Manajemen

Sebuah Pengantar
Subagyo http://subagyo.staff.ugm.ac.id

Iegmubetter

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On Theory

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A theory is an answer to a question.

To understand a theory, one must first understand the question that it answers [Stuart A. Umpleby, The George Washington University]

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Manajemen:

Iegmubetter

Seni dalam menyelesaikan pekerjaan melalui orang lain [M.P. Follet] Proses perencanaan, pengorganisasian, pengarahan, dan pengawasan usaha-usaha para anggota organisasi dan penggunaan sumberdaya organisasi untuk mencapai tujuan organisasi [Stoner] Manajemen sebagai

Ilmu dan Seni; Profesi

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Kenapa Butuh Manajemen

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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?

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Manager

The individual responsible for achieving organizational objectives through efficient and effective utilization of resources. Human, financial, physical, and informational 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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The Managers Resources

Performance

What Do Managers Do?

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Management Functions (Different Scope at job level) Planning

Organizing

Setting objectives and determining in advance exactly (?) how the objectives will be met. Monitor for Change and Anticipate or React PDCA Plan Do Check - Act Delegating and coordinating tasks and allocating resources to achieve objectives. Influencing employees to work toward achieving objectives. Setting an Example (Shadow of the Leader) Establishing and implementing mechanisms to ensure that objectives are achieved.
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Leading

Controlling

Tingkatan Manajemen

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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

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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 to accomplish a specific task.
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Non-Management

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Individual Contributors (ICs)

Non-management operative employees

Workers in the organization who are supervised 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 Levels and Functional Areas

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INDIVIDUAL CONTRIBUTORS OFTEN REPORT ANYWHERE

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Tugas Penting Manajer

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Bekerja dengan dan melalui orang lain Memadukan dan menyeimbangkan tujuan-tujuan yang saling bertentangan dan menetapkan prioritas Bertanggung-jawab dan mempertanggungjawabkan. Mampu berpikir analitis dan konseptual Mediator Politisi Diplomat Mengambil keputusan-keputusan sulit.
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Kegiatan Manajer

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Interaksional (Management Roles)

Administratif

Peranan interpersonal Figurehead, leader, and liaison Peranan informasional Monitor, disseminator, and spokesperson Peranan pengambilan keputusan Entrepreneur, disturbance handler, resource allocator, and negotiator Pemrosesan kertas kerja Penyiapan dan administrasi anggaran Monitoring kebijakan dan prosedur Pemeliharaan stabilitas operasi
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Kegiatan Manajer

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Kegiatan Teknis

Pekerjaan dengan peralatan-peralatan Pemecahan masalah teknis Pelaksanaan fungsi-fungsi teknis Pengaturan waktu Pengembangan karier pribadi Keterlibatan dalam kehidupan pribadi
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Kegiatan Pribadi

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Ketrampilan Manajer

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Conceptual skills and Decision Making

Kemampuan koordinasi dan integrasi kepentingan dan kegiatan organisasi serta pengambilan keputusan. Untuk membangun partisipasi Perluasan ketrampilan konseptual Penguasaan alat, prosedur, dan teknik-teknik tertentu.

Human skills

Administrative skills

Technical skills

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Contoh Soal:

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Masuk kategori ketrampilan manajemen apa?

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Sejarah Manajemen

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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

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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

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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

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Peningkatan produktivitas:
1. Penemuan best possible person 2. Penciptaan best possible work 3. Penggunaan best possible effect untuk

memotivasi karyawan.

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Manajemen Modern: Contingency approaches

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The main proposition in contingency approaches is that the effectiveness of a given leadership style is contingent on the situation, implying that certain leader behaviors will be effective in some situations but not in others.

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Management History

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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 and Challenges [Lussier, 2006, Management Fundamentals]

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Knowledge, Learning, Quality, and Continuous Improvement

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
Involves everyone in an organization in sharing knowledge and applying it to continuously improve products and processes.
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Knowledge Management

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New Workplace Issues and Challenges [Lussier, 2006, Management Fundamentals]

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Change, Creativity, Innovation, and Entrepreneurship

Knowledge management requires that people change in order to continually improve. The speed of change in modern business has increased because of globalization and changes in technology and other factors. Creativity is coming up with new ideas for improvements, and innovation is implementing those ideas. Entrepreneurship is about generating creative ideas and using them through innovation.

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New Workplace Issues and Challenges [Lussier, 2006, Management Fundamentals]

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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.
Managerial integrity Situational responses

Ethics and Social Responsibility

e. g. Gempa Yogyakarta
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New Workplace Issues and Challenges [Lussier, 2006, Management Fundamentals]

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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

Iegmubetter

Pelajari pemikiran tokoh-tokoh manajemen (minimal satu tiap era). Susun paper maksimal 15 lembar yang berisi tentang komparasi pemikiran tokoh-tokoh manajemen tersebut. Didiskusikan dan dikumpulkan paling lambat:

Rabu Depan

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