Management Hasyim 2022

• MANAGEMENT & ORGANIZATION
Dr. Hasyim, SE., MM., M.Ed.
Matrikulasi Part 2 (angkatan 13)
• MANAGEMENT PERSPECTIVE
OVERTIME
Hasyim Ahmad ©
Bacaan
•
Management new era
(Daft.,L.R;2012)
Management
(Robbin &Coulter;2002)
• Jurnal-Jurnal terkait
hasyim 1163_copy right
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POP QUIZ
Pertanyaan Pilihan jawaban
1. Kegiatan paling pertama dilakukan pada saat akan mendirikan suatu organisasi a. Mengumpulkan sumber daya
adalah b. Menetapkan tujuan.
c. Mernyediakan dana untuk pembentukan organisasi
2.. Menggunakan kekuasaan dan kewenangan untuk mempengaruhi karyawan a. Planning

melaksanakan kegiatannya merupakan fungsi b. Leading.
c. Organizing
3. Setiap Perusahaan/organisasi memiliki 4 Pilar- terdir atas : a. Planning,organizing,Actuiting,Leading

b. Pimpinan, Bawahan, Gedung, Fasilitas
c. Keuangan, SDM, Operasional, Pemasaran.
4. Salah satu alasan mengapa perlu memahami manajemen a. Supaya dapat menjadi manajer
b. Dapat mengantisipasi perubahan lingkungan.
c. Mengalahkan perusahaan lain
5. Melakukan Penilaian dan perbaikan selama proses aktivitas berlangsung a. Evaluating

b. Monitoring.
merupakan fungsi : c. Planning
6. process of coordinating work activities so that they are completed efficiently a. Organisasi
b. Manajemen.
and effectively with and through other people, pengertian dari : c. Perencanaan
7. Perpres 77/2015 Pasal 5 menyatakan bahwa : Setiap pimpinan organisasi di a. Koordinasi, integrasi, simplifikasi, sinkronisasi dan
lingkungan Rumah Sakit wajib menerapkan prinsip: mekanisasi.
b. Networking, koordinasi, integrasi, sinkronisasi dan
motivasi
c. Monitoring, Evaluasi , integrasi, sinkronisasi dan
07/26/2022 hasyim/2018/silakanang/UEU
koordinasi 3
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Nama :
Jabatan Fungsional :
Jabatan Struktural :
Jawaban Quiz :
Room Chat
Phn: 081319236060

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Manajemen dan organisasi
MANAJEMEN ORGANISASI

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Management Perspectives over Time

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I. Classical Perspective
1. Emerged during the nineteenth and early twentieth centuries, focus on :
a. Rise of the factory system
b. Issues regarding structure, training, and employee satisfaction
2. Large, complex organizations required new approaches to coordination and control
scientific management bureaucratic organizations administrative principles
Henri Fayol, a French mining

 Frederick Winslow Taylor Max Weber, a German
proposed that workers “could engineer, was a major contributor:
theorist, introduced the
be retooled like machines” concepts:
1. Focused on the entire organization
Management decisions
a) Manage organized on an 2. Identified five functions of management:
would be based on precise planning, organizing, commanding,
procedures based on study impersonal, rational basis
coordinating, and controlling
 Henry Gantt developed the 3. 14 general principles of management;
b) Organization depends on
Gantt Chart to measure and many still used today:
rules and records o Unity of command
plan work
 The Gilbreth’s pioneered time o Division of work
c) Managers use power
o Unity of direction
and motion studies to instead of personality to o Scalar chain
promote efficiency delegate o ect

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Characteristics of
Scientific Management
Copyright ©2012 by South-Western, a division of Cengage

Learning. All rights reserved. 8
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Characteristics of
Weberian Bureaucracy

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2. Humanistic Perspective
1. Emerged during the nineteenth and early twentieth centuries, focus on :
a. Rise of the factory system
b. Issues regarding structure, training, and employee satisfaction
2. Large, complex organizations required new approaches to coordination and control
Human Relation Movement Human Resources Perspective Behavioral Science s Approach
 Effective work comes from

within the employee  From worker participation Scientific methods + sociology,
 Hawthorne studies were key and considerate leadership to psychology, anthropology, economics…
contributor managing work performance Organizational Development – field that
 Human relations paid key  Combine motivation with job uses behavioral sciences to improve
variable in increasing design organization
performance  Maslow and McGregor Other strategies based on behavioral
 Employees performed better extended and challenged science:
when managers treated them current theories Matrix Organizations
positively  Maslow’s Hierarchy Self-Managed Teams
 Strongly shaped  Theory X and Theory Y Corporate Culture
management practice and Management by Wandering Around
research

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Theory X and Theory Y

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3. Quantitative Perspective
(computer era)
• Also referred to as management science

