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Management

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Pengurus memainkan peranan yang penting dalam pengurusan sesebuah organisasi.

Terangkan secara terperinci utiliti peranan pengurus dalam organisasi oleh "Henry Mintzberg". Berikan contoh yang relevan untuk menjustifikasikan jawapan anda..

Pengenalan
Apa itu Pengurusan? Pengurusan ditakrifkan satu proses aktiviti tadbir‐urus untuk merancang, mengorganisasi, memimpin dan mengawal sumber‐sumber secara cekap dan berkesan ke arah mencapai matlamat organisasi yang telah ditetapkan. Dalam sekitar tahun 1910, Henri Fayol seorang jurutera telah memperkenalkan beberapa fungsi pengurusan. Proses ini boleh dibahagikan kepada beberapa fungsi tugas dalam memenuhi semua proses pengurusan. Fungsi yang tersebut adalah merancang, mengorganisasi, memimpin dan mengawal.
Penerangan tentang fungsi-fungsi pengurusan yang telah diperkatakan adalah seperti berikut:
1) Merancang – adalah bertujuan memilih objektif dan matlamat dalam menentukan masa depan syarikat. Dengan strategi teratur untuk mencapai objektif sesebuah syarikat. Perancangan merangkumi penyataan misi, strategi korporat, belanjawan dan program.
2) Mengorganisasi – menggabungkan pekerja individu dan bahan melalui struktur organisasi yang menerangkan tugas, kuasa dan tanggungjawab untuk mencapai matlamat syarikat. Termasuklah menentukan tugas yang perlu dijalankan untuk setiap pekerja, bagaimana tugas itu perlu dilakukan, cara menyediakan laporan dan membuat keputusan.
3) Memimpin – adalah dengan memberi hala tuju atau mempengaruhi pekerja oleh pengurus supaya matlamat boleh dicapai. Dengan penyediaan ganjaran dan hukuman yang bersesuaian kepada pekerja.Ini untuk menjamin perjalanan aktiviti organisasi berjalan dengan teratur, lancar dalam satu organisasi.

4) Mengawal – adalah boleh diertikan sebagai proses di mana pengurus perlu memastikan organisasi ke arah mencapai matlamat dengan objektif yang telah dirancang. Kawalan melibatkan tugas menetapkan piawaian, menilai prestasi, membetulkan penyelewengan, memperkenalkan kawalan maklum balas, belanjawan dan audit.

Apa itu organisasi? Organisasi pula adalah merupakan himpunan individu (dua atau lebih) yang menjalankan tugas tersendiri mengikut unit kerja, yang diselaraskan untuk mencapai sesuatu matlamat yang telah ditetapkan. Beberapa tujuan kenapa organisasi diwujudkan diringkaskan seperti di bawah:
1) Sesebuah organisasi diwujudkan bertujuan untuk berkhidmat untuk masyarakat bagi mengeluarkan barangan dan perkhidmatan yang lebih baik, murah cepat dan selamat.
2) Bertujuan untuk menyediakan pekerjaan kepada masyarakat bagi membantu mereka mencapai keinginan dan kepuasan peribadi mereka.
3) Memulihara ilmu, contohnya seperti muzium dan perpustakaan bagi memastikan ilmu sentiasa boleh berkembang dan dapat dipelajari oleh setiap generasi masa depan.
4) Mendapatkan keuntungan.
Dalam sesebuah organisasi itu ada beberapa sumber yang diuruskan oleh pengurus bagi mencapai matlamat dan objektif. Sumber-sumber itu ialah:
1) Sumber modal – termasuk tanah, bangunan, jentera dan wang.
2) Sumber bahan – termasuk bahan mentah atau inventori yang digunakan untuk membuat dan mengeluarkan produk atau menyediakan perkhidmatan.
3) Sumber manusia – termasuk orang yang bekerja dalam sesebuah organisasi dengan kemahiran yang berbeza di antara pekerja supaya matlamat organisasi boleh dicapai.
4) Sumber maklumat – yang mana adalah penting untuk mendapatkan maklumat dalam suatu organisasi. Ini bertujuan memastikan keputusan yang dibuat akan lebih tepat dan betul. Bertujuan memastikan organisasi tidak ketinggalan dalam persaingan yang ada supaya kecekapan dan keberkesanan dalam pengurusan sentiasa di hadapan.
Kandungan

