Welcome to Management MAN 101 Dasar-dasar Manajemen Irma

Welcome to Management MAN 101 Dasar-dasar Manajemen Irma

Welcome to Management MAN 101 Dasar-dasar Manajemen Irma M. Nawangwulan Selamat datang..Welcome..Wilujeng sumping..Sugeng rawuh.. Perkenalan dosen dan mahasiswa Silabus Grup formasi Group project for the semester Materi hari ini: Bab 1 Selamat datang..Welcome..

Wilujeng sumping..Sugeng rawuh.. Perkenalan dosen dan mahasiswa Silabus Grup formasi Group project for the semester Materi hari ini: Bab 1 Hello...this is me... Irma M Nawangwulan, BSc, MBA Praktisi dan akademisi

Gabung UPJ sejak Oktober 2010 Email: [email protected] atau [email protected] Phone/WA: 0878-211-56332 Syllabus Komponen Penilaian Kehadiran dan partisipasi diskusi kelas Tugas individu dan kelompok Tests 15% UTS UAS (dalam bentuk makalah dan presentasi) Please be aware: some of the slides will be in English... 10% 25% 20% 30%

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, dont give up easily 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. TUJUAN PEMBELAJARAN Setelah mengikuti mata kuliah ini diharapkan mahasiswa mampu : 1. Menjelaskan pengertian Manajemen dan Tugas Manajer.

2. Menjelaskan dan membedakan teori-teori Manajemen 3. Menjelaskan hubungan antara lingkungan eksternal dan lingkungan internal dlm organisasi 4. Menjelaskan fungsi Perencanaan dalam Manajemen 5. Menjelaskan fungsi Pengorganisasian dalam Manajemen 6. Menjelaskan fungsi Pengarahan (leading) dalam Manajemen 7. Menjelaskan fungsi Pengendalian dalam Manajemen 8 Discovering Great Management Will we know it when we see it? 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

Bagian I PENGANTAR MANAJEMEN 1. 2. 3. 4. 5. Proses Manajemen Jenis-jenis Manajer Peran dan Keahlian Manajerial Dasar Sumber Keahlian Manajerial Lingkup Manajemen Learning Objectives Setelah mempelajari Bab ini, anda dpt : 1. Menjelaskan karakteristik manajemen, mendefinisikan manajemen dan pentingnya manajemen 2. Mengidentifikasi dan menjelaskan 4 fungsi manajemen dalam

organisasi. 3. Menjelaskan jenis manajer 4. Mengidentifikasi peran manajerial dasar dan ketrampilan manajer 5. Mendiskusikan manajemen sebagi ilmu dan manajemen sebagai seni 6. Membuat resume ttg lingkup manajemen dlm organisasi Siapa yg membutuhkan manajemen ? Perusahaan ? Pemerintah ? Yayasan ? Universitas ? Semua kegiatan yang terorganisir ! ORGANISASI 13 What is an organization? Sekelompok orang yang bekerja bersama dlm

suatu struktur yang terkoordinasi untuk mencapai suatu tujuan tertentu Apa hubungan organisasi dgn manajemen ? 1. Manajemen dibutuhkan utk mencapai tujuan organisasi 2. Untuk menjaga keseimbangan diantara tujuan yang mungkin berbeda diantara para stakeholder (Pemilik, Karyawan, Konsumen, Kreditur, Suplier, Pemerintah, Asosiasi dsb) 3. Untuk mencapai efisiensi dan efektivitas dlm mencapai tujua 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) Proses : cara sistematis utk melakukan sesuatu 1. Perencanaan (Planning) : sebelum melakukan sesuatu manajer memikirkan apa tujuan organisasinya, bagaimana mencapainya, bagaimana sumber dayanya, kapan selesainya. 2. Pengorganisasian (Organizing): bagaimana manajer mengelompokkan kegiatan-kegiatan yang ada dlm organisasinya, menempatkan orang-orang dan mengalokasi sumber daya 3. Kepemimpinan /mengarahkan (Leading) : bagaimana manajer mempengaruhi bawahan agar mau bekerja dlm mancapai tujuan organisasi 4. Pengendalian (Controlling) : bagaimana manajer mengawal seluruh aktivitas dlm organisasinya agar tetap berada pada jalur yang benar (on the right track) PROSES MANAJEMEN (James AF

Stoner) . MANAJEMEN P E R E N C A N A A N P E N G

O R G N S P E N G A R A H A N TUJUAN ORGN 18 P

E N G E N D A LI A N Other def : Management A set of activities (planning and decision making, organizing, leading, and controlling) directed at an organizations resources (human, financial, physical, and information) with the aim of achieving organizational goals in an efficient and effective manner.

(RW Griffin) Management in Organizations Inputs from the environment Planning and decision making Organizing Human resources Financial resources Physical resources Information resources

Goals attained Efficiently Effectively Controlling Copyright by Houghton Mifflin Company. All rights reserved. Leading 120 Figure 1.1 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. 121 Contoh Sumber Daya Organisasi Orgns Human Resources

Financial Resources Physical Resources Information Resources Dosen, Karywan SPP, SPI, DIPA Gedung , Peralatan Laporaran Penelitian, Jurnal

PERUSAHA Manajemen, Modal AN Karyawan Sendiri, Modal Asing, Laba Tanah, Bangunan, Mesin, Peralatan Rencana Penjualan, Laporan Keuangan Pemkot Smg

Tanah, Bangunan, Peralatan Data Badan Statistik UNDIP Karyawan (PNS) PAD, DAU, DAK Copyright by Houghton Mifflin Company. All rights reserved. 122 Management Is

Getting Gettingwork work done donethrough through others others Source: Chuck Williams Efficiency Efficiency Effectiveness Effectiveness 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) sebesarbesarnya. Copyright by Houghton Mifflin Company. All rights reserved. 124 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. 125 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.

