PENGURUSAN ORGANISASI

Pengurusan: Ringkasan Sejarah

 Ancient: Masyarakat Sumaria mengamalkan sistem

perniagaan dan postal; Sistem kerajaan di Mesir dan pembangunan piramid; Babylonians (Mesopotamians) mengamalkan kerajaan berpusat, penyatuan budaya dan kod perundangan mengenai kontrak, pemilikan harta dan perundangan mencegah penipuan perniagaan. Ancient Greek & China

Pengurusan: Ringkasan Sejarah



Pengurusan Saintifik (F.W. Taylor; 1856-1915): Pengurus perlu menyediakan kaedah yang standard

bagi melaksanakan sesuatu kerja; Pemilihan pekerja hendaklah berdasarkan kepakaran dan keupayaan untuk melaksanakan sesuatu kerja khusus; Pekerja hendaklah dilatih mengenai cara untuk melaksanakan sesuatu pekerjaan; Pengurus perlu merancang dan mengadakan pengagihan kerja;

Pengurusan: Ringkasan Sejarah



Prinsip-prinsip Pentadbiran (Henry Fayol; 1841-1925); Division of work : To produce more and better work the same amount of effort.Managerial and technical work are amenable to specialization. Authority and responsibility : Authority is needed to carry out managerial responsibilities. This includes the formal authority to command and personal authority deriving from intelligence and experience. Responsibility always goes with authority. Discipline :Discipline is absolutely essential for the smooth running of business. Unity of command:Each subordinate receives orders from one and only one superior.

Unity of direction : Similar activities in an organization should be grouped together under one manager. Subordination of individual interest to general interest : Individuals interests should not be placed before the goals of the overall orginazation. Remuneration of personnel : Compensation should be fair to both employees and the organization. Centrallization : Power and authority tend to be concentered at upper levels of the organization. Degree of centralization must vary according to the situation ; the object is the optimal utilization of all personnel faculities. Scalar chain : A chain of authority extends from the top to the bottom of the organization. However, horizontal communication is necessary for swift action.

Order : A place for everything and everything in its place; a place for everyone and everyone in his or her place. Equity : Managers should be kind and fair when dealing with subordinates. Stability of personnel tenure : High employee turnover should be prevented. Initiative : Subordinates should have the freedom to take initiative. Esprit de corps : Harmony, team spirit, and a sense or unity and togetherness should be fostered and maintained.

Definisi Pengurusan
Attainment of organizational goals in an effective and efficient manner through planning, organizing, leading and controlling organizational resources.

The Organization
 The

social entity (two or more people) and system (set of interrelated that transform input to output) goal directed & deliberately structured (divided task & responsibility for performance to organizations members) to achieves common objectives.

The organizations environment General

Economics Technolo gical Custo mers

TASK
Competi tors

Legal/ politics Suppliers

INTERNAL
Labor supply

Socialcultural

International

The Internal Environments Of The Organization:

 Directional

Strategies-Vision, mission and

objectives;  Planning & implementation policies, strategy & system (4M+ information)  Behaviors & Culture of the organization;  workplace  Style of the management & leadership.

Task (external) environment

 The

government & stakeholders- policies & the expectation;  The clients-socio-economy, geography, demography, expectation, need & demand;  The labors market-policy & capabilities;  The suppliers/ providers  The agencies/ organizations & competitors  Technology & information.

The General (External) Environment

 Politics  Socio-economy  Geography

& demography  Industrialization & marketing  Technology  Information  Organizations

Organizations processes To produce output (Objectives)

Internal/task/ general environment

Input

Process

Output

Internal/task/ general environment

InputInput-resources to produce output/ product.

 Men/women

power;  Money/ fund/allocation of budget,  Infrastructures;  Equipments  Technologies,

ProcessProcess-transformations of input to output:output: Structure-allocation of

task, resources, chains of command, hierarchy, authority.  Work process/flow, system, procedures, Manuals, standard & regulations.  Implementations, control & preventive.

OutputOutput- Goods or Services

 Fulfill the

objective/ requirement/ expectation/ need & demand;  Quantity;  Quality;  Productivity  Efficient & effective.  Non conformance cost.

The hierarchy of the managers

  

Top managers- The highest in the structure & hierarchy, responsible for entire organization. Middle managers- middle in hierarchy & chains of command, responsible for the major department First line managers-directly responsible & accountable for the production/ delivery of products/ services (output).

The Management Function

Planning
(select goals, future, performance, Task & resources to attain them)

Organizing Controlling
(monitor & correction)
(assign responsibility For task & allocate Resources)

Leading
(influence to motivate)

Planning
Defining goals for future organizational performance And deciding on the task & resource use needed To attain them Implementation/ Control/ evaluate Finalize Strategic plan

Define Org. Current situation

Set specific goals

Formulate strategies

Dev. Tactical/ Operational Goals & plans

Set timetables/ schedules

Analyze risks & resources

Planning: direction of the organization

  

 

VISION: general statement long-term direction to archive. Mission: The organizations reason for existence. Goals: What the org. want to be in the future, pertain to the org. as a whole rather than to specific department. Objective: A specific short-term target for which measurable result/ output can be obtain. Strategy: how to responding to the ever changing & dynamic environment to fulfill mission & objectives.