Dalam setiap organisasi akan ada pengurus yang dipertanggungjawab untuk menguruskan sumber-sumber yang ada dengan lebih cekap dan berkesan. Pengurus adalah individu yang terlibat dalam mengurus perancangan, mengorganisasi, memimpin & mengawal semua aktiviti organisasi supaya segala matlamat yang ditetapkan dicapai. Peranan seorang pengurus yang diamalkan biasa dilihat dimana-mana organisasi atau keadaan dan boleh di kategorikan kepada beberapa bidang.

Berbalik kepada soalan yang di kemukakan sebelum ini kini di terangkan pula pendapat dan kajian yang telah dijalankan oleh Henry Mintzberg. Henry Mintzberg telah dilahirkan di Kanada, dan telah menghabiskan hampir seluruh hidupnya bekerja di negara itu. Beliau belajar di McGill University, dan selepas pengajian lanjut di MIT, kembali ke Kanada untuk bekerja dengan Perkhidmatan Keretapi Kanada pada tahun 1961. Pada tahun 1963, beliau berpindah ke dunia akademik dan menjelang 1968 kembali di McGill University sebagai profesor, memegang jawatan tersebut hingga ke hari ini. Beliau juga adalah pengarah Pusat bagi Kajian Strategik dalam Organisasi di McGill dan telah memegang beberapa jawatan penting dalam di institusi pengurusan yang lain, termasuk pelawat profesor di INSEAD. Beliau telah menjadi perunding kepada banyak organisasi di seluruh dunia dan 1988-1991, beliau juga merupakan Presiden Persatuan Pengurusan Strategik.

Mintzberg telah memberi kesan yang besar pada dunia pengurusan bermula dengan buku “The nature of managerial work”, diterbitkan pada tahun 1973, dan artikel dalam Harvard Business Review, “The manager's job: folklore and fact” ditulis dua tahun kemudian. Berdasarkan penyelidikan terperinci dan pemerhatian bijaksana, kedua-dua karya yang dihasilkan meningkatkan reputasi Mintzberg yang dengan jelas menunjukkan tentang apa yang pengurus lakukan. Dan apabila berjaya menjalankan tanggungjawab mereka, dapat dilihat hasil adalah jauh berbeza dari teori perniagaan yang lain.

Sumbangan Mintzberg kepada pemikiran pengurusan bukan berdasarkan satu atau dua teori disiplin sahaja. Tetapi dengan kajian yang lebih mendalam dan melibatkan hampir segala yang dilakukan oleh pengurus dan bagaimana mereka melakukannya. Fakta beliau diperkukuhkan lagi dengan kepercayaan asas bahawa pengurusan adalah tentang menggunakan kemahiran manusia kepada sistem, sistem tidak boleh digunakan kepada manusia.

Dalam sifat kerja pengurusan, Mintzberg mencadangkan enam ciri-ciri kerja-kerja pengurusan dan sepuluh peranan asas pengurusan. Ciri-ciri dan peranan yang beliau mencadangkan boleh dipraktikkan kepada semua pekerjaan pengurusan, daripada penyelia kepada ketua eksekutif.
Enam ciri tersebut adalah:
1. Tugas pengurus adalah campuran pekerjaan, tetap seperti dirancang dan tidak dirancang.
2. Seorang pengurus adalah orang biasa dan pakar dalam sesuatu bidang itu.
3. Pengurus bergantung kepada maklumat dari semua sumber tetapi menunjukkan keutamaan bagi yang dihantar secara lisan.
4. Kerja pengurusan terdiri daripada aktiviti-aktiviti yang dicirikan oleh kepelbagaian, ringkasan, dan susun atur.
5. Kerja pengurusan adalah lebih seni daripada sains dan bergantung pada proses intuitif dan rasa untuk apa yang betul.
6. Kerja Pengurusan menjadi lebih kompleks.

