Minggu 1 - Pendahuluan
01 Pengantar Manajemen
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Penilaian
Nilai Akhir
15%
30%
25%
30%
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Buku Referensi
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Kelompok
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01 Pendahuluan
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Permasalahan Engineer
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gap =
problem
rekayasa = desain
Sistem
Sistem Ideal
Eksisting
ketidakpastian
keterbatasan
permasalahan manajemen
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Contoh Permasalahan Engineer
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Kinerja Manajemen
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rekayasa =
desain
kinerja manajemen
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Tingkatan Manajemen
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Disturbance
handler
Leader Disseminator
Resource
allocator
Liaison Spokeperson Negotiator
Skill
The ability to work well in cooperation with
other people
Int erpersonal
Skill
The ability to apply expertise and perform a
special task with proficiency
Technical
Skill
Planning Organizing
Controlling Leading
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Evolusi Manajemen
Klasik Neo-klasik Modern
Quality &
Bureaucratic Motivation
Performance
Management Theory
Excellence
Learning
Organization
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Manajemen Klasik
• F. W. Taylor
Scientific
Management • 4 Prinsip Scientific
Management
• Henry Fayol
Administrative
Asumsi : manusia adalah Management • 14 Prinsip
makhluk rasional Manajemen
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Scientific Management
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4 Prinsip Scientific Management
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Administrative Management
Foresight
Control Organization
Fungsi
Manajemen
Henri Fayol
Coordination Command
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14 Prinsip Manajemen
Division of work
The Degree of Centralization
Discipline Order
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Bureaucratic Management
Divison
of Labor
Career Authority
Orientation Hierarchy
Bureaucracy
Max Weber
Impersonality
Formal
Selection
Formal
Rules and
Regulations
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Kesimpulan Manajemen Klasik
Asumsi Kontribusi Kelemahan
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03 Evolusi Manajemen
Manajemen Neo Klasik
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Manajemen Neo-Klasik
Teori Hirarki
Kebutuhan
(Abraham Maslow)
Teori 2 Faktor
Teori Motivasi (Frederick Herzberg)
Teori X dan Y
(Douglas McGregor)
Hawthorne Study
(Elton Mayo)
Kurt Lewin
Asumsi : manusia adalah
makhluk sosial
Teori Kepemimpinan Hersey & Blanchard
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Hawthorne Study
Suhu
Cahaya Waktu Istirahat
Elton Mayo
Kinerja
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Teori Hirarki Kebutuhan
Challenging job, creative task
Self actualization demands, achievement in work
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Teori 2 Faktor
Kepuasan Tidak ada kepuasan
Tidak ada
Ketidakpuasan
ketidakpuasan
Faktor pemicu
Faktor pemicu
KETIDAKPUASAN:
KEPUASAN :
• Company policy
• Achievement
• Method of evaluation &
recognition
control
• Responsibility
• Working condition,
• Involvement,
safety feeling
Frederick Herzberg opportunity to improve
• Human relation
• Challenge
(vertical, horizontal)
• Growth, development
• Wage, position
Motivator Factor Hygiene Factor
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Teori X dan Y
Douglas McGregor
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Teori Kepemimpinan
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High
Produce or Perish
Impoverished Management
Management
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Low
1 9
Low
Concern for Result
High
Leadership Grid
Robert Blake & Jane Mouton, 1964 EDUNEX ITB
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Kesimpulan Manajemen Neo-Klasik
Asumsi Kontribusi Kelemahan
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Manajemen Modern
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Management Science
Pendekatan Kuantitatif
Awalnya Contoh
Menggunakan
digunakan untuk permasalahan :
model-model
mengoptimalkan teori antrian,
matematika
sumber daya shortest path,
(operation
militer saat linier
research)
perang dunia programming
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Organisasi sebagai Sistem Terbuka
Environment
System
Transformation
• Raw Materials Process • Products and Services
• Human Resources • Financial Results
• Capital • Employees’ Work • Information
Activities
• Technology • Human Results
• Management Activities
• Information
• Technology and
Operation Methods
Inputs Outputs
Feedback
Environment
“Oops!”
