Heritage Management /

Pengurusan Warisan
SCY 2023

Prepared by,
Suraya Sukri
Heritage Studies, FTKW,
UMK
 WEEK 2

At the end of this class, you’ll be able to

learn:

 Definition and concepts of management

 Functions or Management
 Managerial Roles and Activities
 Essential Managerial Skills

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 Definisi dan Konsep Pengurusan /
Management
 Sama ada dinamakan kumpulan atau syarikat yang
bertanggungjawab dalam menguruskan sesuatu acara, kedua-
duanya merujuk kepada organisasi.

 Organisasi pula adalah satu unit sosial yang terdiri daripada

manusia yang bekerjasama dan saling bergantung antara satu sama
lain bagi mencapai matlamat individu, kumpulan atau organisasi
(Hodge et al. 1996: 10).

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 Bagi menentukan aktiviti organisasi
berjalan dengan betul dan seterusnya
mencapai apa yang dimatlamatkan,
organisasi tersebut memerlukan
pengurusan.

 Pengurusan merupakan aspek penting

yang sering diketepikan.
 • Definisi: kata asal dari ‘urus’ ialah
selenggara atau susun sesuatu perkara
dengan baik dan teratur.

• Ivancevich: merupakan proses yang

akan dilaksanakan oleh kombinasi dan
koordinasi antara manusia, teknologi,
kreativiti atau kemahiran bekerja serta
sumber-sumber lain dengan matlamat
untuk mencapai tahap
KONSEP pengorganisasian yang paling
PENGURUSAN berkesan.

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• Juhary Ali: proses perancangan, pengorganisasian, penstafan,
pengarahan dan pengawalan usaha-usaha ahli organisasi dan
menggunakan semua sumber organisasi dalam usaha mencapai
matlamat orgnisasi.

• Stoner: proses pengarahan, penyelarasan dan pengaruh ke atas

organisasi untuk mencapai matlamat yang dikehendaki.

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 Langley: seseorang pengurus dianggap sebagai individu yang
terlibat dalam proses iaitu perancangan, pengorganisasian,
penstafan, penyeliaan dan pengawalan

 Rumusannya, konsep pengurusan dalam konteks acara ialah

mengorganisasi sesuatu acara melalui proses-proses
pengurusan untuk menghasilkan satu pementasan yang
cemerlang.

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 FUNGSI PENGURUSAN
Henry Mintzberg: pengurusan
terbahagi kepada tiga iaitu:
• Penghubung atau perantara.
• Penyebar dan penyampai
maklumat.
• Pembuat keputusan.
Laczniak dan Langley:
 tanggungjawab dan tafsiran tugas
pengurus melibatkan perancangan,
pengorganisasian, perlaksanaan dan
menentukan agar pengeluaran yang
dihasilkan itu boleh diterima oleh
khalayak.
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 Justeru, pengurusan itu
berperanan sebagai elemen
terpenting yang akan
membawa dan menentukan
arah setiap organisasi, sebagai
penghubung di antara setiap
kumpulan kerja dengan
kumpulan kerja lain,
penggabung antara manusia,
idea dan material.
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 Pengurusan juga berfungsi untuk
menetapkan tindakan, mengawasi
perjalanan persiapan dan
pelaksanaan sesuatu acara,
membuat keputusan,
menyelesaikan masalah,
mengagihkan sumber dan
mengawasi keselamatan anggota
serta material sesuatu acara
termasuklah penonton.
10
 WHAT
IS MANAGER?

11
team leader, support, supervise,
department head, and help activate the
supervisor, project work efforts and
manager, president, performance
administrator, and accomplishments of
more. others.

who determines
essential human whether our social
resources whose institutions serve us
contributions well or
represent the real whether they
work of the squander our
organization talents and
resources

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 LEVELS OF MANAGERS
Typical Business Typical Non Profit
Board of directors Top Board of Trustees
__________________
Chief executive officer Managers __________________
Executive director,
President President, Administrator
Vice president Vice president
__________________ Middle __________________
Division manager
Regional manager Managers Division manager
Regional manager
Plan manager Branch manager
__________________ __________________
Department head Department head
Supervisor First Line Managers Supervisor
Team leader Team leader

Non Managerial workers

Management levels13in typical business and nonprofit organizations.

