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MANAGEMENTMANAGEMENT
Drs. Broto M.P.,MMDrs. Broto M.P.,MM
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MANAGEMENTMANAGEMENT ( OUTLINE 1)( OUTLINE 1)
1.1. IntroductionIntroductionViews of ManagementViews of ManagementHistorical of Management ScienceHistorical of Management Science
2.2. The Manager EnvironmentThe Manager EnvironmentEnvironment of OrganizationEnvironment of OrganizationSWOT AnalyzeSWOT AnalyzeCompetitive AdvantageCompetitive Advantage
3.3. PlanningPlanningPlanning ProcessPlanning ProcessStrategic Plan & Operational PlanStrategic Plan & Operational PlanStrategic ManagementStrategic ManagementDecision Making & Problem SolvingDecision Making & Problem SolvingManagement By ObjectiveManagement By Objective
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Outline management (2)Outline management (2)OrganizingOrganizing
Organization PrinciplesOrganization PrinciplesOrganization StructureOrganization StructureTypes of organizationTypes of organizationHuman Resources ManagementHuman Resources Management
LeadingLeadingCoordinationCoordinationCommunicationCommunicationMotivationMotivationLeadershipLeadershipManagement ConflictManagement Conflict
ControllingControllingThe Controlling processThe Controlling processTypes of ControlTypes of ControlThe method of controlThe method of control
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BibliographyBibliography
James A Stoner – James A Stoner – ManagementManagement
Stephen P Robins, Mary Coulter – Stephen P Robins, Mary Coulter – ManagementManagement
John R Schemerhorn Jr – John R Schemerhorn Jr – ManagementManagement
Heinz Weihrich, Harold Koontz – Heinz Weihrich, Harold Koontz – Management A Global Management A Global PerspectivePerspective
Straub & Attner - Straub & Attner - Introduction To BusinessIntroduction To Business
Frank M.Go, Mary L Monachello, Tom Braun -Frank M.Go, Mary L Monachello, Tom Braun -Human Human Resource Management in the Hospitality Industry Resource Management in the Hospitality Industry
T.Hani HandokoT.Hani Handoko - Manajemen - Manajemen
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ManagementManagement
Management is the process of coordinating Management is the process of coordinating work activities so that they are completed work activities so that they are completed efficiently and effectively with and through efficiently and effectively with and through other peopleother people
Manajemen adalah proses pengkoordinasian Manajemen adalah proses pengkoordinasian kegiatan-kegiatan pekerjaan sehingga pekerjaan kegiatan-kegiatan pekerjaan sehingga pekerjaan tersebut terselesaikan secara efisien dan efektif tersebut terselesaikan secara efisien dan efektif dengan dan melalui orang laindengan dan melalui orang lain
Management is the process of setting and Management is the process of setting and achieving goals through and with other peopleachieving goals through and with other people
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Management & Human Management & Human ResourcesResources
Management is the process of Management is the process of planning,organizing,leading,and planning,organizing,leading,and controlling the use of resources to controlling the use of resources to accomplish performance goalsaccomplish performance goals
Human resources are the Human resources are the people,individuals, and groups that people,individuals, and groups that help organizations produce goods or help organizations produce goods or services.services.
