MANAJEMEN

1.
2.
3.
4.

Diharapkan memahami :
Defenisi Manajemen
Tingkatan Manajemen
Fungsi Manajemen
Bidang-Bidang Manajemen

Defenisi Manajemen

proses perencanaan, pengorganisasian,

kepemimpinan, pegendalian penggunaan
sumber daya manusia secara efektif dan efisien
untuk tercapainya tujuan yang telah ditetapkan.

Apa Itu Manajemen ?

Mary Parker Follet :
the art of getting things
done trough the others..
seni mencapai sesuatu melalui orang lain

Definisi Umum
Manajemen adalah proses
merencanakan, mengorganisasi,
mengarahkan, dan mengendalikan
kegiatan untuk mencapai tujuan
organisasi dengan menggunakan
sumberdaya organisasi

Kata Kunci
Proses yg merupakan kegiatan
yang direncanakan
Fungsi manajemen
Melalui Aktivitas tersebut
Sumberdaya Organisasi

Kaitan Manajemen & Organisasi

Proses
Manajemen

Input
Sumberdaya

Perencanaan
Pengorganisasian
Pengarahan
Pengendalian

Tujuan
Efektif dan
Efisien

Siapa Manajer ?
Orang yang melakukan kegiatan
manajemen atau proses manajemen.
Manajemen menginginkan tujuan
tercapai dengan efektif dan effisien

Efektif & Efisien

Efektif : (doing the right things
mengerjakan sesuatu yang
benar)
Efisien : (doing things right
mengerjakan sesuatu dengan
benar)

Proses Manajemen
Planning

Pengorganisasian

Pengendalian

Pengarahan

HUBUNGAN ANTAR FUNGSI MANAGEMEN

1.Perencanaan
Pemilihan dan penentuan tujuan
organisasi, dan penyusunan strategi,
kebijaksanaan, program dan lain-lain

5.Pengawasan
Penetapan standar, pengukuran
pelaksanaan, dan pengambilan
tindakan korektif

4.Pengarahan
Motivasi, komunikasi
kepemimpinan untuk mengarahkan
karya wan mengerjakan se suatu
yang ditugaskan kepadanya

2. Pengorganisasian
Penentuan sumber daya & kegiatan yang dibutuhkan,
menyusun organisasi atau kelompok kerja, penugasan
wewenang dan tanggung jawab serta koordinasi

3. Penyusunan Personalia
Selekasi, latihan, pengembangan,
penempatan dan orientasi karyawan

Tingkatan Manajemen
Top Management
Middle Management

Low Management

Fungsi Manajemen

HENRY FAYOL :

Planning
Organizing
Commanding
Coordinating
Controlling

Fungsi Manajemen

Planning
Organizing
Actuating
Controlling

GEORGE R
TERRY

Fungsi Manajemen

HAROLD
KOONTZ

Planning
Organizing
Staffing
Directing
Controlling

Sarana Manajemen
Man
Money
Material
Machines
Method
Market

Bidang-Bidang Manajemen

1. Manajemen Pemasaran
2. Manajemen Produksi
3. Manajemen Personalia
4. Manajemen Keuangan
5. Manajemen Administrasi

MANAJEMEN MARKETING
Visi Perusahaan
Misi Perusahaan
Tujuan Perusahaan
Tujuan Departemen Marketing
Deskripsi Kegiatan
Time Table Kegiatan
1. Research Market
2. Intelligent Marketing
3. Menentukan Segmentasi
4. Menentukan Targeting
5. Menentukan Positioning
6. Price Policy
7. Distribusi
8. Promosi

MANAJEMEN PRODUKSI
Visi Perusahaan
Misi Perusahaan
Tujuan Perusahaan
Tujuan Departemen Produksi
Deskripsi Kegiatan
Time Table Kegiatan
1. Research Market dan Intelligent Marketing
2. Analisa Produk Future, Proyeksi Raw Material dan HPP Kompetitor
3. Keputusan Kualitas Produk dan HPPnya
4. Evaluasi Mesin dan Uji Coba Produksi
5. Evaluasi Hasil Produksi dengan Target Kualitas dan Perbandingan dengan Produk Import
6. Study Kelayakan Bisnis dan Keputusan Hasil Produksi
7. Kapasitas Produksi dan Evaluasi Kebutuhan SDM
8. Pengadaan Raw Material dan Mulai Produksi
9. Evaluasi Hasil Produksi