“Maybe pushing on that wall to the right will
give some space.”
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Contingency Thinking
mencari respons manajerial yang cocok atas masalah dan
kesempatan yang unik untuk setiap situasi yang berbeda
(lingkungan dan perbedaan individu)
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Quality & Performance Excellence
Total Quality Continuous
Sertifikasi ISO
Management Improvement
• aplikasi prinsip- • global quality • secara
prinsip kualitas benchmark berkelanjutan
semua aspek • meningkatkan mencari cara-cara
operasi organisasi kualitas untuk baru untuk
• “doing things right memenuhi standar meningkatkan
at the first time” ISO kualitas
• sesuatu selalu
dapat dan harus
diperbaiki
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Learning Organization
Inter-
Individual Group Organizational
organizational
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Kesimpulan Manajemen Modern
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Terima Kasih
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Birokrasi &
Pertumbuhan Organisasi
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PENDAHULUAN
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Weber’s Ideal Bureaucracy
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Ciri Birokrasi:
1. Peraturan & Prosedur:
n Ada Standard Operating Procedure (SOP) ð Organisasi jadi rutin, predictable, reliabel
personil saling percaya, klien percaya terhadap organisasi
2. Spesialisasi & Pembagian Pekerjaan:
n Pembagian kerja jelas, otoritas seimbang dengan tugas yang dibebankan
3. Hirarki Otoritas:
n Prinsip hirarki: bagian yang rendah diatur/dikontrol oleh tingkat yang leblh tinggi (chain of
command)
4. Karyawan Kompeten:
n Dasar seleksi anggota organisasi adalah kompetensi teknis
5. Keterpisahan Pemilik - Kepemimpinan Organisasi:
n Pemisahan ð organisasi menjadi bersifat impersonal, sehingga bisa efisien
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6. Keterpisahan milik Individu - milik Organisasi:
nPemisahan ð tindakan bisa obyektif, relevan terhadap tugas, tidak melayani
kepentingan pribadi
7. Penggunaan dokumen tertulis:
nPenggunaan dokumen tertulis untuk kegiatan, aturan, keputusan, dll.
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HUBUNGAN UKURAN ORGANISASI-BIROKRASI
Berbagai hasil penelitian menunjukkan:
Formalisasi: tingkat penggunaan dokumen tertulis dalam organisasi yang sebenarnya
menggambarkan corak dari perilaku dan kegiatan organisasi
Organisasi besar ð formalisasi tinggi
Alasan: organisasi besar ð banyak individu ð perlu tertulis
Desentralisasi: corak pembagian menurut tingkatan dalam organisasi, diperlihatkan oleh jenis
keputusan yang boleh ditetapkan pada setiap tingkatan
Organisasi besar ð desentralisasi tinggi (sentralisasi rendah)
Alasan: organisasi besar ð chain of command lebih panjang ð overload/lama jika
pengambilan keputusan harus selalu di puncak organisasi ð desentralisasi
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HUBUNGAN UKURAN ORGANISASI-BIROKRASI
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Size and Structural Control
Personnel
Formalization Centralization
Ratios
• rules, • level of • clerical and
procedures, hierarchy with professional
and written authority to support staff
documentation make ratios
decisions
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©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Differences Between Large and Small Organizations
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©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Organization Size: Is Bigger Better?
