In this semester's course, Mr. Sun's teaching method makes people feel very comfortable, and also makes me gain a lot of knowledge. In fact, psychology has always been my favorite major when I was a child, but for various reasons, I failed to specialize in this course. Therefore, when applying for the major, I am looking forward to seeing that the major of human resources management has a course of management psychology. And I began to like it from the first time I took this course. As we all know, learning psychology courses well requires a lot of extracurricular knowledge.
Even when I was divided into liberal arts and science in high school, I was worried that choosing science would have an impact on my future study of psychology, so I was told at that time.
The knowledge used in science includes arts and sciences, and biology is very important, so I chose science. I really want to be a psychological counselor. Psychological counselor refers to a professional who uses the professional knowledge of psychology and related disciplines, follows psychological principles, and helps clients to alleviate their psychological problems through psychological counseling techniques and methods. Psychological counselors should have certain abilities of observation, understanding, learning, judgment, expression, interpersonal communication, self-control, self-psychological balance and communication control. I have always felt that people who can learn psychology well can succeed in whatever they want to do. However, I feel very sorry that I passed by the psychology major.
Among many examples told by the teacher, Hawthorne's experiment was the one that impressed me the most. This experiment has been mentioned in management psychology, management science and even job analysis. A great contribution of Hawthorne's experiment is to fully introduce psychological research methods into the management field. The interview experiment gives a brand-new explanation to many problems in management from the psychological point of view. In the past, people thought that subjectivity was subjective and objectivity was objective, and people would never turn things that were not objective into facts by subjective impression, but Hawthorne's interview had new information worth discussing. In management activities, finding the right problem is more important than solving it. If you can't find the problem correctly, it's like a doctor making a mistake. Even the best medicine can't cure this disease. As a manager, in the face of some employee-related phenomena, we must find out what the real reason is and prescribe the right medicine. Listening is the best way. For example, not long ago, I heard that some college students in China made trouble and protested because the dormitory was cut off after 12 at night and they wanted to watch the football world cup. As a school leader, we must find out whether students' opinions on school management are really due to watching football. Solving problems on the basis of facts can't really improve the relationship between students and schools. By analogy, similar phenomena are very common in enterprises and even the government.
Applying psychology to management is a breakthrough. What is a manager? Managers complete their work through others. They make decisions, allocate resources and guide others' behavior in order to achieve their work goals. Managers complete their work in the organization. Fa Yueer pointed out that all managers have five functions: planning, organizing, directing, coordinating and controlling. Today, these functions are simplified to planning, organizing, leading and controlling. The roles of managers include interpersonal roles, information transmission roles and decision-making roles. Management is not the knowledge that only a genius can master, but the knowledge that every ordinary person, every imperfect person and everyone full of such shortcomings can master. In the words of management guru Drucker, "if an organization needs the management of genius or superman, then it cannot survive." An organization must have such a form that it can function normally under the collective leadership of ordinary people. "
In other words, the wonder of management is that it can make a group of ordinary people do unusual things. The key problem of management science is how to make ordinary people exert unusual efficiency, not how to find unique talents.
If we give up the deep-rooted misconceptions and judge the successful (and failed) managers around us, we will find that the success of an entrepreneur and manager is not directly proportional to IQ. An example I often give is that the most successful entrepreneur among my middle school classmates is not the one with the highest test scores and the best academic achievements, but the one who was least liked and valued by teachers at that time.
Similarly, whether a person is extroverted or introverted is not the key to success. I have met some successful managers who are extroverted, good at words and good at communication, and I have also met many extroverted and failed managers. Similarly, I have met many managers who are introverted but have great leadership and appeal.
Many people think that personal charm is a prerequisite for successful managers. But if we open our eyes and look around, we will find that a large number of unremarkable and unattractive entrepreneurs and managers are extremely successful. According to the "fifth level management" researchers, it is the latter group who are more likely to succeed, because they have two basic psychological qualities for success: on the one hand, they are extremely modest, on the other hand, they are extremely determined and persistent.
