KONSEPKAJIAN pemikiran baru baru saja.pdf

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1. CHAPTER
1
Managing
and the
Manager’s Job
Copyright © by Houghton Mifflin Company.
All rights reserved.
PowerPoint Presentation
by Charlie Cook

2. Copyright © by Houghton Mifflin Company. All rights reserved. 1–2
What is an organization?
•A group of people
working together
in a structured and
coordinated
fashion to achieve
a set of goals.
•Sekelompok orang yang
bekerja bersama dalam suatu
cara yang terstruktur dan
terkoordinasi untuk mencapai
serangkaian tujuan

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Organizational Resources (Sumber daya
Organisasi)
•Human resources/ Sumber daya
manusia
–Managerial talent and labor
•Financial resources/Sumber daya
finansial
–Capital investments to support
on going and long-term operations
•Physical Assets / Asset Fisik
–Raw materials; office and
production facilities,
and equipment
•Information / informasi
–Usable data, information linkages

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Examples of Resources Used by Organizations
Table 1.1

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What is 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.

Suatu rangkaian aktivitas (termasuk perencanaan
dan pengambilan keputusan, pengorganisasian,
kepemimpinan dan pengendalian)yang diarahkan
pada sumber daya organisasi (manusia, finansial,
fisik, dan informasi) untuk mencapai tujuan
organisasi dengan cara nyang efektif danm
efisien

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Management in Organizations
Inputs from the environment
•Human
resources•Financial
resources•Physical
resources•Information
resources
Planning
and decision
makin
g
Leading
Organizing
Controlling
Goals attained
•Efficiently
•Effectivel
y
Figure 1.1

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Basic Purpose of Management
EFFICIENTLY
Using resources wisely and
in a cost-effective way
EFFECTIVELY
Making the right decisions and
successfully implementing them
And
Efektif membuat
keputusan yang tepat dan
mengimplementasikan
dengan sukses
Menggunakan sumber daya
dengan bijaksana dan
dengan cara yang hemat
biaya
and

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What is a Manager?
•Someone whose primary responsibility is to carry
out the management process.
•Someone who plans and makes decisions,
organizes, leads, and controls
human, financial, physical,
and information resources.
Seseorang yang tanggung jawab utamanya adalah
melaksanakan tanggung proses manajemen.
Seseorang yuang merencanakan dan membuat
keputusan, mengorganisasikan, memimpin dan
mengendalikan sumber-sumber daya manusia,
finansial, fisik, dan Informasi.

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The Management Process
•Planning and Decision Making, Setting an organization’s goals
and selecting a course of action from a set of alternatives to achieve
them. (menetapkan suatu tujuan organisasi dan menentukan
bagaimana cara terbaik untuk mencapainya).
•Organizing, Determining how activities and resources are to be
grouped.(Menentukan bagaimana aktivitas-aktivitas dan sumber daya
akan ditentukan)
•Leading, The set of processes used to get members of the
organization to work together to advance the interests of the
organization.( serangkaian proses yang dilakukan agar anggota dari
organisasi bekerja bersama demi kepentingan organisasi)
•Controlling, Monitoring the organization’s progress towards its
goals.(memonitor kemajuan organisasi dalam mencapai tujuannya)

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The Management Process (cont’d)
Organizin
gDetermining how
best to group
activities and
resource
s
Controllin
gMonitoring
and correcting
ongoing activities
to facilitate goal
attainment
Planning
andDecision Making
Setting the organiza-
tion’s goals
anddeciding how best
to achieve them
Leadin
gMotivating members
of the organization
to work in the best
interests of the
organization
Figure 1.2

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Kinds of Managers by Level
•Top Managers
–The relatively small group of executives who manage the
overall organization. They create the organization’s goals,
overall strategy, and operating policies.
•Middle Managers
–Largest group of managers in organizations who are
primarily responsible for implementing the policies and plans
of top managers. They also supervise and coordinate the
activities of lower level managers.
•First-Line Managers
–Managers who supervise and coordinate the activities of
operating employees.

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Kinds of Managers by Area
•Marketing Managers
–Work in areas related to getting consumers and clients to buy
the organization’s products or services—new product
development, promotion, and distribution.
•Financial Managers
–Deal primarily with an organization’s financial
resources—accounting, cash management, and investments.
•Operations Managers
–Concerned with creating and managing the systems that
create organization’s products and services—production
control, inventory, quality control, plant layout, site selection.

