POLITEKNIK NEGERI BANDUNG

JURUSAN TEKNIK KIMIA

Dr. Ir. Ahmad Rifandi, MSc. Cert IV
WHAT IS
MANAGEMENT ?

Manajemen adalah pencapaian

tujuan organisasi melalui orang
dan sumber daya lain
FUNGSI MANAJEMEN

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

Top-level management: Chief Executive Officer; Managing

Director; Board of Directors
Senior management: General manager; Company Secretary;
Finance Manager; MIS Manager; Human Resorces Manager;
Plant/Factory Manager
Midle management: Chief Accountant; Prodction Manager; Education Coordinator

First-line management (Supervisors): Section Heads; Coordinators; Team Leaders

 HUBUNGAN FUNGSI MANAJEMEN DAN TINGKATAN MANAJEMEN
Top 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

-Menentukan kegiatan kerja yang diperlukan untuk memenuhi tujuan

organisasi
-Mengelompokkan kegiatan-kegiatan kerja ke dalam suatu struktur yang
jelas
-Menugaskan kegiatan-kegiatan kerja kepada seseorang pada posisi
jabatan tertentu.
HUBUNGAN SKILLS PROFECIENCY DAN TINGKATAN MANAJEMEN

management

management
management

management
Top-level

First-line
Middle
Senior

•Conceptual skills:
Ability to see the “big picture”

Personal and interpersonal skills

Ability to be a team player, clear communication, encouraging
and motivating, integrity
Technical skills

Understand the nature of jobs (process,

methods, procedures, and administration
 THE SIX STAKEHOLDERS OF MANAGER
The six stakeholders of a manager:

Customers and/or clients: determine the

nature and level of services or product quality,
ensure that the product or services the
customers or clients want
Employees: Build good working environments
Owners: owners want to know that the
organisation is prudently managing their
investment, they want a fair return for their
investment
Suppliers: developing and maintaining cooperative relationships with people
from suppliers organisation

The community and the wider sociaty: Organisation are increasingly

expected to contribute to, or at least not harm, the environment as
well as the economy and to give back to the communities and the
world where the employees and customers lkive.  Corporate
citizenship and Corporate social responsibility
 PERENCANAAN
Menentukan kegiatan-kegiatan untuk menjawab pertanyaan:
Apa yang harus dikerjakan?
oleh siapa?
Kapan?

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

Single use plans Standing plans

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.)

• Ada 3 elemen kunci:

- human interactions
- goal directed
- structure
 ORGANISING
• Formal Organisation:
The official structure depicted in an organization
chart showing the officially recognised lines of
authority, communication, and responsibility
• Informal Organisation
The unofficial power hierarchy and relationships
in an organisation
• Organisation Chart
A diagram that shows the deployment of people into
functions or responsibilities and how they relate to each other,
depicts the structure or framework, spans of management
and lines of authority and responsibility

• Organisation Structure
The way an organisation links its employees and
functions together
 ORGANISING

General principles of organisation design

• The design is not overlay complex and is
flexible to accommodate change
• Duplication effort is minimised
• Overall policy and strategy development
is centralised
• Responsibility and authority are linked
• The structure supports the organisation’s
strategy and main objectives
 Kebutuhan organisasi
meningkat sejalan dengan
bertambahnya karyawan

Owner Owner President

Manager Manager Director

Employee Plant
Supervisor Manager

Division
Employee Head

Supervision
Head

Employee
 Proses Pendelegasian
Objectives

are accomplished by delegating

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

The organization structure based on

a direct flow of authority from the
Chief executive to subordinates
 2. Functional Organization
(Organisasi Fungsional)

General
Supervisor

Line and Repair &

Routing Training Inspection
Credit Maintenance
Supervisor Supervisor Supervisor
Supervisor Supervisor

Operative Operative Operative Operative Operative

Employee Employee Employee Employee Employee
 3. Line and Staff Organization
(Organisasi Garis dan Staf)

Plant
Manager

Accounting Engineering Personnel

Production
Manager

Supervisor Supervisor Supervisor

Line relationship
Staff relationship
 4. Matrix Organization
(Organisasi Matrik)

General
Manager

R&D Quality Control Purchasing Manufacturing Engineering

Project Purchasing Manufacturing Engineering

R & D Group QC Group
Manager Group Group Group

Project Purchasing Manufacturing Engineering

R & D Group QC Group
Manager Group Group Group

Line authority

Project authority
Keuntungan dan Kerugian Berbagai Bentuk Organisasi

Form of Advantages Disadavantages

Organization

Line 1. Simple and esy for both 1. No specialization

workers and managers to 2. Overburdening of top
understand executive with
2. Clear delegation of administration details
authority and responsibility

Functional 1. The benefit of 1. Workers having more one

specialization boss
2. Expert advice available 2. Discipline breaking down
for each workers unless authority is clarity
3. Reduced managerial defined
workload 3. Possible conflict due to
overlapping of authority

Line and Staff

 DIRECTING
Guiding and motivating subordinates to
accomplish organizational objectives.
- Motivating
- Leading
- Guiding
- Human Relations
 DIRECTING

APA ITU MOTIVASI?

