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Presentasi Kelompok 2, Definisi Dan an Manajemen

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The Basic Meaning and The Development of Management

Alfan B. K. 12107002

Binsar K. 12107003

Lintang L. 12107005

Basic Meaning . of Management

Alfan B.K

OUTLINE

Development of Management

Classical Behaviorist System Model Network

Binsar K. Lintang L.

Conclusion

References

Management

Manus Agere

To lead by the hand

A guide

To execute a program

Defined type of approach or system

N e e d s

Management: Getting people together to achieved desired goals and objectives

is the organizational process that includes strategic planning, setting objectives, managing resources, deploying the human and financial assets needed to extract mineral or coal resources to achieve profits.

MeasureManage -ment

Plan

Execute

The management of a mining company may have about five levels:

TOP MIDDLE

LOW

FOREMAN

RANK AND FILE

CLASSICAL MANAGEMENT

BEHAVIORIST

SYSTEMS MODEL

NETWORK

based on the principle of specialization, centralization, formality and strong hierarchical systems relating to the authority and supervision, to improve efficiency and productivity

Federick W. Taylor(1856 - 1915)

- Best method for each work - Worker selection - Staff s education development - Different wage system for each work

Hendry L.Gantt(1816 - 1919)

Scheduling and Rewarding Employees

Lillian M.Gilberth(1878-1972)

3 employee s positions : - Preparing for promotion - Workers execute tasks - Train replacement

Scientific Management ApproachWeakness- Weak in the human approach being - ignoring the human needs - Emphasis on productivity which can exploit workers

Henry Fayol(1841-1925)

- The function of management - 14 principle of management

Max Weber (1864-1920)

Bureaucratic management

Weakness:Only for stable organization and predictable environment.

Human Relation

BehavioristBehavioral Science Approach

Hawthorne Experiment(Elton Mayo 1880 1949)

The concept of

social mansocial psychological

productivity

Weakness: improving working conditions and employee satisfaction is only one of several factors that affect productivity Different man = different behavior

Organization

Recognize & Fulfill

pessimistwork conditionsreward & punishment

optimistdoing humanistic approach encourage performanceencourage personal growth

Weakness:Very complicated and abstract for managers in the field, due to a lack of knowledge of behavioral theories

C. SYSTEM MODEL

1. Contingency TheorySYSTEM MODEL2. Open Systems Model

1. Contingency TheorySo called organic systems (as opposite to a mechanistic system)The characteristics: *Adapted fr m Neimark & Ti ker, Figure 1, p. 370 - The substance is a human being is not the task. - Less emphasis hierarchy - The structure are linked to one another, flexible, and in the group form - There s a connection in values, beliefs and norms - Structure control : one by one all structures

2. Open Systems Model (developed since 1870's)The assumptions : - All structures depend to one another - Open - giving the reaction to environmental - Totality in group - Rational - Objectivity - The importance of cooperation and a compact group

3 main aspects : - Organization is a series of connected parts. - In dynamic environment - Management function: To diagnose characteristic of environment and choose suitable form of the organization.

D. NetworkLoosely combined organizations Cooperative Continuity in social, economical, enviromental, technological NETWORK Transformational leadership The management of meaning, mission and vision Synergies and alliances

an integrative model which is suitable to the conditions of the organization

Management is needed to achieve better result and maximum efficiency

CONCLUSIONClassical -Increased work efficiency with bonuses Behaviorist -Social relationships affect work productivity System Model -System depends on the level of environmental change Network -Units to form networks and alliances on the inside and outside the organization to achieve higher synergies and better result -Patterns require leadership that can make the transformation and the pattern of change

-Do not see the need for individual human being

-View of human needs rather than just the economic side, but also social

-Managerial task is to diagnose the nature of the environment and choosing an appropriate form of organization

Gomez-Mejia, Luis R.; David B. Balkin and Robert L. Cardy (2008). Management: People, Performance, Change, 3rd edition. New York, New York USA: McGraw-Hill. Arif,Irwandy. Manajemen Tambang. Institut Teknologi Bandung. 2004 Dale, Ernest. Management : theory and practice. Rex Bookstore, Inc. 1969 Craig, S. (2009, January 29). Merrill Bonus Case Widens as Deal Struggles. Wall Street Journal. www.managementguru.com www.community-siutao.com

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