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北美作业代写:Management psychology

2018-09-11 来源: 51due教员组 类别: Paper范文

下面为大家整理一篇优秀的paper代写范文- Management psychology,供大家参考学习,这篇论文讨论了管理心理学。管理心理学,其目的是为了充分调动管理中人的行为积极性,而人的行为积极性和潜能的发挥则在很大程度上取决于管理激励的水平和方法,因此激励是管理心理学理论的核心。只有正确地认识激励理论、模式,不失时机地采用适当的激励方法与手段,对各级管理人员具有很大的指导作用。

Management psychology,管理心理学,essay代写,paper代写,作业代写

It's always desirable to be a good manager, not to be a manager. To be a good manager, one should not only have the ability to manage, but also have convincing temperament and reasonable management philosophy. In this semester, I have benefited a lot from the study of management psychology. I have learned more management knowledge. Combined with the previous courses like management and the history of management thoughts, I have initially formed a brief management concept. This article mainly shares some of my insights on organizational behavior and motivation, which is also because my ability is not enough to express all knowledge points of management psychology, please forgive me.

As an important subject in modern psychology and management science system, management psychology aims at how to fully mobilize the behavior enthusiasm of people in management, while the performance of people's behavior enthusiasm and potential depends largely on the level and method of management motivation. Therefore, the research on motivation and related issues should be taken as the core of modern management psychology theory, and with this as the center, efforts should be made to establish a scientific modern management psychology theory system with Chinese characteristics. Motivation refers to the psychological process that stimulates people's behavioral motivation. In management, it is also known as the problem of motivation. A correct understanding of incentive theories and models and the timely adoption of appropriate incentive methods and means are of great guiding significance to managers at all levels. The main purpose of studying management psychology is to master the psychology of individuals and groups, motivate everyone's enthusiasm and make the best of their talents.

Motivation is actually a response to some kind of result, and what we want to do is to connect that kind of result to a certain kind of feeling, to have the kind of good result that you like coming up again and again. If a child says a bad word, if he gets a slap in the face right away, he will remember that he can't do this thing, and he will have scruples when he wants to say it again. If he gets a chocolate bar right away, he'll know that swearing is good, and he'll say it more often, more often, more often. "Slap" and "chocolate" are a response. If you often get the "slap", the swear word will be less, or no; If he gets "chocolate" a lot, he'll basically say bad words. This is called reinforcement. But if you give him that slap or chocolate a week later, he doesn't know what that has to do with swearing, and even if you tell him why, it doesn't really impress him, and neither the slap nor the chocolate has anything to do with swearing, so he doesn't feel anything. Can deduce from this, when employees make a certain contribution to an organization, in a timely manner to give a certain reward, that the employees or other employees will therefore increasingly eager to make contributions for the organization, while not giving any rewards, employees will produce negative psychology and loss of interest to make a contribution, even can also affect the other employees.

Herzberg's two-factor motivation theory, like maslow's hierarchy of needs theory and McLeeland's achievement motivation theory, focuses on trying to persuade employees to value certain work-related performance reasons. It is one of the most controversial motivational theories available, perhaps because it has two unique aspects. First, the theory emphasizes that some work factors can lead to a sense of satisfaction, while others can only prevent a sense of dissatisfaction. Second, job satisfaction and dissatisfaction do not exist in a single continuum. By examining the relationship between job satisfaction and productivity among a group of accountants and engineers, and by conducting semi-structured interviews, hertzberg has amassed data on the factors that influence how these people feel about their work, suggesting that there are two different kinds of factors. The first category is motivational factors, including work itself, recognition, achievement and responsibility, which relate to positive feelings about the job and the content of the job itself. These positive feelings relate to past accomplishments, recognition, and past responsibilities, based on enduring rather than fleeting achievements in the work environment. The second type of factor is health care, including company policy and management, technical supervision, salary, working conditions and interpersonal relations. These factors relate to the negative aspects of work, as well as the atmosphere and environment of work. That is to say, these factors are external to the work and the work itself, while the motivating factors are internal, or internal factors associated with the work.

The fact that employees get paid, like a base salary, doesn't motivate them to work hard, it just keeps them from feeling dissatisfied, not satisfied, and that's the health factor. A bonus or extra reward, a promotion, or something like that will make them feel satisfied, something called a motivator. Based on my personal experience, when I was working in a restaurant, my supervisor asked me to do a job that didn't belong to me, which I naturally didn't want to do. After my supervisor promised me to buy me food, I made efforts to do that because of this incentive factor. If I only got my original salary, I would not do it or do it with a negative attitude. In today's society, no matter at the bottom or top management, what they desire is nothing but benefits, and the extra rewards are the most motivating.

Of course, people don't just view actual benefits as incentives. According to maslow's hierarchy of needs theory, human needs are divided into five categories, and the five categories of needs are divided into five categories, which are graded step by step. They are physiological needs, safety needs, emotional needs and belonging needs, respect needs and self-realization needs. That is to say, after employees get the basic salary, extra bonus and so on, what they finally need is the need of self-realization. Therefore, managers should also meet the needs of employees. For example, they should pay special recognition to employees' contributions at the company conference. If the employee is promoted to a position that suits his or her abilities, he or she can fulfill the need for self-fulfillment.

To sum up, by correctly motivating the behavior of people in management activities, people can better carry out management activities in the right direction of valuing, understanding, respecting, developing and realizing people, promote the smooth progress of management activities and promote the continuous improvement of the practice level of management activities. Otherwise, any kind of management psychology theory which lacks humanism and motivation to human behavior may appear empty and weak in today's and future management practice activities. In the face of the increasingly fierce market competition, the managers of the organization must constantly devise new incentive schemes, so that the forms of incentives are different and fresh and can impress people, so as to achieve greater results at the same price.

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