(*)

ILMU
ADMINISTR
ASI
NOER BAHRY NOOR
NOER BAHRY NOOR
 (*)

RUANG LINGKUP ILMU

ADMINISTRASI
DAPAT DIJELASKAN BERDASARKAN
BEBERAPA PENDEKATAN:
BERDASARKAN KOMPONEN
ADMINISTRASI
BERDASARKAN BIDANG TUGAS
ADMINISTRASI
BERDASARKAN BIDANG KAJIAN
ADMINISTRASI
BERDASARKAN ALAT ANALISIS
ADMINISTRASI
BERDASARKAN FUNGSI
ADMINISTRASI
NOER BAHRY NOOR
 (*)

RUANG LINGKUP BERDASAR

KOMPONEN (SUB-SISTEM)
ADMINISTRASI

SUB-SISTEM ORGANISASI

SUB-SISTEM MANAJEMEN

SUB-SISTEM KEPEMIMPINAN

SUB-SISTEM HUBUNGAN
ANTAR MANUSIA
SUB-SISTEM MINDSET
NOER BAHRY NOOR
 (*)

RUANG LINGKUP BERDASAR

BIDANG TUGAS ADMINISTRASI

TUGAS MANAJER

TUGAS MANAJEMEN

PERAN MANAJER

KETRAMPILAN MANAJER

NOER BAHRY NOOR

 (*)

RUANG LINGKUP BERDASAR BIDANG

KAJIAN ADMINISTRASI

ADMINISTRASI NEGARA (PUBLIC

ADMINISTRATION)
ADMINISTRASI NIAGA (BUSINESS
MANAGEMENT)
ADMINISTRASI PEMBANGUNAN
PROJECT AND SECTORAL ADM.
THE ADMINISTRATION OF
DEVELOPMENT
ADMINISTRATIVE REFORM
NOER BAHRY NOOR
 (*)

BIDANG KAJIAN
MANAJEMEN
MANAJEMEN STRATEJIK
MANAJEMEN SUMBER DAYA
MANUSIA (SDM)
MANAJEMEN KEUANGAN
MANAJEMEN OPERASIONAL
MANAJEMEN PEMASARAN
MANAJEMEN LOGISTIK
MANAJEMEN MUTU
NOER BAHRY NOOR
 (*)

RUANG LINGKUP BERDASAR ALAT

ANALISIS ADMINISTRASI
ANALISIS KEBIJAKAN
ANALISIS KEUANGAN
ANALISIS JABATAN DAN ANALISIS
TUGAS (JOB ANALYSIS)
ANALISIS PROFIL ORGANISASI
ANALISIS PASAR
ANALISIS KEBUTUHAN (NEED
ASSESSMENT)
ANALISIS KINERJA (ORG - STAF)
NOER BAHRY NOOR
 (*)

RUANG LINGKUP BERDASAR FUNGSI

ADMINISTRASI

PERENCANAAN
PENGORGANISASIAN
PENGELOLAAN SDM
BIMBINGAN DAN PENGENDALIAN
KOORDINASI
PENGAWASAN DAN SUPERVISI
KOMUNIKASI DAN INFORMASI
PENGANGGARAN DAN PEMBIAYAAN
EVALUASI
NOER BAHRY NOOR
 (*)

LINGKUP ILMU MANAJEMEN

1. MANAJEMEN STRATEJIK (*)

Diawali Perencanaan Stratejik

Menyusun Rencana Stratejik
Menyusun Visi Misi Strategi
Menganalisis Faktor Eksternal
Menyiapkan Faktor Internal
2. MANAJEMEN OPERASIONAL (*)

Diawali Perencanaan Operasional

Mengacu Pada Visi - Misi Menyusun
Rencana Operasional dan Rencana Taktikal
Menyusun Kegiatan dan Program

NOER BAHRY NOOR

 P. STRATEJIK vs. P. OPERASIONAL

PERENCANAAN PERENCANAAN
STRATEJIK OPERASIONAL
DASAR MELIHAT PELUANG MENGACU HASIL
KAJIAN EKSTERNAL & KEBUTUHAN PERENCANAAN STRATEJIK
PERUBAHAN INTERNAL DAN MASALAH
ORIENTASI VISI - MISI - STRATEGI RENCANA KEGIATAN
HASIL RENCANA PROGRAM
TAHAP KAJIAN EKSTERNAL - ANALISIS SITUASI -
KAJIAN KAJIAN INTERNAL - PENENTUAN PRIORITAS
PENENTUAN POSISI - DAN ALTERNATIF -
PENETAPAN STRATEGI PENETAPAN TUJUAN
KATEGORI STRATEGI KORPORASI JANGKA PANJANG
STRATEGI BISNIS JANGKA MENENGAH
STRATEGI FUNGSIONAL JANGKA PENDEK
PROSES KETERLIBATAN MANAJEMEN KETERLIBATAN
PUNCAK & MENENGAH PELAKSANA (SEMUA
FIHAK) NOER BAHRY NOOR
 (*)

PENGERTIAN MANAJEMEN
STRATEJIK

ADALAH PROSES PENGENDALIAN DAN

PENGARAHAN PENYUSUNAN PERENCANAAN
STRATEJIK, DALAM UPAYA MENGADOPSI
PEMILIHAN DAN PENERAPAN BERBAGAI
STRATEGI, YANG PALING SESUAI DENGAN
KEBUTUHAN ORGANISASI, DENGAN
MEMPERHATIKAN FAKTOR EKSTERNAL DAN
INTERNAL ORGANISASI

