Yenni Setiawan/6212043/E Managerial performance and accountability Karakteristik organisasi birokratik: - pembagian tugas jelas hirarki otoritas jelas

Newwork Place dynamics Accountability is the requirement of one person to answer to a higher authority for aturan&prosedur formal tdk merujuk pd individu karir based on jasa
Companies with a future are committed to people. relevant performance results.(saya harus bertanggung jawab thdp siapa) Kekurangan : - pekerjaan administrative (red tape) yg berlebihan lambat mengatasi
Effective managers fulfill performance accountability by helping others to achieve high mslh kaku menghadapi kebutuhan sulit berubah pegawai apatis.
Companies with a future have high performance expectations and provide supportive work
performance outcomes and experience satisfaction in their work. BEHAVIORAL APPROACHES
environments.High performing companies gain extraordinary results from people Quality of work life (QWL) Human Resource Approaches: (asumsi: org social & mengaktualisasi diri
Tantangan dalam bekerja dalam ekonomi baru : An indicator of the overall quality of human experiences in the workplace. Hawthorne: - studi awal membutkikan insentif ekonomi dan kondisi fisik mempengaruhi
1.Intelektual capital : perusahaan dengan masa depan harapan yang tinggi dengan lingkungan kerja QWL indicators:Fair pay, Safe working conditions, Opportunities to learn and use new kinerja pekerja. - tdk ada hubungan yg konsisten - factor psikologi mempengaruhi
yang mendukung.misalnya ada masalah perusahaan sudah mempunyai jawaban utk masalah itu. skills, Room to grow and progress in a career, Protection of individual rights, Pride in kinerja.
2.globalisasi. batas2 nasional di dunia bisnis sebagian besar telah menghilang. Seluruh dunia akan work itself and in the organization - relay assembly test-room studies: kondisi fisik yg dimanipulasi utk mencapai efek pd
saling ketergantungan dengan sumber daya, pasar produk, &persaingan bisnis di ekonomi baru. High performing managers kinerja
Build working relationships with others. didesain u/ meminimalisasi factor psikologi dr percobaan sebelumnya
3.teknologi. transformasi berlanjut dari tempat kerja modern melalui internet,www, komputer,
Help others develop their skills and performance competencies. factor yg diperhitungkan utk meningkatkan produktifitas: suasana klmpk, superfisi
teknologi informasi. Meningkatkan permintaan akan pekerja dgn kemampuan utk sepenuhnya membantu mengembangkan teamwork. partisipatif.
menggunakan teknologi. Create a work environment that is performance-driven and provides satisfaction for Managerial competency - tingkahlaku pekerja, hubungan interpersonal & proses klmpk
4.Diversity.keragaman di tempat kerja mencerminkan perbedaan sehubungan dgn jenis kelamin, workers. *A skill-based capability that contributes to high performance in a management job. pekerja puas karena hal yg berbeda2
usia, ras, suku, agama, kelainan seksual(waria), dan cacat. Jika menghadapi diversity kita sering Managerial Performance:tata kelola perusahaan terjadi ketika dewan direksi memegang *Managerial competencies are implicit in: org membatasi kinerja utk menaati norma klmpk
menjumpai prejudice(cnth org kulit hitam), diskriminasi, glass ceiling effect(org berlomba2 kerja top management accountableutk kinerja organisasi. Planning, organizing, leading, and controlling. - pelajaran dr Howthorne studies:
Informational, interpersonal, and decisional roles. urusan social dan kemanusiaan adl kunci produktifitas
di LN pdhl tdk mampu)
Agenda setting and networking efek Hawthorne: org yg bekerja sendiri u/ special attention bekerja sprti diharapkan
5. Etika. Kode prinsip moral yang sudah standar. Cnth : pabrik tdk perhatikan limbah. Competencies for managerial success:Communication, Teamwork, Self-management, Maslows theory of human needs: - kebutuhan adl psikologi atau kekurangan psikologi
6.Ethical expectation for modern businesses :kesatuan dan kepemimpinan,perlindungan konsumen Leadership, Critical thinking, Professionalism yg dimendorong sesesorang utk dipuaskan
7. karir. Ada 3 jenis pekerjaan : kontrak, tetap, part time. Fig 1.7 Understanding Management from theory to pratice - need level: psikologi (food, clothes, shelter, love); safety (peace); social-belongingness,
Critical skills for success in the new worKetrampilan varu utk sukses di tmpt kerja baru: love; harga diri (mencari penghargaan); aktualisasi diri (politik dan aktifitas komunitas)
Higher-order needs: Systems view and contingency thinking
Mastery,Contacts/ Networking, Entrepreneurship, Love of technology, Marketing. Passion for
aktualisasi diri (plg tinggi): butuh u/ pemuasan diri sendiri; u/ tumbuh dan mengunakan contingency thinking
pembaharuan - mencoba u/ menyesuaikan respon manajerial dengan masalah dan kesempatan, unik u/
kelebihan u/ ekstensi tertinggi dan terkreatif.
Organisasi : sekelumpulan org yang bekerja sama utk mencapai tujuan yang sama. Organisasi tiap situasi. (khususnya perbedaan individu n lingkungan)
harga diri: butuh u/ penghargaan di mata org lain; u/ hormat, reputasi, dan pengakuan;
menyediakan sesuatu yg berguna dan service yg mengembalikan nilai kpd masy dan memenuhi u/ penghargaan diri, kesadaran kompetensi diri, keahlian - tdk ada satu cara terbaik u/ mengatur
kebutuhan pelanggan. - cara yg sesuai u/ mengatur tergantung situasi.
The organization as an upside-down pyramid Lower-order needs:
Gambar : organisasi sbg sistem terbuka social needs: kbutuhan akan kasih, ksh sayang, rasa memiliki dlm hubungan dgn org Contingency thinking:
Each individual is a value-added worker.
- struktur fleksibel work well (lingkungan stabil, tdk rumit) struktur birokratik work
A managers job is to support workers efforts. lain
safety needs: kbthn akan keamanan, proteksi & stabilitas dr daily life well
The best managers are known for helping and supporting.
kbthn psikologi (plg dasar): kbthn akan pemeliharaan hidup biologis; makan, minum, - struktur birokratik work well (lingk berubah2, kompleks) struktur fleksibel work well
kesehatan.
CONTINUING MANAGEMENT THEMES 21 st Century
quality & performance excellence
- manager & pekerja dlm organisasi progresif sadar kualitas (kualitas & keuntungan
kompetitif slg berhubungan)
Total quality management (TQM)
- pendekatan komprehensif u/ pengembangan kualitas berkelanjutan u/ organisasi total
- menciptakan konteks u/ rantai nilai.
Total quality management is an organization-wide commitment to continuous
Kinerja organisasi CLASSICAL MANAGEMENT APPROACHES: (asumsi orang2 rasional) improvement, product quality, and customer needs.
scientific management Continuous improvement involves always searching for new ways to improve work
- nilai dibuat ketika sebuah organisasi menambah nilai utk biaya asli dari sumber masukan. Ketika
Frederick Taylor: - mengembangkan aturan gerakan, implementasi kerja yang quality and performance.
itu terjadi bisnis mendapat keuntungan, organisasi nonprofit menambah kekayaan bagi distandarisasi, dan kondisi kerja yang layak untuk setiap pekerjaan. ISO certificationindicates conformance with a rigorous (keras)set of international quality
masyarakat. - hati2 memilih pekerja dengan kemampuan yang tepat untuk pekerjaan tersebut standards.
-Produktivitas: ukuran keseluruhan dr kunatitas dan kualitas dr performance kerja dgn - hati2 melatih pekerja dan menyediakan insentif yang layak. Knowledge management is the process of using intellectual capital for competitive
memperhitungkan sumberdaya. Efektif jika tujuan tercapai, efisien jika biaya umber daya yang - mendukung pekerja dengan hati2 merencanakan pekerjaannya dan menghilangkan advantage.
diperlukan utk mencapai tujuan tdk banyak. halangan Eight attributes of performance excellence:
- latih supervisor untuk mendukung pekerja A bias toward action
- hubungkan kompensasi ke job performance Closeness to the customer (Location advantage)
The Gilbreths: - ilmu gerak: ilmu menghilangkan pekerjaan atau tugas berdasarkan gerak Autonomy and entrepreneurship (empowerment)
Management is the process of planning, organizing, leading, and controlling the use of fisik dasar. (rantai I dan U. U lebih efektif, 1 org bisa kerjain bbrp, lbh dket) Productivity through people
resources to accomplish performance goals. All manager bertanggung jawab atas 4 fungsi - menghapus gerak (motion) yg tdk perlu meningkatkan performa. Hands-on and value-driven
di bawah ini. administrative principles Sticking to the knitting (growing together)
The functions are carried on continually Henri Fayol: Simple form and lean staff (supportive, inspired)
Rules of management: Simultaneous loose-tight properties (flexible)
- foresight (planning): u/ menyelesaikan rencana aksi for future Global awareness :
- organisasi: nyediakan & ngerahkan sumber daya u/ implementasi rencana Teori maslow: -Pressure for quality and performanceexcellence is created by a highly competitive
- command: mimpin, milih & evaluasi pekerja u/ kerja lbih baik sesuai rencana - prinsip kekurangan: kebutuhan yg terpenuhi bukan motivator tingkahlaku global economy.
