Created by WJP, 2019 KAJIAN PERAN & FUNGSI MANAJEMEN.

Presentasi berjudul: "Created by WJP, 2019 KAJIAN PERAN & FUNGSI MANAJEMEN."— Transcript presentasi:

1 Created by WJP, 2019 KAJIAN PERAN & FUNGSI MANAJEMEN

2 Created by WJP, 2018 2

3 TUGAS MANAJER Mengambil Keputusan: Menyelesaikan Masalah (Problem Solving): Mengembangkan Organisasi: Created by WJP, 2018 3 Perencanaan; Pelaksanaan Program; Penilaian; dan Umpan Balik / PS. Rutin - Insidental Organizational – Non Organizational Skala Bisnis – Citra – Perilaku – Budaya Org

4 Created by WJP, 2018 4 The Manajemen Model in Organizational System INPUT PROCESSOUTPUT FEEDBACK ENVIRONMENT VISI & GOAL OBJECTIVE TARGET KONVERSI MOBILISASI PENGGERAKAN KOORDINASI 6 M 2 T PIES SUPERVISI MONITORING EVALUASI UMPAN BALIK STATUS –– STRATEGI –– SO-TK –– SISTEM & PROSEDUR –– CULTURE HETEROGEN SDM

5 RESOURCES RESOURCES {Assets} 1.Man (People); 2.Money; 3.Method (Procedures); 4.Materials; 5.Machine (Equipment); 6.Market; 11 - Categories of Resources: 7.Technology; 8.Time; 9.Policy; 10.Information; 11.Energy; and 12.Standard (6 M - 2 T - PIES) Created by WJP, 2014 5

6 MANAGERIAL SKILLS Conceptual Skills The ability to analyze and diagnose a situation and distinguish between cause and effect. Human Skills The ability to understand, alter, lead, and control the behavior of other individuals and groups. Technical Skills Job-specific skills required to perform a particular type of work or occupation at a high level.

7 1.Pengorganisasian Aktivitas; 2.Gambaran Hirarki; 3.Bagi habis semua pekerjaan; 4.Kejelasan Koordinasi; 5.Rentang Kendali; 6.Satu Perintah; 7.Gambar garis kewenangan. ALUR BERFIKIR PENATAAN SO-TK TUPOKSI ORGANISASI STRUKTUR ORGANISASI TUPOKSI UNIT KERJA JOB DESCRIPTION 1.Tugas Pokok: Aktivitas Utama, Tanggung Jawab. 2.Fungsi: Peran Organisasi, Manfaatnya bagi Sasaran. 1.Nama Jabatan; 2.Status Jabatan; 3.Atasan Langsung; 4.Bawahan Langsung; 5.Tugas Pokok; 6.Kewenangan; 7.Tanggung Jawab; 8.Ukuran Kinerja; 9.Mitra Kerja Utama (Koordinasi); 10.Persyaratan Jabatan.

8 Levels of Managers 1-8 Figure 1.3

9 First-line managers responsible for the daily supervision of the nonmanagerial employees Middle managers Supervises first-line managers responsible for finding the best way to use resources to achieve organizational goals 1-9 Levels of Managers

10 Top managers responsible for the performance of all departments establish organizational goals decide how different departments should interact monitor how well middle managers utilize resources to achieve goals 1-10 Levels of Managers

11 KAIDAH DASAR MANAJEMEN SDM GIVEN INDIVIDU NEW INDIVIDU MANAJEMEN LEADER SELF / DIRI SENDIRI ORIENTASI INDIVIDU RUTINITAS PROFESIONAL ORIENTASI TIM INOVATIF - BERETIKA

12 MANAJER vs LEADER No. MANAJERLEADER 1Diangkat (SK Organisasi)Diakui (Pengakuan Sosial) 2Doing the Thing RightDoing the Right Thing 3Lebih fokus pada penyelesaian masalah (Reaktif) Lebih fokus pada mencegah terjadinya masalah (Pro-Aktif) 4Orientasi pada TaskOrientasi pada Human 5Menjalankan SistemMembangun Sistem 6Penggerakan berdasar KewenanganPenggerakan berdasar Pengaruh 7Mengutamakan PerintahMemberi Suri Tauladan Created by WJP, 2019 12

13 Combination of Command Style and Cohesiveness to Yield High Performance 13 PEOPLE ORIENTED TASK ORIENTED LOW HIGH LOW L-M Cohesiveness M-H Command Style H Cohesiveness H Command Style L-M Cohesiveness L-M Command Style

14 SUMBER PENGARUH Penguasaan Keahlian Khusus; Penguasaan Informasi; Pengendalian Diri dan Perilaku Tauladan; dan Penyedia Kebutuhan Utama Lingkungan. Created by WJP, 2019 14

15 1.Penentuan Goal; 2.Hal-hal Fundamental; 3.Jangka Panjang; 4.Untuk Survival. MANAJEMEN STRATEJIK MANAJEMEN OPERASIONAL M E N C A P A I POLICY ORGANISASI MANAJEMEN E N V I R O N M E N T Created by WJP, 2014 15 GOALSGOALS HETEROGEN SDM LEADERSHIP 1.Penentuan Target; 2.Hal-hal Teknis; 3.Jangka Pendek; 4.Untuk Keberhasilan. PRAKTEK MANAJEMEN 1.Visi & Misi; 2.Strategi; 3.Budaya Organisasi; 4.Tujuan & Sasaran Str; 5.Kebijakan Dasar

16 MANAJEMEN OPERASIONAL MANAJEMEN STRATEJIK Semua Organisasi Menata Semua Sub-Sistem ini M E N C A P A I POLICY ORGANISASI MANAJEMEN E N V I R O N M E N T Created by WJP, 2014 16 GOALSGOALS HETEROGEN SDM 1.Normatif; 2.Strategis; 3.Fungsional. Status; Struktur; Strategi; Sistem & Prosedur; Standar (SOP); Sumber Daya (R). LEADERSHIP Politik; Sosial Ekonomi Undang- Undang; Peraturan Pemerintah; Peraturan Presiden; Perda, Permen.

