Slide MAN 101 Lecture Slide

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Welcome to Management

MAN 101

Dasar-dasar Manajemen

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Selamat datang..Welcome..Wilujeng

sumping..Sugeng rawuh..

•

Perkenalan dosen dan mahasiswa

•

Silabus

•

Grup formasi

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Selamat datang..

Welcome.

.

Wilujeng sumping

..

Sugeng rawuh

..

•

Perkenalan dosen dan mahasiswa

•

Silabus

•

Grup formasi

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Hello...this is me...

•

Irma M Nawangwulan, BSc, MBA

•

Praktisi dan akademisi

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Gabung UPJ sejak Oktober 2010

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Email:

inawangwulan@gmail.com

atau

irma.nawangwulan@upj.ac.id

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Syllabus

Komponen Penilaian

•_{Kehadiran dan partisipasi diskusi kelas} _10%

•_{Tugas individu dan kelompok} _25%

•_Tests _15%

•_UTS _20%

•_{UAS (dalam bentuk makalah dan presentasi)} _30%

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Class Rules

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Please read the class syllabus and come to class prepared

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Respect and golden rule: “Do unto others as you would

have them do unto you”

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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}

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8

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

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Discovering Great Management

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Why Study Management?

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We interact with management everyday

–

Understanding of management gives insight into

many organizational aspects

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Reality: when graduate, you will either

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Bagian I

PENGANTAR MANAJEMEN

1. Proses Manajemen

2. Jenis-jenis Manajer

3. Peran dan Keahlian Manajerial Dasar

4. Sumber Keahlian Manajerial

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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

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Siapa yg membutuhkan manajemen ?

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Perusahaan ?

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Pemerintah ?

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Yayasan ?

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Universitas ?

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What is an organization?

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Sekelompok orang yang bekerja bersama dlm

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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

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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

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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

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18

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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 P E N G E N D A LI A N TUJUAN ORGN

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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.

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1–20

Management in Organizations

Inputs from the environment

• _{Human resources} • _{Financial resources} • _{Physical resources} • _{Information resources}

Planning and decision making Leading Organizing Controlling Goals attained • _Efficiently • _Effectively

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1–21

Sumber Daya Organisasi

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Human resources

– _{Managerial talent and labor}

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Financial resources

– _{Capital investments to support}

ongoing and long-term operations

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Physical Assets

– _{Raw materials; office and}

production facilities, and equipment

•

Information

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Contoh Sumber Daya Organisasi

Orgns Human Resources Financial Resources Physical Resources Information Resources UNDIP Dosen,

Karywan SPP, SPI, DIPA Gedung , Peralatan Laporaran Penelitian, Jurnal

PERUSAHA

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

Smg Karyawan (PNS) PAD, DAU, DAK Tanah, Bangunan, Peralatan

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Management Is…

Effectiveness

Effectiveness

Efficiency

Getting work

done through

others

Getting work

done through

others

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1–24

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Efektif

– _{Kemampuan (seorang manajer) utk}

memilih/menggunakan cara, metode, peralatan yang tepat, guna mencapai tujuan tertentu

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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

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1–25

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}

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1–26

What is a Manager ?

•

Seseorang yang tanggung jawab utamanya

melaksanakan proses manajemen

• _{Seseorang yang merencanakan dan membuat keputusan ,}

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1–27

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}

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Kinds of Managers

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Top Managers

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Middle Managers

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Top Managers

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Chief Executive Officer (CEO)

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Chief Operating Officer (COO)

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Chief Financial Officer (CFO)

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Responsibilities

of Top Managers

Creating a context for change Creating a context for change

Developing commitment and ownership in employees

Creating a positive organizational culture through language and action

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Middle Managers

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Plant Manager

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Regional Manager

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Responsibilities

of Middle Managers

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 objectives

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First-Line Managers

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Office Manager

•

Shift Supervisor

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Responsibilities

of Team Leaders

Facilitate team performance

Facilitate team performance

Facilitate internal team relationships

Manage external relations

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Managerial Skills (R Katz)

.

Conseptual

Human relations

Teknical

Top _Middle _Lower

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Pekerjaan Manajerial

•

How CEOs spend a typical day.

Unscheduled Scheduled

Meetings 59%

Desk Work 22%

Meetings 10% Telephone

6%

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Managerial Roles

H. Mintzberg, “The Manager’s Job: Folklore and Fact:.” Harvard Business Review, July-August 1975.

Adapted from Exhibit 1.3

Interpersonal Informational Decisional

Figurehead

Leader

Liaison

Monitor

Disseminator

Spokesperson

Entrepreneur

Disturbance Handler

Resource Allocator

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Managerial Roles

Figurehead

Leader

Liaison

Figurehead

Leader

Liaison

Managers perform ceremonial duties

Managers motivate and encourage workers to accomplish objectives

Managers deal with people outside their units

Managers deal with people outside their units

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Managerial Roles

Figurehead

Leader

Liaison

Figurehead

Leader

Liaison

Managers deal with people outside their units

Managers deal with people outside their units

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Managerial Roles

Monitor Disseminator Spokesperson Monitor Disseminator Spokesperson

Managers scan their environment for information

Managers share information with others in their company

Managers share information with others outside their departments or companies

Managers scan their environment for information

Managers share information with others in their company

Managers share information with others outside their departments or companies

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Entrepreneur Disturbance Handler Resource Allocator Negotiator Entrepreneur Disturbance Handler Resource Allocator Negotiator

Managerial Roles

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

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

Decisional Roles

4.3

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What Companies

Look for in Managers

Technical Skills

Technical Skills Human Skills_{Human Skills}

Conceptual Skills

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Mistakes Managers Make

Adapted from Exhibit 1.5 McCall & Lombardo, “What Makes a Top Executive?” Psychology Today, Feb 1983

1. Insensitive to others

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

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

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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