Mintzberg juga meletakkan sepuluh peranan yang dia percaya membentuk kerja pengurus kepada tiga kategori. Beliau menamakan bidang di bawah juga sebagai “ set kelakuan teratur”.

1) Peranan antara perseorangan
2) Peranan Maklumat
3) Peranan membuat keputusan

Di huraikan di bawah 10 jenis peranan tersebut:

PERANAN ANTARA PERSEORANGAN

1. Peranan boneka
Pengurus menjalankan tugas bersifat istiadat yang menjalan kan tugas untuk upacara. Contohnya membawa pelanggan makan, menghadiri upacara perkahwinan pekerja bawahan, menyertai upacara pembukaan dan menyampaikan piala di suatu majlis kelab sukan. Perkara ini akan menjadi rutin pada setiap kali. Ianya juga melibatkan komunikasi yang agak serius sedikit tetapi tidak perlu membuat keputusan yang penting. Walau bagaimanapun, mereka adalah penting untuk melicinkan fungsi sesebuah organisasi dan tidak boleh diabaikan oleh pengurus.

2. Peranan Pemimpin
Pengurus adalah bertanggungjawab untuk prestasi pekerja bawahannya. Ini termasuk mengupah, melatih, menaikkan pangkat, membuang pekerja dan memotivasikan pekerja. Peranan memimpin juga melibatkan mengawal dan memastikan semua aktiviti dijalankan mengikut pelan yang ditetapkan. Dua jenis peranan pemimpin:
- Kepimpinan langsung
- Kepimpinan tidak langsung
Kepimpinan memutuskan dalam sebahagian besar berapa banyak ia pengurus akan sedar. 3. Peranan Perhubungan
Pengurus membuat kenalan di dalam dan luar organisasi. Mereka mempunyai rangkaian, menyertai perikatan kerjasama dan berusaha mendapatkan sokongan bagi diri mereka. Peranan perhubungan dikhaskan untuk membina sistem maklumat sendiri luaran pengurus: formal, swasta, lisan dan berkesan. Mereka perlu mempunyai hubungan yang baik dengan pengurus-pengurus yang menghantar kerja kepada unitnya dan pengurus-pengurus yang menerima kerja daripada unitnya. Contohnya, seorang dekan kolej perlu ada hubungan dengan individu-individu di seluruh kampus. Pengurus perlu juga berhubung dengan individu yang penting di luar organisasi. Contohnya, bila seorang pengurus jualan berinteraksi dengan pengurus-pengurus jualan yang lain dalam satu pertubuhan pemasaran, beliau sedang menjalin perhubungan.

PERANAN MAKLUMAT

1. Peranan Monitor (Pemerhati)
Pengurus berterusan mencari maklumat di setiap persekitaran, menyoal siasat kenalan perhubungan dan bawahannya dan menerima maklumat yang tidak diminta. Dan dengan ini menjadikan pengurus adalah orang yang mempunyai banyak pengetahuan di dalam organisasi. Perhubungan formal dan tidak formal yang telah wujud semasa menjalinkan hubungan akan membantu pengurus dalam peringkat ini. Maklumat yang didapati boleh mempengaruhi prestasi seluruh organisasi seperti maklumat-maklumat tentang pergerakan persaingan yang akan dilakukan oleh syarikat lain.

2. Peranan penyebar
Pengurus sentiasa menyampaikan maklumat istimewa langsung kepada bawahannya, yang sebaliknya akan tidak mempunyai akses kepada maklumat tersebut. Seperti memorandum, mesyuarat kakitangan dan perbincangan. Dan memastikan maklumat yang disampaikan adalah betul. Contohnya, presiden sebuah syarikat dalam perbualannya semasa rehat dan makan tengah hari mungkin mendapat maklumat tentang salah sebuah firma yang merupakan pelanggannya akan bankrap, maka beliau akan mengarah pasukan jualannya supaya berhenti menjual secara kredit kepada firma tersebut. Pengurus yang bertanggungjawab akan memastikan semua pekerja menerima maklumat yang betul dan tepat , lebih-lebih lagi yang berkaitan dengan prosedur kerja.

