CORE COURSE

MANAJEMEN UMUM HARAPAN BANGSA

SESI 5 BUSINESS SCHOOL

D R . I R . S A M U E L TA R I G A N, M BA
 STRUKTUR KULIAH MANAJEMEN UMUM
PRAKTIK MANAJEMEN TEORI-TEORI MANAJEMEN
Week 1 – Week 9 Week 10-13

FUNGSI KEGIATAN PRINSIP

MANAJEMEN UTAMA UTAMA What works? What doesn’t? Why?
RESEARCH
Menetapkan “Fail to plan = plan
SMART goal to fail”
PLANNING Program kerja
Jadwal “Goal must be
Anggaran SMART”
History
Menyusun “Right people at right
Struktur oganisasi place will do the right
ORGANIZING Job descriptions things” Decision Leader-
ROLES Staffing “Divide tasks ‘MECE’” Making Manage
ship
ment
(PERAN Theories
MGR.) Melakukan
Directing & “Achieving targets is as
LEADING Training important as Organiza Organiza
(pengarahan) maintaining people and tional tional
Motivating relationships” Culture Behavior
• Directional
• People Melakukan
• Informational • Pengukuran kinerja
(performance “People will NOT do REPERTOIRS
• Decisional CONTROLLING things that are
measurement)
What works better in certain context
• Reward/punishment NOT MEASURED /
• Tindakan korektif REWARDED”
 SESI 5: LEADING
Setelah mengikuti Sesi 5, mahasiswa diharapkan mampu:
1. Menjelaskan prinsip utama dalam kepemimpinan (mencapai target dan
menjaga hubungan).
2. Mahasiswa mampu menjelaskan menjelaskan perbedaan
manajer/boss dengan pemimpin.
3. Mahasiswa mampu memberikan penjelasan tentang tujuan yang akan
dicapai oleh organisasi.
4. Mahasiswa mampu memberikan penjelasan teknis dari uraian
pekerjaan (job descriptions) serta target yang harus dicapai (KPI)
anggota unit organisasi.

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SESI 5: LEADING
KEGIATAN PRINSIP
UTAMA UTAMA

Melakukan
• Directing “__________________
LEADING
(pengarahan) ___________________
• Training ___________________
• Motivating ___________________”

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 A LEADER IS DIFFERENT FROM A
MANAGER NOR A BOSS
________ ________
‘does the right things’ ‘does things right’
Motivating, influencing, changing behavior Practicing stewardship, directing, and being accountable
for resources
Managing people Managing resources

Being visionary Planning, organizing, directing controlling

Being charismatic Being conscientious

Acting decisively Acting responsibly

Using power and influence Using authority responsibly

Putting people first Putting customers first

Inspiring, setting the tone, and articulating a vision Executing plans, implementing, delivering

Mistakes: wrong goal/direction due to incompetence or Mistakes: does not grasp the importance of people, treat
lack of follow through people like other resources, eager to control but are
unwilling to accept accountability
Source: Lorenzi (2004) “Managing for the Common Good Prosocial Leadership”. Organizational Dynamics, in Kreitner and Kinicki (2007, p. 511).
“A BOSS is someone who tellsHARAPAN
people BANGSA BUSINESS
to do the SCHOOL
right things and to do things right.”
 THERE ARE 5 LEVELS TOWARD BECOMING
GREAT EXECUTIVE
• Builds enduring greatness through a
Level 5 _____________________
paradoxical blend of humility and
professional will

_____________________
• Catalyzed commitment to and vigorous pursuit
Level 4 of a clear and compelling vision, stimulating
higher performance standards

• Organizes people and resources toward the

Level 3 _____________________
effective and efficient pursuit of
predetermined objectives

• Contributes individual capabilities to the

Level 2 _____________________
achievement of group objectives and works
effectively with others in a group setting

• Makes productive contributions through talent,

Level 1 _____________________
knowledge, skills, and good work habits
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THERE ARE SEVERAL SOURCES OF POWER
FOR A LEADER
________ -- based on knowledge and expertise
________ -- extent to which subordinate likes or identifies with supervisor
________ -- job title
________ -- ability to reward subordinates
________ -- ability to punish subordinates
________ – based on coalition

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THERE IS NO THE BEST WAY FOR
LEADERSHIP
Hershey and Blanchard’s Contingency Model of Leadership

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 TUGAS 5

SCRIPT (NARRATION)-
EXPLAINING PROJECT GOALS

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 TUGAS 5

SCRIPT (NARRATION)-
EXPLAINING INDIVIDUAL TASKS & KPIS

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 TUGAS 5

IDENTIFYING TRAINING NEEDS

Required
Staff Areas for Required
Technical
Name Improvement Soft Skill Training
Training

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 DISCUSSION (25 MINS)
Pertanyaan dari Reading
1. On the basis of the information, describe what decisions you think Buckman Labs has
made regarding the six key elements of organizational design?
2. Would you describe Buckman Labs as more of a mechanic or an organic
organization? Explain?
3. Is Buckman Labs a learning organization?
4. Go to Bucman’s Website.
• What is Buckman’s statement of mission? Locate the company’s code of ethics.
• Summarize some of the company’s basic principles.
• Find the Knowledge Nurture page. What is the buckman Room? What is the
Starter Kit/ What is the Library?
• Find the page that describes K’Netix. What does it say about the Buckman
Knowledge Network?
5. What could other organization learn from Buckman Lab’s approach?
HARAPAN BANGSA BUSINESS SCHOOL