- koordinasi: menyesuaikan usaha bersama yg berbeda & myakinkan informasi tersebar - prinsip progresi: kbthn jd motivator ketika kbthn yg lebih rendah terpenuhi Has promoted increasing interest in new management concepts (Process
dan masalah selesai - kedua prinsip berhenti berkerja saat level aktualisasi diri reengineering, Virtual organizations, Agile factories (quick moving), Network firms
Perubahan tmpt kerja menyediakan konteks utk mempelajari memanajemenkan: percaya pd modla - control: meyakinkan hal2 terjadi sesuai rencana dan mengoreksi (klo perlu). McGreggors Theory X & Theory Y Adoption of Theory Zmanagement practices.
manusia, [emberian warisan dari command and control, meningkatkan kerja tim, preeminence Memastikan yg kita kerjkaan sungguh2 terjadi sehingga butuh corrective action - implikasi teori X dan teori Y: Contemporary businesses must learn to become learning organizations.
teknologi, meninkatkan networking, harapan tenaga kerja baru, perhatian utk keseimbangan hidup Key principles of management: manajer menciptakan ramalan self-fulfilling Core ingredients of learning organizations:
kerja, proritas berkelanjutan, fokus pd kecepatan.
- rantai scalar: harus ada garis komunikasi yg jelas dan tidak putus dari atas sampai manajer teori X mciptakn situasi dimana pekerja mjd tergantung dan enggan Mental models
bawah organisasi manajer teori Y mciptakn situasi dmn pekerja inisiarig dan bkinerja tinggi Personal mastery
Pentingnya sumber manusia dan manager : - satu komando: tiap orang harus menerima perintah dari satu bos (memperkuat dan self-management) Systems thinking
-Toxic workplace : memperlakukan karyawan sbg biaya - satu arah: satu orang harus tanggung jawab atas seluruh aktivitas dengan objek Argyris theory of adult personality Shared vision
-High performing organization memperlakukan manusia sbg aset strategis yg berharga. performance yg sama. - prinsip manajemen klasik dan kebiasaan mencegah pendewasaan pekerja dan tidak Team learning
-manager harus memastikan orang di perlakukan sbg strategic assets Mary Parker Follett (Administrative Principles): konsisten terhadap sifat dewasa A learning organization continuously changes and improves, using the lessons of
Manager adalah org di dlm organisasi yang scr langsung supports dan helps activate the work - grup dan kooperasi manusia: - praktik manajemen harus mengakoodasi sifat dewasa dengan: meningkatkan tgg jawab experience.
efforts and performance accomplishments of others. # grup adalah mekanisme dimana tiap individu dpt mengombinasikan talenta mrka u/ tugas, meningkatkan variasi tugas, menggunakan pengambilan keputusan partisipatif. Evidence-based management involves making decisions based on hard facts about
kebaikan what really works.
The people who managers help are the ones whose tasks represent the real work of the
# organisasi adalah komunitas (managers & workers) yg berkooperasi ANALISA KUANTITATIF DLM MANAJEMEN In the 21stcentury, managers must be:
organization
Managerial activities and roles
# tugas manager: utk menolong org dlm organisasi u/ berkooperasi dan mencapai management science (operation research) foundation Global strategists
kepentingan bersama - aplikasi scientific dr teknik matematis u/ masalah manajemen Masters of technology
Interpersonal roles: Involve interactions with persons inside and outside the work unit.
- sudut pandang forward looking management: - teknik dan aplikasi termasuk: ramalan matematis, modeling inventori, linear Inspiring leaders
Informational roles :Involve giving, receiving, and analyzing of information.
# membuat tiap karyawan sbg pemilik: menimbulkan rasa memiliki bersama (cth: programming, teori antri, model jaringan, simulasi. Models of ethical behavior (Next Chapter)
Decisional roles :Involve using information to make decisions in order to solve problems
employee ownership, profit sharing, & gain-sharing) analisa kuantitatif skrg: Organizational behavior
or address opportunities
# masalah bisnis melibatkan berbagai faktor interrelasi (system berpikir) - pengunaan spesialis staf u/ menolong manajer mengaplikasikan teknik -A critical tool
Figure 1.5 Mintzbergs 10 managerial roles
#keuntungan pribadi berhubungan dgn kebaikan public (etika manajerial dan tgg jawab - pengembangan software & hardware tlh mengembangkan aplikasi potensi kuantitatif utk -A systematic study of how people behave in organizations based on: Psychology,
social) masalah manajerial sociology, anthropology,and other social sciences.
bureaucratic organization - penilaian yg baik dan apresiasi u/ factor manusia harus mengringi penggunaan analisa OB uses their findings to explain and predict: employee performance factors (such as
Birokrasi: organisasi yg ideal, rasional, dan efisien. kuantitatif productivity, absenteeism, and turnover) , employee attitudes (job satisfaction and
Bdasarkan prinsip logika, permintaan, dan otoritas yg sah. SYSTEMS VIEW & CONTINGENCY THINKING organizational loyalty)
Max Weber: - pembagian tugas yg jelas system berpikir
- hirarki otoritas yg tegas - system: gabungan dari bagian yg berinterrelasi yg bekerja bersama u/mencapai tujuan
- susunan kepegawaian o/ kompetensi teknis yg sama PLANNING
- aturan & prosedur formal - subsystem: komponen lebih kecil dari system yg lebih besar Planning :The process of setting objectives and determining how to best accomplish
- pengambilan keputusan yg tdk menunjuk seseorang - open system: organisasi yg berinteraksi dgn lingkungan mereka dlm proses kontinu u/ them.
Birokrasi adl cara merasionalisasi lingkungan social sebagaimana teknologi mengubah input sumberdaya menjadi keluaran
Characteristics of managerial work Objectives :Identify the specific resultsor desired outcomesthat one intends to achieve.
merasionalisasi pengaruh lingkungan fisik. - Aristoteles: the whole is more than the sum of its parts
Managers work long hours. Plan:A statement of action steps to be taken in order to accomplish the objectives.
Formal rationality: analisa informasi - Bertallanfy: the system may be defined as a set of elements standing in interrelation
Managers work at an kecepatan yg intense.. Steps in the planning process:Define your objectives, Determine where you stand vis--
Substantive rationality: penggunaan informasi utk pengambilan keputusan
Levels of management Managers work at fragmented and varied tasks. vis objectives, Develop premises regarding future conditions, Analyze and choose among
Kelemahan: pengambilan keputusan rasional tanpa pertimbangan dpt memenjarakan
Top managers responsible for performance of an organization as a whole or for one of its Managers work with many communication media. action alternatives, Implement the plan and evaluate results.
kemanusiaan.
larger parts. Managers work largely through interpersonal relationships.
Karakteristik birokrasi ideal weber:
Middle managers in charge of relatively large departments or divisions. Managerial agendas and networks
- pembagian tugas yg jelas
Team leaders or supervisors in charge of a small work group of non-managerial workers Agenda setting
- pendefinisian hirarki kantor yg jelas
Responsibilities of team leaders: Development of action prioritiesfor ones job. Benefits of planning:Improves focus and flexibility,Improves action orientation, Improves
- manajer dipilih
-Plan meetings and work schedules. Include goals and plans that span long and short time frames. coordination, Improves time management, improves control
- pegawai tetap dibayar gaji tetap
Clarify goals and tasks, and gather ideas for improvement. Networking Personal Time Management Tips
- kantor milik pemegang kantor dan mrpkn karir
Menilai performance and counsel team members. Process of building and maintaining positive relationships with people whose help may 1. Do say No to requests that divert you from what you really should be doing.
- atasan memberikan promosi
Recommend pay raises(kenaikan gaji) and new assignments. be needed to implement ones work agendas. 2. Dont get bogged down in details that you can address later or leave for others.
- pgwai tetap terpisahkan dr kepemilikan
Recruit, mengembangkan, and train team members Essential managerial skills 3. Do have a system for screening telephone calls, e-mails, and requests for meetings.
- peraturan umum mengatur kinerja kantor among
Responsibilities of team leaders (cont.): Skill the ability to translate knowledge into action that results in desired performance. 4. Dont let drop-in visitors or instant messages use too much of your time.