3. Peranan Jurucakap
Pengurus menghantar maklumat kepada orang luar unitnya.
Juga memaklumkan dan memenuhi orang yang berpengaruh yang mengawal unit organisasi. Dan mewakili organisasi. Sebagai contoh, ia mewakili unitnya dalam tuntutan gaji. Begitu juga respon yang perlu ditunjukkan apabila timbul isu daripada pihak luar seperti pelanggan merungut kerana ketidakcukupan keperluan di pasaran.

PERANAN PEMBUAT KEPUTUSAN

1. Usahawan
Penggerak sukarela perubahan, pencipta, mengembangkan idea baru dan membawa perubahan. Pemula sesuatu projek, menghimpunkan sumber dan mencari cara baru untuk membuat sesuatu.
Meningkatkan unit, untuk menyesuaikan diri dengan keadaan persekitaran yang berubah-ubah. Seorang pengurus pemasaran akan sentiasa mencari idea-idea supaya produk lama atau baru memuaskan hati pelanggan

2. Penyelesai gangguan
Menerangkan pengurus secara sukarela bertindak balas kepada tekanan dan masalah . Perubahan adalah di luar kawalan pengurus. Setiap pengurus mesti menghabiskan sebahagian yang baik di zamannya respon kepada gangguan tekanan tinggi. Matlamat segera adalah untuk membawa kestabilan kepada unitnya. Contohnya, bagaimana seorang penyelia kilang mengurus suatu mogok pekerja atau bagaimana seorang pengurus teknikal respon kepada kerosakan alatan yang utama di unitnya. Kebolehan mengurus gangguan dalam persekitaran adalah sangat penting kepada seorang pengurus. Ini adalah kerana setiap minit yang terbuang akan mengurangkan produktiviti dan dalam masa yang sama meningkatkan kos. Pengurus perlu respon dengan segera dan membawa kestabilan kepada persekitaran yang di bawah jagaannya. 3. Pembahagi Sumber
Pengurus mereka bentuk struktur unitnya dan membenarkan keputusan penting unitnya sebelum ianya dilaksanakan. Dan juga perlu untuk mengimbangi antara pelbagai matlamat mengikut keperluan. Pengurus juga perlu membuat keputusan untuk pengagihan sumber seperti kewangan, manusia, masa dan alatan. Biasanya sumber adalah terhad, oleh itu pengurus perlu bijak dalam mengagihkan sumber tadi. Seorang penyelia di kilang perlu membuat keputusan adakah satu jadual kerja lebih masa diatur atau pekerja sambilan perlu diupah. Beliau perlu membuat satu keputusan yang boleh membawa faedah kepada unitnya dan seterusnya kepada organisasinya. 4. Perunding
Pengurus menghabiskan masa yang besar dalam rundingan. Berlaku di antara ketua, pekerja bawahan, pembekal dan pelanggan. Dan sebagai pengantara bagi menyelesaikan masalah yang dihadapi oleh syarikat. Perundingan ini boleh berkaitan dengan kerja, prestasi, objektif, sumber-sumber dan perkara-perkara lain yang boleh mempengaruhi unitnya. Seorang pengurus jualan boleh berunding dengan unit pengeluaran tentang pesanan khas untuk pelanggan yang besar. Seorang penyelia boleh berunding dengan pihak atasan untuk mendapatkan sebuah komputer bagi unit jagaannya, manakala seorang pengurus besar boleh berunding dengan seorang wakil pertubuhan pekerja sekiranya timbul isu seperti kebajikan pekerja dan lain-lain .
Leonard Sayles berkata: “rundingan adalah jalan hayat untuk pengurus canggih”. Rundingan ini adalah tugas kerja pengurus. Kadang-kadang rutin tetapi mereka adalah sebahagian daripada tugasnya.

