Integration of Institutional Management and Emotional Management in College Student Management under the Background of Innovative and Entrepreneurial Talent Training
DOI: 10.23977/ieim.2024.070225 | Downloads: 1 | Views: 35
Author(s)
Xin Lin 1
Affiliation(s)
1 Student Affairs Office, Criminal Investigation Police University of China, Shenyang, 100854, China
Corresponding Author
Xin LinABSTRACT
University management is one of the important components of social management, and the basic laws of management must be followed in order to establish a scientific university management system. The effectiveness of college student management has an important impact on the development of university. In the current college management work, there is an imbalance between system management and emotional management, which leads to some problems in college student management. In order to solve these existing problems, based on the background of innovative and entrepreneurial talent training, this paper studied the integration of institutional management and emotional management. It was found that the integration of system and emotion can improve the efficiency and flexibility of management work in university, and can also cultivate many entrepreneurial talents for the school, let students start their own businesses, and stimulate students' innovative potential. Compared with before the integration, the average management efficiency of various management work has increased by 10.66% and the number of innovative students has also increased by 25%. It highlights the main role of students in the management of university, and conforms to the principle of people-oriented student management.
KEYWORDS
Management System, Emotional Management, Management Efficiency, College Student ManagementCITE THIS PAPER
Xin Lin, Integration of Institutional Management and Emotional Management in College Student Management under the Background of Innovative and Entrepreneurial Talent Training. Industrial Engineering and Innovation Management (2024) Vol. 7: 189-198. DOI: http://dx.doi.org/10.23977/ieim.2024.070225.
REFERENCES
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