BAB 2 Management Theories

7/28/2019 BAB 2 Management Theories

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CQ 605PRINCIPLE OF MANAGEMENT

UNIT 2.0 MANAGEMENT THEORIES


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MANAGEMENT THEORIES

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MANAGEMENT THEORIES

HENRY FAYOLS

ABRAHAM MASLOW

ELTON MAYO

HERZBERG


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Fayols Administrative Theory

Henri Fayol (1841-1925)

General and Industrial Management

Principles and Elements of Management - how

managers should accomplish their managerial

duties

PRIMARY FOCUS: Management

(Functions of Administration)

More Respect for Worker than Taylor

Workers are motivated by more than money

Equity in worker treatment

More PRESCRIPTIVE


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With these significant contributions he has beendubbed the "Father ofManagement Thought".Among his contributions are :

i. Fayol able to differentiatebetween technical skills with management skills.

ii. He has identified the functionsof specific management.

iii. He has proposed 14 principles of management.


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Five Elements of Management -- Managerial Objectives

Planning

Organizing

Command Coordination

Control

Keep machine functioning effectively and efficiently

Replace quickly and efficiently any part or process thatdid not contribute to the objectives


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Fourteen Principles of Management(Tools for Accomplishing Objectives)

Division of work - limited set of tasks Authority and Responsibility - right to give orders

Discipline - agreements and sanctions

Unity of Command - only one supervisor

Unity of Direction - one manager per set of activities

Subordination of Individual Interest to General Interest

Remuneration of Personnel - fair price for services

Centralization - reduce importance of subordinates role


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Fayols Administrative Theory Contd

Fourteen Principles of Management (Toolsfor Accomplishing Objectives)

Scalar Chain - Fayols bridge Order - effective and efficient operations

Equity - kindliness and justice

Stability of Tenure of Personnel - sufficient timefor familiarity

Initiative - managers should rely on workersinitiative

Esprit de corps - union is strength loyalmembers


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Positioned communication as a necessaryingredient to successful management

Application in the Modern Workplace

Fayols elements of management are recognizedas the main objectives of modern managers

Planning - more participatory

Organizing - human relationships andcommunication

Comparison of Managerial Skills

Especially applicable for large organizations(military)


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ABRAHAM MASLOW THEORY

was a leading

humanistic psychologist

(Third Force) developed the Hierarchy

of Needs

promoted the concept of

self-actualization

was born in 1908,

Brooklyn, New York


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We each have a hierarchy of needs

that ranges from "lower" to "higher." As

lower needs are fulfilled there is a

tendency for other, higher needs to

emerge.

Daniels, 2004


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Maslows theory maintains that a

person does not feel a higher need

until the needs of the current level

have been satisfied. Maslow's basic

needs are as follows:


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Hierarchy of Needs

growth

emotional

physical


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Hierarchy of Needs

Physiological Needs


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Physiological Needs

food

water air

sleep


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Food: A Most Powerful Need

South AmericanRugby team

crashed in 1970

Food was the most

pressing problem.

They ate human

flesh for survival.

Even the strongesttaboo was broken

to fill the basic

need for food.


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Physiological Needs

Hierarchy of Needs

Safety Needs


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Safety Needs

from physical attack

from emotional

attack from fatal disease

from invasion

from extreme losses

(job, family members,

home, friends)


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Safety: A Most Powerful Need

when frightened, our

thoughts and energies are

diverted

threat of, or actual attackcreates fight or flight

reaction

threats to safety can be

physical or emotional


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Physiological Needs

Love & Belonging

Needs

Safety Needs

Hierarchy of Needs


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Love and Belonging(social/emotional)

Inclusion - part of a

group: colleagues,

peers, family,clubs

Affection - love and

be loved

Control - influence over

others and self


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Love and Belonging:

A Most Powerful Need

f


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Esteem

Needs

Love & Belonging

Needs

Physiological Needs

Safety Needs

Hierarchy of Needs

E N d


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Esteem Needsemotional (ego)

respect from othersthrough: awards

honors

status

respect for self through:

masteryachievement

competence


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Esteem from Self and Others:

A Most Powerful Need

Congratulations


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Some Self-Actualizing People from

