PRIDE HUGHES KAPOOR

INTRODUCTION TO
BUSINESS
ELEVENTH EDITION

Chapter Eight
Understanding the
Management Process

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 The Four Main Resources
of Management

Figure 8.1

Managers mengkordinasi sumber daya organisasi

untuk mencapai tujuan organisasi.

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 What Is Management?
▪ Proses mengkordinasikan orang dan sumber daya
lain untuk mencapai tujuan organisasi
• Material resources
- Sumber daya physic berwujud yg digunakan
organization.
• Human resources
- Orang yg bekerja pd organisasi & menggunakan
sumber daya lainnya untuk mencapai tujuan organisasi
• Financial resources
- Dana yg digunakan organisasi untuk memenuhi
kewajibannya pada investors dan creditors
• Information resources
- Informasi tentang kondisi lingkungan external business
yg digunakan perusahaan untuk kepentingan
keunggulan kompetitifnya
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 Basic Management Functions

▪ The Management Process

Figure 8.2

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 Planning

▪ Planning
• Penetapan tujuan2 organizational dan menentukan
bagaimana mencapainya.
• Mission
• Pernyataan tentang tujuan dasar yg menunjukkan
bahwa perusahaan berbeda dari perusahaan lain.
▪ Strategic planning
• Proses menetapkan major goals & objectives
perusahaan serta pengalokasian sumber daya untuk
mencapainya.

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 Planning (cont’d)

▪ Establishing goals and objectives

• Goal
- Hasil akhir yg diharapkan organisasi untuk dicapai
dalam periode satu sampai -10 tahun.
• Objective/target
- Suatu pernyataan spesifik yg merinci apa yg ingin
dicapai organisasi dalam periode waktu yg lebih
pendek.
• Properly set goals are
- Ditetapkan pada setiap level organisasi
- Konsistent (mendukung) satu dengan yg lain
- Optimized (seimbang) untuk mengurangi konflik
diantara tujuan/ goals
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 Planning (cont’d)

▪ SWOT analysis
• Identifikasi dan evaluasi dari perusahaan
- Strengths/kekuatan
- Weaknesses/kelemahan
- Opportunities/peluang
- Threats/ancaman
▪ Core competencies
• Pendekatan dan proses bahwa perusahaan
bekerja baik dan unggul dibanding
kompetitornya

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 Elements and Examples of SWOT Analysis

Figure 8.3

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 Planning (cont’d)

▪ Type2 Perencanaan
• Plan
- Garis besar Tindakan yg ingin dilakukan organisasi untuk
mencapai tujuan/ goals dan target/objectives
• Strategic plan
- Rencana jangka panjang yg bersifat luas dr organisasi, suatu
petunjuk untuk menetapkan kebijakan/policy utama &
pembuatan keputusan.
• Tactical plan
- Rencana dengan skala lebih kecil mengimplementasikan suatu
strategy
• Operational plan
- Suatu rencana untuk mengimplementasikan tactical plan
• Contingency plan
- Suatu rencana Tindakan alternative jika rencana lain
organization’s salah atau ineffective
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 Types of Plans

Figure 8.4

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 Organizing the Enterprise

▪ Organizing
• Mengelompokkan sumber daya & aktivitas2
untukmendapatkan hasil akhir secara efficient dan
effective.
▪ Leading and motivating
• Leading
- Menpengaruhi orang untuk bekerja mecapai tujuan
akhir.
• Motivating
- Memberi alasan/dorongan pada orang2 untuk bekerja
demi kepentingan organisasi.
• Directing
- Proses kombinasi dari leading & motivating

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 Controlling Ongoing Activities

▪ Controlling
• Mengevaluasi & mengatur ongoing activitas yg
berjalan untuk memastikan tujuan2/ goals
tercapai.
▪ Control function

Figure 8.5

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 Kinds of Managers

▪ Levels of management
• Top manager—mengarahkan & menga
wasi nasib keseluruhan organisasi
• Middle manager—mengimplementasi
strategy & policies utama yg dikembang
kan top management
• First-line manager—mengkoordinasikan
& mensupervisi activitas opersioanal
karyawan
▪ Usah terkoordinasi dari ketiga levels of managers
dibutuhkan untuk implementasi goals dari suatu
perusahaan.

