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Copyright 2005 by Houghton Mifflin Company. All rights reserved.1*Bab Garis BesarSebuah Pengantar ManajemenJenis ManajerFungsi Dasar ManajemenDasar Keterampilan ManajemenIlmu dan Seni ManajemenEvolusi ManajemenPentingnya Sejarah dan TeoriKonteks Historis ManajemenPerspektif Manajemen Klasik

Copyright 2005 by Houghton Mifflin Company. All rights reserved.

Copyright 2005 by Houghton Mifflin Company. All rights reserved.1*Chapter Outline (contd)Evolusi Manajemen (Lanjutan)Perspektif Manajemen PerilakuPerspektif Manajemen KuantitatifPemikiran Manajemen KontemporerSistem PerspektifPerspektif KontingensiManajemen Kontemporer Tantangan dan Peluang


Copyright 2005 by Houghton Mifflin Company. All rights reserved.1*Tujuan belajarSetelah mempelajari bab ini, Anda harus dapat:Mendefinisikan manajemen, menggambarkan jenis manajer yang ditemukan dalam organisasi, dan secara singkat menjelaskan empat fungsi manajemen dasar. Membenarkan pentingnya sejarah dan teori untuk manajer dan menjelaskan evolusi pemikiran manajemen.Diskusikan isu-isu manajemen kontemporer dan tantangan.


Copyright 2005 by Houghton Mifflin Company. All rights reserved.1*Apa itu Manajemen?Satu set kegiatanperencanaan dan pengambilan keputusan, pengorganisasian, memimpin, dan mengendalikanmengarahkan sumber daya organisasi manusia, keuangan, fisik, dan informasidengan tujuan mencapai tujuan organisasi secara efisien dan efektif.


Copyright 2005 by Houghton Mifflin Company. All rights reserved.1*Tujuan Dasar ManajemenEFFICIENTLY Using resources wisely and in a cost-effective wayEFFECTIVELY Making the right decisions and successfully implementing them


Copyright 2005 by Houghton Mifflin Company. All rights reserved.1*Apa itu Manajer?Seseorang yang tanggung jawab utamanya adalah untuk melaksanakan proses manajemen.Seseorang yang merencanakan dan membuat keputusan, mengorganisir, memimpin, dan kontrol manusia, keuangan, sumber daya fisik, dan informasi.


Copyright 2005 by Houghton Mifflin Company. All rights reserved.1*Jenis Manajer Menurut TingkatTop ManagersKelompok yang relatif kecil eksekutif yang mengelola keseluruhan tujuan organisasi, strategi, dan kebijakan operasional.Middle ManagersKelompok terbesar dari manajer dalam organisasiMenerapkan kebijakan manajemen puncak dan rencana.Mengawasi dan mengkoordinasikan kegiatan manajer tingkat rendah.First-Line ManagersManajer yang mengawasi dan mengkoordinasikan aktivitas karyawan operasi.


Copyright 2005 by Houghton Mifflin Company. All rights reserved.1*Jenis Manajer Berdasarkan AreaMarketing ManagersBekerja di bidang yang terkait dengan mendapatkan konsumen dan klien untuk membeli produk organisasi atau jasa.Financial ManagersBerurusan terutama dengan sumber daya keuangan organisasi.Operations ManagersBerhubungan dengan menciptakan dan mengelola sistem yang menciptakan produk dan jasa organisasi.


Copyright 2005 by Houghton Mifflin Company. All rights reserved.1*Kinds of Managers by Area (contd)Human Resource ManagersTerlibat dalam proses sumber daya manusiaPerencanaan, perekrutan dan seleksi, pelatihan dan pengembangan, merancang sistem kompensasi dan manfaat, merumuskan sistem penilaian kinerja.Administrative ManagersBerfungsi sebagai generalis dalam bidang fungsional dan tidak terkait dengan manajemen khusus tertentu. Other Kinds of ManagersDitugaskan sebagai spesialis dalam posisi langsung berhubungan dengan kebutuhan organisasi.