Keinginan individu untuk menunjukkan
perilaku dan merefleksikan keinginannya
untuk menghasilkan prestasi

APA ITU MOTIVASI KERJA ?

Kondisi yang mempengaruhi,
membangunkan, mengarahkan
dan menjaga perilaku yang relevan
dalam suatu lingkungan kerja

Performance = Motivation x Ability

 What motivates worker?

Lead Result in
to
take
need motive action satisfying

Motivating and engaging employees

• Motivation
How willing a person is to expend energy
and effort in doing a job or task.
• Employee engagement
The psychological commitment employees
feel toward their employer based on
identifyeng with the organisation’s values
and vision and ways of operating
 TEORI MASLOW & HERZBERG

Maslow Herzberg

Self Actualization Motivational factors

Needs -Achievement
satiesfier
-Recognition
Esteem Needs -Growth Potential
-Advancement
-Responsibility
Social Needs Maintenance Factors
- - Interpersonal Relation
Safety Needs -Company Policy
-Job Security dissatisfier
-Working Condition
-Salary
Physiological Needs
NEXT
SLIDE
 Self actualization need:
The needs for fulfillment, for realizing one’s potential,
and for totally using one’s talents and capabilities
 Esteem need:
Sense of accomplishment (prestasi), a feeling of
achievement, and the respect of others
 Social (belongingness) need:
The desire to be accepted by members of the
family and other individual and groups
 Safety need:
include job security, protection from physical harm,
and avoidance of the unexpected
 Physiological need:
need for food, shelter and clothing
 TEORI X & TEORI Y

 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

• A culture of camaraderie and collaboration. Creating a

culture that values teamwork, openness and friendship.
• Clear standards, measures of success and tracking results.
Knowing what is expected, why it matters and how they are
doing
• Entrepreneurial spirit. Personal freedom, few rules, the
opportunity for high earnings, being in charge and controlling
one’s own destiny
• Individual achievement and appreciation. Recognising
people for the quality of their individual performance and the
value they add to the work team
• Job design. Providing worthwhile, interesting and challenging
work
• Reward and celebration. Recognising and celebrating
accomplishments
• Values and pride. Pride in the organisation’s and your work
team’s aspiration
SHOWING FULL APPRECIATION FOR
WORK
DONE IS ONE WAY TO MOTIVATE
PEOPLE
MANAGEMENT TECHNIQUES
DESIGNED TO IMPROVE
MOTIVATION

Management by Objective

Five steps in an MBO program:

1.Each subordinate discusses the
job description with the manager
2.Short term performance goals are
established
3.Meet regularly to discuss progress
toward the goals
4.Intermediate checkpoint to
measure program
5.At the end of a defined period,
evaluate the results.
Job Enrichment
Giving workers more authority to plan
their work and to decide how it is to
be accomplished and allowing them
to learn related skills or to trade jobs
with others.

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

 Avoid, you pursue

neither your own
concern nor those of
the other person.
Avoiding can also
have its uses “ wait, to
let people cool down

 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

Compete, is uncooperative and usually aggressive because you

pursue your own concerns at the expense of the other person.
Competing is never an appropriate response to conflict, you are
likely to damage relationship.

Compromise is the middle ground between

competing and accommodating, where you give
up more than in competing but less than in
accommodating. Some occasions to consider
looking for a compromise are when
-Collaboration or competition has failed
-Time is running out
-You need a temporary, short term solution to a
conflict while collaborative discussion continue
-You want a quick solution and are willing to live
the fact that neither party is fully satisfied
Definition
The act of motivating or causing others to perform activities
designed to achieve specific objectives
Great man theory
Leadership theory emphasizing that only an exceptional persons
is capable of playing a prominent leadership role
(George Washington, Napoleon Bonaparte, Adolf Hitler,
Mahatma Gandhi, Soekarno)
Good leader should posses:
1. Empathy, the ability to place oneself in another’s position
2. Self awareness, knowledge of oneself
3. Objective in interpersonal relations
Good leader should posses:

1. Empathy, the ability to place oneself in

another’s position
2. Self awareness, knowledge of oneself
3. Objective in interpersonal relations
4. Performing professinal and technical
speciality
5. Knowing Subordinates
6. Keeping channels of communication
open
7. Accepting personal responsibility
8. Imitating and directing action
9. Training men as a team
10. Making decision
 LEADERSHIP

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

Rendah Telling Participating

Tinggi Telling Delegating

AUTOCRATIC LEADER VS DEMOCRATIC LEADER
WHICH LEADERSHIP STYLE IS BEST?
Tergantung pada tiga elemen:
Pemimpin; Pengikut; dan Situasi
 CONTROLLING
(MENGAWASI):
Evaluating the organization’s performance to
determine whether it is accomplishing its objective
•Setting standards
•Collecting information to discover any deviations
from standards, and
•Taking corrective action to bring any deviations into
line.
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
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.