Welcome to Management

MAN 101
Dasar-dasar Manajemen
Irma M. Nawangwulan
 Selamat datang..Welcome..Wilujeng
sumping..Sugeng rawuh..

• Perkenalan dosen dan mahasiswa

• Silabus
• Grup formasi
• Group project for the semester
• Materi hari ini: Bab 1
 Selamat datang..Welcome..
Wilujeng sumping..Sugeng rawuh..
• Perkenalan dosen dan mahasiswa
• Silabus
• Grup formasi
• Group project for the semester
• Materi hari ini: Bab 1
 Hello...this is me...
• Irma M Nawangwulan, BSc, MBA
• Praktisi dan akademisi
• Gabung UPJ sejak Oktober 2010
• Email: inawangwulan@gmail.com atau
irma.nawangwulan@upj.ac.id
• Phone/WA: 0878-211-56332
 Syllabus

Komponen Penilaian
• Kehadiran dan partisipasi diskusi kelas 10%
• Tugas individu dan kelompok 25%
• Tests 15%
• UTS 20%
• UAS (dalam bentuk makalah dan presentasi) 30%

Please be aware: some of the slides will be in English...

 Class Rules
• Please read the class syllabus and come to class prepared
• Respect and golden rule: “Do unto others as you would
have them do unto you”
• Make people happy with your presence
• Keep on trying, don’t give up easily
 Books
• Robbins, S. P., Decenzo, D. A., & Coulter, M. (2013).
Fundamentals of Management. New Jersey: Pearson.
• Williams, C. (2013). MGMT-Principle of Management. Mason:
South-Western Cengage Learning.
• Kinicki, A., & Williams, B. (2011). Management A Practical
Introduction. New York: McGraw-Hill.
• Schermerhorn, J. (2011). Introduction to Management, 11th
Edition. New Jersey: Wiley.
 TUJUAN PEMBELAJARAN
Setelah mengikuti mata kuliah ini diharapkan
mahasiswa mampu :
1. Menjelaskan pengertian Manajemen dan Tugas Manajer.
2. Menjelaskan dan membedakan teori-teori Manajemen
3. Menjelaskan hubungan antara lingkungan eksternal dan
lingkungan internal dlm organisasi
4. Menjelaskan fungsi Perencanaan dalam Manajemen
5. Menjelaskan fungsi Pengorganisasian dalam Manajemen
6. Menjelaskan fungsi Pengarahan (leading) dalam Manajemen
7. Menjelaskan fungsi Pengendalian dalam Manajemen

8
Discovering Great Management
Will we know it when we see it?
 Why Study Management?
• We interact with management everyday
– Understanding of management gives insight into
many organizational aspects
• Reality: when graduate, you will either
manage or be managed
 Bagian I

PENGANTAR MANAJEMEN
1. Proses Manajemen
2. Jenis-jenis Manajer
3. Peran dan Keahlian Manajerial Dasar
4. Sumber Keahlian Manajerial
5. Lingkup Manajemen
 Learning Objectives

Setelah mempelajari Bab ini, anda dpt :

1. Menjelaskan karakteristik manajemen, mendefinisikan manajemen dan
pentingnya manajemen
2. Mengidentifikasi dan menjelaskan 4 fungsi manajemen dalam
organisasi.
3. Menjelaskan jenis manajer
4. Mengidentifikasi peran manajerial dasar dan ketrampilan manajer
5. Mendiskusikan manajemen sebagi ilmu dan manajemen sebagai seni
6. Membuat resume ttg lingkup manajemen dlm organisasi
 Siapa yg membutuhkan manajemen ?
• Perusahaan ?
• Pemerintah ?
• Yayasan ?
• Universitas ?

• Semua kegiatan yang terorganisir !