Copyright 2005 by Houghton Mifflin Company. All rights reserved.1*The Management Process (contd)Perencanaan dan Pembuatan KeputusanMenetapkan tujuan organisasi dan memilih suatu tindakan dari serangkaian alternatif untuk mereka mencapai.OrganizingMenentukan bagaimana aktivitas dan sumber daya dikelompokkan.Leading Mendapatkan anggota organisasi untuk bekerja sama untuk memajukan kepentingan organisasi.Controlling Pemantauan kemajuan organisasi ke arah tujuan.


Copyright 2005 by Houghton Mifflin Company. All rights reserved.1*Skills and the ManagerFundamental Management SkillsTechnical SkillsInterpersonal SkillsConceptual SkillsDiagnostic SkillsCommunication SkillsDecision-Making SkillsTime-Management Skills


Copyright 2005 by Houghton Mifflin Company. All rights reserved.1*Dasar Keterampilan ManajemenTechnicalSkills necessary to accomplish or understand the specific kind of work being done in an organization.InterpersonalThe ability to communicate with, understand, and motivate both individuals and groups.ConceptualThe managers ability to think in the abstract.DiagnosticThe managers ability to visualize the most appropriate response to a situation.


Copyright 2005 by Houghton Mifflin Company. All rights reserved.1*Fundamental Management Skills (contd)CommunicationThe managers abilities both to convey ideas and information effectively to others and to receive ideas and information effectively from others.Decision-MakingThe 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.Time-ManagementThe managers ability to prioritize work, to work efficiently, and to delegate appropriately.


Copyright 2005 by Houghton Mifflin Company. All rights reserved.1*Management: Science or Art?The Science of ManagementAssumes 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.


Copyright 2005 by Houghton Mifflin Company. All rights reserved.1*The Importance of Theory and HistoryWhy Theory?Provides a conceptual framework for organizing knowledge and providing a blueprint for action.Management theories, used to build organizations, are grounded in reality.Most managers develop their own theories about how they should run their organizations.Why History?An awareness and understanding of historical developments in management are important.Furthers the development of management practices.Avoiding the mistakes of others in the past.


Copyright 2005 by Houghton Mifflin Company. All rights reserved.1*Early Management PioneersRobert Owen (17711858)British industrialist who was one of the first managers to recognize the importance of human resources and the welfare of workers.Charles Babbage (17921871)English mathematician who focused on creating efficiencies of production through the division of labor, and the application of mathematics to management problems.


Copyright 2005 by Houghton Mifflin Company. All rights reserved.1*Classical Management PerspectiveScientific ManagementConcerned with improving the performance of individual workers (i.e., efficiency).Grew out of the industrial revolutions labor shortage at the beginning of the twentieth century.Administrative Management A theory that focuses on managing the total organization rather than individuals.


Copyright 2005 by Houghton Mifflin Company. All rights reserved.1*Scientific ManagementFrederick Taylor (18561915) Replaced old methods of how to do work with scientifically-based work methods.Eliminated soldiering, where employees deliberately worked at a pace slower than their capabilities.Believed in selecting, training, teaching, and developing workers.Used time studies of jobs, standards planning, exception rule of management, slide-rules, instruction cards, and piece-work pay systems to control and motivate employees.


Copyright 2005 by Houghton Mifflin Company. All rights reserved.1*Scientific Management PioneersFrank and Lillian GilbrethBoth developed techniques and strategies for eliminating inefficiency.Frank reduced the number of movements in bricklaying, resulting in increased output of 200%.Lillian made substantive contributions to the fields of industrial psychology and personnel management.


Copyright 2005 by Houghton Mifflin Company. All rights reserved.1*Classical Management Perspective (contd)Administrative Management TheoryFocuses on managing the whole organization rather than individuals.Henri Fayol (18411925)Was first to identify the specific management functions of planning, organizing, leading, and controlling.Lyndall Urwick (18911983)Integrated the work of previous management theorists.Max Weber (18641920)His theory of bureaucracy is based on a rational set of guidelines for structuring organizations.


