The Role of a Psychologist in a Large Organization

Mitchell, John B.

doi:10.1108/13665629210019748

Cited by 4 publications

(2 citation statements)

References 2 publications

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“…They will need to appreciate its administrative mechanisms, authority patterns and styles, cultural distinctiveness and even commercial situation. The counselling style will need to adapt to the organizational style in order to be effective, yet without any loss of independence or insight[23]. For in‐house counsellors, issues of identification and investment in organizational knowledge will be less acute than for the external contractor counsellor, who may be more physically and sympathetically detached from the organization.…”

Section: Operating the Eapmentioning

confidence: 99%

The Employee Assistance Programme

Berridge

Cooper²

1994

Personnel Review

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Section: Operating the Eapmentioning

confidence: 99%

The Employee Assistance Programme

Berridge

Cooper²

1994

Personnel Review

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“…We argue that good management in psychology is critical to the profession (Bray, 1984; Kaufman & Agars, 2009; Steinber, 1999; Winum, 2003) and further posit that integrating psychologists as leader managers is also needed to meet the challenges in health care (James & Folen, 1999), education, politics, business and the nonprofit sector (Brown & Folen, 2005; Hawken & Hess, 2006; Lahikainen, 2001; Mitchell, 1992). Management roles for psychologists offer promising career opportunities for using psychological techniques for enhancing the health as well as productivity of organizations and their employees (DeMuth, Yates, & Coates, 1984; Kahn, 1960; Leavitt, 1960).…”

Section: Introductionmentioning

confidence: 99%

The psychologist manager: Uniquely qualified to address 21st-century leadership challenges?

Kelly¹,

Finkelman²

2011

The Psychologist-Manager Journal

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This article proposes that the potential contribution of psychologists to the management profession is significant, distinct, and valuable in light of their humanistic training, high ethical standards, and networked-instead of warriorleadership style. The article maintains that with appropriate preparation, the psychologist manager can be uniquely poised to aid in the transformation of business and management practices in the 21st century. The authors consider the obstacles that limit psychologists' success as managers, including the traditional rigorous training of psychologists that emphasizes in-depth analysis and complete information that is often incompatible with the relentless pace of managerial decision making. The complexity, increasing diversity and plurality of the business environment calls for a skillful blending of the agentic and communal styles of leadership.

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Qualified Optimism: EAP Prospects for the 1990s

Berridge

Cooper

1994

Personnel Review

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The Employee Assistance Programme and Work in Organizations TodayThe acronym EAP (employee assistance programme) has been part of the lexicography of human resources managers in Britain for a decade now -and not only those who espouse the softer or more developmental humanist philosophies of HRM. Increasingly EAPs are also becoming part of the vocabulary and the discourse of hard-headed managers and informed directors in organizations of all types, particularly those whose distaste for the excesses of meanness and leanness leads them to monitor carefully the effects of the demands for performance on the part of employees at all levels. For EAPs are seen by managers as capable of playing a growing role in keeping organizations operating at a high level of efficiency, quality and competitiveness. What is attractive to managers is that EAPs can also demonstrate their cost-effectiveness in individual and corporate terms as a new way of handling the stress of professional, commercial or creative work life, as well as the non-work stresses experienced by employees and imported by them into the job context. Some senior British managers in the past have been wary of EAPs as "yet another North American import", unsuited for the very different business and social cultures of Britain. In Europe, however, national variants are emerging and being accepted, especially in the northern European countries, and a distinctive and flourishing EAP tradition has been created in Britain. The EAP is thus demonstrating its worth in tackling the complex issues of stressed employees, and the problems of coping inside work, outside work, and with the interaction of work and the many other roles which employees have to play.

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The Role of a Psychologist in a Large Organization

Cited by 4 publications

References 2 publications

The Employee Assistance Programme

The Employee Assistance Programme

The psychologist manager: Uniquely qualified to address 21st-century leadership challenges?

Qualified Optimism: EAP Prospects for the 1990s

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