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Sri Hermawati PROSES MANAJEMEN. Siapa yang membutuhkan manajemen ?  Perusahaan (bisnis)  Semua tipe organisasi  Semua tipe kegiatan Mengapa manajemen.

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Presentation on theme: "Sri Hermawati PROSES MANAJEMEN. Siapa yang membutuhkan manajemen ?  Perusahaan (bisnis)  Semua tipe organisasi  Semua tipe kegiatan Mengapa manajemen."— Presentation transcript:

1 Sri Hermawati PROSES MANAJEMEN

2 Siapa yang membutuhkan manajemen ?  Perusahaan (bisnis)  Semua tipe organisasi  Semua tipe kegiatan Mengapa manajemen dibutuhkan ? 1. Untuk mencapai tujuan organisasi 2. Untuk menjaga keseimbangan di antara tujuan-tujuan yang saling bertentangan 3. Untuk mencapai efisiensi dan efektifitas

3 1–31–3 Management – The planning, organizing, leading, and controlling of human and other resources to achieve organizational goals effectively and efficiently. Managers – The people responsible for supervising the use of an organization’s resources to meet its goals. Resources are organizational assets – People  Skills  Knowledge  Information – Raw materials  Machinery  Financial capital WHAT IS MANAGEMENT?

4 4 MANAGEMENT IS… Effectiveness Efficiency Getting work done through others

5 5 Efficiency (Focus on Process/means) – Getting work done with a minimum of effort, expense, or waste – Doings things right—most output for least input Effectiveness (Focus on ends) – Accomplishing tasks that help fulfill organizational objectives – Doing the right things (you do your job well) EFFICIENCY AND EFFECTIVENESS

6 EFFICIENCY, EFFECTIVENESS, AND PERFORMANCE IN AN ORGANIZATION

7 Peter Drucker mengatakan bahwa: Efektifitas adalah melakukan pekerjaan yang benar ( doing the right things ) Efisiensi adalah melakukan pekerjaan dengan benar ( doing things right )

8 Planning, Organizing, Staffing, Leading, Controlling FUNCTIONS OF MANAGEMENT

9 © Copyright 2004 McGraw-Hill. All rights reserved.1–91–9 Identifying and selecting appropriate goals and courses of action for an organization. – The planning function determines how effective and efficient the organization is and determines the strategy of the organization. Three Steps in the Planning Process: – Deciding which goals to pursue. – Deciding what courses of action to adopt. – Deciding how to allocate resources. PLANNING

10 1–10 Structuring working relationships in a way that allows organizational members to work together to achieve organizational goals. Organizational Structure – A formal system of task and reporting relationships that coordinates and motivates organizational members. – Creating organizational structure: Grouping employees into departments according to the tasks performed. Laying out lines of authority and responsibility for organizational members. ORGANIZING

11 Staffing is a process of – Getting right people, for right job, at right time. People are asset for an organisation. – Attracting people to the organization. – Creating good working conditions – Specifying job responsibilities and training. – Grouping jobs into work units and development. FUNCTIONS OF MANAGEMENT (STAFFING)

12 Leading is a process of – Inspiring, motivating or directing people so that they will contribute to organizational objective. Leading involves motivation, leadership theories and communication. An important role of a manager is to motivate the people working on a project. FUNCTIONS OF MANAGEMENT (LEADING)

13 1–13 Evaluating how well an organization is achieving its goals and taking action to maintain or improve performance. – Monitoring individuals, departments, and the organization to determine if desired performance standards have been reached. – Taking action to increase performance as required. – The outcome of control is the ability to measure performance accurately and to regulate the organization for efficiency and effectiveness. CONTROLLING

14 Top Managers. Middle Managers. First-Line Managers. TINGKATAN MANAJER

15 RESPONSIBILITIES OF TOP MANAGERS 15 Creating a context for change Developing commitment and ownership in employees Creating a positive organizational culture through language and action Monitoring their business environments

16 RESPONSIBILITIES OF MIDDLE MANAGERS 16 Coordinate and link groups, departments, and divisions Monitor and manage the performance of subunits and managers who report to them Implement changes or strategies generated by top managers Plan and allocate resources to meet objectives

17 RESPONSIBILITIES OF FIRST-LINE MANAGERS 17 Manage the performance of entry-level employees Encourage, monitor, and reward the performance of workers Teach entry-level employees how to do their jobs Make detailed schedules and operating plans

18 1–18 RELATIVE AMOUNT OF TIME THAT MANAGERS SPEND ON THE FOUR MANAGERIAL FUNCTIONS Figure 1.4

19 1–19 SKILL TYPES NEEDED BY MANAGERIAL LEVEL

20 20 MANAGEMENT SKILLS (R. L. KATZ) Conceptual Skills Human Skills Technical Skills Top Managers Middle Managers First line Managers Top Managers Middle Managers First line Managers

21 21 Technical skills – Knowledge and proficiency in a specific field. – Resource Management (Different) Human skills – Networking within and outside the organization. – Working in teams. – Monitoring and coaching – Understanding of cultural differences MANAGEMENT SKILLS

22 22 Conceptual skills – Ability to identify opportunities – Recognize problem areas and its solutions – Understating of business model – Ability to transform ideas into words and actions. MANAGEMENT SKILLS

23 gcuf.edu.pk/online_lectures/ ppt John, Garet R. and jenneifer M, George ESSENTIAL OF CONTEMPORARY MANAEMENT, third ed, McGraww Hill- Irwin. SUMBER


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