NAMA: Antariksa Dunia Aryanto

NIM: 2602209690

JURUSAN: Bisnis Manajemen

MATA KULIAH: Introduction to Management and Business

KELAS: LD86

NAMA DOSEN: Dr. Drs. DEDI RIANTO RAHADI, MM.

1. You certainly know Elon Musk with his Tesla. You are asked to explain some
points about Elon Musk as CEO of Tesla. There are five points you should
describe Elon Musk and Tesla. Those points are:
a. Define and explain who Elon Musk as a manager is and where he works
To achieve their objectives, businesses must figure out how to expand output.
There might not be enough money to fund operations if this goal is not met by the
end of June 2018. If investors lose faith in businesses that have consistently failed
production objectives, access to further funding may become challenging. Elon
Musk, the creator and CEO of Tesla, has been confined to the Tesla plant for three
days as the goal date, which is late June 2018, approaches. He snoozes on the
ground beneath the desk. Under the outside tent, a makeshift assembly line was
constructed in order to meet the production goal. The establishment of X.com, an
online payments business that subsequently changed its name to PayPal and was
bought by eBay in 2002 for $1.5 billion, happened after that. In more recent years,
Musk launched Tesla Motors, SpaceX, Solar City, Neuralink, a firm that develops
brain-computer interfaces, and The Boring Company, a company that builds
infrastructure and tunnels. Elon Musk is an American business magnate, inventor,
and entrepreneur. In addition to being the CEO and production architect of Tesla
Inc., he also founded The Boring Company, Neuralink, and OpenAI. He is the
founder, CTO, and CEO of SpaceX. 11163 Santa Monica Boulevard, in Los
Angeles, California, USA, is home to the primary Tesla dealer (and first dealer).
b. Explain why managers are important to organizations
The first is that businesses require their management skills and talents more
than ever during periods of uncertainty, complexity, and upheaval. Managers are
crucial in recognizing the most pressing problems and coming up with solutions
 while dealing with the difficulties of today (evolving labor dynamics,
unpredictability of the global economy, and advancing technology). Second, they
are necessary to doing things. They plan and organize workplaces and
organizational structures so that others may carry out their duties. Or, the manager
is the one who determines the cause and puts things back on track when work isn't
completed or isn't completed as it should be. Third, managers have an effect on
the effectiveness of a company. How are we aware? Millions of employees and
tens of thousands of managers were polled by the Gallup organization, which
discovered that the quality of the employee-company connection is the one factor
that has the greatest impact on employee productivity and loyalty. their immediate
superior employee
Managers serve as the go-betweens for employee and corporate interests. The
right positions for each employee are then assigned based on their assigned
workstations. Despite not holding the top position, a manager is nevertheless
among the most crucial members of a staff. Of fact, a manager's function is crucial
in every firm. Consider a business without a management. We can draw the
conclusion that the firm will shut down because its management system is
dysfunctional. If no one is in charge of supervision, even though the infrastructure
and tools are ready, it will be useless. As a result, management is very important.
When making choices, managers must be able to solve issues and foresee
outcomes, yet not all managers act like managers.
c. Explain the functions, roles, and skills of the manager
 Functions
When managers participate in planning, they define objectives, create
plans to integrate and coordinate operations, and create strategies to attain
those objectives. The labor of employees must be organized and structured
by managers in order to meet organizational objectives. This attribute is
known as Organize. Managers select which activities must be completed,
by whom, how tasks should be categorized, who should report to whom,
and where decisions should be made while organizing themselves. Every
business has employees, and the manager's responsibility is to use those
employees to further organizational objectives. This is how a computer
boots up. When managers pick the most efficient communication channels,
 influence people or teams at work, handle workplace problems, inspire
subordinates, or deal with employee behavior concerns in any manner,
they are acting as leaders. Control is the last administrative duty. It is vital
to evaluate if things are proceeding according to plan after establishing
objectives and plans (planning), tasks and structures (organization), and
hiring, training, and motivating personnel (leadership).
 Roles
Managers are required to do certain acts or display certain attitudes,
which are referred to as leadership roles. Mintzberg identified 10 positions,
which are shown in Figure 1-6, that center on communication, decision-
making, and relationships. People (both inside and outside the
organization) and other ceremonial and symbolic duties are included in
interpersonal roles. The three interpersonal positions are liaison, leader,
and nominal leader. Roles involving information include gathering,
receiving, and spreading it. The speaker, multiplier, and monitor are the
