Manajemen SDM

Oleh :
Dr Ir T.Yuri Zagloel
 ORGANISASI
Kumpulan orang yang bekerja sama dan
saling melengkapi karena bertujuan sama.

Hampir selalu dilengkapi dengan struktur

organisasi

Struktur organisasi diperlukan untuk

membuat komunikasi menjadi teratur
Struktur organisasi juga menggambarkan :
• - hirarki
• - pembagian tugas
• - pertanggung jawaban dan laporan

Terkait dengan pengertian :

- rentang kendali (span of control)
- delegasi
Rentang kendali
adalah jumlah bawahan langsung seorang
atasan yang menentukan luas sempitnya
kendali yang diperlukan.

Kendali mengandung pengertian baik

buruknya hubungan & komunikasi
(relationship)
Semakin luas rentang kendali semakin sulit
mengendalikannya.

Menurut teori Graicunas,

Kalau bawahan 3 orang = ada 10
relationship harus dijaga
Kalau bawahan 10 orang = ada 1041
relationship harus dijaga
Macam struktur org :
-konvensional
-matriks

Delegasi

Atasan menyerahkan tanggung jawab dan

wewenang pd bawahan tetapi pertanggung
jawaban tetap pada atasan
POAC (Planning, Organising, Actuating dan
Control) atau POLC (Planning,
Orginasing,Leading dan Control)

Manajemen tidak sama dengan Leadership

Manajemen : increase the degree of
predictability
Leadership : produce change
MANAJEMEN

Dulunya disebut administrasi, berkaitan

dengan pengelolaan (pengurusan).

Kegiatan terencana yg diwujudkan dg

menyiapkan orang, memimpin dan
mengendalikan orang tsb utk mencapai
tujuan dari rencana.
Keberhasilan pengelolaan organisasi diukur
dengan Kinerja (performance=P)

P individual = ability x motivation

P organisasi = P individual x resource

Ability = knowledge x skill
Motivation = attitude x situation

Knowledge adalah wawasan/pengetahuan

Skill adalah ketrampilan tangan atau konsep

Attitude adalah sikap terhadap pekerjaan misalnya

dorongan bekerjasama, tanggung jawab dan
keinginan berkembang.

Situation adalah situasi yang berpengaruh (suasana

kerja, sikap atasan, insentif)
Characteristics of Effective Teams

Exhibit 15.10
 Characteristics of Effective
Teams
• Have a clear • Are unified in their
understanding of their commitment to team goals.
goals. • Have good communication
• Have competent systems.
members with relevant • Possess effective
technical and negotiating skills
interpersonal skills.
• Have appropriate leadership
• Exhibit high mutual trust
• Have both internally and
in the character and externally supportive
integrity of their environments
members.
 Types of Training
• Interpersonal skills
• Technical
• Business
• Mandatory
• Performance management
• Problem solving/Decision making
• Personal
Exhibit 12.11
 Employee Training Methods
• Traditional • Technology-Based
Training Methods Training Methods
– On-the-job – CD-
– Job rotation ROM/DVD/Videotape
s/ Audiotapes
– Mentoring and
coaching – Videoconferencing/
– Experiential exercises teleconferencing/
Satellite TV
– Workbooks/manuals
– E-learning or other
– Classroom lectures interactive modules.
Exhibit 12.12
 Understanding Individual
Behavior
• Organizational Behavior (OB)
– The actions of people at work
• Dual Focus of OB
– Individual behavior
• Attitudes, personality, perception, learning, and motivation
– Group behavior
• Norms, roles, team building, leadership, and conflict
• Goals of OB
– To explain, predict and influence behavior.
The Organization as an Iceberg

Exhibit 14.1
 Important Employee Behaviors
• Employee Productivity
– A performance measure of both efficiency and
effectiveness
• Absenteeism
– The failure to report to work when expected
• Turnover
– The voluntary and involuntary
permanent withdrawal from
an organization
 Important Employee Behaviors
• Organizational Citizenship Behavior (OCB)
– Discretionary behavior that is not a part of an
employee’s formal job requirements, but
which promotes the effective functioning of
the organization.
• Job Satisfaction
– The individual’s general attitude
toward his or her job
Psychological Factors Affecting
Employee Behavior
•• Employee
Employee
•• Personality
Personality Productivity
Productivity
•• Absenteeism
Absenteeism
•• Perception
Perception •• Turnover
Turnover
•• Organizational
Organizational
•• Learning
Learning Citizenship
Citizenship
•• Attitudes •• Job
Job
Attitudes
Satisfaction
Satisfaction
 SDM tergantung Sistem kerja
Sistem kerja dikenal dengan 4 M ,
(Ishikawa, 1980)
1. Man
2. Material
3. Machine (equipments, building)
4. Method (job des,sop, procedure ->ISO
9000)
 MAN
• Operator
• PTN - patuh tangguh dan nalar
• (Zagloel, 1989)
• Pimpinan
• 3 roles of leader- interpersonal,
• informational, dan decisional
• (Mintzberg, 1990)
 Leadership (Covey, 2000)
• 1. Good decision of leader
• 2. Right direction of employees
• 3. High motivation of employees
• 4. High inspiration of employees---
innovation of organisation
 Toyota Philosophy ( Liker, Toyota
way 2006)
• 1. Apply philosophy-karakter bisnis/produk
• 2. Continuous process-mengalir
• 3. Pull system (zero inventory)-
hemat/efektif
• 4. Work load leveling-keseimbangan
• 5. Quality assurance – amanah
• 6. Standardize task
• 7.Visual Control
• 8. Technology/people fitness – keselarasan
• 9. Grow good leader (falsafah, skilled, teaching
habits)
• 10. Own exceptional people & team
• 11. Supplier/partner close relationship
• 12. Solving root problem
• 13. Consensus decision
• 14. Evaluation and continuous improvement
 Kata Akhir
• Bagaimana bagusnya organisasi,
perusahaan harus :

• “Willingness to be fair & generous”

• Note : generous = incentive based on

• realistic productivity
•