17 Created by WJP, 2014 17 POLICY HETEROGEN ORGANISASI LEADERSHIP Kendali Diri; Kuasai Informasi; Jadilah Pencerah; Jadilah Panutan; Miliki Kekhususan; Milikilah Pengaruh. Kepribadian; Kemampuan; Kepedulian. Normatif: 1.Tumbuh; 2.Sejahtera; 3.Citra +. Pengaruh; Penggerakan; Penciptaan. GOALSGOALS QUALITY OF WORK LIFE LMX OCB LOYALITAS F U N G S I M A N A J E M E N P R O S E S M A N A J E M E N 1. Perilaku 2. Budaya 3. Teknol PERFORMANCE 1.PERSONEL 2.UNIT KERJA 3.ORGANISASI SDM Undang- Undang; Peraturan Pemerintah; Peraturan Presiden; Perda, Permen  Leadership The process by which a person exerts influence over others and inspires, motivates and directs their activities to achieve group or organizational goals. Power should be used to influence and control others for the common good rather seeking to exercise control for personal satisfaction. GOALSGOALS E N V I R O N M E N T

18 Kerangka Konsep Manajemen Moderen dalam Industri Kesehatan NORMATIF: - Growth; - Sejahtera; - Citra Positif. STRATEGIS: (Manajemen Stratejik) - Visi; - Nilai Dasar; dan - Tujuan Strategis. FUNGSIONAL: - Keuangan; - Pelayanan; dan - Kinerja Organisasi. NORMATIF: - Growth; - Sejahtera; - Citra Positif. STRATEGIS: (Manajemen Stratejik) - Visi; - Nilai Dasar; dan - Tujuan Strategis. FUNGSIONAL: - Keuangan; - Pelayanan; dan - Kinerja Organisasi. GOALS B U D A Y A O R G A N I S A S I RESOURCES KOMPONENKOMPONEN SDM KARAKTERISTIK KASTEMER: - Unwilling; - Anxiety; - Ignorance; dan. - Sangat Sensitif 1. PELAYANAN BERFOKUS KASTEMER ; dan 2 PELAYANAN PRIMA. (Manajemen ’Risiko) -Metode BSC -OL – KM – Lean DATA DAN INFORMASI (SISTEM INFORMASI MAN) 1.Padat Karya;(M. SDM) 2.Padat Modal;(M. Keuangan) 3.Padat Teknologi;(M. Logistik) 4.Produk Heterogen.(M. Pemasaran) SIFATSIFAT FUNGSI, PROSES & METODE MANAJ. ORGANISASI - Status; - Strategi; - Struktur;dan - Sisdur. ORGANISASI - Status; - Strategi; - Struktur;dan - Sisdur. POLICY LEADERSHIP INFRASTRUKTUR ORGANISASI HETEROGEN SDM 6M-2T-PIES

19 NORMATIF: 1. Growth; 2. Prosperous; 3. Image. STRATEGIS: 1. Visi; 2. Core Value; 3. Tujuan Strategis. FUNGSIONAL: 1. Keuangan; 2. Pelayanan; 3. Kinerja Organisasi POLICY ORGANISASI MANAJEMEN LEADERSHIP E N V I R O N M E N T Created by WJP, 2014 19 F U N G S I M A N A J E M E N P R O S E S M A N A J E M E N P – O – S – D – Co – R – B – E P – O – A – C GOALSGOALS HETEROGEN SDM 1.Normatif; 2.Strategis; 3.Fungsional. Undang- Undang; Peraturan Pemerintah; Peraturan Presiden; Perda, Permen M E N C A P A I Status; Struktur; Strategi; Sistem & Prosedur; Standar (SOP); Sumber Daya (R).

20 F O N D A S I PRASARANA ORGANISASI POLICY Status; Struktur; Strategi; Sistem & Prosedur; Standar (SOP); Sumber Daya (R). ORGANISASI MANAJEMEN LEADERSHIP E N V I R O N M E N T Created by WJP, 2014 20 F U N G S I M A N A J E M E N P R O S E S M A N A J E M E N P – O – S – D – Co – R – B – E P – O – A – C HETEROGEN SDM M E N C A P A I GOALSGOALS 1.Normatif; 2.Strategis; 3.Fungsional. Undang- Undang; Peraturan Pemerintah; Peraturan Presiden; Perda, Permen Planning Organizing Staffing Directing Coordinating Recording & Reporting Budgeting Evaluating

21 Loyalitas pada Profesi Organizational Citizenship Behavior POLICY Status; Struktur; Strategi; Sistem & Prosedur; Standar; Sumber Daya. HETEROGEN ORGANISASI MANAJEMEN QUALITY OF WORK LIFE WORK PERFORMANCE 1.PERSONEL 2.UNIT KERJA 3.ORGANISASI GOALSGOALS F U N G S I M A N A J E M E N P R O S E S M A N A J E M E N Normatif Strategis; Fungsional. E N V I R O N M E N T Created by WJP, 2014 21 SDM Undang- Undang; Peraturan Pemerintah; Peraturan Presiden; Perda, Permen 1. Perilaku 2. Budaya 3. Tekno- logi LMX OCB LOYALITAS Leader Member Exchange 1.Pendekatan; 2.Prinsip; 3.Metoda. Task vs Staff System Approach I - P - O Metoda Manajemen Decision Making

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