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Management is a science Management is a science and artand art
Managing as practice is an art, the organized Managing as practice is an art, the organized knowledge underlying the practice is a scienceknowledge underlying the practice is a science
SeniSeni adalah ketrampilan/skill yang dapat dikuasai adalah ketrampilan/skill yang dapat dikuasai seseorang karena latihan,bakat kodrati atau pengalaman seseorang karena latihan,bakat kodrati atau pengalaman
Sebagai Sebagai seniseni para manajer perlu memiliki manajerial skill para manajer perlu memiliki manajerial skill yang diperoleh dari pembawaan kodrati, pelatihan, yang diperoleh dari pembawaan kodrati, pelatihan, pengalaman atau ketiga-tiganya dan mampu memilih cara pengalaman atau ketiga-tiganya dan mampu memilih cara yang tepat sesuai situasi yang dibutuhkan, berdasarkan yang tepat sesuai situasi yang dibutuhkan, berdasarkan pertimbangan instuisipertimbangan instuisi
Sebagai Sebagai ilmuilmu, manajemen telah diakui sebagai ilmu , manajemen telah diakui sebagai ilmu pengetahuan yang memenuhi persyaratan penyusunan pengetahuan yang memenuhi persyaratan penyusunan secara ilmiah secara ilmiah ( scientific method ) ( scientific method ) dan bekerja secara dan bekerja secara sistematis berdasarkan teori-teori ilmu pengetahuan dan sistematis berdasarkan teori-teori ilmu pengetahuan dan dapat diterima akaldapat diterima akal
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Resources of firmResources of firm
Man ( People) Man ( People) Money ( capital)Money ( capital)MaterialsMaterialsMachineMachineMethodMethodMarketMarket
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TugasTugas
Bagi seluruh kelas menjadi 6 kelompok, diminta Bagi seluruh kelas menjadi 6 kelompok, diminta setiap kelompok mengamati kegiatan yang terjadi setiap kelompok mengamati kegiatan yang terjadi di :di :
Kelompok A : SupermarketKelompok A : SupermarketKelompok B : RestoranKelompok B : RestoranKelompok C : Toko BukuKelompok C : Toko BukuKelompok D : SalonKelompok D : Salon
Kelompok E : Manufacture (Produksi)Kelompok E : Manufacture (Produksi) Kelompok F : PerpustakaanKelompok F : Perpustakaan
Buat presentasi bagaimana mereka beroperasi, bila Buat presentasi bagaimana mereka beroperasi, bila perlu tampilkan foto/rekaman kegiatan dimaksudperlu tampilkan foto/rekaman kegiatan dimaksud
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EFFICIENCY & EFFICIENCY & EFFECTIVENESSEFFECTIVENESS
Efficiency :Efficiency : Getting the most output from the least Getting the most output from the least amount of input amount of input
( Doing things right )( Doing things right )
Memperoleh hasil terbesar dengan Memperoleh hasil terbesar dengan masukan yang terkecilmasukan yang terkecil
Effectiveness Effectiveness : Completing activities so that : Completing activities so that organizational goal are attained organizational goal are attained ( Doing the ( Doing the right things) right things)
Menyelesaikan kegiatan-kegiatan dengan Menyelesaikan kegiatan-kegiatan dengan benar sehingga tujuan organisasi dapat benar sehingga tujuan organisasi dapat tercapai tercapai
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Contoh penerapan Contoh penerapan EfisiensiEfisiensi
Sebuah manufaktur sukucadang peralatan ruang angkasa Sebuah manufaktur sukucadang peralatan ruang angkasa di Grand Praire, Texas di Grand Praire, Texas berhasil mengurangi waktuberhasil mengurangi waktu yang yang dibutuhkan untuk menghasilkan sepatu-rem untuk pesawat dibutuhkan untuk menghasilkan sepatu-rem untuk pesawat transportasi militer Lockheed C-130, salah satu suku transportasi militer Lockheed C-130, salah satu suku cadang yang telah dikerjakan oleh pabrik ini selama 25 cadang yang telah dikerjakan oleh pabrik ini selama 25 tahun, tahun, dari 31/2 jam menjadi kurang dari 1 jamdari 31/2 jam menjadi kurang dari 1 jam dengan dengan cara bekerjasama untuk merencanakan dan cara bekerjasama untuk merencanakan dan mengimplementaskan efisensi-efisiensi baru dalam proses mengimplementaskan efisensi-efisiensi baru dalam proses manufakturmanufaktur
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ProduktivitasProduktivitas
Perbandingan antara hasil yang dicapai Perbandingan antara hasil yang dicapai (output) dengan seluruh sumberdaya yang (output) dengan seluruh sumberdaya yang dipergunakan (input) per satuan waktudipergunakan (input) per satuan waktu
OutputOutputProduktivitas = ------------Produktivitas = ------------
InputInputPeningkatan produktivitas :Peningkatan produktivitas :
Penghematan input untuk output yang sama atau lebih besarPenghematan input untuk output yang sama atau lebih besar Menggunakan input yang sama untuk output lebih besarMenggunakan input yang sama untuk output lebih besar Menggunakan inut yang sama atau lebih minim untuk memperoleh Menggunakan inut yang sama atau lebih minim untuk memperoleh
