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Planning (merencanakan):
Anticipating the future and determining
the best courses of action to achieve
organizational objective
FUNGSI MANAJEMEN
Organizing (mengorganisir):
The means by which management
blends human and material resources
through the design of a formal structure
of tasks and authority
FUNGSI MANAJEMEN
Directing (mengarahkan):
Guiding and motivating
subordinates to accomplish
organizational objectives.
FUNGSI MANAJEMEN
Controlling (mengawasi):
Evaluating the organization’s
performance to determine whether
it is accomplishing its objective
TINGKATAN MANAJEMEN
TINGKATAN MANAJEMEN
Top-level management
Senior management
Middle management
First-line management
Middle management
Supervisory management
Controlling
Organizing
Planning
Directing
•Planning (merencanakan):
Anticipating the future and determining the best courses of action to achieve
organizational objective
Menentukan kegiatan-kegiatan untuk menjawab pertanyaan:
-Apa yang harus dikerjakan?
-oleh siapa?
-Kapan? Organizing (mengorganisir):
-Dimana? dan The means by which management blends human and material resources through the
-Bagaimana? design of a formal structure of tasks and authority
management
management
management
management
Top-level
First-line
Middle
Senior
•Conceptual skills:
Ability to see the “big picture”
Dimana? dan
Bagaimana?
Kaidah Perencanaan
- Mempelajari kekuatan dan kelemahan organisasi
- Melihat lingkungan organisasi
- Memperhitungkan ketersediaan SDM
- Memperhitungkan tujuan, strategi, kebijakan dan taktik
saingan
- Menentukan tujuan (dgn bantuan forecast)
HIERARKI PERENCANAAN
Tujuan
Visi
Maksud
Misi Misi
Objective Tujuan
Strategi
Program Kebijakan
Proyek Prosedur standar
Anggaran Pedoman, aturan
Tujuan(goals): menjadi arah akhir suatu organisasi
Maksud peranan pokok suatu organisasi
Misi bagian lebih sempit maksud organisasi.
Pernyataan tentang apa yang harus dikerjakan
Objectivetujuan yang harus dicapai organisasi agar
dapat melaksanakan misinya
Strategi program yang luas untuk mencapai tujuan
organisasi
Stratos=tentara Agein=memimpin
Cara untuk mencapai tujuan dengan sarana
yang tersedia
Program rencana sekali pakai meliputi serangkaian
kegiatan untuk mencapai tujuan
Kebijakan pedoman umum utk mengambil keputusan
Prosedur serangkaian perintah yg terperinci utk
menjalankan kegiatan.
ORGANIZING
• Organizing (mengorganisir):
The means by which management blends human
and material resources through the design of a
formal structure of tasks and authority
What is Organization?
a structural process in which people interact to
accomplish objectives
(suatu proses terstruktur dimana orang berinteraksi satu sama lain
untuk mencapai tujuan.)
• Organisation Structure
The way an organisation links its employees and
functions together
ORGANISING
Employee Plant
Supervisor Manager
Division
Employee Head
Supervision
Head
Employee
Proses Pendelegasian
Objectives
Functions
with corresponding
Responsibility Authority
and
Accountability Accountability
to perform
Activities
to accomplish
delegation
The act of assigning part of manager’s
activities to subordinates
responsibility
The obligation of a subordinates to
perform assigned duties
authority
The power to act and make decisions
in carrying out assignments
accountability
The liability of a manager for carrying out activities
for which he or she has the necessary authority and
responsibility
How many subordinate can Manager Supervise?
The span of control is the optimum number of
subordinates a manager can effectively manage.