 TYPES OF MANAGERS
Staff managers use
Line managers special technical
directly contribute expertise to advise and
to producing the support line workers.
organization’s
goods or services.

General managers are

Functional managers responsible for
are responsible for one complex,
area, such as finance, multifunctional An
marketing, production, administrator is a
personnel, accounting, or manager in a public or
sales. non profit organization.

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 Higher Management

MANAGERIAL PERFORMANCE
Accountability

• All managers help people, working

Manager individually and in teams, to
perform.
• They do this while being personally
accountable for results achieved
Work Team Dependency
• Accountability is the requirement of
members
one person to answer to a higher
authority for performance results in
Work Team his or her area of work
members responsibility.
• Traditional organizational pyramid,
Work Team accountability
members • flows upward.

Work Team
members 15

Customers and clients – ultimate beneficiaries of
the organization’s efforts
Serve
Frontline operating workers – Do work
directly affecting customer / client
satisfaction
Support
Team leaders and
managers – help the
operating workers do their
jobs and solve problems
Support
Top managers – keep
organization’s mission
and strategies clear
The organization viewed as an upside-down pyramid.
CHANGING NATURE OF
MANAGERIAL WORK
• fits well with the changing mindset of
managerial work today.
• They are supported in their work efforts by
managers below them.
• These managers aren’t just order-givers; they
are there to mobilize and deliver the support
others need to do their jobs best and serve
customer needs.
• Sitting at the bottom are top managers and
executives; their jobs are to support everyone
and everything above them.
• The upside-down pyramid view leaves no
doubt that the whole organization is devoted
to serving customers and that the job of
managers is to support the workers who make
this possible.
 THE MANAGEMENT PROCESS

• The management process is

planning, organizing, leading, and
controlling the use of resources to
accomplish performance goals.

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 FUNCTIONS OF MANAGEMENT

Planning
Sorting performance
objectives and deciding
how to achieve them

Controlling Organizing
Measuring performance The Arranging tasks, people,
and taking action to Management and other resources to
ensure desired results Process accomplish the work

Leading
Inspiring people to work
hard to achieve high
performance
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 FUNCTIONS OF MANAGEMENT
• All managers, regardless of title, level, type,
and organizational setting, are responsible for
the four management functions

• These functions are continually engaged as a

manager moves from task to task and
opportunity to opportunity in his or her work.

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Let’s learn from this
company Maps
Ernst & Young LLP, doing
ERNSt &
YOUNG business as EY, provides
professional services. The
Company offers assurance,
audit, tax, financial, and
business advisory services to
automotive, financial,
government, entertainment,
mining, real estate,
technology, and
telecommunication industries.
EY serves customers
worldwide

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 FOR EXAMPLE, an Ernst & Young
PLANNING initiative that was developed to better meet
the needs of the firm’s female
professionals. This initiative grew out of
top management’s concern about the
firm’s retention rates for women. Then-
Through chairman Philip A. Laskawy launched a
planning, a Diversity Task Force with the planning
manager objective to reduce turnover rates for
identifies women. When the task force began its
desired results work, this turnover was running some 22%
and ways to per year, and it cost the firm about 150% of
achieve them. a departing employee’s annual salary to
hire and train each replacement. Laskawy
considered this performance unacceptable
and put plans in place to improve it.

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 ORGANIZING
• How managers turn plans into actions by defining jobs,
assigning personnel, and supporting them with technology
and other resources.
• Example: At Ernst & Young, Laskawy organized by
convening and personally chairing a Diversity Task Force
to meet his planning objective. He also established a new
Office of Retention and hired Deborah K. Holmes, now
serving as global director of corporate responsibility, to
head it. As retention problems were identified in various
parts of the firm, Holmes also organized special task
forces to tackle them and recommend location-specific
solutions

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 LEADING
• Leading is the process of arousing people’s enthusiasm and
inspiring their efforts to work hard to fulfill plans and
accomplish objectives. Managers lead by building
commitments to a common vision, encouraging activities
that support goals, and influencing others to do their best
work on the organization’s behalf.
• Deborah K. Holmes actively pursued her leadership
responsibilities at Ernst & Young.
• She noticed that, in addition to stress caused by intense
work at the firm, women often faced more stress because
their spouses also worked. She became a champion for
improved work–life balance and pursued it vigorously.

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• She started “call-free holidays” where
professionals did not check voice mail or e-mail on
weekends and holidays.

