Welcome to Management MAN 101 Dasardasar Manajemen Irma

  • Slides: 44
Download presentation
Welcome to Management MAN 101 Dasar-dasar Manajemen Irma M. Nawangwulan

Welcome to Management MAN 101 Dasar-dasar Manajemen Irma M. Nawangwulan

Selamat datang. . Welcome. . Wilujeng sumping. . Sugeng rawuh. . • • •

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. . • • •

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

Hello. . . this is me. . . Irma M Nawangwulan, BSc, MBA Praktisi dan akademisi Gabung UPJ sejak Oktober 2010 Email: [email protected] com atau irma. [email protected] ac. id • Phone/WA: 0878 -211 -56332 • •

Syllabus Komponen Penilaian • Kehadiran dan partisipasi diskusi kelas • Tugas individu dan kelompok

Syllabus Komponen Penilaian • Kehadiran dan partisipasi diskusi kelas • Tugas individu dan kelompok • Tests • UTS • UAS (dalam bentuk makalah dan presentasi) Please be aware: some of the slides will be in English. . . 10% 25% 15% 20% 30%

Class Rules • Please read the class syllabus and come to class prepared •

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, don’t give up easily

Books • Robbins, S. P. , Decenzo, D. A. , & Coulter, M. (2013).

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: Mc. Graw-Hill. • Schermerhorn, J. (2011). Introduction to Management, 11 th Edition. New Jersey: Wiley.

TUJUAN PEMBELAJARAN Setelah mengikuti mata kuliah ini diharapkan mahasiswa mampu : 1. Menjelaskan pengertian

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?

Discovering Great Management Will we know it when we see it?

Why Study Management? • We interact with management everyday – Understanding of management gives

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

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

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 ?

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

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.

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

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

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): bagaimanajer mengelompokkan kegiatan-kegiatan yang ada dlm organisasinya, menempatkan orang-orang dan mengalokasi sumber daya 3. Kepemimpinan /mengarahkan (Leading) : bagaimanajer mempengaruhi bawahan agar mau bekerja dlm mancapai tujuan organisasi 4. Pengendalian (Controlling) : bagaimanajer 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

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,

Other def : Management • A set of activities (planning and decision making, organizing, leading, and controlling) directed at an organization’s 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

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 1– 20 Figure 1. 1

Sumber Daya Organisasi • Human resources – Managerial talent and labor • Financial resources

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 Copyright © by Houghton Mifflin Company. All rights reserved. – Usable data, information 1– 21 linkages

Contoh Sumber Daya Organisasi Orgns Human Resources Financial Resources Physical Resources Information Resources Dosen,

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. 1– 22

Management Is… Getting work done through others Source: Chuck Williams Efficiency Effectiveness

Management Is… Getting work done through others Source: Chuck Williams Efficiency Effectiveness

 • Efektif – Kemampuan (seorang manajer) utk memilih/menggunakan cara, metode, peralatan yang tepat,

• 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) sebesarnya. Copyright © by Houghton Mifflin Company. All rights reserved. 1– 24

Efektif dan efisien sbg tolok ukur keberhasilan/kinerja manajemen • Seorang manajer yg dapat memproduksi

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. 1– 25

What is a Manager ? • Seseorang yang tanggung jawab utamanya melaksanakan proses manajemen

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. 1– 26

Proses Manajemen (Fungsi Dasar Manajemen) 1. Planning and Decision Making – Menetapkan tujuan organisasi

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 1– 27 Mifflin Company. All rights reserved.

Kinds of Managers • Top Managers • Middle Managers • First-Line Managers

Kinds of Managers • Top Managers • Middle Managers • First-Line Managers

Top Managers • Chief Executive Officer (CEO) • Chief Operating Officer (COO) • Chief

Top Managers • Chief Executive Officer (CEO) • Chief Operating Officer (COO) • Chief Financial Officer (CFO) • Chief Information Officer (CIO)

Responsibilities of Top Managers Creating a context for change Developing commitment and ownership in

Responsibilities of Top Managers Creating a context for change Developing commitment and ownership in employees Creating a positive organizational culture through language and action Monitoring their business environments

Middle Managers • Plant Manager • Regional Manager • Divisional Manager

Middle Managers • Plant Manager • Regional Manager • Divisional Manager

Responsibilities of Middle Managers Plan and allocate resources to meet objectives Coordinate and link

Responsibilities of Middle Managers Plan and allocate resources to meet objectives Coordinate and link groups, departments, and divisions Monitor and manage the performance of subunits and managers who report to them Implement changes or strategies generated by top managers

First-Line Managers • Office Manager • Shift Supervisor • Department Manager

First-Line Managers • Office Manager • Shift Supervisor • Department Manager

Responsibilities of Team Leaders Facilitate team performance Manage external relations Facilitate internal team relationships

Responsibilities of Team Leaders Facilitate team performance Manage external relations Facilitate internal team relationships

Managerial Skills (R Katz). Top Middle Lower Conseptual Human relations Teknical Robert L Katz

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

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

Managerial Roles Interpersonal Informational Decisional Figurehead Monitor Entrepreneur Leader Disseminator Disturbance Handler Liaison Spokesperson Resource Allocator Negotiator H. Mintzberg, “The Manager’s Job: Folklore and Fact: . ” Harvard Business Review, July-August 1975. Adapted from Exhibit 1. 3

Managerial Roles Interpersonal Roles Figurehead Managers perform ceremonial duties Leader Managers motivate and encourage

Managerial Roles Interpersonal Roles Figurehead Managers perform ceremonial duties Leader Managers motivate and encourage workers to accomplish objectives Liaison Managers deal with people outside their units

Managerial Roles Interpersonal Roles Figurehead Managers perform ceremonial duties Leader Managers motivate and encourage

Managerial Roles Interpersonal Roles Figurehead Managers perform ceremonial duties Leader Managers motivate and encourage workers to accomplish objectives Liaison Managers deal with people outside their units

Managerial Roles Informational Roles Monitor Managers scan their environment for information Disseminator Managers share

Managerial Roles Informational Roles Monitor Managers scan their environment for information Disseminator Managers share information with others in their company Spokesperson Managers share information with others outside their departments or companies

4. 3 Managerial Roles Decisional Roles Entrepreneur Disturbance Handler Resource Allocator Negotiator Managers adapt

4. 3 Managerial Roles Decisional Roles Entrepreneur Disturbance Handler Resource Allocator Negotiator Managers adapt to incremental change Managers respond to problems that demand immediate action Managers decide who gets what resources Managers negotiate schedules, projects, goals, outcomes, resources, and raises

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

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

Mistakes Managers Make 1. Insensitive to others 2. Cold, aloof, arrogant 3. Betrayal of

Mistakes Managers Make 1. Insensitive to others 2. Cold, aloof, arrogant 3. Betrayal of trust 4. Overly ambitious 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 Adapted from Exhibit 1. 5 Mc. Call & Lombardo, “What Makes a Top Executive? ” Psychology Today, Feb 1983

Mistakes Managers Make 1. Insensitive to others: abrasive, intimidating, bullying style 2. Cold, aloof,

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