MM-2131/TM-4149 Manajemen
Industri
SYLABUS
Introduction to Management and Organization (Week-1, Week-2)
Foundation of Planning and Decision Making (Week-3, Week-4)
Organizational Structure and Design (Week-5, Week-6)
Human Resource Management (Week-7, Week-8)
Motivation and Leadership (Week -9, Week-10)
Managing Operations and Quality Control (Week-11, Week-12)
Case studies (Week-13, Week-14)
Introduction to Management
WHO ARE MANAGERS?
Manager Someone who works with and through other
people by coordinating and integrating their work activities in order to accomplish organizational goals.
MANAGERIAL LEVELS
WHAT IS MANAGEMENT PURPOSE?
Managerial ConcernsEfficiency
“Doing things right” Getting the most output
for the least inputs
Effectiveness “Doing the right things”
Attaining organizationalgoals
WHAT DO MANAGERS DO?
Management Functions
WHAT DO MANAGERS DO? (2) Management Roles
Interpersonal roles Figurehead, Leader, Liason
Informational roles Monitor,
Disseminator, Spokesperson
Decisional roles Disturbance Handler, Resource allocator, Negotiator
WHAT DO MANAGERS DO? (3)
Conceptual Skills The ability to think and conceptualize about abstract and complex situations concerning the organization
Skills Approach
Human SkillsThe ability work well with other people
Technical skills Knowledge and proficiency in a specific field
ANOTHER MANAGER SKILLS
Communication SkillsAbility to transform ideas into words and
actionsCredibility among colleagues, peers, and
subordinatesListening and asking questionsPresentation skills; spoken format, written
and/or graphic formats
ANOTHER MANAGER SKILLS
Effectiveness Skills Contributing to corporate mission/departmental
objectives Customer focus Multitasking: working at multiple tasks in parallel Negotiating skills Project management Reviewing operations and implementing
improvements Setting and maintaining performance standards
internally and externally Setting priorities for attention and activity Time management
WHAT IS AN ORGANIZATION?
An Organization Defined A deliberate arrangement of people to
accomplish some specific purpose
Common Characteristics of Organizations Have a distinct purpose (goal) Composed of people Have a deliberate structure
WHY STUDY MANAGEMENT ?
Universality of Management
The Reality of Work
Rewards and Challenge of Being Manager
DEVELOPMENT OF MAJOR MANAGEMENT THEORIES
Historical Background
Classical Approaches
Quantitative Approach
Behavioral Approaches
Contemporary
Approaches
Egyptian Pyramids and
Great Wall
Adam Smith
Industrial Revolution
Scientific Management
General Administrative
Hawthorne Studies
Early Advocates
Organizational Behavior
Systems Approach
ContingencyApproach
HISTORICAL BACKGROUND OF MANAGEMENT
Ancient Management Egypt (pyramids) and China (Great Wall) Venetians (floating warship assembly lines)
Adam Smith Published “The Wealth of Nations” in 1776
Advocated the division of labor (job specialization) to increase the productivity of workers
Industrial Revolution Substituted machine power for human labor Created large organizations in need of
management
MAJOR APPROACHES TO MANAGEMENT
Scientific Management General Administrative Theory Quantitative Management Organizational Behavior Systems Approach Contingency Approach
DEVELOPMENT OF MAJOR MANAGEMENT THEORIES
Historical Background
Classical Approaches
Quantitative Approach
Behavioral Approaches
Contemporary
Approaches
Egyptian Pyramids and
Great Wall
Adam Smith
Industrial Revolution
Scientific Management
General Administrative
Hawthorne Studies
Early Advocates
Organizational Behavior
Systems Approach
ContingencyApproach
SCIENTIFIC MANAGEMENT
Fredrick Winslow TaylorThe “father” of scientific management
Frank and Lillian GilbrethFocused on increasing worker productivity
through the reduction of wasted motionDeveloped the microchronometer to time
worker motions and optimize performance
HOW DO TODAY’S MANAGERS USE SCIENTIFICMANAGEMENT?