- disiplin dan control yg tegas themselves and with the environment.
mendorong high performance and teamwork. Technical skill the ability to apply a special keahlian to perform particular tasks. 5. Do prioritize what you will work on in terms of importance and urgency.
Birokrasi: - these interrelations are called structure
Inform team members about organizational goals and expectations. Human skill the ability to work well in cooperation with others. 6. Dont become calendar-bound by letting others control your schedule.
1.a: badan tdk dipilih dr pemerintah resmi. B: klmpk administrative pembuat hukum - organizational structure: interrelations di antara satuan organisasi, divisi, manajer dan
Inform higher levels of work unit needs and prestasi. Conceptual skill the ability to think critically and analytically to solve complex 7. Do follow priorities and work on the most important and urgent tasks first.
2. pemerintah dgn spesialisasi fungsi, taat pd hukum tetap, dan hirarki otoritas pegawai.
Coordinate with others teams and support the rest of the organization. problems.
3. system administrasi ditandai dgn keresmian, red tape, dan pengembangbiakn
Types of managers Fig 1.6 Katzs essential managerial skills
Cth birokrasi: sebagian besar pemerintah, hampir semua univ, gereja katolik, organisasi - purchasing& inventory systems
Line managers are responsible for work activities that directly affect organizations outputs.
bisnis besar (IBM, General Motors, Boeing) marketing, sales & dist systems
Staffmanagers use technical expertise to advise and support the efforts of line workers.
Birokrasi Klasik : fair(adil), impersonal, career managers , clear division of labor, Output
Functionalmanagers are responsible for a single area of activity. Input operations & service management
promotion based on merit (jasa), formal hierarchy of authority, written rules & standard
General managers are responsible for more complex units that include many functional areas. systems accounting & financial (customers)
procedures. (ini kayak segitiga, fair paling atas written rules paling bawah) (suppliers)
Administrators work in public and nonprofit organizations. systems information &
technology systems

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 A sample means-ends chain for total quality management :
A sample hierarchy of objectives for quality management :
Management by Objectives (MBO)
-A structured process of regular communication.
-Supervisor/team leader and workers jointly set performance objectives.
-Supervisor/team leader and workers jointly review results.
Fig.8.4.management by objectives as an integrated planning and control framework
Short-range and long-rangeplans:
Short-range plans = 1 year or less
Intermediate-range plans = 1 to 2 years
Long-range plans = 3 or more years
Higher management levels focus on longer time horizons.
Strategic and operational plans
-Strategic plans set broad, comprehensive, and longer-term action directions for the entire
organization.
-Operational plans define what needs to be done in specific areas to implement strategic plans
terdiri dari :Production plans, Financial plans, Facilities plans, Marketing plans, Human resource
plans
Policies and procedures MBO involves a formal agreement specifying
*Standing plans :Policies and procedures that are designed for repeated use. Workers performance objectives for a specific time period.
*Policy :Broad guidelines for making decisions and taking action in specific circumstances. Plans through which performance objectives will be accomplished.
*Rules or procedures:Plans that describe exactly what actions are to be taken in specific situations. Standardsfor measuring accomplishment of performance objectives .
Budgets and project schedules Proceduresfor reviewing performance results.
The MBO process:
-Single-use plans :Only used once to meet the needs and objectives of a well-defined situation in a
timely manner. Supervisor and workers jointly set objectives, establish standards, and choose actions.
Workers act individually to perform tasks; supervisors act individually to provide
-Budgets :Single-use plans that commit resources to activities, projects, or programs. Fixed,
necessary support.
flexible, and zero-based budgets.
-Projects :One-time activities that have clear beginning and end points. Project management and Supervisor and workers jointly review results, discuss implications, and renew the
project schedules MBO cycle.
Forecasting ramalan Types of MBO performance objectives:Improvement, Personal development,
Maintenance
-Making assumptions about what will happen in the future.
Criteria for effective performance objectives :Specific,Time defined, Challenging,
-Qualitative forecasting uses expert opinions.
-Quantitative forecasting uses mathematical and statistical analysis. Measurable
-All forecasts rely on human judgment. Pitfalls(jebakan) to avoid in using MBO
-Planning involves deciding on how to deal with the implications of a forecast. Tying(mengikat) MBO to pay.
Focusing too much attention on easily quantifiable objectives.
Contingency planning
Identifying alternative courses of action that can be implemented to meet the needs of changing Requiring excessive paperwork.
Having managers tell workers their objectives
circumstances.
Advantages of MBO
Contingency plans anticipate changing conditions.
Contingency plans contain trigger points Focuses workers on most important tasks and objectives.
Scenario planning Focuses supervisors efforts on important areas of support.
A long-term version of contingency planning. Contributes to relationship building.
Gives workers a structured opportunity to participate in decision making.
Identifying alternative future scenarios.
Plans made for each future scenario.
Increases organizations flexibility and preparation for future shocks. STRATEGY MANAGEMENT
Benchmarking (mecontoh org)`` Competitive advantage: bekerja dgn atribut yang meperbolehkan sebuah organisasi untuk
-Use of external comparisons to better evaluate current performance and identify possible actions menunjukan kpd lawannya. Operating with an attribute or set of attributes that allows an
for the future. organization to outperform its rivals
-Adopting best practices of other organizations that achieve superior performance. Sustainable competitive advantage (keuntungan kompetitif berkelanjutan) one that is
Use of staff planners :Coordinating the planning function for the total organization or one of its
difficult for competitors to imitate (kompetitor susah utk mengimitasi)
major components,Possible communication gaps between staff planners and line management
Strategi : a comprehensive (lengkap) action plan that indentifies long term direction and
Participation and involvement
*Participatory planning requires that the planning process include people who will be affected by guides resource utilization to accomplish organizational goals with sustainable
the plans and/or will help implement them. competitive advantage.
*Benefitsof participation and involvement:Promotes creativity in planning,Increases available Strategic intent: focus pada semua organisasi dalam mempersatukan dan mencapai goal
information, Fosters understanding, acceptance, and commitment to the final plan. Strategi managemen: the process of formulating and implementing strategies to
accomplish long term goals and sustain competitive advantage
Tujuan strategi managemen adalah untuk menciptakan return diatas rata- rata untuk para
investor. Returns exceeding those for alternative opportunities at equivalent risk. Earning
above average depends in part of organizations competitive environment
Environments and competitive advantage: (1) Monopoly: hanya ada satu pemain / tidak
ada lawan, creates absolute competitive advantage. (2) Oligopoly: banyak pemain tdk
lgsg bertarung satu dengan yg lainnya, long term competitive advantage in defined
market segment. (3) Hypercompetition: beberapa pemain saling bertarung satu sama lain,
any competitive advantage is only temporary.
Strategy formulation: proses menciptakan strategi, termasuk menilai strategi yg berlaku,
organisasi, dan lingkungan untuk membangun strategi baru dan rencana strategi yang
mampu memberikan keunggulan dlm persaingan yg
akan datang.
How participation and involvement help build commitment to plans:
Implementasi strategi: the process of allocating resource and putting strategies into action.
All organizational and management systems must be mobilized to support and reinforced
the accomplishment of strategies
Tugas penting untuk implementasi strategi: identify organizational mission and
objectives, assess current performance vs a - vs mission and objectives, create strategic
plans to accomplish purpose and objectives, implement the strategic plans, evaluate
results (change strategic plans and/or implementation processes as necessary)
Analysis of mission. Good mission statements identify: customers, products and/or
services, location, underlying philosophy. An important test of the mission is how well it
serves the organizations stakeholders.
Analysis of values.
-Values are board beliefs about what is or is not appropriate(tepat).
-Strong core(inti) values for an organization helps build institutional(kelembagaan)
identity, gives character to an organization, and it backs up the mission statement.
-Organizational culture reflects the dominant value system of the organization as a whole.
Organizational culture. Shapes the values of managers and other organization members.
Points people in common directions. Helps build institutional identity. Gives character to
the organization in the eyes of employees and external stakeholders. Backs up the mission
statement. Guides the behavior of organizational members in meaningful and consistent
ways.
Analysis of objectives. Operating objectives direct activities toward key and specific
performance results.
Typical operating objectives: profitability, market share, human talent, financial health,
cost efficiency, product quality, innovation, social responsibility.
What are our strength? Manufacturing efficiency, skilled workforce, good market share,
strong financing, superior reputation.
What are our weaknesses? Outdated facilities, inadequate research and development,
obsolete(usang) technologies, weak management, past planning failures.
Analysis of organizational resources and capabilities. Important of assessing core
competencies. Potential core competencies: special knowledge or expertise, superior
technology, efficient manufacturing approaches, unique product distribution systems.
