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Pertemuan 1Pertemuan 1Management
Disarikan dari berbagai sumber. Bahan ajar ini dapat didownload di :
staffsite.gunadarma.ac.id/arisbudi
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M najemen
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Something Wrong…? Something Wrong…? Detiknews.com, 02/02/2007
Karena Banjir, Bus P20 Angkat Tangan, Penumpang Pusing
Kompas.co.id, Selasa, 19 September 2006. Koordinasi Tidak J alan, Inpres Pelayaran Tersendat
Republika.co.id, Selasa, 04 Maret 2008 19:46:00Partisipasi Masyarakat dalam Pilbup Nganjuk Rendah
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OrganisasiOrganisasi Organization (organisasi) : dua orang atau
lebih yang bekerja sama dalam cara yang terstruktur untuk mencapai sasaran spesifik atau sejumlah sasaran
Manusia selalu menjadi bagian dari organisasi, baik formal maupun informal ada perbedaan dan juga kesamaan.
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Jenis-jenis KelompokJenis-jenis Kelompok
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Jenis-jenis KelompokJenis-jenis Kelompok1. Kelompok formal Kelompok perintah/komando, yakni kelompok terdiri dari beberapa bawahan dan
pimpinan, dimana biasanya bawahan memiliki tanggung jawab langsung kepada pimpinannya.
Kelompok kerja/tugas, adalah kelompok formal yang terbentuk karena ada tugas/pekerjaan yang harus dikerjakan secara bersama/tim.
2. Kelompok Informal Kelompok kepentingan, yakni kelompok informal yang terbentuk karena kesamaan
kepentingan individu anggotanya. Kelompok persahabatan, adalah kelompok yang terbentuk karena ada kesamaan
sifat, kesukaan yang sama, sehingga terbentuk kelompok olah raga golf, sepak bola, atau kelompok lain seperti arisan, atau diskusi diantara mereka yang menginginkan kelompok tersebut.
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Sebab atau Alasan Timbulnya KelompokSebab atau Alasan Timbulnya Kelompok Alasan keamanan, karena dengan berkelompok individu merasa lebih aman. Alasan status dan harga diri, karena setiap individu juga membutuhkan status dan
memiliki harga diri dalam lingkungan masyarakatnya. Alasan kebersamaan, karena manusia pada dasarnya adalah makhluk sosial yang
memiliki kecenderungan berinteraksi dengan manusia lainnya. Alasan kekuatan, karena dengan berkelompok kekuatan yang ditimbulkan untuk
memperjuangkan tujuan dan kepentingan, akan lebih besar dibandingkan jika mereka berusaha mewujudkannya secara sendiri-sendiri
Alasan pencapaian tujuan, karena setiap individu memiliki keinginan, tujuan, dan kepentingan yang menuntut pemuasan, sementara pemuasan itu tidak dapat dicapai secara individu, atau dengan kata lain, membutuhkan bantuan individu lain dan kelompok untuk mewujudkannya.