History

Abraham Lincoln

Thomas Jefferson

Mahatma Gandhi

Albert Einstein

Eleanor Roosevelt

William James

Benedict Spinoza

S lf A li i N d


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Self-Actualization Needs

stop cruelty and exploitation

encourage talent in others

try to be a good human being

do work one considers worthwhile enjoy taking on responsibilities

prefer intrinsic satisfaction

seek truth

give unselfish love

be just


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B-Needs of the Self-Actualized

Truth

Goodness

Beauty

Unity

Aliveness

Uniqueness

Perfection andNecessity

Completion

Justice and order

Simplicity

Richness

Effortlessness

Playfulness

Self-sufficiency

Meaningfulness


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Qualities of the Self-Actualized

An non-hostile sense ofhumor

Intimate personal

relationships

Acceptance of self and

others

Spontaneity and simplicity

Freshness of appreciation

More peak experiences

Democratic values

Independence


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Herzbergs Two

Factor Theory

Frederick Herzberg1959

Motivation- HygieneTheory


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Motivation and JobPerformance are affected by:

1. Satisfaction- (Motivation)

Achievement

Recognition

Work Itself

Responsibility Advancement

2. Dissatisfaction- ( Hygiene)

Company policy

Administrative Policies Supervision

Salary

Interpersonal relations

Working Conditions


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Satisfaction(Motivation)The desire to reach our potential drives us to seek

growth and provides incentive to achieve.

Involves intrinsic factors

Results from personal growth

Is based on the job content- elevated

by significant, interesting andchallenging work


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Dissatisfaction( Hygiene)

Causes discontent or disappointment

Is based on:

The environment or context of the job

The need to avoid unpleasantness

Extrinsic factors

Four Scenarios:


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Four Scenarios:* High Hygiene + High Motivation: The ideal situation

where employees are highly motivated and have fewcomplaints.

* High Hygiene + Low Motivation: Employees have few

complaints but are not highly motivated. The job isperceived as a paycheck.

*Low Hygiene + High Motivation: Employees aremotivated but have a lot of complaints. A situation

where the job is exciting and challenging but salariesand work conditions are not up to par.

*Low Hygiene + Low Motivation: The worst situation.

Unmotivated employees with lots of complaints.


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PHILOSOPHICAL PERSPECTIVE- Societys dominant institutions are responsible

to provide for the growth and well being of

people.They should provide employees themeans for growth and self-actualization.

KEY CONCEPTS- Both Hygiene and Motivation must be

addressed simultaneously.

You must provide the environment for theemployee to motivate themselves.

You must add meaningful tasks to a job toprovide greater involvement and interaction

with the task for your employee. It is important to effectively utilize all available

resources.


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Herzbergs Principles of Job

Enrichment

Remove some controls while retaining accountability.

Increase personal accountability.

Assign each employee a unit of work with a clear start and

end point.

Give additional freedom and authority to workers.

Make periodic reports available to workers, not just

supervisors.

Introduce new and more difficult tasks to the job. Encourage the development of expertise by assigning

individuals to specialized tasks.


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Motivational Issues:


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Motivational Issues: Set clear, achievable goals/standards for each position

with timely feedback indicating progress.

Place employees in positions that utilize their talents,give them responsibility, challenge them but do not

overwhelm/ overload them.

Acknowledge employee accomplishments- publicly

and in a timely manner. Create employee ownership- tasks should be

meaningful and challenging, with the employee having

the freedom/ power to do the assigned tasks.

Provide opportunities for advancement- position or titlechanges to successful employees and/or continuing

training and education.


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Major Human Behavior Theories

The Hawthorne Effect: Elton Mayo(1880-1949)

When the famous Hawthorne studiesbegan, Mayo was experimenting withthe alteration of physical workingconditions to increase productivity.

They became aware that otherunexpected factors were interactingwith physical factors to influence workoutput.

ELTON MAYO THEORY


ELTON MAYO THEORY


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The Hawthorne Effect: Elton Mayo(1880-1949)

Output increased not matter how thephysical variables were changed. Mayoand his colleagues came to understandthat a powerful and previously

unrecognized influence in theexperimental setting was the attentionthe researchers were paying to theworkers.


ELTON MAYO THEORY


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The Hawthorne Effect: EltonMayo (1880-1949)

As a result of the Hawthorneresearch, production could nolonger be viewed as solelydependent on formal job andorganizational design.