MANAJEMEN HRD
Kelayakan Bisnis
Visi
Misi
Strategi Corporate Plan
Time Table
Struktur Organisasi
Perusahaan Baru

Perusahaan Existing

Analisa Kebutuhan

Evaluasi Efektivitas / Job

1. Peraturan Perusahaan
2. Sistem dan Prosedur
3. Kompensasi

Job Desain
Restruktur Organisasi

a. Direct Financial Payment

b. Indirect Financial
Payment

Analisa Jabatan
Kualifikasi Personal
Rekruitment
Internal Resources

External Resources
Placement
Pendidikan
Maintaining
Evaluasi

Terminating

MANAJEMEN FINANCE
General Audit
Menyusun Neraca
Analisa HPP
Analisa BEP
Study Kelayakan Program Kerja
Analisa Investasi dengan EVA
Keputusan Kelayakan Program Kerja
Penggunaan Budgeting System Setiap Kegiatan
Keputusan Besarnya Biaya disetiap Kegiatan
Penentuan Lamanya Piutang
Keputusan Besarnya Nilai Promosi dengan Korelasi Penjualan
Keputusan Cara Pembayaran dan Pemesanan Supplier
Keputusan Kelayakan Penyusutan terhadap 1 Produk atas 5 Produk
Proyeksi Cash Flow
Progress Report Kegiatan

Perencanaan (Planning)
Kegiatan menetapkan tujuan organisasi dan
memilih cara yang terbaik untuk mencapai
tujuan tersebut. Pengambilan Keputusan (bagian
dari perencanaan)
Manfaat :

Mengarahkan kegiatan organisasi meliputi

penggunaan sumberdaya dan penggunaannya
untuk mencapai tujuan organisasi
Memantapkan konsistensi kegiatan anggota
organisasi
Memonitor kemajuan organisasi

KERANGKA PIKIR PERENCANAAN

Latar Belakang / Kondisi Saat Ini
Membangun Kepercayaan
Visi Perusahaan
Misi Perusahaan
Tujuan Perusahaan
Tujuan Masing-Masing Departemen
Deskripsi Kegiatan Masing-Masing Departemen
Time Table Kegiatan
Evaluasi

Pengorganisasian
(Organizing & Staffing)
Kegiatan mengkoordinir sumberdaya, tugas,
dan otoritas diantara anggota organisasi agar
tujuan organisasi dapat dicapai dengan cara
yang efisien dan efektif.

Organizational Design
Kegiatan menyesuaikan struktur
organisasi dengan tujuan dan
sumberdaya organisasi

Bagan Organisasi

Direktur Utama

Manajer
Pemasaran

Manajer
Keuangan

Manajer
Produksi

Manajer
Adm. Persoanlia

Departemen
Pemasaran

Departemen
Keuangan

Departemen
Produksi

Departemen
Adm & Person

KETRAMPILAN PADA TINGKAT MANAGERIAL

Top Management

Senior Manager

Copseptual Skills / Managerial Skills

Human Behavioral Skills

Middle Level Manager

Safety Health Skills

Supervisor

Technical / Functional

Operator / Worker Level

Skills

Pengarahan (Leading)
Kegiatan memberi pengarahan (directing),
mempengaruhi orang lain (influencing),
dan memotivasi orang tersebut untuk
bekerja (motivating)
Pengarahan merupakan kegiatan paling
menantang karena behadapan dengan
manusia

Pengendalian (Controlling)
Kegiatan yang bertujuan untuk melihat
apakah kegiatan organisasi sesuai dengan
rencana.
Fungsi Pengendalian :

Menentukan standart prestasi

Mengukur prestasi yg telah dicapai
Membandingkan point-2 dengan point-1
Melakukan perbaikan jika ada penyimpangan

Proses Manajemen
dalam praktek
1. Dalam praktek gambaran proses manajemen
tersebut tidak begitu terlihat
2. Seringkali manajer sibuk kesana-kemari, yg
sepertinya tdk punya waktu utk berfikir dan
merencanakan sesuatu dengan tenang
3. Aktivitas manajer dalam praktek sepertinya
reaktif (action oriented)
4. Keempat fungsi manajemen dilakukan secara
interaktif kadang-kadang secara simultan.

