Slide MAN 101 Slide 02
Perkembangan dan
Sejarah Konsep
Manajemen
Bab 2
Dasar-dasar Manajemen
Universitas Pembangunan Jaya
Semester Gasal 2016
Management Perspectives Over Time
Exhibit 2.1, p.44
2000
The Technology-Driven Workplace
2010
1990
The Learning Organization
2010
1980
Total Quality Management
2000
1970
Contingency Views
2000
1950
Systems Theory
2000
1940
Management Science Perspective
1990
1930
Humanistic Perspective
1990
1890
3
Classical
1940
2010
1870
2.2 Classical Viewpoint: Scientific &
Administrative Management
CLASSICAL PERSPECTIVE
Management - Chapter 2
5
Frederick W. Taylor
Frederick Taylor is known
today as the "father of
scientific management."
One of his many
contributions to modern
management is the
common practice of giving
employees rest breaks
throughout the day.
Frederick W. Taylor
1856-1915
• Fredrick Winslow Taylor
• The “father” of scientific management
• Published Principles of Scientific Management (1911)
• The theory of scientific management
• Using scientific methods to define the “one best way” for a job to
be done:
• Putting the right person on the job with the correct tools and
equipment.
• Having a standardized method of doing the job.
• Providing an economic incentive to the worker.
Scientific
Management
© 2007 Prentice Hall, Inc. All rights reserved.
2–7
Exhibit 2–2 Taylor’s Four Principles of Management
1. Develop a science for each element of an
individual’s work, which will replace the old ruleof-thumb method.
2. Scientifically select and then train, teach, and
develop the worker.
3. Heartily cooperate with the workers so as to
ensure that all work is done in accordance with the
principles of the science that has been developed.
4. Divide work and responsibility almost equally
between management and workers. Management
takes over all work for which it is better fitted than
the workers.
2–8
© 2007 Prentice Hall, Inc. All rights reserved.
Frank & Lillian Gilbreth
Frank and Lillian Gilbreth were prolific
researchers and often used their family as
guinea pigs. Their work is the subject of
Cheaper by the Dozen, written by their son
and daughter.
• Frank and Lillian Gilbreth
• Focused on increasing worker productivity through the
reduction of wasted motion
• Developed the microchronometer to time worker motions
and optimize work performance
• How Do Today’s Managers Use Scientific Management?
• Use time and motion studies to increase productivity
• Hire the best qualified employees
• Design incentive systems based on output
Scientific
Management (cont’d)
© 2007 Prentice Hall, Inc. All rights reserved.
2–
10
Administrative Principles
• Contributors: Henri Fayol, Mary Parker,
and Chester I. Barnard
• Focus:
• Organization rather than the individual
• Delineated the management functions
of planning, organizing, commanding,
coordinating, and controlling
11
Henri Fayol 1841-1925
14 General
Principles of Management
Division of labor
Authority
Discipline
Unity of command
Unity of direction
Subordination of
individual interest
Remuneration
Centralization
Scalar chain
Order
Equity
Stability and tenure
of staff
Initiative
Esprit de corps
12
• Importance of common super-ordinate goals for reducing
conflict in organizations
• Popular with businesspeople of her day
• Overlooked by management scholars
• Contrast to scientific management
• Reemerging as applicable in dealing with rapid change
in global environment
• Leadership – importance of people vs. engineering
techniques
Mary Parker Follett
1868-1933
Ethics - Power - Empowerment
13
• Informal Organization
• Cliques
• Naturally occurring social groupings
• Acceptance Theory of Authority
• Free will
• Can choose to follow management orders
Chester Barnard
1886-1961
14
Bureaucratic Management
Bureaucracy
The exercise of control on the
basis of knowledge, expertise, or
experience.
Max Weber
1864-1920
• Max Weber 1864-1920
• Prior to Bureaucracy Organizations
• European employees were loyal to a single
individual rather than to the organization or
its mission
• Resources used to realize individual desires
rather than organizational goals
• Systematic approach –looked at organization
as a whole
Bureaucracy
Organizations
Ethical Dilemma: The Supervisor
16
Exhibit 2–4 Weber’s Ideal Bureaucracy
2–
17
© 2007 Prentice Hall, Inc. All rights reserved.
