an overview of management

An Overview of Management

Wisynu Ari GutamaJurusan Sosial EkonomiFakultas Pertanian Universitas BrawijayaMalang 2009

Definition:• Stoner (1982) in Handoko (2003):

“proses perencanaan, pengorganisasian, pengarahan & pengawasan atas penggunaan sumberdaya organisasi dan usaha anggota organisasi demi mencapai tujuan organisasi yang telah ditetapkan”.

• Hasibuan (2001) :“ilmu & seni mengatur proses pemanfaatan SDM dan sumberdaya lainnya secara efektif & efisien untuk mencapai tujuan tertentu”.

• Koontz & O’Donnel (2001):“getting things done through people, in bringing up the coordination of group activity, the manager, as manager plans, organises, staffs, direct, and control activities of other people”.

Management :

• It has purposes that they want to achieve• A combination of a knowledge and art.• It is a systematic process, there is

coordination, cooperative & integrity within them.

• It can be applied if there are two or more people working together within an organisation.

• It has to be based on the division of works, duties, and responsibilities.

• It is a tool to reach a goal.

Manajemen adalah suatu RANGKAIAN PROSES yang meliputi kegiatan perencanaan, pengorganisasian, pelaksanaan, pengawasan, evaluasi dan pengendalian dalam rangka MEMBERDAYAKAN seluruh sumber daya organisasi (SDM, MODAL, MATERIAL, DAN TEKNOLOGI) secara OPTIMAL untuk MENCAPAI TUJUAN ORGANISASI.

A good management can be applied if....

• There are same purposes and goals • There is a formal bond and rules• There is a division in works, duties &

responsibilities• There are more than 2 people• There is an authority & delegation of

authority• There is a coordination & integrity in the

process of management• There is a ruler & those who are being

ruled

Teori Manajemen:

• Manajemen ilmiah by Frederick Taylor

• Teori organisasi klasik by Henri Fayol

• Hubungan manusiawi by Hawthorne Studies

• Manajemen modern by Abraham Maslow

Manajemen ilmiah :1

• Staff selection• Staff education & development• Good cooperation between management and workers

Application : Time & movement studies Functional foremanship Exceptancy principles Instruction cards Ceritication of standard for works, equipments & workers

Manajemen ilmiah 2

Disadvantages :1. The increase in productivity not the

salary as well2. The approach system to workers is

economically & physically not socially

3. Ignores the willingness of the workers

Organisasi ilmiah :

operational

tech. act.

comm.

act.

finance

act.

security

act.

account

act.

managerial

planning

organisational

giving orders

coordination

supervision

Hubungan Manusiawi :• Best possible person• Best possible work• Best possible effect

Advantage : manager always remember on how to treat his/her staff well.

Disadvantages : in further, this theory didn’t give a maximum outcome

Manajemen modern : 1

• Perilaku organisasi :– Management isn’t a strict technique– Management has to be systemised– Organisation is a whole & the

supervision to workers by manager has to be suitable with the current situation

– Motivasional approach for workers is very much needed

Manajemen modern : 2

• Aliran kuantitatif : / management science– Perumusan masalah– Penyusunan model matematis– Penyelesaian dari model– Uji model & hasil uji– Pengawasan atas hasil uji model– Implementasi hasil uji

Approaches in management : 1

• Systematic approach :– Organisation as a whole– Parts that are link together– Every element depends to each other– The approach : general & specific

systems, close & open analysis

Approaches in management : 2

Contingency approach :The manager should identify which technique

he/she would be used to obtain the management’s goal, in a specific situation, specific condition & specific time.

Pendekatan klasik + hubungan manusiawi = contingency approach

Contents :Organisation planningLeadershipStrategic planningDynamic groups

Theories in the future:

• Dominan• Divergence (penyimpangan)• Convergence (pemusatan)• Sintesa

Fungsi Perencanaan

Mencakup semua kegiatan yg ditujukan untuk menyusun program kerja selama periode tertentu pada masa yang akan datang berdasarkan visi, misi, tujuan, serta sasaran organisasi. Perencanaan dilakukan pd bdg keuangan, pemasaran, produksi, persediaan, dll.