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Proses Terbentuknya KelompokProses Terbentuknya Kelompok
• Tahap 1 Pembentukan,
• Tahap 2 Perjuangan,
• Tahap 3 Pengaturan,
• Tahap 4 Pelaksanaan,
• Tahap 5 Penyelesaian,
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Karakteristik KelompokKarakteristik Kelompok
Menurut Edgar H. Schein ( 1980 ), karakteristik dari kelompok adalah dejumlah orang yang : 1. saling berinteraksi satu sama lain 2. secara psikologis sadar akan adanya orang lain, selain dia 3. menganggap dirinya sebagai suatu kelompok
Pendapat yang lain menyebutkan beberapa karakteristik yang umunya ada dalam sebuah kelompok, yakni [1] :
a. Adanya struktur dan Hirarki. b. Adanya peran c. Adanya norma d. Kepemimpinan e. Adanya kekompakan atau kohesivitas f. Adanya konflik
[1] Gibson, Ivancevict, Donnelly, ibid., hal. 410 - 421
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Sumber Perbedaan Sumber Perbedaan KonflikKonflik
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Sumber Perbedaan Sumber Perbedaan Konflik Konflik Contoh Contoh
2008: Projected New Entrants in the U.S. Labor Force
1998 to 2008 Growth Rates for the U.S. Working Population
.0%
.5%
1.0%
1.5%
2.0%
2.5%
3.0%
3.5%
White Black Hispanic
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Sources of Conflict
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Kesamaan lain yang ada, diantaranya dalam hal :Kesamaan lain yang ada, diantaranya dalam hal :
1. Adanya tujuan Memenuhi harapan pemilik dan investor ( Mengoptimalkan nilai
perusahaan ) Terus ‘Hidup’ ( Going Concern ) – Nilai Perusahaan Memperoleh Keuntungan, melaui :
• Meminimumkan biaya operasional• Mengurangi produk cacat• Mengurangi komplain konsumen• Mengurangi komplain karyawan/buruh• Memaksimalkan kapasitas produksi• Memaksimalkan kualitas• Memaksimalkan kepuasan karyawan• Memaksimalkan kepuasan konsumen, dst.
2. Adanya rencana3. Adanya pimpinan/manager4. Adanya Manajemen
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Adanya ManajemenAdanya ManajemenBeishline menggolongkan manajemen berdasarkan caranya memecahkan persoalan :
A. Manajemen konvensional / tradisional / untung-untungan : manajer memecahkan persoalan atas dasar tradisi dan pengalamannya sendiri.B. Manajemen sistematis : manajer memecahkan persoalan berdasarkan pengalaman sendiri dan pengalaman orang lain.C. Manajemen berdasarkan ilmu pengetahuan : suatu cara yang berdasarkanpemeriksaan dan analisa yang logis yang membawa pada suatu rencana yang efektif, yaitu :
a. pengumpulan datab. penganalisaan datac. pertimbangan tujuan / alternatif keputusan.d. penetapan keputusan dan evaluasi
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Faktor Penentu Prestasi dan Faktor Penentu Prestasi dan Keberhasilan KelompokKeberhasilan Kelompok
Setiap kelompok menjadi bagian dan dipengaruhi oleh kelompok lain yang lebih besarTergantung dari sumbangan masing-masing anggotanya. Struktur yang membentuk perilaku anggotanya. Setiap kelompok terjadi proses, yang memberi kemampuan kelompok untuk bertindak. Tergantung dari tugas-tugas yang dilakukan kelompok.
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Groups’ and Teams’ Contributions to Organizational Effectiveness
Mengapa Organisasi / Kelompok Itu Penting ?
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Mengapa Organisasi / Kelompok Itu Penting ?Mengapa Organisasi / Kelompok Itu Penting ?
Organisasi Melayani Masyarakat
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Mengapa Organisasi / Kelompok Itu Penting ?Mengapa Organisasi / Kelompok Itu Penting ?
