1
Q
What is Industrial–Organizational Psychology?
A
The application of psychological principles to the workplace to improve employee motivation, productivity, and well-being.
2
Q
What is the main focus of I–O Psychology?
A
Understanding employee behavior and improving performance and productivity.
3
Q
What happens when a work environment is toxic?
A
Employee motivation, productivity, and retention decrease.
4
Q
What is the Industrial side of I–O Psychology?
A
Placing the right person in the right job at the right time to maximize efficiency.
5
Q
What is the Organizational side of I–O Psychology?
A
Employee growth, training, motivation, and comfort to improve skills.
6
Q
What is Organizational Theory?
A
A framework that explains why individuals and groups behave the way they do in organizations.
7
Q
What is the goal of Organizational Theory?
A
To predict, explain, and improve behavior in organizations.
8
Q
How were organizations viewed in early organizational theory?
A
As machines where employees function like machine parts.
9
Q
What was emphasized in the “organization as machine” view?
A
Efficiency, productivity, specialization, and rational decision-making.
10
Q
What is the main goal of Classical Organizational Theory?
A
Economic efficiency and Return on Investment (ROI).
11
Q
What is the Functional Principle?
A
Dividing the organization into specialized units with interconnected roles.
12
Q
What is the Scalar Principle?
A
A clear hierarchy and chain of command from top management to employees.
13
Q
Difference between Line and Staff functions?
A
- Line – directly involved in production
- Staff – support line functions (e.g., HR)
14
Q
What is Span of Control?
A
The number of employees a supervisor can manage effectively.
15
Q
Who proposed Scientific Management Theory?
A
Frederick Winslow Taylor
16
Q
What is the focus of Scientific Management Theory?
A
Increasing efficiency by breaking tasks into smaller, manageable units.
17
Q
Who proposed Bureaucratic Theory?
A
Max Weber
18
Q
What are the three components of bureaucracy?
A
Rules, structure, and clear authority.
19
Q
Who proposed Administrative Management Theory?
A
Henri Fayol
20
Q
What are Fayol’s 5 functions of management?
A
Planning, Organizing, Commanding, Coordinating, Controlling.
21
Q
What does “Equity” mean in Fayol’s principles?
A
Fair treatment based on employee needs (not equal treatment).
22
Q
Who conducted the Hawthorne Experiments?
A
Elton Mayo
23
Q
What did the Hawthorne Experiments show?
A
Employees are motivated when they feel observed and valued.
24
Q
Who proposed that leadership behavior influences morale
A
Chester Barnard
25
Who emphasized employee participation in decision-making?
Herbert Simon
26
What is Theory X?
Employees are lazy and need close supervision.
27
What is Theory Y?
Employees are responsible and capable of self-direction.
28
Who proposed Theory X and Theory Y?
Douglas McGregor
29
What is the Pygmalion Effect?
High expectations lead to higher performance.
30
What is the Golem Effect?
Low expectations lead to poor performance.
31
Who proposed the Hierarchy of Needs?
Abraham Maslow
32
What must be satisfied before self-actualization?
Lower-level needs (physiological and safety).
33
Who proposed Neoclassical Management Theory?
Mary Parker Follett
34
Who proposed the Growth Perspective?
Chris Argyris
35
What does Modern Organizational Theory emphasize?
Adaptability, flexibility, and open systems.
36
Which theory views organizations as machines and emphasizes efficiency?
A. Human Relations Theory
B. Classical Organizational Theory
C. Contingency Theory
D. Systems Theory
B. Classical Organizational Theory
37
An employee stays in a company because of benefits and lack of alternatives. This reflects
C. Continuance commitment
38
Breaking tasks into smaller units to improve efficiency reflects whose theory?
C. Taylor
39
Which management approach states there is no single best way to manage?
C. Contingency Theory
40
Which concept explains increased productivity due to being observed?
B. Hawthorne Effect
41
A leader involves employees and values their input. This reflects:
B. Neoclassical Theory
42
Which theory emphasizes interconnected organizational parts?
A. Systems Theory
43
Which principle states that each employee should have only one boss?
B. Unity of Command
44
Employees are trusted to work independently. This reflects:
B. Theory Y
45
Which theory focuses on adapting to external pressures such as labor markets?
B. Institutional Theory
46
Maria notices that her employees are losing motivation and productivity due to excessive workloads and constant criticism. Which concept of I–O Psychology is most relevant in this situation?
A. Industrial Side
B. Organizational Side
C. Scientific Management
D. Bureaucratic Theory
Answer: B – Organizational Side focuses on employee growth, support, and motivation.
47
A factory manager assigns specific tasks to workers on an assembly line and expects them to follow instructions without deviation. This management approach reflects which early organizational view?