126 Proses Manajemen (Fungsi Dasar Manajemen) 1. Planning and Decision Making Menetapkan tujuan organisasi dan menentukan bagaimana cara terbaik untuk mencapainya Pemilihan suatu tindakan dari serangkaian alternatif 2. Organizing Menentukan bagaimana cara mengelompokkan berbagai aktifitas dan sumber daya 3. Leading Serangkaian proses yang dilakukan agar anggota organisasi bekerja bersama demi pencapaian tujuan organisasi 4. Controlling Pemantauan perkembangan organisasi dalam mencapai Copyright by Houghton tujuannya Mifflin Company. All rights 127 reserved.

Kinds of Managers Top Managers Middle Managers First-Line Managers Top Managers Chief Executive Officer (CEO) Chief Operating Officer (COO) Chief Financial Officer (CFO) Chief Information Officer (CIO) Responsibilities of Top Managers Creating Creating aa context context for for change change Developing Developing commitment

commitment and and ownership ownership in in employees employees Creating Creating aa positive positive organizational organizational culture culture through through language language and and action action Monitoring Monitoring their their business business environments environments

Middle Managers Plant Manager Regional Manager Divisional Manager Responsibilities of Middle Managers Plan Plan and and allocate allocate resources resources to to meet meet objectives objectives Coordinate Coordinate and and link link groups, groups,

departments, departments, and and divisions divisions Monitor Monitor and and manage manage the the performance performance of of subunits subunits and and managers managers who who report report to to them them Implement Implement changes

changes or or strategies strategies generated generated by by top top managers managers First-Line Managers Office Manager Shift Supervisor Department Manager Responsibilities of Team Leaders Facilitate Facilitate team team performance performance

Manage Manage external external relations relations Facilitate Facilitate internal internal team team relationships relationships Managerial Skills (R Katz) . Top Middle Lower Conseptual Human relations

Teknical Robert L Katz 35 Pekerjaan Manajerial How CEOs spend a typical day. Desk Work 22% Scheduled Meetings 59% Unscheduled Meetings 10% Telephone 6% Touring Facilities

3% 36 Managerial Roles Interpersonal Informational Decisional Figurehead Monitor Entrepreneur Leader Disseminator

Disturbance Handler Liaison Spokesperson Resource Allocator Negotiator H. Mintzberg, The Managers Job: Folklore and Fact:. Harvard Business Review, July-August 1975. Adapted from Exhibit 1.3 Managerial Roles Interpersonal Roles Figurehead Figurehead Managers

Managersperform performceremonial ceremonialduties duties Leader Leader Managers Managersmotivate motivateand andencourage encourage workers workersto toaccomplish accomplishobjectives objectives Liaison Liaison

Managers Managersdeal dealwith withpeople peopleoutside outside their theirunits units Managerial Roles Interpersonal Roles Figurehead Figurehead Managers Managersperform performceremonial ceremonialduties duties

Leader Leader Managers Managersmotivate motivateand andencourage encourage workers workersto toaccomplish accomplishobjectives objectives Liaison Liaison Managers Managersdeal dealwith

withpeople peopleoutside outside their theirunits units Managerial Roles Informational Roles Monitor Monitor Managers Managersscan scantheir theirenvironment environment for forinformation information

Disseminator Disseminator Managers Managersshare shareinformation information with withothers othersin intheir theircompany company Spokesperson Spokesperson Managers Managersshare shareinformation

information with withothers othersoutside outsidetheir their departments departmentsor orcompanies companies 4.3 Managerial Roles Decisional Roles Entrepreneur Entrepreneur Disturbance Disturbance Handler Handler

Resource Resource Allocator Allocator Negotiator Negotiator Managers Managersadapt adaptto toincremental incrementalchange change Managers Managersrespond respondto toproblems problemsthat that demand demandimmediate

immediateaction action Managers Managersdecide decidewho whogets gets what whatresources resources Managers Managersnegotiate negotiateschedules, schedules, projects, projects,goals, goals,outcomes, outcomes,resources, resources, and andraises

raises What Companies Look for in Managers Technical Technical Skills Skills Human Human Skills Skills Conceptual Conceptual Skills Skills Motivation Motivation to to Manage Manage

Mistakes Managers Make 1. 1. Insensitive Insensitive to toothers others 2. 2. Cold, Cold,aloof, aloof,arrogant arrogant 3. 3. Betrayal Betrayalof oftrust trust 4. 4. Overly Overlyambitious ambitious 5.

5. Specific Specificperformance performance problems problemswith withthe thebusiness business 6. 6. Overmanaging: Overmanaging: unable unableto to delegate delegate or orbuild build aa team team 7. 7. Unable Unableto tostaff staff effectively

effectively 8. 8. Unable Unableto tothink thinkstrategically strategically 9. 9. Unable Unableto toadapt adaptto toboss bosswith withdifferent differentstyle style 10. 10.Overdependent Overdependenton onadvocate

advocateor ormentor mentor Adapted from Exhibit 1.5 McCall & Lombardo, What Makes a Top Executive? Psychology Today, Feb 1983 Mistakes Managers Make 1. Insensitive to others: abrasive, intimidating, bullying style 2. Cold, aloof, arrogant 3. Betray trust 4. Overly ambitious: thinking of next job, playing politics 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 2012 Cengage Learning

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