Pengantar Management Organisasi

Romi Satria Wahono

Lembaga Ilmu Pengetahuan Indonesia (LIPI) Saitama University
Disampaikan di Seminar Manajemen PMIJ, Komaba, Japan, 29 Desember 2001 Komaba,

Romi Satria Wahono

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Pengertian Management Tugas dan Peran Manager Pengertian Organisasi Kultur dan Karakteristik Organisasi

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Siapa Itu Manager

Jenis Pekerja:
Non-managerial employees Managers Seseorang yang bekerja dengan dan melalui orang lain, mengkoordinir aktifitas kerja mereka untuk mencapai suatu tujuan organisasi.
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Manager:

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Klasifikasi Manager

Top Managers Middle Managers First Line Managers Non-managerial Employees

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Apa Itu Management

Proses pengkoordinasian aktifitas kerja beberapa orang, sehingga kerja bisa terselesaikan secara efektif dan efisien

Management:

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Efektif dan Efisien dalam Management

Efficiency (doing things right) Resource Usage Low Waste Effectiveness (doing the right things) Goal Attainment High Attainment

Management strives for: Low resource waste (high efficiency) High goal attainment (high effectiveness)
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Apa Tugas Manager

Management Function and Process Management Roles Management Skills Managing in Changing Situations

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Management Functions
Planning
Defining goals, establishing strategy, and developing sub-plans to coordinate activities

Organizing Leading
Determining what needs to be done, how it will be done, and who is to do it Directing and motivating all involved parties and resolving conflicts

Controlling
Monitoring activities to ensure that they are accomplished as planned

Lead to

Achieving the Achieving the organizations organizations stated purpose stated purpose
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Management Roles:

Interpersonal
Description

Interpersonal

Examples
- Greeting visitors; signing legal documents

Figurehead

- Symbolic head; obliged to perform a number of routine duties of a legal or social nature - Responsible for the motivation of subordinates; responsible for staffing training, and associated duties - Maintains self-developed network of outside contacts and informers who provide favors and information

Leader

- Performing virtually all activities that involve subordinates

Liaison

- Acknowledging mail; doing external board work; performing other activities that involve outsiders
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Management Roles:

Informational
Description

Informational

Examples
- Reading periodicals and reports; maintaining personal contacts

Monitor

- Seeks and receives wide variety of internal and external information to develop thorough understanding of organizations and environment - Transmits information received from outsiders or subordinates to members od the organization - Transmits information to outsiders on organization's plans, policies, results, etc.

Disseminator

- Holding information meetings; making phone calls to relay information

Spokesperson
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- Holding board meetings; giving information to the media

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Management Roles:

Decisional

Decisional

Description
- Searches opportunities and initiates improvement projects - Responsible for corrective action when organization faces important, unexpected disturbances - Responsible for the allocations of organizational resources of all kinds - Responsible for presenting the organization at major negotiations

Examples
- Organizing strategy to develop new programs - Organizing strategy that involve disturbances and crises - Scheduling; requeting authorization - Participating in union contract negotiations

Entrepreneur Disturbance handler

Resource Allocator Negotiator

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Management Skills
Top Management Middle Management Lower-Level Management
Level of importance
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Conceptual Skills Human Skills Technical Skills

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
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Apa Itu Organisasi

Organisasi: Sekelompok manusia yang bekerjasama, dengan suatu perencanaan kerja dan peraturan, untuk mencapai suatu tujuan tertentu.

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Karakteristik Organisasi
Tujuan Jelas Orang

Struktur

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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 -

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

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Learning Organization vs Traditional Organization

Traditional Organization
- Attitude toward change - Attitude toward new ideas - Whos responsible for innovation - Main fear - Competitive advantage - Managers job
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Learning Organization
- If you arent changing, it wont be working for long - If it was invented or reinvented here, reject it - Everyone in organization - Not learning, not adapting - Ability to learn, knowledge and expertise - Enable others
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- If its working dont change it - If it was not invented here reject it - Traditional areas, such as R& D - Making mistakes - Product and services - Control others

Organizational Culture
Innovation and Risk Taking Aggressiveness Team Orientation Outcome Orientation People Orientation

Organizational Cultural

Stability
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Bagaimana Memahami Kultur Organisasi

Stories Rituals Material Symbols Language

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Lingkungan Organisasi
Legal Technological Public Pressure Groups Economics

Suppliers

The Organization Competitors Customers

Global Sociocultural
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Political

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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

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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.

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