peningkatan kualitas outputpeningkatan kualitas output
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OrganizationOrganization
An organizationAn organization is a is a structured process in structured process in which persons interact for which persons interact for objectivesobjectives
An organizationAn organization is a is a collection of people collection of people working together in a working together in a division of labor to achieve division of labor to achieve a common purpose a common purpose
Goals / objectives:Goals / objectives:
The purpose that an The purpose that an organization strives to organization strives to achieveachieve
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HIERARCHI OF GOALSHIERARCHI OF GOALS
1.1. ORGANIZATIONAL ORGANIZATIONAL GOALGOAL
2.2. DEPARTMENT GOALDEPARTMENT GOAL
3.3. SUB DEPARTMENT SUB DEPARTMENT GOALGOAL
4.4. GROUP GOALGROUP GOAL
5.5. INDIVIDUAL GOALINDIVIDUAL GOAL
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VisionVision Vision is a term used Vision is a term used
to describe a clear to describe a clear sense of the future sense of the future and an and an understanding of the understanding of the actions needed to actions needed to get there – get there – successfullysuccessfully
Visi suatu gambaran mental Visi suatu gambaran mental mengenai keadaan, proses mengenai keadaan, proses (impian) yang ingin dicapai oleh (impian) yang ingin dicapai oleh seseorang atau seseorang atau organuisasi/perusahaan di organuisasi/perusahaan di masa depanmasa depan
Misi adalah pernyataan abadi Misi adalah pernyataan abadi dari suatu perusahaan sebagai dari suatu perusahaan sebagai implementasidari visinya dan implementasidari visinya dan bagimana usaha-usaha bagimana usaha-usaha mencapainya, yang mencapainya, yang membedakan dengan membedakan dengan perusahaan lain, misalnya perusahaan lain, misalnya ruang lingkup organisasi, ruang lingkup organisasi, produk/jasa, pelanganproduk/jasa, pelangan
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Visi & MisiVisi & MisiUniversitas Pelita Harapan & STPPHUniversitas Pelita Harapan & STPPH
Visi UPH :Visi UPH : Menjadi sumber utama Menjadi sumber utama pemberdayaan pemimpin masa depan secara pemberdayaan pemimpin masa depan secara seimbang dalam kualitas intelektualnya, seimbang dalam kualitas intelektualnya, memiliki karakter dan perilaku yang baik serta memiliki karakter dan perilaku yang baik serta selalu memuliakan nama Tuhanselalu memuliakan nama Tuhan
Misi :Misi : Menyiapkan mahasiswa dalam Menyiapkan mahasiswa dalam keahlian masing-masing yang berperilaku etis, keahlian masing-masing yang berperilaku etis, dan memiliki strategi yang baik dalam dan memiliki strategi yang baik dalam menghadapai tantangan masa depan, dan menghadapai tantangan masa depan, dan mampu mengatasi permasalahan secara mampu mengatasi permasalahan secara kreatif, serta proaktif menangkap peluang kreatif, serta proaktif menangkap peluang untuk kepentingan dirinya, masyarakat, untuk kepentingan dirinya, masyarakat, bangsa dan negara .bangsa dan negara .
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MANAGEMENT MANAGEMENT PROCESSPROCESS
The set of ongoing The set of ongoing decisions and work decisions and work activities in which activities in which managers engage as they managers engage as they plan, organize, lead, and plan, organize, lead, and controlcontrol
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THE UNIVERSALITY OF MANAGEMENTTHE UNIVERSALITY OF MANAGEMENT
The reality that management is needed in all The reality that management is needed in all types and sizes of organizations, at all types and sizes of organizations, at all organizational levels, in all organizational areas, organizational levels, in all organizational areas, and in all organizations in all countries around the and in all organizations in all countries around the globe globe Management is needed in organizationsManagement is needed in organizations : :- Small and large- Small and large
- Areas : Manufacturing, Marketing, Accounting, - Areas : Manufacturing, Marketing, Accounting, Human Resources, etcHuman Resources, etc
- Profit or Non-profit - Profit or Non-profit - Bottom and Top- Bottom and Top
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History of Management TheoryHistory of Management Theory The Classical approaches The Classical approaches ( FW Taylor,Henry Fayol,Marry Parker Follet)( FW Taylor,Henry Fayol,Marry Parker Follet)
Focus on developing universal principles for use in various management Focus on developing universal principles for use in various management situationssituations
Memusatkan pada pengembangan prinsip universal yang dapat dipergunakan Memusatkan pada pengembangan prinsip universal yang dapat dipergunakan dalam berbagai situasi manajemendalam berbagai situasi manajemen
