Dasar-dasar Manajemen

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1 Dasar-dasar Manajemen
Welcome to Management MAN 101 Dasar-dasar Manajemen Irma M. Nawangwulan

2 Selamat datang..Welcome..Wilujeng sumping..Sugeng rawuh..
Perkenalan dosen dan mahasiswa Silabus Grup formasi Group project for the semester Materi hari ini: Bab 1

3 Selamat datang..Welcome.. Wilujeng sumping..Sugeng rawuh..
Perkenalan dosen dan mahasiswa Silabus Grup formasi Group project for the semester Materi hari ini: Bab 1

4 Hello...this is me... Irma M Nawangwulan, BSc, MBA
Praktisi dan akademisi Gabung UPJ sejak Oktober 2010 atau Phone/WA:

5 Please be aware: some of the slides will be in English...
Syllabus Komponen Penilaian Kehadiran dan partisipasi diskusi kelas 10% Tugas individu dan kelompok 25% Tests % UTS % UAS (dalam bentuk makalah dan presentasi) 30% Please be aware: some of the slides will be in English...

6 Class Rules Please read the class syllabus and come to class prepared
Respect and golden rule: “Do unto others as you would have them do unto you” Make people happy with your presence Keep on trying, don’t give up easily

7 Books Robbins, S. P., Decenzo, D. A., & Coulter, M. (2013). Fundamentals of Management. New Jersey: Pearson. Williams, C. (2013). MGMT-Principle of Management. Mason: South-Western Cengage Learning. Kinicki, A., & Williams, B. (2011). Management A Practical Introduction. New York: McGraw-Hill. Schermerhorn, J. (2011). Introduction to Management, 11th Edition. New Jersey: Wiley.

8 TUJUAN PEMBELAJARAN Setelah mengikuti mata kuliah ini diharapkan mahasiswa mampu : Menjelaskan pengertian Manajemen dan Tugas Manajer. Menjelaskan dan membedakan teori-teori Manajemen Menjelaskan hubungan antara lingkungan eksternal dan lingkungan internal dlm organisasi Menjelaskan fungsi Perencanaan dalam Manajemen Menjelaskan fungsi Pengorganisasian dalam Manajemen Menjelaskan fungsi Pengarahan (leading) dalam Manajemen Menjelaskan fungsi Pengendalian dalam Manajemen

9 Discovering Great Management
Will we know it when we see it?

10 Why Study Management? We interact with management everyday
Understanding of management gives insight into many organizational aspects Reality: when graduate, you will either manage or be managed

11 Bagian I PENGANTAR MANAJEMEN Proses Manajemen Jenis-jenis Manajer
Peran dan Keahlian Manajerial Dasar Sumber Keahlian Manajerial Lingkup Manajemen

12 Learning Objectives Setelah mempelajari Bab ini, anda dpt :
Menjelaskan karakteristik manajemen, mendefinisikan manajemen dan pentingnya manajemen Mengidentifikasi dan menjelaskan 4 fungsi manajemen dalam organisasi. Menjelaskan jenis manajer Mengidentifikasi peran manajerial dasar dan ketrampilan manajer Mendiskusikan manajemen sebagi ilmu dan manajemen sebagai seni Membuat resume ttg lingkup manajemen dlm organisasi

13 Siapa yg membutuhkan manajemen ?
Perusahaan ? Pemerintah ? Yayasan ? Universitas ? Semua kegiatan yang terorganisir !  ORGANISASI

14 What is an organization?
Sekelompok orang yang bekerja bersama dlm suatu struktur yang terkoordinasi untuk mencapai suatu tujuan tertentu

15 Apa hubungan organisasi dgn manajemen ?
Manajemen dibutuhkan utk mencapai tujuan organisasi Untuk menjaga keseimbangan diantara tujuan yang mungkin berbeda diantara para stakeholder (Pemilik, Karyawan, Konsumen, Kreditur, Suplier, Pemerintah, Asosiasi dsb) Untuk mencapai efisiensi dan efektivitas dlm mencapai tujua