A. Human Relations Movement
B. Organization as Machines
C. Contingency Theory
D. Open System Perspective
Answer: B – Early organizations were viewed as machines, emphasizing specialization and efficiency
48
A company wants to increase efficiency by ensuring each employee only performs tasks they are best at. Which principle of Classical Organizational Theory is this?
A. Scalar Principle
B. Functional Principle
C. Line and Staff Functions
D. Span of Control Principle
B – Functional Principle emphasizes division into specialized units.
49
In a hospital, the CEO manages the board, the board manages department heads, and department heads supervise staff nurses. Which principle is demonstrated here?
A. Span of Control
B. Line and Staff Functions
C. Scalar Principle
D. Division of Work
Answer: C – Scalar Principle refers to hierarchy and chain of command.
50
A fast-food chain designs each employee’s task carefully to maximize speed and minimize errors. This reflects the ideas of:
A. Elton Mayo
B. Frederick Winslow Taylor
C. Henri Fayol
D. Mary Parker Follett
Answer: B – Scientific Management emphasizes efficiency and task specialization.
51
A government agency strictly follows rules and has a top-down approach to decision-making. Which theory is applied?
A. Administrative Management
B. Bureaucratic Theory
C. Human Relations Movement
D. Modern Organizational Theory
Answer: B – Bureaucratic Theory by Weber emphasizes rules, authority, and centralized decision-making.
52
A manager ensures that employees’ social needs are valued, which unexpectedly improves productivity. This scenario illustrates the results of:
A. Maslow’s Hierarchy
B. Hawthorne Studies
C. Theory X
D. Neo-classical Management
B – Hawthorne Studies found social factors affect productivity.
53
A manager assumes employees are lazy and need strict supervision. This attitude can lead to low performance. Which theory explains this?
A. Theory Y
B. Theory X
C. Golem Effect
D. Pygmalion Effect
B – Theory X assumes employees are unmotivated and need control.
54
A company encourages employee participation in decision-making to improve morale. Which theorist’s approach does this reflect?
A. Henri Fayol
B. Herbert Simon
C. Frederick Taylor
D. Max Weber
B – Herbert Simon emphasized employee-centered approache
55
A company promotes teamwork, monitoring progress, and fair treatment to ensure success. Which management theorist does this reflect?
A. Henri Fayol
B. Mary Parker Follett
C. Chris Argyris
D. Elton Mayo
A – Fayol emphasized functions and principles of management.
56
A team leader adapts their approach depending on market conditions and employee needs. Which modern organizational approach is this?
A. Open System Perspective
B. Contingency Theory
C. Systems Theory
D. Institutional Theory
B – Contingency Theory says there is no single best way to manage; style depends on situation.
57
A company emphasizes that all parts of the organization are interconnected; failure in one department affects the whole company. This reflects which MOT approach?
A. Systems Theory
B. Open System Perspective
C. Decision-Making Model
D. Institutional Theory
A – Systems Theory highlights interconnection of all parts.
58
A supervisor notices a worker’s performance improves because they were given high expectations. Which effect is demonstrated?
A. Golem Effect
B. Pygmalion Effect
C. Maslow Effect
D. Fayol Effect
B – Pygmalion Effect: high expectations → better performance.
59
A company evaluates management decisions based on data, rationality, and logic, ignoring emotions. This aligns with which approach?
A. Rationality and Objectivity
B. Human Relations Movement
C. Neo-classical Management
D. Open System Perspective
A – Early theories emphasized rational, objective decision-making.
60
An employee is given increasing responsibility, autonomy, and opportunities to learn from mistakes. Which theorist’s perspective does this represent?
A. Chris Argyris
B. Elton Mayo
C. Henri Fayol
D. Max Weber
A – Growth Perspective: employees seek growth through autonomy, responsibility, and learning.
61
The principle in Classical Organizational Theory that emphasizes a clear chain of command.
Answer: Scalar Principle
62
The management theory that focuses on worker efficiency and breaking tasks into small units.
Scientific Management Theory
63
The movement that showed social and psychological factors influence productivity.
Human Relations Movement
64
Theory that assumes employees are responsible, self-directed, and can be trusted.
Theory Y
65
Fayol’s principle emphasizing fair treatment, not necessarily equal, for employees.
Equity
66
Management approach where authority comes from knowledge and situation, encouraging cooperation.
Neo-classical Management Theory
67
Effect where low expectations result in poor employee performance.
Golem Effect
68
Organizational theory approach that sees the organization as interacting with its environment.
Open System Perspective
69
The theorist who emphasized that organizations succeed when they function as a team.
