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IOP2602 Summary Notes 2022

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Course
IOP2602 - Organisational Psychology (IOP2602)

Institution
University Of South Africa

IOP2602 Summary Notes 2022. IOP2602 - Organisational Psychology Managers get things done through other people. They make decisions. Managers do their work in an organisation. Managers oversee activities of others and who are responsible for attaining goals in organisations. Management functions...

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iop2602 summary notes
organisational psychology
iop2602 summary notes 2022
iop2602 organisational psychology

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IOP2602
Summary
Notes 2022

, Page 1 of 59

IOP 2602
ORGANISATIONAL PSYCHOLOGY

STUDY UNIT 1 (Chapter 1 Pg. 1 -21)
Organisational Psychology in Context

What managers do

Managers get things done through other people. They make decisions.
Managers do their work in an organisation. Managers oversee activities of others and who are
responsible for attaining goals in organisations.

Management functions;
 Planning – defining an organisation’s goals, establishing an overall strategy of achieving
those goals and developing a comprehensive set of plans to integrate and coordinate
activities.
 Organising – designing an organisations structure
 Leading – every organisation contains people and it is management’s job to direct and
coordinate those people.
 Controlling – to ensure that things are going as they should, management must monitor the
organisation’s performance.

Management roles;
 Interpersonal
o Figurehead – symbolic head, required to perform a number of routine duties of a
legal or social nature.
o Leader – responsible for the motivation and direction of employees.
o Liaison – maintains a network of outside contracts that provide favours and
information.

 Informational
o Monitor – receives a wide variety of information; serves as nerve centre of internal
and external information of the organisation.
o Disseminator – transmits information received from outsiders or from other
employees to members of the organisation.
o Spokesperson – transmits information to outsiders to the organisation’s plans,
policies, actions and results; serves as expert on organisation’s industry.

 Decisional
o Entrepreneur – searches organisation and its environmental for opportunities and
initiates projects to bring about change.
o Disturbance handler – responsible for corrective action when organisation faces
important, unexpected disturbances.
o Resource allocator – makes or approves significant organisational decisions.
o Negotiator – responsible for representing the organisation at major organisations.

, Page 2 of 59

Management skills;

Effective vs. successful managerial activities;

1. Traditional management – decision making, planning and controlling.
2. Communication - exchanging routine information and processing paperwork.
3. Human resource management – motivating, disciplining, managing conflict, and training.
4. Networking – socialising, politicking, and interaction with outsiders.

Enter organisational behaviour

Organisational behaviour – a field of study that investigates the impact that individuals, groups
and structure have on behaviour within organisations, for the purpose of applying such
knowledge toward improving an organisation’s effectiveness.

, Page 3 of 59

Challenges and opportunities for OB

1. Globalisation:
 Globalisation is the creation of a borderless world which sees the free movement of
products, services, finances and skills between countries.

2. Workforce diversity:
 A diverse workforce is one that is heterogeneous in terms of gender, race, ethnicity,
age, and other characteristics.

3. Innovation and change:
 Innovation is the process of taking a creative idea and turning it into a useful product,
service or method of operation.

4. Quality management:
 Quality management is a philosophy that is driven by continual improvement and
responding to customer needs and expectations.
 Quality is the ability of a product or service to reliably do what it’s supposed to do and to
satisfy customer expectations.

5. People skills

6. Employee empowerment:
 Employee empowerment means to increase the decision making discretion of
employees.

7. Ethical behaviour
 Ethical behaviour encompasses actions which adhere to moral principles.

8. Temporariness:
 Temporariness refers temporary nature of events in a society driven by technology.
The consequence of this is that organisations are in a constant state of change.

Disciplines that contribute to the OB field

Psychology is the science that seeks to measure, explain, and sometimes change the
behaviour of humans and other animals.

Social psychology blends the concept from both psychology and sociology. It focuses on
people’s influence on one another.

Sociology studies people in relation to their social environment or culture.

Anthropology is the study of societies to learn about human beings and their activities.

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