16 What is Management Seni dlm menyelesaikan pekerjaan melalui orang lain ( the art of getting things done through the others – (Mary Parker Follet) Is the process directing and facilitating the work of people organized in formal group to achieve a desired end (John D Millet) Proses perencanaan, pengorganisasian, pengarahan dan pengendalian kegiatan anggota organisasi dgn menggunakan sumber daya organisasi untuk mencapai tujuan yg telah ditetapkan (James AF Stoner)

17 Proses : cara sistematis utk melakukan sesuatu
Perencanaan (Planning) : sebelum melakukan sesuatu manajer memikirkan apa tujuan organisasinya, bagaimana mencapainya, bagaimana sumber dayanya, kapan selesainya. Pengorganisasian (Organizing): bagaimana manajer mengelompokkan kegiatan-kegiatan yang ada dlm organisasinya, menempatkan orang-orang dan mengalokasi sumber daya Kepemimpinan /mengarahkan (Leading) : bagaimana manajer mempengaruhi bawahan agar mau bekerja dlm mancapai tujuan organisasi Pengendalian (Controlling) : bagaimana manajer mengawal seluruh aktivitas dlm organisasinya agar tetap berada pada jalur yang benar (on the right track)

18 PROSES MANAJEMEN (James AF Stoner)
. MANAJEMEN PERENCANAAN PENGORGNS PENGARAHAN PENGENDALIAN TUJUAN ORGN

19 Other def : Management A set of activities
(planning and decision making, organizing, leading, and controlling) directed at an organization’s resources (human, financial, physical, and information) with the aim of achieving organizational goals in an efficient and effective manner. (RW Griffin)

20 Management in Organizations
Inputs from the environment • Human resources Financial resources Physical resources Information resources Planning and decision making Leading Organizing Controlling Goals attained Efficiently Effectively Figure 1.1 Copyright © by Houghton Mifflin Company. All rights reserved.

21 Sumber Daya Organisasi
Human resources Managerial talent and labor Financial resources Capital investments to support ongoing and long-term operations Physical Assets Raw materials; office and production facilities, and equipment Information Usable data, information linkages Copyright © by Houghton Mifflin Company. All rights reserved. 4

22 Contoh Sumber Daya Organisasi
Orgns Human Resources Financial Resources Physical Resources Information Resources UNDIP Dosen, Karywan SPP, SPI, DIPA Gedung , Peralatan Laporaran Penelitian, Jurnal PERUSAHAAN Manajemen, Karyawan Modal Sendiri, Modal Asing, Laba Tanah, Bangunan, Mesin, Peralatan Rencana Penjualan, Laporan Keuangan Pemkot Smg Karyawan (PNS) PAD, DAU, DAK Tanah, Bangunan, Peralatan Data Badan Statistik Copyright © by Houghton Mifflin Company. All rights reserved.

23 Getting work done through others
Management Is… Effectiveness Efficiency Getting work done through others Management is getting work done through others. Managers have to be concerned with efficiency and effectiveness in the workplace. Efficiency is getting work done with a minimum of effort, expense, or waste. Effectiveness is accomplishing tasks that help full organizational objectives, such as customer service and satisfaction. Source: Chuck Williams

24 Seorang manajer yang efisien ialah :
Efektif Kemampuan (seorang manajer) utk memilih/menggunakan cara, metode, peralatan yang tepat, guna mencapai tujuan tertentu Efisiensi Kemampuan utk menyelesaikan suatu pekerjaan dengan benar Seorang manajer yang efisien ialah : Manajer yang mampu mencapai hasil (output) lebih tinggi dibanding masukan (input) yang digunakan Dengan sumber daya (input) sekecil-kecilnya bisa memperoleh hasil (output) tertentu atau dengan sumber daya (input) tertentu memberikan hasil (output) sebesar-besarnya. Copyright © by Houghton Mifflin Company. All rights reserved.