• Use of mathematics and statistics to aid management
decision making
– Enhanced by development and growth of the
computer
• Operations Management focuses on the physical
production of goods and services
• Information technology focuses on technology and
software to aid managers
Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved. Hasyim Ahmad
12 ©
4. Systems Thinking
• The ability to see the distinct elements of a situation as well

as the complexities
– The relationship among the parts form the whole system

•Subsystems are parts of the system that are all
interconnected
•Synergy – the whole is greater than the sum of its parts
Managers must understand subsystem interdependence and

synergy
13 ©
5. Contingency View
 Every situation is unique, there is no universal

management theory
 Managers must determine what method will work
 Managers must identify key contingencies for the
current situation
 Organizational structure should depend upon
industry and other variables
14 ©
2.6 Contingency View
of Management

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6. Total Quality Management
• Quality movement is strongly associated with Japan

• The US ignored the ideas of W. Edwards Deming,
“Father of the Quality Movement”
• Total Quality Management (TQM) became popular
in the 1980s and 90s
• Integrate high-quality values in every activity
16 ©
Elements of Quality Management
1. Employee involvement
2. Focus on the customer
3. Benchmarking
4. Continuous improvement
17 ©
Managing the Technology-
Driven Workplace
• Customer Relationship Management –CRM

technology used to build relationship with
customers
• Outsourcing – contracting functions or
activities to other organizations to cut costs
• Supply Chain Management – managing
supplier and purchaser relationships to get
goods to consumers
18 ©
Innovative Management:
Thinking for a Changing World
• Management ideas trace their roots to

historical perspectives
• New ideas continue to emerge to meet the
changing needs and difficult times
• The shelf life of trends is getting shorter and
new ideas peak in fewer than three years
19 ©
Why Innovative
Management Matters
• Innovation is the new imperative

• Organizations cannot survive long-term without innovation
• Companies like Facebook are always investing in new ideas
• Innovation should be a part of products, processes,
people, and values
20 ©
WHERE ARE WE NOW?
Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved. Hasyim Ahmad ©
Disruptive innovation era
Disruptive innovation refers to

innovation in products, services or
processes that radically change in
industry
Contoh:

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Are you innovative
NO Mostly Mostly
ITEM true False
1 I am always seeking new ways to do things

2 I consider my self creative and original in my thinking and behavior
3 I rarely trust new gadgets until I see whether they work for people around me
4 In a group or at work, I am often skeptical of new idea

5 I typically buy new foods, gear, and other innovations before other people
6 I like to spend time trying out new things
7 My behavior influences others to try new things
8 Among my workers I will be among the first to try out new idea or method

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Discuss
• Kemukakan Inovasi-inovasi yang saudara lihat pada
Manajemen Rumahasakit
• Penggunaan Teknologi : Tele…….

• Shifting : Jabatan structural ke Functional
• Layanan sebagai primadona

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Organizational Performance
• An organization is a social entity that is goal directed and
deliberately structured
• Organizational effectiveness – providing a product or service
that customers value
• Organizational efficiency refers to the amount of resources
used to achieve an organizational goal
HOW TO BE EFFICIENT AND EFFECTIVE?
Hasyim_UEU 25
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PAUSE

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• Definition of Management
Robbins,2002 • Management is the process of coordinating
work activities so that they are completed
efficiently and effectively with and through
other people
• Definition of Management
• Management is the attainment of
Daft, 2012
organizational goals in an effective and
efficient manner through planning,
organizing, leading, and controlling
organizational resources

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Mengapa perlu memahami manajemen?
1
• MENENTUKAN ARAH ORGANISASI/PERUSAHAAN
2
• MEMAHAMIKEKUATAN SUMBERDAYA YANG DIMILIKI
3
• MENGALOKASIKAN SUMBERDAYA SECARA EFISIEN DAN EFEKTIF
4
• MENGANTISIPASI PERUBAHAN LINGKUNGAN
5
• MENCIPTAKAN PROFIT
6
• MENJAGA SUSTAINABILITAS

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PERUBAHAN ORIENTASI MARKETING
SDL
GDL

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METODE PEMASARAN
TRADISONA
SWALAYAN ONLINE
L

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METODE PROMOSI
• MEDSOS
• DOOR TODORR • LEAFLET
TRAADISIONAL KONVENSIONAL • Instagram,
SEMI MODERN
• MEDIA • BILLBOARD
YouTube, FB,WA

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METODE PEMBAYARAN
E wallet/E
BARTER CASHMONEY TRANSFER ???
Money

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Porter’s Five Forces(Michael Porter:2000)
07/26/2022 hasyim/2018//UEU 33
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The Definition of Management
 Managers get things done through the organization

 Create right systems and environment
 Organizations need good managers
HOW TO BE A GOOD MANAGER

Understand the Management
34 ©
The Process of Management

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FUNGSI-FUNGSI MANAJEMEN
PILAR MANAJEMEN
PILAR DAN FUNGSI MANAJEMEN
DALAM
PERUSAHAAN/ORGANISASI
MARKETIN
SDM G
OPERASION PEMASAR
AL AN
POACE
FINANCE OPERASONAL
SDM KEUANGA
AN

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Fokus Manajemen Sumber Daya Manusia
Recruitment Development Terminating
planning organizing leading Monitoring evaluating

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Fokus Manajemen Keuangan
Sumber Dana Pengelolaan Pertanggungjawaban

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Fokus Manajemen Operasional
Input Process Output

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Fokus Manajemen Pemasaran
Place/ Physical
Product Price Promotion People Process
Distributiing Evidence

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1.1 What Do Managers Do?

