Industrial and organizational psychology is the science of human behavior in the workplace. It is an applied discipline within psychology. Depending on the country or region of the world, I-O psychology is also known as occupational psychology in the United Kingdom, organisational psychology in Australia and New Zealand, and work and organizational (WO) psychology throughout Europe and Brazil. Industrial, work, and organizational (IWO) psychology is the broader, more global term for the science and profession.
Delegation is the assignment of authority to another person to carry out specific activities. It is the process of distributing and entrusting work to another person, and therefore one of the core concepts of management leadership. The process involves managers deciding which work they should do themselves and which work should be delegated to others for completion. From a managerial standpoint, delegation involves shifting project responsibility to team members, giving them the opportunity to finalize the work product effectively, with minimal intervention. The opposite of effective delegation is micromanagement, where a manager provides too much input, direction, and review of delegated work. Delegation empowers a subordinate to make decisions. It is a shifting of decision-making authority as well as responsibility for the results from one organisational level to another lower one. However, a certain level of accountability for the outcome of the work does remain with the person who delegated the work to begin with.
A performance appraisal, also referred to as a performance review, performance evaluation, (career) development discussion, or employee appraisal, sometimes shortened to "PA", is a periodic and systematic process whereby the job performance of an employee is documented and evaluated. This is done after employees are trained about work and settle into their jobs. Performance appraisals are a part of career development and consist of regular reviews of employee performance within organizations.
360-degree feedback is a process through which feedback from an employee's subordinates, peers, colleagues, and supervisor(s), as well as a self-evaluation by the employee themselves is gathered. Such feedback can also include, when relevant, feedback from external sources who interact with the employee, such as customers and suppliers or other interested stakeholders. 360-degree feedback is so named because it solicits feedback regarding an employee's behavior from a variety of points of view. It therefore may be contrasted with "downward feedback", or "upward feedback" delivered to supervisory or management employees by subordinates only.
In business management, micromanagement is a management style whereby a manager closely observes, controls, and/or reminds the work of their subordinates or employees.
Communications management is the systematic planning, implementing, monitoring, and revision of all the channels of communication within an organization and between organizations. It also includes the organization and dissemination of new communication directives connected with an organization, network, or communications technology. Aspects of communications management include developing corporate communication strategies, designing internal and external communications directives, and managing the flow of information, including online communication. It is a mere process that helps an organization to be systematic as one within the bounds of communication.
Organizing or organising is the establishment of effective authority-relationships among selected works, persons and workplaces in order for the group to work together efficiently, or the process of dividing work into sections and departments, which often improves efficiency.
Management consists of the planning, prioritizing, and organizing work efforts to accomplish objectives within a business organization. A management style is the particular way managers go about accomplishing these objectives. It encompasses the way they make decisions, how they plan and organize work, and how they exercise authority.
A flat organization is an organizational structure with few or no levels of middle management between staff and executives. An organizational structure refers to the nature of the distribution of the units and positions within it, and also to the nature of the relationships among those units and positions. Tall and flat organizations differ based on how many levels of management are present in the organization and how much control managers are endowed with.
Competence is the set of demonstrable characteristics and skills that enable and improve the efficiency or performance of a job. Competency is a series of knowledge, abilities, skills, experiences and behaviors, which leads to effective performance in an individual's activities. Competency is measurable and can be developed through training. The term "competence" first appeared in an article authored by R.W. White in 1959 as a concept for performance motivation. In 1970, Craig C. Lundberg defined this concept as "Planning the Executive Development Program". The term gained traction in 1973 when David McClelland wrote a seminal paper entitled, "Testing for Competence Rather Than for Intelligence". The term, created by McClelland, was commissioned by the State Department to explain characteristics common to high-performing agents of embassy, as well as help them in recruitment and development. It has since been popularized by Richard Boyatzis, and many others including T.F. Gilbert (1978), who used the concept in performance improvement. Its uses vary widely, which has led to considerable misunderstanding.
A toxic leader is a person who has responsibility for a group of people or an organization, and who abuses the leader–follower relationship by leaving the group or organization in a worse condition than it was in. Marcia Lynn Whicker popularized the term "toxic leader" in 1996;
The Situational Leadership Model, is a model created by Paul Hersey and Ken Blanchard, developed while working on Management of Organizational Behavior. The theory was first introduced in 1969 as "life cycle theory of leadership". During the mid-1970s, life cycle theory of leadership was renamed "Situational Leadership Theory."
Employee silence refers to situations where employees withhold information that might be useful to the organization of which they are a part, whether intentionally or unintentionally. This can happen if employees do not speak up to a supervisor or manager.
Within organizations people often have to make decisions about whether to speak up or remain silent - whether to share or withhold their ideas, opinions, and concerns ... [The problem is that] in many cases, they choose the safe response of silence, withholding input that could be valuable to others or thoughts that they wish they could express.
— Frances J. Milliken and Elizabeth Wolfe Morrison, Shades of Silence: Emerging Themes and Future Directions for Research on Silence in Organizations
Employee retention is the ability of an organization to retain its employees and ensure sustainability. Employee retention can be represented by a simple statistic. Employee retention is also the strategies employers use to try to retain the employees in their workforce.
Cross-cultural psychology attempts to understand how individuals of different cultures interact with each other. Along these lines, cross-cultural leadership has developed as a way to understand leaders who work in the newly globalized market. Today's international organizations require leaders who can adjust to different environments quickly and work with partners and employees of other cultures. It cannot be assumed that a manager who is successful in one country will be successful in another.
Leader development is defined as the "expansion of a person's capacity to be effective in leadership roles and processes". These roles and processes are ones that aid in setting direction, creating alignment and maintaining commitment in groups of people sharing common work. Most organizational leadership research and educational programs have focused on developing individual-based knowledge, skills, and abilities associated with formal leadership roles of individuals. Leader development therefore results by investing in human capital.
A “toxic workplace” is a colloquial term used to describe a place of work, usually an office environment, that is marked by significant personal conflicts between those who work there. Such infighting can often harm productivity. Toxic workplaces are often considered the result of toxic employers and/or toxic employees who are motivated by personal gain, use unethical means to psychologically manipulate and annoy those around them; and whose motives are to maintain or increase power, money or special status or divert attention away from their performance shortfalls and misdeeds. Toxic workers do not recognize a duty to the organization for which they work or their co-workers in terms of ethics or professional conduct toward others. Toxic workers define relationships with co-workers, not by organizational structure but by co-workers they favour and those they do not like or trust.
In an organization, communication occurs between members of different hierarchical positions. Superior-subordinate communication refers to the interactions between organizational leaders and their subordinates and how they work together to achieve personal and organizational goals Satisfactory upward and downward communication is essential for a successful organization because it closes the gap between superior and subordinates by increasing the levels of trust, support, and the frequency of their interactions.
Reward management is concerned with the formulation and implementation of strategies and policies that aim to reward people fairly, equitably and consistently in accordance with their value to the organization.
Radical Candor: Be a Kick-Ass Boss Without Losing Your Humanity is a business leadership book written by former Apple and Google executive Kim Malone Scott. In the book, Scott defines the term radical candor as feedback that incorporates both praise and criticism. Unlike radical transparency or radical honesty, Scott says the management principle of radical candor involves “caring personally while challenging directly.” The book was first published in 2017 by St. Martin's Press. A fully revised and updated version was released in 2019.