Organisasi Adalah Alat Untuk Mencapai Tujuan Organisasi Melestarikan Ilmu Pengetahuan Organisasi Menciptakan keteraturan Organisai Menyediakan Karir dan Pekerjaan
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A.A. Kinerja Manajer dan OrganisasiKinerja Manajer dan Organisasi Managerial performance (prestasi kerja manajerial) : ukuran seberapa efisien dan efektif seorang manajer Managerial performance (prestasi kerja manajerial) : ukuran seberapa efisien dan efektif seorang manajer (seberapa baik manajer menetapkan dan mencapai tujuan yang memadai).(seberapa baik manajer menetapkan dan mencapai tujuan yang memadai).Organizational performance (prestasi kerja organisasi) : ukuran seberapa efisien dan efektif sebuah organisasi Organizational performance (prestasi kerja organisasi) : ukuran seberapa efisien dan efektif sebuah organisasi (seberapa baik organisasi mencapai tujuan yang memadai).(seberapa baik organisasi mencapai tujuan yang memadai).Efisien Efisien melakukan sesuatu dengan benar ( konsep ‘masukan-keluaran’) melakukan sesuatu dengan benar ( konsep ‘masukan-keluaran’)Efektif Efektif melakukan sesuatu yang benar (tercapainya sasaran yang tepat) melakukan sesuatu yang benar (tercapainya sasaran yang tepat)
MANAJER EFEKTIF
Memecahkan masalah
Mengelola waktu
Komunikasi verbal
Bekerja dgn baik dalam suatu kelompok
Mengelola konflik
Merancang tujuan
Ketrampilan antar pribadi
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Pemahaman ManajemenPemahaman Manajemen
Manajemen sebagai suatu proses : (GR Terry) pencapaian tujuan yang telah ditetapkan dengan mempergunakan kegiatan orang lain.1. adanya tujuan yang ingin dicapai2. tujuan dicapai dengan menggunakan kegiatan orang lain.3. kegiatan orang lain harus dibimbing dan diawasi
b. Manajemen sebagai aktivitas : kolektivitas orang-orang yang melakukan aktivitas manajemen c. Manajemen sebagai suatu seni dan ilmu : Μanajemen sebagai seni berfungsi untuk mencapai tujuan yang nyata mendatangkan hasil atau
manfaat.Manajemen sebagai ilmu berfungsi menerangkan fenomena / gejala, kejadian, atau keadaan.
Jadi manajemen adalah seni dan ilmu perencanaan, pengorganisasian, penyusunan,
pengarahan dan pengawasan dari sumber daya manusia untuk mencapai tujuan yang telah ditetapkan.
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The Evolution of Management Theory
Source:
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Management Functions (Now)Management Functions (Now)“Old”
PlanningOrganizingLeadingControlling
“New”Making Things
HappenMeeting the
CompetitionOrganizing
People, Projects, and Processes
LeadingAdapted from Figure 1.1
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Identifiable Identifiable Functions in the Functions in the Management Management ProcessProcess
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Planning: The Primary Management FunctionPlanning: The Primary Management Function
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Managerial FunctionsManagerial Functions
PlanningFormulating future courses of action.
Decision makingChoosing among the alternatives for action.
OrganizingDeciding on the HR structure of the organization.
StaffingRecruiting, training, and developing people.
CommunicatingProviding information, direction, and feedback.
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Managerial Functions Managerial Functions (cont’d)(cont’d)
MotivatingProviding meaningful work and valued rewards to
individuals pursuing collective objectives. LeadingServing as role models and adapting management
styles as the situation demands.ControllingComparing desired results with actual results and
taking corrective action as needed.
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LatihanLatihan
Perhatikan empat belas butir yang diajukan oleh W Edwards Deming, salah seorang pemimpin utama dalam gerakan mutu, sebagai pedoman bagi manajer puncak. Dapatkah anda mengenali fungsi mana saja (merencanakan, mengorganisasikan, memimpin, atau mengendalikan) yang mendasari setiap butir dan berikan argumentasinya? 01. Ciptakan tujuan yang mantap untuk perbaikan produk dan jasa.02. Adopsi filosofi baru.03. Hentikan ketergantungan pada inspeksi massal.04. Akhiri kebiasaan memberikan bisnis hanya berdasarkan pada harga.05. Perbaiki system produksi dan jasa secara konstan dan terus menerus.06. Lembagakan metode pelatihan yang modern di tempat kerja.07. Lembagakan kepemimpinan.08. Hilangkan rasa takut.09. Pecahkan hambatan di antara para staf.10. Hilangkan slogan, nasihat, dan target untuk tenaga kerja.11. Hilangkan kuota numeric.12. Hilangkan hambatan terhadap kebanggaan keterampilan kerja.13. Lembagakan program pendidikan dan pelatihan yang kokoh.14. Lakukan tindakan untuk melakukan transformasi.