Jenis-jenis Manajemen
Berdasarkan Hirarki :
Top Management
Middle Level Management
Lower Level / First Line
Berdasarkan Fungsi :
Manajer Umum
Manajer Fungsional

Manajemen Puncak
Bertanggung jawab terhadap
organisasi secara keseluruhan
Menentukan tujuan, strategi, dan
kebijakan secara umum
Menentukan
keputusan strategis

keputusan-

Manajemen Menengah
Melaksanakan tujuan, strategi, dan
kebijakan yang telah ditetapkan
oleh manajer puncak serta
mengkkordinasikan dan
mengarahkan aktivitas manajer
tingkat bawah dan juga
karyawan operasional

Manajemen Tk. Bawah

Mengawasi karyawan secara
langsung
Mengawasi dan mengkoordinasi
kegiatan operasional yang
dilakukan oleh karyawan

Manajer Umum
Mengawasi unit (divisi) tertentu
yang mempunyai beberapa
bidang sekaligus

Bertanggung jawab terhadap

aktivitas (pemasaran, keuangan,
operasi) divisinya

Tingkatan dan Ketrampilan

Manajemen
Konseptual

Tk. Atas

Hub. MAnusiawi

Opersional

Tk. Menengah

Tk. Bawah

Ketrampilan Manajemen
Conseptual Skills :
Kemampuan mengkoordinasikan dan mengintegrasikan kegitan serta kepentingan organisasi.
Melihat
organisasi
secara
keseluruhan,
ketergantungan antar bagian, melihat masa depan,
dan
bagaimana
lingkungan
mempengaruhi
organisasi

Human Skills :
Kemampuan memahami orang lain, bekerjasama
dengan orang lain, mendorong serta memotivasi
orang lain, baik secara individual maupun kelompok

Tehnical Skills :
Kemampuan memahami serta melakukan kegiatan
operasional

Managerial Role
Otoritas
Formal

Interpersonal

Informasi

Pengambilan
Keputusan

Interpersonal Roles
Figurehead:

Peran figur bapak, lebih merupakan peranan manajer

sebagai simbol pimpinan serta menjadi simbol dan
personifikasi organisasi yang dipimpinnya.
Leader :

Manajer diharapkan menjadi pemimpin anak buahnya;

melakukan rekruitmen, training, memberikan motivasi untuk
bekerja mencapai tujuan organisasi

Liaison :
Memainkan peranan penghubung baik dengan pihak di
dalam organisasi maupun dengan pihak diluar
organisasi.

Informational Roles
Monitor :

Manajer selalu aktif mencari informasi yg

bermanfaat untuk organisasi.
Disseminator :

Manajer mendistribusikan informasi yang

diperolehnya kepada pihak lain, khususnya kepada
bawahanya.
Spokesman :

Manajer sebagai wakil organisasi dalam

menyampaikan informasi ke pihak luar.

Decision Roles
Enterpreunership :

selalu berusaha memajukan organisasinya

Disturbance hadler :

mampu menyelesaikan gangguan yg mungkin

muncul
Resource Allocator :

mampu mengalokasikan sumberdaya yg terbatas

Negotiator :

mampu melakukan negoisasi dgn pihak terkait

Menjadi Manajer Sukses

Pendidikan
Pengalaman
Visi
Etika
Dimensi Internasional

Gambar 2.1.
Hirarki Kebutuhan Maslow
Kebutuhan
perwujudan diri
Kebutuhan akan
penghargaan
(pengakuan dan
penghargaan)
Kebutuhan sosial
(afiliasi, kasih
sayang dsb)
Kebutuhan
keselamatan dan
keamanan kerja
Kebutuh
an
fisiologis
Sumber : Garry Dessler, Manajemen Personalia, Edisi Ketiga, Terjemahan, Penerbit Erlangga, Jakarta, 1986.

