DASAR-DASAR MANAJEMEN Pertemuan-2 THP FATETA UNAND

PENDAHULUAN Dimana saja Manajemen kita jumpai ? Perusahaan organisasi Even/kegiatan Untuk apa manajemen dibutuhkan ? Untuk mencapai tujuan organisasi Untuk menjaga keseimbangan di antara tujuan- tujuan yang saling bertentangan Untuk mencapai efisiensi dan efektifitas

Manajemen Suatu proses atau kerangka kerja, yang melibatkan bimbingan atau pengarahan suatu kelompok orang-orang kearah tujuan-tujuan organisasional atau maksud-maksud yang nyata

What is Management A set of activities; planning and decision making, organizing, leading, and controlling directed at an organizations: resources human, financial, physical, and information with the aim of achieving organizational goalsin an efficient and effectivemanner.

The Management Process Planning and Decision Making Setting an organizations goals and selecting a course of action from a set of alternatives to achieve them (menetapkan tujuan dan memilih Tindakan) Organizing Determining how activities and resources are grouped (menentukan) Leading Getting organizational members to work together to advance the interests of the organization. (memastikan) Controlling Monitoring organizational progress towards goals.

Manajemen merupakan proses perencanaan (Planning), pengorganisasian (Organizing), pengarahan (Actuating) dan pengawasan (Controlling) usaha-usaha para anggota organisasi dan penggunaan sumber daya organisasi lainnya agar mencapai tujuan organisasi yang telah ditetapkan Ilmu tentang upaya manusia untuk memanfaatkan semua sumber daya yang dimilikinya untuk mencapai tujuan secara efektif dan efisien

What is a Manager Someone whose primary responsibility is to carry out the management process. Someone who plans and makes decisions, organizes, leads, and controls human, financial, physical, and information resources.

Efisiensi Adalah kemampuan untuk menyelesaikan suatu pekerjaan dengan benar

Seorang Manajer Efisien : bisa mencapai Output lebih tinggi dari input yang digunakan dapat meminimumkan biaya penggunaan sumberdaya– sumberdaya untuk mencapai output yang telah ditentukan bisa memaksimumkan output dengan jumlah input yang terbatas

Efektifitas kemampuan untuk memilih tujuan yang tepat atau peralatan yang tepat untuk mencapai tujuan yang telah ditetapkan Pemanfaatan sumber daya, sarana dan prasarana dalam jumlah tertentu yang secara sadar ditetapkan sebelumnya untuk menghasilkan sejumlah barang atas jasa kegiatan yang dijalankannya.

MANAJEMEN EFEKTIF Pencapaian hasil yang sesuai dengan tujuan seperti yang telah ditetapkan.

Kinds of Managers by Level Top Managers The relatively small group of executives who manage the organizations overall goals, strategy, and operating policies. Middle Managers Largest group of managers in organizations, Implement top managements policies and plans, Supervise and coordinate lower-level managers activities. First-Line Managers Managers who supervise and coordinate the activities of operating employees.

Skills and the Manager Technical Skills Interpersonal Skills Conceptual Skills Fundamental Management Skills Diagnostic Skills Communication Skills Decision-Making Skills Time-Management Skills

CONCEPTUAL SKILLS MANAGEMENT

MANAJER MANAJER : setiap orang yang mempunyai tanggung jawab atas bawahan dan sumberdaya- sumberdaya organisasi lainnya Manajer diklasifikasikan menjadi 2 : Menurut tingkatannya : Tinggi (Top Manager), Menengah (Middle Manager), Bawah (Lower Manager) Menurut tanggungjawab dalam organisasi : Manajer Umum (General Manager), Manajer Fungsional (Functional Manager)

Tingkatan Manajer Manajer Puncak Bertanggungjawab atas keseluruhan manajemen organisasi, Contoh : Direktur, Presiden, Kepala dsb Manajer Menengah, Membawahi dan mengarahkan kegiatan- kegiatan para manajer lainnya juga karyawan operasional Contoh : Kepala Seksi, Kepala Bagian dsb Manajer Bawah, Memimpin dan mengawasi tenaga-tenaga operasional Contoh : Mandor, pengawas lapangan

