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

Economics Competi tors Legal/ politics Suppliers

General TASK INTERNAL

Technolo gical Custo mers Socialcultural Labor supply

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

Input-resources to produce output/ product.

Men/women power; Money/

fund/allocation of budget, Infrastructures; Equipments Technologies,

Process-transformations of input to output: Structure-allocation

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

Output- 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

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

Planning

(monitor & correction)

Controlling

(assign responsibility For task & allocate Resources)

Organizing

(influence to motivate)

Leading

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

Define Org. Current situation

Set specific goals Formulate strategies

Dev. Tactical/ Operational Goals & plans

Analyze risks & resources

Planning: direction of the organization

VISION:

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.

general statement long-term direction to

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 documentation use to direct/ guide & control employees.

Formal

Formalization-written

Management function 3LEAD 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 influencepower (potential ability to influence others)

Legitimate

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.

situation leadership style (personal characteristics & work environment)

Leader-member

potential ability to influence-

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.

The

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

MOTIVATION

Factors

A Simple Model Of Motivation

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

NEED-

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 Safety needs

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

Management function 4controlling.

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-