ELTON MAYO THEORY


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The Hawthorne Effect: EltonMayo (1880-1949)

This effect, widely know as theHawthorne effect, was the firstdocumentation in industrialpsychological research of theimportance of human interactionand morale for productivity


ELTON MAYO THEORY


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Always continue the climb. It is possible

for you to do whatever you choose, if you

first get to know who you are and are

willing to work with a power that is greaterthan ourselves to do it.

Ella Wheeler Wilcox
http://www.brainyquote.com/quotes/quotes/e/ellawheele119436.htmlhttp://www.brainyquote.com/quotes/quotes/e/ellawheele119436.html


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PRINCIPLES OF ISLAMIC

MANAGEMENT


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ISLAMIC MANAGEMENT

DEFINITION OF ISLAMIC MANAGEMENT

Management of Islam are management based

on available resources and the Quran, Sunnah,Hadith, Islamic history and experience.


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PRINSIP-PRINSIP

PENGURUSAN ISLAM

Menurut Mohd Mansor (1991)

Islam menyediakan prinsip-prinsip pengurusan &

pentadbiran yang unggul

Prinsip diambil daripada sumber Al-Quran dan

Hadith serta pengalaman sejarah Islam

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PRINSIP-PRINSIPILMU PENGURUSAN

ISLAM

KEIMANAN

(FAITH)

AKHLAK

(CHARACTER)

IHSANPERSAUDARAAN

(BROTHERHOOD)

AL-SYURA

PRINSIP-PRINSIP PENGURUSAN ISLAM

Menurut Mohd Mansor (1991), prinsip pengurusan Islam terdiri

daripada 5 aspek iaitu :

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FIVE PRINCIPAL ISLAMIC MANAGEMENT

FAITH (KEIMANAN) Faith is the key concept of

management priciples in Islam. From

the Islamic perpective need managerduties as Caliph of Allah and be fair

and impartial. One must obey God

and perform deeds of kindness.

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Menurut Mohd Mansor (1991), prinsip pengurusan Islam terdiridaripada :

(1)Keimanan

Iman lahir daripada konsep tauhid kepada Allah

Konsep tauhid kepada Allah dapat membentuk sikap pengurusyang berwibawa dan mempunyai etika kerja yang baik

Keimanan merupakan konsep utama prinsip Pengurusan IslamDari perspektif Islam-pengurus hendaklah:

Melaksanakan tugas sebagai khalifah Allah

Mestilah adil dan saksama

Mestilah Taat kepada Allah S.W.T

Melaksanakan tuntutan Amal Makruf danNahil Mungkar

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CHARACTER (AKHLAK)Manager who have good character to

enclosed relationship between

employees and thus to establish thesuccess of the world and the

hereafter. In the Koran there many

guideline that can help people

towards the direction away from the

characteristics and merit.

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Menurut Mohd Mansor (1991), prinsip pengurusanIslam terdiri daripada :

(2)AkhlakSumber utama daripada Al-Quran dan HadithBerasaskan wahyu dan perilaku Rasulullah

Di dalam Al-Quran terdapat banyak panduan yang bolehmembentuk manusia ke arah sifat mulia dan menjauhi sifatterkeji

Pengurus yang mempunyai akhlak yang baik dapatmerapatkan hubungan antara pekerja-pekerjanya

Dan seterusnya dapat membentuk kejayaan Dunia danAkhirat

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IHSANCompassionate mean behavior that is

honest, kind, sympathetic attitude,

cooperation and etc. Whereall theseattitudes will ensure excellence in the

management and can deliver

success.

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Menurut Mohd Mansor (1991), prinsip pengurusan Islamterdiri daripada :

(3)Ihsan

Maksud : Tingkahlaku yang jujur, baik, bersikap simpati,bekerjasama, berperikemanusiaan, ikhlas serta tidakmementingkan diri

Jika keadilan dianggap sebagai asas masyarakat, makaIhsan menjadikan kehidupan manusia lebih mesra danharmoni ( Najatullah Siddiq, 1998)

Firman ALLAH :Dan berbuat baiklah kepada orang lain sebagaimana Allah telah berbuat

kepadamu dan janganlah kamu berbuat kerosakan di (muka) bumi

(Surah Al-Qashas : Ayat 77)

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BROTHERHOOD (PERSAUDARAAN) People connected to each other by family

ties. The principal of helping people make

the brotherhood and cooperation.Succesfully fostered a spirit of

camaraderie within the organization will

strengthen the management of the

organization.

