an example of a dependent variable because it depends on factors such as
how much sleep you got and how long you studied. Independent variables can influence
dependent variables, but dependent variables cannot influence independent variables.
For example, the time you spent studying (dependent) can affect the grade on your test
(independent) but the grade on your test does not affect the time you spent studying.

When analyzing relationships between study objects, researchers often try to determine
what makes the dependent variable change and how.

7 Tips to Manage Diversity in the

Workplace
July 24, 2019/Company Culture /by TalentCulture Team

Diversity! It’s an important topic we’re talking about a lot lately. Here’s something to think
about: We often talk about diversity and inclusion within the confines of training and programs.
But what about the day-to-day challenges and best practices of managing a diverse workforce?
Here are seven tips from HR experts to help you successfully manage a diversity in the
workplace.

Stop Thinking of Diversity as a Buzzword

HR is full of buzzwords these days, but diversity isn’t one of them — nor should it be treated as
one. Too many organizations fall prey to superficial efforts to increase diversity. Programs and
initiatives can be great tools, but they’re ultimately temporary.
Instead, remember that building a diverse and inclusive organization is something you must work
on every day, just as your sales team hustles for leads and your accounting team keeps the books
in order.

Make Diversity Part of Your Hiring Process

Building a diverse organization from the ground up takes time. Try auditing your hiring process
to ensure that you’re interviewing a diverse slate of candidates. “Mandate that before a
requisition can be closed, you have to be shown that you had a diverse slate,” says Amy
Cappellanti-Wolf, chief human resources officer at Symantec.

Taking this actionable step is small, but it ensures that hiring officers aren’t simply hiring people
who remind them of themselves. “It starts at the hiring process,” Cappellanti-Wolf says. If you
want to show that you’re serious about building a more diverse organization, you have to look
critically at how you assess and hire candidates.

Build Connections to Create Talent Pipelines

It’s enormously important to build internal talent pipelines for your organization, and ensuring
that you have standards in your hiring process for interviewing diverse candidates is an important
step toward creating a more inclusive business and culture.

But in order to create a truly diverse pipelines, companies need to look outside their walls,
says La’Wana Harris, diversity and inclusion consultant and author. Harris recommends that
companies reach out externally to organizations devoted to promoting diversity in the workplace,
as well as educational institutions such as historically black colleges and universities. You’ll find
plenty of talented candidates, and also will expand your hiring base.

Make Sure Leadership Is Aligned with Your

Goals
Managing a diverse culture can be challenging at times. But without buy-in from leadership from
the very beginning, it may be a lost cause.

As you look to address issues of diversity in your organization, be sure that leadership is briefed
and on board with your plans. “If you don’t have leadership support, these things fail,”
Cappellanti-Wolf says. Additionally, leadership’s behavior and actions will serve as examples
for all levels of the organization, and set the tone for what’s expected of employees.

Examine Your Policies to Fight Systemic

Inequality
Creating a more inclusive organization takes effort. But no matter what actions an organization
takes, it must also be aware that its policies may be promoting systemic inequality. “Workplace
policies, systems and processes can disproportionately impact historically marginalized
populations,” Harris says.

To counter this, audit your policies. Ensure that your family-leave policy is supportive of
LGBTQ parents as well as traditional couples. “Remote-work policies are another point of
consideration for building a truly inclusive work environment,” Harris says. “Remote work can
open up opportunities for individuals with visible and invisible disabilities.”

Create a Culture of Empathy and Forgiveness

Just as with any process within your organization, there will be hiccups with diversity and
inclusion. But both Cappellanti-Wolf and Harris say that’s OK — and it’s no big deal. “We’re all
struggling with the same challenges,” Cappellanti-Wolf says.

Leaders need to admit to mistakes, and to encourage others to do the same. Harris says that one
way leaders can do this is by adopting a servant leadership mindset. “How do you bring out the
best in someone else?” she says. “I’m a proponent of leaders making it their No. 1 goals to mine
their employees: mine for the genius, mine for their power, mine for their brilliance.”

Ultimately, it’s about unlocking the potential in your employees. By tailoring your leadership
philosophies to meet their needs, you’ll be better able to empathize with them, and when hiccups
occur, they’ll understand that an honest mistake was made.

Find Your Blind Spots

Leaders must have the self-awareness to know that they’ll have certain blind spots when it comes
to their employees and their employees’ experience. For example, maybe a leader doesn’t know
the pronouns an employee prefers.

But what’s most important in these situations is that leaders be aware of their blind spots — and
that they work to solve them. “I like to look at it as mirrors, windows and doors,” Harris says.
“You look in the mirror and that’s self-awareness. You look out the window and you get
perspectives from others to try to get a clue about your blind spots.”

The final step is the door — “What actions do I need to take to build an inclusive environment?”

This article was originally published in 2016 and substantially reworked in July 2019.
Share this article

Factor Description

Dynamic Strenght Ability to exert muscular force continuously over time.

Trunk Strenght Ability to exert muscular using trunk muscles.

Static Strenght Ability to exert force against external objects.

Ability to expand a maximum of energy in one or a

Explosive Strenght
series of explosive acts.

Ability to move the trunk and back muscles as far as

Extent Flexibility
possible.

Dynamic Flexibility Ability to make rapid, repeated flexing movements.

Body  co- Ability to coordinate the simultaneous actions of

ordination different parts of the body.

Ability to maintain equilibrium despite forces pulling off

Balance
balance.

Ability to continue maximum effort requiring prolonged

Stamina
efforts over time.

Intellectual abilities have got seven dimensions.

Such as;
Dimension Description
Number Aptitude It is an ability to do speedy and accurate arithmetic.
It is the ability to understand what is read and heard and the
Comprehension
relationship of words to each other.
It is a dying ability to identify visual similarities and differences
Perceptual Speed
quickly and accurately.
It is the ability to identify a logical sequence in a problem and then
Inductive Reasoning
solve the problem.
It is the ability to see the logic and assesses the implication of the art
Deductive Reasoning
argument.
It is the ability to imagine how an object would look like its position
Special Visualization
in space was changed.
Memory It is the ability to retain and recall past experiences.