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

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

Romi Satria Wahono

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

Klasifikasi Manager

Top Managers
Middle Managers
First Line Managers
Non-managerial Employees
Romi Satria Wahono

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
(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

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
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
organizations
organizations
stated
statedpurpose
purpose
Romi Satria Wahono

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

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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

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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

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11

Management Skills
Top
Management
Middle
Management

Conceptual
Skills
Human
Skills
Technical
Skills

Lower-Level
Management
Level of importance
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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
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13

Apa Itu Organisasi

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

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14

Karakteristik Organisasi
Tujuan
Jelas

Struktur

Orang

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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

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Learning Organization vs
Traditional Organization
Traditional Organization

Learning Organization

- Attitude toward
change

- If its working dont

change it

- If you arent changing, it

wont 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

- Whos 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

- Managers job

- Control others

- Enable others

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Organizational Culture
Innovation and
Risk Taking
Aggressiveness
Team
Orientation

Organizational
Cultural

Outcome
Orientation
People
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
Groups

Suppliers

The
Organization
Competitors

Customers

Global

Political
Sociocultural

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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

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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.

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