Management
Pertemuan 1 Disarikan dari berbagai sumber
Management, by Williams, © 2000, Charlie Cook © Copyright The McGraw-Hill Companies, Inc., 2003. , Robbins et al. dan Copyright © Houghton Mifflin Company. All rights reserved. Managment, by Williams South-Western College Publishing Copyright (c) 2000 …Edited
Peraturan Perkuliahan ✔ Hadir di kelas dengan berpakaian yang ‘baik’ dan tidak memakai sandal ✔ Tidak terlambat masuk kelas (maksimal 3 kali) ✔ Menunjukkan usaha yang keras (dengan berusaha selalu hadir dan aktif dalam setiap pertemuan ✔ Membawa materi kuliah pada saat pertemuan kelas ✔ Tidak menggunakan HP ketika perkuliahan berlangsung ✔ Membentuk kelompok ( 3 org) dan mengerjakan serta mengumpulkan setiap tugas yang diberikan ✔ Konsultasi : ✴ Ruang D112, HP : 08888 1 64640 Management, by Williams, © 2000, Charlie Cook © Copyright The McGraw-Hill Companies, Inc., 2003. , Robbins et al. dan Copyright © Houghton Mifflin Company. All rights reserved. Managment, by Williams South-Western College Publishing Copyright (c) 2000 …Edited
Materi Manajemen yang akan dipelajari ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔
Pengaruh Lingkungan Terhadap Manajemen Evolusi teori manajemen Perencanaan strategis Pemecahan masalah dan pengambilan keputusan Pembagian kerja dan struktur organisasi Koordinasi dan Rentang Manajemen Pendelegasian wewenang Sentralisasi dan desentralisasi Motivasi Kepemimpinan Dinamika konflik dalam Organisasi Peran dan teknik pengendalian dalam manajemen Sistem Informasi Manajemen Management, by Williams, © 2000, Charlie Cook © Copyright The McGraw-Hill Companies, Inc., 2003. , Robbins et al. dan Copyright © Houghton Mifflin Company. All rights reserved. Managment, by Williams South-Western College Publishing Copyright (c) 2000 …Edited
Something Wrong…? ✔
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Detiknews.com, 02/02/2007
Karena Banjir, Bus P20 Angkat Tangan, Penumpang Pusing ✔
Kompas.co.id, Selasa, 19 September 2006.
Koordinasi Tidak J alan, Inpres Pelayaran Tersendat ✔
Republika.co.id, Selasa, 04 Maret 2008 19:46:00
Partisipasi Masyarakat dalam Pilbup Nganjuk Rendah
Management, by Williams, © 2000, Charlie Cook © Copyright The McGraw-Hill Companies, Inc., 2003. , Robbins et al. dan Copyright © Houghton Mifflin Company. All rights reserved. Managment, by Williams South-Western College Publishing Copyright (c) 2000 …Edited
Siapa yang membutuhkan manajemen ? “ Semua orang, semua tipe pekerjaan dan semuan jenis organisasi sangat membutuhkan manajemen “
Management, by Williams, © 2000, Charlie Cook © Copyright The McGraw-Hill Companies, Inc., 2003. , Robbins et al. dan Copyright © Houghton Mifflin Company. All rights reserved. Managment, by Williams South-Western College Publishing Copyright (c) 2000 …Edited
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Pengertian M
najemen
Management, by Williams, © 2000, Charlie Cook © Copyright The McGraw-Hill Companies, Inc., 2003. , Robbins et al. dan Copyright © Houghton Mifflin Company. All rights reserved. Managment, by Williams South-Western College Publishing Copyright (c) 2000 …Edited
Pengertian Manajemen ✔ Manajemen sebagai proses ✔ Manajemen sebagai suatu kumpulan manusia ✔ Manajemen sebagai suatu ilmu dan senin ✔ Manajemen sebagai suatu profesi
Management, by Williams, © 2000, Charlie Cook © Copyright The McGraw-Hill Companies, Inc., 2003. , Robbins et al. dan Copyright © Houghton Mifflin Company. All rights reserved. Managment, by Williams South-Western College Publishing Copyright (c) 2000 …Edited
Manajemen Sebagai Suatu Proses
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Management, by Williams, © 2000, Charlie Cook © Copyright The McGraw-Hill Companies, Inc., 2003. , Robbins et al. dan Copyright © Houghton Mifflin Company. All rights reserved. Managment, by Williams South-Western College Publishing Copyright (c) 2000 …Edited
