Management Theories and Organizational Psychology Essentials

Taylorism: Principles of Scientific Management

• Maximum job fragmentation to minimize skill requirements and learning time.
• Separation of work execution from work planning.
• Separation of direct labor from indirect labor.
• Replacement of rule-of-thumb estimates with precise measurements.
• Introduction of time and motion studies for performance, cost accounting, and workstation design.

Weberian Bureaucracy

• Management by rules and formal hierarchy (rational-legal authority).
• Written, inflexible rules, regulations, and procedures.
• Employment based on technical qualifications and functional specialty.
• Separation of personal property from official rights.
• Creation of stable rules to govern performance.

Human Relations Movement (HuReMo)

Groups function as social systems affecting individual performance and motivation. Social contact, recognition, and self-actualization are critical drivers beyond simple rewards.

Judgment Phenomena

Includes Source Dependence, Effect of Possession, Effect of Investment, and Mental Accounting.

Requirement Analysis Methods

• Unstandardized: Unstructured interviews, free handwritten reports, document analysis, and workmanship.
• Half-Standardized: Critical incident technique, job diaries, semi-structured interviews, and systematic observation.
• Standardized: Questionnaires, checklists, and observational interviews.

Performance Judgment

• Characteristics: Potential estimations and abstract judgment of the person rather than performance.
• Behavior: Feedback reflecting character traits.
• Results: Clear outcomes; however, prioritizing results over methods can lead to absenteeism, fluctuation, and short-term focus.

Bias in Judgment

• Variance: Central tendency or radical judgment.
• Cognitive Biases: Halo effect, Similar-to-Me, Primacy, and Recency effects.
• Rater Attitudes: Influence of business policy, individual subjective influence, and conflict avoidance.

Negotiation Strategies

Variables include negotiation power, limits, mandates, key interests, opponent views, and reality checks.

Harvard Negotiation Principles

1. Separate people from problems.
2. Focus on interests, not positions.
3. Find mutual gain options.
4. Insist on objective criteria.

PPD and Coaching

• PPD: Set development goals, ascertain requirements, demand fulfillment, and monitor achievement.
• Coaching: Awareness, problem analysis, solution search, implementation, and evaluation.

The Eisenhower Matrix

Prioritize tasks: A (Handle immediately), B (Plan/Schedule), C (Reduce/Delegate), D (Eliminate). Ask: Why me? Why now? Why this way?

Burnout and Mental Health

Symptoms include exhaustion, cynicism, inefficacy, sleeping disorders, loss of interest, low self-esteem, appetite changes, concentration issues, guilt, tension, restlessness, brooding, and isolation.

Watzlawick’s Communication Axioms

• One cannot not communicate.
• Every communication has content and relational aspects.
• Communication is cause and effect (punctuation).
• Communication involves digital and analogic modes.
• Communication is symmetric or complementary (based on difference or parity).

Executive Functions and Management Styles

• Functions: Inform, instruct, plan, decide, control, and motivate.
• Styles: Commanding, Cooperative, Laissez-Faire.
• Situational Leadership: Directing (Telling), Coaching (Selling), Supporting (Participating), Delegating.

Employee Assistance Programs (EAP)

Support for substance abuse, occupational stress, emotional distress, major life events, family issues, and work relationship conflicts.