NOER BAHRY NOOR

 PENGERTIAN DASAR
PENGERTIAN PERENCANAAN STRATEJIK
ADALAH PROSES ANALISIS, PERUMUSAN, DAN
EVALUASI UNTUK MENGATASI ANCAMAN
EKSTERNAL DAN MEREBUT PELUANG YANG ADA,
DENGAN TUJUAN UNTUK MEMPEROLEH
KEUNGGULAN BERSAING DAN MEMILIKI
PRODUK YANG SESUAI DENGAN KEINGINAN
KONSUMEN, DENGAN DUKUNGAN YANG OPTIMAL
DARI SUMBER DAYA YANG DAPAT DISEDIAKAN

NOER BAHRY NOOR

 PENGERTIAN DASAR
PENGERTIAN STRATEGI

ADALAH ALAT UNTUK MENCAPAI TUJUAN,

DALAM KAITANNYA DENGAN TUJUAN JANGKA
PANJANG (CHANDLER,1962)

ADALAH ALAT UNTUK MENCIPTAKAN

KEUNGGULAN BERSAING (LEARNED,1965)

ADALAH RESPON, SECARA TERUS MENERUS

MAUPUN ADAPTIF, TERHADAP PELUANG DAN
ANCAMAN, SERTA KEKUATAN DAN KELEMAHAN
YANG ADA (MINTZBERG,1979)
NOER BAHRY NOOR
FUNGSI ADMINISTRASI
DAN MANAJEMEN

WILLIAM H. NEWMAN (THE WORKOF

ADMINISTRATOR / MANAGEMENT;
POASCO)
PLANNING
ORGANIZING
ASSEMBLING RESOURCES
SUPERVISING
CONTROLLING
NOER BAHRY NOOR
FUNGSI ADMINISTRASI
DAN MANAJEMEN

H. KOONTZ AND ODONNELL

FUNCTION OF MANAGER, POSDICO)
PLANNING
ORGANIZING
STAFFING
DIRECTING
CONTROLLING

NOER BAHRY NOOR

FUNGSI ADMINISTRASI
DAN MANAJEMEN

GEORGE TERRY (PRICIPLE OF

MANAGEMENT; POAC)
PLANNING
ORGANIZING
ACTUATING
CONTROLLING
NOER BAHRY NOOR
 FUNGSI ADMINISTRASI
DAN MANAJEMEN
LUTHER GULLICK (THE PROCESS OF
ADMINISTRATION AND MANAGEMENT;
POSDCORB)
PLANNING
ORGANIZING
STAFFING
DIRECTING
COORDINATING
REPORTING
BUDGETING
EVALUATING NOER BAHRY NOOR
 PROSES PERENCANAAN OPERASIONAL
- Analisis kebutuhan
DATA PRIMER - Fishbone
ANALISIS SITUASI - Analisis masalah &
DATA SEKUNDER - Blum penyebab masalah
- Pohon masalah - Analisis kemampuan
(Resources)
- USG
MENYUSUN SKALA - CARL - Skala prioritas
PRIORITAS - HANLON penyebab masalah
- MCUA

- FGD - Identifikasi alternatif

MENENTUKAN ALTERNATIF - NGT penyelesaian
PENYELESAIAN MASALAH - BRAINST. - Prioritas alternatif
- DISKO penyelesaian

- FGD - Tujuan berdasar

MENENTUKAN TUJUAN - NGT prioritas alternatif
Keterangan : KEGIATAN - BRAINST. - Terukur & Spesifik
- DISKO (SMARTS)
SMARTS :
- Specific
- Measureable MENYUSUN PoA SETIAP - Perenc. kegiatan
- LOKAKARYA - Penjadwalan
- Attainable TUJUAN
- Relevant - Penganggaran
- Time Bound

MERENCANAKAN KEGIATAN - Indikator

- LOKAKARYA NOERkeberhasilan
BAHRY NOOR
EVALUASI
kegiatan
 DEVELOPING ORGANIZATION
PARADIGM:
A Framework for Strategy Analysis

Environment

System & Conduct

= Strategy
Structure

PERFORMANCE LONGTERM GOAL

NOER BAHRY NOOR
 PENGERTIAN FUNGSI
PENGORGANISASIAN (ORGANIZING)
PENGORGANISASIAN ADALAH PROSES
PENGELOMPOKAN KEGIATAN YANG DIWADAHKAN
DALAM UNIT KERJA (ORGANISASI), UNTUK
MELAKSANAKAN KEGIATAN YANG TERENCANA