MANAJER FUNGSIONAL DAN UMUM Manajer Fungsional Mempunyai tanggungjawab hanya atas satu kegiatan organisasi : produksi, pemasaran, personalia dan keuangan Manajer Umum Mengatur, mengawasi dan bertanggungjawab atas satuan kerja keseluruhan divisi operasi yang mencakup semua atau beberapa kegiatan funsional satuan kerja

APA YANG DILAKUKAN MANAJER Manajer bekerja dengan dan melalui orang lain Manajer memadukan dan menyeimbangkan tujuan-tujuan yang saling bertentangan dan menetapkan prioritas-prioritas Manajer bertanggungjawab dan mempertanggungjawabkan Manajer harus berpikir analistis dan konseptual

PERKEMBANGAN TEORI MANAJEMEN Ada 3 aliran pemikiran manajemen yaitu Aliran Klasik : Manajemen Ilmiah Teori Organisasi Klasik Aliran Hubungan Manusiawi (Neo Klasik) Aliran Manajemen Modern

1. ALIRAN KLASIK A. Kelompok Manajemen Ilmiah, Tokoh- tokohnya antara lain : Robert Owen (1771-1858) Menekankan pentingnya : Umur manusia dalam produksi Perbaikan dalam kondisi kerja Melalui perbaikan kondisi karyawan akan menaikkan produksi dan keuntungan dan investasi paling menguntungkan adalah pada karyawan atau “ vital Machines”

Charles Babbage dari Inggris (1792-1871) Menekankan pentingnya : Pembagian kerja melalui spesialisasi Setiap tenaga kerja harus diberi latihan ketrampilan sesuai operasi pabrik Mengembangkan program-program permainan Menganjurkan kerjasama yang saling menguntungkan antara kepentingan karyawan dan pemilik pabrik Merencanakan skema pembagian keuntungan

B. Kelompok Teori Organisasi Klasik, tokohnya : Henry Fayol (1841-1925) Fayol membagi operasi perusahaan menjadi kegiatan yang semuanya saling tergantung satu dengan yang lain : Teknik - produksi & manufacturing produk Komersial – Pembelian bahan baku dan penjualan produk Keuangan – Perolehan dan penggunaan modal Keamanan – Perlindungan karyawan dan kekayaan Akuntansi – Pelaporan, pencatatan biaya, laba dan hutang, pembuatan neraca, pengumpulan data Manajerial – Perencanaan, Pengorganisasian, Pemberian perintah, Pengkoordinasian,dan Pengawasan

2. ALIRAN HUBUNGAN MANUSIAWI Tokohnya yaitu Elton Mayo (1880-1949) Untuk menciptakan hubungan manusiawi yang baik, manajer harus mengerti mengapa karyawan bertindak seperti yang mereka lakukan dan faktor-faktor sosial dan psikologi apa yang memotivasi mereka

3. ALIRAN MANAJEMEN MODERN Prinsip dasar Perilaku Organisasi dari tokoh manajemen modern : Manajemen tidak dapat dipandang sebagai suatu proses teknik secara ketat Manajemen harus sistematik dan pendekatan yg digunakan harus dgn pertimbangan secara hati- hati Organisasi sebagi suatu keseluruhan dan pendekatan manajer individual untuk pengawasan harus sesuai situasi Pendekatan motivasional yg menghasilkan komitmen pekerja thd tujuan organisasi sangat dibutuhkan

MANAJER DAN LINGKUNGAN ORGANISASI Lingkungan Internal Organisasi (Internal Environment) yaitu Lingkungan yang berada di dalam organisasi yang terdiri dari karyawan, manajemen dan budaya organisasi Lingkungan Eksternal Organisasi/ Lingkungan Organisasi (Organizational Environment) yaitu meliputi semua elemen yang berada di luar organisasi tetapi berpotensi mempengaruhi organisasi. Lingkungan ini terdiri atas : Lingkungan Umum (General Environment) merupakan Lapisan lingkungan eksternal yang mempengaruhi organisasi secara tidak langsung. Termasuk dalam lingkungan ini antara lain dimensi internasional, teknologi, sosiokultur, ekonomi dan legal politik. Lingkungan Tugas (Task Environment) yaitu Lapisan lingkungan eksternal yang secara langsung mempengaruhi operasi dan kinerja organisasi. Lingkungan ini meliputi pesaing, pemasok, pelanggan dll.