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A.A. Jenis-jenis ManajerJenis-jenis Manajer Manager (manajer) : orang yang bertanggung jawab untuk mengarahkan usaha Manager (manajer) : orang yang bertanggung jawab untuk mengarahkan usaha yang bertujuan membantu organisasi dalam mencapai sasarannya.yang bertujuan membantu organisasi dalam mencapai sasarannya.
Man. Puncak
Manajer Menengah Puncak
Manajer Lini Pertama Puncak
Karyawan Non.manajer
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Kaitannya Dengan Fungsi Manajemen
0 20 40 60
Planning
Organizing
Leading
Controlling
First-levelMiddle levelTop level
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What Companies Look For in What Companies Look For in ManagersManagersTechnical skillsspecialized knowledge
Human Skillsability to work with others
Conceptual Skillability to see the organization as whole
Motivation to Managea desire to be in charge
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Tingkat Manajemen dan Ketrampilan
Technical skill (ketrampilan teknis) : kemampuan menggunakan prosedur, teknik, dan pengetahuan bidang khusus.
Human skill (ketrampilan manusiawi) : kemampuan untuk bekerja sama, memahami, dan memotivasi orang lain sebagai individu atau dalam kelompok.
Conceptual skill (ketrampilan konseptual) : kemampuan untuk mengkoordinasikan dan mengintegrasikan semua kepentingan dan aktivitas organisasi.
Kebutuhan ketrampilan relatif untuk berprestasi secara efektif di tingkat manajemen yang berbeda
Manajemen Puncak ManajemenMenengah ManajemenLini Pertama
KONSEPTUAL
MANUSIAWI
TEKNIS
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Low Importance High ImportanceTop ManagersMiddle Managers
First-line ManagersTeam Leaders
Human Skills
Technical Skills
Motivation toManage
Conceptual Skills
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Managerial RolesManagerial RolesInterpersonal
figureheadleaderliaison
Informationalmonitor
disseminatorspokesperson
Decisionalentrepreneur
disturbance handlerresource allocator
negotiator
H. Mintzberg, The Nature of Managerial Work (New York: Harper & Row, 1973)Adapted from Figure 1.3
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KendalaSebagai Informational
monitordisseminatorspokesperson
a. Kaitannya dgn hub. Antarpribadi Pemimpin simbolis (figurehead) : u/ menjalankan sejumlah kewajiban rutin yg
bersifat legal dan sosial. Contoh : memb. Ucapan selamat datang pada tamu/pengunjung, penandatanganan dokumen Resmi.
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Peran ManagerPeran Manager Peran manajerial (mintzberg)-the nature of managerial Peran manajerial (mintzberg)-the nature of managerial work, 1973, 93-94.work, 1973, 93-94.
Pemimpin (leader), u/ memotivasi dan mengaktifkan bawahan, mengisi posisi yg kosong, melatih, dll. Contoh : melakukan hampir seluruh keg.yg melibatkan karyawan
Penghubung (liaison), u/ memelihari jaringan kontak luar serta memberikan dukungan dan informasi. Contoh : membalas surat-surat, menjalin kerja sama dgn pihak luar, dll.
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Peran ManagerPeran ManagerPeran manajerial (mintzberg)-the nature of managerial work, 1973, 93-94.Peran manajerial (mintzberg)-the nature of managerial work, 1973, 93-94.
b. Berkaitan dng informasi Pemantau (monitor), mencari dan menerima berbagai informasi khusus dan
terkini, untuk mengemb. Pemahaman yg menyeluruh ttg organisasi dan lingk.nya, sgh menjadi pusat informasi internal dan eksternal ttg org. Contoh : membaca berbagai media dan laporan priodik, memelihara kontak pribadi, dll.