PENGORGANISASIAN MENETAPKAN HUBUNGAN

ANTARA PEMIMPIN DAN BAWAHAN, SERTA
HUBUNGAN ANTAR UNIT

PENGORGANISASIAN MENGATUR STRUKTUR

ORGANISASI, PEMBAGIAN TUGAS - WEWENANG -
TANGGUNG JAWAB, SISTEM INFORMASI DAN
KOORDINASI
NOER BAHRY NOOR
 PENGEMBANGAN ORGANISASI
1. Mengembangkan struktur organisasi dengan
mempertimbangkan visi-misi-strategi dan kegiatan utama
yang akan dijalankan organisasi
2. Yang terkandung dalam dimensi struktur organisasi
adalah:
- Status organisasi dan Tupoksi
- Bentuk struktur organisasi
- Struktur koordinasi, komunikasi, dan pengambilan
keputusan
- Diskripsi tugas dan tanggung jawab (Job Discription)
- Job Specification (Persyaratan Jabatan)
3. Dikembangkan dengan penerapan metoda Job Analysis
NOER BAHRY NOOR
 PENGEMBANGAN ORGANISASI

RENCANA STRUKTUR
Visi
KEGIATAN
Misi ORGANISASI
Strategi UTAMA
Status dan Bentuk
Diskripsi Tugas &
KEBERHASILAN Tanggungjawab
Spesifikasi Jabatan
KEGIATAN

PERILAKU
Knowledge
ANGGOTA Attitude
Performance

NOER BAHRY NOOR

THE BACKGROUND OF ORGANIZATIONAL
THEORY
(Fayols Principles of Organization)
1. Unity of command
2. Hierarchy of authority
3. Division of labor
4. Subordination of individual
interest to the general interest
5. Authority
6. Degree of centralization
7. Clear communication channels
8. Order
9. Equity
10. Espirit de corps
NOER BAHRY NOOR
 THE BACKGROUND OF
ORGANIZATIONAL THEORY
(Webers Principles of
Organization)

1. Job descriptions
2. Written rules, decision guidelines,
and detailed record
3. Consistent procedures, regulations,
and policies
4. Staffing and promotion based on
qualifications

NOER BAHRY NOOR

VARIABLE IN THE SPAN OF
CONTROL
1. Capabilities of Manager
2. Capabilities of Subordinates
3. Complexcity of The Job
a. Geographical closeness
b. Functional Similarity
c. Need for Coordination
d. Planning Demand
e. Functional Complexity
NOER BAHRY NOOR
 ADVANTAGES AND
DISADVANTAGES OF
DEPARTMENTALIZATION
ADVANTAGES
1. Skill can be developed in depth,
and employees can progress
within a department as their
skills develop
2. Economies of scale can be
achieved in that all the resources
needed can be centralized and
various experts can be located in
that area
3. Theres good coordination within
the function, and top
management can easily direct
and control various departments
activities
DISADVANTAGES
1. Theres a lack of communication
among the different department
2. Individual employees begin to
identify with their department
and its goals rather than with
the goals of the organization as
a whole
3. The companys response to
external changes is slow
4. People arent trained to take
different managerial
responsibilities; rather, they tend
to become narrow specialists
NOER BAHRY NOOR
 ORGANIZATIONAL TYPOLOGY

ADVANTAGES DISADVANTAGES
Clearly defined Too inflexible
responsibility and Few specialists to
authority advive
Easy to understood Long lines of
LINE One superior for communication
each group of Unable to handle
employees complex questions
quickly
Tons of paperwork
Expert advice from Potential overstaffing
staff to line Potential
personnel overanalyzing
Establishes line of Line communication
LINE & authority can be blurred
STAFF Encourage Staff frustations
cooperation and because
NOER of lack
BAHRY NOORof
 ORGANIZATIONAL TYPOLOGY

ADVANTAGES DISADVANTAGES
Flexible Costly and complex
Encourage cooperation Can confuse employees
among departments Requires good
Can produce creative interpersonal skills
MATRIX solutions to problems and cooperative
Allows organization to managers and
take on new employees
projects without Difficult to evaluate
adding to the employees and to set
organization structure up reward systems
Greatly increases Some confusion over
interdepartmental responsibility and
coordination and authority
CROSS cooperation Perceived loss of
FUNCTIONA Quicker response to control by
customers and management
L / SELF market conditions Difficult to evaluate
MANAGED Increased employee employees and to set
motivation and up reward systems
NOER BAHRY NOOR
 TURNING THE ORGANIZATION
INSIDE OUT (OUTSOURCING)

EMPOWERED
FRONT LINE WORKER
TOP (OFTEN IN TEAM)
MANAGEMENT

MIDDLE MANAGEMENT SUPPORT PERSONNEL

SUPERVASORY MANAGEMENT
TOP
MANAGEMENT

FRONT LINE WORKER

BUDAYA BIROKRASI BUDAYA WIRAUSAHA

NOER BAHRY NOOR

 BUREAUCRATIC VERSUS CUSTOMER-FOCUSED
ORGANIZATIONAL STRUCTURE

1. Coordination from the top 1. Self-management

2. Top-down chain command 2. Bottom-up power relationship

3. Many rules and regulations 3. Employees free to make decisions

4. Cross-functional team
4. Departmentalization by function
5. Integration and cooperation
5. Specialization
6. Outsourcing
6. One firm does it all
7. Information goes to all
7. Management control information
8. Global orientation
8. Largely domestic orientation
9. Focus on both internal and
9. Focus on external customers external customers

