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MotivacijaGreat accomplishments
are performed not by strength, but by determination."
Velike stvari nisu
učinjene snagom
već odlučnošćuThere is no try, there is
do or do not...there is no try." - Master Yoda
Škola ljudskih odnosaGeorge Elton Mayo (
1880-1949) psiholog i sociolog poznat prema čuvenim Hawthorne Studies. Zaključuje da radni učinak čovjeka zavisi i o zadovoljstvu poslom i o društvenim pitanjima
Ne smije biti napetosti između “logike osjećaja” koju ima radnik i “logike doboti” koju ima manager.
Taylorizam ↔ Natural society consists
of a horde of unorganized individuals; every individual acts in a manner calculated to secure his self-interest; every individual thinks logically, to the best of his ability, in the service of this aim. This is why the best way to induce workers to work harder is to offer them more money. Taylor
Društva se sastoje od hordi neorganiziranih pojedinaca: svatko djeluje prema sviom proračunatom interesu
Svaki pojedinac misli logično po svojim sposobnostima, o postizanju svojih ciljeva. Radi svega toga način da se radnik naveden na veći radni napor je ponuditi mu više novaca.
↔ škola ljudskih odnosaJaki je poriv čovjeka da
neprekidno radi s drugima, i to je najsnažnija ljudska odlika.
Svako zanemarivanje toga od strane upravljača ili neki loš savjet da se suzbije taj poriv vodi nekom obliku poraza.
Man's desire to be continuously associated in work with his fellows is a strong, if not the strongest, human characteristic. Any disregard of it by management or any ill-advised attempt to defeat this human impulse leads instantly to some form of defeat for management itself.
Hawthorn Studies... the working group as a
whole actually determined the output of individual workers by reference to a standard, predetermined but never clearly stated, that represented the group conception (rather than management's) of a fair day's work. This standard was rarely, if ever, in accord with the standards of the efficiency engineers (Mayo, 1945, p. 79)
O radu odlučuju grupni standardi
Hawthorn StudiesWhat actually happened was that
six individuals became a team and the team gave itself wholeheartedly and spontaneously to cooperation in the experiment. The consequence was that they felt themselves to be participating freely and without afterthought, and were happy in the knowledge that they were working without coercion from above or limitation from below.
Materijalna motivacija
Ne djeluje uvijek Ne djeluje na predvidiv način Ima nisku razinu saturacije Kada djeluje može biti disfunkcionalna Djeluje uvijek kada je nema
Socijalna sredina Authority therefore in
actual exercise demands a capacity for vision and wise guidance that must be re-achieved daily: since the cooperation of others is a vital element in it, social understanding and social skill are involved equally with technical knowledge and capacity. ...
Vođenje i naređivanje u svakodnevnoj provedbi zahtjeva sposobnost za viziju i mudro vođenje kao svakodnevno postignuće, budući da je kooperacija s drugima vitalna za drzuštveno razumijevanje i vještinu
Kako motivirati Recognize individual
differences Match people to
jobs Use goals Individualize
rewards Link rewards to
performance Check the system
for equity Don't ignore money.