Pressures for Growth
• Companies in all industries strive for growth to acquire the size and resources
needed to compete globally
• Size enables companies to take risks
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©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
TAHAPAN PERTUMBUHAN ORGANISASI GREINER
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HUBUNGAN PERTUMBUHAN ORGANISASI-BIROKRASI
Krisis Kepemimpinan:
Organisasi jadi besar, karyawan bertambah ð
muncul masalah manajemen
Pimpinan tidak punya keterampilan mengatur orang
lain ð muncul krisis kepemimpinan
Diperlukan manajer yang kuat dengan kemampuan
mengkoordinasi
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TAHAPAN PERTUMBUHAN ORGANISASI GREINER
Krisis Otonomi:
Penggunaan teknik manajemen ð karyawan bawah merasa geraknya
dibatasi
Manajer tingkat bawah mulai merasa berkuasa di bagiannya, mulai minta
diperhatikan
Krisis, jika pimpinan yang kuat tidak mau mendelegasikan otoritas
Krisi,s jika pimpinan yang kuat tidak mau mendelegasikan otoritas ð
manajer tingkat bawah tidak mempunyai otonomi
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TAHAPAN PERTUMBUHAN ORGANISASI GREINER
Tahap 3: Delegasi
Mulai ada pendelegasian wewenang, desentralisasi ð tanggung
jawab lebih besar pada middle manager
Ada delegasi ð mulai dikontrol secara formal
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TAHAPAN PERTUMBUHAN ORGANISASI GREINER
Tahap 4: Koordinasi
Teknik pengendalian berhasil mengkoordinasikan organisasi
Dalam rangka koordinasi terjadi:
Dalam organisasi muncul spesialis koordinasi
Muncul unit dengan koordinasi kuat seperti product-group
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TAHAPAN PERTUMBUHAN ORGANISASI GREINER
Tahap 5: Kolaborasi
Solusi terhadap krisis Birokrasi: munculnya kesadaran akan perlunya
kolaborasi untuk mem by-pass birokrasi
Birokrasi terasa telah mencapal limit, sangat menghambat muncul kontrol
sosial dan self-discipline untuk mengurangi kebutuhan akan kontrol formal
Muncul team atau satuan tugas, yang menggabungkan macam-macam fungsi
Krisis Agility
Pertumbuhan organisasi tidak harus mulai pada tahapan pertama, bisa saja
mulai di tengah
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TAHAPAN PERTUMBUHAN ORGANISASI GREINER
Karakteristik Tahapan Pertumbuhan
Bayi Remaja Dewasa
Birokrasi Tidak birokrastis Birokratis Sangat Birokratis
Struktur Tidak formal, Pimpinan Prosedur formal, Ada Banyak tim yang bekerja
tunggal (one man show) pembagian tugas, Muncul sama dalam birokrasi
produk/jasa baru
Produk/Jasa yang Satu jenis produk/jasa Serangkaian produk/jasa Banyak rangkaian
dihasilkan yang sejenis (satu lini produk/jasa (banyak lini
produk) produksi)
Sistem Imbalan & Bersifat personal dan Bersifat impersonal Ekstensif disemua bagian
Pengawasan parternalistik (dilakukan (dilaksanakan secara disesuaikan karakteristik
sendiri oleh formal) produk/bagian
pimpinan/pemilik)
Inovasi Kebanyakan muncul dari Oleh kelompok khusus Oleh bagian R&D yang resmi
pimpinan/pemilik yang muncul secara tidak
formal
Permasalahan Mempertahankan Menjaga reputasi, Mempertahankan kesatuan
(Issue) Utama kelangsungan hidup stabilitas dan dan keutuhkan organisasi
Organisasi mengembangkan pasar
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©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Organization Characteristics
During Four Stages of Life Cycle
©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Siklus Hidup Organisasi – Efektivitas Organisasi
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Quinn & Cameron, 1983
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Siklus Hidup Organisasi – Efektivitas Organisasi
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Quinn & Cameron, 1983
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Minggu 4 –
Strategic Planning
01 Definisi
TI3005 Organisasi dan Manajemen
Perusahaan Industri
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Management Process
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Schermerhorn, dkk (2017)
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Definition
The process of formulating and
“ implementing strategies to
accomplish long-term goals and
sustain competitive advantage”
(Schermerhorn, dkk., 2017)
STRATEGIC MANAGEMENT 4
Strategic Management Process 5
Strategic Management vs
Strategic Planning
Strategic Management Strategic Planning
2 steps : Only strategy formulation
○ Strategy formulation process
○ Strategy implementation
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Competitive Advantage “anything that a firm does especially well
compared to rival firms”
○ Core Competency
A functional capability (strength) that the firm does well and one that
creates a competitive advantage for the firm.
○ Benchmarking
The process of comparing an organization’s products or services and
processes with those of other companies.