Manajemen Sebagai Suatu Proses
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Management, by Williams, © 2000, Charlie Cook © Copyright The McGraw-Hill Companies, Inc., 2003. , Robbins et al. dan Copyright © Houghton Mifflin Company. All rights reserved. Managment, by Williams South-Western College Publishing Copyright (c) 2000 …Edited
Manajemen Sebagai Suatu Proses
Manajemen sebagai suatu proses : (GR Terry) pencapaian tujuan yang telah ditetapkan dengan mempergunakan kegiatan orang lain. 1. adanya tujuan yang ingin dicapai 2. tujuan dicapai dengan menggunakan kegiatan orang lain. 3. kegiatan orang lain harus dibimbing dan diawasi
Management, by Williams, © 2000, Charlie Cook © Copyright The McGraw-Hill Companies, Inc., 2003. , Robbins et al. dan Copyright © Houghton Mifflin Company. All rights reserved. Managment, by Williams South-Western College Publishing Copyright (c) 2000 …Edited
Manajemen Sebagai Kumpulan Manusia
Management, by Williams, © 2000, Charlie Cook © Copyright The McGraw-Hill Companies, Inc., 2003. , Robbins et al. dan Copyright © Houghton Mifflin Company. All rights reserved. Managment, by Williams South-Western College Publishing Copyright (c) 2000 …Edited
Manajemen Sebagai Ilmu dan Seni
Management, by Williams, © 2000, Charlie Cook © Copyright The McGraw-Hill Companies, Inc., 2003. , Robbins et al. dan Copyright © Houghton Mifflin Company. All rights reserved. Managment, by Williams South-Western College Publishing Copyright (c) 2000 …Edited
Manajemen Sebagai Ilmu dan Seni
Management, by Williams, © 2000, Charlie Cook © Copyright The McGraw-Hill Companies, Inc., 2003. , Robbins et al. dan Copyright © Houghton Mifflin Company. All rights reserved. Managment, by Williams South-Western College Publishing Copyright (c) 2000 …Edited
Manajemen Sebagai Profesi
Management, by Williams, © 2000, Charlie Cook © Copyright The McGraw-Hill Companies, Inc., 2003. , Robbins et al. dan Copyright © Houghton Mifflin Company. All rights reserved. Managment, by Williams South-Western College Publishing Copyright (c) 2000 …Edited
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Identifiable Functions in the Management Process
Management, by Williams, © 2000, Charlie Cook © Copyright The McGraw-Hill Companies, Inc., 2003. , Robbins et al. dan Copyright © Houghton Mifflin Company. All rights reserved. Managment, by Williams South-Western College Publishing Copyright (c) 2000 …Edited
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Planning: The Primary Management Function
Management, by Williams, © 2000, Charlie Cook © Copyright The McGraw-Hill Companies, Inc., 2003. , Robbins et al. dan Copyright © Houghton Mifflin Company. All rights reserved. Managment, by Williams South-Western College Publishing Copyright (c) 2000 …Edited
Managerial Functions
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✔ Planning ✴ Formulating future courses of action. ✔ Decision making ✴ Choosing among the alternatives for action. ✔ Organizing ✴ Deciding on the HR structure of the organization. ✔ Staffing ✴ Recruiting, training, and developing people. ✔ Communicating ✴ Providing information, direction, and feedback. Management, by Williams, © 2000, Charlie Cook © Copyright The McGraw-Hill Companies, Inc., 2003. , Robbins et al. dan Copyright © Houghton Mifflin Company. All rights reserved. Managment, by Williams South-Western College Publishing Copyright (c) 2000 …Edited
Managerial Functions (cont’d)
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✔ Motivating ✴ Providing meaningful work and valued rewards to individuals pursuing collective objectives. ✔ Leading ✴ Serving as role models and adapting management styles as the situation demands. ✔ Controlling ✴ Comparing desired results with actual results and taking corrective action as needed.
