Organizational psychology is the branch of I-O psychology that focuses on the social and emotional aspects of the workplace. It examines how organizational structures, leadership styles, and group dynamics influence employee motivation, job satisfaction, stress levels, and team performance. By understanding these factors, organizational psychologists aim to improve the overall health and effectiveness of the organization and its employees.

A task-oriented group is focused on completing a specific goal, such as cleaning a road. An inclusive group is one that allows anyone to join or participate without strict membership barriers. Therefore, Sarah's group is both task-oriented and inclusive.

A win-lose orientation occurs when parties in a conflict view the situation as a zero-sum game, where one person's gain is necessarily the other's loss. By failing to communicate their specific goals—such as one wanting the juice and the other wanting the peel—they remain locked in a competitive struggle rather than finding a mutually beneficial solution.

Research indicates that crowding is a subjective experience that goes beyond mere physical density. It can act as a stressor that intensifies existing emotional states, whether positive or negative, depending on the social context and individual perception.

Max Weber, a foundational figure in sociology, proposed these three ideal types of authority to explain how power is legitimized in society. Traditional authority relies on historical custom, charismatic authority rests on the exceptional qualities of an individual leader, and rational-legal authority is based on established laws and bureaucratic procedures.

Scapegoating occurs when an individual or group directs their frustration and aggression toward a less powerful target, rather than the true source of their problems. This displacement of aggression is a common psychological mechanism used to manage negative emotions, often resulting in the formation of prejudice against the scapegoated group, who are unfairly blamed for the individual's or society's difficulties.

The human relation approach centers on the psychological and social characteristics of the worker. It emphasizes understanding individual needs, opinions, and working conditions to enhance satisfaction and productivity. While ergonomics focuses on the physical interaction between humans and their work environment to improve efficiency and safety, the human relation approach is broader, aiming to cultivate a positive work culture and improve overall workforce performance through attention to human factors.

The 'Storming' stage is the second phase in Bruce Tuckman's model of group development. During this period, group members often experience interpersonal conflict as they struggle for status, challenge leadership, and negotiate roles. This stage is a natural and necessary part of group evolution, as it allows members to clarify expectations and resolve differences, which ultimately leads to more effective collaboration in the subsequent 'Norming' and 'Performing' stages.

The prisoner's dilemma is a non-zero-sum game. This means that the total benefit to the players can increase or decrease depending on their choices. While individual incentives often lead to a suboptimal outcome for both, it is not a zero-sum game where one person's gain is strictly the other's loss; mutual cooperation can lead to better outcomes for both players compared to mutual defection.

The concept of 'role-set' was primarily developed by Robert K. Merton, building upon the structural-functionalist framework established by Talcott Parsons. It refers to the complement of role relationships that persons have by virtue of occupying a particular social status, emphasizing that a single status involves multiple interactions.