○ Scanning the Environment
Searching the external environment for opportunities and threats.
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Types of Plans (Robbins & Coulter, 2018) 8
Planning and Organizational Level (Robbins & Coulter, 2018) 9
Strategy
a comprehensive plan guiding resource allocation to achieve
long-term organization goals
10
(Schermerhorn, dkk., 2017)
3 Levels of Strategy 11
2
Strategy
Formulation
The Planning Process
Determine
Develop
where you Analyze & Implement the
perspectives
Define your currently choose among plan &
regarding
objectives stand in action evaluate
future
relation to alternatives results
conditions
objectives
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Schermerhorn, dkk (2017)
Mission
○ The reason for an organization’s existence
○ Good mission statements identify:
○ What are we moving to?
○ What is our dream?
○ What kind of difference do we make?
○ What do we want to be known for?
○ An important test of the mission is how well it serves the
organization’s stakeholders
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Core Values
○ Broad beliefs about what is or is not appropriate
behavior
○ Organizational culture reflects the predominant
value system of the organization as a whole
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Objectives
○ Operating objectives are specific results that organizations try to
accomplish
Typical operating objectives of a
business include:
• Profitability
• Sustainability
• Social responsibility
• Financial health
• Cost efficiency
• Product quality
• Market share 16
• Human talent
The”SMART” model of objectives
S Specific
M Measurable
A Actionable
R Reasonable
T Timetabled
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Schermerhorn, dkk (2017)
External PESTEL, Porter
Environment 5 Forces, OT
Strategic
Analysis
Internal BCG Matrix,
Strategic Capability SW
Planning
Strategic
SWOT, Ansoff
Definition
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25
Corporate Level Strategy
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Business
Level
Strategy
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Functional Level Strategy
○ Marketing
Responsible for determining which products to provide, how they will be packaged, how they will
be advertised, where they will be sold and how they will get there, and how much they will be
sold for.
○ Operations
Responsible for systems processes that convert inputs into outputs.
○ Human Resources
Responsible for working with all the other functional departments in the areas of recruiting,
selecting, training, evaluating, and compensating employees.
○ Finance
Responsible for financing the business activities by raising money through the sale of stock or
bonds or through loans, deciding on the debt-to-equity ratio, paying off the debt and dividends to
shareholders, keeping records of transactions, developing budgets, and reporting financial results.
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Business Model
describes the rationale of how an organization creates,
delivers, and captures value
https://www.youtube.com/watch?v=QoAOzMTLP5s
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Canvas Business Model
○ a visual representation of the various elements of a business
model
○ The Canvas allows you to :
○ See the relationship among the parts of your model
○ Identify hypothesis, assumptions and risks
○ Plan validation testing (market, channels, pricing)
○ Find ways to add value or reduce cost
○ Brainstorm market disruption strategies
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Definisi Organisasi
‘’Suatu kesatuan sosial dari sekelompok individu yang saling
berinteraksi menurut suatu pola yang terstruktur dengan cara tertentu
sehingga setiap anggota organisasi mempunyai tugas dan fungsinya
masing-masing, dan sebagai kesatuan mempunyai tujuan tertentu dan
juga mempunyai batas-batas jelas sehingga organisasi dapat
dipisahkan secara tegas dari lingkungannya’’ (Pendekatan Modern, Daft)
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Perkembangan Organisasi
• Standarisasi proses kerja
Klasik • Pembagian tugas (horizontal)
• Pembagian peran (vertical)
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Perbandingan Klasik, Neo Klasik Dan Modern
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Tujuan Pengorganisasian
Membagi pekerjaan ke dalam tugas dan departemen secara spesifik
Structural Dimension :
Technology Environment
1. Formalization
2. Specialization
3. Hierarchy of Authority
4. Centralization
5. Professionalism
6. Personnel Ratio
Culture Size
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Sumber : Daft (2016)