25 Efektif dan efisien sbg tolok ukur keberhasilan/kinerja manajemen
Seorang manajer yg dapat memproduksi mobil (suatu produk) dgn efisien (biaya murah), akan tetapi mobil tsb tidak laku dijual , dia bukan manajer yang berhasil Seorang manajer yang produknya laku dipasar, tetapi tidak memberikan profit, sama saja dia bukan manajer yang berhasil Copyright © by Houghton Mifflin Company. All rights reserved.

26 What is a Manager ? Seseorang yang tanggung jawab utamanya melaksanakan proses manajemen Seseorang yang merencanakan dan membuat keputusan , mengorganisasikan, memimpin, dan mengendalikan sumber daya manusia, finansial, fisik dan informasi. Copyright © by Houghton Mifflin Company. All rights reserved.

27 Proses Manajemen (Fungsi Dasar Manajemen)
Planning and Decision Making Menetapkan tujuan organisasi dan menentukan bagaimana cara terbaik untuk mencapainya Pemilihan suatu tindakan dari serangkaian alternatif Organizing Menentukan bagaimana cara mengelompokkan berbagai aktifitas dan sumber daya Leading Serangkaian proses yang dilakukan agar anggota organisasi bekerja bersama demi pencapaian tujuan organisasi Controlling Pemantauan perkembangan organisasi dalam mencapai tujuannya Copyright © by Houghton Mifflin Company. All rights reserved. 9

28 Kinds of Managers Top Managers Middle Managers First-Line Managers
There are four kinds of managers, each with different jobs and responsibilities. A discussion of managers follows on the following slides. The jobs and responsibilities of the four kinds of managers are summarized in Exhibit 1.3.

29 Top Managers Chief Executive Officer (CEO)
Chief Operating Officer (COO) Chief Financial Officer (CFO) Chief Information Officer (CIO)

30 Responsibilities of Top Managers
Creating a context for change Developing commitment and ownership in employees Creating a positive organizational culture through language and action Monitoring their business environments Top managers hold positions like the CEO, the COO, the CFO, and the CIO and are responsible for the overall direction of the organization.

31 Middle Managers Plant Manager Regional Manager Divisional Manager

32 Responsibilities of Middle Managers
Plan and allocate resources to meet objectives Coordinate and link groups, departments, and divisions Monitor and manage the performance of subunits and managers who report to them Middle managers hold positions like plant manager, regional manager, or divisional manager. Note how middle managers’ responsibilities are influenced by those of top managers. Note also how their responsibilities are more narrowly focused than of top managers. Implement changes or strategies generated by top managers

33 First-Line Managers Office Manager Shift Supervisor Department Manager
First-line managers are the only managers who don’t supervise other managers.

34 Responsibilities of Team Leaders
Facilitate team performance Manage external relations This is a relatively new kind of management job that developed as companies shifted to self-managing teams, which, by definition, have no formal supervisor. Instead of directing individuals’ work, team leaders facilitate team activities toward goal accomplishment. They have less formal authority, so they lead more through relationships and respect. Facilitate internal team relationships

35 Managerial Skills (R Katz)
. Top Middle Lower Conseptual Human relations Teknical Robert L Katz

36 Pekerjaan Manajerial How CEOs spend a typical day. Desk Work 22%
Unscheduled Scheduled Meetings 59% Desk Work 22% 10% Telephone 6% Touring Facilities 3%

37 Managerial Roles Interpersonal Informational Decisional Figurehead
Leader Liaison Monitor Disseminator Spokesperson Entrepreneur Disturbance Handler Resource Allocator Negotiator H. Mintzberg, “The Manager’s Job: Folklore and Fact:.” Harvard Business Review, July-August 1975. Adapted from Exhibit 1.3

38 Managerial Roles Interpersonal Roles Figurehead Leader Liaison
Managers perform ceremonial duties Managers motivate and encourage workers to accomplish objectives Managers deal with people outside their units Interpersonal Roles–interacting with others figurehead role: managers perform ceremonial duties leader role: managers motivate and encourage workers to accomplish organizational objectives liaison role: managers deal with people outside their units