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PRINSIP-PRINSIP PENGURUSAN ISLAMMenurut Mohd Mansor (1991), prinsip pengurusanIslam terdiri daripada :

(4)Persaudaraan

Manusia dihubungkan antara satu sama laindengan tali persaudaraanManusia juga dihubungkan berdasarkankeimanan dan kemanusiaan

Tali persaudaraan tidak terikat dengan sempadan

geografiPrinsip persaudaraan menjadikan manusia tolongmenolong dan bekerjasama

Semangat persaudaraan yang berjaya dipupuk

dalam organisasi akan meneguhkan pengurusan55



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AL-SHURA It mean the deliberations. Al-shura to

solve problems arising from

mismanagement and employees whomake decisions based on opinion

alone.

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Menurut Mohd Mansor (1991), prinsip

pengurusan Islam terdiri daripada :

(5)Al-Syura

Bermaksud musyawarahDapat menyelesaikan masalah yangtimbul daripada kesilapan pengurusan

dan pekerja yang membuat keputusanberdasarkan pendapatnya sahaja

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PERSONEL

MANAGEMENT

FEATURES IN ISLAM

FAKTOR-FAKTOR DIDALAM


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Memberikan kemahiran dalam merancang danmelaksanakan sesuatu untuk mencapai matlamatyang telah ditetapkan.

Merupakan pelaksanaan dasar pemerintahan

untuk kebajikan awam. Menyelaraskan tenaga menusia dan sumber-

sumber mengikut perancangan bagi mencapaisesuatu objektif, misi dan visi.

Merupakan satu pengkhususan yang berasaskankepada prinsip, sistem dan peraturan tertentudalam mengendalikan, mengawas, melaksanakandan menilai sesuatu tugas atau kerja.

O OILMU PENGURUSAN ISLAM

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CIRI-CIRI PENGURUSAN PERSONEL


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CIRI-CIRIPENGURUSANKAKITANGANDALAM ISLAM

PERSEPADUAN ANTARAKEPAKARAN & AKHLAK

PENGHAYATANSYURA

MEMENUHI KEPERLUANROHANI & JASMANI

SEMANGATBERTANGGUNGJAWAB &

KEPATUHAN

PENGAWASANDALAMAN INDIVIDU

MUAFAKAT &KERJASAMA

DALAM ISLAM

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PERSONNEL MANAGEMENT


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1. The Integration of Expertise and

Morality:

- The workers and managers will be

involved and be bound by the bond Islamic

community and faith. Expertise and morale

integrity of the organization will create an

efficient and affective.


FEATURES IN ISLAM

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CIRI-CIRI PENGURUSAN PERSONEL DALAM


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ISLAMa)Persepaduan antara kepakaran akhlak

Islam berasaskan Al-Quran dan As-Sunnah telahmenggambarkan pengurusan kakitangan berunsurkankesepaduan antara kepakaran dan akhlak bolehmelahirkan organisasi yang cekap dan berkesan.

Persepaduan ini mampu membentuk sumber manusiayang mempunyai daya kerja yang tinggi di sampingjujur, amanah dan ikhlas.

Mampu membentuk suasana kerja yang aman danselesa serta merangsangkan kerja berpasukan yang

lebih intim. Golongan pekerja dan pengurusan yang terlibat akan

terikat dengan satu ikatan kemasyarakatan islamdankeimanan.

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2. Appreciation of Shura:

- Shura describes the results

together before they are enforced.

Therefore, the employee must comply with

the decision and cannot be denied.


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3. Meeting the needs of body & souls:

- Spiritual & physical aspects must

be balanced to meet the demands of the

world & the hereafter. Thus, Islam does

not need to allow anyone to reduce or

affect the rights that have been provided.


FEATURES IN ISLAM

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CIRI-CIRI

PENGURUSAN PERSONEL DALAM


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c) Memenuhi keperluan rohani dan jasmani

Allah s.w.t menjadikan manusia daripada roh

dan jasad.

Kedua-kedua aspek ini perlu diseimbangkanbagi memenuhi tuntutan dunia dan akhirat.

Oleh yang demikian Islam tidak perlu

membenarkan sesiapa sahaja mengurangkandan menjejaskan hak-hak yang

diperuntukkan.