NOER BAHRY NOOR

 (*)
KERANGKA BERFIKIR PENGEMBANGAN
ORGANISASI DAN SISTEM

VISI
I SI
M
S
M ISI T
S R
M ISI T A BASIS
S T STRATEGI
ORGANISASI & R
T E
MASYARAKAT R A G
A T I
FONDASI: INFRASTRUKTUR ORGANISASI
IVISI MISI STRATEGI POLICY
KEPEMIMPINAN KOMITMEN KESADARAN
BUDAYA ORGANISASI PENATAAN SISTEM
MANAJEMEN PERUBAHAN DAN NFORMASI
NOER BAHRY NOOR
MANAGERIAL
CONCEPTS

NOER BAHRY NOOR

 (*)

PENGERTIAN FUNGSI PERENCANAAN

(PLANNING)

PERENCANAAN ADALAH SUATU PROSES

SISTEMATIK BERUPA PENGAMBILAN
KEPUTUSAN TENTANG PEMILIHAN SASARAN,
TUJUAN, STRATEGI, KEBIJAKAN, BENTUK
PROGRAM, PELAKSANAAN PROGRAM DAN
PENILAIAN KEBERHASILAN (EVALUASI)
PERENCANAAN BERARTI PENGAMBILAN
KEPUTUSAN DENGAN MEMPERHITUNGKAN
PERUBAHAN APA YANG AKAN TERJADI
(FORECASTING OF CHANGES)
NOER BAHRY NOOR

PLANNING FUNCTIONS
FORM OF PLANNING
STRATEGIC PLANNING
Broad
Long-range
Goal-setting by top mangers
OPERATIONAL &
TACTICAL PLANNING
SpesificShort-range
Objectives / Identification by
lower managers
CONTINGENCY AND
SCENARIO PLANNING
Backup plans in case primary
plans fail
(*)
EXAMPLE OF PLANNING
STRATEGIC PLAN
Goal set by president: to make
hospital the preffered medical
services of customers
OPR / TACTICAL PLAN
Objective set by director of
research and development: to
develop one-day care that
provides to foreigner
CONTINGENCY AND
SCENARIO PLAN
If one-day care doesnt meet the
market needs, develop hospital
satelites
NOER BAHRY NOOR
 (*)
PENGERTIAN FUNGSI
PENGORGANISASIAN (ORGANIZING)
PENGORGANISASIAN ADALAH PROSES
PENGELOMPOKAN KEGIATAN YANG DIWADAHKAN
DALAM UNIT KERJA (ORGANISASI), UNTUK
MELAKSANAKAN KEGIATAN YANG TERENCANA

PENGORGANISASIAN MENETAPKAN HUBUNGAN

ANTARA PEMIMPIN DAN BAWAHAN, SERTA
HUBUNGAN ANTAR UNIT

PENGORGANISASIAN MENGATUR STRUKTUR

ORGANISASI, PEMBAGIAN TUGAS - WEWENANG -
TANGGUNG JAWAB, SISTEM INFORMASI DAN
KOORDINASI
NOER BAHRY NOOR
 (*)

PENGERTIAN FUNGSI PENYUSUNAN

SDM (STAFFING)

STAFFING ADALAH PROSES PENGELOLAAN ,

PENGEMBANGAN, DAN PEMBERDAYAAN SUMBER
DAYA MANUSIA (SDM)

STAFFING MELIPUTI KEGIATAN: PERENCANAAN

SDM, PENCARIAN, PEMILIHAN, PENGANGKATAN,
PELATIHAN, PENEMPATAN, PENILAIAN KINERJA
STAF , PENGEMBANGAN, PENETAPAN SISTEM
PENGELOLAAN (PENGGAJIAN - PROMOSI - MUTASI -
TERMINASI), DAN PENGORGANISASIAN STAF
NOER BAHRY NOOR
 (*)
PENGERTIAN FUNGSI PENGARAHAN
(DIRECTING)
DIRECTING ADALAH PROSES BIMBINGAN
PELAKSANAAN PEKERJAAN, PEMBERIAN
PETUNJUK, PERINTAH, MOTIVASI BEKERJA, DAN
PEMBERDAYAAN

PROSES PENGGERAKAN JUGA MELIBATKAN

PENGAWASAN TERHADAP PELAKSANAAN
PEKERJAAN DAN TERCAPAINYA TUJUAN

DALAM PROSES INI DIHARAPKAN AKAN MUNCUL

PENGETAHUAN DAN KESADARAN TENTANG
ORGANISASI, PEKERJAAN, BUDAYA ORGANISASI,
DAN TUJUAN ORG, PADA KARYAWAN
NOER BAHRY NOOR
 (*)

PENGERTIAN FUNGSI
PENGKOORDINASIAN (COORDINATING)
COORDINATING ADALAH PROSES UNTUK
MENYELARASKAN, MENYATUKAN, PEMBAKUAN
(STANDARDIZATION), DAN MENGHUBUNGKAN
BERBAGAI KEGIATAN DALAM SUATU ORGANISASI
DAN ATAU ANTAR BERBAGAI ORGANISASI

COORDINATING DAPAT DILAKUKAN DALAM

BENTUK : (A) PEMBAKUAN, (B) PELIMPAHAN
RESOURCES, (C) PENYELARASAN KEGIATAN, (D)
PENGEMBANGAN SISTEM INFORMASI, DAN (E)
PEMBENTUKAN TIM KOORDINASI

