Sociologija javne uprave

Prof. dr. Josip Kregar22. studeni 2013.

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:

Hijerarhija motiva

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

How to Improve Organizational Effectiveness?

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

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