ISLAM

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4. The spirit of responsibility and

compliance

- The good management of staff

create an atmosphere of success and

abiding responsibility to comply with the

manager and staff. It can strengthen the

relationship between the two sides andenhance welfare.


FEATURES IN ISLAM

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CIRI-CIRI PENGU

RUSAN PERSONEL DALAM


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d) Semangat bertanggungjawab dan kepatuhan

Pengurusan dan kakitanagn yang baik Berjayamewujudkan suasana bertanggungjawab dan patuhmematuhi antara pengurus dan kakitanagan ataupekerja.

Ia boleh mengeratkan hubungan antara dua pihakdan mempertingkatkan kebajikan.

Pengurusan yang telah menunaikan kewajipannya

mengharapkan golongan pekerja menjalankantugas mereka dengan baik dan ikhlas dan taatkepada arahannya yang tidak bercanggah dalamislam.

ISLAM

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5. Monitoring of individuals

- Supervision of employees in an

organization is more important because it

can improve services and ensure full use

of the time that is due.


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CIRI-CIRI PENGU



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e) Pengawasan dalaman individu

Pengawasan pekerja dalam sesebuahorganisasi adalah penting kerana ia dapatmemperbaiki mutu perkhidmatan danmemastikan penggunaan masa yangsepenuhnya.

Islam menyeru umatnya agar sentiasa menilaisegala hasil kerjanya supaya dapat memenuhipermintaan semasa.

Bagi pekerja yang mempertingkatkan hasilkerjanya perlu diberi kadar upah yang lebihtinggi.

ISLAM

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6. Solidarity and cooperation

- Cooperation on a more Islamic

management and cooperation between

workers and employers and employees

working situation. Such features can form

the robustness of organizational

management.


FEATURES IN ISLAM

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CIRI-CIRI PENGU


ISLAM


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f) Maufakat dan kerjasama

Pengurusan islam lebih berbentuk

permuafakatan dan kerjasama antara

pekerja dengan majikan dan pekerjasesame pekerja.

Sifat ini penting di dalam sesebuah

organisasi kerana ia boleh membentukkemantapan pengurusan organisasi.

ISLAM

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PENGURUSAN ISLAM

YANG DIAMALKAN

DALAM SYARIKATKONTRAKTOR BINAAN


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Perkara utama

dalam pengurusan

islam dalamsyarikat kontraktor

binaan

Perhubungan

antara Pihak

Pengurusandan Pekerja

PenilaianKerja dan

Hasilnya

Latihan dan

Pembangunan

Sumber

Manusia

Pengambilan

Pekerja Baru

dan

Pemilihan

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A Pengambilan Pekerja Baru dan Pemilihan


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A. Pengambilan Pekerja Baru dan Pemilihan

o Tujuan untuk mengambil pekerja baru

ialah untuk memenuhi permintaanorganisasi terhadap tenaga manusia.

o Matlamat pemilihan keatas pekerja untuk

mengenalpasti pekerja-pekerja yang layakbagi menjawat sesuatu tugasan.

o Pengurus hendaklah memilih pekerja

yang sesuai dan mempunyai kebolehanbagi menjawat sesuatu jawatan.

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B Latihan dan Pembangunan Sumber


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B. Latihan dan Pembangunan SumberManusia

Tujuan latihan untuk memperbaiki danmempertingkatkan pengeluaran danperkhidmatan syarikat.

Pekerja pula perlukan latihan untuk

mempertingkatkan kemahiran danprestasi kerja serta kembangkanbakatnya.

Program latihan merangkumi 3 perkara :Jasmani Intelektual

Rohani

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C. Penilaian Kerja dan Hasilnya


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Islam sentiasa menyeru umatnya agar menilaisegala hasil kerjanya dari masa ke semasa supayadapat memenuhi permintaan semasa.

Tujuan untuk mengawal kualiti pekerjaanseseorang dan hasil kerja.

D. Perhubungan antara Pihak Pengurusan danPekerja

Pihak pengurusan hendaklah memberi perhatianyang sewajarnya terhadap perhubungan dengan

pekerjanya. Perhubungan yang baik boleh mempertingkatkan

kualiti pengurusan kontraktor dan beri kesankepada produktiviti.

BAB 2 Management Theories

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