Introduction to Organization Management (Pengantar Manajemen Organisasi)
Pengantar
Management Organisasi
Romi Satria Wahono
Lembaga Ilmu Pengetahuan Indonesia (LIPI)
Saitama University
Disampaikan di Seminar Manajemen PMIJ, Komaba,
Komaba, Japan, 29 Desember 2001
Romi Satria Wahono
1
Isi
Pengertian Management
Tugas dan Peran Manager
Pengertian Organisasi
Kultur dan Karakteristik Organisasi
Romi Satria Wahono
2
Siapa Itu Manager
Jenis Pekerja:
Non-managerial
employees
Managers
Manager:
Seseorang yang bekerja
dengan dan melalui
orang lain,
mengkoordinir aktifitas
kerja mereka untuk
mencapai suatu tujuan
organisasi.
Romi Satria Wahono
3
Klasifikasi Manager
Top Managers
Middle Managers
First Line Managers
Non-managerial Employees
Romi Satria Wahono
4
Apa Itu Management
Management:
Proses
pengkoordinasian
aktifitas kerja
beberapa orang,
sehingga kerja bisa
terselesaikan secara
efektif dan efisien
Romi Satria Wahono
5
Efektif dan Efisien dalam
Management
Efficiency
(doing things right)
Effectiveness
(doing the right things)
Resource
Usage
Goal
Attainment
Low Waste
High Attainment
Management strives for:
Low resource waste (high efficiency)
High goal attainment (high effectiveness)
Romi Satria Wahono
6
Apa Tugas Manager
Management Function and Process
Management Roles
Management Skills
Managing in Changing Situations
Romi Satria Wahono
7
Management Functions
Planning
Organizing Leading
Controlling
Defining
goals,
establishing
strategy, and
developing
sub-plans to
coordinate
activities
Determining
what needs
to be done,
how it will be
done, and
who is to do
it
Monitoring
activities to
ensure that
they are
accomplished
as planned
Directing and
motivating
all involved
parties and
resolving
conflicts
Lead to
Achieving
Achievingthe
the
organization’s
organization’s
stated
statedpurpose
purpose
Romi Satria Wahono
8
Management Roles:
Interpersonal
Interpersonal
Description
Examples
Figurehead
- Symbolic head; obliged to
perform a number of routine
duties of a legal or social
nature
- Greeting visitors; signing
legal documents
- Responsible for the
motivation of subordinates;
responsible for staffing
training, and associated
duties
- Performing virtually all
activities that involve
subordinates
- Maintains self-developed
network of outside contacts
and informers who provide
favors and information
- Acknowledging mail; doing
external board work;
performing other activities that
involve outsiders
Leader
Liaison
Romi Satria Wahono
9
Management Roles:
Informational
Informational
Description
Examples
- Seeks and receives wide
variety of internal and external
information to develop
thorough understanding of
organizations and environment
- Reading periodicals and
reports; maintaining personal
contacts
Disseminator
- Transmits information
received from outsiders or
subordinates to members od
the organization
- Holding information
meetings; making phone calls
to relay information
Spokesperson
- Transmits information to
outsiders on organization's
plans, policies, results, etc.
- Holding board meetings;
giving information to the
media
Monitor
Romi Satria Wahono
10
Management Roles:
Decisional
Decisional
Description
Examples
Entrepreneur
- Searches opportunities and
initiates improvement projects
- Organizing strategy to
develop new programs
Disturbance
handler
- Responsible for corrective
action when organization faces
important, unexpected
disturbances
- Organizing strategy that
involve disturbances and
crises
Resource
Allocator
- Responsible for the
allocations of organizational
resources of all kinds
- Scheduling; requeting
authorization
Negotiator
- Responsible for presenting
the organization at major
negotiations
- Participating in union
contract negotiations
Romi Satria Wahono
11
Management Skills
Top
Management
Middle
Management
Conceptual
Skills
Human
Skills
Lower-Level
Management
Technical
Skills
Level of importance
Romi Satria Wahono
12
Managing in Changing
Situations
Management tidak bisa
berbasis pada metode yang
tetap dan sederhana
Perubahan waktu, situasi
dan lingkungan
mengharuskan manager
untuk menggunakan
pendekatan dan metode
berbeda
Situational Approach
Romi Satria Wahono
13
Apa Itu Organisasi
Organisasi:
Sekelompok manusia
yang bekerjasama,
dengan suatu
perencanaan kerja dan
peraturan, untuk
mencapai suatu tujuan
tertentu.