NOER BAHRY NOOR

 (*)
PENGERTIAN FUNGSI
PELAPORAN (REPORTING)
PELAPORAN ADALAH USAHA UNTUK SELALU
MENGETAHUI APA YANG SEDANG DILAKUKAN
DAN APA YG DIHADAPI, UNTUK KEPERLUAN
PIMPINAN DAN ANGGOTA ORGANISASI MAUPUN
KELOMPOK YANG LAIN, MELALUI SISTEM
PENCATATAN, KOMUNIKASI INFORMASI,
PENELITIAN DAN SUPERVISI

PELAPORAN DIKEMBANGKAN TERUTAMA UNTUK

ORIENTASI PADA PROBLEM SOLVING, AUDIT
(ACCOUNTABILITY), PREDIKSI DAN PENGAMBILAN
KEPUTUSAN SIM
NOER BAHRY NOOR
 (*)

PENGERTIAN FUNGSI
PENGANGGARAN (BUDGETING)
BUDGETING ADALAH USAHA PERENCANAAN,
PENGEMBANGAN SUMBER, PENGELOLAAN,
DAN PENGAWASAN PEMBIAYAAN

BUDGETING DIAWALI DENGAN PENGAMBILAN

KEPUTUSAN TENTANG SISTEM DAN
KEBIJAKAN PEMBIAYAAN YANG AKAN
DIKEMBANGKAN

BUDGETING JUGA MERUPAKAN SUATU UPAYA

UNTUK MENGENDALIKAN DAN MENGAWASI
IMPLEMENTASI KEGIATAN PROGRAM
NOER BAHRY NOOR
 (*)

PENGERTIAN FUNGSI PENILAIAN

(EVALUATING)
PENILAIAN ADALAH KEGIATAN SISTEMATIS DAN
TERENCANA UNTUK MENGUKUR , MENILAI, DAN
KLASIFIKASI PELAKSANAAN DAN KEBERHASILAN
PROGRAM
PENILAIAN HARUS DIKEMBANGKAN BERSAMA
PERENCANAAN SUATU PROGRAM
PENGUKURAN PADA KEGIATAN EVALUASI
DILAKUKAN PADA KOMPONEN INPUT - PROSES -
DAN OUTPUT
PENILAIAN SELALU TERKAIT DENGAN PROSES
PENGAMBILAN KEPUTUSAN NOER BAHRY NOOR
 (*)

CYBERNETIC SYSTEM OF
EVALUATION

INPUT CONVERSION OUTPUT

PROCESS

Corrections Signals

EVALUATION MONITOR SENSOR

UNIT Error
Signals

STANDARDS
NOER BAHRY NOOR
 MANAJEMEN

PROSES SENI DAN ILMU

MERENCANAKAN MENGORGA MENGGERAK MENGAWASI

NISASIKAN KAN

DITERAPKAN UNTUK

PENGGUNAAN SUMBER DAYA SECARA EFISIEN

MANUSIA DANA MATERIAL MESIN METODE WAKTU

UNTUK MENCAPAI

TUJUAN YANG TELAH

DITETAPKAN
NOER BAHRY NOOR
 TUGAS MANAJER

MANAJER SEBAGAI SUMBER INSPIRASI

KELOMPOK
MANAJER HARUS BERPIKIR SECARA
ANALITIS DAN KONSEPSIONAL
MANAJER BEKERJA DENGAN DAN
MELALUI ORANG LAIN
MANAJER MEMADUKAN DAN
MENYEIMBANGKAN TUJUAN DAN
MENETAPKAN PRIORITAS
MANAJER BERTANGGUNG-JAWAB DAN
MEMPERTANGGUNG-JAWABKAN
NOER BAHRY NOOR
 (*)

TUGAS MANAJER
MANAJER HARUS BERTINDAK SEBAGAI
MEDIATOR (MENJEMBATANI DAN
MENYELESAIKAN PERBEDAAN)

MANAJER BERTINDAK SEBAGAI POLITISI (JURU

KAMPANYE PROGRAM, MELAKUKAN NEGOSIASI)

MANAJER ADALAH SEORANG DIPLOMAT

(MEWAKILI KEPENTINGAN ORGANISASI)

MANAJER HARUS MENGAMBIL KEPUTUSAN

(TERUTAMA PADA KEADAAN SULIT DAN TINGKAT
TERTENTU)
NOER BAHRY NOOR
PERAN MANAJER
PERAN INTERPERSONAL
WAKIL ORGANISASI
PEMIMPIN
PERANTARA

PERAN INFORMASIONAL
MONITORING INFORMASI
PENERUS INFORMASI
PERWAKILAN

PERAN PEMBUAT KEPUTUSAN

WIRASWASTAWAN
PENANGKAL KESULITAN
PENGALOKASIAN SUMBERDAYA
NEGOSIATOR
NOER BAHRY NOOR
 (*)
MINTZBERGS 10 MANAGERIAL ROLES
ROLE DESCRIPTION
INTERPERSONAL
Figurhead Performs symbolic duties of legal or social nature
Leader Builds relationship with subordinates and
communicates with, motivates, and coaches them
Liasion Maintain networks of contacts outside work unit
who provide help and information
INFORMATIONAL
Monitor Seek internal & external information deal to
Disseminat organization
or Transmits information internally
Spokesper Transmits information about the organization to
son outsider
DECISIONAL
Entreprene Acts as initiator, designer, and encourage of
ur change and innovation
Disturbanc Takes corrective action when organization faces
e handler important, unexpected difficulties
Resource Distributes resources of all types including time,
allocator NOER BAHRY NOOR
funding, equipment, and human resources
 (*)