What our opportuinities? Possible new markets, strong economy, weak market rivals,
emerging technologies, growth of existing market.
What our threats? New competitors, shortage of resources, changing market tastes, new
regulations, substitute products.
Analysis of industry and environment.
-Assessment of macro environment: technology, government, social structures and
population demographics, global economy, natural environment.
-Analysis of industry environment: resource suppliers, competitors, customers.
Types of strategies are used by organizations
Strategic forces to be examined in conducting an industry analysis: industry competitors,
new entrants (pendatang), suppliers, buyers, substitutes.
form experience and make adjustments. (perubahan sederhana utk pengalaman dan
penyesuaian)
Strategic implications of strategic forces. (1) Unattractive industry: five forces are
favorable for the firm. (2) Attractive industry: five forces are unfavorable for the firm.
Questions addressed by different strategic level. (1) Corporate strategy: in what industries
and markets should we compete? (2) Business strategy: how are we going to compete for
customers in this industry and market? (3) Functional strategy: how can we best utilize
resources to implement our business strategy?
Growth and diversification strategies. Growth strategies: seek an increase in size and the
expansion of current operations. Types of growth strategies: (-) concentration strategies (-
) diversification strategies: related diversification, unrelated diversification, vertical
integration.
Restructuring and divestiture strategies. Readjusting(menyesuaikan kembali) operations
when an organization is in trouble. Retrenchment(menggali kembali): correcting
weakness by making changes to current operations, liquidation, restructuring (
downsizing and rightsizing), restructuring through divestiture (pencabuatn/pembuangan)
Global Strategies. (1) Globalization strategy: world is one large market; standardize
products and advertising as much as possible, ethnocentric view. (menganggap budaya
nya yang paling baik). (2) Multidomestic strategy: customize products and advertising to
local markets as much as possible, polycentric view(menghargai setiap perbedaan). (3)
Transnational strategy: balance efficiencies in global operations and responsiveness to
local markets, geocentric view.(bumi sbg pusat tata surya)
Cooperative strategies. Strategic alliances (two or more organizations partner to
pursue(mengejar) an area of mutual interest). Types of strategic alliances: outsourcing
alliances, supplier alliances, distribution alliances.
E business strategies. The strategic use of the internet to gain competitive advantage.
Popular e business strategies: Business to business (B2B) strategies, Business-to-
customer (B2C) strategies
Web based business models: brokerage model, advertising model, merchant model,
subscription model, infomediary model, community model.
Strategies Formula
Opportunities for achieving sustainable competitive advantage: cost amd quality,
knowledge and speed, barriers to entry, financial resources.
Porter;s generic strategies model. Business level strategic decision are driven by market
scope and source of competitive advantage. Market scope and source of competitive
advantage combine to generate four generic strategies
Fig 9.6. porter generic strategies frmawork: soft-drink industry examples
Porters generic strategies for gaining competitive advantage: differentiation strategy, cost
leadership strategy, focused differentiation strategy, focused cost leadership strategy.
Portfolio planning approach: designed to help managers decide on investing scarce
(langka) organizational resources among competing business opportunities, useful for
multibusiness or multiproduct situations.
BCG matrix. Ties strategy formulation to analysis of business opportunities according to
industry or market growth rate ( low vs high) and market share (low vs high)
Fig.9.7 the BCG matrix approach to corporate strategy formulation
BCG matrix
business conditions and related strategies:
1. Stars: high share/high growth businesses, preferred strategy growth.
2.Cash cows: high share/low growth businesses, preferred strategy stability or modest
growth. Question marks: low share/ high growth businesses, preferred strategy growth
for promising question marks and restructuring or divestiture for others. Dogs: low share/
low growth businesses, preferred strategy retrenchment by divestiture.(PHK)
Types of adaptive strategies. (1) Prospector strategy: pursuing innovation and new
opportunities in the face of risk and with prospects for growth. (2) Defender strategy:
protecting current market share by emphasizing existing products amd current share
without seeking growth. (3) Analyzer strategy: maintaining stability of a core
(inti)business while exploring selective opportunities for innovation and change. (4)
Reactor strategy: merely(hanya) responding to competitive pressure in order to survive
Incrementalism. Modest and incremental changes in strategy occur as managers learn
Emergent strategies. Develop progressively over time in the streams of decisions that
managers make as they learn form and respond to work situations.
Current issues in strategy implementation
-Strategic planning failures that hinder strategy implementation. Failures of substance:
inadequate (tdk memadai) attention to major strategic planning elements. Failures of
process: poor handling of strategy implementation (lack of participation error, goal
displacement error).
-Corporate governance. System of control and performance monitoring of top
management. Done by boards of directors and other major stakeholder representatives.
Controversies regarding roles of inside directors and outside directors. Increasing
emphasis on corporate governance in contemporary Corporate governance. System of
control and performance monitoring of top management. Done by boards of directors and
other major stakeholder representatives. Controversies regarding roles of inside directors
and outside directors. Increasing emphasis on corporate governance in contemporary
businesses.
- Strategic leadership. The capability to inspire people to
successfully engage in a process of continuous change, performance enhancement, and
implementation of organizational strategies.
- Critical tasks of strategic leadership: be a guardian of trade offs,
create a sense of urgency, ensure that everyone understands the strategy, be a teacher, be
a great communicator.
ORGANIZING
Organizing and organization structure
Organizing: The process of arranging people and other resources to work together to
accomplish a goal.
Organization structure: The system of tasks, workflows, reporting relationships, and
communication channels that link together diverse individuals and groups.
Organizing viewed in relationship with the other management functions.
Formal structures
The structure of the organization in its official state.
An organization chart is a diagram describing reporting relationships and the formal
arrangement of work positions within an organization.
An organization chart identifies the following aspects of formal structure: The division
of work; Supervisory relationships; Communication channels; Major subunits; Levels of
management.
Informal structures
A shadow organization made up of the unofficial, but often critical, working
relationships between organization members.
Potential advantages of informal structures: Helping people accomplish their work;
Overcoming limits of formal structure; Gaining access to interpersonal networks;
Informal learning.
Potential disadvantages of informal structures: May work against best interests of entire
organization; Susceptibility to rumor; May carry inaccurate information; May breed
resistance to change; Diversion of work efforts from important objectives; Feeling of
alienation by outsiders.
The major types of organization structures
Functional structures: People with similar skills and performing similar tasks are
grouped together into formal work units; Members work in their functional areas of
expertise; Are not limited to businesses; Work well for small organizations producing few
products or services.
Functional structures in a business, branch bank, and community hospital.
Potential advantages of functional structures: Economies of scale; Task assignments
consistent with expertise and training; High-quality technical problem solving; In-depth
training and skill development; Clear career paths within functions.
Potential disadvantages of functional structures: Difficulties in pinpointing
responsibilities; Functional chimneys problem; Sense of cooperation and common
purpose break down; Narrow view of performance objectives; Excessive upward referral
of decisions.
Divisional structures: Group together people who work on the same product or process,
serve similar customers, and/or are located in the same area or geographical region;
Common in complex organizations; Avoid problems associated with functional
structures.
Potential advantages of divisional structures: More flexibility in responding to
environmental changes; Improved coordination; Clear points of responsibility; Expertise
focused on specific customers, products, and regions; Greater ease in restructuring.
Potential disadvantages of divisional structures: Duplication of resources and efforts
across divisions; Competition and poor coordination across divisions; Emphasis on
divisional goals at expense of organizational goals.
Types of divisional structures and how they group job and activities:
Product structures focus on a single product or service; Geographical structuressame
location or geographical region; Customer structuressame customers or clients; Process
structuressame processes.
Matrix structure: Combines functional and divisional structures to gain advantages and
minimize disadvantages of each. Used in: Manufacturing; Service industries; Professional
fields; Non-profit sector; Multi-national corporations
Potential advantages of matrix structures: Better cooperation across functions;
Improved decision making; Increased flexibility in restructuring; Better customer service;
Better performance accountability; Improved strategic management.
Potential disadvantages of matrix structures: Two-boss system is susceptible to power
struggles; Two-boss system can create task confusion and conflict in work priorities;
Team meetings are time consuming; Team may develop groupitis; Increased costs due
to adding team leers to structure.
The new developments in organization structures
Guidelines for horizontal structures:Focus the organization around processes, not
functions; Put people in charge of core processes; Decrease hierarchy and increase the use
of teams; Empower people to make decisions critical to performance; Utilize information
technology; Emphasize multiskilling and multiple competencies; Teach people how to
work in partnership with others; Build a culture of openness, collaboration, and
performance commitment.
Team structures: Extensively use permanent and temporary teams to solve problems,
complete special projects, and accomplish day-to-day tasks; Often use cross-functional
teams.