Management, by Williams, © 2000, Charlie Cook © Copyright The McGraw-Hill Companies, Inc., 2003. , Robbins et al. dan Copyright © Houghton Mifflin Company. All rights reserved. Managment, by Williams South-Western College Publishing Copyright (c) 2000 …Edited
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Manajer
Management, by Williams, © 2000, Charlie Cook © Copyright The McGraw-Hill Companies, Inc., 2003. , Robbins et al. dan Copyright © Houghton Mifflin Company. All rights reserved. Managment, by Williams South-Western College Publishing Copyright (c) 2000 …Edited
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A. Jenis-jenis Manajer Manager (manajer) : orang yang bertanggung jawab untuk mengarahkan usaha yang bertujuan membantu organisasi dalam mencapai sasarannya.
Man. Puncak
Manajer Menengah Puncak
Manajer Lini Pertama Puncak
Karyawan Non.manajer
Management, by Williams, © 2000, Charlie Cook © Copyright The McGraw-Hill Companies, Inc., 2003. , Robbins et al. dan Copyright © Houghton Mifflin Company. All rights reserved. Managment, by Williams South-Western College Publishing Copyright (c) 2000 …Edited
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Kaitannya Dengan Fungsi Manajemen Controlling Leading
First-level Middle level Top level
Organizing Planning 0
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40
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Management, by Williams, © 2000, Charlie Cook © Copyright The McGraw-Hill Companies, Inc., 2003. , Robbins et al. dan Copyright © Houghton Mifflin Company. All rights reserved. Managment, by Williams South-Western College Publishing Copyright (c) 2000 …Edited
What Companies Look For in Managers
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✔Technical skills ✴specialized knowledge
✔Human Skills ✴ability to work with others
✔Conceptual Skill ✴ability to see the organization as whole
✔Motivation to Manage ✴a desire to be in charge
Management, by Williams, © 2000, Charlie Cook © Copyright The McGraw-Hill Companies, Inc., 2003. , Robbins et al. dan Copyright © Houghton Mifflin Company. All rights reserved. Managment, by Williams South-Western College Publishing Copyright (c) 2000 …Edited
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Human Skills Technical Skills Motivation to Manage Conceptual Skills Low Importance Top Managers Middle Managers
High Importance First-line Managers Team Leaders
Management, by Williams, © 2000, Charlie Cook © Copyright The McGraw-Hill Companies, Inc., 2003. , Robbins et al. dan Copyright © Houghton Mifflin Company. All rights reserved. Managment, by Williams South-Western College Publishing Copyright (c) 2000 …Edited
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Managerial Roles
Interpersonal figurehead leader liaison
Informational monitor disseminator spokesperson
Decisional entrepreneur disturbance handler resource allocator negotiator
Management, Williams, The © 2000, Charlie Cook © Copyright TheYork: McGraw-Hill H.by Mintzberg, Nature of Managerial Work (New Harper & Companies, Row, 1973)Inc., 2003. , Robbins et al. dan Copyright
© Houghton Adapted from Figure 1.3 Mifflin Company. All rights reserved. Managment, by Williams South-Western College Publishing Copyright (c) 2000 …Edited
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Peran Manager Peran manajerial (mintzberg)-the nature of managerial work, 1973, 93-94.
a. Kaitannya dgn hub. Antarpribadi ✔ Pemimpin simbolis (figurehead) : u/ menjalankan sejumlah kewajiban rutin yg bersifat legal dan sosial. Contoh : memb. Ucapan selamat datang pada tamu/pengunjung, penandatanganan dokumen Resmi. ✔ Pemimpin (leader), u/ memotivasi dan mengaktifkan bawahan, mengisi posisi yg kosong, melatih, dll. Contoh : melakukan hampir seluruh keg.yg melibatkan karyawan ✔ Penghubung (liaison), u/ memelihari jaringan kontak luar serta memberikan dukungan dan informasi. Contoh : membalas suratsurat, menjalin kerja sama dgn pihak luar, dll. Management, by Williams, © 2000, Charlie Cook © Copyright The McGraw-Hill Companies, Inc., 2003. , Robbins et al. dan Copyright © Houghton Mifflin Company. All rights reserved. Managment, by Williams South-Western College Publishing Copyright (c) 2000 …Edited
Peran Manager
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Peran manajerial (mintzberg)-the nature of managerial work, 1973, 93-94.