The Human Resources approaches The Human Resources approaches (Elton Mayo, Hugo Munsterberg)(Elton Mayo, Hugo Munsterberg) Focus on human needs, the work group,and the role of social factors n the Focus on human needs, the work group,and the role of social factors n the
workplaceworkplace Memusatkan pada kebutuhan manusia, kerja kelompok, serta peranan faktor2 Memusatkan pada kebutuhan manusia, kerja kelompok, serta peranan faktor2
sosial di tempat kerjasosial di tempat kerja
The Quantitative/ Management Science approaches The Quantitative/ Management Science approaches (Chris (Chris Argyris, A.Maslow)Argyris, A.Maslow)
Focus on the use of mathematiccal-techniques for management poblem solvingFocus on the use of mathematiccal-techniques for management poblem solving Memusatkan pada penggunaan teknik-teknik matematuis dalam pemecahan Memusatkan pada penggunaan teknik-teknik matematuis dalam pemecahan
masalah manajemenmasalah manajemen
Modern approaches Modern approaches ( Peter Drucker, Ernest Dale,Robert Blake & Jane Mouton)( Peter Drucker, Ernest Dale,Robert Blake & Jane Mouton) Focus on the systems view and contingency thinking wih aa awareness of current Focus on the systems view and contingency thinking wih aa awareness of current
commitments to quality and high perforancecommitments to quality and high perforance Memusatkan pada pandangan dan sistem kontingensi, dengan kesadaran akan Memusatkan pada pandangan dan sistem kontingensi, dengan kesadaran akan
komitment terhadap mutu dan kinerja yang tinggikomitment terhadap mutu dan kinerja yang tinggi
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Taylor’s four principles of Taylor’s four principles of scientific managementscientific management
Develop “science” for every job,including rules of motion, standardized Develop “science” for every job,including rules of motion, standardized work implements,and proper working conditionwork implements,and proper working condition
Pengembangan metode-metode ilmiah dalam manajemen,agar dapat Pengembangan metode-metode ilmiah dalam manajemen,agar dapat ditemukan metode paling baik untuk setiap pekerjaanditemukan metode paling baik untuk setiap pekerjaan
Carefully select workers with the right abilities for the jobCarefully select workers with the right abilities for the job Seleksi ilmiah untuk karyawan agar dapat diberi tanggung jawab/tugas Seleksi ilmiah untuk karyawan agar dapat diberi tanggung jawab/tugas
sesuai dengan kemampuannyasesuai dengan kemampuannya Carefully train these workers to do the job and give them proper Carefully train these workers to do the job and give them proper
incentives to cooperate with the job scienceincentives to cooperate with the job science Pendidikan dan pengembanan ilmiah para karyawanPendidikan dan pengembanan ilmiah para karyawan
Support these workers by planning their work and by smoothing the Support these workers by planning their work and by smoothing the way as they go about their jobsway as they go about their jobs
Kerjasama yang baik antara manajemen dan tenaga kerjaKerjasama yang baik antara manajemen dan tenaga kerja
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Henry Fayol’s principles of management
1.1. Division of workDivision of work2.2. AuthorityAuthority3.3. DisciplineDiscipline4.4. Unity of CommandUnity of Command5.5. Unity of directionUnity of direction6.6. Subordination of the Subordination of the
individual to the individual to the general interestgeneral interest
7.7. Remuneration of Remuneration of personnelpersonnel
8.8. CentralizationCentralization
9.9. Scalar chainScalar chain10.10. O r d e rO r d e r11.11. EquityEquity12.12. Stability of tenure Stability of tenure
personnelpersonnel13.13. InitiativeInitiative14.14. Esprit de corpsEsprit de corps
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Prinsip-prinsip manajemen Prinsip-prinsip manajemen FayolFayol
1.1. Pembagian kerjaPembagian kerja2.2. WewenangWewenang3.3. DisiplinDisiplin4.4. Kesatuan komandoKesatuan komando5.5. Kesatuan pengarahanKesatuan pengarahan6.6. Kepentingan individu Kepentingan individu
harus tunduk pada harus tunduk pada kepentingan kepentingan organisasiorganisasi
7.7. Penggajian Penggajian 8.8. SentralisasiSentralisasi
9.9. Hirarki, garis wewenangHirarki, garis wewenang
10.10. KeteraturanKeteraturan
11.11. PersamaanPersamaan
12.12. Stabilitas stafStabilitas staf
13.13. InisiatifInisiatif
14.14. Kerjasama TimKerjasama Tim
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Management functionsManagement functions( What kind organization to do :)( What kind organization to do :)
PlanningPlanning Defining goals, establishing strategy,and Defining goals, establishing strategy,and
developing sub plans to coordinate developing sub plans to coordinate activitiesactivities
OrganizingOrganizing Determining what needs to be done, how it Determining what needs to be done, how it
will be done, and who is to do itwill be done, and who is to do it
LeadingLeading Directing and motivating all involved parties Directing and motivating all involved parties