Romi Satria Wahono
14
Karakteristik Organisasi
Tujuan
Jelas
Struktur
Orang
Romi Satria Wahono
15
The Changing Organization
Traditional Organization
-
Stable
Inflexible
Job focused
Work is defined by job position
-
Individual oriented
Permanent jobs
Command oriented
Managers always make decisions
Rule oriented
Relatively homogeneous workforce
Workdays defined as 9 to 5
hierarchical relationship
Work to organizational facility during
specific hours
Romi Satria Wahono
New Organization
-
Dynamic
Flexible
Skills focused
Works is defined in terms of tasks
to be done
- Team oriented
- Temporary jobs
- Involvement oriented
- Employees participate in decision making
- Customer oriented
- Diverse workforce
- Workdays have no time boundaries
- Lateral and networked relationships
- Work anywhere, anytime
16
Learning Organization vs
Traditional Organization
Traditional Organization
Learning Organization
- Attitude toward
change
- If it’s working don’t
change it
- If you aren’t changing, it
won’t be working for long
- Attitude toward
new ideas
- If it was not invented here
reject it
- If it was invented or
reinvented here, reject it
- Who’s responsible
for innovation
- Traditional areas, such as
R& D
- Everyone in organization
- Main fear
- Making mistakes
- Not learning, not adapting
- Competitive
advantage
- Product and services
- Ability to learn, knowledge
and expertise
- Manager’s job
- Control others
- Enable others
Romi Satria Wahono
17
Organizational Culture
Innovation and
Risk Taking
Aggressiveness
Team
Orientation
Organizational
Cultural
Outcome
Orientation
People
Orientation
Stability
Romi Satria Wahono
18
Bagaimana Memahami
Kultur Organisasi
Stories
Rituals
Material Symbols
Language
Romi Satria Wahono
19
Lingkungan Organisasi
Legal
Technological
Economics
Public
Pressure
Groups
Suppliers
The
Organization
Competitors
Customers
Global
Political
Sociocultural
Romi Satria Wahono
20
Isu-Isu Lain
Bidang Management
Scientific Management Theory [Frederick
W. Taylor] [Frank & Lilian Gilbert]
Organizational Behavior
E-Business Management
Total Quality Management
Human Resource Management
Romi Satria Wahono
21
Referensi
[Robbins-2002] Stephen P. Robbins and Mary
Coulter, Management, Prentice-Hall
International, 2002.
[Mintzberg-1973] Henry Mintzberg, The Nature
of Managerial Work, Harper & Row, 1973.
Romi Satria Wahono
22
Management Organisasi
Romi Satria Wahono
Lembaga Ilmu Pengetahuan Indonesia (LIPI)
Saitama University
Disampaikan di Seminar Manajemen PMIJ, Komaba,
Komaba, Japan, 29 Desember 2001
Romi Satria Wahono
1
Isi
Pengertian Management
Tugas dan Peran Manager
Pengertian Organisasi
Kultur dan Karakteristik Organisasi
Romi Satria Wahono
2
Siapa Itu Manager
Jenis Pekerja:
Non-managerial
employees
Managers
Manager:
Seseorang yang bekerja
dengan dan melalui
orang lain,
mengkoordinir aktifitas
kerja mereka untuk
mencapai suatu tujuan
organisasi.
Romi Satria Wahono
3
Klasifikasi Manager
Top Managers
Middle Managers
First Line Managers
Non-managerial Employees
Romi Satria Wahono
4
Apa Itu Management
Management:
Proses
pengkoordinasian
aktifitas kerja
beberapa orang,
sehingga kerja bisa
terselesaikan secara
efektif dan efisien
Romi Satria Wahono
5
Efektif dan Efisien dalam
Management
Efficiency
(doing things right)
Effectiveness
(doing the right things)
Resource
Usage
Goal
Attainment
Low Waste
High Attainment
Management strives for:
Low resource waste (high efficiency)
High goal attainment (high effectiveness)
Romi Satria Wahono
6
Apa Tugas Manager
Management Function and Process
Management Roles
Management Skills
Managing in Changing Situations
Romi Satria Wahono
7
Management Functions
Planning
Organizing Leading
Controlling
Defining
goals,
establishing
strategy, and
developing
sub-plans to
coordinate
activities
Determining
what needs
to be done,
how it will be
done, and
who is to do
it
Monitoring
activities to
ensure that
they are
accomplished
as planned
Directing and
motivating
all involved
parties and
resolving
conflicts
Lead to
Achieving
Achievingthe
the
organization’s
organization’s
stated
statedpurpose
purpose
Romi Satria Wahono
8
Management Roles:
Interpersonal
Interpersonal
Description
Examples
Figurehead
- Symbolic head; obliged to
perform a number of routine
duties of a legal or social
nature
- Greeting visitors; signing
legal documents
- Responsible for the
motivation of subordinates;
responsible for staffing
training, and associated
duties
- Performing virtually all
activities that involve
subordinates
- Maintains self-developed
network of outside contacts
and informers who provide
favors and information
- Acknowledging mail; doing
external board work;
performing other activities that
involve outsiders
Leader
Liaison
Romi Satria Wahono
9
Management Roles:
Informational
Informational
Description
Examples
- Seeks and receives wide
variety of internal and external
information to develop
thorough understanding of
organizations and environment
- Reading periodicals and
reports; maintaining personal
contacts
Disseminator
- Transmits information
received from outsiders or
subordinates to members od
the organization
- Holding information
meetings; making phone calls
to relay information
Spokesperson
- Transmits information to
outsiders on organization's
plans, policies, results, etc.
