Slide MAN 101 Slide 06

(1)

PENGARAHAN

(LEADING)

PENGARAHAN

(LEADING)

(2)

Pengarahan

“proses

menuntun

kegiatan anggota

organisasi

ke arah

yang tepat

(untuk

mencapai visi, misi

dan tujuan

perusahaan)”Puspopr

anoto, 2006

Meliputi kegiatan untuk

(3)

Pengarahan

(Leading)

Kegiatan memberi pengarahan

(

directing

), memengaruhi orang

lain (

influencing

), dan memotivasi

orang

lain

untuk

bekerja

(4)

Pengarahan

•

Proses pembimbingan, pemberian

petunjuk, dan instruksi kepada

bawahan agar mereka bekerja

sesuai dengan rencana yang telah

ditetapkan

•

Pengarahan dapat menentukan atau

melarang jenis perilaku tertentu

(5)

directing 5

PENGARAHAN

•

Membuat/ mengusahakan para

karyawan melakukan apa yang

diinginkan & harus mereka

lakukan.

•

Melibatkan kualitas, gaya &

kekuasaan pemimpin &

kegiatan-kegiatan kepemimpinan

(6)

Proses Manajemen

Peng-organisasian

Peng-arahan

Pengen-dalian

(7)

Tujuan Pengarahan (Siswanto,

2010)

•

Menjamin kontinuitas perencanaan

•

Membudayakan prosedur standar

•

Menghindarkan kemangkiran yang

tak berarti

•

Membina disiplin kerja

•

Membina motivasi yang terarah

(8)

directing 8

Butuh pemimpin yang………..

•

Komunikatif

•

Memberi nasehat/petunjuk

•

Kreatif

•

Inisiatif

(9)

Kepemimpinan

•

Kepemimpinan harus melibatkan orang

lain atau bawahan

•

Manajer harus mampu memengaruhi

anggota organisasinya dengan berbagai

sifat kepemimpinannya

•

Manajer harus paham akan dirinya sendiri,

bawahan, kondisi dan lingkungan kerja,

serta teknik komunikasi yang mampu

memberikan pengaruh sehingga bawahan

mampu dan mau bekerja sama untuk

(10)

•

Kepemimpinan adalah kemampuan

untuk memengaruhi bawahan

secara sukarela untuk mencapai

tujuan organisasi

•

Manajer dan

leader

tidak dapat

(11)

11

Individu dalam organisasi:

•

Perbedaan FISIK dan MENTAL

•

Tugas manager : menyelaraskan tujuan

perusahaan dan individu

(12)

12

Kemampuan manajer untuk

memotivasi, mempengaruhi,

mengarahkan &

berkomunikasi

(13)

Manager

• _{Harus mampu menghadapi}

kompleksitas dengan cara membuat perencanaan

(menjabarkan apa yang perlu dikerjakan) mencari orang-orang untuk mengerjakan tugas yang sudah direncanakan dan memastikan bahwa

orang-orang tersebut dapat mengerjakan dan menyelesaikan tugas dengan baik dan sesuai waktu yang

ditetapkan (pengawasan dan pemecahan masalah)

Leader

• Harus dapat menghadapi perubahan

• Harus mampu menciptakan arahan tentang apa yang harus dikerjakan, mencari orang-orang untuk melakukan tugas dan

(14)

Management vs Leadership

•

Administrasi

•

Pelihara

•

Sistem / Struktur

•

Jangka Pendek

•

Bagaimana ?

•

Mengikuti aturan

•

Kendali

•

Inovasi

•

Pengembangan

•

SDM

•

Jangka Panjang

•

Apa / Kenapa ?

