An Overview of Management Wisynu Ari Gutama Jurusan Sosial Ekonomi Fakultas Pertanian Universitas Brawijaya Malang 2009

Definition: Stoner (1982) in Handoko (2003): “proses perencanaan, pengorganisasian, pengarahan & pengawasan atas penggunaan sumberdaya organisasi dan usaha anggota organisasi demi mencapai tujuan organisasi yang telah ditetapkan”. Hasibuan (2001) : “ilmu & seni mengatur proses pemanfaatan SDM dan sumberdaya lainnya secara efektif & efisien untuk mencapai tujuan tertentu”. Koontz & O’Donnel (2001): “getting things done through people, in bringing up the coordination of group activity, the manager, as manager plans, organises, staffs, direct, and control activities of other people”.

Management : It has purposes that they want to achieve A combination of a knowledge and art. It is a systematic process, there is coordination, cooperative & integrity within them. It can be applied if there are two or more people working together within an organisation. It has to be based on the division of works, duties, and responsibilities. It is a tool to reach a goal.

Manajemen adalah suatu RANGKAIAN PROSES yang meliputi kegiatan perencanaan, pengorganisasian, pelaksanaan, pengawasan, evaluasi dan pengendalian dalam rangka MEMBERDAYAKAN seluruh sumber daya organisasi (SDM, MODAL, MATERIAL, DAN TEKNOLOGI) secara OPTIMAL untuk MENCAPAI TUJUAN ORGANISASI.

A good management can be applied if.... There are same purposes and goals There is a formal bond and rules There is a division in works, duties & responsibilities There are more than 2 people There is an authority & delegation of authority There is a coordination & integrity in the process of management There is a ruler & those who are being ruled

Teori Manajemen: Manajemen ilmiah by Frederick Taylor Teori organisasi klasik by Henri Fayol Hubungan manusiawi by Hawthorne Studies Manajemen modern by Abraham Maslow

Manajemen ilmiah :1 Staff selection Staff education & development Good cooperation between management and workers Application :  Time & movement studies  Functional foremanship  Exceptancy principles  Instruction cards  Ceritication of standard for works, equipments & workers

Manajemen ilmiah 2 Disadvantages : 1.The increase in productivity not the salary as well 2.The approach system to workers is economically & physically not socially 3.Ignores the willingness of the workers

Organisasi ilmiah : operational tech. act. comm. act. finance act. security act. account act. manag erial planning organisatio nal giving orders coordinat ion supervisi on

Hubungan Manusiawi : Best possible person Best possible work Best possible effect Advantage : manager always remember on how to treat his/her staff well. Disadvantages : in further, this theory didn’t give a maximum outcome

Manajemen modern :1 Perilaku organisasi : –Management isn’t a strict technique –Management has to be systemised –Organisation is a whole & the supervision to workers by manager has to be suitable with the current situation –Motivasional approach for workers is very much needed

Manajemen modern :2 Aliran kuantitatif : / management science –Perumusan masalah –Penyusunan model matematis –Penyelesaian dari model –Uji model & hasil uji –Pengawasan atas hasil uji model –Implementasi hasil uji

Approaches in management : 1 Systematic approach : –Organisation as a whole –Parts that are link together –Every element depends to each other –The approach : general & specific systems, close & open analysis

Approaches in management : 2 Contingency approach : The manager should identify which technique he/she would be used to obtain the management’s goal, in a specific situation, specific condition & specific time. Pendekatan klasik + hubungan manusiawi = contingency approach Contents : Organisation planning Leadership Strategic planning Dynamic groups

Theories in the future: Dominan Divergence (penyimpangan) Convergence (pemusatan) Sintesa

Fungsi Perencanaan Mencakup semua kegiatan yg ditujukan untuk menyusun program kerja selama periode tertentu pada masa yang akan datang berdasarkan visi, misi, tujuan, serta sasaran organisasi. Perencanaan dilakukan pd bdg keuangan, pemasaran, produksi, persediaan, dll.