Potential advantages of team structures: Eliminates difficulties with communication and
decision making; Eliminates barriers between operating departments; Improved morale;
Greater sense of involvement and identification; Increased enthusiasm for work;
Improved quality and speed of decision making.
Potential disadvantages of team structures: Conflicting loyalties among members;
Excessive time spent in meetings; Effective use of time depends on quality of
interpersonal relations, group dynamics, and team management.
Network structures: A central core that is linked through networks of relationships with
outside contractors and suppliers of essential services; Own only core components and
use strategic alliances or outsourcing to provide other components.
Potential advantages of network structures: Firms(perusahaan) can operate with fewer
full-time employees and less complex internal systems; Reduced overhead costs and
increased operating efficiency; Permits operations across great distances.
Potential disadvantages of network structures: Control and coordination problems may
arise from network complexity; Potential loss of control over outsourced activities;
Potential lack of loyalty among infrequently used contractors; Excessively aggressive
outsourcing can be dangerous.
Deadly sins of outsourcing: Outsourcing activities that are part of the core; Outsourcing
to untrustworthy vendors; Not having good contracts with the vendor; Overlooking
impact on existing employees; Not maintaining oversight; losing control to vendors;
Overlooking hidden costs of managing contracts; Failing to anticipate need to change
vendors, cease outsourcing.
Boundaryless organizations:Eliminate internal boundaries among subsystems and
external boundaries with the external environment; A combination of team and network
structures, with the addition of temporariness; Key requirements: Absence of
hierarchy; Empowerment of team members; Technology utilization; Acceptance of
impermanence.
Boundaryless organization mengandung Encourage creativity, quality, timeliness,
flexibility, and efficiency; Knowledge sharing is both a goal and essential component;
Virtual organization: A special form of boundaryless organization, Operates in a shifting
network of external alliances that are engaged as needed, using IT and the Internet.
Organizing trends are changing the workplace.
Contemporary organizing trends include:
Shorter chains of command: The line of authority that vertically links all persons with
successively higher levels of management.
Organizing trend: Organizations are being streamlined by cutting unnecessary levels
of management; Flatter structures are viewed as a competitive advantage
Less unity of command: Each person in an organization should report to one and only
one supervisor.
Organizing trend: Organizations are using more cross-functional teams, task forces, and
horizontal structures; Organizations are becoming more customer conscious; Employees
often find themselves working for more than one boss.
Wider spans of control: The number of persons directly reporting to a manager.
Organizing trend: Many organizations are shifting to wider spans of control as levels of
management are eliminated; Managers have responsibility for a larger number of
subordinates who operate with less direct supervision.
More delegation and empowerment: Delegation is the process of entrusting work to
others by giving them the right to make decisions and take action; The manager assigns
responsibility, grants authority to act, and creates accountability; Authority should be
commensurate with responsibility; A common management failure is unwillingness to
delegate; Delegation leads to empowerment.
Guidelines for effective delegation: Carefully choose the person to whom you delegate.;
Define the responsibility; make the assignment clear.; Agree on performance objectives
and standards; Agree on a performance timetable; Give authority; allow the other person
to act independently; Show trust in the other person; Provide performance support; Give
performance feedback; Recognize and reinforce progress; Help when things go wrong;
Dont forget your accountability for performance results;
Organizing trend: Managers are delegating more and finding more ways to empower
people at all levels.
Decentralization with centralization: Centralization is the concentration of authority
for making most decisions at the top levels of the organization; Decentralization is the
dispersion of authority to make decisions throughout all levels of the organization.
Organizing trend: Delegation, empowerment, and horizontal structures contribute to
more decentralization in organizations; Advances in information technology allow for the
retention of centralized control.
Reduced use of staff
Specialized staff: People who perform a technical service or provide special problem-
solving expertise to other parts of the organization.
Personal staff: People working in assistant-to positions that provide special support to
higher-level managers.
Organizing trend: Organizations are reducing staff size; Organizations are seeking
increased operating efficiency by employing fewer staff personnel and smaller staff units.
LEADING
Leadership : Proses menginspirasi orang lain untuk bekerja keras dalam menyelesaikan
suatu tugas penting/urgent.
Vision : Pandangan ke depan yang diharapkan untuk tercapai
Visionary Leadership: Leader yang menjelaskan pandangan ke depan yang ingin dicapai,
dan langkah langkah yang diperlukan supaya pandangan tersebut tercapai.
Challenges of visionary leadership : mengkaji proses, menunjukkan antusiasme,
membantu orang lain dalam menjalankan tugas, memberikan contoh, memberikan
penghargaan dalam pencapaian tertentu
Nature of leadership : Power
Power : Kemampuan untuk membuat orang lain berbuat atau membuat sesuatu terjadi
seperti yang kita inginkan.
Position power : Based on a managers official status in the organizations hierarchy of
authority.
Sources of position power:
Reward power : Capability to offer something of value.
Coercive power :Capability to punish or withhold positive outcomes.
Legitimate power :Organizational position or status confers the right to control those in
subordinate positions.
Personal power. : Based on the unique personal qualities that a person brings to the
leadership situation.
Sources of personal power:
Expert power :Capacity to influence others because of ones knowledge and skills.
Referent power :Capacity to influence others because they admire you and want to
identify positively with you.
Use of reward power or legitimate power produces temporary compliance.
Use of coercive power produces, at best, temporary compliance, often accompanied by resentment.
Use of expert power or referent power has the most enduring results and generates commitment.
Keys to building managerial power : expertise, personal qualities, effort & hard work
Power and influence are affected by workplace structures and networks: centrality,
criticality, visibility
For a leader to influence, other person must: understand the directive, feel capable of
carrying out the directive, Believe the directive is in the organizations best interests,
Believe the directive is consistent with personal values.
Enpowerment : The process through which managers enable and help others to gain
power and achieve influence.
Leader empower others by providing : information, responsibility, authority, trust
Traits that are important for leadership success: drive, Self-confidence, Creativity,
Cognitive ability, Business knowledge, Motivation, Flexibility, Honesty and integrity
Leadership behavior : how leaders behave when working with followers.
2 basic dimensions of leadership behavior : Concern for the task to be accomplished
(plans & defines work, assigns responsibilities, set work standards, monitor results)
Concern for the people doing the work (supportive, develops social rapport, show trust, &
respect the feeling of the followers, fulfill followers needs)
Blake and Moutons Leadership grid
Classic Leadership: Autocratic style (emphasizes task over people, unilateral command-
and-control) Laissez faire (little concern for task, do the best you can & dont bother me
attitude) Democratic (commited to task & people, encouraging participation in decision
making)
Fiedler Contingency model
- Good leadership :match between leadership and situational
demands
- 2 Leadership style: Low LPC( task motivated ) & high LPC (
relationship motivated)
- LPC : least preferred coworker
Hersey-Blanchard situational leadership model : leader adjust styles depending of
readiness of their followers to perform in given situation
Houses path-goal leadership theory : Effective leadership deals with the paths through
which followers can achieve goals.
Leadership styles for dealing with path-goal relationships: Directive leadership (dipake
pas tugasnya ambigu). Supportive leadership. (Dipake pas bawahan ga percaya diri)
Achievement-oriented leadership (Dipake pas tugas kurang menantang). Participative
leadership (Dipake pas performance jelek).
Substitutes for leadership : Aspects of work settings & people involved that reduced need
for leaders involvement. 3 substitutes : Subordinate charactheristic, task charactheristic,
organizational charactheristic.
Vroom-Jago Leader- Participation Theory : Helps leader choose the method of decision
making that fits situation. Basic decision making choices : authority , consultative, group
decision ((+): improve decision quality, acceptance, and leadership potential. (-): lost
efficiency)
Decision making option : Decide alone, consult individually, consult with group,
facilitate, delegate
Superleaders : Person whose vision and strength of personality have extraordinary impact
on others.
Charismatic Leaders : Develop special leader-follower relationships, and inspire others in
extraordinary ways
Transactional Leadership : yang membuat orang lain berbuat spt yang dia inginkan
melalui tugas, hadiah, dan posisi
Transformational leadership : Leader yang benar menginspirasi sehingga orang
tertantang untuk bekerja secara maksimal.
Characteristics of transformational leaders: vision,charisma, symbolism, empowerment,
intellectual stimulation, integrity
Emotional Intelligence : Ability of people manage themselves & relationships effectively.
Components of EI : self-awareness, self-regulation, motivation, emphaty, social skill.
Gender & Leadership
Women : interactive leadership (styl that shares qualities with transformational
leadership) ; Men : Transactional leadership
Druckers old-fashioned leadership : leadership is good old-fashioned hardwork.
Essential : defining and establishing a sense of mission, accepting leadership as
responsibility, earning & keeping trust of others.