Hubungan Teori Maslow dan Teori Herzberg

Hirarki Kebutuhan Maslow

Perwujudan diri
(self actualization)

Penghargaan atau status

Afiliasi atau akseptasi

Teori Dua Faktor Herzberg

Pekerjaan yang menantang prestasi

Pertumbuhan dalam pekerjaan
Tanggung jawab
Peningkatan
Pengakuan
Hubungan antar pribadi
Kebijakan dan administrasi perusahaan
Kualitas supervisi

Sekuriti atau rasa aman

Kualitas supervisi
Kondisi kerja
Jaminan kerja

Kebutuhan fisiologis

Gaji
Kehidupan pribadi

Sumber
Sumber : Harold Koontz, Cyril ODonnell, Heinz Weihrich, Manajemen, Edisi kedelapan, Erlangga, Jakarta, 1986

Proses Motivasi
I. Kebutuhan yang tidak
terpenuhi

VI. Menilai kebutuhan

yang tidak terpenuhi

V. Imbalan atau
hukuman

Karyawa
n

IV. Prestasi (evaluasi

atas tujuan yang
dicapai)

II. Pencarian jalan

untuk memenuhi
kebutuhan

III. Perilaku yang

diarahkan pada
tujuan

Sumber : Gibson, Ivancevich, Donnelly, organisasi Perilaku Struktur proses, edisi kelima, penerbit Erlangga, Jakarta, 1987

The Principle of Management

Chapter 1 Manager and Management

Whats the organization
Who are managers?
What is management?
What do managers do?
What skills should successful managers
possess?

Whats the organization?

Definition:
An organization is a systematic arrangement
of people brought together to accomplish
some specific purpose.

Three common characteristics of the organization

purpose
Organizations are
made up of people.
Making a goal into
reality entirely
depends on peoples
decisions and
activities in the
organization.

People

Every organization has its

distinct purpose, which is
typically expressed in terms
of a goal or set of goals.

Organization
Structure
All organizations develop a systematic
structure that defines and limits the
behavior of its members.

Chapter 1 Manager and Management

Whats the organization
Who are managers?
What is management?
What do managers do?
What skills should successful managers
possess?

Managers & operative employees

Managers---------- individuals in an organization
who direct the activities of other people.
Operatives ----------people who work directly on
a job or task and have no responsibility
for overseeing the work of others.

Organizational Level
Responsibility

Title

vice president/president/chancellor/
chief operating officer/
chief executive officer/
chairperson of the board
Top
department or agency head/
managers
Translating the goals set by top
project leader/ unit chief/
management into specific details
district manager/dean/
Middle-line
that lower-level managers can perform
bishop/division manager
managers
Directing the day-to-day
supervisors
First-line managers
activities of operatives
Making decisions about the direction
of the organization and establishing
policies that affect all organizational
members.

Operatives

Chapter 1 Manager and Management

Whats the organization
Who are managers?
What is management?
What do managers do?
What skills should successful managers
possess?

What is management?
Definition
The term management refers to the process of getting
things done, effectively and efficiently, through and with
other people. Several components in this definition need
discussion. These are terms process, effectively, and efficiently.

Efficiency & Effectiveness

Efficiency means doing the task correctly and
refers to the relationship between inputs and
outputs. Management is concerned with
minimizing resource costs.
Effectiveness means doing the right things. In an
organization, that translates into goal attainment.

Efficiency & Effectiveness

Means

Ends

Efficiency

Effectiveness

Resource
usage

Low
waste

Goals

High

Goal
attainment attainment

Chapter 1 Manager and Management

Whats the organization
Who are managers?
What is management?
What do managers do?
What skills should successful managers
possess?

Management processes / management functions

Management roles
Are there any differences in different managers
jobs?