Therefore, we should not look for geniuses, but care about who these people are, their characteristics, personality and disposition, but how they do things and what standards they follow when doing things.
Do the right thing.
So, what are the criteria for effective managers? If we compare the quality standards of products, our stricter question is: What is the quality standard of management?
Most of us, the first thing that comes to mind is efficiency. Economists define it as "getting the maximum output with the same input" or "getting the same output with the least input". In other words, what we ordinary people can understand is: "Do things right."
How to do things right? We usually pay attention to every detail by paying attention to the process of doing things If we control everything, the output will naturally be the highest.
But as far as management is concerned, this is a wrong quality standard, at least not the most important quality standard. Why do you say that? Because such standards let managers focus on details, rather than managing the more essential purpose: effect.
What's the effect? It is the result of what we have done, that is, the extent to which we have achieved our predetermined goals, that is, we are doing the right thing. There is a fable that goes like this. There is a legendary witty and magical figure in Arab countries called Nasrudin. Nasrudin used the local monopoly to sell donkeys in the market. Monopoly's price is 500 yuan's, Nasrudin's is 80 yuan's (a bit like invincible price). After a period of time, the monopoly could not be sold at all, and the wealth shrank a lot. Nasrudin is getting richer and richer. Monopoly had to hold a party for Nasrudin, trying to get him drunk and get Nasrudin's secret out.
The opportunity has finally come. The monopoly asked Nasrudin, who was a little drunk, "I asked the farmers to provide my donkeys with food and grass for free. I didn't pay for it, but my cost still couldn't come down, so I had to sell it to each donkey, 500 yuan. How can each donkey make money by selling 80 yuan? " Nasrudin answered him: "You stole the farmers' forage and time; I did it easier than you: I stole the donkey and sold it. "
Naturally, we shouldn't steal donkeys like Nasrudin. But the difference is that Nasrudin did the "right" thing. Monopoly is trying to do things right. This is exactly what we should learn. `
Impression management is also a key content in management science, which refers to the process in which people try to manage and control others' impressions of themselves. The process of impression management includes two stages, one is to form the motivation of impression management, and the other is to construct impression. The motivation of impression management means that people are willing to manipulate and control their own impressions in the eyes of others. This depends on three factors: the correlation between impression and personal goal, the value of goal, the difference between the impression you expect to leave others and the impression you think you leave others. Impression construction refers to the process that individuals consciously choose the type of impression to convey and decide how to do it. It includes two processes: (1) selecting the type of impression to convey; (2) decide what to do. In organizations, people often use two kinds of impression management strategies: demotion defense strategy and promotion strategy. When individuals try to take the least responsibility for negative events or want to get out of trouble, they can use the demotion defense strategy. For example, explain, apologize and stay out of it. When individuals try to maximize their responsibility for positive results, or want to look better than they really are, they will use promotional strategies. For example, strive for merit, publicize, expose difficulties and unite.
Through the study of this course during this time, I learned the basic knowledge of psychology and learned to better understand and approach others through the analysis of others' psychology. I also have a deeper understanding of some phenomena in society. "Management Psychology" is a discipline that specializes in the psychological activities of individuals, groups and organizations in management activities. It emphasizes the concept of people-oriented and human resource management and development, coordinates interpersonal relationships between organizations and groups, improves organizational and environmental conditions, improves leadership and management methods, and mobilizes people's enthusiasm, initiative and creativity, thus achieving organizational goals and promoting the development of organizations and personnel. I chose human resource management as my major, but in western developed countries, almost all the personnel engaged in human resource management have psychological knowledge background. With the improvement of internationalization, it is the basic training for personnel managers to learn psychology from the dual perspectives of practical application and system theory in China enterprises. In the future study, I will apply the contents of management psychology to practice. Learning is a long process, and the development of management psychology has gone through a long period so far. Therefore, it is the main purpose of our study to play its role in practice and constantly improve and innovate.