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ManajemenSebuah Pengantar

Subagyo

http://subagyo.staff.ugm.ac.id

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On Theory

A theory is an answer to a question.

To understand a theory, one must

first understand the question that itanswers [Stuart A. Umpleby, The George Washington University]

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Manajemen:

Senidalam menyelesaikan pekerjaan melalui oranglain [M.P. Follet]

Prosesperencanaan, pengorganisasian, pengarahan,

dan pengawasan usaha-usaha para anggotaorganisasi dan penggunaan sumberdaya organisasiuntuk mencapai tujuanorganisasi [Stoner]

Manajemen sebagai

Ilmudan Seni;

Profesi

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Kenapa Butuh Manajemen

Untuk mencapai tujuan.

Untuk menyeimbangkan tujuan-tujuan yang

saling bertentangan. Untuk mencapai efektivitas dan efisiensi.

Peter Drucker:Effective: Doing the right things

Efficient: Doing things right

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What Is a Managers Responsibility?

Manager The individual responsible for achieving

organizational objectives through efficient and

effective utilization of resources. The Managers Resources

Human, financial, physical, and informational

Performance Means of evaluating how effectively and efficiently

managers use resources to achieve objectives.

Today often means How as well as What

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What Do Managers Do? Management Functions (Different Scope at job level)

Planning Setting objectives and determining in advance exactly (?)how

the objectives will be met. Monitor for Change and Anticipate or React

PDCAPlanDoCheck - Act Organizing

Delegating and coordinating tasks and allocating resources toachieve objectives.

Leading Influencing employees to work toward achieving objectives. Setting an Example (Shadow of the Leader)

Controlling Establishing and implementing mechanisms to ensure that

objectives are achieved.

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Tingkatan Manajemen

First-Line Manager Crew Leader Foremen Supervisor

Middle Manager Department head Sales manager Superintendent

Top Manager General Manager Director President Director Vice President CEO

Manajemen Operatif:Pengarahan dengan

memotivasi, supervisi,

dan komunikasi.

Manajemen Administratif:Penentuan Tujuan, Perencanaan,

Pengorganisasian, Penyusunan

Personalia, dan Pengawasan.

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Types of Managers

General Managers

Supervise the activities of several departments.

Functional Managers

Supervise the activities of related tasks.

Common functional areas: Marketing/Sales/Product Development Operations/Production/Services Delivery Finance/Accounting Human Resources/personnel management Infrastructure (IT, Real Estate, Legal)

Project Managers

Coordinate employees across several functional departments toaccomplish a specific task.

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Non-Management

Individual Contributors (ICs)

Non-management operative employees

Workers in the organization who aresupervised by first-line managers.

Professionals/Specialists/Technicians

(Knowledge Workers)

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Manajer Fungsional

Manajer yang mengelola satu fungsi, misal:

Manajer Pemasaran

Manajer Personalia Manajer Produksi

Manajer R&D

Manajer Keuangan

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Example of Management Levelsand Functional Areas

INDIVIDUAL CONTRIBUTORS OFTEN REPORT ANYWHERE

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Tugas Penting Manajer

Bekerja dengan dan melalui orang lain

Memadukan dan menyeimbangkan tujuan-tujuanyang saling bertentangan dan menetapkan prioritas

Bertanggung-jawab dan mempertanggung-jawabkan.

Mampu berpikir analitis dan konseptual

Mediator

Politisi Diplomat

Mengambil keputusan-keputusan sulit.

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Kegiatan Manajer

Interaksional (Management Roles) Peranan interpersonal

Figurehead, leader, and liaison

Peranan informasional

Monitor, disseminator, and spokesperson Peranan pengambilan keputusan

Entrepreneur, disturbance handler, resource allocator, andnegotiator

Administratif Pemrosesan kertas kerja Penyiapan dan administrasi anggaran Monitoring kebijakan dan prosedur Pemeliharaan stabilitas operasi

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Kegiatan Manajer

Kegiatan Teknis

Pekerjaan dengan peralatan-peralatan

Pemecahan masalah teknis

Pelaksanaan fungsi-fungsi teknis

Kegiatan Pribadi

Pengaturan waktu

Pengembangan karier pribadi

Keterlibatan dalam kehidupan pribadi

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Ketrampilan Manajer

Conceptual skills and Decision Making

Kemampuan koordinasi dan integrasi kepentingan dankegiatan organisasi serta pengambilan keputusan.