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Perancangan Organisasi
Capabilities
People Structure
Culture Technology
Rewards Processes
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Sumber : Galbraith (2014) & Daft (2016)
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Definisi Lingkungan
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PESTEL Analysis
Political Economic Social Technological Environmental Legal
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Porter 5 Forces Bargaining
power of
suppliers
Rivalry
Potential Potential
entry of among development
new
competitors competing of substitute
products
firms
Bargaining
power of Sumber : David & David (2017)
buyers
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Lingkungan – Robbins & Coulter
Political/Legal Sociocultural
Economic Global
j) b) Raw
International Material
i) c) Human
Sociocultural Resources
Organization
h)
d) Financial
Government
g) Economic
e) Market
Conditions
f) Technology
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Sumber : Daft (2016)
Identifikasi Elemen Lingkungan
Pasar :
Supplier Lingkungan
Saingan/Konsumen
Peralatan
Teknologi /Corak Permintaan
PERUSAHAAN
Peralatan Teknologi
MANUFAKTUR
TRANSFORMASI PEMASARAN
BAHAN PRODUK
BAKU Bahan Baku g Produk Jadi JADI Produk Jadi
Stable
elements, elements are elements, elements are
similar dissimilar
Environmental Change
2. Elements remain the same 2. Elements remain the same
or change slowly or change slowly
similar dissimilar
2. Elements change 2. Elements change
frequently and frequently and
unpredictably unpredictably
Simple Complex
Environmental Complexity
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Sumber : Robert Duncan dalam Daft (2016)
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Cara Adaptasi Organisasi
Penyesuaian
Struktur
Organisasi
Perubahan Internal
Diferensiasi &
Integrasi
Adaptasi
Organisasi
Menciptakan
hubungan baik
dengan lingkungan
Mengubah kondisi
lingkungan
Membentuk
lingkungan agar
tidak berbahaya
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Perubahan Internal
Produksi
tenaga
kerja Penjadwalan
SDM produksi
QC
supplier EDUNEX ITB
buffer
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Perubahan Internal
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Sumber : Daft (2016)
Perubahan Internal
4. Proses manajemen Mekanistik vs Organik
MEKANISTIK ORGANIK
desain organisasi rigid, kontrol adaptif dan fleksibel
ketat
Spesialisasi tinggi Tim cross-functional
Departementalisasi rigid Tim cross-hierarchical
Rantai komando jelas Pertukaran informasi bebas
Span of control sempit Span of control lebar
Sentralisasi Desentralisasi
Formalisasi tinggi Formalisasi rendah
Stable
elements, elements are elements, elements are boundary spanning
similar dissimilar 3. No integrating roles
3. Few integrating roles
Environmental Change
2. Elements remain the same 2. Elements remain the same 4. Current operations orientation,
4. Some planning, moderate-
or change slowly or change slowly low-speed response
speed response
Unstable
2. Few department, much differentiated, extensive
2. Elements change frequently 2. Elements change frequently
boundary spanning boundary spanning
and unpredictably and unpredictably
3. Few integrating roles 3. Many integrating roles
4. Planning orientation, fast 4. Extensive planning,
Simple Complex response forecasting, high-speed
response
Environmental Complexity
Simple Complex
Environmental Complexity
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Sumber : Daft (2016)
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Mengubah Kondisi Lingkungan
Menciptakan hubungan Membentuk lingkungan
baik dengan lingkungan agar tidak berbahaya
• Integrasi (merger, • Mengubah bidang
akuisisi) kegiatan
• Kemitraan (joint- • Mengikuti kegiatan
venture, partnership) politik
• Kooptasi • Bergabung dalam
• Pengangkatan eksekutif asosiasi
• Iklan & hubungan • Menghindari aktivitas
masyarakat ilegal
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Sumber : Daft (2016)
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Referensi
• Jay R. Galbraith (2014), Designing Organization : Strategy, Structure,
and Process at the Business Units and Enterprise Levels, 3rd ed.,
Jossey-Bass
• Richard L. Daft (2016), Organizational Theory and Design, 12th ed,
Cengage-Learning
• Robbins, S.P. & Coulter, M. (2018). Management, 14th ed., Pearson
• Fred R. David & Forest R. David (2017), Strategic Management
Concepts & Cases : A Competitive Advantages Approach, 16th ed,
Pearson Education Limited
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Terima Kasih
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