Henri Fayol
70
The hierarchy of needs from physiological to self-actualization that influences motivation.
Maslow’s Hierarchy of Needs
71
T/F: Scientific Management Theory encourages employees to perform multiple tasks to maximize learning.
Answer: False – It emphasizes specialization; each worker performs specific tasks for efficiency.
72
T/F: Bureaucratic Theory by Weber favors centralized decision-making.
True – Weber’s theory is top-down with clear authority.
73
T/F: The Human Relations Movement proved that lighting was the key factor in productivity.
False – Productivity increased because employees felt observed and valued, not due to lighting.
74
T/F: Theory X managers often use micromanagement because they assume employees are laz
True – Theory X assumes employees need close supervision.
75
T/F: In Systems Theory, a failure in one department does not affect the rest of the organization.
False – Systems Theory highlights interdependence; one failure affects the whole system.
76
fair pay
Remuneration
77
How much power stays at the top
Centralization
78
Clear chain of command
Scalar Chain
79
Everything in its proper
Order
80
Keep employee long term
Stability of Tenure of Personnel
81
Encourage ideas
Initiative
82
Promote teamwork and unity
Esprit de Corps
83
Explains how parts of organizations and how these parts actually works.
Henry Mintzberg’s Structural Theory
84
7 Basic parts of Structural Theory
Strategic Apex- Top leaders (CEO, president)
Middle Line- Managers connecting top management to workers
Operating Core- Employees who do the main work
Technostructure- Analysts who design systems, policies, procedures
Support Staff- Units that provide internal services (HR, legal, IT)
Ideology (Culture)- Shared values, beliefs, and traditions of the organization
Politics- Informal power, conflicts, and influence inside the organization
85
This theory are pro-employee compare to previous theories.
Neoclassical Theory
86
Neoclassical theories
Elton Mayo’s Hawthorne Experiment - “Uy may nanonood si crush, gagalingan ko.”
Chester Barnard’s Comprehensive Theory of Behavioral in Formal Organization
Kala ko ba gusto mo? tara na kaya.
Herbert's Simon’s Management/ Decision Theory
- “Because of you, I think this would be the best for us.”
McGregor’s Theory X and Theory Y
- Theory X: Hoy! gawin mo to, kung ayaw mong matapos ka.
Theory Y: Ok so this is what happened, so this is what we should do.
Abraham Maslow’s Hierarchy of Needs
- “You are like that, becasue you need me.”
Mary Parker Follett’s Neoclassical Management Theory
- “Come here, join me in my dreams.”
Chris Argyris’
Growth Perspective
- “Start ka lang, then learn from every mistake.”
87
People in executive roles must foster a sense of purpose, moral codes, ethical visions, and create formal and informal communication systems
Chester Barnard’s
Comprehensive Theory
of Behavior in Formal Organization
88
A company’s CEO regularly reminds employees of the organization’s mission and core values. She emphasizes ethical behavior, promotes a strong moral culture, and encourages both formal communication (meetings, reports) and informal communication (open discussions, peer interaction). She also believes that cooperation among employees is essential to prevent workplace conflict and maintain organizational stability.
Which management theory best explains this approach?
A. Scientific Management Theory
B. Human Relations Theory
C. Bureaucratic Theory
D. Chester Barnard’s Comprehensive Theory of Behavior in Formal Organization
D. Chester Barnard’s Comprehensive Theory of Behavior in Formal Organization
This scenario reflects the ideas of Chester Barnard, who believed that:
Executives must create a sense of purpose
Leaders should establish moral codes and ethical vision
Organizations depend on both formal and informal communication systems
Cooperation is essential for organizational survival
Authority works only when subordinates accept it
Barnard saw organizations as cooperative systems, where harmony and shared values reduce conflict and keep the organization functioning effectively.
89
A company shifted its management style to allow employees to actively participate in decision-making. Workers are encouraged to share ideas during meetings, and managers practice a democratic leadership style. The organization believes that employee satisfaction, social relationships, and psychological needs significantly influence productivity. Leaders are trained to adopt behaviors that motivate employees and make decisions that consider human factors within the workplace.
Which theory best explains this approach?
A. Scientific Management Theory
B. Bureaucratic Theory
C. Herbert Simon’s Management/Decision Theory
D. Classical Administrative Theory
C. Herbert Simon’s Management/Decision Theory
Explanation:
This scenario reflects:
Employees having a voice in decision-making
Emphasis on participative and democratic leadership
Focus on social and psychological factors
Guidance on how managers should behave to motivate employees
While the Human Relations and Behavioral Movements emphasize employee-centered leadership and motivation, Herbert Simon’s Management/Decision Theory focuses on how managers make decisions within organizations, including recognizing human limitations (bounded rationality) and involving employees in the decision-making process.