Humanistic
Perspective
Human
Relations
Movement
Human
Resources
Perspective
Humanistic
Perspective
Behavioral
Sciences
Approach
Kepuasaan karyawan pada kebutuhan
dasar sebagai kunci utama untuk
meningkatkan produktivitas
Human Relations
Movement
19
Hawthorne Studies:
Elton Mayo
• Workers’ feelings and
attitudes affected their work
• Financial incentives weren’t
the most important motivator
for workers
• Group norms and behavior
play a critical role in
behavior at work
Pekerjaan harus didesain untuk memenuhi
kepuasan karyawan dengan
memperbolehkan pekerja menggunakan
potensi mereka secara penuh
Human Resource
Perspective
21
Abraham Maslow’s
Hierarchy of Needs
1908-1970
Self-actualization
Esteem
Belongingness
Chapter 16 – Maslow in more detail
Safety
Physiological
Based on needs satisfaction
22
Douglas McGregor
Theory X & Y
Theory X Assumptions
• Dislike work –will avoid it
• Must be coerced,
controlled, directed, or
threatened with punishment
• Prefer direction, avoid
responsibility, little
ambition, want security
1906-1964
Theory Y Assumptions
• Do not dislike work
• Self direction and self
control
• Seek responsibility
• Imagination, creativity
widely distributed
• Intellectual potential only
partially utilized
23
Contingency Management
Contingency Approach
Holds that the most effective management
theory or idea depends on the kinds of
problems or situations that managers are
facing at a particular time and place.
• Management is harder than it looks
• Managers need to look for key contingencies that
differentiate today’s situation from yesterday’s
situation
• Managers need to spend more time analyzing
problems before taking action
• Pay attention to qualifying phrases,
such as “usually”
Contingency
Management
Thank You
Interview managers, dari tingkat manajemen yang berbeda.
•
•
•
•
•
•
Briefly describe your current position and responsibilities.
What do your subordinates expect from you on the job?
What are the major stresses and challenges you face on the job?
What, if anything, do you dislike about the job?
What do you like best about your job?
What are the critical differences between average managers and top-performing
managers?
• Think about the skills and knowledge that you need to be effective in your job.
What are they, and how did you acquire them?
• What have been your biggest mistakes thus far? Could you have avoided them? If
so, how?
Next class
assignments
Sejarah Konsep
Manajemen
Bab 2
Dasar-dasar Manajemen
Universitas Pembangunan Jaya
Semester Gasal 2016
Management Perspectives Over Time
Exhibit 2.1, p.44
2000
The Technology-Driven Workplace
2010
1990
The Learning Organization
2010
1980
Total Quality Management
2000
1970
Contingency Views
2000
1950
Systems Theory
2000
1940
Management Science Perspective
1990
1930
Humanistic Perspective
1990
1890
3
Classical
1940
2010
1870
2.2 Classical Viewpoint: Scientific &
Administrative Management
CLASSICAL PERSPECTIVE
Management - Chapter 2
5
Frederick W. Taylor
Frederick Taylor is known
today as the "father of
scientific management."
One of his many
contributions to modern
management is the
common practice of giving
employees rest breaks
throughout the day.
Frederick W. Taylor
1856-1915
• Fredrick Winslow Taylor
• The “father” of scientific management
• Published Principles of Scientific Management (1911)
• The theory of scientific management
• Using scientific methods to define the “one best way” for a job to
be done:
• Putting the right person on the job with the correct tools and
equipment.
• Having a standardized method of doing the job.
• Providing an economic incentive to the worker.
Scientific
Management
© 2007 Prentice Hall, Inc. All rights reserved.
2–7
Exhibit 2–2 Taylor’s Four Principles of Management
1. Develop a science for each element of an
individual’s work, which will replace the old ruleof-thumb method.
2. Scientifically select and then train, teach, and
develop the worker.
3. Heartily cooperate with the workers so as to
ensure that all work is done in accordance with the
principles of the science that has been developed.
4. Divide work and responsibility almost equally
between management and workers. Management
takes over all work for which it is better fitted than
the workers.
2–8
© 2007 Prentice Hall, Inc. All rights reserved.
Frank & Lillian Gilbreth
Frank and Lillian Gilbreth were prolific
researchers and often used their family as
guinea pigs. Their work is the subject of
Cheaper by the Dozen, written by their son
and daughter.