and resolving conflictsand resolving conflicts
ControllingControlling Monitoring activities to ensure that they are Monitoring activities to ensure that they are
accomplished as plannedaccomplished as planned
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Contoh implementasi dari Contoh implementasi dari fungsi manajemenfungsi manajemen
PlanningPlanning Apa yang ingin dicapai, diproduksiApa yang ingin dicapai, diproduksi Kapan dilaksanakan, dimanaKapan dilaksanakan, dimana Siapa konsumen kitaSiapa konsumen kita
OrganizingOrganizing Apa bentuk perusahaanApa bentuk perusahaan Siapa yang akan menjalankan usaha tersebutSiapa yang akan menjalankan usaha tersebut Darimana sumberdaya diperolehDarimana sumberdaya diperoleh
LeadingLeading Bagaimana menjalankan proses produksiBagaimana menjalankan proses produksi Usaha untuk memimpin,mengkoordinir, memotivasi karyawan Usaha untuk memimpin,mengkoordinir, memotivasi karyawan
ControllingControlling Usaha pengendalian/pengawasan agar mencapai hasil sesuai targetUsaha pengendalian/pengawasan agar mencapai hasil sesuai target
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The Functions of The Functions of ManagementManagement
PLANNINGPLANNING
ORGANIZINGORGANIZING
LEADINGLEADING
CONTROLLINGCONTROLLING
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PLANNINGPLANNING
The process of establishing goals and The process of establishing goals and suitable course of action for suitable course of action for achieving those goalsachieving those goals
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ORGANIZINGORGANIZING
Organizing is the Organizing is the process of process of engaging two or engaging two or more people in more people in working together in working together in structured way to structured way to achieve a specific achieve a specific goals or set of goals or set of goalsgoals
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TUGAS Management 2TUGAS Management 2( Individual)( Individual)
Buatlah Company Profile Buatlah Company Profile dari salah satu perusahaan dari salah satu perusahaan yang bergerak di bidang yang bergerak di bidang panganpangan
Nama perusahaan,kapan Nama perusahaan,kapan didirikandidirikan
Bergerak di produk/jasa apa?Bergerak di produk/jasa apa? Siapa pendiri, pemilik dan Siapa pendiri, pemilik dan
direksinya sekarang serta direksinya sekarang serta organisasi dan personalianyaorganisasi dan personalianya
Bagaimana posisi market share Bagaimana posisi market share nya? Siapa competitornyanya? Siapa competitornya
Adakah peluang perusahaan ini Adakah peluang perusahaan ini untuk maju dan berkembanguntuk maju dan berkembang
Dan lain-lainDan lain-lainKUMPULKAN PALING LAMBAT KUMPULKAN PALING LAMBAT 1 minggu setelah hari ini1 minggu setelah hari ini
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LEADINGLEADING
The process of The process of directing and directing and influencing the influencing the task-related task-related activities of groups activities of groups members or an members or an entire organizationentire organization
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CONTROLLINGCONTROLLING
The process of The process of ensuring that ensuring that actual activities actual activities conform to planned conform to planned activitiesactivities
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Why the result’s implementation of Why the result’s implementation of
management at the firms is different?management at the firms is different?
Because :Because : The different types of organization The different types of organization The different members of The different members of
organization organization The different culture of The different culture of
organizationorganization
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MANAGERMANAGER
WHO IS HE/SHE?WHO IS HE/SHE?WHY HE/SHE SUCCESS?WHY HE/SHE SUCCESS?WHAT IS THE CRITERIA WHAT IS THE CRITERIA OF SUCCESSFUL OF SUCCESSFUL MANAGER?MANAGER?
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MANAGERMANAGER
A managerA manager is someone who works with is someone who works with and through other people by and through other people by coordinating their work activities in order coordinating their work activities in order to accomplish organization goalsto accomplish organization goals Seseorang yang bekerja dengan atau melalui orang lain dan Seseorang yang bekerja dengan atau melalui orang lain dan
mengkoordinasikan kegiatan kerja mereka agar supaya dapat mengkoordinasikan kegiatan kerja mereka agar supaya dapat mencapai tujuan perusahaanmencapai tujuan perusahaan
A managerA manager is the person in an is the person in an organization who is responsible for the organization who is responsible for the work performance of one or more other work performance of one or more other personspersons
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What do Manager do?What do Manager do?