Penyebar (disseminator), meneruskan informasi dari berbagi sumber kpd. Anggota organisasi. Contoh : mengadakan pertemuan atau menelepon untuk melakukan sosialisasi informasi.
Juru bicara (spokesperson), meneruskan informasi kpd pihak luar mengenai rencana, kebijakan, tindakan, dan hasil organisasi. Contoh : menyeleng. Rapat dewan, memberikan konf. Pers.
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Peran ManagerPeran Manager Peran manajerial (mintzberg)-the nature of Peran manajerial (mintzberg)-the nature of managerial work, 1973, 93-94.managerial work, 1973, 93-94.
c. Berhubungan dengan Keputusan Wirausaha (entreprenuer), mencari peluang dan kesempatan2 dalam org.
Dan lingkungan, untuk kemajuan org. Pengendali gangguan (disturbance handler), bertanggung jwb atas
tindakan korektif, bila org. Menghadapi gangguan mendadak dan penting. Contoh : memutuskan menunda atau melanj. Produksi bila tiba2 terjadi guncangan pasar.
Pengalokasi sumber daya (Resource allocated), bertang. Jwb pada keseluruhan alokasi sumber daya pada organisasi. Contoh : membuat jadwal, otorisasi, pembuatan anggaran, dll.
Perunding (negotiator), bertang. Jwb. Mewakili org. Dalam pertemuan2 penting. Aktif dalam perundingan2 penting dengan serikat kerja dan pihak2 lainnya.
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Mistakes Managers MakeMistakes Managers Make
Insensitive to othersCold, aloof, and/or arrogantBetraying a trustOverly ambitiousPerformance problems with
the business
Adapted from Table 1.1
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Mistakes Managers Make (cont’d)Mistakes Managers Make (cont’d)
Overmanaging: unable to delegate or build a team
Unable to staff effectivelyUnable to think strategicallyUnable to adapt to boss with different
styleOverdependent on advocate or mentor
Adapted from Table 1.1
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Managerial Facts of Life:Managerial Facts of Life:What Managers Lose the Right to DoWhat Managers Lose the Right to Do
Lose their temper. Be one of the gang. Bring personal problems
to work. Vent frustrations and
express opinions at work.Resist change. Pass the buck on tough
assignments.
Get even with adversaries.
Play favorites. Put self-interests first. Ask others to do what
they wouldn’t do. Expect to be immediately
recognized and rewarded for doing a good job.
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Sikap Manajer thd KesalahannyaSikap Manajer thd Kesalahannya
http://valessentia-id.com/imgrub/R16_voyage.jpg
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Management, by Williams, © 2000, Charlie Cook © Copyright The McGraw-Hill Companies, Inc., 2003. , Robbins et al. dan Copyright © Houghton Mifflin Company. All rights reserved. Managment, by Williams South-Western College Publishing Copyright (c) 2000 …Edited
First-Year Management TransitionFirst-Year Management Transition
Adapted from Table 1.2
Managers’Initial
Expectations
After SixMonths
as a Manager
After a Yearas a Manager
Be the boss Formal
authority Manage tasks Job is not
managingpeople
Initialexpectationswere wrong
Fast pace Heavy
workload Job is people
development
No longer “doers” Communication,
listening, & positivereinforcement
Job is to beproblem-solverand trouble-shooter forsubordinates.
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Management, by Williams, © 2000, Charlie Cook © Copyright The McGraw-Hill Companies, Inc., 2003. , Robbins et al. dan Copyright © Houghton Mifflin Company. All rights reserved. Managment, by Williams South-Western College Publishing Copyright (c) 2000 …Edited
The Transition to ManagementThe Transition to Management
Initial AssumptionsExercise formal
authorityManaging tasks not
peopleHelp employees do
their jobsHire and fire
RealityCannot be “bossy”Manage people not
tasksCoach employee
performanceFast pace, heavy
workload