how does the management benefit from industrial psychology?
148740
Do you really need to ask how management can benefit by understanding how their employees and clients think?
63554
It depends on what courses are offered in the area in which you will be living in Germany.  I personally find that interpersonal management classes are the best.  Because you can learn a trade on the job in a few days, but it takes practice and seeing cases and examples of how to actually DEAL with people and problems.
699563
Perhaps only in Universities (Academia) at the level of research directors. Good people skills are usually essential for effective management.
448742
It's supposed to help give you benchmarks, so that you know on paper where management perceives your strengths and weaknesses are and then ideally (if you have a good management team) steer you towards how to take your performance to the next level in your position. It also gives you an opportunity to rebut anything formally, so if you feel that you're being treated unfairly or your performance isn't being recognized for it's true value you can put that to writing and if there is a huge discrepency between your perception and your manager's then HR or the Owner or someone can hear both sides.  They shouldn't be anything but good for you, if you're doing your job correctly and if you have a good manager.  It's very good to go in prepared though with what you feel are your acoomplishments for theperiod being reviewed, because as idealistic as I just made it sound, there will be managers that take credit for your work, there will be stuff you did that get's "overlooked" because there just  isn't enough budget to give you the raise that the work warrents.  It really is done to help you though, if done correctly
220495
We all need Psychology class to help us learn to work with others and know why we do the things we do.  For example, if you have a job and "work up the ladder" to management it would be nice to be able to treat your employees with respect and be able to get them to do better work.
746556
I found that it usually how you treat and deal with people which results in how they act toward you.  It helps to be friendly and  polite. \n\nDepending on the situtation, some workers will  see you as an impedance or worse as a threat to their job.   Others considered their behaviour as being professional.
643926
You get street smarts much sooner,and if you work in a business for example you get a lot of advantage,since you learn business by doing business and not by taking courses about business,and the same principle applies to a lot of other majors,so a lot of times,it has many + benefits.
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Are you trying to supervise the employees of a company?  The processes by which they produce the business?  You say you have a "system" what exactly are you referring to?  There are many successful manageing techniques already in place and have become industry standards.\n\nProvide me with more detail and I will be able to help you out further.  I too have done a thesis paper on insurance.
213992
it is his inclination to be a management expert perhaps manager
968974
It is a proven fact that students appreciate management studies when they have practical experience. In other words, when they have experienced real pain and fun, they will appreciate better what management studies is all about. Otherwise the kind of feeling you are having is not uncommon. You can often find engineers not thinking highly of management students. \n\nManagement is all about execution. So, what you do with the studies is where the real proof is. Going through management studies helps you to clarify your thought process, think coherently, and communicate clearly. Of course talking the right lingo helps. Where else would you learn paradigm shift! Also, if you have worked for any company you will know that employees' favorite gripe is about not enough communication. So, management studies may appear like common sense but common sense is often what is lacking in real business. \n\nSo, I strongly suggest that you take up a job and then go to do an MBA. I would like to point out that some of the top business schools prefer to enroll students with experience. In case you do take up management studies right away, take it seriously; digest those easy stuff over and over so that all those things become part and parcel of your every action in real life. \n\nThink about it this way. There may be few right answers for an engineering problem. No one can question scientific laws. However, when it comes to management it is all hazy. Who can say something is right or wrong in marketing a product or handling a tough employee. Only the results of your action can prove it. Don't you think that is challenging? Good luck.
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Managers and leaders are two very different types of people. Managers' goals arise out of necessities rather than desires; they excel at defusing conflicts between individuals or departments, placating all sides while ensuring that an organization's day-to-day business gets done. Leaders, on the other hand, adopt personal, active attitudes toward goals. They look for the opportunities and rewards that lie around the corner, inspiring subordinates and firing up the creative process with their own energy. Their relationships with employees and coworkers are intense, and their working environment is often chaotic. In this article, first published in 1977, the author argues that businesses need both managers and leaders to survive and succeed. But in the larger U.S. organizations of that time, a "managerial mystique" seemed to perpetuate the development of managerial personalities--people who rely on, and strive to maintain, orderly work patterns. The managerial power ethic favors collective leadership and seeks to avoid risk. That same managerial mystique can stifle leaders' development--How can an entrepreneurial spirit develop when it is submerged in a conservative environment and denied personal attention? Mentor relationships are crucial to the development of leadership personalities, but in large, bureaucratic organizations, such relationships are not encouraged. Businesses must find ways to train good managers and develop leaders at the same time.
433150
How work quality raises when evaluations are given
841092
there are many advantage of internal communication but I am going to geive you the most important one.\n\nEasy to contact a meneber of staff\nincourage everyone in the organisation to uses electroinic communication\neasy to make an announcement as every body wil be told at one.\nemployees will know how leadings are organising in the company.\nI thing this will help.
795152
There could be many reasons.  But, ultimately it helps management actually manage the business better by having it broken out into functional areas.  \n\nYou can divide a business up into functional areas such as Human Resources, Finance, Accounting, Production, Research & Development (R&D), etc. etc.   Imagine how hard it might be to have one manager over all of those areas?  But if you break it out, and you have one person directly responsible for a function, they will most likely have an expertise in that field.  Such as an HR Director.\n\nFrom a cost perspective, you can track costs more accurately by functional areas and also allow each area to create its own budget and then you can do budget analysis to see if that area is adding to the overall profit of the business.\n\nHope that helps some.
751137
Business Management Improvement.