Managing individual performanceManaging individual performance Instructing subordinatesInstructing subordinates Representing staff/ organizationRepresenting staff/ organization Managing group performanceManaging group performance Planning and allocating resourcesPlanning and allocating resources Coordinating interdependent groupsCoordinating interdependent groups Monitoring the business environment Monitoring the business environment
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ControllingMeasuring performances
And ensuring results
ControllingMeasuring performances
And ensuring results
PlanningChoosing goals and
means to achieve them
PlanningChoosing goals and
means to achieve them
LeadingInspiring people
To work hard
LeadingInspiring people
To work hard
OrganizingCreating structuresAnd work system
OrganizingCreating structuresAnd work system
Manager
The management process of planning, organizing, leading and controlling
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Tugas 3Tugas 3
Cari melalui internet, manajer yang kamu kenal Cari melalui internet, manajer yang kamu kenal dan menjadi idola kamu atau kamu kagumi baik dan menjadi idola kamu atau kamu kagumi baik tingkat lokal maupun global ceritakan tentang tingkat lokal maupun global ceritakan tentang profil orang iniprofil orang ini
Contoh :Contoh : Steve Jobs dari Apple Computer melalui Steve Jobs dari Apple Computer melalui
www.apple.comwww.apple.com Bill Ford Jr dari Ford Motor Company melalui Bill Ford Jr dari Ford Motor Company melalui
www.ford.comwww.ford.com Bill Gates melalu Bill Gates melalu www.microsoft.comwww.microsoft.com dll dll Kumpulkan minggu depan Kumpulkan minggu depan
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Types of ManagersTypes of Managers
LEVELLEVEL
FUNCTIONSFUNCTIONS
FIRST LINE MANAGERFIRST LINE MANAGER MIDDLE MANAGERMIDDLE MANAGER TOP MANAGERTOP MANAGER
FUNCTIONAL MANAGERFUNCTIONAL MANAGER GENERAL MANAGERGENERAL MANAGER
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Level of ManagementLevel of Management
Top ManagersTop Managers Managers responsible for the overall management of the Managers responsible for the overall management of the
organizations, they establish operating policies and guide organizations, they establish operating policies and guide he organizations interaction with its environmenthe organizations interaction with its environment
Middle ManagersMiddle Managers Managers in the midrange of organizational hierarchies; Managers in the midrange of organizational hierarchies;
They are responsible for other managers and sometimes They are responsible for other managers and sometimes for some operating employees; They are also report to for some operating employees; They are also report to more senior managersmore senior managers
First Line ManagersFirst Line Managers Managers who are responsible for the work of operating Managers who are responsible for the work of operating
employees only and do not supervise other managersemployees only and do not supervise other managers
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Functional and General Functional and General ManagerManager
FUNCTIONAL MANAGERSFUNCTIONAL MANAGERS A manager responsible for just one A manager responsible for just one
organizational activity, such as finance or organizational activity, such as finance or human resources managementhuman resources management
GENERAL MANAGERSGENERAL MANAGERS The individual responsible for all functional The individual responsible for all functional
activities, such as production, sales, activities, such as production, sales, marketing and finance, for an organization marketing and finance, for an organization such as a company or a subsidiarysuch as a company or a subsidiary
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Paul Hawken Paul Hawken Founder , Smith & HawkenFounder , Smith & Hawken
“ “ Kami dipimpin oleh Kami dipimpin oleh manusia. Kami tidak manusia. Kami tidak dipimpin oleh dipimpin oleh korporasi,profesional korporasi,profesional ataupun lembaga”ataupun lembaga”
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Managerial skills Managerial skills and Competenciesand Competencies
[Management][Management]
((Broto MP/UPHBroto MP/UPH))
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The terms / competencies of successful The terms / competencies of successful managermanager LEADERSHIP.LEADERSHIP.
