Siapa yang membutuhkan manajemen ?
Perusahaan (bisnis)
Semua tipe organisasi
Semua tipe kegiatan
Mengapa manajemen dibutuhkan ?
1. Untuk mencapai tujuan organisasi
2. Untuk menjaga keseimbangan di antara tujuan-tujuan yang saling bertentangan
3. Untuk mencapai efisiensi dan efektifitas
1–3
• Management– The planning, organizing, leading, and controlling
of human and other resources to achieve organizational goals effectively and efficiently.
• Managers– The people responsible for supervising the use of
an organization’s resources to meet its goals.
• Resources are organizational assets– People Skills Knowledge
Information– Raw materials Machinery Financial capital
WHAT IS MANAGEMENT?
4
MANAGEMENT IS…
EffectivenessEffectiveness
EfficiencyEfficiencyGetting workdone through
others
Getting workdone through
others
5
• Efficiency (Focus on Process/means)– Getting work done with a minimum of
effort, expense, or waste– Doings things right—most output for
least input
• Effectiveness (Focus on ends)– Accomplishing tasks that help fulfill
organizational objectives– Doing the right things (you do your job
well)
EFFICIENCY AND EFFECTIVENESS
Peter Drucker mengatakan bahwa:
• Efektifitas adalah melakukan pekerjaan yang benar (doing the right things)
• Efisiensi adalah melakukan pekerjaan dengan benar (doing things right)
© Copyright 2004 McGraw-Hill. All rights reserved . 1–9
• Identifying and selecting appropriate goals and courses of action for an organization.– The planning function determines how
effective and efficient the organization is and determines the strategy of the organization.
• Three Steps in the Planning Process:– Deciding which goals to pursue.– Deciding what courses of action to adopt.– Deciding how to allocate resources.
PLANNING
1–10
• Structuring working relationships in a way that allows organizational members to work together to achieve organizational goals.
• Organizational Structure– A formal system of task and reporting
relationships that coordinates and motivates organizational members.
– Creating organizational structure:• Grouping employees into departments according to
the tasks performed.• Laying out lines of authority and responsibility for
organizational members.
ORGANIZING
• Staffing is a process of – Getting right people, for right job, at right
time.
• People are asset for an organisation.– Attracting people to the organization.– Creating good working conditions– Specifying job responsibilities and training.– Grouping jobs into work units and
development.
FUNCTIONS OF MANAGEMENT(STAFFING)
• Leading is a process of – Inspiring, motivating or directing people so
that they will contribute to organizational objective.
• Leading involves motivation, leadership theories and communication.
• An important role of a manager is to motivate the people working on a project.
FUNCTIONS OF MANAGEMENT(LEADING)
1–13
• Evaluating how well an organization is achieving its goals and taking action to maintain or improve performance.– Monitoring individuals, departments, and
the organization to determine if desired performance standards have been reached.
– Taking action to increase performance as required.
– The outcome of control is the ability to measure performance accurately and to regulate the organization for efficiency and effectiveness.
CONTROLLING
RESPONSIBILITIES OF TOP MANAGERS
15
Creating a context for changeCreating a context for change
Developing commitmentand ownership in employees
Developing commitmentand ownership in employees
Creating a positive organizational culture through language and actionCreating a positive organizational
culture through language and action
Monitoring their business environmentsMonitoring their business environments
RESPONSIBILITIES OF MIDDLE MANAGERS
16
Coordinate and link groups, departments, and divisions
Coordinate and link groups, departments, and divisions
Monitor and manage the performance of subunits and managers who report to them
Monitor and manage the performance of subunits and managers who report to them
Implement changes or strategies generated by top managers
Implement changes or strategies generated by top managers
Plan and allocate resources to meet objectivesPlan and allocate resources to meet objectives
RESPONSIBILITIES OF FIRST-LINE MANAGERS
17
Manage the performance of entry-level employees
Manage the performance of entry-level employees
Encourage, monitor, and reward the performance of workers
Encourage, monitor, and reward the performance of workers
Teach entry-level employees how to do their jobsTeach entry-level employees how to do their jobs
Make detailed schedules and operating plansMake detailed schedules and operating plans
20
MANAGEMENT SKILLS (R. L. KATZ)
Conceptual SkillsConceptual Skills
Human SkillsHuman Skills
Technical SkillsTechnical Skills
Top Managers
Middle Managers
First line Managers
Top Managers
Middle Managers
First line Managers
21
• Technical skills– Knowledge and proficiency in a
specific field.– Resource Management (Different)
• Human skills– Networking within and outside the
organization.– Working in teams.– Monitoring and coaching– Understanding of cultural differences
MANAGEMENT SKILLS
22
• Conceptual skills
– Ability to identify opportunities– Recognize problem areas and its
solutions– Understating of business model– Ability to transform ideas into words
and actions.
MANAGEMENT SKILLS