Use time and motion studies to increase productivity
Hire the best qualified employees
Design incentive systems based on output
DEVELOPMENT OF MAJOR MANAGEMENT THEORIES
Historical Background
Classical Approaches
Quantitative Approach
Behavioral Approaches
Contemporary
Approaches
Egyptian Pyramids and
Great Wall
Adam Smith
Industrial Revolution
Scientific Management
General Administrative
Hawthorne Studies
Early Advocates
Organizational Behavior
Systems Approach
ContingencyApproach
GENERAL ADMINISTRATIVE THEORISTS
Henri FayolBelieved that the practice of management
was distinct from other organizational functions
Developed fourteen principles of management that applied to all organizational situations
Max WeberDeveloped a theory of authority based on
an ideal type of organization (bureaucracy) Emphasized,rationality, predictability, impersonality,
technical competence, and authoritarianism
DEVELOPMENT OF MAJOR MANAGEMENT THEORIES
Historical Background
Classical Approaches
Quantitative Approach
Behavioral Approaches
Contemporary
Approaches
Egyptian Pyramids and
Great Wall
Adam Smith
Industrial Revolution
Scientific Management
General Administrative
Hawthorne Studies
Early Advocates
Organizational Behavior
Systems Approach
ContingencyApproach
QUANTITATIVE APPROACH TO MANAGEMENT
Also called operations research or management science
Evolved from mathematical and statistical methods developed to solve WWII military logistics and quality control problems
Focuses on improving managerial decision making by applying: Statistics, optimization models, information models,
and computer simulations
DEVELOPMENT OF MAJOR MANAGEMENT THEORIES
Historical Background
Classical Approaches
Quantitative Approach
Behavioral Approaches
Contemporary
Approaches
Egyptian Pyramids and
Great Wall
Adam Smith
Industrial Revolution
Scientific Management
General Administrative
Hawthorne Studies
Early Advocates
Organizational Behavior
Systems Approach
ContingencyApproach
UNDERSTANDING ORGANIZATIONAL BEHAVIOR
Organizational Behavior (OB) The study of the actions of people at work; people
are the most important asset of an organization
Early OB Advocates
Robert Owen
Hugo Munsterberg
Mary Parker Follett
Chester Barnard
THE HAWTHORNE STUDIES
A series of productivity experiments conducted at Western Electric from 1927 to 1932.\
Experimental findings Productivity unexpectedly increased under
imposed adverse working conditions. The effect of incentive plans was less than
expected.
Research conclusion Social norms, group standards and attitudes more
strongly influence individual output and work behavior than do monetary incentives.
DEVELOPMENT OF MAJOR MANAGEMENT THEORIES
Historical Background
Classical Approaches
Quantitative Approach
Behavioral Approaches
Contemporary
Approaches
Egyptian Pyramids and
Great Wall
Adam Smith
Industrial Revolution
Scientific Management
General Administrative
Hawthorne Studies
Early Advocates
Organizational Behavior
Systems Approach
ContingencyApproach
THE SYSTEMS APPROACH
System Defined A set of interrelated and interdependent parts
arranged in a manner that produces a unified whole.
Basic Types of Systems Closed systems
Are not influenced by and do not interact with their environment (all system input and output is internal).
Open systems Dynamically interact to their environments by taking in
inputs and transforming them into outputs that are distributed into their environments.
IMPLICATIONS OF THE SYSTEMS APPROACH
Coordination of the organization’s parts is essential for proper functioning of the entire organization.
Decisions and actions taken in one area of the organization will have an effect in other areas of the organization.
Organizations are not self-contained and, therefore, must adapt to changes in their external environment.
DEVELOPMENT OF MAJOR MANAGEMENT THEORIES
Historical Background
Classical Approaches
Quantitative Approach
Behavioral Approaches
Contemporary
Approaches
Egyptian Pyramids and
Great Wall
Adam Smith
Industrial Revolution
Scientific Management
General Administrative
Hawthorne Studies
Early Advocates
Organizational Behavior
Systems Approach
ContingencyApproach
THE CONTINGENCY APPROACH
Contingency Approach Defined
Also sometimes called the situational approach.
There is no one universally applicable set of management principles (rules) by which to manage organizations.
Organizations are individually different, face different situations (contingency variables), and require different ways of managing.
ANY QUESTIONS