Fundamental Management Skills Technical Skills necessary to accomplish or understand the specific kind of work being done in an organization (menyelesaikan atau memahami jenis pekerjaan tertentu) Interpersonal The ability to communicate, understand, and motivate both individuals and groups. Conceptual The managers ability to think in the abstract. Diagnostic The managers ability to visualize the most appropriate response to a situation (menvisualkan respon yang paling tepat)

Fundamental Management Skills (contd) Communication The managers abilities both to convey ideas and information effectively to others and to receive ideas and information effectively from others (kemampuan menyampaikan dan menerima ide) Decision-Making The managers ability to recognize and define problems and opportunities correctly and then to select an appropriate course of action to solve the problems and capitalize on opportunities (kemampuan mengenali dan mengambil Tindakan) Time-Management The managers ability to prioritize work, to work efficiently, and to delegate appropriately.

Management Science or Art? The Science of Management Assumes that problems can be approached using rational, logical, objective, and systematic ways. Requires technical, diagnostic, and decision-making skills and techniques to solve problems. The Art of Management Decisions are made and problems solved using a blend of intuition, experience, instinct, and personal insights. Requires conceptual, communication, interpersonal, and time-management skills to accomplish the tasks associated with managerial activities.

CONCEPTS OF MANAGEMENT DEFINITION It is difficult to define Management because it is looked in to by different scholars from different way The Economist consider Management as a resource like Land, Labour, Capital and Organisation. The Bureaucrats consider it as an authority The Sociologists consider managers as a part of the class elite class

Henry L.Sisk Defines Management is the coordination of all resources through the process of Planning, Organizing, Directing and Controlling in order to attain stated objectives

Ralph C.Davis Defines Management as a function of Executive Leadership Peter Drucker Defines Management as a Multi purpose organ that manager a business, Manager Mangers and Managers workers and work.

Concepts of Management The terms management has been interrupted in several ways as below. a. Management as an Activity It is an activity like playing, studying, teaching etc. It is an art of getting things done through the effort of others (seni menyelesaiakan sesuatu melalui orang lain. b. Management as a Process It is include the process of Planning, Organizing, Staffing, Directing and Controlling functions. As a process the management includes social process, integrated process, continuous process and interactive process c. Management as an Economic Sources Management occupies the central place among other; Men, Machine, Material and Money (sentral dari orang, mesin, material dan uang)

Management as a Team Managers operate at different levels of authority like top, Middle, Operating etc. Management is managing all these activities in a team sprit. Managers have become elite class in society occupying position with enormous power and prestige (kekuasaan dan prestise yang sangat tinggi).

Management as an Academic Discipline Management has became a very popular field of study since offers a very rewarding and challenging career.

Management as a group Management means the group of persons occupying managerial position like executives, departmental head, supervisor etc.

Nature And Characteristics Of Management a. Management as a goal oriented The main goal of Management is to ensure efficiency and economy is the utilisation of human, physical and financial resources (memastikan memanfaatkan secara efisien SDM, pisik, dan modal) b. Management is Universal All type of organization like family, club, university, government, army, cricket team business, require management c. Management is an interactive force Management reconciles the individual goals with organizational goals. It integrates human and other resources (mempertemukan tujuan individu dan organisasi, mengintegrasikan sumberdaya manusia dan lainnya)

Nature And Characteristics Of Management d. Management is a social process Management is done by the people, through the people and for the people concerned with interpersonal relationship. A good manager is a leader and not a boss (men ghubungkan orang-orang) e. Management is Multidisciplinary Management depends up on wide knowledge derived from several discipline like engineering, sociology, psychology, economics etc. (bergantung pada keluasan pengetahuan) f. Management is a Continuous process Management is a continuous process which continues until the goal is achieved

Nature And Characteristics Of Management g. Management is intangible It is invisible force. It cannot be seen but its presence can be felt (tidak bisa dilihat tapi bisa dirasakan) h. Management Art as well as Sciences Management consists of theoretical knowledge as well as practical application of such knowledge (pengetahuan teoritis dan pengaplikasiannya)

