MANAJEMEN DAN ORGANISASI

NEAR ANGGREINI HESTI NOVIANA

FAKULTAS EKONOMI DAN BISNIS ISLAM

IAIN PONOROGO
 APA ITU ORGANISASI ?
• Sekelompok orang yang bekerja bersama
dalam suatu struktur yang terkoordinasi untuk
mencapai suatu tujuan tertentu
 Apa hubungan organisasi dengan
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
 APA ITU MANAJEMEN ?
• Seni dalam 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 dengan menggunakan sumber daya organisasi
untuk mencapai tujuan yang telah ditetapkan (James AF Stoner)
• Sebuah proses perencanaan, pengorganisasian, pengkoordinasian, dan
control sumber daya untuk mencapai sasaran secara efektif dan efisien
(griffin)
• Pengelolaan/ hal yang dilakukan oleh para manajer yang melibatkan
aktivitas koordinasi dan pengawasan terhadap pekerjaan orang lain
sehingga selesai secara efektif dan efisien (robbins dan coulter)
 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
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N N
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G G E
N
C
O A N
A R R D
G A A
N
N H LI
A
A
A S A N
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TUJUAN ORGANISASI

6
 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

1–7
Figure 1.1
 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
1–8
 Contoh Sumber Daya Organisasi
Orgns Human Financial Physical Information
Resources Resources Resources Resources

LEMBAGA Dosen, SPP, SPI, Gedung , Laporan

PENDIDIDKAN
Guru, DIPA, Peralatan Penelitian,
Karyawan Silabus 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
pemkab (PNS) DAK Bangunan, Statistik
Peralatan

1–9
 Management Is…

Efficiency
Efficiency
Getting
Gettingwork
work
done
donethrough
through
others
others Effectiveness
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.
1–11
 Efektif dan efisien sebagai tolok ukur
keberhasilan/kinerja manajemen

• Seorang manajer yang 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

1–12
 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.

1–13
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
tujuannya 1–14
 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
Creating aa context
context for
for change
change

Developing
Developing commitment
commitment
and
and ownership
ownership in
in employees
employees
Creating
Creating aa positive
positive organizational
organizational
culture
culture through
through language
language and
and action
action

Monitoring
Monitoring their
their business
business environments
environments
Middle Managers
• Plant Manager

• Regional Manager

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

Coordinate
Coordinate and
and link
link groups,
groups,
departments,
departments, and
and divisions
divisions

Monitor
Monitor and
and manage
manage the
the performance
performance
of
of subunits
subunits and
and managers
managers who
who report
report to
to them
them

Implement
Implement changes
changes oror strategies
strategies
generated
generated by
by top
top managers
managers
First-Line Managers
• Office Manager

• Shift Supervisor

• Department Manager
 Responsibilities
of Team Leaders
Facilitate
Facilitate team
team performance
performance

Manage
Manage external
external relations
relations

Facilitate
Facilitate internal
internal team
team relationships
relationships
 Managerial Skills (R Katz)
.
Top Middle Lower

Conseptual

Human relations

Teknical

Robert L Katz

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

Scheduled
Meetings Unscheduled
59% Meetings
10%
Telephone
6%
Touring Facilities
3%
23
 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
Figurehead Managers
Managersperform
performceremonial
ceremonialduties
duties

Leader
Leader Managers
Managersmotivate
motivateand
andencourage
encourage
workers
workersto
toaccomplish
accomplishobjectives
objectives

Liaison
Liaison Managers
Managersdeal
dealwith
withpeople
peopleoutside
outside
their
theirunits
units
 Managerial Roles
Interpersonal Roles

Figurehead
Figurehead Managers
Managersperform
performceremonial
ceremonialduties
duties

Leader
Leader Managers
Managersmotivate
motivateand
andencourage
encourage
workers
workersto
toaccomplish
accomplishobjectives
objectives

Liaison
Liaison Managers
Managersdeal
dealwith
withpeople
peopleoutside
outside
their
theirunits
units
 Managerial Roles
Informational Roles

Managers
Managersscan
scantheir
theirenvironment
environment
Monitor
Monitor for
forinformation
information

Managers
Managersshare
shareinformation
information
Disseminator
Disseminator with
withothers
othersin
intheir
theircompany
company

Managers
Managersshare
shareinformation
information
Spokesperson
Spokesperson with
withothers
othersoutside
outsidetheir
their
departments
departmentsororcompanies
companies
4.3

Managerial Roles
Decisional Roles

Managers
Managersadapt
adaptto
toincremental
incrementalchange
change
Entrepreneur
Entrepreneur
Managers
Managersrespond
respondto
toproblems
problemsthat
that
Disturbance
Disturbance demand
demandimmediate
immediateaction
action
Handler
Handler
Managers
Managersdecide
decidewho
whogets
gets
Resource
Resource what
whatresources
resources
Allocator
Allocator
Managers
Managersnegotiate
negotiateschedules,
schedules,
Negotiator projects,
projects,goals,
goals,outcomes,
outcomes,resources,
resources,
Negotiator
and
andraises
raises
 What Companies
Look for in Managers

Technical
Technical Skills
Skills Human
Human Skills
Skills

Conceptual
Conceptual Skills
Skills Motivation
Motivation to
to Manage
Manage
 Mistakes Managers Make
1.
1. Insensitive
Insensitive to
toothers
others
2.
2. Cold,
Cold,aloof,
aloof,arrogant
arrogant
3.
3. Betrayal
Betrayalof
oftrust
trust
4.
4. Overly
Overlyambitious
ambitious
5.
5. Specific
Specificperformance
performance problems
problemswith
withthe
thebusiness
business
6.
6. Overmanaging:
Overmanaging: unable
unableto
todelegate
delegate or
orbuild
build aateam
team
7.
7. Unable
Unableto
tostaff
staff effectively
effectively
8.
8. Unable
Unableto
tothink
thinkstrategically
strategically
9.
9. Unable
Unableto
toadapt
adaptto
toboss
bosswith
withdifferent
differentstyle
style
10.
10.Overdependent
Overdependenton
onadvocate
advocateor
ormentor
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

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