Ability to influence others to perform tasksAbility to influence others to perform tasks SELF-OBJECTIVYSELF-OBJECTIVY
Ability to evaluate one’s self realisticallyAbility to evaluate one’s self realistically ANALITIC-THINKINGANALITIC-THINKING
Ability to interpret and explain patterns in Ability to interpret and explain patterns in informationinformation
BEHAVIORAL FLEXIBILITYBEHAVIORAL FLEXIBILITY Ability to modify personal behavior to reach a goalAbility to modify personal behavior to reach a goal
ORAL AND WRITTEN COMMUNICATIONORAL AND WRITTEN COMMUNICATION Ability to express ideas clearly both in oral Ability to express ideas clearly both in oral
presentation or in writingpresentation or in writing PERSONAL IMPACTPERSONAL IMPACT
Ability to create a good impression and instill Ability to create a good impression and instill confidenceconfidence
RESISTANCE TO STRESSRESISTANCE TO STRESS Ability to perform under stressful conditionsAbility to perform under stressful conditions
TOLERANCE TO UNCERTAINTYTOLERANCE TO UNCERTAINTY Ability to perform in ambiguous situation Ability to perform in ambiguous situation
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The terms of successfulThe terms of successful ManagerManager
JUDGEMENTJUDGEMENT
INITIATIVEINITIATIVE
INTEGRITYINTEGRITY
FORESIGHTFORESIGHT
ENERGYENERGY
DRIVEDRIVE
HUMAN RELATION HUMAN RELATION SKILLSKILL
DEPENDABILITYDEPENDABILITY
EMOTIONAL STABILITYEMOTIONAL STABILITY
FAIRNESSFAIRNESS
AMBITIONAMBITION
DEDICATIONDEDICATION
OBJECTIVITYOBJECTIVITY
DECISIENNESSDECISIENNESS
CO-OPERATIONCO-OPERATION
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MANAGERIAL SKILLSMANAGERIAL SKILLS
TECHNICAL SKILLSTECHNICAL SKILLS The ability to apply and perform a special task The ability to apply and perform a special task
proficiencyproficiency HUMAN SKILLSHUMAN SKILLS
The ability to work well in cooperation with The ability to work well in cooperation with other personsother persons
CONCEPTUAL SKILLSCONCEPTUAL SKILLS The ability to think analytically and achieve The ability to think analytically and achieve
integrative problem solving integrative problem solving
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Top
Manager
Middle M
Lowers Manager
Human Skill
Conceptual
Skill
Technical Skill
Level & Skill Manager
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THE ROLE OF MANAGERSTHE ROLE OF MANAGERS(Minzberg)(Minzberg)
Interpersonal rolesInterpersonal rolesFigureheadFigureheadLeaderLeaderLiaisonLiaison
Informational rolesInformational rolesMonitorMonitorDisseminatorDisseminator
SpokespersonSpokesperson Decisional rolesDecisional roles
EntrepreneurEntrepreneurDisturbance handleDisturbance handleResources allocateResources allocateNegotiatorNegotiator
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Interpersonal roles
FigureheadFigurehead Symbolic head of the organization, required perform certain Symbolic head of the organization, required perform certain
legal activities and attend to social activities legal activities and attend to social activities (Sbg tokoh (Sbg tokoh simbolis, melakukan kegiatan seremonial, pertemuan simbolis, melakukan kegiatan seremonial, pertemuan entertainment tamu)entertainment tamu)
LeaderLeader Responsible for staffing, training, direction, and motivation of Responsible for staffing, training, direction, and motivation of
sub-ordinates sub-ordinates (Bertanggung jawab untuk menggerakkan (Bertanggung jawab untuk menggerakkan bawahan, penempatan dan pengembangan staf)bawahan, penempatan dan pengembangan staf)
LiaisonLiaison Develops a network outside the organization to gather Develops a network outside the organization to gather
information information
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Informational roles
MonitorMonitor Seek and analyzes a wide variety of outside information Seek and analyzes a wide variety of outside information
(from liaison role) and inside information (from leader (from liaison role) and inside information (from leader role) – role) – mencari dan menerima berbagai macam informasi bagi kepentingan mencari dan menerima berbagai macam informasi bagi kepentingan perusahaanperusahaan
DisseminatorDisseminator Transmits information received both from outside and Transmits information received both from outside and
inside the organization to other members of organization inside the organization to other members of organization – – meneruskan informasi dari luarmeneruskan informasi dari luar
SpokespersonSpokesperson Transmits information about organization to outsider – Transmits information about organization to outsider –
memberikan informasi keluar / kepada pihak lainmemberikan informasi keluar / kepada pihak lain
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Decisional roles
Disturbance handleDisturbance handle Take corrective action whenever organization faces unexpected, Take corrective action whenever organization faces unexpected,
non routine disturbancenon routine disturbance
EntrepreneurEntrepreneur Looks for ways to change the organization for the better, seeks Looks for ways to change the organization for the better, seeks
information from internally and externally fro improvement ideas. information from internally and externally fro improvement ideas. Initiates and supervises improvement projects.Initiates and supervises improvement projects.