Copyright 2005 by Houghton Mifflin Company. All rights reserved.1*Classical Management PerspectiveTodayContributionsLaid the foundation for later developments.Identified important management processes, functions, and skills.Focused attention on management as a valid subject of scientific inquiry.LimitationsMore appropriate approach for use in traditional, stable, simple organizations.Prescribed universal procedures that are not appropriate in some settings.Employees are viewed as tools rather than as resources.


Copyright 2005 by Houghton Mifflin Company. All rights reserved.1*Behavioral Management PerspectiveBehavioral ManagementEmphasized individual attitudes and behaviors, and group processes, and recognized the importance of behavioral processes in the workplace.Hugo Munsterberg (18631916)A German psychologist, the father of industrial psychology, who advocated applying psychological concepts to employees selection and motivation industrial settings.Mary Parker Follett (18681933)Recognized the importance of the role of human behavior in the workplace.


Copyright 2005 by Houghton Mifflin Company. All rights reserved.1*Key Managerial Roles (Munsterberg)Key Management RolesInterpersonal RolesDecisional RolesInformational RolesFigureheadLeaderLiaisonMonitorDisseminatorSpokespersonEntrepreneurDisturbance handlerNegotiatorSource: Van Fleet, David D., Contemporary Management, Second Edition. Copyright 1991 by Houghton Mifflin Company. Used with permission.


Copyright 2005 by Houghton Mifflin Company. All rights reserved.1*The Hawthorne Studies (19271932)Conducted by Elton Mayo and associates at Western ElectricIllumination studyworkplace lighting adjustments affected both the control and the experimental groups of production employees.Group studyimplementation of piecework incentive plan caused production workers to establish informal levels of acceptable individual output.Over-producing workers were labeled rate busters and under-producing workers were considered chiselers.Interview programconfirmed the importance of human behavior in the workplace.


Copyright 2005 by Houghton Mifflin Company. All rights reserved.1*Behavioral Management Perspective(contd)Human Relations MovementGrew out of the Hawthorne studies.Proposed that workers respond primarily to the social context of work, including social conditioning, group norms, and interpersonal dynamics.Assumed that the managers concern for workers would lead to increased worker satisfaction and improved worker performance.


Copyright 2005 by Houghton Mifflin Company. All rights reserved.1*Behavioral Management Perspective (contd)Abraham Maslow (1908-1970)Advanced a theory that employees are motivated by a hierarchy of needs that they seek to satisfy.Douglas McGregor (1906-1964)Proposed Theory X and Theory Y concepts of managerial beliefs about people and work.


Copyright 2005 by Houghton Mifflin Company. All rights reserved.1*Table 1.1Theory X and Theory YTheory X AssumptionsPeople do not like work and try to avoid it.People do not like work, so managers have to control, direct, coerce, and threaten employees to get them to work toward organizational goals.People prefer to be directed, to avoid responsibility, and to want security; they have little ambition.Source: Douglas McGregor, The Human Side of Enterprise, Copyright 1960 by McGraw-Hill. Reprinted by permission of The McGraw-Hill Companies.


Copyright 2005 by Houghton Mifflin Company. All rights reserved.1*Table 1.1 (contd)Theory X and Theory Y (contd)Theory Y AssumptionsPeople do not dislike work; work is a natural part of their lives.People are internally motivated to reach objectives to which they are committed.People are committed to goals to the degree that they receive rewards when they reach their objectives.People seek both seek and accept responsibility under favorable conditions.People can be innovative in solving problems.People are bright, but under most organizational conditions their potentials are underutilized.Source: Douglas McGregor, The Human Side of Enterprise, Copyright 1960 by McGraw-Hill. Reprinted by permission of The McGraw-Hill Companies.


Copyright 2005 by Houghton Mifflin Company. All rights reserved.1* Organizational BehaviorA contemporary field focusing on behavioral perspectives on management.Draws on psychology, sociology, anthropology, economics, and medicine.Important topics in organizational behavior research:Job satisfaction and job stressMotivation and leadershipGroup dynamics and organizational politicsInterpersonal conflictThe structure and design of organizations


Copyright 2005 by Houghton Mifflin Company. All rights reserved.1*Behavioral Management PerspectiveTodayContributionsProvided important insights into motivation, group dynamics, and other interpersonal processes.Focused managerial attention on these critical processes.Challenged the view that employees are tools and furthered the belief that employees are valuable resources.