4 langkah kunci Pemikiran ke masa depan Serangkaian tindakan Pemahaman penuh terhadap semua faktor yang terlibat Pengarahan kepada sasaran khusus (Downey dan Erickson, 1992)

Peran Tingkatan Manajemen dalam Perencanaan Pernc/ Kbjk Stratg Perncn Opersnl/ Prosedur2 Perncnaan Praktis/ Kertas Kerja

6 Langkah Penting dlm Proses Perencanaan Mengumpulkan fakta2 dan informasi Menganalisis fakta2 dan informasi Memprediksi perkembangan pd ms dpn Menetapkan tujuan Mengembangkan alternatif2 tindakan Mengembangkan sistem evaluasi (Downey dan Erickson, 1992)

Fungsi Pengorganisasian Menyusun struktur organisasi Menentukan pekerjaan yg hrs dikerjakan Memilih, menempatkan dan mengembangkan karyawan Merumuskan garis kegiatan perusahaan Membentuk sejumlah hubungan dalam organisasi dan kemudian menunjuk stafnya (Downey dan Erickson, 1992)

Fungsi Pelaksanaan/Pengarahan Meliputi usaha untuk memimpin, menyelia, atau mengawasi, memotivasi, mendelegasikan, dan menilai karyawan yang ada dalam organisasi.

Fungsi Pengawasan Bagaimana membangun sistem pengawasan dan melaksanakan pengawasan terhadap pelaksanaan rencana yang telah dibuat agar tetap berjalan pada jalur yang telah ditetapkan.

Fungsi Evaluasi Menekankan upaya untuk menilai proses pelaksanaan rencana, mengenai ada tidaknya penyimpangan, dan tercapai tidaknya sasaran yang telah ditetapkan berdasarkan rencana yang telah dibuat.

Fungsi Pengendalian Suatu upaya manajerial untuk mengembalikan semua kegiatan pada jalur yang telah ditentukan. Jika ada penyimpangan dari prosedur kerja dapat segera dilakukan pengendalian

The Four Functions of Management Planning Organizing Controlling Directing DynamicContinuousProcess

Planning Functions The objective of planning: Put the firm in the best possible position relative to future business conditions and customer demands Planning begins with the organization developing its marketing plan  Define the firm’s purpose  State the firm’s objective

The Organizing Function Development of an organizational scheme that can accomplish the firm’s purpose and objective efficiently and effectively The selection of a legal structure –Partnership –Cooperative –Corporation

The Controlling Function Concerned with giving management feedback on the firm’s progress toward the goals set in planning Include measures of an individual’s progress as well as the progress of entire departments and business Production rates per hour, cost per unit, or annual dollar sales will determine the success or failure of the business

The Directing Function Implementation of the other three management functions (planning, organizing, and controlling) Successful directing relies strongly on good leadership skills to accomplish its mission The success of the directing function depends on the managers’ ability to motivate their employees

What decisions need to be made? What to produce? How much to produce? What kinds and amounts of resources to use? What technology to use? When to buy and sell? How to finance?

The Six Steps in Decision Making Identifying the Problem Selecting the Best Alternatives Analyzing the Alternatives Following Up Determining Alternative Courses of Action Implementing the Decision

Who makes the decisions? Farm Operator Spouse Landlords Farm managers Farm Advisors Government Financers

Major Areas of Business Management Planning Organizing Directing (leading) Staffing Controlling

Decision Making Steps 1. Define the problem 2. List Alternatives 3. Analyze alternatives 4. Select best alternatives 5. Act on decision 6. Evaluate

Good Managers vs. Bad Managers Takes Pride Neat Plans ahead good record keeping has the expertise Easy going Unorganized shoots from the hip no records outdated methods

Four Basic Business Structures Sole Proprietorship Partnership Corporation Cooperative

Sole Proprietorship (Perush Perseo) One owner makes all decisions Owner responsible for all liabilities Can have multiple employees

Partnership Owned by two or more people Owners are responsible for their share of liabilities Written agreements usually specify percent of ownership, responsibilities, and decision making process.

Corporation Owned by stockholders Business is treated as a single entity Stockholders not personally responsible for liabilities of the business Returns profits in form of “dividends” to stockholders

Cooperative Owned by the users of the business Elected board of directors Profits are returned in the form of “patronage refunds” to users of the coop

References : Handoko, T.H., 2003, Manajemen, BPFE Yogyakarta. Hasibuan, M.S.P., 2001, Manajemen: dasar, penhertian, dan masalah, PT Bumi Aksara, Jakarta. Sule, E.T., & Saefullah, K., 2005, Pengantar manajemen, Prenada Media Group, Jakarta.