•

Komitmen

•

Pemberdayaan

(Doing the things right )

Melakukan hal-hal yang dibenarkan - Mengikuti peraturan yang berlaku

(rule driven)

(Doing the right things )

Melakukan hal yang benar - Mengikuti misi yang diinginkan

(mission driven)

(15)

Sifat dan keterampilan kepemimpinan

yang efektif

SIFAT KETERAMPILAN

 Dapat menyesuaikan diri

 Waspada terhadap lingkungan sosial

 Ambisius dan berorientasi pada prestasi

 Asertif

 Kooperatif

 Dapat diandalkan

 Dominan

 Energetik

 Gigih

 Percaya diri

 Toleran atas tekanan

 Kesediaan untuk bertanggung jawab

 Kepintaran (intelektual)

 Kecakapan konseptual

 Kreativitas

 Diplomatis dan bijaksana

 Lancar berbicara

 Pengetahuan tentang tugas

kelompok

 Kecakapan organisasi

 Persuasif

(16)

(17)

Leadership Behaviors or Styles

• _{Autocratic style of leadership}

– A leader who centralizes authority, dictates work methods, makes unilateral decisions, and limits employee participation.

• _{Democratic style of leadership}

– A leader who involves employees in decision making, delegates authority, encourages participation in

deciding work methods and goals, and uses feedback to coach employees.

• A democratic-consultative leader seeks input and hears the concerns and issues of employees but makes the final decision him or herself.

(18)

Leadership Behaviors or Styles (cont’d)

•

Laissez-faire style of leadership

–

A leader who gives employees complete

freedom to make decisions and to decide on

work methods

•

Conclusions about leadership styles

–

The laissez-faire leadership style is ineffective.

–

Quantity of work is equal under authoritarian

and democratic leadership styles

–

Quality of work and satisfaction is higher

(19)

• Paternalistik

– Tipe pemimpin paternalistik hanya terdapat di lingkungan masyarakat yang bersifat tradisional, umumnya dimasyarakat agraris. Salah satu ciri utama masuarakat tradisional ialah rasa hormat yang tinggi yang ditujukan oleh para anggiota masyarakat kepada orang tua atau seseorang yang dituakan. Pemimpin seperti ini kebapakan, sebagai tauladan atau panutan masyarakat.

Biasanya tiokoh-toko adat, para ulama dan guru. Pemimpin ini sangat mengembangkan sikap kebersamaan.

• Indigenous

– Biasanya muncul dari kelompok informal yang didapatkan dari pelatihan meskipun tidak langsung. Dengan adanya sistem persaingan dapat menimbulkan perbedaan pendapat yang seru dari kelompok yang bersangkutan. Bisasayna akan muncul pemimpin yang mempunyai kelemahan diantara

(20)

Continuum of Leader Behavior

EXHIBIT 11.2

(21)

(22)

(23)

Contemporary Views on

Leadership

•

Transactional Leadership

– _{Leaders who guide or motivate their followers in}

the direction of established goals by clarifying role and task requirements.

•

Transformational Leadership

– _{Leaders who inspire followers to transcend their}

own self-interests for the good of the organization by clarifying role and task requirements.

– _{Leaders who also are capable of having a profound}

(24)

Contemporary Views…(cont’d)

•

Charismatic Leadership

–

An enthusiastic, self-confident leader whose

personality and actions influence people to

behave in certain ways.

–

Characteristics of charismatic leaders:

• Have a vision.

• Are able to articulate the vision.

• Are willing to take risks to achieve the vision. • Are sensitive to the environment and follower

needs.

(25)

Contemporary Views…(cont’d)

•

Visionary Leadership

–

A leader who creates and articulates a realistic,

credible, and attractive vision of the future that

improves upon the present situation.

•

Visionary leaders have the ability to:

–

Explain the vision to others.

–

Express the vision not just verbally but through

behavior.