Copyright 2005 by Houghton Mifflin Company. All rights reserved.1*Behavioral Management PerspectiveToday (contd)LimitationsComplexity of individuals makes behavior difficult to predict.Many concepts not put to use because managers are reluctant to adopt them.Contemporary research findings are not often communicated to practicing managers in an understandable form.


Copyright 2005 by Houghton Mifflin Company. All rights reserved.1*Quantitative Management Perspective Quantitative ManagementEmerged during World War II to help the Allied forces manage logistical problems.Focuses on decision making, economic effectiveness, mathematical models, and the use of computers to solve quantitative problems.


Copyright 2005 by Houghton Mifflin Company. All rights reserved.1*Quantitative Management Perspective (contd) Management ScienceFocuses on the development of representative mathematical models to assist with decisions.Operations ManagementPractical application of management science to efficiently manage the production and distribution of products and services.


Copyright 2005 by Houghton Mifflin Company. All rights reserved.1*Quantitative Management PerspectiveTodayContributionsDeveloped sophisticated quantitative techniques to assist in decision making.Application of models has increased our awareness and understanding of complex processes and situations.Has been useful in the planning and controlling processes.


Copyright 2005 by Houghton Mifflin Company. All rights reserved.1*Quantitative Management PerspectiveToday (contd)LimitationsQuantitative management cannot fully explain or predict the behavior of people in organizations.Mathematical sophistication may come at the expense of other managerial skills.Quantitative models may require unrealistic or unfounded assumptions, limiting their general applicability.


Copyright 2005 by Houghton Mifflin Company. All rights reserved.1*Integrating Perspectives for ManagersSystems PerspectiveA system is an interrelated set of elements functioning as a whole.Open systemAn organizational system that interacts with its environment.


Copyright 2005 by Houghton Mifflin Company. All rights reserved.1*Integrating Perspectives for Managers (contd)Closed systemAn organizational system that does not interact with its environment.SubsystemsA system within another system. Their importance is due to their interdependence on each other within the organization.


Copyright 2005 by Houghton Mifflin Company. All rights reserved.1*The Systems PerspectiveSynergySubsystems are more successful working together in a cooperative and coordinated fashion than working alone.The whole system (subsystems working together as one system) is more productive and efficient than the sum of its parts.


Copyright 2005 by Houghton Mifflin Company. All rights reserved.1*The Systems Perspective(contd)EntropyA normal process in which an organizational system declines due to failing to adjust to change in its environmentEntropy can be avoided and the organization re-energized through organizational change and renewal.


Copyright 2005 by Houghton Mifflin Company. All rights reserved.1*The Contingency PerspectiveUniversal PerspectivesInclude the classical, behavioral, and quantitative approaches.An attempt to identify the one best way to manage organizations.The Contingency PerspectiveSuggests that each organization is unique.The appropriate managerial behavior for managing an organization depends (is contingent) on the current situation in the organization.


Copyright 2005 by Houghton Mifflin Company. All rights reserved.1*The Contingency Perspective (contd)Problem or SituationImportant ContingenciesSource: Van Fleet, David D., Contemporary Management, Second Edition. Copyright 1991 by Houghton Mifflin Company. Used with permission.


Copyright 2005 by Houghton Mifflin Company. All rights reserved.1*Contemporary Management Issues and ChallengesAcute labor shortages in high-technology job sectors and an oversupply of less skilled laborAn increasingly diverse and globalized workforceThe need to create challenging, motivating, and flexible work environmentsThe effects of information technology on how people workThe complex array of new ways of structuring organizations


Copyright 2005 by Houghton Mifflin Company. All rights reserved.1*Contemporary Management Issues and Challenges (contd)Increasing globalization of product and service marketsThe renewed importance of ethics and social responsibilityThe use of quality as the basis for competitionThe shift to a predominately service-based economy


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