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Tingkatan manajer

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CORPORATE STRATEGY CONCENTRATION
GROWTH
(EXPANSION) DIVERSIFICATION
PAUSE
NO CHANGE
CORPORATE
STRATEGY DELAY (STABILITY)
PROFIT
TURN AROUND
RETRENCHMENT
CCAPTIVE COMPANY
EXIT
Copyright 2007 Prentice Hall Ch 1 -43

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BUSINESS STRATEGY
COST LEADERSHIP
DIFFERENTIATION
CCOMPETITIVE
STRATEGIES COST FOCUS
DIFFERENTIATION FOCUS
BUSINESS STRATEGIES
CONSORTIUM
lICENSING
COLLUSION STRATEGY
COOPERATIVE FRANCHISING
STRATEGIES
STRATEGIC ALLIANCE CONTRACT MANUFACTURING
JOIIN VENTURE

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FUNGSIONAL STRATEGIS
MARKETING
FINANCE
FUNGSIONAL
STRATEGIS
OPERATION
HRM

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Management Skills
• Three categories of skills: conceptual, human, technical

• The degree of the skills may vary but all managers must possess
the skills
• The application of management skills change as managers move
up the hierarchy
46 ©
1.3 Relationship of
Skills to Management

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Management Types: Vertical
1. Top managers are responsible for the entire

organization
2. Middle managers are responsible for business
units
3. First-line managers are responsible for
production of goods and services
48 ©
Management Types: Horizontal
• Functional Managers are responsible for

departments that perform specific tasks
• General Managers are responsible for several
departments
49 ©
When Skills Fail
• Missteps and unethical behavior have been in the news

• During turbulent times, managers must apply their skills
• Common management failures:
– Not listening to customers
– Misinterpreting signals from marketplace
– Not building teams
– Inability to execute strategies
– Failure to comprehend and adapt to change
– Poor communication and interpersonal skills
50 ©

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• MANAGEMENT & ORGANIZATION

Dr. Hasyim, SE., MM., M.Ed.

Matrikulasi Part 2 (angkatan 13)

2.. Menggunakan kekuasaan dan kewenangan untuk mempengaruhi karyawan a. Planning

3. Setiap Perusahaan/organisasi memiliki 4 Pilar- terdir atas : a. Planning,organizing,Actuiting,Leading

5. Melakukan Penilaian dan perbaikan selama proses aktivitas berlangsung a. Evaluating

hasyim 1163_copy right

hasyim 1163_copy right

hasyim 1163_copy right

scientific management bureaucratic organizations administrative principles

Henri Fayol, a French mining

hasyim 1163_copy right

Copyright ©2012 by South-Western, a division of Cengage

Copyright ©2012 by South-Western, a division of Cengage

Human Relation Movement Human Resources Perspective Behavioral Science s Approach

 Effective work comes from

hasyim 1163_copy right

Copyright ©2012 by South-Western, a division of Cengage

• Also referred to as management science

• The ability to see the distinct elements of a situation as well

– The relationship among the parts form the whole system

Managers must understand subsystem interdependence and

 Every situation is unique, there is no universal

Copyright ©2012 by South-Western, a division of Cengage

• Quality movement is strongly associated with Japan

• Customer Relationship Management –CRM

• Management ideas trace their roots to

• Innovation is the new imperative

Disruptive innovation refers to

hasyim 1163_copy right

1 I am always seeking new ways to do things

4 In a group or at work, I am often skeptical of new idea

hasyim 1163_copy right

• Penggunaan Teknologi : Tele…….

hasyim 1163_copy right

hasyim 1163_copy right

hasyim 1163_copy right

hasyim 1163_copy right

hasyim 1163_copy right

hasyim 1163_copy right

hasyim 1163_copy right

hasyim 1163_copy right

 Managers get things done through the organization

HOW TO BE A GOOD MANAGER

hasyim 1163_copy right

hasyim 1163_copy right

Recruitment Development Terminating

planning organizing leading Monitoring evaluating

hasyim 1163_copy right

Sumber Dana Pengelolaan Pertanggungjawaban

planning organizing leading Monitoring evaluating

hasyim 1163_copy right

Input Process Output

planning organizing leading Monitoring evaluating

hasyim 1163_copy right

planning organizing leading Monitoring evaluating

hasyim 1163_copy right

Copyright ©2012 by South-Western, a division of Cengage

hasyim 1163_copy right

Copyright 2007 Prentice Hall Ch 1 -43

Copyright 2007 Prentice Hall Ch 1 -44

Copyright 2007 Prentice Hall Ch 1 -45

• Three categories of skills: conceptual, human, technical

Copyright ©2012 by South-Western, a division of Cengage