 ORGANISASI

13
 What is an organization?
• Sekelompok orang yang bekerja bersama dlm
suatu struktur yang terkoordinasi untuk
mencapai suatu tujuan tertentu
 Apa hubungan organisasi dgn
manajemen ?
1. Manajemen dibutuhkan utk mencapai tujuan
organisasi
2. Untuk menjaga keseimbangan diantara
tujuan yang mungkin berbeda diantara para
stakeholder (Pemilik, Karyawan, Konsumen,
Kreditur, Suplier, Pemerintah, Asosiasi dsb)
3. Untuk mencapai efisiensi dan efektivitas dlm
mencapai tujua
 What is Management
• Seni dlm menyelesaikan pekerjaan melalui orang lain ( the art
of getting things done through the others – (Mary Parker
Follet)
• Is the process directing and facilitating the work of people
organized in formal group to achieve a desired end (John D
Millet)
• Proses perencanaan, pengorganisasian, pengarahan dan
pengendalian kegiatan anggota organisasi dgn menggunakan
sumber daya organisasi untuk mencapai tujuan yg telah
ditetapkan (James AF Stoner)
 Proses : cara sistematis utk melakukan sesuatu
1. Perencanaan (Planning) : sebelum melakukan sesuatu
manajer memikirkan apa tujuan organisasinya, bagaimana
mencapainya, bagaimana sumber dayanya, kapan
selesainya.
2. Pengorganisasian (Organizing): bagaimana manajer
mengelompokkan kegiatan-kegiatan yang ada dlm
organisasinya, menempatkan orang-orang dan mengalokasi
sumber daya
3. Kepemimpinan /mengarahkan (Leading) : bagaimana
manajer mempengaruhi bawahan agar mau bekerja dlm
mancapai tujuan organisasi
4. Pengendalian (Controlling) : bagaimana manajer mengawal
seluruh aktivitas dlm organisasinya agar tetap berada pada
jalur yang benar (on the right track)
 PROSES MANAJEMEN (James AF
. Stoner)

MANAJEMEN

P P P P
E E E E
R N
N N
E G
G G E
N
O A N
C
A R R D
G A A
N
N H LI
A
A
A S A N
N N

TUJUAN ORGN

18
 Other def : Management
• A set of activities
(planning and decision making, organizing, leading,
and controlling)
directed at an organization’s resources
(human, financial, physical, and information)
with the aim of achieving organizational goals
in an efficient and effective manner.
(RW Griffin)
 Management in Organizations

Planning
and decision Organizing
making
Inputs from the environment
• Human resources Goals attained
• Financial resources • Efficiently
• Physical resources • Effectively
• Information resources

Controlling Leading

Copyright © by Houghton
Mifflin Company. All rights 1–20
Figure 1.1
reserved.
 Sumber Daya Organisasi
• Human resources
– Managerial talent and labor
• Financial resources
– Capital investments to support
ongoing and long-term operations
• Physical Assets
– Raw materials; office and
production facilities,
and equipment
• Information
Copyright © by Houghton
– Usable data, information 1–21
Mifflin Company. All rights
reserved.
linkages
 Contoh Sumber Daya Organisasi
Orgns Human Financial Physical Information
Resources Resources Resources Resources

UNDIP Dosen, SPP, SPI, Gedung , Laporaran

Karywan DIPA Peralatan Penelitian,
Jurnal
PERUSAHA Manajemen, Modal Tanah, Rencana
AN Karyawan Sendiri, Bangunan, Penjualan,
Modal Mesin, Laporan
Asing, Laba Peralatan Keuangan
Pemkot Karyawan PAD, DAU, Tanah, Data Badan
Smg (PNS) DAK Bangunan, Statistik
Peralatan

Copyright © by Houghton Mifflin Company. All rights reserved. 1–22

 Management Is…

Efficiency
Getting work
done through
others Effectiveness

Source: Chuck Williams

 • Efektif
– Kemampuan (seorang manajer) utk
memilih/menggunakan cara, metode, peralatan yang
tepat, guna mencapai tujuan tertentu
• Efisiensi
– Kemampuan utk menyelesaikan suatu pekerjaan dengan
benar
• Seorang manajer yang efisien ialah :
Manajer yang mampu mencapai hasil (output) lebih
tinggi dibanding masukan (input) yang digunakan
Dengan sumber daya (input) sekecil-kecilnya bisa
memperoleh hasil (output) tertentu atau dengan sumber
daya (input) tertentu memberikan hasil (output) sebesar-
besarnya.
Copyright © by Houghton
Mifflin Company. All rights 1–24
reserved.
 Efektif dan efisien sbg tolok ukur
keberhasilan/kinerja manajemen

• Seorang manajer yg dapat memproduksi mobil (suatu

produk) dgn efisien (biaya murah), akan tetapi mobil tsb
tidak laku dijual , dia bukan manajer yang berhasil
• Seorang manajer yang produknya laku dipasar, tetapi tidak
memberikan profit, sama saja dia bukan manajer yang
berhasil

Copyright © by Houghton
Mifflin Company. All rights 1–25
reserved.
 What is a Manager ?

• Seseorang yang tanggung jawab utamanya

melaksanakan proses manajemen
• Seseorang yang merencanakan dan membuat keputusan ,
mengorganisasikan, memimpin, dan mengendalikan sumber
daya manusia, finansial, fisik dan informasi.