Objectives of Management 1. Organisational objectives - It includes (a) Reasonable Profit (keuntungan yg wajar) (b) Survival and solvency of business (keberlangsungan bisnis) (c) Growth and expansion of the enterprise (pertumbuhan dan ekspansi bisnis) (d) Improve the Good will and reputation (meningkatkan tujuan yg baik dan reputasi)

Objectives of Management 2. Personal Objectives (a) Fair remuneration (b) Reasonable working conditions (kondisi kerja yg wajar) (c) Training and Development (d) Participation is Management (e) Security of Service

Objectives of Management 3. Social Objectives Prompt payment of Taxes Conservation of energy Preservation of ethical value (menjaga nilai etika)

Distinction Between Management and Administration Oliver Sheldon defines administration as a function concerned with the determination of corporate policies, the coordination of finance, production, distribution, structure under the ultimate control of the executive (Adm: fungsi yg berkaitan dnegan penentuan kebijakan, koordinasi) On the other hand Management is concerned with the executives of policy within the limit set by the administration. Thus administration is a thinking process and management as doing process (adminsitrasi adalah proses berfikir dan managemen melakukan)

Three points of view Administration is different from Management This view is largely held by American experts. a. They held that administration is a higher level activity while management is a lower level function. The administration involves decision making while the management is concerned with the execution of policies and supervision of work. According to American school of thought Administration is superior to management. b. Administration is a part of Management According to the European school of thought management is inclusive of Administration and Organisation. Management is the policy making including planning and guidance, where as Administration is executive of above planning. Thus management is planning agency while administration is an implementation agency. Thus European just appropriate view of Americans

c. Administration and Management are one Many writers like Henri Fayol, New man viewed that the management and administration are one and same used interchangedly. The term Administration is more popular in Government and other Public sector organisation and the term Management is more commonly used in other business world. To solve this conflict of Opinions between administration and management. Management classified into Administrative Management Operative Management

Meaning of Planning Planning is the process of deciding in advance what is to be done, how it is to be done, where, when and whom (memutuskan terlebih dahulu apa yg akan dilakukan) According to L.F.Ur Wick Planning is fundamentally a mental predisposition to do things is an orderly way, to think before and to act in the light of the fact rather than of guesses (proses berfikir sebelum bertindak, berdasarkan fakta bukan dugaan)

Features of Planning Planning is good oriented Planning is future oriented Planning is an mental exercise involves creative thinking (Latihan mental yg melibatkan pemikiran kreatif) Planning is a primary function Different planning is required for different levels of organization (Pervasiveness) (berbeda utk tujuan yang berbeda) Planning is Continuous Planning aims at efficiency

Importance of Planning Make objectives clear Helps the organisation a right path (membantu ke jalan yg benar) It reduces risks and uncertainty (mengurangi resiko) It improves efficiency of operation (meningatkan efisiensi) It provides the basis of control (dasar pengendalian) It facilitate decision making Effective co-ordination

Limitation of Planning Assumptions not fully reliable (asumsi tidak sepenuhnya dapat diandalkan) The condition under which plans are implemented may differ from assumed conditions (kindisi yg direncanakan bisa saja berbeda dg yg diimplementasikan) Availability of time is a limiting factor for planning Cost involved in planning Mental attitude

Principles of Planning Principles of contribution to objectives (kontribusi) Principles of Pervasiveness (keluasan) Principles of Limiting factor (factor pembatas) Principles of Flexibility Principles of Navigational change (perubahan arah)

Kinds of Planning Long range Plan Short range Plan Strategic Planning Operational Planning Functional Planning

Decision Making Definition According to Lereitner Decision Making is a process of identifying and choosing alternative courses of action in a manner appropriate to the demand of the situation (proses mengidentifikasi dan memilih Tindakan alternatif dengan cara yg sesuai dan sesuai dengan kondisi) According to Peter Drucker Whatever Manager does, he does through Decision Making

Theories of Decision Making Marginal Theory. This theory stresses an profit maximization (menekankan pada memaksimumkan pendapatan) Psychological Theory This theory stresses on customer satisfaction (menekankan pada kepuasan pelanggan) Mathematical Theory This theory arrives decision making using models like Linear Programming, Probability etc. (penggunaan model matematika)