4 langkah kunci

• Pemikiran ke masa depan• Serangkaian tindakan• Pemahaman penuh terhadap semua

faktor yang terlibat• Pengarahan kepada sasaran khusus

(Downey dan Erickson, 1992)

Peran Tingkatan Manajemen dalam Perencanaan

Pernc/ Kbjk Stratg

Perncn Opersnl/ Prosedur2

Perncnaan Praktis/ Kertas Kerja

6 Langkah Penting dlm Proses Perencanaan

• Mengumpulkan fakta2 dan informasi• Menganalisis fakta2 dan informasi• Memprediksi perkembangan pd ms

dpn• Menetapkan tujuan• Mengembangkan alternatif2

tindakan• Mengembangkan sistem evaluasi

(Downey dan Erickson, 1992)

Fungsi Pengorganisasian

• Menyusun struktur organisasi• Menentukan pekerjaan yg hrs

dikerjakan• Memilih, menempatkan dan

mengembangkan karyawan• Merumuskan garis kegiatan

perusahaan• Membentuk sejumlah hubungan

dalam organisasi dan kemudian menunjuk stafnya

(Downey dan Erickson, 1992)

Fungsi Pelaksanaan/Pengarahan

Meliputi usaha untuk memimpin, menyelia, atau mengawasi, memotivasi, mendelegasikan, dan menilai karyawan yang ada dalam organisasi.

Fungsi Pengawasan

Bagaimana membangun sistem pengawasan dan melaksanakan pengawasan terhadap pelaksanaan rencana yang telah dibuat agar tetap berjalan pada jalur yang telah ditetapkan.

Fungsi Evaluasi

Menekankan upaya untuk menilai proses pelaksanaan rencana, mengenai ada tidaknya penyimpangan, dan tercapai tidaknya sasaran yang telah ditetapkan berdasarkan rencana yang telah dibuat.

Fungsi Pengendalian

Suatu upaya manajerial untuk mengembalikan semua kegiatan pada jalur yang telah ditentukan.Jika ada penyimpangan dari prosedur kerja dapat segera dilakukan pengendalian

The Four Functions of Management

PlanningPlanning

OrganizingOrganizing

ControllingControlling

DirectingDirecting DynamicContinuous

Process

Planning Functions

The objective of planning: Put the firm in the best possible position relative to future business conditions and customer demands

Planning begins with the organization developing its marketing plan

1. Define the firm’s purpose

2. State the firm’s objective

The Organizing Function

• Development of an organizational scheme that can accomplish the firm’s purpose and objective efficiently and effectively

• The selection of a legal structure

– Partnership

– Cooperative

– Corporation

The Controlling Function

• Concerned with giving management feedback on the firm’s progress toward the goals set in planning

• Include measures of an individual’s progress as well as the progress of entire departments and business

• Production rates per hour, cost per unit, or annual dollar sales will determine the success or failure of the business

The Directing Function

• Implementation of the other three management functions (planning, organizing, and controlling)

• Successful directing relies strongly on good leadership skills to accomplish its mission

• The success of the directing function depends on the managers’ ability to motivate their employees

What decisions need to be made?

• What to produce?• How much to produce?• What kinds and amounts of

resources to use?• What technology to use?• When to buy and sell?• How to finance?

The Six Steps in Decision Making

Identifying the Problem

Selecting the Best Alternatives

Analyzing the Alternatives

Following UpDetermining Alternative

Courses of Action

Implementingthe Decision

Who makes the decisions?

• Farm Operator• Spouse• Landlords• Farm managers• Farm Advisors• Government• Financers

Major Areas of Business Management

• Planning • Organizing• Directing (leading)• Staffing• Controlling

Decision Making Steps

• 1. Define the problem• 2. List Alternatives• 3. Analyze alternatives• 4. Select best alternatives• 5. Act on decision• 6. Evaluate

Good Managers vs. Bad Managers

• Takes Pride• Neat• Plans ahead• good record

keeping• has the expertise

• Easy going• Unorganized• shoots from the hip• no records• outdated methods

Four Basic Business Structures

• Sole Proprietorship• Partnership• Corporation• Cooperative

Sole Proprietorship (Perush Perseo)

• One owner makes all decisions• Owner responsible for all liabilities• Can have multiple employees

Partnership

• Owned by two or more people• Owners are responsible for their

share of liabilities• Written agreements usually specify

percent of ownership, responsibilities, and decision making process.

Corporation

• Owned by stockholders• Business is treated as a single entity• Stockholders not personally

responsible for liabilities of the business

• Returns profits in form of “dividends” to stockholders

Cooperative

• Owned by the users of the business• Elected board of directors• Profits are returned in the form of

“patronage refunds” to users of the coop

References :

Handoko, T.H., 2003, Manajemen, BPFE Yogyakarta.

Hasibuan, M.S.P., 2001, Manajemen: dasar, penhertian, dan masalah, PT Bumi Aksara, Jakarta.

Sule, E.T., & Saefullah, K., 2005, Pengantar manajemen, Prenada Media Group, Jakarta.