three information roles. Entrepreneurs, event coordinators, resource
allocators, and negotiators are just a few of the positions that entail making
decisions. Mintzberg says that managers should engage in both
contemplation (thinking) and action when performing these tasks (doing).
 Skills
Technical skills are the job-specific knowledge and procedures
necessary to complete job-related tasks. These abilities are often more
critical for first-line managers, as they oversee the employees who utilize
the organization's tools and technology to make its goods or serve its
customers. Typically, personnel with exceptional technical expertise are
promoted to line management positions. Interpersonal abilities, including
the capacity to work successfully with others individually or in a team
setting. Since all managers interact with individuals, these abilities are
crucial at all levels of management. Managers with strong interpersonal
skills bring out the best in their staff. They are adept at communicating,
motivating, leading, and inspiring excitement and confidence. In terms of
intellectual skills, managers are able to conceptualize abstract and intricate
problems. Armed with these abilities, managers are able to view the
 organization as a whole, comprehend the linkages between components,
and see how the organization fits into its larger environment. Then,
managers may efficiently control the work of their personnel.
2. IBM has always been a leader in Diversity management. However, how diversity
is managed mainly talks about differences and provides equal employment
opportunities. (source:
https://courses.lumenlearning.com/suny-orgbehavior/chapter/2-5-managing-
diversity-forsuccess-the-case-of-ibm/). You are asked to describe some matters
within this IBM company regarding. Define and explain about:
a. Workplace diversity and explain why managing it is so important.
Workforce diversity is the degree to which individuals within an organization
differ from and resemble one another. Note that our concept emphasizes not just
the differences between employees, but also their commonalities. This
emphasizes that managers and organizations should consider the similarities and
variances amongst personnel. This does not imply that these distinctions are less
significant, but our focus is on identifying methods for managers to develop
good connections and involve their whole staff. These demographic disparities
indicate surface variety, including distinctions that are plainly detectable and
may elicit particular preconceptions, but may not necessarily reflect how
individuals think or feel. This apparent disparity in traits might influence how
individuals see others, particularly in terms of presumptions and preconceptions.
Diversity is ultimately about individuals within and outside the corporation.
Companies receive HR advantages from diversity initiatives by attracting and
maintaining a competent staff. To fulfill their objectives, organizations rely on
competent individuals with the necessary skills, talents, and experience. The
cost savings and operational enhancements that result from a varied workforce
are among the performance gains derived by enterprises from a diverse
workforce. Cost savings may be substantial for businesses that minimize
employee turnover, absenteeism, and lawsuit risk by fostering a diverse
workforce. The Royal Canadian Mounted Police, for instance, consented to a
pricey settlement over allegations of discrimination and harassment against
female Mounties. Strategically, organizations may profit from a diverse
workforce by recruiting the finest personnel, performance, market share, and
suppliers from across the globe. Companies with diverse workforces have the
 evident strategic benefit of being better equipped to adapt to shifting consumer
demands.
b. The different types of diversity found in workplaces.
 Age
There is little question that negative preconceptions about older
employees, such as lethargy, poor mental function, low productivity, and
aversion to change, have prevented many firms from employing and
maintaining individuals over 50. Managers are obligated to account for
generational differences in norms. Managing the many age groups in a
company effectively enables people to work well together, learn from one
another, and take use of the unique views and experiences that each
generation has to offer..
 Gender
Despite advancements, the workplace is far from gender-neutral.
According to one survey, males begin their jobs at a higher level than
women. From a position of disadvantage, women can never catch up. Men
also ascend the career ladder quicker and further than women..
 Race and Ethnicity
Race is a problematic social and organizational issue. We define race
on terms of physical traits, such as skeletal structure, skin color, and eye
color. In addition to country, regional culture, and lineage, race is the
social and cultural characteristic that identifies a person's group
membership.
 Disabilities
According to the U.S. Census Bureau, the biggest minority group in
the United States consists of people with disabilities. Approximately
12.6% of the U.S. population is disabled. The 1990s marked a turning
point for disabled individuals. The Americans with Disabilities Act (ADA)
entered into force in that year. The Americans with Disabilities Act
outlaws discrimination against handicapped individuals and requires
companies to make reasonable accommodations.

