Chapter 20 Applied Psychology

1. Chapter 20 Applied Psychology

2. Please answer the following True or False • An aptitude test measures a persons general knowledge base. • Scientific management (Theory X) is an approach to managing employees that emphasizes work efficiency. • 3. Territorial markers are objects and other signals that are used only to mark residential settings • 4. Attentional overload is a stressful condition caused when sensory stimulation, information and social contacts make excessive demands on attention • 5.Open teaching is instruction based on active teacher student discussion Quiz

3. Industrial-Organizational Psychology • Applied Psychology: Use of psychological principles and research methods to solve practical problems • Also used in: • Employment settings, machine design, educational settings, jury selections

4. Other Aspects of I-O Psychology • Personnel Psychology: Branch of I-O psychology concerned with testing, selection, placement, and promotion of employees • Job Analysis: Detailed description of skills, knowledge, and activities required by a particular job • Critical Incidents: Situations where competent employees must be able to cope • Biodata: Detailed biographical information about a job applicant

5. Fig. 20-1, p. 663

6. Psychological Testing • Vocational Interest Tests • Aptitude Tests • Multimedia Computerized Tests • Assessment Centers

7. Other types of tests • Situational Judgment Tests • In Basket test • Leaderless group discussion

8. Management Theories • Scientific Management (Theory X): Approach to managing employees that emphasizes work efficiency • Theory Y: Emphasizes human relations at work; sees people as industrious, responsible, and interested in challenging work • Which do you think is more effective?

9. Management Strategies • Participative Management: Employees at all levels are directly involved in decision making • Management by Objectives: Workers are given specific goals to meet so they can know if they are doing a good job • Self-Managed Team: Group of employees who work together toward shared goals • Quality Circles: Voluntary employee discussion groups that look to improve quality and look for ways to solve business problems

10. Job Satisfaction Is Highest When: • Listed in order of importance: • Work is interesting • Enough help and equipment exist to get job done • Enough information to get job done • Enough authority to get job done • Note that nothing relating to pay is listed in the top four (pay is ranked fifth)!

11. Four styles of response to needing a new job • Vigilant • Complacent • Defensive Avoidant • Hypervigilant

12. Environmental Psychology • Physical Environments • Social Environments • Behavioral Environments

13. Table 20-3, p. 672

14. Cognitive Representations of the Physical Environment Example: a therapist telling a kid to draw a picture of their family

15. Draw a Map of this campus http://www.roguecc.edu/Maps/PDF/RVC_Map.pdf

16. Map Processing • What things are on your maps? • What did you leave out from your maps? • What common landmarks did you have with your neighbors? • Were some parts overrepresented than others? (bigger or more detailed) • Does this map show what’s most important to you at RCC?

17. Territoriality • Territorial Behavior: Any behavior that tends to define a space as one’s own or that protects it from intruders • Territorial Markers: Objects and other signals that indicate ownership or control of a particular area • Gates, pictures, plants, posters, decorations • Check your psychology professor’s office to find some examples of territorial markers • This is why everyone is sitting so close together today

18. Crowding • Crowding: Subjective feelings of being overstimulated by social inputs or loss of privacy • When crowding causes a loss of control over one’s immediate social environment, stress can result • John Calhoun’s “Horrible Mousery” is a good example of how overcrowding can affect mice, population returns to baseline • When do people react differently to crowds? And why?

19. Fig. 20-2, p. 672

20. Human Potential Humans can actually pay attention to and process more than twice the amount of stimuli we normally receive

21. Architectural Psychology • Study of the effects buildings have on behavior; buildings can be designed using psychological and behavioral principles • Making rooms with more space and more light, having bathrooms in the middle of the hall; higher or lower ceilings • Feng Shui

22. Fig. 20-3, p. 678

23. Attentional Overload • Stressful condition that occurs when sensory stimulation, information, and social contacts make excessive demands on attention • Noise Pollution: Stressful, annoying, and intrusive noise. Usually generated by machines (jackhammers, sirens, planes)

24. Teaching Styles • Direction Instruction: Factual information presented by lecture, demonstration, and rote practice • Open Teaching: Active student-teacher discussion is emphasized • What are the benefits? What does Ben use?

25. Jury Behavior • Jurors rarely can put aside biases, attitudes, and beliefs when making a decision • Jurors are not very good at separating evidence from other information • Final verdict is often influenced by inadmissible evidence • Jurors cannot suspend judgment until all information is in; opinion often formed early in trial

26. Jury Selection • Mock Jury: Group that realistically simulates a courtroom jury • CSI: if we have time

27. Scientific Jury Selection • Social science principles are applied to jury selection process • Gather demographic information • Perform community survey to get information about attitudes towards case • Look for authoritarian personality traits in potential jurors • Tend to believe that punishment is effective and more likely to vote to convict • Look at nonverbal behavior

28. Death-Qualified Jury • Jury composed of people who favor death penalty or are at least indifferent to it

29. Sports Psychology • Study of behavioral dimensions of sports performance • Task Analysis: Breaking sports skills into subparts so that key elements can be identified and taught • Motor Skills: Series of actions molded into a smooth and efficient performance • Mental Practice: Imagining a skilled performance to help learning • Peak Performance: Physical, emotional, and mental states are harmonious and optimal

30. Fig. 20-4, p. 684