Human skills Untuk membangun partisipasi

Administrative skills

Perluasan ketrampilan konseptual

Technical skills Penguasaan alat, prosedur, dan teknik-teknik tertentu.

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Contoh Soal:

Masuk kategori ketrampilan manajemen apa?

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Sejarah Manajemen

1870-1930: Manajemen Ilmiah F.W. Taylor

Frank and Lillian Gilbreth

H. Gantt

H. Emerson

1900-1940: Teori Organisasi Klasik H. Fayol

J.D. Mooney

M.P. Follett

H. Simon

C.I. Banard

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Sejarah Manajemen

1930-1940: Hubungan Manusiawi Hawthorne Studies Elton Mayo Fritz Roethlisberger Hugo Munsterberg

1940-Sekarang: Manajemen Modern A. Maslow C. Argyris D. McGregor E. Schien D. McCleland R. Blake & J. Mouton E. Dale Peter Drucker

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Manajemen Ilmiah: H. Emerson

Tujuan dirumuskan dengan jelas

Kegiatan masuk akal

Staf yang cakap

Disiplin Balas jasa yang adil

Laporan terpercaya, segera, akurat, dan ajeg.

Perintah-perencanaan-dan pengurutan kerja

Standar dan jadwal

Kondisi, operasi, dan instruksi yang standar

Insentif efisiensi

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Hubungan Manusiawi: H.Munsterberg

Peningkatan produktivitas:

1. Penemuan best possible person

2. Penciptaan best possible work

3. Penggunaan best possible effect untukmemotivasi karyawan.

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Manajemen Modern:Contingency approaches

The main proposition in contingencyapproaches is that the effectiveness of agiven leadership style is contingent on the

situation, implying that certain leaderbehaviors will be effective in some situationsbut not in others.

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Management History

F Taylor:

Give me your hands

Tom Peters:

Give me your hands and your head

Searching for efficiency!!!!

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New Workplace Issues andChallenges [Lussier, 2006, Management Fundamentals]

Knowledge, Learning, Quality, and ContinuousImprovement

Information is the foundation of knowledge which, in turn,

is the foundation of competitive advantage. People(employees) are the competitive advantage!

Knowledge workers

The learning organization

Knowledge Management Involves everyone in an organization in sharing knowledge

and applying it to continuously improve products andprocesses.

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New Workplace Issues andChallenges [Lussier, 2006, Management Fundamentals]

Change, Creativity, Innovation, and Entrepreneurship

Knowledge management requires that people changeinorder to continually improve.

The speed of change in modern business has increasedbecause of globalization and changes in technology andother factors.

Creativityis coming up with new ideas for improvements,and innovationis implementing those ideas.

Entrepreneurshipis about generating creative ideas andusing them through innovation.

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New Workplace Issues andChallenges [Lussier, 2006, Management Fundamentals]

Participative Management, Empowerment,and Teams Empowering employees to share in performing

management functions by working in teams. Learning organizations manage knowledge well by

empowering teams to be creative and innovative.

Ethics and Social Responsibility Managerial integrity Situational responses

e. g. Gempa Yogyakarta

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New Workplace Issues andChallenges [Lussier, 2006, Management Fundamentals]

Networking and Boundaryless Relationships

Electronic networks

Beware the informality of e-mail, miss-interpreted

messages and first impressions Can be distracting/off task

Relationship networks

Virtual integration

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Tugas

Pelajari pemikiran tokoh-tokoh manajemen(minimal satu tiap era).

Susun paper maksimal 15 lembar yang berisitentang komparasi pemikiran tokoh-tokohmanajemen tersebut.

Didiskusikan dan dikumpulkan paling lambat:

Rabu Depan