39 Managerial Roles Interpersonal Roles Figurehead Leader Liaison
Managers perform ceremonial duties Managers motivate and encourage workers to accomplish objectives Managers deal with people outside their units Interpersonal Roles–interacting with others figurehead role: managers perform ceremonial duties leader role: managers motivate and encourage workers to accomplish organizational objectives liaison role: managers deal with people outside their units

40 Managerial Roles Informational Roles
Monitor Disseminator Spokesperson Managers scan their environment for information Managers share information with others in their company Managers share information with others outside their departments or companies Informational Roles–obtaining and sharing information monitor role: managers scan their environment for information, actively contact others for information disseminator role: managers share the information they have collected with their subordinates and others in the company

41 Managerial Roles Decisional Roles 4.3 Entrepreneur Disturbance Handler
Resource Allocator Negotiator Managers adapt to incremental change Managers respond to problems that demand immediate action Managers decide who gets what resources Managers negotiate schedules, projects, goals, outcomes, resources, and raises Decisional Roles–making good decisions entrepreneur role: managers adapt themselves, their subordinates, and their units to incremental change disturbance handler role: managers respond to pressures and problems so severe that they demand immediate attention and action resource allocator role: managers decide who will get what resources and how many resources they get negotiator role: managers negotiate schedules, projects, goals, outcomes, resources, and employee raises

42 What Companies Look for in Managers
Technical Skills Human Skills Conceptual Skills Motivation to Manage Technical skills are the ability to apply the specialized procedures, techniques, and knowledge required to get the job done. Technical skills are most important for lower level managers, because these managers supervise the workers who produce products or serve customers. Team leaders and first-line managers need technical knowledge and skills to train new employees and help employees solve problems. Technical skills become less important as managers rise through the managerial ranks, but they are still important. Human skills, the ability to work well with others, are equally important at all levels of management, from first-line supervisors to CEOs. However, because lower level managers spend much of their time solving technical problems, upper level managers may actually spend more time dealing directly with people. Conceptual skills are the ability to see the organization as a whole, how the different parts of the company affect each other, and how the company fits into or is affected by its external environment. Conceptual skill increases in importance as managers rise through the management hierarchy. Managers typically have a stronger motivation to manage than their subordinates, and managers at higher levels usually have stronger motivation to manage than managers at lower levels. Furthermore, managers with stronger motivation to manage are promoted faster, are rated by their employees as better managers, and earn more money than managers with a weak motivation to manage.

43 Mistakes Managers Make
1. Insensitive to others 2. Cold, aloof, arrogant 3. Betrayal of trust 4. Overly ambitious 5. Specific performance problems with the business 6. Overmanaging: unable to delegate or build a team 7. Unable to staff effectively 8. Unable to think strategically 9. Unable to adapt to boss with different style 10. Overdependent on advocate or mentor Exhibit 1.6 lists the top 10 mistakes managers make. These mistakes make the difference between “arrivers”—managers who made it all the way to the top of their companies-- and “derailers”—managers who were successful early in their careers but were knocked off the fast track at the middle to upper management levels. Both groups were very similar and had enjoyed past success. The biggest difference between the two were how they managed people. Arrivers were much more effective in their interpersonal skills than were derailers. Derailers were insensitive to others by an abrasive, intimidating, and bullying management style Being cold, aloof, or arrogant Lacking concern for others Being overly political Use this fact to reinforce the importance of being able to manage people rather than just processes, when it comes to management effectiveness. Adapted from Exhibit 1.5 McCall & Lombardo, “What Makes a Top Executive?” Psychology Today, Feb 1983

44 Mistakes Managers Make
Insensitive to others: abrasive, intimidating, bullying style Cold, aloof, arrogant Betray trust Overly ambitious: thinking of next job, playing politics Specific performance problems with the business Overmanaging: unable to delegate or build a team Unable to staff effectively Unable to think strategically Unable to adapt to boss with different style Overdependent on advocate or mentor © 2012 Cengage Learning