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Sociologija javne uprave Prof. dr. Josip Kregar 22. studeni 2013.
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Motivacija Great accomplishments are performed not by strength, but by determination." Velike stvari nisu učinjene snagom već odlučnošću There is no try, there is do or do not...there is no try." - Master Yoda
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Škola ljudskih odnosa George 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 pitanjima18801949Hawthorne Studies Ne smije biti napetosti između “logike osjećaja” koju ima radnik i “logike doboti” koju ima manager.
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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.
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↔ škola ljudskih odnosa Jaki 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.
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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
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Hawthorn Studies What 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.
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Materijalna motivacija Ne djeluje uvijek Ne djeluje na predvidiv način Ima nisku razinu saturacije Kada djeluje može biti disfunkcionalna Djeluje uvijek kada je nema
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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
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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
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Abraham Maslow Physiological: Safety: Love and Belonging Esteem: self-respect: respect of others: Understanding and Knowledge: Aesthetics Self-actualization:
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Hijerarhija motiva
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Motivacioni faktori zadovoljstva POSTIGNUĆE Achievement 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)Frederick Herzberg
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McGregor’s Beliefs Employees are not machine parts to be fixed, redesigned, or eliminated They are individual people in all of their complexity
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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
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McGregor: teorija x People inherently dislike work People must be coerced or controlled to do work to achieve objectives People prefer to be directed Ljudi po naravi ne vole raditi Na rad ih treba siliti ili nadzirati Ljudi vole da im se naređuje
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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
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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
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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
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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 rest People will exercise self-direction and - control towards achieving objectives they are committed to People learn to accept and seek responsibility (Douglas McGregor, The Human Side of Enterprise, 1960)Douglas McGregor
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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
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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
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McGregor’s Contribution to Performance Appraisal Three uses of performance appraisal Administrative – salary, promotion Informative – feedback, suggestions for behavioral change Motivation – coach, council
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McGregor’s Contribution to Performance Appraisal Drucker’s MBO Subordinate provides a clear job statement Subordinate provides job-related targets Management and employee come to terms on worker’s objectives
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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
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McGregor’s Contribution to Performance Appraisal By using MBO, the emphasis is on: Analysis not appraisal The future not the past Performance not personality
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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
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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?
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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
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How to Improve Organizational Effectiveness?
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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
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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
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McGregor’s View of Organizational Maps Current organizational structures: Delegate some authority not responsibility You only have one boss Strict span of control
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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
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McGregor’s Contribution to Management Theory Three factor’s that make up a manager’s style: Cosmology Identity of the manager Organizational situation
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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
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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
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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
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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?
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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
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McGregor: teorija x People inherently dislike work People must be coerced or controlled to do work to achieve objectives People prefer to be directed Ljudi po naravi ne vole raditi Na rad ih treba siliti ili nadzirati Ljudi vole da im se naređuje
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