Moral Leadership : Leadership that adheres to moral standards meeting of good and
right rather than bad and wrong.
All leaders are expected to maintain high ethical standards, that involves integrity,
honesty, credibility, and consistency in traits and behavior
Motivation
Basic motivational concepts
-Motivation:force within the individual that account for the level, direction, and
persistence of effort expended at work.
-Reward:a work outcome of positive value to the individual
-Extrinsic rewards:valued outcomes given to someone by another person.
-Intrinsic rewards:valued outcomes that occur naturally as a person works on a task.
To achieve maximum motivational potential in linking rewards to performance
Respect diversity and individual differences to best understand what people want from
work.
Allocate rewards to satisfy the interests of both individuals and the organization.
Types of motivation theories
-Content theories : Human needs and how people with different needs may respond to
different work situations.
-Process theories: How people give meaning to rewards and make decisions on various
work-related behaviors.
-Reinforcement theory:How peoples behavior is influenced by environmental
consequences.
What are different types of individual needs
Needs
-Unfulfilled physiological and psychological desires of an individual.
-Explain workplace behavior and attitudes.
-Create tensions that influence attitudes and behavior.
-Good managers and leaders facilitate employee need satisfaction.
Types of content theories:
-Hierarchy of needs theory:
#Developed by Abraham Maslow. Lower order and higher order needs affect workplace
behavior and attitudes.
#Low order needs: Physiological, safety, and social needs. Desires for physical and
social well being.
#Higher order needs: Esteem and self-actualization needs.Desire for psychological
growth and development.
#Deficit principle:A satisfied need is not a motivator of behavior.
#Progression principle:A need at one level does not become activated until the next
lower-level need is satisfied.
-ERG theory:
#Developed by Clayton Alderfer
#Three need levels:
Existence needs: desires for physiological and material well-being.
Relatedness needs: desires for satisfying interpersonal relationships.
Growth needs: desires for continued psychological growth and development.
#Any/all needs can influence behavior at one time
#Frustration-regression principle : An already satisfied lower-level need becomes
reactivated when a higher-level need is frustrated.
-Two-factor theory
#Developed by Frederick Herzberg.
#Hygiene factors:
Elements of the job context. Sources of job dissatisfaction.
#Satisfier factors:
Elements of the job content. Sources of job satisfaction and motivation.
-Acquired needs theory
#Developed by David McClelland.
#People acquire needs through their life experiences.
#Needs that are acquired:
Need for Achievement(nAch): Desire to do something better or more efficiently, to solve
problems, or to master complex tasks.People high in (nAch) prefer work that:*Involves
individual responsibility for results.*Involves achievable but challenging goals.*Provides
feedback on performance.
Need for Power(nPower): Desire to control other persons, to influence their behavior, or
to be responsible for other people.Personal power versus social power. People high in
(nPower) prefer work that: *Involves control over other persons.*Has an impact on
people and events.*Brings public recognition and attention.
Need for Affiliation(nAff): Desire to establish and maintain friendly and warm relations
with other persons. People high in (nAff) prefer work that:*Involves interpersonal
relationships.*Provides for companionship.*Brings social approval.
 When participation is not possible, workers will respond positively if supervisory trust
and support exist.
Reinforcement Theory
Fundamentals of reinforcement theory
Reinforcement theory focuses on the impact of external environmental consequences on
behavior.
Law of effect impact of type of consequence on future behavior.
#Operant conditioning: Developed by B.F. Skinner. Applies law of effect to control
behavior by manipulating its consequences.Operant conditioning strategies:
Positive reinforcement : Increases the frequency of a behavior through the contingent
presentation of a pleasant consequence.
Negative reinforcement: Increases the frequency of a behavior through the contingent
removal of an unpleasant consequence.
Punishment: Decreases the frequency of a behavior through the contingent
presentationof an unpleasantconsequence.
Extinction: Decreases the frequency of a behavior through the contingent removalof an
pleasantconsequence.
#Successful implementation of positive reinforcement is based on
Law of contingent reinforcement : Reward delivered only if desired behavior is
exhibited.
Law of immediate reinforcement : More immediate the delivery of a reward, the more
Process Theories of Motivation
reinforcement value it has.
-How people make choices to work hard or not.
#Guidelines for using positive reinforcement:
-Choices are based on:Individual preferences.Available rewards.Possible work
Clearly identify desired work behaviors.
outcomes.
Maintain a diverse inventory of rewards.
-Types of process theories:
nform everyone about what must be done to get rewards.
#Equity theory: Developed by J. Stacy Adams. When people believe that they have been
Recognize individual differences when allocating rewards.
treated unfairly in comparison to others, they try to eliminate the discomfort and restore a
Follow the laws of immediate and contingent reinforcement.
perceived sense of equity to the situation: Perceived inequity.Perceived equity.
People respond to perceived negative inequity by changing:Work inputs.Rewards
received. Comparison points.Situation.
Managerial implications of equity theory:
*Underpaid people experience anger.
*Overpaid people experience guilt.
*Perceptions of rewards determine motivational outcomes.
*Negative consequences of equity comparisons should be minimized, if not eliminated.
*Do not underestimate the impact of pay as a source of equity controversies in the
workplace:Gender equity.Comparable worth.
#Expectancy theory: Developed by Victor Vroom. Key expectancy theory variables:
Expectancy : belief that working hard will result in desired level of performance.
Instrumentality :belief that successful performance will be followed by rewards.
Valence : value a person assigns to rewards and other work related outcomes. #Schedules of reinforcement:
Motivation (M), expectancy (E), instrumentality (I), and valence (V) are related to one Continuous reinforcement administers a reward each time a desired behavior occurs.
another in a multiplicative fashion: Intermittent reinforcement rewards behavior only periodically.
M = E x I x V . If either E, I, or V is low, motivation will be low Acquisition of behavior is quicker with continuous reinforcement.
Managerial implications of expectancy theory Behavior acquired under an intermittent schedule is more permanent.
To maximize expectancy, managers should: #Guidelines for using punishment:
*Select workers with ability. Tell the person what is being done wrong.
*Train workers to use ability. Tell the person what is being done right.
*Support work efforts. Match the punishment to the behavior.
*Clarify performance goals. Administer punishment in private.
-To maximize instrumentality, managers should: Follow laws of immediate and contingent reinforcement.
*Clarify psychological contracts. #Ethical issues in reinforcement:
*Communicate performance-outcome possibilities. gnores individuality.
*Identify rewards that are contingent on performance. Restricts freedom of choice.
-To maximize valence in a positive direction, managers should: Ignores the possibility of other types of motivation.
*Identify individual needs. #Key concern is whether it is ethical to not control behavior well enough to serve both
*Adjust rewards to match individual needs. individual and organizational goals.
Challenges of Motivation in the New Workplace
Integrated model of motivation
Motivation leads to work effort that, when combined with appropriate individual
abilities and organizational support, leads to performance accomplishment.
The motivational impact of any rewards received for this performance accomplishment
depends on equity and reinforcement considerations.
Ultimately, satisfaction with rewards should lead to increased motivation to work hard
in the future.
Pay for performance
Paying people for performance is consistent with:
Equity theory.
Expectancy theory.
Reinforcement theory.
Merit pay
Awards a pay increase in proportion to individual performance contributions.
Provides performance contingent reinforcement.
May not succeed due to weakness in performance appraisal system or lack of
consistency in application.
Incentive compensation systems:
Skill-based pay : Links pay to the number of job-relevant skills an employee masters.
Bonus pay plans : One-time or lump-sum payments based on the accomplishment of
specific performance targets or some extraordinary contribution.
#Goal-setting theory: Developed by Edwin Locke. Properly set and well-managed task Incentive compensation systems:
Profit-sharing plans : Some or all employees receive a proportion of net profits earned
goals can be highly motivating. Motivational effects of task goals:
Provide direction to people in their work. by the organization.
Gain-sharing plans : Groups of employees share in any savings realized through their
Clarify performance expectations.
Establish a frame of reference for feedback. efforts to reduce costs and increase productivity.
Employee stock ownership plans: Employees own stock in the company that employs
Provide a foundation for behavioral self-management.
Key issues and principles in the goal-setting process: them.
Set specific goals.
Set challenging goals. SOAL: Bab 1
1. The process of management involves the functions of planning, , leading, and
Build goal acceptance and commitment.
Clarify goal priorities. controlling. d) organizing
2. An effective manager achieves both high- performance results and high levels of
Provide feedback on goal accomplishment.
Reward goal accomplishment. among people doing the required work. (c) satisfaction
3. Performance effi ciency is a measure of the associated with task accomplishment. (a)
Participation in goal setting
Unlocks the motivational potential of goal setting. resource costs
Management by objectives (MBO) promotes participation.