The top management should dircctly supervise no
more than four (4) to eight (8) people
Ensure effective communications
Communications problem increase with the growth of the
organization
FORMS OF ORGANIZATION STRUCTURE
1. Line Organization
(Organisasi Garis)
Paus
Kardinal
Uskup
Kepala Paroki
Pastur
General
Supervisor
Plant
Manager
Production
Manager
Line relationship
Staff relationship
4. Matrix Organization
(Organisasi Matrik)
General
Manager
Line authority
Project authority
Keuntungan dan Kerugian Berbagai Bentuk Organisasi
Lead Result in
to
take
need motive action satisfying
Maslow Herzberg
Theory X
Employees dislike work and must be
coerced, controlled, or threatened to
motivate them to work
Theory Y
The workers do not dislike work and that
under proper conditions they accept and
seek out responsibilities in order to fulfill their
social, esteem and self actualization needs
Seven ways to motivate and
engage employees
Management by Objective
Job Enlargement
Increasing the number of tasks
performed by a worker in order to
make the job more psychologically
rewarding
Managing Conflict
Ten sources of conflict:
1. Barriers, such as prejudice (poor communication)
2. Competition for limited resources
3. Content matters such as who said what
4. Differences in goal, wants, expectations
5. Differences in values
6. Fear of what people might lose (including “face”)
7. Perception, who know best
8. Personality clashes
9. Poor communication
10. Role pressures and emotional issues
People don’t get along because they
fear each other. People fear each
other because the don’t know each
other. They don’t know each other
because the have not properly
communicated each other
(Martin Luther King JR (1929-68)- US Civil
Rights Leader)
Managing Conflict
Five ways to manage conflict
Accommodating
takes cooperation to
its extreme. “I give up
or Go ahead, I don’t
care”
Collaborate, establishing an
atmosphere of constructive
cooperation and working with the
other party to find an outcome that
satisfies both of you
Managing Conflict
Leadership Styles:
Autocratic leaders:
Pemimpin yang membuat keputusan
tanpa konsultasi dengan pihak lain
Democratic leaders:
Pemimpin yang melibatkan
subordinates dalam pengambilan
keputusan
Free-rein leaders:
Pemimpin yang percaya pada
supervisi minimal dan memberikan
kebebasan kepada subordinates
untuk mengambil keputusan
Kepemimpinan Situasional
KEMAMPUAN
Rendah Tinggi
KEMAUAN
Working as a team
Identifying a work team
How can we work together
Effective time management.
Active participation of team members
Negotiating
Co-operating with and supporting
others
Making decisions as a team
MANAGEMENT IN PRACTICE
How should tasks be allocated?
Putting together an action plan
Reviewing your team's performance
What are some barriers to effective
communication?
Representing your work team
Standardising operating procedures
Monitoring procedures
How can the team evaluate its own
performance?
Reviewing team goals
MANAGEMENT IN PRACTICE
Working as a team
Identifying a work team
How can we work together
Effective time management.
Active participation of team members
Negotiating
Co-operating with and supporting
others
Making decisions as a team
MANAGEMENT IN PRACTICE
How should tasks be allocated?
Putting together an action plan
Reviewing your team's performance
What are some barriers to effective
communication?
Representing your work team
Standardising operating procedures
Monitoring procedures
How can the team evaluate its own
performance?
Reviewing team goals
Working in a team
Share ideas & opinions.
Improve communicationskill.
Learn from peers.
Sense of responsibility.
Sense of belonging.
Teamwork & sharing ideas on:
• How work should be done.
• What changes are
required.
• Allocate responsibilities.
• Who needs to be
recognised.
• Who needs help.
Identifying a work team
Long term
Short term
Different strengths
Different
backgrounds
How can we work together
Effective time management.
Active participation by all
team members.
Open negotiation.
Supportive and co-
operative members.
Effective time management
Everyone's time is
valued.
Definite starting and
finishing times.
Everyone to have their
say.
Avoid Time wasters.
Active participation of team
members
Making suggestions.
Getting involved.
Allowing other
people to be heard.
Non active participation
Withdrawing.
Let others do the work.
Aggressive or hostile.
Wanting to do all of the
talking.
Turning other people’s
contributions into a joke.