Kesimpulan

Huraian di atas menunjukkan bahawa tugas pengurus bukan hanya tertumpu kepada satu bidang tugas sahaja. Mintzberg menggunakan artikel untuk menekankan betapa pentingnya peranan dan keperluan pengurus untuk memahami dengan teliti sebelum cuba untuk melatih dan membangunkan mereka yang terlibat dalam menjalankan tugas tersebut. dan dapatlah dinyatakan tiada pekerjaan yang lebih penting kepada masyarakat kita selain daripada pengurus. Ia adalah pengurus yang menentukan sama ada institusi sosial kita melayani kita dengan baik atau sama ada mereka mensia-siakan bakat dan sumber kita. Ia adalah masa untuk mengubah pandangan masyarakat tentang kerja pengurusan, dan masa untuk mengkaji ia secara realistik supaya kita boleh memulakan tugas sukar untuk meningkatkan prestasi yang ketara. seseorang pengurus mempunyai pelbagai peranan yang perlu dimainkannya untuk membawa sesebuah organisasi ke puncak kejayaan. Setiap peranan yang dimainkan mempunyai hubungan antara satu sama lain dan memberikan kesan kepada sesebuah organisasi dalam usaha mencapai kecemerlangan.

Rujukan

Dr. Tee Keng Kok, Assoc Prof Dr Santhi Raghavan BDPP1103 Introductory Management. Open University Malaysia.
Kumpulan Penulis MIM, Pengurusan Di Malaysia.
http://pendaftar.uitm.edu.my/latihan/images/stories/Nota_Induksi/Kump1/pengurusan_organisasi.pdf

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...Introduction to Management and Organizations True/False Questions A MANAGER’S DILEMMA 1. Today’s managers are just as likely to be women as they are men. (True; moderate; p. 4) 2. Management affects employee morale but not a company’s financial performance. (False; easy; p. 4) WHO ARE MANAGERS? 3. In order to be considered a manager, an individual must coordinate the work of others. (True; moderate; p. 5) 4. Supervisors and foremen may both be considered first-line managers. (True; moderate; p. 6) WHAT IS MANAGEMENT? 5. Effectiveness refers to the relationship between inputs and outputs. (False; moderate; p. 8) 6. Effectiveness is concerned with the means of getting things done, while efficiency is concerned with the attainment of organizational goals. (False; moderate; p. 8) 7. A goal of efficiency is to minimize resource costs. (True; moderate; p. 8) 8. Efficiency is often referred to as “doing things right.” (True; moderate; p. 8) 9. Managers who are effective at meeting organizational goals always act efficiently. (False; difficult; p. 8) WHAT DO MANAGERS DO? 10. The four contemporary functions of management are planning, organizing, leading, and controlling. (True; easy; p. 9) 11. Determining who reports to whom is part of the controlling function of management. (False; easy; p. 9) 12. Directing and motivating are part of the controlling function of management. (False; moderate; p. 9) 13. Fayol’s management functions...

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Management

...Past Influence of Management Today Abstract The past influence of management was done with bureaucracy and Administrative ways that gives management today to achieve their goals for the organization. Bureaucratic management may be described as "a formal system of organization based on clearly defined hierarchical levels and roles in order to maintain efficiency and effectiveness." Administrative has to foresee and make preparation s to meet the financial commercial and technical condition s under which the concerns must be started. How Bureaucratic and Administrative Management Affects Overall Management Bureaucracy Bureaucratic management focuses on the ideal form of organization. Max Weber was the major contributor to bureaucratic management. Based on observation, Weber concluded that many early organizations were inefficiently managed, with decisions based on personal relationships and loyalty. Also, bureaucracy formed the need for organizations to operate rationally rather than relying on owners’ and managers. (Williams’s pg. 31) this brings Jobs are divided into simple, routine and fixed category based on competence and functional specialization. Officers are organized in a n hierarchy in which higher officer controls lower position holders i.e. superior controls subordinates and their performance of subordinates and lower staff could be controlled. All organizational...

