Slide 1

Introduction to ManagementDr. Ratna Widiastuti, M.T.K - 01

2Managers and ManagingMcGraw-Hill/IrwinContemporary Management, 5/eCopyright 2008 The McGraw-Hill Companies, Inc. All rights reserved.chapter oneAll managers work in organizationsOrganizations collections of people who work together and coordinate their actions to achieve a wide variety of goals1-4What is Management?What is a person responsible for supervising the use of an organizations resources to meet its goals?Team leaderManagerPresidentResource allocator1-5Question?5Managers The people responsible for supervising the use of an organizations resources to meet its goals1-6Managers

The planning, organizing, leading, and controlling of human and other resources to achieve organizational goals effectively and efficiently1-7What is Management?Resources include people, skills, know-how and experience, machinery, raw materials, computers and IT, patents, financial capital, and loyal customers and employees

1-8What is Management?A measure of how efficiently and effectively managers use available resources to satisfy customers and achieve organizational goals1-9Organizational Performance1-10

Figure 1.1Efficiency A measure of how well or how productively resources are used to achieve a goal

EffectivenessA measure of the appropriateness of the goals an organization is pursuing and the degree to which they are achieved.

1-11Organizational PerformanceThe more efficient and effective use of scarce resources that organizations make of those resources, the greater the relative well-being and prosperity of people in that society1-12Why study management?Helps people deal with their bosses and coworkersOpens a path to a well-paying job and a satisfying career

1-13

Why study management?1-14Managerial TasksSetiap Manajer pada semua tingkatan di semua organisasi melakukan empat tugas penting manajerial yaitu perencanaan, pengorganisasian, memimpin, dan mengendalikan

14Henri Fayol outlined the four managerial functions in his book General Industrial Management1-15Four Functions of Management

Figure 1.2Process of identifying and selecting appropriate organizational goals and courses of action

1-16Planning1-17Steps in the Planning ProcessMemutuskan tujuan organisasi yang akan dikejarMemutuskan program apa yang diadopsi untuk mencapai tujuan organisasiMemutuskan bagaimana mengalokasikan sumber daya organisasi

Complex, difficult activityStrategy to adopt is not always immediately clearDone under uncertainty1-18Planning

Task managers perform to create a structure of working relationships that allow organizational members to interact and cooperate to achieve organizational goals1-19OrganizingInvolves grouping people into departments according to the kinds of job-specific tasks they performManagers lay out lines of authority and responsibilityDecide how to coordinate organizational resources1-20Organizing1-21Organizational StructureSuatu sistem hubungan tugas dan pelaporan formal yang mengkoordinasi dan memotivasi anggota agar mereka bekerja sama untuk mencapai tujuan organisasi

1-22LeadingMengartikulasikan visi organisasi yg jelas bagi para anggotanya untuk mencapai, dan memberi energi dan memungkinkan setiap karyawan memahami bagian yang mereka mainkan dalam mencapai tujuan organisasi

1-23Leading Kepemimpinan melibatkan penggunaan kekuatan, kepribadian, dan pengaruh, persuasi, dan keterampilan komunikasi

Hasil dari kepemimpinan adalah tenaga kerja sangat termotivasi dan berkomitmen

1-24ControllingTugas manajer adalah untuk mengevaluasi seberapa baik suatu organisasi telah mencapai tujuannya dan untuk mengambil tindakan korektif yang diperlukan untuk mempertahankan atau meningkatkan kinerja.

Hsl dr proses kontrol adlh kemampuan unt mengukur kinerja sec akurat dan mengatur efisiensi dan effectiveness organisasiRoles that managers assume to provide direction and supervision to both employees and the organization as a whole.

Figureheadsymbolizing the organizations mission and what it is seeking to achieve.Leadertraining, counseling, and mentoring high employee performance.Liaisonlinking and coordinating the activities of people and groups both inside and outside the organization.1-25Interpersonal Roles25Roles associated with the tasks needed to obtain and transmit information in the process of managing the organization.

Monitoranalyzing information from both the internal and external environment.Disseminatortransmitting information to influence the attitudes and behavior of employees.Spokespersonusing information to positively influence the way people in and out of the organization respond to it.1-26Informational Roles26Levels of ManagementTop ManagersMiddles ManagersFirst Line Managers1-28Relative Amount of Time That Managers Spend on the Four Managerial Functions

Figure 1.4What skill is the ability to understand, alter, lead, and control the behavior of other individuals and groups?

ConceptualHumanTechnicalManagerial

1-29Question?29Conceptual skillsThe ability to analyze and diagnose a situation and distinguish between cause and effect.Human skillsThe ability to understand, alter, lead, and control the behavior of other individuals and groups.Technical skillsJob-specific skills required to perform a particular type of work or occupation at a high level.1-30Managerial Skills301-31Skill Types Needed

Figure 1.5Specific set of departmental skills, abilities, knowledge and experience that allows one organization to outperform its competitors1-32Core CompetencyInvolves simplifying, shrinking, or downsizing an organizations operations to lower operating costsCan reduce the morale of remaining employees1-33RestructuringMelibatkan menyederhanakan, menyusutkan, atau perampingan operasi organisasi untuk biaya operasi yg lebih rendah

- Dapat mengurangi semangat pr kary yg tersisaContracting with another company, usually in a low cost country abroad, to perform a work activity the company previously performed itself

Increases efficiency by lowering operating costs, freeing up money and resources that can now be used in more effective ways1-34OutsourcingWhat is the biggest challenge for management in a Global Environment?

Building a Competitive AdvantageMaintaining Ethical StandardsManaging a Diverse WorkforceGlobal Crisis Management

1-35Discussion Question35There is no one correct answer. It will depend on the firm and its industry. Some firms need to spend more time with ethics, others with building a competitive advantage, etc. Students should be prepared to discuss based on an industry they are familiar with.Rise of Global Organizations.Building a Competitive AdvantageMaintaining Ethical StandardsManaging a Diverse WorkforceUtilizing Information Technology &TechnologiesGlobal Crisis Management1-36Challenges for Management ina Global Environment36Tantangan bg mgt dlm lingk globalCompetitive Advantage ability of one organization to outperform other organizations because it produces desired goods or services more efficiently and effectively than its competitors1-37Building Competitive AdvantageKeuntungan Building Competitive 371-38Building Blocks of Competitive Advantage

Figure 1.6Difficult and complex management taskDone under conditions of great uncertaintyRisk of failure is greater for a troubled companyMore radical restructuring necessary 1-39Turnaround ManagementTurnaround = perubahan haluan39Managers are under considerable pressure to make the best use of resourcesToo much pressure may induce managers to behave unethically, and even illegally1-40Maintaining Ethical and Socially Responsible StandardsTo create a highly trained and motivated workforce managers must establish HRM procedures that are legal, fair and do not discriminate against organizational members1-41Managing a Diverse WorkforceMengelola berragam kekuatan pekerja41May be the result of:Natural causesManmade causesInternational terrorismGeopolitical conflicts1-42Global Crisis Management

Selamat Malam