Kelompok 2

The Basic Meaning and The Development

of Management

Alfan B. K.12107002 Binsar K.

12107003

Lintang L.12107005

Outline & Job Allocation

.

OUTLINELintang L.

Binsar K.•Classical•Behaviorist•System Model•Network

Basic Meaning of Management

Development of Management

Conclusion

References

Alfan B.K

Introduction

Management

Manus Agere

“To lead by the hand”

Definition

A guide

To execute a program

Needs

Defined type of approach or

system=PLA

N

So what is management ?

So what is management ?

Management:

Getting people together to achieved desired goals and objectives

About Mine Management

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.

A continuing Cycle

Manage-ment

Plan

Execute

Measure

Multi-divisional Management Hierarchy

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

TOP

MIDDLE

LOW

FOREMAN

RANK AND FILE

THE DEVELOPMENT OF MANAGEMENT’S CONCEPT

BEHAVIORIST SYSTEMS MODEL NETWORKCLASSICAL MA

NAGEMENT

.

Classic Concepts

Scientific Management Approach

Administrative Management Approach

CLASSICAL MANAGEMENT 

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

• Hendry L.Gantt (1816 - 1919)

• Lillian M.Gilberth (1878-1972)

• Federick W. Taylor (1856 - 1915)

Scheduling and Rewarding Employees

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

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

Scientific Management Approach

Scientific Management Approach

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

Weakness

- The function of management- 14 principle of management

Bureaucratic management

 ADMINISTRATIVE MANAGEMENT APPROACH

• Henry Fayol(1841-1925)

• Max Weber (1864-1920)

 ADMINISTRATIVE MANAGEMENT APPROACH

Weakness:

Only for stable organization and predictable environment.

Behaviorist

Human Relation

Behavioral Science Approach

Behaviorist

Hawthorne Experiment (Elton Mayo 1880 – 1949)

The concept of social man

•social•psychological

productivity

Human Relations

Human Relations

• improving working conditions and employee satisfaction is only one of several factors that affect productivity

• Different man = different behavior

Weakness:

Maslow

Organization

Recognize &

Fulfill

satisfi

ed

Behavioral Science Approach 

Behavioral Science Approach 

MANAGER

PRODUCTIVITY

Douglas Mc

Gregor

(1906-1964)pessimist optimist

work conditions

reward &

punishment

doing humanistic approach

encourage performance

encourage personal growth

Behavioral Science Approach 

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

Weakness:

C. SYSTEM MODEL

1. Contingency Theory

2. Open Systems Model

SYSTEM MODEL

So called organic systems (as opposite to a mechanistic system)

1. Contingency Theory

The characteristics: - 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

*Adapted from Neimark & Tinker, Figure 1, p. 370

2. Open Systems Model (developed since 1870's)

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.

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

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

Cooperative

Synergies and alliances

Transformational leadership

Loosely combined organizations

Continuity in social, economical, enviromental, technological

The management of meaning, mission and vision

NETWORK

D. Network

CONCLUSION

Management is needed to achieve better result and maximum efficiency

Without management!!

Classical Behaviorist System Model Network-Increased work efficiency with bonuses

-Do not see the need for individual human being

-Social relationships affect work productivity

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

-System depends on the level of environmental change

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

-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

CONCLUSION

Referrences

• 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

THANK YOU

ANY

QUESTION?