–

Extend or apply the vision to different

(26)

Contemporary Views…(cont’d)

•

Team Leadership Characteristics

– Having patience to share information

– Being able to trust others and to give up authority

– Understanding when to intervene

•

Team Leader’s Job

– Managing the team’s external boundary

– Facilitating the team process

(27)

Components

of Motivation

Organizational Goals

Needs

Motivation

(28)

(29)

Historical Perspectives on

Employee Motivation

(30)

Classical Theory of Motivation



To improve productivity managers should:



Break down each job into its component tasks

(specialization)



Determine the best way to perform each task



Specify the output to be achieved by a worker

performing the task



Incentives motivate employees to be more

productive



Link workers’ pay directly to their output

(31)

Employee Motivation

(32)

Hawthorne Studies



Working conditions are

important



However, the

Hawthorne studies,

which were carried out

at the electric company

shown here beginning

in the 1920s, found

that the workers

became more

productive because of

the attention they

received—regardless of

their working

(33)

Maslow’s Hierarchy of Needs

EXHIBIT 10.2

Source: Motivation and Personality, 2nd ed., by A. H. Maslow, 1970.

(34)

Maslow’s Hierarchy of Needs

(35)

Early Theories Of Motivation

(cont’d)

•

Motivation-Hygiene theory

(Herzberg)

–

intrinsic factors are related to job

satisfaction and extrinsic factors are

related to job dissatisfaction

•

Hygiene factors

– _{Factors, such as working conditions and salary,}

that, when adequate, may eliminate job

dissatisfaction but do not necessarily increase job satisfaction

•

Motivators

– _{Factors, such as recognition and growth, that}

(36)

Herzberg’s Motivation-Hygiene Theory

(37)

Two-Factor Theory of Motivation

(38)

Contrasting Views of

Satisfaction-Dissatisfaction

(39)

McGregor’s

Theory X and Theory Y

McGregor’s

 _{The average person naturally dislikes work and will}

avoid it when possible

 _{Most workers must be coerced, controlled, directed, or}

threatened with punishment to get them to work toward the achievement of organizational objectives

 _{The average worker prefers to be directed and to}

avoid responsibility, has relatively little ambition, and wants security

(40)

McGregor’s



Theory Y assumes:

 _{The expenditure of physical and mental effort in}

work is as natural as play or rest



Theory X style of management focuses on

physiological and security needs and virtually

ignores the higher needs discussed by Maslow

(41)

McGregor’s

 _{Theory Y assumptions (continued):}

 _{People will exercise self-direction and self-control to}

achieve objectives to which they are committed

 _{People will commit to objectives when they realize}

that the achievements of those goals will bring them personal reward

 _{The average person will accept and seek}

responsibility

 _{Imagination, ingenuity, and creativity can help solve}

organizational problems, but most organizations do not make adequate use of these characteristics in their employees

 _{Organizations today do not make full use of workers’}

(42)

Theory Z



Incorporates many elements associated with the

Japanese approach to management (trust and intimacy)

but Japanese ideas have been adapted for use in the

U.S.



Results in employees feeling organizational ownership

 _{Research has found that such feelings of ownership may}

produce positive attitudinal and behavioral effects for employees

(43)

Equity Theory



Equity is a subjective notion



Equity theory might explain why many

consumers are upset about CEO compensation

 _{Corporations have now begun to tie CEO} compensation with company performance



Feelings of inequity may underlie some

unethical or illegal behavior in business

(44)

Equity Theory Relationships

EXHIBIT 10.6

EMPLOYEE’S ASSESSMENT

Inequity (underrewarded)

Equity

Inequity (overrewarded)

(45)

Equity Theory

•

When employees perceive an

inequity they may:

–

Distort either their own or others’ inputs

or outcomes.

–

Behave so as to induce others to change

their inputs or outcomes.

–

Behave so as to change their own inputs

or outcomes.

(46)

Expectancy theory (Vroom)

•

A comprehensive theory of

motivation that an individual tends to

act in a certain way, in the

expectation that the act will be

followed by given outcome, and

according to the attractiveness of

that outcome to the individual.

–

The extent to which individuals are

motivated to perform to get a reward of

value to them is based on their belief

(47)

Expectancy Relationships

(Linkages)

•

Effort–performance

–

The perceived probability that exerting a given

amount of effort will lead to performance

•

Performance–reward

–

The belief that performing at a particular level

will lead to the attainment of a desired outcome

•

Attractiveness

–

The importance placed on the potential outcome