Strategic Planning/ Management

 Is focused

on the future within a context of a changing, but relatively predictable environment. It consists 3 activities: Formulation of the future mission Developing the competitive strategy Creation of organization structure- deploy

resources.

The Strategic Planning/ Management

  

The comprehensive & Long period plan/ blueprint (2-5 years) overall organization The set of decision & actions used to formulate and implement strategies that will provide competitively superior fit between the organization and its environment (Internal & external) so as to achieve organizational future goals/objectives.

Strategic Planning/ Management

Evaluate Current: -Mission -Goals -Strategies -Output/ Performence
InternalStrengths & Weaknesses ExternalOpportunities & Threats

New/ Strength
-Mission/ -Goals/ -Strategies -leadership style -restructure -HRD -Information -system & procedures -technology

Operational plans
 Short

period Plans developed at the organizations lower levels (departments, branches, unit) that specify action steps toward achieving operational (daily, weekly, monthly or yearly) goals and support strategic plans.

Strategies:
 The

plan of action that prescribes activities and resources for dealing with the environment to attain the organizations goal.

Situation Analysis:  Search for characteristics SWOT from internal & external environment which directly/ indirectly may prevent/ can be exploit to achieve organization goal.

Function Of Management 2 ORGANISING

The

creation of framework in which organization defines how task are divided, resources are deployed and departments are coordinated and communicated.

Organizing Process
 Created the

organization structure/ chart based on the interrelated elements as bellow;  departmentalization-nature of work/ function/specialization task, geographical location, product.  set of formal task assigned to individual/ departmental/ unit;

 Allocate

the reasonable resources to implement task; reporting relationship & communication- centralization/ decentralization, line of authority, decision responsibility, number of hierarchical level & span of managers control/ command use

 Formal

 Formalization-written documentation

to direct/ guide & control employees.

Management function 33LEAD THE ORGANIZATION

LEADERSHIP

The ability to influence other people toward the attainment of organizational goal.

Leaders
The task to influence (self-apparent, intelligent & styles, communicate, motivation, educate, guidance, supervise, control, punishment) subordinate and others to do the thing right, to enhance the excellence and to achieve the goals/ objectives of the organization.

Sources of leader influenceinfluencepower (potential ability to influence others)

power: formal management position & authority granted to it.  Reward power: authority to bestow reward  Coercive power: authority to punish or recommend punishment  Expert power: special knowledge & skill  Referent power: characteristics to respect, admiration & desire to emulate.
 Legitimate

potential ability to influence-situation influenceleadership style (personal characteristics & work environment)


Leader-member relation (humanisms) highly respect, confident & trust to subordinate knowledge & skill, commitments & responsibilities. Task structure- emphasis to achieve goals, output, specifics system & procedures, commitments & how subordinate carried-out the task; Position power- shown the formal power/ authority to direct, evaluate, reward & punish.

MOTIVATION
 The

arousal, direction and persistence of behavior.

 Factors

that influence job satisfaction based on fulfillment of higher-level needs such as achievement, recognition, responsibility and opportunity for growth.

A Simple Model Of Motivation

NEEDCreates desire to fulfill needs (food, friendship, recognition & achievement)

BehaviorAction to Fulfill need

Fulfill needs/ Not fulfill

Satisfied/ not

Mallow's Hierarchy Of Need

Self actualization (training, growth & Creativity) Esteem need (recognition, High status & incr. responsibilities Belongingness needs

Physiological needs (air, food, water, sex & place to stay)

Safety needs

Management function 44controlling.

 The

systematic process through which managers regulate organizational activities to make them consistent with the expectations established in plans, target, and performance standard.

What to control
 Subordinate behavior

and performance  Allocation, utilization, functional, maintenance & performance of funding, facilities, infrastructures, equipments & technologies.  Processes & procedures  Task/ units, departmental, organization performance/ output

The control process

Establish Indicators & Standards Performance & Method & Mechanisms Of measure Data Collection (Performance) Compare Performance Vrs standards

Corrective action

Managing Change
 The

adoption of new idea or behavior by an organization, that is designed and implemented in an orderly and timely manner to meet current and anticipated future need

Forces for change

 External forces:

customers, competitors, technology, economics & international.  Internal forces:  Performance gap: disparity between existing and desired performance level.

Initiating Change
 Search-learning about

current developments inside/outside. used to meet a perceived need for change.  Creativity- development of novel solutions to perceived organizational problems

 Entrepreneurs-individual who

anticipate the need for productive change & champion within the organization.  Venture team-a group separate from organization.  Skunk works- a small & informal and some time unauthorized group who create innovation

Resistance to change
 Self interest

- loss of power, authority, prestige, pay & other benefits.  Uncertainty - lack of information about change and future events.  Different assessments and goals-