STEPS IN DECISION MAKING

PROCESS

STEP 1 STEP 2 STEP 3 STEP 4

Identify the Generate Evaluate Implement
Problem Alternative and Choose and
Solutions Alternative Monitor

NOER BAHRY NOOR

 STEPS IN AN EFFECTIVE (*)

DECISION MAKING PROCESS

STEP ACTIVITIES
Identify the Scan the environment for changing
problems circumstances
Chategorize the situation as a problem or
nonproblem
Diagnose the problems nature and causes
Generate Restrict criticism of alternatives
alternative Freewheel to stimulate thinking
solutions Offer as many idea as possible
Combine and improve on ideas
Evaluate and Evaluate feasibility
choose an Evaluate quality
alternative Evaluate acceptability
Evaluate costs
Evaluate reversibility
Evaluate ethics
Implement and Plan the implementation of solution
monitor the Be sensitive to the decisions effect on
chosen solution others NOER BAHRY NOOR
Peran Manajerial menurut
Mintzberg

NOER BAHRY NOOR

 Contoh Kegiatan yang
Peran Deskripsi
Dapat Diidentifikasi
Berkaitan dengan Hubungan Antar pribadi
Memberikan ucapan selamat
Pemimpin Simbolis Kepala simbolis; diperlukan
datang; kepada para
untuk menjalankan sejumlah
(Figurehead) pengunjung;
kewajiban rutin yang bersifat
penandatanganan dokumen
legal dan sosial
resmi (legal)
Pemimpin Bertanggung jawab untuk Melakukan hampir
motivasi seluruh kegiatan yang
(Leader)
bawahan;bertanggung jawab melibatkan bawahan
untuk mengisi staf (staffing),
melatih, dan tugas-tugas
yang terkait

Penghubung Menyelenggarakan jaringan Membalas surat-surat;

kontrak dan pemberi
(Liasion)
informasi luar yang
berkembang sendiri yang
memberikan dukungan dan
informasi
melakukan pekerjaan
eksternal; melakukan
berbagai kegiatan lain luar
yang melibatkan pihak luar
NOER BAHRY NOOR
 Berkaitan dengan Informasi
Pemantau Mencari dan menerima Membaca majalah khusus dan
beranekaragam informasi internal laporan; meyelenggarakan
(Monitor)
dan eksternal untuk kontak pribadi
mengembangkan pemahaman
yang menyeluruh terhadap
organisasi dan lingkungannya

Penyebar Meneruskan informasi yang Mengadakan pertemuan

diterima dari orang luar atau untuk menyebarkan
(Dissiminator)
dari bawahan kepada para informasi;menelpon untuk
anggota organisasi meneruskan informasi

Juru Bicara Meneruskan informasi Menyelenggarakan rapat

kepada orang luar mengenai dewan; memberikan
(Spokesperson) rencana, kebijakan, tindakan, informasi kepada media
dan hasil organisasi dll
NOER BAHRY NOOR
Berkaitan dengan Pengambilan
Keputusan Mencari di dalam organisasi Pengorganisasian strategi dan
Wirausahawan
dan lingkungannya peluang
(Entrepreneur)
dan inisiatif proyek-proyek
perbaikan untuk melakukan
perubahan
Penyelesai ganguan Bertanggung jawab atas
tindakan korektif bidang
(Disturbance
organisasi menhadapi
Handler)
ganguan mendadak dan
penting
Pengalokasi sumber Bertanggung jawab
daya (Resource terhadap alokasi segala
Allocator) sumberdaya organisasi-
membuat atau menyetujui
semua keputusan
organisasi yang berarti
Perunding Bertanggung jawab mewakili
organisasi pada perundingan-
perundingan besar
sesi tinjauan-ulang untuk
mengembangkan program-
program baru
Mengorganisasikan strategi
dan sesi kaji-ulang yang
mencakup gangguan dan
krisis
Menyusun jadwal; meminta
pengesahaan atau otoritas;
melaksanakan kegiatan apa saj
yang mencakup penganggaran
dan pemrograman pekerjaan
para bawahan
Berperan serta dalam
perundingan
NOER kontrak
BAHRY NOOR
serikat pekerja
 (*)

DECISION MAKING AND

MANAGEMENT LEVEL
DECISION TYPE

NONPROGRAMMED DECISIONS

PROGRAMMED DECISIONS

LOWER MIDDLE TOP

MANAGEMENT LEVEL

NOER BAHRY NOOR

 THEORY X AND Y MANAGERIAL (*)

ASSUMPTIONS
THEORY X ASSUMPTIONS
1. The average person dislike work and will try to avoid it
2. Most people need to be coerced, controlled, directed, and threatened with
punishment to get them to work toward organizational goals
3. The average person want to be directed, shuns responsibility, has little
ambition, and seeks security above all