1037369
Organizational studies is the study of individual and group dynamics in an organizational setting, as well as the nature of the organizations themselves. Whenever people interact in organizations, many factors come into play. Organizational studies attempts to understand and model these factors.\n\nLike all social sciences, organizational behavior seeks to control, predict, and explain. But there is some controversy over the ethical ramifications of focusing on controlling workers' behavior. As such, organizational behavior or OB (and its cousin, Industrial psychology) have at times been accused of being the scientific tool of the powerful. Those accusations notwithstanding, OB can play a major role in organizational development and success.\n\nThe Greek philosopher Plato wrote about the essence of leadership. Aristotle addressed the topic of persuasive communication. The writings of 16th century Italian philosopher Niccolo Machiavelli laid the foundation for contemporary work on organisational power and politics. In 1776, Adam Smith advocated a new form of organisational structure based on the division of labour. One hundred years later, German sociologist Max Weber wrote about rational organisations and initiated discussion of charismatic leadership. Soon after, Frederick Winslow Taylor introduced the systematic use of goal setting and rewards to motivate employees. In the 1920's, Australian-born Harvard professor Elton Mayo and his colleagues conducted productivity studies at Western Electric's Hawthorne plant in the United States.\n\nThough it traces its roots back to Max Weber and earlier, organizational studies is generally considered to have begun as an academic discipline with the advent of scientific management in the 1890s, with Taylorism representing the peak of this movement. Proponents of scientific management held that rationalizing the organization with precise sets of instructions and time-motion studies would lead to increased productivity. Studies of different compensation systems were carried out.\n\nAfter the First World War, the focus of organizational studies shifted to analysis of how human factors and psychology affected organizations, a transformation propelled by the discovery of the Hawthorne Effect. This Human Relations Movement focused more on teams, motivation, and the actualization of the goals of individuals within organizations.\n\nProminent early scholars included:\n\nChester Barnard \nHenri Fayol \nMary Parker Follett \nFrederick Herzberg \nAbraham Maslow \nDavid McClelland \nVictor Vroom \nHerbert Alexander Simon \nJames G. March \n\nThe Second World War further shifted the field, as the invention of large-scale logistics and operations research led to a renewed interest in systems and rationalistic approaches to the study of organizations:\n\nIn the 1960s and 1970s, the field was strongly influenced by social psychology and the emphasis in academic study was on quantitative research.\n\nStarting in the 1980s, cultural explanations of organizations and change became an important part of study. Qualitative methods of study became more acceptable, informed by anthropology, psychology and sociology.\n\nCurrent state of the field\n\nOrganizational behavior is currently a growing field. Organizational studies departments are generally within business schools, although many universities also have industrial pyschology and industrial economics programs as well.\n\nThe field is highly influential in the business world with practitioners like Peter Drucker and Peter Senge turning the academic research into business practices. Organization behavior is becoming more important in the global economy as people with diverse backgrounds and cultural values have to work together effectively and efficiently. It is also under increasing criticism as a field for its ethnocentric and pro-capitalist assumptions (see Critical Management Studies).\n\n\nNotes\n\nNote 1: Organizational behavior is used in
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Organizational Behavior is the study and application of knowledge about how people, individuals, and groups act in organizations. It does this by taking a system approach. That is, it interprets people-organization relationships in terms of the whole person, whole group, whole organization, and whole social system. Its purpose is to build better relationships by achieving human objectives, organizational objectives, and social objectives. \nAs you can see from the definition above, organizational behavior encompasses a wide range of topics, such as human behavior, change, leadership, teams, etc. Since these many of these topics are discussed in other sections of this leadership guide, this section will not go into topics previously discussed. \n\n Elements of Organizational Behavior \nThe organization's base rests on management's philosophy, values, vision and goals. This in turn drives the organizational culture which is composed of the formal organization, informal organization, and the social environment. The culture determines the type of leadership, communication, and group dynamics within the organization. The workers perceive this as the quality of work life which directs their degree of motivation. The final outcome are performance, individual satisfaction, and personal growth and development. All these elements combine to build the model or framework that the organization operates from. \n \n Models of Organizational Behavior \nThere are four major models or frameworks that organizations operate out of:  Autocratic - The basis of this model is power with a managerial orientation of authority. The employees in turn are oriented towards obedience and dependence on the boss. The employee need that is met is subsistence. The performance result is minimal. \n Custodial - The basis of this model is economic resources with a managerial orientation of money. The employees in turn are oriented towards security and benefits and dependence on the organization. The employee need that is met is security. The performance result is passive cooperation. \n Supportive - The basis of this model is leadership with a managerial orientation of support. The employees in turn are oriented towards job performance and participation. The employee need that is met is status and recognition. The performance result is awakened drives. \n Collegial - The basis of this model is partnership with a managerial orientation of teamwork. The employees in turn are oriented towards responsible behavior and self-discipline. The employee need that is met is self-actualization. The performance result is moderate enthusiasm.\n \nAlthough there are four separate models, almost no organization operates exclusively in one. There will usually be a predominate one, with one or more areas over-lapping in the other models. \nThe first model, autocratic, had its roots in the industrial revolution. The managers of this type of organization operate out of McGregor's Theory X. The next three models begin to build on McGregor's Theory Y. They have each evolved over a period of time and there is no one "best" model. The collegial model should not be thought as the last or best model, but the beginning of a new model or paradigm.\n\n Social Systems, Culture, and Individualization \nA social system is a complex set of human relationships interacting in many ways. Within an organization, the social system includes all the people in it and their relationships to each other and to the outside world. The behavior of one member can have an impact, either directly or indirectly, on the behavior of others. Also, the social system does not have boundaries...it exchanges goods, ideas, culture, etc. with the environment around it. \nCulture is the conventional behavior of a society that encompasses beliefs, customs, knowledge, and practices. It influences human behavior, even though it seldom enters into their conscious thought. People depend on culture as it