Management Theories and Ethical Norms

Three Different Schools of Thought in Management

  • Classical School of Management

  • Human Relations School of Management

  • Modern School of Management

Classical School of Management

  • Focus: Efficiency and structure.

Scientific Management

  • Developed by Frederick Taylor in the 1880s within manufacturing industries.

  • Analyzes and synthesizes workflow.

  • Four basic principles:

    • Find the one best way to perform each task.

    • Carefully match each worker to each task.

    • Closely supervise workers.

    • Use reward and punishment as motivators.

Administrative Management

  • Developed by Henry Fayol, a French mining executive.

  • Fayol was among the first theorists to recognize management as a process.

  • Fayol introduced the POC3 model, detailing the function of management:

    • Planning

    • Organizing

    • Commanding

    • Coordinating

    • Controlling

  • Fayol established a list of 14 principles of management.

  • These principles must be flexible enough to accommodate changing circumstances.

Bureaucratic Management

  • Introduced by Max Weber, a political economist.

  • Weber believed that organizational hierarchy or bureaucracy would enable an organization to produce at its highest level.

  • This theory suggests that an organization should be characterized by:

    • Division of labor

    • Defined hierarchy

    • Central authority/seniority

    • Detailed rules and regulations

    • Strict discipline and control policies

    • Impersonal relationships

  • Weber's contributions manifested in organizational flow charts, job descriptions, and specific guidelines for promotion and advancement.

Human Relations School of Management

  • Focus: Human behavior and needs in the workplace.

The Hawthorne Studies

  • Introduced by Elton Mayo.

  • His experiment had led to a term that called HAWTHORNE EFFECT

  • The Hawthorne effect refers to the inclination of some people to work harder and perform better when they are being observed.

  • He also believes that besides monetary need, workers also have social needs to be served as well.

  • What are the social needs ? – Example ??

  • This will led to increasing of productivity.

Maslow’s Hierarchy of Needs

  • Introduced by Abraham Maslow.

  • Theorized that employees have a series of needs that one can organize into a hierarchy.

  • As one level of need is met, other levels of needs become important.

  • The utility of Maslow's hierarchy lies in its recognition that each individual is motivated by different needs.

  • Maslow theorized that individuals respond differently throughout the life cycle.

  • Someone may have dominant needs at a particular level and thus never move through the entire hierarchy.

  • He also suggests that managers may require different motivational techniques to motivate people according to their needs – HOW?

Herzberg’s Hygiene and Motivator Factors

  • Introduced by Frederick Herzberg.

  • Also known as the two-factor theory.

  • Herzberg identified two sets of satisfaction among workers:

    • Hygiene

    • Motivators

  • In 1959, Herzberg published his analysis of the feelings of 200 engineers and accountants from over nine companies in the United States.

  • These professionals were asked to describe experiences in which they felt either extremely bad or exceptionally good about their jobs and to rate their feelings on these experiences.

  • Responses about good feelings are generally related to job content (motivators).

    • Motivators involve factors built into the job itself, such as achievement, recognition, responsibility, and advancement.

  • Whereas responses about bad feelings are associated with job context (hygiene factor).

    • Hygiene factors are extrinsic to the job, such as interpersonal relationships, salary, supervision, and company policy (Herzberg, 1966).

  • Difference Between Maslow and Herzberg’s Theory of Motivation

Theory X and Y

  • Introduced by social psychologist, Douglas McGregor.

  • He developed two contrasting theories that explained how managers' beliefs about what motivates their people can affect their management style.

  • Theory X assumes that many workers are unmotivated, had little interest in work, and lacked ambition. So they should be controlled, threatened, and pressured.

  • Theory Y assumes that employees are happy to work and will take on additional duties without being forced to. Workers should be given more freedom so that they can be independent, strive for success, and be more creative.

Theory Z

  • Introduce by William Ouchi

  • so-called "Japanese Management" style popularized during the Asian economic boom of the 1980s

  • Theory Z – employees participation and individual developments important components of organizational growth.

  • Interpersonal relation between workers and managers are stressed in this theory.

  • Theory Z requires:

    • teamwork, training, and extensive collection and analysis of data.

    • focused on increasing employee loyalty to the company by providing a job for life with a strong focus on the well-being of the employee, both on and off the job.

  • According to Dr. William Ouchi, its leading proponent, Theory Z management tends to promote stable employment, high productivity, and high employee morale and satisfaction.

Theory Comparisons

Theory X

  1. Employees dislike work and will try to avoid it.

  2. Employees prefer to be controlled and directed.

  3. Employees seek security, not responsibility.

  4. Employees must be intimidated by managers to perform.

  5. Employees are motivated by financial rewards.

Theory Y

  1. Employees view work as a natural part of life.

  2. Employees prefer limited control and direction.

  3. Employees will seek responsibility under proper work conditions.

  4. Employees perform better in work environments that are nonintimidating.

  5. Employees are motivated by many different needs.

Theory Z

  1. Employee involvement is the key to increased productivity.

  2. Employee control is implied and informal.

  3. Employees prefer to share responsibility and decision-making.

  4. Employees perform better in environments that foster trust and cooperation.

  5. Employees need guaranteed employment and will accept slow evaluations and promotions.

Category & Types of Ethical Norms

Norms Category

Deontological Ethics

  • Concerns with the process of making decisions based on established principles.

  • Not concerned with the outcome.

Teleological Ethics

  • Concerned with the actions and consequences of decisions.

  • Impact towards others.

