Management Psychology, Third Edition

Author: Ding Maosheng (Editor-in-Chief)
Publisher:
Publish Date: 2006-03-23
Features: Management Psychology has been widely welcomed since its publication in 1997. Based on the suggestions of many colleagues and readers, it was revised in 2001, and the second edition was awarded the Outstanding Achievement Award by the Anhui Provincial Association of Social Sciences (2001–2002). After three years, with extensive input from both teaching and learning, and in response to the needs of the times, a more comprehensive revision has been made. A good textbook must be tested in teaching practice and management activities, continuously supplemented and revised to gradually improve and align with reality. This book follows this path. Currently, there are numerous works on management psychology in China, but most are written based on Western models and systems, with very few that truly reflect China's context and characteristics. This book has made efforts in this regard. In the chapter, it introduces the earliest examples of management in China, primarily reflected in the construction of the Great Wall, the Terracotta Army of the Qin Dynasty, and the excavation of the Beijing-Hangzhou Grand Canal. These massive projects could not have been completed without a high level of management. The weapons of the Terracotta Army were real swords, spears, and bows and arrows, with some components being interchangeable. This can be seen as an early form of "standardized" production. In the West, it wasn't until Taylor's scientific management that the principle of "standardized" production was explicitly proposed. In Chapter 2, "Basic Theories of Management Psychology," in the section, it first introduces the "Ancient Chinese Management Theory" in contrast to the "Western Management Theory." In the fourth section, it proposes the idea of "Building a Management Psychology with Chinese Characteristics." To accomplish this task, it relies on the collective efforts of scholars in China's field of management psychology. In the chapter on "Motivation," the motivation theory has been added. Most management psychology textbooks only discuss the need-based motivation theory. Indeed, needs and motivation are closely intertwined. Needs are the foundation of motivation, and motivation is the expression of needs. From this perspective, the two are consistent. However, needs and motivation are two distinct concepts with differences. Although needs are the source of individual initiative, they themselves cannot become the driving force of behavior. Only when needs are transformed into motivation can they inspire people's enthusiasm. In this revision, the original Chapter 8, "Group Psychology," and the original Chapter 9, "Group Dynamics," have been merged into a single chapter titled "Group Psychology." Additionally, "Counseling and Psychotherapy" has been added. Counseling is closely related to ideological and political education work, as both aim to address psychological and ideological issues. However, their methods differ greatly. Counseling, from a psychological perspective, applies psychological knowledge and principles to help people identify their problems and root causes, uncover their potential abilities, change their existing cognitive structures and behavioral patterns, and improve their adaptability to life and their ability to regulate their surroundings. Ideological and political education, on the other hand, starts from a political perspective, emphasizes positive education, and stresses that individuals should prioritize the interests of society and the nation, changing their behavior accordingly. Ideological and political education is indispensable in management activities. However, it cannot replace everything or solve all psychological issues. To ensure that leaders at all levels prioritize addressing various psychological issues in management activities, "Counseling and Psychotherapy" has been included in management psychology.