4. The requirement that a manager answer to a higherlevel boss for performance results
achieved by a work team is called . (b) accountability
5. Productivity is a measure of the quantity and of work produced, relative to the cost
of inputs. (a) quality
6. managers pay special attention to the external environment, looking for problems and
opportunities and fi nding ways to deal with them. (a) Top
7. The accounting manager for a local newspaper would be considered a manager,
whereas the editorial director would be considered a manager. (c) staff, line
8. When a team leader clarifi es desired work targets and deadlines for a work team, he or
she is fulfillingthe management function of . (a) planning
9. The process of building and maintaining good working relationships with others who
may help implement a managers work agendas is called (b) networking
10. In Katzs framework, top managers tend to rely more on their skills than do fi rst-line
managers. (b) conceptual
11. The research of Mintzberg and others concludes that managers . (c) are never free
from the pressures of performance responsibility
12. When someone with a negative attitude toward minorities makes a decision to deny
advancement opportunities to a Hispanic worker, this is an example of . (a) discrimination
13. Among the trends in the new workplace, one can expect to fi nd . (b) more valuing
people as human assets
14. The managers role in the upside-down pyramid view of organizations is best 1. After objectives and standards are set, what step comes next in the control process?
described as providing so that operating workers can directly
serve . (c) support, customers
15. The management function of is being performed when a retail manager measures
daily sales in the womens apparel department and compares them with daily sales
targets. (c) controlling
Bab 2
1. The assumption that people are complex with widely varying needs is most associated
with the ____________ management approaches. (c) behavioral
2. The father of scientifi c management is ____________. (b) Taylor
3. When the registrar of a university deals with students by an identifi cation number
rather than a name, which characteristic of bureaucracy is being displayed and what is its
intended benefi t? (d) impersonality, fairness
4. If an organization was performing poorly and Henri Fayol was called in as a
consultant, what would he most likely suggest to improve things?(a) Teach managers to
better plan and control..
5. One example of how scientifi c management principles are applied in organizations
today would be: (a) conducting studies to increase effi ciencies in job
performance.
6. The Hawthorne studies raised awareness of how __________ can be important infl
uences on productivity. (b) human factors
7. Advice to study a job, carefully train workers to do that job, and link fi nancial
incentives to job performance would most likely come from ____________.
(a) scientifi c management
8. The highest level in Maslows hierarchy includes ____________ needs.
(c) self-actualization
9. A possible misfi t between the mature adult personality and rigid practices of a
bureaucratic organization was a major concern of ____________. (a) Argyris
10. When people perform in a situation as they are expected to, this is sometimes called
the ____________ Effect. (a) Hawthorne
11. Resource acquisition and customer satisfaction are important when an organization is
viewed as a(n)____________. (c) open system
12. The loan-processing department would be considered a ____________ of your local
bank or credit union. (a) subsystem
13. When a manager notices that Sheryl has strong social needs and assigns her a job in
customer relations and gives Kwabena lots of praise because of his strong ego needs, the
manager is displaying ____________. (d) contingency thinking
14. Which is the correct match?(c) Demingquality management
15. When managers try to avoid hearsay and make decisions based on solid facts and
information, this is known as ____________. (b) evidence-based management
Bab 5
1. The reasons why businesses go international include gaining new markets, fi nding
investment capital, and reducing . (c) labor costs
2. When shoe maker Rocky Brands decided to buy full ownership of a manufacturing
company in the Dominican Republic, Rocky was engaging in which form of international
business?
(c) foreign subsidiary ]
3. A form of international business that falls into the category of a direct investment
strategy is . (b) joint venture
4. The World Trade Organization would most likely become involved in disputes
between countries over. (d) tariffs
5. Business complaints about copyright protection and intellectual property rights in some
countries illustrate how differences in can impact international operations. (a) legal
environments
6. In cultures, members tend to do on thing at a time; in cultures, members tend to do
many things at once (a) monochronic, polychronic
7. A culture that places great value on expressing meaning in the written or spoken word
is described as by Hall. (d) low-context
8. It is common in Malaysian culture for people to value teamwork and to display great
respect for authority. Hofstede would describe this culture as high in both (c) collectivism
and power distance
9. In Hofstedes study of national cultures, America was found to be the most compared
with
other countries in his sample.(a) individualistic
10. It is when a foreign visitor takes offense at a local custom such as dining with ones fi
ngers,
considering it inferior to practices of his or her own culture. (d) enthnocentric
11. When Limited Brands buys cotton in Egypt, has tops sewn from it in Sri Lanka
according to designs made in Italy, and then offers the garments for sale in the United
States, this form of international business is known as . (d) global sourcing
12. The difference between an international business and a transnational corporation is
that the transnational (a) tries to operate around the world without a strong national
identity
13. The Foreign Corrupt Practices Act makes it illegal for (c) U.S. businesses to make
payoffs abroad to gain international business contracts
14. When a member of a cross-cultural team is hesitant to speak up and offer ideas, defers
to the team leader, and avoids accepting praise for individual work, the person is
displaying characteristics consistent with a culture. (c) tight
15. Hofstede would describe a culture whose members respect age and authority and
whose
workers defer to the preferences of their supervisors as .(c) high power distance
BAB 8
1. Planning is the process of _____________ and _____________. (c) measuring past
performance, targeting future performance
2. The benefi ts of planning include _____________.(a) improved focus
3. In order to help implement its corporate strategy, a business fi rm would likely develop
a (an)
_____________ plan for the marketing department.(a) functional
4. _____________ planning identifi es alternative courses of action that can be taken if
and when certain situations arise. (d) Contingency
5. The fi rst step in the control process is to _____________. (b) establish objectives and
standards
6. A sexual harassment policy is an example of _____________ plans used by
organizations.
(c) standing-use
7. When a manager is asked to justify a new budget proposal on the basis of projected
activities
rather than past practices, this is an example of _____________ budgeting. (a) zero-based
8. One of the benefi ts of participatory planning is _____________. (d) more
commitment to implementation
9. The ideal situation in a hierarchy of objectives is that lower level plans become the
_____________ for accomplishing higher-level plans. (a) means
10. When managers use the benchmarking approach to planning, they _____________.
(b) identify best practices used by others
11. One of the problems in relying too much on staff planners is _____________.
(a) a communication gap between planners and implementers
12. The planning process isnt complete until _____________. (c) plans are
implemented and results evaluated
13. When a team leader is trying to follow a approach known as management by
objectives,
who should set a team members performance objectives?
(c) the team leader and team member
14. A good performance objective is written in such a way that it _____________. (d) can
be easily measured
15. Which type of plan is used to guide resource allocations for long-term advancement
of the
organizations mission or purpose? (c) strategic
BAB 9
(a) Measure results.
2. When a soccer coach tells her players at the end of a game: Im pleased you stayed
with the game plan, she is using a/an to a measure performance, even though in terms of
outcomes her team lost. (b) output standard
3. When an automobile manufacturer is careful to purchase only the highest-quality
components for use in production, this is an example of an attempt to ensure high
performance through control.
(d) feedforward
4. Management by exception means . (b) focusing attention where the need for action
is greatest
5. When a supervisor working alongside an employee corrects him or her when a mistake
is made, this is an example of control. (b) concurrent
6. If an organizations top management visits a fi rm in another industry to learn more
about its excellent record in hiring and promoting minority and female candidates, this is
an example of using for control purposes. (b) relative comparison
7. The control equation states: _ Desired Performance _ Actual Performance. (d) Need for
Action
8. When a UPS manager compares the amount of time a driver takes to make certain
deliveries against standards set through a quantitative analysis of her
delivery route, this is known as .(b) an engineering comparison
9. Projects are unique one-time events that. (b) must be completed by a specifi c time
10. The chart graphically displays the scheduling of tasks required to complete a project.
(c) Gantt
11. When one team member advises another team member that your behavior is crossing
the line in terms of our expectations for workplace civility, she is exercising a form of
control over the
others inappropriate behaviors (a) clan
12. In a CPM/PERT analysis the focus is on and the event that link them together with the
fi nished project. (b) activities, sequences
13. If fi xed costs are $10,000, variable costs are $4 per unit, and the target selling price
per unit is $8, what is the breakeven point? (c) 2,500
14. Among the fi nancial ratios used for control, Current Assets/Current Liabilities is
known as the
(c) current ratio
15. In respect to return on assets (ROA) and the debt ratio, the preferred directions when
analyzing them from a control standpoint are . (c) increase ROA, decrease debt
BAB 10
1. The most appropriate fi rst question to ask in strategic planning is ____________.
(a) Where do we want to be in the future?