THEORY Y ASSUMPTIONS
1. Most people do not inherently dislike work; the physical and mental
effort involved is as natural as play or rest
2. People will exercise self-direction and self-control to reach goals to
which they are committed; external control and threat of punishment are
not the only means for ensuring effort toward goals
3. Commitment to goals is a function of the rewards available, particularly
rewards that satisfy esteem and self-actualization needs
4. When conditions are favorable, the average person learns not only to
accept but also to seek responsibility
5. Many people have the capacity to exercise a high degree of creativity
6. The intellectual potential of most individuals is only partly
NOERutilized
BAHRY NOOR
 (*)
CHARACTERISTICS OF THEORY Z
MANAGEMENT
(William G. Ouchi and Alfred M. Jaeger; 1978)

TYPE A (American) TYPE Z (Modified American) TYPE J (Japanesse)

Short-Term Employment Long-Term Employment Lifetime Employment

Individual Decision Making Consensual Decision Making Consensual Decision Making
Individual Responsibility Individual Responsibility Collective Responsibility
Rapid evolution and Promotion Slow evolution and Promotion Slow evolution and Promotion
Implicit, Informal control with Implicit, Informal control
Explicit, Formalized control
Explicit, Formalized measures
Specialized Career Path Nonspecialized Career Path
Moderatly Specialized Career
Segmented concern Holistic concern
Path
Holistic concern, Including
family

NOER BAHRY NOOR

 TUGAS MANAJEMEN

Management is the process of achieving organizational

goals by engaging in the 4(four) major functions of
planning, organizing, leading, and controlling

PLANNING
Setting goals and deciding
how best to achieve them

CONTROLLING ORGANIZING
Regulating activities to Allocating and arranging
reach goals resources

LEADING
Influence others to work
toward goals

NOER BAHRY NOOR

 TUGAS (FUNGSI) MANAJEMEN
PADA BERBAGAI HIRARKHIE

PLANNING

ORGANIZING

LEADING

CONTROLLING

FRONT-LINE MIDDLE TOP

MANAGEMENT MANAGEMENT MANAGEMENT

NOER BAHRY NOOR

 TUGAS MANAJEMEN
LEADING / CONTROLLIN
PLANNING ORGANIZING
ACTUATING G
Setting Preparing structure, Inspiring Establishing
organizational showing lines of authority group standards
goals and responsibility Guiding and Measuring
Developing Alocating resources, motivating results againts
strategies to assigning tasks, and employees corporate
establishing procedures for
reach the goals
accomplishing goals
Giving objectives
Determining Building business assignments Monitoring
resources processes (system & Explaining performance
needed procedures) routines relative to
Allocating Recruiting, selecting, Clarifying standards
resources training, and developing policies Taking
Financial employees Providing corrective
planning and Placing employees where feedback actions
allocating theyll be most effective
Setting
evaluation plan

NOER BAHRY NOOR

 FIVE STEPS ON
CONTROLLING

1. Setting clear performance standards

2. Monitoring and recording actual
performance (results)
3. Comparing results against plans and
standards
4. Communicating results and deviations
to the employees involved
5. Taking corrective action when needed

NOER BAHRY NOOR

 (*)

FIVE STEPS ON CONTROLLING

IF NEEDED, COMPARE
ESTABLISH
TAKE COMMUNICATE RESULTS MONITOR
CLEAR
CORRECTIVE RESULTS AGAINST PERFORMANCE
STANDARDS
ACTION STANDARDS

ARE
STANDARDS
FEEDBACK
REALISTICS ?

INTI PENGENDALIAN (MANAJEMEN)

ADALAH KEPEMIMPINAN (LEADERSHIP)
(DIMOG AND KOENIG)

NOER BAHRY NOOR

 (*)

ANALISIS ADMINISTRASI DAN

MANAJEMEN

ANALISIS KEUANGAN
- Unit Cost, Cost Recovery Rate
ANALISIS JABATAN DAN ANALISIS
TUGAS (JOB ANALYSIS)
ANALISIS PROFIL ORGANISASI
ANALISIS PASAR (MARKET SURVEY)
ANALISIS KEBUTUHAN (NEED
ASSESSMENT)
ANALISIS KINERJA (WORK APPRAISAL)
NOER BAHRY NOOR
SYSTEM APPROACH TO MANAGEMENT
REENERGIZING THE SYSTEM

MANAGERIAL TRANSFORMATION
INPUTS PROCESS OUTPUTS
1. HUMAN 1. PLANNING 1. PRODUCTS
2. CAPITAL 2. ORGANIZING 2. SERVICES
3. MANAGERIAL 3. STAFFING 3. PROFITS
4. TECHNOLOGICAL 4. LEADING - DIRECTING 4. SATISFACTION
5. METHODS 5. COORDINATING 5. GROWTH
6. MATERIAL 6. REPORTING 6. OTHER
GOAL INPUTS 7. BUDGETING
OF CLAIMANTS 8. EVALUATION

COMMUNICATION SYSTEM

ENTERPRISE
1. INTERNAL EXTERNAL VARIABLES BOUNDARY
2. EXTERNAL 1. OPPORTUNITIES
2. CONSTRAINS NOER BAHRY NOOR
3. THREAT
 MANAGERIAL TRANSFORMATION PROCESS
1. PLANNING 2. ORGANIZING
NATURE OF PLANNING NATURE OF ORGANIZING
OBJECTIVES DEPARTEMENTATION
PREMISING LINE AND STAFF
DECISION MAKING DECENTRALIZATION
STRATEGIES POLICIES GROUP DECISION
EFFECTIVE PLANNING EFFECTIVE ORGANIZING

