Sri Hermawati PROSES MANAJEMEN. Siapa yang membutuhkan manajemen ? Perusahaan (bisnis) Semua tipe organisasi Semua tipe kegiatan Mengapa manajemen.

Sri Hermawati

PROSES MANAJEMEN

Siapa yang membutuhkan manajemen ?

Perusahaan (bisnis)

Semua tipe organisasi

Semua tipe kegiatan

Mengapa manajemen dibutuhkan ?

1. Untuk mencapai tujuan organisasi

2. Untuk menjaga keseimbangan di antara tujuan-tujuan yang saling bertentangan

3. Untuk mencapai efisiensi dan efektifitas

1–3

• Management– The planning, organizing, leading, and controlling

of human and other resources to achieve organizational goals effectively and efficiently.

• Managers– The people responsible for supervising the use of

an organization’s resources to meet its goals.

• Resources are organizational assets– People Skills Knowledge

Information– Raw materials Machinery Financial capital

WHAT IS MANAGEMENT?

4

MANAGEMENT IS…

EffectivenessEffectiveness

EfficiencyEfficiencyGetting workdone through

others

Getting workdone through

others

5

• Efficiency (Focus on Process/means)– Getting work done with a minimum of

effort, expense, or waste– Doings things right—most output for

least input

• Effectiveness (Focus on ends)– Accomplishing tasks that help fulfill

organizational objectives– Doing the right things (you do your job

well)

EFFICIENCY AND EFFECTIVENESS

EFFICIENCY, EFFECTIVENESS, AND PERFORMANCE IN AN ORGANIZATION

Peter Drucker mengatakan bahwa:

• Efektifitas adalah melakukan pekerjaan yang benar (doing the right things)

• Efisiensi adalah melakukan pekerjaan dengan benar (doing things right)

• Planning,

• Organizing,

• Staffing,

• Leading,

• Controlling

FUNCTIONS OF MANAGEMENT

© Copyright 2004 McGraw-Hill. All rights reserved . 1–9

• Identifying and selecting appropriate goals and courses of action for an organization.– The planning function determines how

effective and efficient the organization is and determines the strategy of the organization.

• Three Steps in the Planning Process:– Deciding which goals to pursue.– Deciding what courses of action to adopt.– Deciding how to allocate resources.

PLANNING

1–10

• Structuring working relationships in a way that allows organizational members to work together to achieve organizational goals.

• Organizational Structure– A formal system of task and reporting

relationships that coordinates and motivates organizational members.

– Creating organizational structure:• Grouping employees into departments according to

the tasks performed.• Laying out lines of authority and responsibility for

organizational members.

ORGANIZING

• Staffing is a process of – Getting right people, for right job, at right

time.

• People are asset for an organisation.– Attracting people to the organization.– Creating good working conditions– Specifying job responsibilities and training.– Grouping jobs into work units and

development.

FUNCTIONS OF MANAGEMENT(STAFFING)

• Leading is a process of – Inspiring, motivating or directing people so

that they will contribute to organizational objective.

• Leading involves motivation, leadership theories and communication.

• An important role of a manager is to motivate the people working on a project.

FUNCTIONS OF MANAGEMENT(LEADING)

1–13

• Evaluating how well an organization is achieving its goals and taking action to maintain or improve performance.– Monitoring individuals, departments, and

the organization to determine if desired performance standards have been reached.

– Taking action to increase performance as required.

– The outcome of control is the ability to measure performance accurately and to regulate the organization for efficiency and effectiveness.

CONTROLLING

• Top Managers.

• Middle Managers.

• First-Line Managers.

TINGKATAN MANAJER

RESPONSIBILITIES OF TOP MANAGERS

15

Creating a context for changeCreating a context for change

Developing commitmentand ownership in employees

Developing commitmentand ownership in employees

Creating a positive organizational culture through language and actionCreating a positive organizational

culture through language and action

Monitoring their business environmentsMonitoring their business environments

RESPONSIBILITIES OF MIDDLE MANAGERS

16

Coordinate and link groups, departments, and divisions

Coordinate and link groups, departments, and divisions

Monitor and manage the performance of subunits and managers who report to them

Monitor and manage the performance of subunits and managers who report to them

Implement changes or strategies generated by top managers

Implement changes or strategies generated by top managers

Plan and allocate resources to meet objectivesPlan and allocate resources to meet objectives

RESPONSIBILITIES OF FIRST-LINE MANAGERS

17

Manage the performance of entry-level employees

Manage the performance of entry-level employees

Encourage, monitor, and reward the performance of workers

Encourage, monitor, and reward the performance of workers

Teach entry-level employees how to do their jobsTeach entry-level employees how to do their jobs

Make detailed schedules and operating plansMake detailed schedules and operating plans

1–18

RELATIVE AMOUNT OF TIME THAT MANAGERS SPEND ON THE FOUR MANAGERIAL FUNCTIONS

Figure 1.4

1–19

SKILL TYPES NEEDED BY MANAGERIAL LEVEL

20

MANAGEMENT SKILLS (R. L. KATZ)

Conceptual SkillsConceptual Skills

Human SkillsHuman Skills

Technical SkillsTechnical Skills

Top Managers

Middle Managers

First line Managers

Top Managers

Middle Managers

First line Managers

21

• Technical skills– Knowledge and proficiency in a

specific field.– Resource Management (Different)

• Human skills– Networking within and outside the

organization.– Working in teams.– Monitoring and coaching– Understanding of cultural differences

MANAGEMENT SKILLS

22

• Conceptual skills

– Ability to identify opportunities– Recognize problem areas and its

solutions– Understating of business model– Ability to transform ideas into words

and actions.

MANAGEMENT SKILLS

• gcuf.edu.pk/online_lectures/1323201621.ppt

• John, Garet R. and jenneifer M, George. 2004. ESSENTIAL OF CONTEMPORARY MANAEMENT, third ed, McGraww Hill- Irwin.

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