2. The ability of a fi rm to consistently outperform its rivals is called ____________.
(b) competitive advantage
3. In a complex conglomerate business such as General Electric, a(n) ____________ level
strategy
sets strategic direction for a strategic business unit. (c) business
4. The ____________ is a predominant value system for an organization as a whole.
d) corporate culture
5. Cost effi ciency and product quality are two examples of ____________ objectives of
organizations. (b) operating
6. An organization that is downsizing to reduce costs is implementing a grand strategy of
____________. (c) retrenchment
7. When PepsiCo acquired Tropicana, a maker orange juice, the fi rms strategy was
growth by____________.(a) related diversifi cation
8. In Porters fi ve forces framework, having ____________ increases industry
attractiveness.
(c) low bargaining power of suppliers
9. A ____________ in the BCG matrix would have a
high market share in a low-growth market, and the correct grand or master strategy is
____________. (b) cash cow, stability
10. The alliances that link together fi rms in supply chain management relationships are
examples of how businesses try to use ____________ strategies. (c) cooperation
11. The two questions asked by Porter to identify competitive strategies for a business or
product line are: 1What is the market scope? 2What is the ____________? (a)
market share
12. According to Porters model of competitive strategies, a fi rm that wants to compete
with its rivals in a broad market by selling a very low-priced product would need to
successfully implement a ____________ strategy. (c) cost leadership
13. When Coke and Pepsi spend millions on ads trying to convince customers that their
products are unique, they are pursuing a/an ____________ strategy. (d) differentiation
14. The role of the board of directors as an oversight body that holds top executives
accountable for the success of business strategies is called ____________.
(b) corporate governance
15. An example of a process failure in strategic planning is ____________.
(a) lack of participation
Bab 11
1. The main purpose of organizing as a management function is to ____________.
(b) arrange people and resources to accomplish work
2. ____________ is the system of tasks, reporting relationships, and communication that
links together the various parts of an organization. (a) Structure
3. Rumors and resistance to change are potential disadvantages often associated with
____________. (b) informal structures
4. An organization chart showing vice presidents of marketing, fi nance, manufacturing,
and purchasing all reporting to the president is depicting a ____________ structure.
(a) functional
5. The functional chimneys problem occurs when people in different functions
____________.(a) fail to communicate with one another
6. A manufacturing business with a functional structure has recently developed three new
product lines. The president of the company might consider shifting to
a/an ____________ structure to gain a stronger focus on each product. (c) divisional
7. ____________ structure tries to combine the best elements of the functional and
divisional forms. (d) Matrix
8. The two-boss system of reporting relationships is found in the ____________
structure. (b) matrix
9. Better lower-level teamwork and more top-level strategic management are among the
expected advantages of a ____________ structure. (b) matrix
10. Tall organizations tend to have long chains of command and ____________ spans
of control (b) narrow
11. A student volunteers to gather information on a company for a group case analysis
project. The Other members of the group agree, and tell her to go ahead and choose the
information sources. In terms of delegation, this group is giving the student
____________ to fulfi ll the agreed-upon task.(c) authority
12. The current trend in the use of staff in organizationsis to ____________.
(b) reduce the number of staff personnel
13. The bureaucratic organization described by Max Weber is similar to the
____________ organization described by Burns and Stalker. (b) mechanistic
14. Which type of organization design best fi ts an uncertain and changing environment?
(c) organic
15. An organization that employs just a few core or essential full-time employees and
outsources a lot of the remaining work show signs of using a ____________ structure.
(b) network
Bab 13
1. Human resource management is the process of, developing, and maintaining a
highquality workforce.(a) attracting
2. programs are designed to ensure equal employment opportunities for persons
historically underrepresented in the workforce. (c) Affi rmative action
3. The Age Discrimination in Employment Act prohibits discrimination against persons .
(a) 40 years and older
4. is the idea that jobs that are similar in terms of their importance to the organization
should be compensated at the same level. (d) Comparable worth
5. A is a criterion that can be legally justifi ed for use in screening candidates for
employment. (b) bona fi de occupational qualifi cation
6. The fi rst step in strategic human resource management is to .(d) review organizational
mission, objectives, and strategies
7. In human resource planning, a/an is used to determine exactly what is done in an
existing job. (c) job analysis
8. If an employment test yields different results over time when taken by the same person,
it lacks ; if it bears no relation to actual job
performance, it lacks .(d) reliability, validity
9. Which phrase is most consistent with a recruiter offering a job candidate a realistic job
preview? (d) Let me tell you what you might not like once you start work.
10. Socialization of newcomers occurs during the step of the staffi ng process.
(b) orientation
(11. The purpose of performance appraisal is being addressed when a manager describes
training options that might help an employee improve future performance. (a)
development
12. When a team leader is required to rate 10% of team members as superior, 80% as
good, and 10% as unacceptable for their performance on a project,
this is an example of the approach to performance appraisal. (b) forced distribution
13. An employee with domestic problems due to substance abuse would be pleased to
learn thathis employer had a(n) plan to help on
such matters. (a) employee assistance
14. Whereas bonus plans pay employees for special accomplishments, gain-sharing plans
reward them for . (d) contributing to cost reductions
15. In labormanagement relations, the process of negotiating, administering, and
interpreting a labor contract is known as .(d) collective bargaining
BAB 14
1. Someone with a clear sense of the future and the actions needed to get there is
considered a leadeR (d) visionary
2. Leader power _ power _ power. (d) position, personal
3. A manager who says because I am the boss, you must do what I ask is relying on
power. (b) legitimate
4. When a leader assumes that others will do as she asks because they want to positively
identify with her, she is relying on power to infl uence their behavior. (b) reference
5. The personal traits now considered important for managerial success include .
(a) self-confi dence
6. In the leader-behavior approaches to leadership, someone who does a very good job of
planning work, setting standards, and monitoring results would be considered a(n) leader.
(a) task-oriented
7. According to the Blake and Mouton leadership grid, the most successful leader is one
who acts with (b) high concern for task and high concern for people
8. A leader whose actions indicate an attitude of do as you want, and dont bother me
would be described as having a(n) leadership style. (d) laissez-faire
9. In Fiedlers contingency model, both highly favorable and highly unfavorable
leadership situations are best dealt with by a leader.(a) task-motivated
10. leadership model suggests that leadership style is strongly anchored in personality and
therefore hard to change. (b) Fiedlers
11. Houses theory of leadership says that successful leaders fi nd ways to add value to
leadership situations. (b) pathgoal
12. A leader who would be described as achievement-oriented in the pathgoal theory.
(a) sets challenging goals for others
(13. The critical contingency variable in the Hersey- Blanchard situational model of
leadership is (a) followers maturity
14. Vision, charisma, integrity, and symbolism are all on the list of attributes typically
associated with leaders. (c) transformational
15. The interactive leadership style, sometimes associated with women, is characterized
by . (a) inclusion and information sharing
Bab 16
1. Lower-order needs in Maslows hierarchy match well with ____________ needs in
ERG theory. (c) existence
2. When a team member shows strong ego needs in Maslows hierarchy, the team leader
should find that ___________ will be motivating to him
or her. (b) praise and recognition for job performance
3. A worker with a high need for ____________ power in McClellands theory tries to
use power for the good of the organization. (d) social
4. In Herzbergs two-factor theory, base pay is considered a(n) ____________ factor
(d) hygiene
5. Which of the following is a correct match? (b) Skinnerreinforcement theory
6. The expectancy theory of motivation says that motivation _ expectancy _
____________ _ ____________. (b) instrumentality, valence
7. When someone has a high and positive expectancy in the expectancy theory of
motivation, this means that the person ____________.
(a) believes he or she can meet performance expectations
8. In the ____________ theory of motivation, someone who perceives herself under-
rewarded relative to a coworker might be expected to reduce his or her
performance in the future. (d) equity
9. In goal-setting theory, the goal of doing a better job would not be considered a good
source of motivation because it fails the test of goal ____________. (b) specificity
10. The law of _________________ states that behavior followed by a positive
consequence is likely to be repeated, whereas behavior followed by an undesirable
consequence is not likely to be repeated. (d) effect
11. ____________ is a positive reinforcement strategy that rewards successive
approximations to a desirable behavior. (c) Shaping
12. B. F. Skinner would argue that getting a paycheck on Friday reinforces a person for
coming to work on Friday, but it does not reinforce the person for having done an
extraordinary job on Tuesday. This is because the Friday paycheck fails the law of
____________ reinforcement (c) immediate
13. When a job is redesigned to allow a person to do a whole unit of work from beginning
to end, it becomes high on which core characteristic?(a) task identity
14. A typical compressed workweek schedule involves 40 hours work done in
____________ days. (b) 4
15. A term often used to describe someone who is a long-term but part-time hire is
____________ worker. (d) permatemp