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Management

...conceptual skills, interpersonal skills, and technical skills. These three managerial skills are used by different managers in different degrees. Successful managers usually display more conceptual than technical skills. They have to continuously think about the company's goals and objectives and how they can be effectively communicated to employees. Middle Level Management Middle management is the intermediate management level accountable to top management and responsible for leading lower level managers. Image of Middle managers fig. 1 Middle managers Middle management is the intermediate management of a hierarchical organization, being subordinate to the senior management but above the lowest levels of operational staff. Key Points Middle management is the intermediate management of a hierarchical organization, subordinate to the senior management but above the lowest levels of operational staff. They are accountable to the top management for their department's function. They provide guidance to lower level managers and inspire them towards better performance. Middle management may be reduced in organizations as a result of reorganization. Such changes include downsizing,...

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...Management Practice and Theory Student’s name: Instructor’s Name: Class Name and Code: University: Date of Submission: TABLE OF CONTENTS Executive Summary …………………………………………………………………… iii Introduction ……………………………………………………………………………. 4 Organisation Effectiveness ……………………………………………………………. 5 Team Effectiveness …………………………………………………………………… 6 Management Theories ……………………………………………………………….... 8 Command and Control ………………………………………………………………… 9 Scientific Management ……………………………………………………………….. 10 Bureaucratic Organisation ……………………………………………………………. 11 Subordination to Community ………………………………………………………… 11 Management as a discipline ………………………………………………………….. 12 Conclusion …………………………………………………………………………… 12 References …………………………………………………………………………... 13 Executive summary A professional manager will acknowledge the contribution of team effectiveness to overall organizational success. Teams will often require leaders to ensure delegation and coordination of group activities for a team to attain the desirable results. This paper seeks to establish influence of management theories on a professional manager both at team and organisation level. The management theory adopted by a leader will determine their style of leadership thus their relationship with employees and other key stakeholders. Introduction A team is a small group of workers with complimentary expertise who share common goals whereby group interests precede over individual interest. Teamwork is essential in organisations...

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...management In general, management is the activity of resolving a disorderly situation into an intentionally orderly situation, to achieve pre-determined (i.e., purposeful) outcomes. Since disorder continuously arises from creativity, destruction, decay, variance, versioning, chaos, and other natural and intentional changes, resolving that disorder into an intended order requires continuous tracking and adjustments in the "architecture" of the intended order's parts, part relationships, and part and relationship attributes. The classic approach to management Classical approach to management is dated back to the Industrial Revolution. the classical approach was an approach that places reliance on such management principals as unity of command, a balance between authority and responsibility, division of labor, and delegation to establish relationships between managers and subordinates. This approach constitutes the core of the discipline of management and the process of management. The classic approach to management – Classical approach - consists of two separate branches: the scientific and administrative management. The achievements of the classical school - the school has created a basis for further development of management theory, identified key processes, functions and leadership skills, which today are considered significant. Limitations of the classical school - more suitable for stable and simple organization of the modern and dynamic. Often recommended...

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...INTRODUCTION In thinking about an ideal Total Quality Management (TQM) in a government organization of the 21st century, what follow is innovation, globalization, and a new culture that organizations need to adapt constantly to meet new market situations and competitive business world. "TQM refers to a management process and set of disciplines that are coordinated to ensure that the organization consistently meets and exceeds customer requirements. It allows organizations to survive the global business competition and allows for a continuous improvement (kaizen) to the needs of the rapidly changing world by having organizations move from the current way of doing things to a new and possibly different way of doing things based on systematic management of data of all processes and practices that eliminates waste. TQM require engagement of all divisions; departments and senior management to organize all its strategy and operations around customer needs and develops a culture that allows employee participation. For service organizations, TQM has become a philosophy of management that is driven from the continuous improvement of customer satisfaction that offers meaning to an organization existence in delivering meaningful services to customers and satisfaction and growth to members of the organization. It is from this premises that TQM strategy is to achieve excellence in quality service, low cost, high productivity and organizational effectiveness [Evans, J & Lindsay, W. 2008]...

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