Resource allocateResource allocate Responsible for allocating all important resources of the Responsible for allocating all important resources of the
organizationorganization
NegotiatorNegotiator Responsible for the organization’s major outside negotiationsResponsible for the organization’s major outside negotiations
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MANAGER
INPUT
RESOURCES
6 M & I
PROCESS
Planning Organizing
Leading Controlling
OUTPUT
Goal Of Organization
(Effective & Efficient)
Manager, Management and Organization
Organization
Manager
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Pengertian Manajemen SONDANG P SIAGIANSONDANG P SIAGIAN
Manajemen adalah kemampuan dan ketrampilan untuk Manajemen adalah kemampuan dan ketrampilan untuk memperoleh sesuatu hasil dalam rangka pencapaian memperoleh sesuatu hasil dalam rangka pencapaian
tujuan melalui kegiatan-kegiatan orang lain.tujuan melalui kegiatan-kegiatan orang lain. Luther GulickLuther Gulick
Manajemen adalah suatu bidang ilmu pengetahuan yang Manajemen adalah suatu bidang ilmu pengetahuan yang berusaha secara sistematis untuk memahami mengapa berusaha secara sistematis untuk memahami mengapa dan bagaimana manusia bekerja sama untuk mencapai dan bagaimana manusia bekerja sama untuk mencapai tujuan dan membuat sistem kerjasama tersebut lebih tujuan dan membuat sistem kerjasama tersebut lebih
bermanfaat bagi kemanusiaan.bermanfaat bagi kemanusiaan. James AF StonerJames AF Stoner
Manajemen adalah proses perencanaan, Manajemen adalah proses perencanaan, pengorganisasian, pengarahan dan pengawasan usaha-pengorganisasian, pengarahan dan pengawasan usaha-
usaha para anggota organisasi dan penggunaan usaha para anggota organisasi dan penggunaan sumberdaya organisasi lainnya agar mencapai tujuan sumberdaya organisasi lainnya agar mencapai tujuan
organisasi yang telah ditetapkan.organisasi yang telah ditetapkan.
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Tugas 4Tugas 4
Baca dari textbook atau dapat juga dicari Baca dari textbook atau dapat juga dicari melalui internetmelalui internet, lalu buat catatan ringkas , lalu buat catatan ringkas sebuah topik mengenai sebuah topik mengenai The environment The environment of Organizationof Organization ( Lingkungan perusahaan). ( Lingkungan perusahaan).
Anda akan diminta membacakan usaha Anda akan diminta membacakan usaha anda tersebut di atas di kelas anda tersebut di atas di kelas minggu minggu depandepan dan menyebutkan sumbernya ( dari dan menyebutkan sumbernya ( dari buku karangan siapa atau dari homepage buku karangan siapa atau dari homepage mana? ) Bila anda tidak mendapat giliran mana? ) Bila anda tidak mendapat giliran menyajikan hasil penemuan anda di kelas, menyajikan hasil penemuan anda di kelas, diwajibkan mem forward melalui email ke :diwajibkan mem forward melalui email ke :
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KERAMAHANKERAMAHAN“ Perlakukan semua orang seakan-akan “ Perlakukan semua orang seakan-akan
sedang menghadapi tamu pembesar “sedang menghadapi tamu pembesar “ - -
ConfusiusConfusius
Orang ramah adalah orang yang Orang ramah adalah orang yang tidak sulit didekati atau diajak tidak sulit didekati atau diajak bicara karena bawaannya yang bicara karena bawaannya yang sopan dan bersahabatsopan dan bersahabat
Seseorang yang ramah bisa Seseorang yang ramah bisa berhadapan secara enak berhadapan secara enak dengan orang lain dari segala dengan orang lain dari segala tingkat sosialtingkat sosial
Suskes terbesar seseorang Suskes terbesar seseorang adalah manakala ia memiliki adalah manakala ia memiliki kemampuan berkomunikasi kemampuan berkomunikasi dengan segala macam orang.dengan segala macam orang.
Keramahan yang dibuat-buat Keramahan yang dibuat-buat akan mengecoh sebagian orang, akan mengecoh sebagian orang, tetapi orang yang cerdas akan tetapi orang yang cerdas akan dapat melihat jelas kepura-dapat melihat jelas kepura-puraan itu seperti minyak yang puraan itu seperti minyak yang mengambang di atas air.mengambang di atas air.
Jika anda sukses jangan menjadi Jika anda sukses jangan menjadi angkuh dan mengasingkan diri angkuh dan mengasingkan diri dari orang lain, karena sukses dari orang lain, karena sukses anda juga berasal dari anda juga berasal dari konstribusi orang lain.konstribusi orang lain.
HospitalityHospitality