Simon believed that decision-making is the core function of management and that effective leaders must consider human behavior when making organizational decisions.
90
For Henri Fayol it should be management-centric, but for Herbert Simon The Leader should be employee-centric.
TRUE
91
In a certain company, Manager A closely monitors every task and believes employees avoid responsibility and dislike work, which leads him to micromanage daily operations.
In contrast, Manager B believes employees are responsible, self-motivated, and capable of making good decisions. She gives her team autonomy and trusts them, resulting in a more positive work environment and higher productivity.
Which management theory best explains the contrasting assumptions of these two managers?
A. Human Relations Theory
B. Scientific Management Theory
C. McGregor’s Theory X and Theory Y
D. Administrative Management Theory
C. McGregor’s Theory X and Theory Y
Explanation:
This scenario reflects Douglas McGregor’s Theory X and Theory Y:
Theory X assumes employees:
Dislike work
Avoid responsibility
Need close supervision
Must be controlled or micromanaged
Theory Y assumes employees:
Are self-motivated
Enjoy responsibility
Can be trusted
Perform better in a positive and empowering environment
The key difference lies in the manager’s assumptions about human nature, which directly influence leadership style and workplace culture.
92
A manager noticed that even after improving supervision and workplace policies, some employees still showed low performance. After conducting interviews, she realized that certain employees were struggling because their basic needs—such as job security and belongingness—were not being met. She concluded that employee performance is not determined solely by management style, but also by the specific needs that motivate individuals.
Which theory best explains this perspective?
A. McGregor’s Theory X and Theory Y
B. Abraham Maslow’s Hierarchy of Needs
C. Scientific Management Theory
D. Bureaucratic Theory
B. Abraham Maslow’s Hierarchy of Needs
Explanation:
This scenario reflects Abraham Maslow’s Hierarchy of Needs, which proposes that:
Human behavior is motivated by different levels of needs
These needs range from physiological and safety needs to love/belonging, esteem, and self-actualization
If lower-level needs are unmet, motivation and performance may suffer
Maslow emphasized that employee performance is not just about management control — it is also about whether their underlying needs are fulfilled.
93
In a certain organization, a manager believes that leadership is not about controlling employees but about working with them. Instead of giving strict top-down orders, it involves employees in decision-making and encourages collaboration. This theorist believes that power should not be imposed over workers but shared with them to create unity and cooperation within the organization.
Which management theory best explains this leadership approach?
A. Scientific Management Theory
B. Bureaucratic Theory
C. Mary Parker Follett’s Neoclassical Management Theory
D. Administrative Management Theory
C. Mary Parker Follett’s Neoclassical Management Theory
Explanation:
This scenario reflects the ideas of Mary Parker Follett, who believed:
Leaders should practice “power with” instead of “power over”
Authority should be based on collaboration, not domination
Employees should participate in decision-making
Conflict can be resolved through integration and cooperation
Her Neoclassical perspective emphasizes shared power, teamwork, and participative leadership rather than rigid hierarchy.
94
A company believes that employees are not meant to remain passive or dependent in the workplace. Management encourages workers to take on responsibility, make decisions independently, and develop broader perspectives. Over time, employees become more active, self-directed, and mature in their thinking. The organization believes that growth happens when employees are given autonomy and opportunities to learn.
Which theory best explains this perspective?
A. McGregor’s Theory X and Theory Y
B. Chris Argyris’ Growth Perspective
C. Maslow’s Hierarchy of Needs
D. Scientific Management Theory
B. Chris Argyris’ Growth Perspective
Explanation:
This scenario reflects Chris Argyris’ Growth Perspective, which proposes that:
Employees naturally want to grow and mature
They move from being passive, dependent, and limited
→ to becoming active, independent, and self-directed
Organizations should provide autonomy, responsibility, and opportunities for learning
Argyris believed that when management restricts employees too much, it prevents psychological growth. But when given responsibility and trust, employees develop maturity and perform better.
95
Modern Organization
Theory Key Features
Open System Perspective
Contingency Persepcive
Systems Theory
Decision-Making Model
Organizational Culture
Global and Cross-cultural Considerations
96
Main Approaches within MOT
Emphasizes that an effective leadership style vary depending on a specific situation.
Contingency Theory
Analyzes organizations as interconnected units within a larger system
Systems Theory
bounded rationality and satisfying to understand decision-making in complex situation.
Decision-Making Models
Exploring the impact of shared values, beliefs and practices on organizational performance.
Organizational Culture Theory
How the organization adapt into external pressure and expectations from other institutions.
Institutional Theory
