Perkembangan dan
Sejarah Konsep
Manajemen
Bab 2
Dasar-dasar Manajemen
3
Management Perspectives Over Time
1930
Humanistic Perspective
1990 1890
Classical 1940
1950
2000
Systems Theory
2000
2010
The Technology-Driven Workplace
1990
2010
The Learning Organization
1970
Contingency Views
2000 1980
Total Quality Management
2000
1940
Management Science Perspective
1990
2010 1870
Management - Chapter 2
5
Frederick W. Taylor
Frederick Taylor is known today as the "father of
scientific management." One of his many
contributions to modern management is the
common practice of giving employees rest breaks
throughout the day.
© 2007 Prentice Hall, Inc. All rights reserved.
2–7
Scientific
Management
• Fredrick Winslow Taylor• The “father” of scientific management
• Published Principles of Scientific Management (1911)
• The theory of scientific management
• Using scientific methods to define the “one best way” for a job to
be done:
• Putting the right person on the job with the correct tools and
equipment.
• Having a standardized method of doing the job.
© 2007 Prentice Hall, Inc. All rights reserved.
2–8
Exhibit 2–2 Taylor’s Four Principles of Management
1. Develop a science for each element of an
individual’s work, which will replace the old rule-of-thumb method.
2. Scientifically select and then train, teach, and develop the worker.
3. Heartily cooperate with the workers so as to
ensure that all work is done in accordance with the principles of the science that has been developed.
4. Divide work and responsibility almost equally
Frank & Lillian Gilbreth
Frank and Lillian Gilbreth were prolific
researchers and often used their family as guinea pigs. Their work is the subject of
© 2007 Prentice Hall, Inc. All rights reserved.
2– 10
Scientific
Management (cont’d)
• Frank and Lillian Gilbreth
• Focused on increasing worker productivity through the
reduction of wasted motion
• Developed the microchronometer to time worker motions and optimize work performance
• How Do Today’s Managers Use Scientific Management?
• Use time and motion studies to increase productivity
• Hire the best qualified employees
11
Administrative Principles
• Contributors: Henri Fayol, Mary Parker, and Chester I. Barnard
• Focus:
• Organization rather than the individual
12
Henri Fayol 1841-1925
Division of labor Authority
Discipline
Unity of command Unity of direction Subordination of
individual interest
Remuneration Division of labor Authority
Discipline
Unity of command Unity of direction Subordination of
individual interest
Remuneration
Centralization Scalar chain Order
Equity
Stability and tenure
of staff
Initiative
Esprit de corps Centralization Scalar chain Order
Equity
Stability and tenure
of staff
Initiative
Esprit de corps
13
Mary Parker Follett
1868-1933
• Importance of common super-ordinate goals for reducing conflict in organizations
• Popular with businesspeople of her day
• Overlooked by management scholars
• Contrast to scientific management
• Reemerging as applicable in dealing with rapid change in global environment
• Leadership – importance of people vs. engineering techniques
14
Chester Barnard
1886-1961
• Informal Organization
• Cliques
• Naturally occurring social groupings
• Acceptance Theory of Authority
• Free will
Bureaucratic Management
Bureaucracy
The exercise of control on the
basis of knowledge, expertise, or experience.
16
Bureaucracy
Organizations
• Max Weber 1864-1920
• Prior to Bureaucracy Organizations
• European employees were loyal to a single
individual rather than to the organization or its mission
• Resources used to realize individual desires
rather than organizational goals
• Systematic approach –looked at organization as a whole
© 2007 Prentice Hall, Inc. All rights reserved.
2– 17
Humanistic
Perspective
Humanistic Perspective
Human Relations Movement
Human Resources Perspective
19
Human Relations
Movement
Kepuasaan karyawan pada kebutuhan
dasar sebagai kunci utama untuk
Hawthorne Studies:
Elton Mayo
• Workers’ feelings and
attitudes affected their work
• Financial incentives weren’t
the most important motivator for workers
• Group norms and behavior
21
Human Resource
Perspective
Pekerjaan harus didesain untuk memenuhi
kepuasan karyawan dengan
memperbolehkan pekerja menggunakan
22
Physiological Safety
Belongingness Esteem
Self-actualization
Abraham Maslow’s
Hierarchy of Needs
Based on needs satisfaction
1908-1970
23
• Dislike work –will avoid it • Must be coerced,
controlled, directed, or
threatened with punishment
• Prefer direction, avoid
responsibility, little
ambition, want security
• Do not dislike work
• Self direction and self control
• Seek responsibility
• Imagination, creativity widely distributed
• Intellectual potential only
partially utilized
Douglas McGregor
Theory X & Y
Theory X Assumptions Theory Y Assumptions
Contingency Management
Contingency Approach
Holds that the most effective management theory or idea depends on the kinds of
Contingency
Management
• Management is harder than it looks
• Managers need to look for key contingencies that differentiate today’s situation from yesterday’s situation
• Managers need to spend more time analyzing problems before taking action
Next class
assignments
Interview managers, dari tingkat manajemen yang berbeda.
• Briefly describe your current position and responsibilities.
• What do your subordinates expect from you on the job?
• What are the major stresses and challenges you face on the job?
• What, if anything, do you dislike about the job?
• What do you like best about your job?
• What are the critical differences between average managers and top-performing
managers?
• Think about the skills and knowledge that you need to be effective in your job.
What are they, and how did you acquire them?
• What have been your biggest mistakes thus far? Could you have avoided them? If
