Sime Darby Berhad: Classical Management And Behavioral Management

In the book Managing From The Heart I learned the five principles managers and employees should implement in their life to perceive their line of duty in a manner that comes from the heart. Principle one is “Please don’t make me wrong, even if you disagree”. The main character Harry discovers how to communicate with people correctly. Principle one taught Harry that even when he did not agree with the ideas the employees’ offer him that he needs to come across as they are not wrong. He needs to tell how they are correct and teach them how to fix the rest of the idea he does not agree upon. Principle two states “Hear and understand me”. Harry learns he needs to listen to people before interrupting and making assumptions. Principle three is brought

Every company will have a diversity with people they hire, as they will all come from different backgrounds and cultural values. The other issue that a company will have when dealing with diversity is a variety of views on personalities and the way that things need to be done. In most cases there will be some that will be extremely hard working and take their duties very serious, and then another may do a little as possible to simply get the job done or appear to be busy. The work ethics of the employees are not factors that should play a role in the environment that the employees are expected to work, and it is not unfair for the employer to expect the employee to complete the duties of the job with effectiveness and efficiency.

management can check and choose the performance of the staff. Their requirement is just to

Mark Miller, Head of the Behaviour Team, NSW DET provides an insightful commentary on Ian’s Behaviour management strategies, some of which I agree and disagree. Miller’s statement that “teachers must ensure that in each management approach, the needs of all learners are respected and that a 'one size fits all' approach doesn't marginalise students with special needs”, is one that I certainly agree with. In Ian’s classroom Dale is a prime example of a student that has different needs to his peers. Ian’s behaviour management strategies are not always going to cater to the needs of a student such as Dale. Perhaps what is needed is more of a focus on preventative strategies like adapting group contingencies into the learning environment so that all needs can be addressed. Chow and Gilmour (2016) discuss the effectiveness of adopting group contingencies in the classroom. Group contingencies have shown to be an effective classroom management system designed to proactively support appropriate classroom behaviour. They allow for adaptations to be made that are specific to individual student needs (Chow & Gilmour, 2016). For example, a student like

As known each organization has a set objective to be achieved. Hence depending on the objective & to achieve those objectives, an organization can be structured in many difference ways: the 2 basic division, is the division of labour& coordination & supervision. These are done to be in-line with the organizational objective.

The fundamental theory behind scientific management is breaking down each part of a job to its science (Taylor). In the Principles of Scientific Management, Taylor talks about pig iron handlers, shoveling and bricklaying as a few examples in which he implemented scientific management. He proposed four important elements that are essential to scientific management. In this example Taylor discusses the science of bricklaying. First management must develop the science of bricklaying with standard rules of each task. Every task is designed to be perfect and standardized. The second element is selection and training. This step is important because Taylor wants an employee who is “first class,” meaning that they are the best at what they do, follow instructions and will not refuse to listen or adopt the new methods that management is executing. The third element is teaching the first class employee the science of bricklaying broken down by management. At this stage management is instructing the employee what to do, how to do it, and the best way to do it. Management is there to help them and watch that they are doing it “their” way and not

It is important to treat employees fairly, this is to mean that they should not be overworked because the company wants to make profits. The law should be followed in the process of building the business, humanity should prevail.

The definition of division of labor to me is breaking up a larger task into smaller segments that are manageable for a few. Everyone has a role to play to accomplish the bigger picture, which for me is launching the C-130. With the amount of work it takes to set a mission into motion each section must accomplish a daily routine of work to contribute to the overall success. On a daily bases I must prioritize the task at hand and assign the productivity to the three sections that make up the shop. To achieve mass production each member of the team possesses skills necessary to add their piece of the puzzle for the overall goal. This mentality of work is the same when it comes to the local economic system. For any business to increase efficiency

can be done to ensure that the company will work in the best interest of the

way they make the profits that permit them to seek their other corporate objectives. Each employee can

According to Mohamed Madi (et al) (2012) stated that the employees will not performed well unless the employees in such organizations are committed and work effectively in teams. It good to have faithful employees who do their job tasks independently;

The year 1911 saw Frederick Winslow Taylor publish a book titled ‘The principles of scientific management’ in which he aimed to prove that the scientific method could be used in producing profits for an organization through the improvement of an employee’s efficiency. During that decade, management practice was focused on initiative and incentives which gave autonomy to the workman. He thus argued that one half of the problem was up to management, and both the worker and manager needed to cooperate in order to produce the greatest prosperity.

Each employee has the opportunity to vote in the election of the company’s leadership and new initiatives.

Scientific management is a management theory developed by Frederick W Taylor. Its main purpose is to improve an organization’s efficiency in production through analyzing workflow systematically using quantitative analysis to improve task completion efficiency. Reducing waste, increasing methods of production and create a just distribution of goods are goals of the scientific management theory. On the other hand, human relations theory attributed by Elton Mayo counteracts with scientific management theory that ignored human issues of behavior. In human relations theory, a worker is treated as an individual and what motivates and cultivates them in their achievement is analyzed. Both scientific management and human relation theory aims to improve efficiency in the workplace and it still applies to the workforce in the modern days despite the opposing ideas of both theories.

In Scientific Management, Frederick W. Taylor developed the techniques for improving efficiency in the workplace through the support given by the employees of its employer. He developed the “Time Study”, where he analyzes every motion to determine the most efficient way for a particular type of job. Through this, he identifies 4 guiding principles to improve the productivity of people at work. Another theory is Administrative Principles by Henry Fayol and Mary Parker Follett. In Fayol’s theory, he emphasizes that the proper management should interact with its employees. He believes that the variety of activities can be taught and worked on to improve managerial skills. By 14 principles of management, he concluded that the company should interact with its employees through its five rules of management: foresight, organization, command, coordination and control. On the other hand, Follett’s theory