Pengantar Management Organisasi
Romi Satria Wahono Lembaga Ilmu Pengetahuan Indonesia (LIPI) Saitama University Disampaikan di Seminar Manajemen PMIJ, Komaba, Komaba, Japan, 29 Desember 2001
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Isi Pengertian Management Tugas dan Peran Manager Pengertian Organisasi Kultur dan Karakteristik Organisasi
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Siapa Itu Manager Jenis Pekerja:
Non-managerial employees Managers
Manager:
Seseorang yang bekerja dengan dan melalui orang lain, mengkoordinir aktifitas kerja mereka untuk mencapai suatu tujuan organisasi.
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Klasifikasi Manager
Top Managers Middle Managers First Line Managers Non-managerial Employees Romi Satria Wahono
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Apa Itu Management Management:
Proses pengkoordinasian aktifitas kerja beberapa orang, sehingga kerja bisa terselesaikan secara efektif dan efisien
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Efektif dan Efisien dalam Management Efficiency (doing things right)
Effectiveness (doing the right things)
Resource Usage
Goal Attainment
Low Waste
High Attainment
Management strives for: Low resource waste (high efficiency) High goal attainment (high effectiveness) Romi Satria Wahono
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Apa Tugas Manager Management Function and Process Management Roles Management Skills Managing in Changing Situations
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Management Functions Planning
Organizing Leading
Controlling
Defining goals, establishing strategy, and developing sub-plans to coordinate activities
Determining what needs to be done, how it will be done, and who is to do it
Monitoring activities to ensure that they are accomplished as planned
Directing and motivating all involved parties and resolving conflicts
Lead to
Achieving Achievingthe the organization’s organization’s stated statedpurpose purpose Romi Satria Wahono
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Management Roles:
Interpersonal
Interpersonal
Description
Examples
Figurehead
- Symbolic head; obliged to perform a number of routine duties of a legal or social nature
- Greeting visitors; signing legal documents
- Responsible for the motivation of subordinates; responsible for staffing training, and associated duties
- Performing virtually all activities that involve subordinates
- Maintains self-developed network of outside contacts and informers who provide favors and information
- Acknowledging mail; doing external board work; performing other activities that involve outsiders
Leader
Liaison
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Management Roles:
Informational
Informational
Description
Examples
- Seeks and receives wide variety of internal and external information to develop thorough understanding of organizations and environment
- Reading periodicals and reports; maintaining personal contacts
Disseminator
- Transmits information received from outsiders or subordinates to members od the organization
- Holding information meetings; making phone calls to relay information
Spokesperson
- Transmits information to outsiders on organization's plans, policies, results, etc.
- Holding board meetings; giving information to the media
Monitor
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Management Roles:
Decisional
Decisional
Description
Examples
Entrepreneur
- Searches opportunities and initiates improvement projects
- Organizing strategy to develop new programs
Disturbance handler
- Responsible for corrective action when organization faces important, unexpected disturbances
- Organizing strategy that involve disturbances and crises
Resource Allocator
- Responsible for the allocations of organizational resources of all kinds
- Scheduling; requeting authorization
Negotiator
- Responsible for presenting the organization at major negotiations
- Participating in union contract negotiations
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Management Skills Top Management Middle Management
Conceptual Skills Human Skills Technical Skills
Lower-Level Management Level of importance Romi Satria Wahono
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Managing in Changing Situations Management tidak bisa berbasis pada metode yang tetap dan sederhana Perubahan waktu, situasi dan lingkungan mengharuskan manager untuk menggunakan pendekatan dan metode berbeda
Situational Approach Romi Satria Wahono
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Apa Itu Organisasi Organisasi: Sekelompok manusia yang bekerjasama, dengan suatu perencanaan kerja dan peraturan, untuk mencapai suatu tujuan tertentu.
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Karakteristik Organisasi Tujuan Jelas
Struktur
Orang
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The Changing Organization Traditional Organization -
Stable Inflexible Job focused Work is defined by job position
-
Individual oriented Permanent jobs Command oriented Managers always make decisions Rule oriented Relatively homogeneous workforce Workdays defined as 9 to 5 hierarchical relationship Work to organizational facility during specific hours
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New Organization -
Dynamic Flexible Skills focused Works is defined in terms of tasks to be done - Team oriented - Temporary jobs - Involvement oriented - Employees participate in decision making - Customer oriented - Diverse workforce - Workdays have no time boundaries - Lateral and networked relationships - Work anywhere, anytime
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Learning Organization vs Traditional Organization Traditional Organization
Learning Organization
- Attitude toward change
- If it’s working don’t change it
- If you aren’t changing, it won’t be working for long
- Attitude toward new ideas
- If it was not invented here reject it
- If it was invented or reinvented here, reject it
- Who’s responsible for innovation
- Traditional areas, such as R& D
- Everyone in organization
- Main fear
- Making mistakes
- Not learning, not adapting
- Competitive advantage
- Product and services
- Ability to learn, knowledge and expertise
- Manager’s job
- Control others
- Enable others
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Organizational Culture Innovation and Risk Taking Aggressiveness Team Orientation
Organizational Cultural
Outcome Orientation People Orientation
Stability Romi Satria Wahono
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Bagaimana Memahami Kultur Organisasi Stories Rituals Material Symbols Language
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Lingkungan Organisasi Legal Technological
Economics Public Pressure Groups
Suppliers
The Organization Competitors
Customers
Global
Political Sociocultural
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Isu-Isu Lain Bidang Management Scientific Management Theory [Frederick W. Taylor] [Frank & Lilian Gilbert] Organizational Behavior E-Business Management Total Quality Management Human Resource Management
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Referensi [Robbins-2002] Stephen P. Robbins and Mary Coulter, Management, Prentice-Hall International, 2002. [Mintzberg-1973] Henry Mintzberg, The Nature of Managerial Work, Harper & Row, 1973.
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