b. Berkaitan dng informasi ✔ Pemantau (monitor), mencari dan menerima berbagai informasi khusus dan terkini, untuk mengemb. Pemahaman yg menyeluruh ttg organisasi dan lingk.nya, sgh menjadi pusat informasi internal dan eksternal ttg org. Contoh : membaca berbagai media dan laporan priodik, memelihara kontak pribadi, dll. ✔ Penyebar (disseminator), meneruskan informasi dari berbagi sumber kpd. Anggota organisasi. Contoh : mengadakan pertemuan atau menelepon untuk melakukan sosialisasi informasi. ✔ Juru bicara (spokesperson), meneruskan informasi kpd pihak luar mengenai rencana, kebijakan, tindakan, dan hasil organisasi. Contoh : menyeleng. Rapat dewan, memberikan konf. Pers. Management, by Williams, © 2000, Charlie Cook © Copyright The McGraw-Hill Companies, Inc., 2003. , Robbins et al. dan Copyright © Houghton Mifflin Company. All rights reserved. Managment, by Williams South-Western College Publishing Copyright (c) 2000 …Edited
Peran Manager Peran manajerial (mintzberg)-the nature of managerial work, 1973, 93-94.
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c. Berhubungan dengan Keputusan ✔ Wirausaha (entreprenuer), mencari peluang dan kesempatan2 dalam org. Dan lingkungan, untuk kemajuan org. ✔ Pengendali gangguan (disturbance handler), bertanggung jwb atas tindakan korektif, bila org. Menghadapi gangguan mendadak dan penting. Contoh : memutuskan menunda atau melanj. Produksi bila tiba2 terjadi guncangan pasar. ✔ Pengalokasi sumber daya (Resource allocated), bertang. Jwb pada keseluruhan alokasi sumber daya pada organisasi. Contoh : membuat jadwal, otorisasi, pembuatan anggaran, dll. ✔ Perunding (negotiator), bertang. Jwb. Mewakili org. Dalam pertemuan2 penting. Aktif dalam perundingan2 penting dengan serikat kerja dan pihak2 lainnya. Management, by Williams, © 2000, Charlie Cook © Copyright The McGraw-Hill Companies, Inc., 2003. , Robbins et al. dan Copyright © Houghton Mifflin Company. All rights reserved. Managment, by Williams South-Western College Publishing Copyright (c) 2000 …Edited
Mistakes Managers Make
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✔Insensitive to others ✔Cold, aloof, and/or arrogant ✔Betraying a trust ✔Overly ambitious ✔Performance problems with the business Adapted from Table 1.1 Management, by Williams, © 2000, Charlie Cook © Copyright The McGraw-Hill Companies, Inc., 2003. , Robbins et al. dan Copyright © Houghton Mifflin Company. All rights reserved. Managment, by Williams South-Western College Publishing Copyright (c) 2000 …Edited
Mistakes Managers Make (cont’d)
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✔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 Adapted from Table 1.1 Management, by Williams, © 2000, Charlie Cook © Copyright The McGraw-Hill Companies, Inc., 2003. , Robbins et al. dan Copyright © Houghton Mifflin Company. All rights reserved. Managment, by Williams South-Western College Publishing Copyright (c) 2000 …Edited
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Managerial Facts of Life: What Managers Lose the Right to Do ✔ Lose their temper. ✔ Be one of the gang. ✔ Bring personal problems to work. ✔ Vent frustrations and express opinions at work. ✔ Resist change. ✔ Pass the buck on tough assignments.
✔ Get even with adversaries. ✔ Play favorites. ✔ Put self-interests first. ✔ Ask others to do what they wouldn’t do. ✔ Expect to be immediately recognized and rewarded for doing a good job.
Management, by Williams, © 2000, Charlie Cook © Copyright The McGraw-Hill Companies, Inc., 2003. , Robbins et al. dan Copyright © Houghton Mifflin Company. All rights reserved. Managment, by Williams South-Western College Publishing Copyright (c) 2000 …Edited
Sikap Manajer thd Kesalahannya
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Management, by Williams, © 2000, Charlie Cook © Copyright The McGraw-Hill Companies, Inc., 2003. , Robbins et al. dan Copyright © Houghton Mifflin Company. All rights reserved. Managment, by Williams South-Western College Publishing Copyright (c) 2000 …Edited