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Kinds of Managers by Area (cont’d)
•Human Resource Managers
–Involved in human resource planning, recruiting and
selecting employees, training and development, designing
compensation and benefit systems, formulating performance
appraisal systems, and discharging low-performing
employees.
•Administrative Managers
–Generalists who are familiar with all functional areas of
management and who are not associated with any particular
management specialty.
•Other Kinds of Managers
–Organizations have developed specialized managerial
positions (e.g., public relations managers) directly related to
the needs of the organization.

14. Copyright © by Houghton Mifflin Company. All rights reserved. 1–14
Kinds of Managers by Level and Area
Marketin
g
Administratio
n
Othe
r
Human
resources
Operation
s
Financ
e
Middle
managers
Areas of Management
Levels of Management
First-line
managers
Top
managers
Figure 1.3

15. Copyright © by Houghton Mifflin Company. All rights reserved. 1–15
Managerial Roles (Mintzberg)
•Interpersonal Roles
–Figurehead, leader, and liaison roles involve dealing with
other people.
•Informational Roles
–Monitor, disseminator, and spokesperson roles involve the
processing of information.
•Decisional Roles
–Entrepreneur, disturbance handler, resource allocator, and
negotiator are managerial roles primarily related to making
decisions.

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Ten Basic Managerial Roles
Table 1.2

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Managerial Skills
•Technical
–Skills necessary to accomplish or understand the specific
kind of work being done in an organization.
•Interpersonal
–The ability to communicate with, understand, and motivate
both individuals and groups.
•Conceptual
–The manager’s ability to think in the abstract.
•Diagnostic
–The manager’s ability to visualize the most appropriate
response to a situation.

18. Copyright © by Houghton Mifflin Company. All rights reserved. 1–18
Managerial Skills (cont’d)
•Communication
–The manager’s abilities both to convey ideas and information
effectively to others and to receive ideas and information
effectively from others.
•Decision-Making
–The manager’s ability to recognize and define problems and
opportunities correctly and then to select an appropriate
course of action to solve the problems and capitalize on
opportunities.
•Time-Management
–The manager’s ability to prioritize work, to work efficiently,
and to delegate appropriately.

19. Copyright © by Houghton Mifflin Company. All rights reserved. 1–19
The Nature of Managerial Work
•How CEOs spend a typical day—
Unscheduled
Scheduled
Meetings
59
%
Desk
Work22
%
Meetings
10
%
Telephon
e6%
Touring Facilities
3%

20. Copyright © by Houghton Mifflin Company. All rights reserved. 1–20
Management: Science or Art?
•Science of Management
–Assumes that problems can be approached using rational,
logical, objective, and systematic ways.
–Requires the use of technical, diagnostic, and
decision-making skills and techniques to solve problems.

(Pengetahuan Manajemen, banyak masalah manajemen dapat
diselesaikan dengan cara yang rasional, logis, objektif dan
sistematis. Manajer dapat mengumpulkan data, fakta, dan
informasi yang objektif. Mereka dapat menggunakan keahlian
teknis, diasnostik, dan pengambilan keputusan terutama sangat
penting ketika mempraktekkan pengetahuan manajemen).

21. Management: Science or Art?
•Art of Management
–Decisions are made and problems solved using a blend of
intuition, experience, instinct, and personal insights.
–Requires the use of conceptual, communication,
interpersonal, and time-management skills to successfully
accomplish the tasks associated with managerial activities

(Para manajer sering kali harus membuat keputusan dan
memecahkan masalah atas dasar intuisi, pengalaman, insting,
dan pandangan pribadi, dengan mengandalkan pada keahlian
konseptual, komunikasi dan manajemen waktu, seorang manajer
dapat memutuskan sebuah keputusan di antara beberapa
alternatif tindakan).
Copyright © by Houghton Mifflin Company. All rights reserved. 1–21

22. Manajemen: Sains atau Seni ?
Manajemen sebagai Sains
•Pendekatan melalui tahapan sistematis
berdasarkan keilmuan
•Umumnya memerlukan keahlian teknis,
diagnostik dan pengambilan keputusan

Manajemen sebagai Seni
•Pendekatan melalui intuisi dan perasaan
berdasarkan pengalaman
•Umumnya memerlukan keahlian konseptual,
kreatifitas dan komunikasi interpersonal

23. Melalui
Pendekatan
pendidikan dan
pelatihan
Pengalaman dalam
berbagai jenis bagian,
organisasi dan
perusahaan
Keberhasilan dalam mempelajari dan menggunakan
keahlian-keahlian manajemen
Menjadi Manajer:
Pendidikan dan Pengalaman