Professional Documents
Culture Documents
Industrial Psychology
Industrial Psychology
Jhessica BSPSYCHOLOGY4C
In the Philippines
People Management Association of the Philippines (1956) - thirty-seven (37) executives
representing varied industrial and business establishments in Manila, held the first
organization meeting of what would become known as PMAP at the Rizal Hall of the U.P.
Institute of Public Administration.
-October 13, 1956, the PMAP Constitution was ratified and the first Board of Directors and
Officers were elected. Mr. Perfecto Sison of AG&P Manila was elected as the first PMAP
President. And so began the impressive professional growth of PMAP.
3. Principles of Management
14 Principles of Management
1. Division of Work-In practice, employees are specialized in different areas and they have
different skills. Different levels of expertise can be distinguished within the knowledge areas
(from generalist to specialist).
2. Authority and Responsibility-In order to get things done in an organization, management has
3. Discipline- This third principle of the 14 principles of management is about obedience. It is
often a part of the core values of a mission and vision in the form of good conduct and
respectful interactions.
4. Unity of Command-The management principle ‘Unity of command’ means that an individual
employee should receive orders from one manager and that the employee is answerable to that
manager.
5. Unity of Direction-This management principle of the 14 principles of management is all about
focus and unity. All employees deliver the same activities that can be linked to the same
objectives.
6. Subordination of Individual Interest-here are always all kinds of interests in an organization. In
order to have an organization function well, Henri Fayol indicated that personal interests are
subordinate to the interests of the organization (ethics).
7. Remuneration-Motivation and productivity are close to one another as far as the smooth
running of an organization is concerned.There are two types of remuneration namely non-
monetary (a compliment, more responsibilities, credits) and monetary (compensation, bonus or
other financial compensation).
Francia, Ma. Jhessica BSPSYCHOLOGY4C
(ROLES)
Interpersonal Category
The managerial roles in this category involve providing information and ideas.
Figurehead – As a manager, you have social, ceremonial and legal responsibilities. You're
expected to be a source of inspiration. People look up to you as a person with authority, and as
a figurehead.
Leader – This is where you provide leadership for your team, your department or perhaps your
entire organization; and it's where you manage the performance and responsibilities of
everyone in the group.
Liaison – Managers must communicate with internal and external contacts. You need to be able
to network effectively on behalf of your organization.
Informational Category
The managerial roles in this category involve processing information.
Monitor – In this role, you regularly seek out information related to your organization and
industry, looking for relevant changes in the environment. Disseminator – This is where you
communicate potentially useful information to your colleagues and your team.
Spokesperson – Managers represent and speak for their organization.
Decisional Category
The managerial roles in this category involve using information.
Francia, Ma. Jhessica BSPSYCHOLOGY4C
Entrepreneur – As a manager, you create and control change within the organization. This
means solving problems, generating new ideas, and implementing them.
Disturbance Handler – When an organization or team hits an unexpected roadblock, it's the
manager who must take charge. You also need to help mediate disputes within it.
Resource Allocator –This involves allocating funding, as well as assigning staff and other
organizational resources.
Negotiator – You may be needed to take part in, and direct, important negotiations within your
team, department, or organization.
1. Universal application: are universal in nature that means they can be applied to all types of
organisations irrespective of their size and nature.
2. General guidelines: are not static or absolute statements. These cannot be applied blindly in
all the situations. The applicability of management principles depends on conditions and nature
of organisation.
3. Evolutionary/formed by practice and experiments: developed only after deep and thorough
research work.
4. Flexibility: can be applied differently under different conditions. Some changes can be made in
application of principles according to the requirement of the company. These are not set of rigid
statements. These can be modified by the managers who are using them.
5. Behavioural in nature: formed to guide and influence the behaviour of employees. These
principles insist on improving relationship between superior, subordinates and all the members
of organisation. They also establish relations between human and material resources.
6. Based on cause and effect relationship: it tell us if a particular principle is applied in a
situation, what might be the effect.
7. Contingent: dependent upon the situations prevailing in organization. Their application and
effect depend upon the nature of organization. The application of principle has to be changed
according to the nature, size and type of organization.
REFERENCES:
https://www.verywell.com/what-is-industrial-organizational-psychology-2795302
https://www.toolshero.com/management/14-principles-of-management/
https://www.mindtools.com/pages/article/management-roles.htm
http://www.yourarticlelibrary.com/management/the-naturefeaturescharacteristics-of-
management-principles/8636/
http://www.siop.org/tip/oct12/13spotlight.aspx
http://www.tiki-toki.com/timeline/entry/326447/History-of-Industrial-Organizational-
Psychology/