Norms Types

  • Golden Mean

  • Judeo-Christian

  • Categorical Imperative

  • Utilitarianism

  • Egalitarianism

  • Relativism

  • Social Responsibility Theory

(1) Golden Mean

  • Source: Greek Philosopher, Aristotle

  • Stressed on moderation – avoid excess and deficiency

(2) Judeo –Christian

  • Source: The Bible

  • Do unto others as you would have them do unto you.

  • To give respect and dignity for all people based on universal love for God

(3) Categorical Imperative

  • Source: Immanuel Kant

  • Based on principles underlying the actions.

  • commands or moral laws all persons must follow, regardless of their desires or extenuating circumstances.

(4) Utilitarianism

  • Source: John Stuart Mill

  • The Greatest Good - One must consider which actions will result in the most happiness for the greatest number of people.

(5) Egalitarianism

  • Source: John Rawls

  • Concept of: ‘Veil of Ignorance’

  • Everyone should be treated equally and fairly.

  • Eliminate bias and discrimination.

(6) Relativism

  • Source: John Dewey & Bertrand Russell

  • This believes that what is best for one is not necessarily best for others, even in similar situations.

  • Don’t judge other person’s decision since the challenges of every individual is different.

(7) Social Responsibility Theory

  • Source: The Hutchins Commission

  • Individuals are accountable for fulfilling their civic duty, and the actions of an individual must benefit the whole of society.

Ethical Decision at Workplace (Media Org)

  • There is no universally accepted code of ethics in the electronic media.

  • An organization may adopt its own code of ethics, which may be written or simply applied.

  • Wherever groups of organizational ethics codes exist, conflicts may be arise between the organization’s approach and the individual’s moral belief.

  • Furthermore, types of ethical situations may very by departments.

  • For example, sales department may face dilemma with the advertisers.

  • While, news department face dilemma with political situations.

Five Ethical Duties of Mass Media Employees at All Levels of Management and Non Management

  • Duty to Self

  • Duty to Audience

  • Duty to Employer / Organization

  • Duty to Colleagues

  • Duty to Society

Ethical Issues Situation

  • Programming Department: What kind of programming the media cater to the kids ? Any stereotyping / prejudice on race ?

  • News Department: Is story about the minority included ?

  • Marketing Department: What criteria the director looking for when searching for a heroin for his drama?

  • Sales Department: Do the media permits all kind of advertisement to be in their channel ?

  • On Air Talent: Does DJ accept undertable money to play certain songs more frequently?

  • Procurement Department: Does cronyisms exist between station and syndicated production?

  • Responsibility to Colleagues: How do managers distribute tasks to the subordinates in the unit?

The Malaysian Code of Advertising Practice

The Advertising Standards Authority Malaysia is the independent body responsible for ensuring that the self-regulatory system works in the public interest. The ASA's activities include investigating complaints and copy advice on your advertising.

The Malaysian Code of Advertising Practice has the support of the following organizations whose representatives constitute the Advertising Standards Authority Malaysia

  • Association of Accredited Advertising Agents Malaysia

  • Malaysian Advertisers Association

  • Malaysian Newspaper Publishers Association

  • Media Specialists Association

DIRECTOR'S CODE OF ETHICS

The Board of Directors has adopted this Code of Ethics ("Code") for all Directors of the Media Prime Berhad ("MPB") Group of Companies ("MPB Group"). Directors of MPB Group are expected to abide by the highest standards of ethical conduct and to act honestly and in good faith in the best interests of MPB Group and its shareholders.

Principle

The principles of this code are based on principles in relation to sincerity, integrity, responsibility, and corporate social responsibility. The principles in this Code are the individual and collective responsibility of all Directors.

Definition

In the context of this code, a director means any person who holds the position of director in a corporation irrespective of any designation used, including alternate directors. A director also includes (a) both executive and non-executive directors (b) executive and non-executive chairpersons (c) independent and non-independent directors and (d) independent and non-independent chairpersons.

KOD ETIKA

PERHUBUNGAN AWAM

INSTITUTE OF PUBLIC RELATIONS MALAYSIA

Code of Professional Conduct

This Code defines and implements Rule 4 (i) of the Constitution of the Institute of Public Relations under the heading "Objects", namely to encourage and foster the observance of high professional standards by its members and to establish and prescribe such standards. Public Relations is concerned with the effect of conduct on reputation. The following principles have been laid down to embody this concept and enhance relations between the Institute's members and the public to whom they are directly or indirectly responsible in the performance of their duties.

  1. A member shall conduct his professional activities with respect for the public interest.

  2. A member shall at all times deal fairly and honestly with his client or employers past or present, with his fellow members and with the general public.

KEWARTAWANAN

KOD ETIKA KEWARTAWANAN MALAYSIA

KATA PENGANTAR

Chamil Wariya

BAB 1

PENGENALAN

Kod Etika Penyiaran RTM

1.1 PRAKATA

Kod Etika Penyiaran RTM merupakan garis panduan kepada penyiar RTM sama ada Penerbit, Pengarah, Pembekal Rancangan, Pengiklan, Juruhebah, Wartawan, Pengacara, Pembaca Berita, Karyawan, Artis, petugas atau sesiapa saja yang melibatkan diri dalam penyiaran RTM.

Kod Etika ini mencatatkan garis panduan kepada setiap bahan penyiaran yang disiarkan melalui radio dan televisyen RTM atau apa-apa yang terkandung dalam bahan penyiaran RTM.

Kod ini menggariskan RTM adalah saluran penyiaran Kerajaan dan ia berkepentingan politik Kerajaan Malaysia.