The Effectiveness Uses of Psychology in Management - Essay Example

and Number Topic: Managing an organization Q To be effective, managers use knowledge taken from several disciplines. Why is it important that managers use knowledge taken from psychology? Comment on the problems that mangers may encounter when seeking to apply psychology to their role. Managers should have ample knowledge on the application of psychology to management to interpret information, to know the measure and necessity in measuring problems, to understand prejudices and responses of co-workers, and to have depth of knowledge about its workers behaviors in workplaces (Senaratne & Sexton, 2008). Psychology is the study of human mind and their behaviors. Without this, managers would likely confront the difficulties and dilemma in understand and predicting the responses of employees, especially in time when changes are introduced. Workers, regardless of nationalities and their personal orientations, illustrate their responses to stimulus depending on their principles, social influences, and cultures (Senaratne, et al., 2008; Kotler et al., 1979). The substances of their responses can be understood when they started articulating their position to an issue or to intervening changes (Shore, 2009). As psychology is focused on the science of human behavior, psychology offers a variety of theories that can help managers understand the considerations of human behaviors. Ajzen (1991) have pointed that human actions are governed by behavioral, normative and control beliefs. Ajzen (1991) perceived that these considerations are significant in knowing the surrounding circumstances, projects and programs when changing of workers behaviors is required (Cox & Nkomo, 1990; Senaratne & Sexton, 2008).). With sufficient knowledge on human behaviors, managers can strategically identify which and who of them can help him in introducing changes within the organization and make others follow through (Rogers & Wright, 1998). It can lessen possibility of confusing, unsubstantiated, uncontextualized and unintelligible observations. Managing an organization requires ability to predict the responses and attitudes of its personnel to proposed changes (Rogers et al., 1998; Senaratne & Sexton, 2008). Such way, manager is able to make objective and concrete analysis of situation, evaluate assumptions, objective understanding on peripheral issues and the emotional discomfort affecting them when presented to complex situations (Cox, De Cieri, & Fenwick, 1998). Through it, managers will be able to note where his technical, leadership and support are needed. While behaviors and feelings are not all the time predictable, but with knowledge on psychology, the significant aspects are not ignored (Cox, De Cieri, & Fenwick, 1998). Sociologists expounded that behavioral since is significant in the processes of interaction, in the interplay of power and authority within an organization. It will also determine the necessary communication systems, consider the social influences and the values adhered by members (Cox, De Cieri, & Fenwick, 1998). Expert managers posit that managing an organization involve administration of people in a constant interpersonal relations with human resources. Most of the decision-makings are also require analysis than speculations as well as the influences on productivity to their working conditions and institutional structures (Trudel, 2009; Shore, 2009; Senaratne & Sexton, 2008). Psychology is also significant in understanding the behaviors of an employee to work and their motivation, including how these behaviors positively influence, motivate or affect others (Cox & Nkomo, 1990; Shore, 2009). This however have some limitations noting that behavioral science is an interlinked weaves of varied matter on psychology, sociology, management theory and the likes (Cox & Nkomo, 1990). The patterns of behavior of some people are not also consistent and are significantly irrelevant (Cox & Nkomo, 1990). With so much trigger for changes, patterns of behavior will also likewise be more complex and bit irreverent to systems. The market instance is constantly changing as globalization and liberalization open most countries to trade markets and technological developments (Cox & Nkomo, 1990; Shore, 2009). These changes will usually inspire managers to cope with developments for greater profit, for more productivity, to be able to generate more customer satisfaction and to engender more flexibility within the organization (Cox & Nkomo, 1990). Moreover, business management also deals with the interaction of economics and social science to inform and influence public policy and policymakers (Amir, Ariely, Cooke, Dunning, Epley, Gneezy, Koszegi, Lichtenstein, Mazar, Mullainathan, Prelec, Shafir, Silva (2005). Behavioral science truly influence in enlightening management and workers to translate behavioral influences into policy implications in a substantial effort for changes in workplaces (Amir, et al.,2005; Trudel, 2009). Popa. & Bertha (2010) correlates the significance of being equipped with psychological knowledge amid fierce competition between or among companies that are basically offering essentially the same products, and responding to customers’ needs that are increasingly informed and are becoming more demanding (Trudel, 2009). With these developments, its is imperative and mandatory for executives and marketing professionals to advance in business intelligence in order to enjoy patterns of consumers’ behavior and eventually predict their buying decisions and behaviors to goods (Trudel, 2009). Managers knew that in running a business, data analysis and customer segmentation can help companies to know their customers better in order to predict (and influence) their future actions (Trudel, 2009; Shore, 2009). It must also considered how business Intelligence correlates with psychology and neurology as well as ascertain the influences of greater emotional subconscious component which has acted as an author of consumers’ unpredictability of behaviors. Q.5. Change in business organizations is now rapid and more or less continuous. Such change has major implications both for the organizations themselves, and for those who work in them. For what reasons may employees resist change in workplaces and how might managers respond to the various forms of resistance they experience? Support your answer by reference to recognized studies and models in managing change. There are many causes on people’s resistance to change. Some thought that change is negative and fuel their fear of the unknown. Changes may also entail some alterations in the work habits. It may also mean some rationalization of management that may pose a threat to a job, to the salary scale or to the working conditions. Some changes break up established relationships. Kotler and Schlesinger (1979) explicated that resistance to change is met when members have parochial perceptions views focused only to the impact on them but not on the organization The lack of communication and inadequacy of information can cause internal rift and misunderstanding (Kotler et al., 1979). Other