• Frank and Lillian Gilbreth
• Focused on increasing worker productivity through the
reduction of wasted motion
• Developed the microchronometer to time worker motions
and optimize work performance
• How Do Today’s Managers Use Scientific Management?
• Use time and motion studies to increase productivity
• Hire the best qualified employees
• Design incentive systems based on output
Scientific
Management (cont’d)
© 2007 Prentice Hall, Inc. All rights reserved.
2–
10
Administrative Principles
• Contributors: Henri Fayol, Mary Parker,
and Chester I. Barnard
• Focus:
• Organization rather than the individual
• Delineated the management functions
of planning, organizing, commanding,
coordinating, and controlling
11
Henri Fayol 1841-1925
14 General
Principles of Management
Division of labor
Authority
Discipline
Unity of command
Unity of direction
Subordination of
individual interest
Remuneration
Centralization
Scalar chain
Order
Equity
Stability and tenure
of staff
Initiative
Esprit de corps
12
• Importance of common super-ordinate goals for reducing
conflict in organizations
• Popular with businesspeople of her day
• Overlooked by management scholars
• Contrast to scientific management
• Reemerging as applicable in dealing with rapid change
in global environment
• Leadership – importance of people vs. engineering
techniques
Mary Parker Follett
1868-1933
Ethics - Power - Empowerment
13
• Informal Organization
• Cliques
• Naturally occurring social groupings
• Acceptance Theory of Authority
• Free will
• Can choose to follow management orders
Chester Barnard
1886-1961
14
Bureaucratic Management
Bureaucracy
The exercise of control on the
basis of knowledge, expertise, or
experience.
Max Weber
1864-1920
• Max Weber 1864-1920
• Prior to Bureaucracy Organizations
• European employees were loyal to a single
individual rather than to the organization or
its mission
• Resources used to realize individual desires
rather than organizational goals
• Systematic approach –looked at organization
as a whole
Bureaucracy
Organizations
Ethical Dilemma: The Supervisor
16
Exhibit 2–4 Weber’s Ideal Bureaucracy
2–
17
© 2007 Prentice Hall, Inc. All rights reserved.
Humanistic
Perspective
Human
Relations
Movement
Human
Resources
Perspective
Humanistic
Perspective
Behavioral
Sciences
Approach
Kepuasaan karyawan pada kebutuhan
dasar sebagai kunci utama untuk
meningkatkan produktivitas
Human Relations
Movement
19
Hawthorne Studies:
Elton Mayo
• Workers’ feelings and
attitudes affected their work
• Financial incentives weren’t
the most important motivator
for workers
• Group norms and behavior
play a critical role in
behavior at work
Pekerjaan harus didesain untuk memenuhi
kepuasan karyawan dengan
memperbolehkan pekerja menggunakan
potensi mereka secara penuh
Human Resource
Perspective
21
Abraham Maslow’s
Hierarchy of Needs
1908-1970
Self-actualization
Esteem
Belongingness
Chapter 16 – Maslow in more detail
Safety
Physiological
Based on needs satisfaction
22
Douglas McGregor
Theory X & Y
Theory X Assumptions
• Dislike work –will avoid it
• Must be coerced,
controlled, directed, or
threatened with punishment
• Prefer direction, avoid
responsibility, little
ambition, want security
1906-1964
Theory Y Assumptions
• Do not dislike work
• Self direction and self
control
• Seek responsibility
• Imagination, creativity
widely distributed
• Intellectual potential only
partially utilized
23
Contingency Management
Contingency Approach
Holds that the most effective management
theory or idea depends on the kinds of
problems or situations that managers are
facing at a particular time and place.
• Management is harder than it looks
• Managers need to look for key contingencies that
differentiate today’s situation from yesterday’s
situation
• Managers need to spend more time analyzing
problems before taking action
• Pay attention to qualifying phrases,
such as “usually”
Contingency
Management
Thank You
Interview managers, dari tingkat manajemen yang berbeda.
•
•
•
•
•
•
Briefly describe your current position and responsibilities.
What do your subordinates expect from you on the job?
What are the major stresses and challenges you face on the job?
What, if anything, do you dislike about the job?
What do you like best about your job?
What are the critical differences between average managers and top-performing
managers?
• Think about the skills and knowledge that you need to be effective in your job.
What are they, and how did you acquire them?
• What have been your biggest mistakes thus far? Could you have avoided them? If
so, how?
Next class
assignments