Prepoznati individualne razlike
Povezati ljude i zadatke
Koristiti motiviranje ciljem
Povezati naghrade s učinkom
Paziti na jednakost Ne ignorirati novac
Abraham Maslow Physiological: Safety: Love and
Belonging Esteem:
self-respect: respect of others:
Understanding and Knowledge:
Aesthetics Self-actualization:
Motivacioni faktori zadovoljstva POSTIGNUĆEAchievement
Priznanje Recognition
Sam rad Work itself
Odgovornost Responsibility
Napredovanje Advancement
Rast Growth
FAKTORI HIGIJENE
Hygiene factors are those whose
absence can create job
dissatisfaction:
Supervision
Company policy
Working conditions
Salary
Peer relationship
Security (Frederick Herzberg, Work and the Nature
of Man, 1966)
McGregor’s Beliefs Employees are not machine parts to
be fixed, redesigned, or eliminated They are individual people in all of
their complexity
Influencing McGregor’s Work
McGregor challenges the prevailing mood of Taylor, alienation, and dehumanization
Existing organizations model the church or the military
50 years of political, social and economic change
The problem is that management is applying the wrong tools
McGregor: teorija x People inherently dislike work
People must be coerced or controlled to do work to achieve objectivesPeople prefer to be directed
Ljudi po naravi ne vole raditi
Na rad ih treba siliti ili nadzirati
Ljudi vole da im se naređuje
McGregor’s Contribution to Management Theory
Theory X assumptions The average person dislikes work and
will avoid it Most people must be coerced or
controlled People avoid responsibility and have little
ambition
McGregor’s Contribution to Management Theory
Theory X outcomes Work becomes a means to an end Reinforces the rigid lines of authority Managers that assume Theory X get
Theory X
Satisfied needs are not motivators
McGregorov doperins teoriji upravljanja Teoroja Y pretpostavke
Physical and mental work effort are natural Committing to objectives will allow the full
range of control tools to be utilized Commitment is a function of proper rewards People learn to seek responsibility People have the ability to creatively solve
organizational problems Employees need the freedom to utilize their
untapped potential
McGregor: teorija Y
Rad je za ljude prirodan isto kao igra i odmaranje
Ljudim, žele postignuića
ljudi žele odgovornost
People view work as being as natural as play and restPeople will exercise self-direction and -control towards achieving objectives they are committed toPeople learn to accept and seek responsibility
(Douglas McGregor, The Human Side of Enterprise, 1960)
McGregor’s X and Y Theory
Your belief structure (X or Y or ?) does not limit you from employing hard or soft managerial strategies
Bez obzira u što vjerujete (x ili Y) ne ograničava vas u tome da /prema okolnostima/ primjenjujete grubu ili meku strategiju
Problems with Conventional Performance Appraisals Organizational objectives and
requirements evolve Individuals skills, needs and
objectives change Management’s judgments differ Focus is on the past Employee performance is related to
how he is managed
McGregor’s Contribution to Performance Appraisal
Three uses of performance appraisal Administrative – salary, promotion Informative – feedback, suggestions for
behavioral change Motivation – coach, council
McGregor’s Contribution to Performance Appraisal
Drucker’s MBO Subordinate provides a clear job
statementSubordinate provides job-related
targetsManagement and employee
come to terms on worker’s objectives
McGregor’s Contribution to Performance Appraisal
Employees know their own strengths and weaknesses best
The manager knows the goals and objectives of the organization and himself
McGregor’s Contribution to Performance Appraisal
By using MBO, the emphasis is on: Analysis not appraisal The future not the past Performance not personality
Critique of McGregor’s Performance Appraisal
Performance issues are ignored Salary and promotion issues
Some workers don’t want the responsibility for setting their own goals
Critique of McGregor’s Contributions
He builds Theory X and Theory Y on Maslow’s hierarchy
What are the strengths and weaknesses of this position?
McGregor’s Critiques Theory X and Y are insufficient in
accounting for all situations Nathan Harter states that Theory X
managers are not necessarily inhuman
McGregor’s Contribution to Management Theory
People can achieve their own goals by pursuing the organization’s goals
The organization will suffer if this does not occur
McGregor’s Contribution to Management Theory The current management persona is:
decisive, force, competitive, just
People are rational and emotional Emotions often drive different points
of view Motivation is an emotional force
McGregor’s View of Organizational Maps
Current organizational structures: Delegate some authority not
responsibility You only have one boss Strict span of control
McGregor’s View of Organizational Maps
The organizational “maps” are not real
Maps have limited usefulness Authority often does not equal
responsibility Informal organization is real
McGregor’s Contribution to Management Theory
Three factor’s that make up a manager’s style: Cosmology Identity of the manager Organizational situation
McGregor’s Critique of Current Management
Existing management uses extrinsic rewards well
Intrinsic rewards are not utilized
You have to learn to see what is really broken
McGregor’s Observation Workers perceptions determine how
they respond to a policy or decision
Don’t apply mechanical system rewards and punishments when intrinsic rewards are called for
McGregor’s Suggestion for Improving Organizational Effectiveness
Independent teams become the operative work groups
Teams have high self control/self regulation
Supervision becomes support/instruction
Teams help fulfill “social man” needs Teams remove reasons to fight the
system
Final Critique of McGregor Do teams really remove the reason to
fight the system?
Describe the characteristics of a humane Theory X. When would it be more appropriate?
What evidence do you see of this today?
McGregor’s Beliefs“If there is anything he was trying to
overcome or destroy, it was the institutional habit of talking about the virtues of democracy while running affairs autocratically.”
An Antioch College Professor