3. STAFFING 4. LEADING - DIRECTING

NATURE OF STAFFING THE HUMAN FACTOR
SELECTION OF MEMBERS MOTIVATION
JOB APPRAISAL LEADERSHIP
STAFF DEVELOPMENT COMMUNICATION
ORGANIZATION GROUP PARTICIPATION
NOER BAHRY NOOR
DEVELOPMENT VALUE DEVELOPMENT
 MANAGERIAL TRANSFORMATION PROCESS

5. COORDINATING 6. REPORTING
NATURE OF COORDINATING NATURE OF RECORDING
OBJECTIVES AND REPORTING
COORDINATING OBJECTIVE
STRATEGIES INFORMATION SYSTEM
EFFECTIVE COORDINATION EFFECTIVE INFORMATION
SYSTEM

7. BUDGETING 8. EVALUATION -
SYSTEM AND PROCESS CONTROLLING
OF BUDGETING SYSTEM AND PROCESS
OF CONTROLLING
CONTROL TECHNIQUES
CONTROL TECHNIQUES
MANAGEMENT CONTROL
CONTROL OF OVERALL
EFFECTIVE BUDGETING PERFORMANCE
NOER BAHRY NOOR
EFFECTIVE MANAGING
 MODEL FOR ANALYZING COMPARATIVE MANAGEMENT
MANAGEMENT SCIENCE
CONCEPTS
PRINCIPLES
THEORY MANAGERIAL
PRACTICES
KNOWLEDGE OF
APPROACHES AFFECT
GENERAL APLLICATION
AFFECT TECHNIQUES
OBJECTIVES
ENTERPRISE FUNCTION POLICIES
SCIENCE PROGRAMS
ENTERPRISE
MARKETING EFFECTIVENESS
ENGINEERING AFFECT & EFFICIENCY
PRODUCTION MANAGERIAL &
AFFECT NONMANAGERIAL
FINANCE NONMANAGERIAL
PRACTICES
RESOURCES MARKETING AFFECT
ENGINEERING
EXTERNAL ENVIRONMENT
PRODUCTION
EDUCATIONAL FINANCE
POLITIC
ECONOMIC NOER BAHRY NOOR
SOCIO-ETHICAL
THE VARIOUS APPROACHES TO MANAGEMENT

1. THE EMPIRICAL OR CASE APPROACH

ANALYZING MANAGEMENT BY STUDYING EXPERIENCE
THROUGH CASES

2. THE INTERPERSONAL BEHAVIOR APPROCH

CONCENTRATE ON HUMAN ASPECT
PEOPLE SHOULD UNDERSTAND PEOPLE

3. THE GROUP BEHAVIOR APPROACH

CONCERNED PRIMARILY WITH BEHAVIOR OF PEOPLE
IN GROUPS STUDY OF TEAM-WORK
BASED ON SOCIOLOGY AND SOCIAL PSYCHOLOGY
NOER BAHRY NOOR
THE VARIOUS APPROACHES TO MANAGEMENT
(lanjutan)

4. THE COOPERATIVE SOCIAL SYSTEMS APPROACH

STUDY OF HUMAN RELATIONSHIPS AS COOPERATIVE
SOCIAL SYSTEMS ORGANIZATIONAL CULTURE

5. THE DECISION THEORY APPROACH

CONCERNED PRIMARILY WITH DECISION MAKING
PROCESS

6. THE SOCIOTECHNICAL SYSTEMS APPROACH

STUDY OF PRODUCTION PROBLEMS (PRODUCTIVITY)
THE TECHNICAL SYSTEM HAS A STRONG EFFECT ON
THE SOCIAL SYSTEMS WORKING CONDITIONS

NOER BAHRY NOOR

THE VARIOUS APPROACHES TO MANAGEMENT
(lanjutan)

7. THE SYSTEMS APPROACH

STUDY OF MANAGEMENT AS A SYSTEMS

8. THE MATHEMATICAL OR MANAGEMENT SCIENCE APPROACH

MANAGING AS PRIMARILY AN EXERCISE IN
MATHEMATICAL PROCESS, CONCEPTS, SYMBOLS,
AND MODELS OPERATION RESEARCH / ORSA

9. THE CONTINGENCY OR SITUATIONAL APPROACH

MANAGERS DO IN PRACTICE DEPENDS UPON A GIVEN
SET OF CIRCUMSTANCES
NOER BAHRY NOOR
 Pekerjaan dirinci menjadi
tugas-tugas sederhana,
Para manajer adalah rutin, dan didefinisikan Posisi disusun dalam
propesionalkarir, bukan dengan baik hierarki dengan rantai
pemilik unit-unit yang komando yang jelas
mereka kelola

Pembagian
Kerja
Orientasi Hierarki
Karier Wewenang

Birokrasi harus
memiliki

Seleksi
Impersonalitas Formal

Peraturan dan
Ketetapan Formal
Penerapan yang seragam
atas peraturan dan Orang dipilih untuk
pengendalian, bukan pekerjaan berdasarkan
menurut kepribadian kualifikasi teknis
Sistem peraturan
tertulis dan prosedur
operasi standar
NOER BAHRY NOOR
TERIM (*)

A
KASIH
NOER BAHRY NOOR
NOER BAHRY NOOR