- Holding board meetings;
giving information to the
media
Monitor
Romi Satria Wahono
10
Management Roles:
Decisional
Decisional
Description
Examples
Entrepreneur
- Searches opportunities and
initiates improvement projects
- Organizing strategy to
develop new programs
Disturbance
handler
- Responsible for corrective
action when organization faces
important, unexpected
disturbances
- Organizing strategy that
involve disturbances and
crises
Resource
Allocator
- Responsible for the
allocations of organizational
resources of all kinds
- Scheduling; requeting
authorization
Negotiator
- Responsible for presenting
the organization at major
negotiations
- Participating in union
contract negotiations
Romi Satria Wahono
11
Management Skills
Top
Management
Middle
Management
Conceptual
Skills
Human
Skills
Lower-Level
Management
Technical
Skills
Level of importance
Romi Satria Wahono
12
Managing in Changing
Situations
Management tidak bisa
berbasis pada metode yang
tetap dan sederhana
Perubahan waktu, situasi
dan lingkungan
mengharuskan manager
untuk menggunakan
pendekatan dan metode
berbeda
Situational Approach
Romi Satria Wahono
13
Apa Itu Organisasi
Organisasi:
Sekelompok manusia
yang bekerjasama,
dengan suatu
perencanaan kerja dan
peraturan, untuk
mencapai suatu tujuan
tertentu.
Romi Satria Wahono
14
Karakteristik Organisasi
Tujuan
Jelas
Struktur
Orang
Romi Satria Wahono
15
The Changing Organization
Traditional Organization
-
Stable
Inflexible
Job focused
Work is defined by job position
-
Individual oriented
Permanent jobs
Command oriented
Managers always make decisions
Rule oriented
Relatively homogeneous workforce
Workdays defined as 9 to 5
hierarchical relationship
Work to organizational facility during
specific hours
Romi Satria Wahono
New Organization
-
Dynamic
Flexible
Skills focused
Works is defined in terms of tasks
to be done
- Team oriented
- Temporary jobs
- Involvement oriented
- Employees participate in decision making
- Customer oriented
- Diverse workforce
- Workdays have no time boundaries
- Lateral and networked relationships
- Work anywhere, anytime
16
Learning Organization vs
Traditional Organization
Traditional Organization
Learning Organization
- Attitude toward
change
- If it’s working don’t
change it
- If you aren’t changing, it
won’t be working for long
- Attitude toward
new ideas
- If it was not invented here
reject it
- If it was invented or
reinvented here, reject it
- Who’s responsible
for innovation
- Traditional areas, such as
R& D
- Everyone in organization
- Main fear
- Making mistakes
- Not learning, not adapting
- Competitive
advantage
- Product and services
- Ability to learn, knowledge
and expertise
- Manager’s job
- Control others
- Enable others
Romi Satria Wahono
17
Organizational Culture
Innovation and
Risk Taking
Aggressiveness
Team
Orientation
Organizational
Cultural
Outcome
Orientation
People
Orientation
Stability
Romi Satria Wahono
18
Bagaimana Memahami
Kultur Organisasi
Stories
Rituals
Material Symbols
Language
Romi Satria Wahono
19
Lingkungan Organisasi
Legal
Technological
Economics
Public
Pressure
Groups
Suppliers
The
Organization
Competitors
Customers
Global
Political
Sociocultural
Romi Satria Wahono
20
Isu-Isu Lain
Bidang Management
Scientific Management Theory [Frederick
W. Taylor] [Frank & Lilian Gilbert]
Organizational Behavior
E-Business Management
Total Quality Management
Human Resource Management
Romi Satria Wahono
21
Referensi
[Robbins-2002] Stephen P. Robbins and Mary
Coulter, Management, Prentice-Hall
International, 2002.
[Mintzberg-1973] Henry Mintzberg, The Nature
of Managerial Work, Harper & Row, 1973.
Romi Satria Wahono
22