Copyright © by Houghton
Mifflin Company. All rights 1–26
reserved.
 Proses Manajemen (Fungsi Dasar Manajemen)
1. Planning and Decision Making
– Menetapkan tujuan organisasi dan menentukan
bagaimana cara terbaik untuk mencapainya
– Pemilihan suatu tindakan dari serangkaian alternatif
2. Organizing
– Menentukan bagaimana cara mengelompokkan berbagai
aktifitas dan sumber daya
3. Leading
– Serangkaian proses yang dilakukan agar anggota
organisasi bekerja bersama demi pencapaian tujuan
organisasi
4. Controlling
– Pemantauan perkembangan organisasi dalam mencapai
Copyright © by Houghton
tujuannya
Mifflin Company. All rights 1–27
reserved.
 Kinds of Managers
• Top Managers

• Middle Managers

• First-Line Managers
 Top Managers
• Chief Executive Officer (CEO)

• Chief Operating Officer (COO)

• Chief Financial Officer (CFO)

• Chief Information Officer (CIO)

 Responsibilities
of Top Managers
Creating a context for change

Developing commitment
and ownership in employees

Creating a positive organizational

culture through language and action

Monitoring their business environments

Middle Managers
• Plant Manager

• Regional Manager

• Divisional Manager
 Responsibilities
of Middle Managers
Plan and allocate resources to meet objectives

Coordinate and link groups,

departments, and divisions

Monitor and manage the performance

of subunits and managers who report to them

Implement changes or strategies

generated by top managers
First-Line Managers
• Office Manager

• Shift Supervisor

• Department Manager
 Responsibilities
of Team Leaders
Facilitate team performance

Manage external relations

Facilitate internal team relationships

 Managerial Skills (R Katz)
.
Top Middle Lower

Conseptual

Human relations

Teknical

Robert L Katz

35
 Pekerjaan Manajerial
• How CEOs spend a typical day.
Desk Work
22%

Scheduled
Meetings Unscheduled
59% Meetings
10%
Telephone
6%
Touring Facilities
3%
36
 Managerial Roles
Interpersonal Informational Decisional
Figurehead Monitor Entrepreneur

Leader Disseminator Disturbance

Handler
Liaison Spokesperson
Resource
Allocator

Negotiator

H. Mintzberg, “The Manager’s Job: Folklore and Fact:.” Harvard Business Review, July-August 1975.

Adapted from Exhibit 1.3

 Managerial Roles
Interpersonal Roles

Figurehead Managers perform ceremonial duties

Leader Managers motivate and encourage

workers to accomplish objectives

Liaison Managers deal with people outside

their units
 Managerial Roles
Interpersonal Roles

Figurehead Managers perform ceremonial duties

Leader Managers motivate and encourage

workers to accomplish objectives

Liaison Managers deal with people outside

their units
 Managerial Roles

Informational Roles

Managers scan their environment

Monitor
for information

Managers share information

Disseminator
with others in their company

Managers share information

Spokesperson
with others outside their
departments or companies
4.3

Managerial Roles
Decisional Roles

Managers adapt to incremental change

Entrepreneur
Managers respond to problems that
Disturbance demand immediate action
Handler
Managers decide who gets
Resource what resources
Allocator
Managers negotiate schedules,
Negotiator projects, goals, outcomes, resources,
and raises
 What Companies
Look for in Managers

Technical Skills Human Skills

Conceptual Skills Motivation to Manage

 Mistakes Managers Make
1. Insensitive to others
2. Cold, aloof, arrogant
3. Betrayal of trust
4. Overly ambitious
5. Specific performance problems with the business
6. Overmanaging: unable to delegate or build a team
7. Unable to staff effectively
8. Unable to think strategically
9. Unable to adapt to boss with different style
10. Overdependent on advocate or mentor

Adapted from Exhibit 1.5

McCall & Lombardo, “What Makes a Top Executive?” Psychology Today, Feb 1983
 Mistakes Managers Make
1. Insensitive to others: abrasive, intimidating, bullying style
2. Cold, aloof, arrogant
3. Betray trust
4. Overly ambitious: thinking of next job, playing politics
5. Specific performance problems with the business
6. Overmanaging: unable to delegate or build a team
7. Unable to staff effectively
8. Unable to think strategically
9. Unable to adapt to boss with different style
10. Overdependent on advocate or mentor

© 2012 Cengage Learning