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Managerial Psychology HHP 9010 (Doctoral students) ja HHP 8202 (Master students)
Managerial Psychology is an applied field of psychology that focuses on using the knowledge of psychology for better coping with managerial tasks and roles.
The student passing the course should be able to:
- have knowledge and skills to cope managerial tasks and roles;
- to reflect the latest professional concepts of supervisory practice and organizational behavior;
- have practical understanding about how to handle real-life managerial situations;
- have a clear understanding about managerial goal stetting (vision) and be able to analyze opportunities and make a realistic plans to achieve the goal;
- analyze the problems and use different methods of decision making and problem solving techniques;
- have a clear understanding and skills to use different leadership styles depending the situation;
- use different motivation techniques;
- understand differences in organizational culture;
- find symptoms of occupational stress and give the psychological aid to himself and followers;
- cope with stress and stressful situations, to analyze situation, make a plan for coping with stress.
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• Lection 1 |
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Changing world of Work Changing world of Work and Management Dilemma: Fitting the man to the job or Fitting the job to the man. What has changed is the work of time and space in front of it when we work and where we work. Increased the amount of information - simultaneous two opposing tendencies - on the one hand and on the other by the glut of information, the information necessary for the deficiency. “Virtual reality” and “real reality” in work process. Higher demands for productivity, efficiency, for employees and orientation towards result and business outcome. |
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• Lection 2 |
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Management cycle: planning, organizing, motivating, controlling Some important points about planning; Objectives; Kepner’ method for priorities; Decision making; Organizing principles; Motivating people; “Why?” and “How?” Maslow theory and stimulation system; Herzberg’s theory and stimulation system; Student group work – company’s stimulation system |
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• Lection 3 |
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Change management, Delegating authority Change management in professional organizations; Arguments pro and contra; Workers' behavioral reactions to change: paralysis, loss of identity, negativism and anger, disorientation; Resistance to changes; Causes of resistance at organizational and employee level, at management level; Overcoming resistance and manipulation. Delegating authority: Delegating; Why? Why does followers accept it? How to start delegating responsibilities? Why do some managers do not delegate? Errors. |
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• Lection 4 |
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Communication and Leadership styles Communication; Flows of communication; Barriers to effective supervisory communication; Classical leadership styles: autocratic, democratic, country club management, transactional and transformational; Red-line conflict in organization. |
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• Evidence-Based Management |
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Professor Denise M. Rousseau • What is evidence-based management? • Four elements of evidence-based management • Evidence based management features • Why evidence-based management matters • Ways to use evidence-based management - Combining science & bus facts • Demand evidence • Check the logic • Why it is difficult to learn from experience • Quotables • Ambiguities of Experience • Black Swan: The impact of the highly improbable • Typical organizational environments make learning difficult • Cognitive Biases (Human Habits of Mind) make real learning difficult too • When does real learning from experience occur? • Why the unskilled are unaware: Further explorations of (absent) self-insight among the incompetent |
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• Lection 5 |
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Teamwork Team building; team synergy; ABC for team building; Team members’ roles: Result-oriented roles and relationship roles, destructive roles; Team development; Team development stages: formation, storming, norming, efficient work; Team management. |