• She started a “travel sanity” program that limited

staffers’ travel to four days a week so that they
could get home for weekends.

• And, she started a Woman’s Access Program to

provide mentoring and career development.

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 CONTROLLING
 The management function of controlling is the
process of measuring work performance, comparing
results to objectives, and taking corrective action as
needed.
 Managers exercise control by staying in active
contact with people as they work, gathering and
interpreting performance measurements, and using
this information to make constructive changes.
 Control is indispensable in the management
process.

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 Ex: At Ernst & Young, Laskawy and Holmes documented
what the firm’s retention rates for women were when they
started the new programs.
 This gave them a clear baseline against which they were able
to track progress.
 They regularly measured retention rates for women and
compared them to the baseline.
 By comparing results with plans and objectives, they were
able to identify successes and also pinpoint where they
needed to further improve their work–life balance programs.
 Over time, turnover rates for women were reduced at all levels
in the firm.

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MANAGERIAL ROLES AND
ACTIVITIES

Managerial Roles

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 Managerial Roles
 Mintzberg identified a set of 10 roles commonly filled by
managers. The roles fall into three categories—informational,
interpersonal, and decisional roles.
1. Informational Roles -involve the giving, receiving, and
analyzing of information.
 A manager fulfilling these roles will be a monitor,
scanning for information; a disseminator, sharing
information; and a spokesperson, acting as official
communicator.
2. interpersonal roles-involve interactions with people inside and
outside the work unit.

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 Managerial Roles
3. Decisional Roles –Using information to make decisions to solve
problems or address opportunity.
 Fulfilled by disturbance handler, dealing with problems
and conflicts resources allocator, negotiator, and
entrepreneur.

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Interpersonal Informational Decisional
roles roles roles

How a manager
interacts with other How a manager How a manager uses
people exchanges and information in
 Figurehead process information decision making
 Leader  Monitor  Entrepreneur
 liaison  Disseminator  Disturbance
 spokesperson handler
 Resource
allocator
 negotiator

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 MANAGERIAL ACTIVITIES

 The managers Mintzberg studied had little free time to

themselves; in fact, unexpected problems and continuing
requests for meetings consumed almost all available time.

 The nearby box shows their workdays were hectic; the pressure
for continuously improving performance was all- encompassing.

 Mintzberg summarized his observations this way: “The manager

can never be free to forget the job, and never has the pleasure of
knowing, even temporarily, that there is nothing else to do. . . .
Managers always carry the nagging suspicion that they might be
able to contribute just a little bit more. Hence they assume an
unrelenting pace in their work.”

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 A manager's work Day

 Long hours
 Intense pace
 Fragmented and varied tasks
 Many communication media
 Filled with interpersonal relationships

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 Essential Managerial Skills

Conceptual
Human And
Technical and
Interperson
Skills Analytical
al Skills
Skills

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Check your
interpersonal
skills and
emotional
Essential Managerial Skills
intelligence by
Technical Skills Human and Conceptual and
asking and
answering this Technical skill is the ability to Interpersonal Skills Analytical Skills
use a special proficiency or
question: A human skill or interpersonal A conceptual skill is the ability
expertise to perform particular
tasks. skill is the ability to work well to think analytically to diagnose
“Just how in cooperation with other people and solve complex problems.
Ex: Accountants, engineers,
well do I market researchers, financial emotional intelligence, defined often call this “critical
relate with planners, and systems analysts, by scholar and consultant Daniel thinking.”
and work for example, possess technical Goleman as the “ability to For now, the question to ask is:
with others?” skills within their areas of manage ourselves and our “Am I developing the strong
expertise. relationships effectively critical thinking and problem-
solving capabilities I will need
for long-term career success?”

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Katz’s essential managerial skills—technical, human,
and conceptual.
Low- level Middle- level Top - level
manager manager manager

Conceptual skills – the ability to think analytically and achieve

integrative problem solving

Human Skills – The ability to work well in cooperation with

other persons, emotional intelligence

Technical skills – The ability to apply expertise and perform a

special task with proficiency

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 THE END
THANK YOU

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 In a group, discuss
any heritage
Tutorial institution in
Malaysia and share
Activities with us the most
important
managerial
skill/attributes and
why.

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 Thanks!
Any questions?
Find me at suraya@umk.edu.my

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