Sociologija uprave. 5

1. Sociologija uprave. 5 Prof. dr. Josip Kregar 16. prosinac 2004

2. 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

3. 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 pitanjima Ne smije biti napetosti između “logike osjećaja” koju ima radnik i “logike doboti” koju ima manager.

4. 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. Taylorizam ↔ škola ljudskih odnosa

5. 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. Taylorizam ↔ škola ljudskih odnosa

6. HawthornStudies ... 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

7. HawthornStudies 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 withoutafterthought, and were happy in the knowledge that they were working without coercion from above or limitation from below.

8. Materijalna motivacija • Ne djeluje uvijek • Ne djeluje na predvidiv način • Ima nisku razinu saturacije • Kada djeluje može biti disfunkcionalna • Djeluje uvijek kada je nema

9. 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 Socijalna sredina

10. 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 Kako motivirati

11. Abraham Maslow • Physiological: • Safety: • Love and Belonging • Esteem: • self-respect: • respect of others: • Understanding and Knowledge: • Aesthetics • Self-actualization:

12. Hijerarhija motiva

13. POSTIGNUĆE Achievement Priznanje Recognition Sam rad Work itself Odgovornost Responsibility Napredovanje Advancement Rast Growth FAKTORI HIGIJENE Hygiene factorsare 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) Motivacioni faktori zadovoljstva

14. People inherently dislike workPeople 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: teorija x

15. Rad je za ljude prirodan isto kao igra i odmaranje Ljudi, žele postignuća 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: teorija Y