management functions
- 1. SUBMITTED BY, RAKHI KRISHNAN 1ST MSc PSYCHOLOGY BHARATHIAR UNIVERSITY
- 2. CONTENT i. WHAT MANAGERS DO ii. MANAGEMENT FUNCTIONS iii. MANAGEMENT ROLES iv. MANAGEMENT SKILLS v. DISCIPLINES THAT CONTRIBUTE TO THE OB FIELD vi. CHALLENGES AND OPPORTUNITIES FOR OB vii.DEVELOPING AN OB MODEL
- 3. ORGANISATION • A CONSCIOUSLY COORDINATED SOCIAL UNIT, COMPOSED OF TWO OR MORE PEOPLE ,THAT FUNCTIONS ON RELATIVELY CONTINUOUS BASIS TO ACHIEVE A COMMON GOAL OR SET OF GOALS. • THESE GOALS CANNOT BE ACHIEVED BY INDIVIDUALS ACTING ALONE. • THE PLACE WHERE MANAGERS WORK. • AN ORGANISATION HAS A SPECIFIC STRUCTURE.
- 4. MANAGERS • ONE THAT MANAGES. • A PERSON WHOSE WORK OR PROFESSION IS MANAGEEMENT. • AN INDIVIDUAL WHO ACHIEVES GOALS THROUGH OTHER PEOPLE. • WHO IS RESPONSIBLE FOR PLANNING AND DIRECTING THE WORK OF GROUP OF INDIVIDUALS MONITORING THEIR PERFORMANCE AND TAKING CORRECTIVE ACTION WHEN NECESSARY FOR THE ACCOMPLISHMENT IF ORGANISATION GOALS AND OBJECTIVES.
- 5. MANAGEMENT • REFERS TO THE TASKS AND ACTIVITIES INVOLVED IN DIRECTING AN ORGANISATION OR ONE OF ITS UNITS: PLANNING,ORGANIZING,LEADING AND CONTROLLING. • THE PROCESS OF REACHING ORGANISATIONAL GOALS BY WORKING WITH AND THROUGH PEOPLE AND OTHER ORGANIZATIONAL RESOURCES.
- 7. ACCORDING TO FRENCH INDUSTRIALIST HENRI FAVOL THERE ARE FIVE MANAGEMENT FUNCTIONS 1. PLANNING 2. ORGANIZING 3. COMMANDING 4. COORDINATING 5. CONTROLLING
- 10. INTERPERSONAL ROLES 1. FIGUREHEAD ROLE 2. LEADER ROLE 3. LIAISON ROLE
- 11. INFORMATIONAL ROLE 1. MONITOR 2. DISSEMINATOR 3. SPOKESPERSON
- 12. DECISIONAL ROLE 1. ENTREPRENEUR 2. DISTURBANCE HANDLER 3. RESOURCE ALLOCATOR 4. NEGOTIATOR
- 13. Top managers Middle Managers First-line managers Nonmanagerial employees BASIC LEVELS OF MANAGEMENT /MANAGERIAL LEVELS
- 14. TYPES OF MANAGERS FIRST-LINE MANAGERS- FRONT LINE MANAGERS MANAGERS AT THE LOWEST LEVEL IN AN ORGANISATION , WHO DEALS DIRECTLY WITH EMPLOYEES. MIDDLE MANAGERS-ASSISTANT MANAGERS/ SECTION HEAD MANAGERS WHO ARE IN CHARGE OF PARTS OF AN ORGANISATION AND HAVE LESS AUTHORITY THAN THE MOST SENIOR MANAGERS. TOP-MANAGERS- CHIEF EXECUTIVE OFFICER,PRESIDEN, VICE PRESIDENT THE MOST SENIOR MANAGER IN A COMPANY WHO HAS MORE AUTHORITY THAN ANYONE ELSE AND IS RESPONSIBLE FOR ITS SUCCESS.
- 15. MANAGEMENT SKILLS I. TECHNICAL SKILLS THE ABILITY TO APPLY SPECIALIZED KNOWLEDGE OR EXPERTISE. II. HUMAN SKILLS THE ABILITY TO WORK WITH, UNDERSTAND AND MOTIVATE OTHER PEOPLE, BOTH INDIVIDUALLY AND IN GROUPS. III. CONCEPTUAL SKILLS THE MENTAL ABILITY TO ANALYZE AND DIAGNOSE COMPLEX SITUATION.
- 16. SKILLS NEEDED AT DIFFERENT MANAGEMENT LEVELS CONCEPTUAL SKILLS HUMAN SKILLS TECHNICAL SKILLS TOP MANAGERS MIDDLE MANAGERS LOWER LEVEL MANAGERS IMPORTNCE
- 17. DESCIPLINES THAT CONTRIBUTE TO THE OB FIELD PSYCHOLOGY THE SCIENCE THAT SEEKS TO MEASURE,EXPLAIN,AND SOMETIMES CHANGE THE BEHAVIOR OF HUMANS AND OTHER ANIMALS. SOCIAL PSYCHOLOGY AN AREA WITHIN PSYCHOLOGY THAT BLENDS CONCEPTS FROM PSYCHOLOGY AND SOCIOLOGY AND THAT FOCUSES ON THE INFLUENCE OF PEOPLE ON ONE ANOTHER. SOCIOLOGY THE STUDY OF PEOPLE IN RELATION TO THEIR FELLOW HUMAN BEINGS. ANTHROPOLOGY THE STUDY OF SOCIETIES TO LEARN ABOUT HUMAN BEINGS AND THEIR ACTIVITIES.
- 18. CHALLENGES AND OPPORTUNITIES FOR OB I. RESPONDING TO ECONOMIC PRESSURES. II. RESPONDING TO GLOBALIZATION. III. MANAGING WORKFORCE DIVERSITY. IV. IMPROVING CUSTOMER SERVICE. V. IMPROVING PEOPLE SKILLS. VI. STIMULATING INNOVATION AND CHANGE. VII. COPING WITH “TEMPORARINESS”. VIII.WORKING IN NETWORKED ORGANIZATIONS. IX. HELPING EMPLOYEES BALANCE WORK-LIFE CONFLICT X. CREATING A POSITIVE WORK ENVIRONMENT. XI. IMPROVING ETHICAL BEHAVIOR.
- 19. REFERENCE 1. ORGANISATIONAL BEHAVIOR (2012),14th EDITIONSTEPHEN P.ROBBINS,PEARSON PUBLICATION ,NEW DELHI