Pengantar

Management Organisasi

Romi Satria Wahono

Lembaga Ilmu Pengetahuan Indonesia (LIPI)
Saitama University

Disampaikan di Seminar Manajemen PMIJ, Komaba,

Komaba, Japan, 29 Desember 2001

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 Isi
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
Manager:
„ Seseorang yang bekerja
dengan dan melalui
orang lain,
„ mengkoordinir aktifitas
kerja mereka untuk
mencapai suatu tujuan
organisasi.
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 Klasifikasi Manager

Top Managers

Middle Managers

First Line Managers

Non-managerial Employees

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 Apa Itu Management
Management:
Proses
pengkoordinasian
aktifitas kerja
beberapa orang,
sehingga kerja bisa
terselesaikan secara
efektif dan efisien

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 Efektif dan Efisien dalam
Management
Efficiency Effectiveness
(doing things right) (doing the right things)
Resource Goal
Usage Attainment
Low Waste 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 Organizing Leading Controlling

Defining Determining Directing and Monitoring

goals, what needs motivating activities to
establishing to be done, all involved ensure that
strategy, and how it will be parties and they are Lead to
developing done, and resolving accomplished
sub-plans to who is to do conflicts as planned
coordinate it
activities

Achieving
Achievingthe
the
organization’s
organization’s
stated
statedpurpose
purpose

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 Management Roles:
Interpersonal
Interpersonal Description Examples

- Symbolic head; obliged to - Greeting visitors; signing

Figurehead perform a number of routine legal documents
duties of a legal or social
nature

- Responsible for the - Performing virtually all

Leader motivation of subordinates; activities that involve
responsible for staffing subordinates
training, and associated
duties

- Maintains self-developed - Acknowledging mail; doing

Liaison network of outside contacts external board work;
and informers who provide performing other activities that
favors and information involve outsiders

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 Management Roles:
Informational
Informational Description Examples

- Seeks and receives wide - Reading periodicals and

Monitor variety of internal and external reports; maintaining personal
information to develop contacts
thorough understanding of
organizations and environment

- Transmits information - Holding information

Disseminator received from outsiders or meetings; making phone calls
subordinates to members od to relay information
the organization

- Transmits information to - Holding board meetings;

Spokesperson outsiders on organization's giving information to the
plans, policies, results, etc. media

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 Management Roles:
Decisional
Decisional Description Examples

Entrepreneur - Searches opportunities and - Organizing strategy to

initiates improvement projects develop new programs

Disturbance - Responsible for corrective

handler action when organization faces - Organizing strategy that
important, unexpected involve disturbances and
disturbances crises

- Responsible for the - Scheduling; requeting

Resource
allocations of organizational authorization
Allocator resources of all kinds

- Responsible for presenting - Participating in union

Negotiator the organization at major contract negotiations
negotiations

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 Management Skills

Top Conceptual
Management Skills

Middle Human
Management Skills

Lower-Level Technical
Management Skills

Level of importance
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 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
Struktur
Jelas

Orang

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 The Changing Organization
Traditional Organization New Organization

- Stable - Dynamic
- Inflexible - Flexible
- Job focused - Skills focused
- Work is defined by job position - Works is defined in terms of tasks
to be done
- Individual oriented - Team oriented
- Permanent jobs - Temporary jobs
- Command oriented - Involvement oriented
- Managers always make decisions - Employees participate in decision making
- Rule oriented - Customer oriented
- Relatively homogeneous workforce - Diverse workforce
- Workdays defined as 9 to 5 - Workdays have no time boundaries
- hierarchical relationship - Lateral and networked relationships
- Work to organizational facility during - Work anywhere, anytime
specific hours

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 Learning Organization vs
Traditional Organization
Traditional Organization Learning Organization

- Attitude toward - If it’s working don’t - If you aren’t changing, it

change change it won’t be working for long

- Attitude toward - If it was not invented here - If it was invented or

new ideas reject it reinvented here, reject it

- Who’s responsible - Traditional areas, such as - Everyone in organization

for innovation R& D

- Main fear - Making mistakes - Not learning, not adapting

- Competitive - Product and services - Ability to learn, knowledge

advantage and expertise

- Manager’s job - Control others - Enable others

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 Organizational Culture
Innovation and
Risk Taking

Outcome
Aggressiveness
Orientation
Organizational
Cultural
Team People
Orientation Orientation

Stability

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 Bagaimana Memahami
Kultur Organisasi

Stories
Rituals
Material Symbols
Language

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 Lingkungan Organisasi
Legal
Technological Economics

Public
Pressure Suppliers
Groups

The
Organization

Competitors Customers

Global Political

Sociocultural
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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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