Problems in Decision Making Correctness of Decision (kebenaran keputusan) Timing of Decision (waktu) Effective Communication of Decisions Participation in Decision Making Decision Environment Implementation Decision

Modern Quantitative Techniques of Decision Making 1. Linear programming It is based on the assumption that there exist a linear relationship between the variables. For Example With the help of linear equation, optimum combination of cost, time and utilization of time can be compared. The main object of this techniques is to either maximize benefit or to minimizes cost 2. Probability Theory This statistical device is based on the assumption that certain things are likely to happen in future depending on assumed probabilities. Ex. Pay-off matrices, Decision trees.

Modern Quantitative Techniques of Decision Making 3. Queueing Theory It is based on the assumption that although delays are costly, eliminating them may be even more costly. This technique may be used in service organizations hospitals and banks 4. Simulation For example Instead of studying and analyzing the transportation system of Chennai in real-life, its models can be prepared and real solutions can be simulated to it 5. Network Techniques The project evaluation and review techniques (PERT) and critical path method (CPM) are used for planning, monitoring, and implementing a project 6. Decision Trees It is a graphic method used for identifying the alternatives and risk and outcome associated with each alternative

Delegation Definition According to Haimann Delegation of authority merely means granting authority to subordinates to operate within prescribed limits The Process of Delegation Assignment of Duties Granting of Authority Creating of Responsibility

Accountability It is the obligation of a subordinate to report back to his superior that the job entrusted to him has been successfully completed

Centralisation and Decentralisation According to Henri Fayol Everything which goes to increase the subordinates roles is decentralization, everything which goes to decrease is centralization In centralized administration, the staff depends on the top management for guidance on all matters. An organization is said to be decentralized where managers at middle and lower levels are given the authority to take a decision on matters relating to their functions. For Example An organization having branches in different cities may be centralized. Similarly, a company may be decentralized even things all its officers are located in one building.

Merits of Decentralisation Reduces Burden of Top Executives Quick Decision Motivation to Subordinates Growth and Diversification Management Development Diversion of Risk Effective Supervision and Control

Demerits of Decentralisation Cadre of Coordination Difficult to Control High cost of operation Non Availability Talented Managers External Constraints.

Controling The Control Process Establish objectives and standards. Measure actual performance. Compare results with objectives and standards. Take necessary action.

Establish Objectives and Standards There are two types of standards Output Standards - measures performance results in terms of quantity, quality, cost, or time. Input Standards - measures work efforts that go into a performance task.

Measuring Actual Performance Measurements must be accurate enough to spot deviations or variances between what really occurs and what is most desired. Without measurement, effective control is not possible.

Comparing Results with Objectives and Standards The comparison of actual performance with desired performance establishes the need for action. Ways of making such comparisons include Historical / Relative / Engineering Benchmarking

Taking Corrective Action Taking any action necessary to correct or improve things. Management-by-Exception focuses managerial attention on substantial differences between actual and desired performance. Management-by Exception can save the managers time, energy, and other resources, and concentrates efforts on areas showing the greatest need. There are two types of exceptions Problems - below standard Opportunities - above standard

Effective Controls The Best Controls in Organizations are Strategic and result-oriented Understandable Encourage self-control Timely and exception oriented Positive in nature Fair and objective Flexible

Types of Control Preliminary Sometimes called the feedforward controls, they are accomplished before a work activity begins. They make sure that proper directions are set and that the right resources are available to accomplish them. Concurrent Focus on what happens during the work process. Sometimes called steering controls, they monitor ongoing operations and activities to make sure that things are being done correctly. Postaction Sometimes called feedback controls, they take place after an action is completed. They focus on end results, as opposed to inputs and activities.

Types of Controls Managers have two broad options with respect to control. They can rely on people to exercise self-control (internal) over their own behavior. Alternatively, managers can take direct action (external) to control the behavior of others. Internal Controls Allows motivated individuals to exercise self-control in fulfilling job expectations. The potential for self-control is enhanced when capable people have clear performance objectives and proper resource support. External Controls It occurs through personal supervision and the use of formal administrative systems. Performance appraisal systems, compensation and benefit systems, employee discipline systems, and management-by-objectives.