Management Functions

Planning

Organizing Leading Controlling

1.Defining goals
2.Establishing
strategy
3.Developing
subplans
coordinate
activities

1.Determining 1.Directing
what needs to 2.Motivating
done
all involved
2.How it will parties
be to done 3.Resolving
3.who is to do conflicts
it

Monitoring
activities to
ensure that
they are
accomplished
as planned

Resulting in

Achieving the
organizations
stated purpose

Management processes / management functions

Management roles
Are there any differences in different managers
jobs?

Management Roles
Mintzberg concluded that managers perform 10 different but highly
interrelated roles. These 10 roles can be grouped under three primary
headings:

Interpersonal relationship
The transfer of information
Decision making

Interpersonal Relationship
This part encompasses three roles:
Role

Description

Figurehead Symbolic head; obliged to perform a

number of routine duties of a legal or social
nature

Leader

Greeting visitors;
signing documents

Responsible for the motivation and Performing virtually all

activities that involve
activation of employees; responsible for
staffing, training, and associated duties
subordinates
Maintains self-developed network of
outside contacts and informers who provide

Liaison

Identifiable
Activities

favors and information

Acknowledging mail;
performing
other
activities that involve
outsiders

The transfer of information

The informational roles also include three roles:
Role
Monitor

Description

Identifiable
Activities

Emerges as nerve center of internal Reading periodicals and

reports;
maintaining
and external information about
personal contact.
Information.

Disseminator Transmits information received from Holding

other employees to members of
the organization.

informational
meeting; making phone
calls to relay information.

Spokesperson Transmit information to outsiders on Holding board meeting;

organizations plan, policies, actions, giving information to the
media.
results, etc.

Decision Making
The decisional roles include four roles:
Role

Description

Identifiable
Activities

Searches for development opportunities in the Designing and initiating

environment
and
initiates changes within the
Entrepreneur dynamic
improvement projects to bring about change. organization.

Disturbance
handler
Resource
allocator

Negotiator

Responsible

for

corrective

action

when Taking corrective action in

organization faces important disturbances.

Responsible
for
the
allocation
organizational resources of all kinds.

nonroutine situations.
Performing any activity that
of involves budgeting and the
programming
of
employees work.

Responsible for representing the organization Participating in negotiations

with other parties.
at major negotiations.

Management processes / management functions

Management roles
Are there any differences in different managers
jobs?

Differences in Different Managers Jobs

Level in the organization
Type of the organization
Size of the organization

Level in the Organization

The differences in their jobs are of degree and emphasis but not of
activities property. We can see the following figure.

Organizing
24%

15%
Planning
Controlling
10%

Leading
51%

First-Level Managers

Organizing
Planning 33%
18%
Controlling
13%

Leading
36%

Middle-Level Managers

Planning
28% Organizing
36%

Controlling
14%

Leading
22%

Top Managers

Distribution of Time per Activity by Organization Level

Type of organization
--------------profit versus not-for-profit
The most important is measuring performance.
Profit, or the bottom line, acts as an unambiguous
measure of the effectiveness of a business organization,
but the is no such universal measure in not-for-profit
organizations. Making a profit is not the primary focus
for the owners of not-for-profit organizations

Size of the Organization

Importance of Roles
Roles Played by Managers
in Small Firms
Spokesperson

Roles Played by Managers

in Large Firms
High

Resource allocator

Liaison
Entrepreneur
Figurehead Moderate Monitor
Disturbance handler
Leader
Negotiator
Disseminator

Low

Entrepreneur

Importance of Managerial Roles in Small and Large Business

Chapter 1 Manager and Management

Whats the organization
Who are managers?
What is management?
What do managers do?
What skills should successful managers
possess?

What skills should successful

managers possess?
General skills
Conceptual skills
Interpersonal skills
Technical skills
Political skills

Specific skills
Controlling the organizations
environment and its resources
Organizing and coordinating
Handling information
Providing for growth and
development
Motivating employees and
handling conflicts
Strategic problem solving

The End
Thanks

Practices
Understand the term management , efficiency
and effectiveness?
Identify the primary responsibilities of the three
levels of managers.
What four functions and ten roles are
performed by managers?
What differences exist in different managers, if
considering level, type, size in the organization?
What are four general skills that a successful
manager should possess?