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 Areas of Management Specialization

▪ Areas lain dapat ditambahkan, tergantung

pada sifat perusahaan dan industry

Figure 8.7

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 Areas of Management Specialization

▪ Financial managers
• Bertanggung jawab pd sumber daya finansial organisasi.
▪ Operations managers
• Memanage systems yg merubah sumber daya/resources
menjadi goods/ services
▪ Marketing managers
• Bertanggung jawab dalam memfasilitasi pertukaran
products anatra organisasi dan customers/clients nya
▪ Human resources managers
• Memanage program2 sdm organisasi
▪ Administrative managers (general managers)
• Tidak terkait dengan area functional sepsifik; menyediakan
petunjuk & kepemimpinan menyeluruh

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 Key Skills of Successful Managers

Figure 8.2

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 Key Skills of Successful Managers (cont’d)

▪ Key management skills

• Conceptual skills
- Kemampuan berpikir secara abstract
• Analytic skills
- Kemampuan mengidentifikasi problems,
menghasilkan alternative solutions, dan
menseleksi solusi terbaik
• Interpersonal skills
- Kemampuan melakukan deal secara effectif
dengan orang lain
• Technical skills
- Diperlukan untuk menyelesaikanto activitas
khusus/spesialis
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 Key Skills of Successful Managers (cont’d)

▪ Key management skills (cont’d)

• Technical skills
- Diperlukan intuk menyelesaikan activitas
khusus/spesialis

• Communication skills
Kemampuan berbicara, mendengar, dan
menulis secara effectiv

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 Leadership

▪ The ability to influence others

▪ Leadership versus management
▪ Formal leadership
• Kekuatan posisi Legitimasi adalah basis
kekuasaan/ authority
▪ Informal leadership
• Tidak dikenal secara formal dalam
wewenang/authority organisasi

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 Styles of Leadership

▪ Autocratic
• Gaya berorientasi tugas/Task-oriented ; pekerja diberi
tahu apa & bagaimana mengerjakannya, mereka
tidak punya pendapat dalam proses decision making.
▪ Participative
• Semua anggota tim terlibat dalam identifikasi tujuan2
essential & mengembangkan strategies untuk
mencapai tujuan tsb.
▪ Entrepreneurial
• Berbasis Personality, manager menginspirasi pekerja
dengan vision dari apa yg dapat dicapai demi
manfaat untuk semua stakeholders

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 Which Leadership Style Is Best?

▪ Matching style to the situation

▪ Effective leadership depends on
• Interaksi diantara karyawan
• Kharakteristik dari situasi kerja
• Personality manager

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 Top-Ranked Traits of Successful
Female Leaders

Source: Accenture survey of 1,000 full-time female workers 22-35 years old. Margin of error
+3 percentage points. Multiple responses allowed. USA Today, March 2, 2010, 7B.

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 Tips for Successful Leadership

Table 8.1

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 Managerial Decision Making

▪ Aktivitas memilih satu diantara beberapa

alternatives
▪ Langkah utama dalam proses managerial
decision-making

Figure 8.9

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 Managerial Decision Making (cont’d)

▪ Identifying the problem or opportunity

• Problem
- Perbedaan antara kondisi actual dan kondisi yg
diinginkan.
• Opportunity
- A problem yg “positive”
• Halangan dalam Problem-solving
- Konsepsi awal tentang masalah
- Focus pd hal2 yg tidak penting, sementara issues
penting diabaikan
- Analisa gejala/symptoms bukan penyebab/causes
- Gagal menatap masa depan

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 Managerial Decision Making (cont’d)

▪ Generating alternatives
• Brainstorming
- Mendorong participants mengeluarkan ide2 baru
• “Blast! then refine”
- Reevaluasi tujuan2, modifikasi jika diperlukan, dan
merancang solusi baru untuk mengatasi problem
• Trial and error
▪ Selecting an alternative
• Satisficing
- Memilih satu alternative yg bukan merupakan
kemngkinan solusi terbaik, tetapi yg cukup dapat
menyelesaikan problem

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 Managerial Decision Making (cont’d)

▪ Implementing and evaluating the solution

• Memerlukan waktu, perencanaan, persiapan
personnel, dan evaluasi hasil.
• Keputusan yg effective menghilangkan
perbedaan antara kondisi actual dan kondisi yg
diinginka
• Jika masih ada problem, managers dapat
- Memberi tambahan waktu untuk keputusan
alternative terpilih.
- Adopsi alternative yg lain
- Memulai process seluruhnya dari awal lagi

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 Managing Total Quality

▪ Total Quality Management (TQM)

• Usaha koordinasi yg diarahkan pada
- Memperbaiki customer satisfaction
- Meningkatkan employee participation
- Memperkuat supplier partnerships
- Memfacilitasi organizational atmosphere guna
peningkatan quality yg kontinu
▪ Benchmarking – evaluasi dengan
membandingkan organisasi lain yg lebih superior
dengan tujuan memperbaiki qualitas
▪ Issues crucial to TQM
• Komitmen Top management
• Usaha2 koordinasi
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