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Management and Manager

Rini Novrianti Sutardjo Tui

Scientific Management Theory

Develop a scientific way for each element of an individuals work, which replaces the old rule-of-thumb method.

Scientifically select and then train, teach, and develop the worker.

Frederick Taylor (18561915): Maximize worker capacity and profits

Heartily cooperate with the workers so as to ensure that all work is done in accordance with the scientific way that has been developed.

Divide work and responsibility almost equally between managers and workers. Managers take over all work for which it is better fitted than the workers.

General Administrative Theory

organizing, command, coordination, control

Five Elements of Management Managerial Objectives: Planning,

Keep machine functioning effectively and efficiently Replace quickly and efficiently any part or process that did not contribute to the objectives

Henri Fayol (18411925): Management as function of administration

Fayols Principles

Division Of Work

Unity of Command

Unity of Direction

Esprit de Corps

Subordina tion


Remune ration


Centraliza tion



Scalar Chain

Theory of Bureaucracy

Division of labor

Authority hierarchy

Career orientation

Max Weber (1864 1920):

Organizational structure

Formal selection


Formal rules and regulations

Quantitative Theory

Which How What

Particularly to
management problems about making planning and control decisions.

Quantitative approach
sometimes referred to as operation research (OR) or management science.

Contributed directly to
management decision making.

Function of Management
Planning Men Material Machine Methods Money Market





Levels of Management

Senior Executive

Head Division Superintendent General Foreman First-line Supervisor (Foreman)


Top Management
Designing and realizing vision and missions of the company

Simple and precise information (Decision Support System)

Designing companys overall strategies

Setting up general tasks and commanding middle management to achieve planned objectives

Middle Management
Putting forward effectiveness in performing tasks Taking responsibility of tasks performed by lower management

Channeling information between top and lower management

Coordinating units in lower management

Middle Management

Lower Management

Doing all tasks mandated by middle management

Lower Management

Putting forward efficiency in performing tasks

Executing tasks systematically and structurally

Maximizing information needs and processing

Serving lowest units and able to work under duress

Working with people

Making hard decision

Taking responsi bility

Acting as icon Manager

Setting goals straight

Being diploma tic

Thinking analytically and conceptual ly

Handling politics

Acting as mediator

Characteristics of Manager
Needs to manage

Ability to be empathy

Needs of power

Solving a Problem
Be wise Avoid further conflict

Factor in obstacles (internal and external) Avoid unclear gesture and decision

Avoid angry attitude

Management for Manager

Providing consistent and measurable thinking for short-term and long-term planning.

Finding problems within organization and providing solution without developing new problems.

Putting art in every activity to develop people-oriented activities.