cause of resistance to changes is the low level of tolerance of most people who prefers security and stability (Kotler et al., 1979). Since there are continuing changes in the market, possible differences in contextual assessment of situation is very likely, and henceforth, there will also be varied recommendations and actions to situation (Kotler et al., 1979; Shore, 2009). Organizational manager can manage resistance to changes using the strategic theories of Kotler and Schlesinger (1979). These researchers explicated that human resources must be educated and informed well about some internal and external developments that is affecting the organization, thus, the need to make some realignment and changes (Kotler et al., 1979; Shore, 2009). It is maybe time consuming to undertake this process, but this is the only means to inculcate logical information to persuade members of the organization to adapt to changes (Kotler et al., 1979). The second way to wane out resistance is by encouraging participation and involvement. This is very significant specially if there is poor information and analysis on causes of changes (Kotler et al., 1979). Open communication will aid in engendering participation amongst members as it will also help dissipate the unfounded and insignificant rumors relating to the introduction of changes within an organization (Kotler et al., 1979). If people are involved designing and implementing changes, their thoughts and efforts will be focused on making the changes compatible to their interests instead of exerting power to oppose it. Encouraging participation therefore lessens resistance from members and makes them partners in establishing necessary changes (Kotler et al., 1979; Shore, 2009). The third way is to head in facilitating and supporting for changes. Managers can facilitate changes by supporting adjustments to problems employees’ difficulties. When manager illustrate supports in allaying their fears and anxieties while changes are transitioning, perceived detrimental effects can be resolved through conduct of special training, counseling, and recreation (Kotler et al., 1979). The fourth way of resolving resistance to change is through negotiation and agreement (Kotler et al., 1979). In case, members have significant power to resist and oppose, managers may offer incentives to dissipate employees’ resistance to changes (Kotler et al., 197; Shore, 20099). This is often illustrated in bargaining agreements between employers and labor workers where they are allowed to veto elements of changes or by offering incentives to leave the company or to avail early retirements to evade hard-to-accept-impacts of changes (Kotler et al., 1979). The fifth way of managing changes is through manipulation and co-option (Kotler et al., 1979). Researchers perceived that this method is more effective of all other means fail. The technique is designed to encourage co-optation from those who are resisting. Co-optation involves patronizing gesture to hearten members to be part of change management planning group to manipulate their appearances regardless of any substantive contribution they can make (Kotler et al., 1979). This may mean choosing specific leaders from those opposed to participate in introducing changes (Kotler et al., 1979). The managers maybe afforded with symbolic role in decision-making so as not to threaten the effort (Kotler et al., 1979). The downside of this is that intelligent leaders or workers would immediately detect if they are lured to act to favor undesired changes. Such will likely to forward resistance further more (Kotler et al., 1979). Last way of taming resistance is through explicit and implicit coercion (Kotler et al., 1979). This method needed fast and essential ways but must be exercised as a last resort (Kotler et al., 1979). Managers can expressly and strategically to accept the changes otherwise any form of resistance could either mean losing of job, or being fired, or to be transferred or cannot be promoted. In this information age, there are already varied theories in addressing conflicts but there remained one significant foundational point to do: gaining knowledge as trigger for changes and adaptation (Senaratne & Sexton, 2008). With knowledge, members can pursue sharing in problem-resolution and in bringing right knowledge to determine the causes of problems and situations (Senaratne et al., 2008). Sharing and working as a team can bring everyone as stakeholders for development and changes (Senaratne et al., 2008). Collaboration and partnership are key elements for an organization to survive from potential threats and weaknesses, thus, pursue goals with success (Senaratne et al., 2008). Through collaboration, varied knowledge is co-created which would be useful in change management and in realizing undertakings. Thus, it’s still significant that all members should be knowledgeable about the significance of change management to codification and personalization of strategies at a given settings (Senaratne et al., 2008). A knowledge management perspective is introduced to manage project change so that construction project teams can successfully resolve and learn from change events (Senaratne et al., 2008). References Senaratne, S. & Sexton, M. (2008). "Managing construction project change: a knowledge management perspective," Construction Management & Economics, Taylor and Francis Journals, vol. 26(12), pages 1303-1311. Kotler & Schlesinger (1979). Six Change Approaches: Dealing with Resistance to Change. Value-Based Management. http://www.valuebasedmanagement.net/methods_kotter_change_approaches.html Accessed: March 24, 2012. Rogers, W.E. & Wright, P.M., (1998)."Measuring Organizational Performance in Strategic Human Resource Management: Problems and Prospects," Papers 98-09, Cornell - Center for Advanced Human Resource Studies. Cox, J.W. & De Cieri, H. & Fenwick, M., (1998). "Representing Strategic International Human Resource Management: Is the Map the Territory," Papers 98-04, Cornell - Center for Advanced Human Resource Studies. Jean M. Trudel, (2009). "International Human Resources Management: A New Challenge," Portuguese Journal of Management Studies, ISEG, Technical University of Lisbon, vol. 0(2), pages 149-162. Shore, L.M.(2009). Diversity in organizations: Where are we now and where are we going? Human Resource Management Review, 19, pp.117-133. Cox, T., & Nkomo, S. M. (1990). Invisible men and women: a status report on race as a variable in organization behavior research. Journal of Organizational Behavior,11, 419−431. On Amir & Dan Ariely & Alan Cooke & David Dunning & Nicholas Epley & Uri Gneezy & Botond Koszegi & Donald Lichtenstein & Nina Mazar & Sendhil Mullainathan & Drazen Prelec & Eldar Shafir & Jose Silva, 2005. "Psychology, Behavioral Economics, and Public Policy," Marketing Letters, Springer, vol. 16(3), pages 443-454, December. Popa, C. & Bertha, I. (2010). "The Border Between Business Intelligence And Psychology- Segmentation Based On Customer Behavior," Management and Marketing Journal, University of Craiova, Faculty of Economics and Business Administration, vol. 0(S1), pages S109-S114, June. Read More