c. The challenges managers face in managing diversity

  Personal Bias
Prejudice is a disposition or inclination toward a specific perspective or
ideology. It is frequently perceived as a "one-sided" perspective. Our own
biases cause us to have predetermined notions about individuals or objects.
Such assumptions can result in a wide variety of erroneous judgements and
attitudes. Let's examine how our own biases influence how we perceive
and respond to diversity..
 Glass Ceiling
The glass ceiling is a metaphor for an unseen barrier that restricts the
advancement of women and other minorities inside an organization's
hierarchy. The notion of the ceiling indicates that there is an obstruction to
upward movement, but the concept of glass means that obstructions are not
immediately apparent. While the word is commonly used to describe the
limitations women experience in their employment, LGBT men and
African-Americans have also reported facing comparable difficulties.
 Pay Inequities
We can't talk about diversity in the modern world without talking
about the difference in pay between men and women. A lot of people are
interested in this subject. First, it is against the law for wages to be
different in the United States. The Equal Pay Act of 1963 made it a federal
law that men and women should get the same pay for doing the same job,
no matter whether they are men or women. But almost all studies show
that men and women in the same job are treated differently..
3. Its primary goal is to find the exact reason that causes a given problem by asking
a sequence of “Why” questions. The 5 Whys method helps your team focus on
finding the root cause of any situation. It would help if you compared the
deference of:
a. The five approaches managers can use when making decisions.
 Rationality
We assume that managers make decisions that are logical and
consistent so that they can get the most value out of their work. After all, if
managers are good at anything, they should be able to think things
through. For example, this should make it impossible for their decision to
 be based on feelings or convenience. The Reasonable Guess What does it
mean to make decisions in a "rational" way? A person who makes
decisions rationally would be completely logical and objective.
 Bounded Rationality
But the idea of "bounded rationality" is a more realistic way to explain
how managers make decisions. It says that managers make decisions
rationally but are limited by their ability to process information. Managers
tend to be happy rather than maximized because they can't look at all the
information about all the options. That is, they accept solutions that are
satisfactory and good enough, or "good enough." They are logical in the
sense that they can understand what is going on.
 Intuition
What is making decisions based on your gut? It makes decisions based
on what it knows, how it feels, and the judgments it has made over time.
Figure 2-6 shows five different parts of intuition that researchers have
found by looking at how managers use intuition to make decisions. How
common is making decisions based on your gut? One survey found that
"almost half of executives use their gut feelings more than formal analysis
to run their companies.”
 Evidence-Based Management
Amazon can give relevant customer reviews and boost sales by looking
at what customers have bought in the past, what items are in their virtual
shopping carts, what products customers have reviewed or reviewed after
buying, and what products customers have looked at on their website.
Medical research has a lot to do with how management makes decisions
based on data. When a patient has strange physical symptoms, doctors use
the best evidence they have to figure out what's wrong and how to treat it..
 Crowdsourcing
When it comes to making decisions, this term refers to using the
Internet to get opinions from a network of people who aren't part of the
organization's traditional decision-making group. For example, The
Hershey Company needed a way to keep chocolate cool when shipping it
 in the summer or to warmer places. Hershey spoke to the crowd to talk
about this problem..
b. The eight steps in the decision-making process.
Every choice starts with a question about the difference between what is and
what is wanted. Let's look at a specific case. Amanda is in charge of sales, and her
reps need new laptops because the ones they have now are old and not good
enough for their jobs. Assume that adding memory to an old computer is not cost-
effective and that the company policy is to buy rather than lease. Once a manager
has found a problem, he or she must find the important or relevant criteria for
making decisions about how to solve the problem. Whether they say it out loud or
not, everyone who makes decisions has criteria that guide them. Standards that are
important are rarely all the same. So, the people who make decisions must weigh
these things to give them the right order of importance. The fourth step in making
a decision is for the person making the decision to make a list of possible
solutions that could work. Once options have been found, those making the
decision must weigh each one. as? Use the standards set up in Step 2. Figure 2-3
shows how Amanda rated each choice after she did some research. In the sixth
step of the decision-making process, you pick the best option or the one that gives
you the most money. Step 7 is to put the decision into action by telling those who
will be affected by it and getting their agreement. Research has shown that the last
step in the decision-making process is to evaluate the decision's outcome or
outcomes to see if the problem has been solved. This evaluation is best done with
the people who will be putting the decision into action. If the problem is still there
after the assessment, the manager needs to figure out what went wrong.
4. In terms of company success, organizational design plays a significant role.
Netflix and Amazon are both innovative and successful companies, and
corporate structure is one of the reasons they achieve this. Amazon and Netflix
incorporate functional and geographic divisions into their corporate designs, but
that's not all (source: https://www.studysmarter.co.uk/explanations/business-
studies/business-case-studies/organisation-design-case-study/ ). You are asked to
explain some of the points below regarding the success of Netflix and Amazon.
Those points are:
a. Contingency factors affecting structural choice
 Plan and Organization The structure of an organization should make it easier
to reach its goals. Since a company's purpose is such an important part of its
strategy, it makes sense that structure and strategy go hand in hand. Alfred
Chandler was the first person to study this link. Size and make-up There's a lot of
evidence that the size of an organization changes how it's set up. Structure and
Technology Every business uses technology in some way to turn its inputs into
outputs. For example, CloudDDM uses 3D printers to make prototypes and parts
of products for business clients. Because of this technology, work can be done
with very few people. The founder of CloudDDM says so. The first category,
"build-to-order," is for high-volume or low-volume production. The second
group, "mass production," is all about mass production. The last group,
Continuous Process Production, is part of the third group, Process Production,
which is technically the most difficult. In Appendices 11–7, you can see a
summary of what they found. Other research has also shown that organizations
change their structures to fit their technology based on how often their technology
turns inputs into outputs. 23 In general, the more conventional the technology, the
more mechanized the structure and organization, while conventional technology
has more organic structures. Uncertainty and the way the environment is set up
Some organizations work in environments that are stable and simple with little
uncertainty, while others work in environments that are dynamic, complex, and
full of uncertainty.
b. traditional organizational design options.
 Simple Structure Entrepreneurial businesses typically begin with a low
level of formalization, a basic structure, few organizational design
departments, a wide span of control, concentrated power in the hands of a
single individual, and a vast span of authority. With a larger workforce,
however, most organizations are no longer comprised of a few modest
buildings.
 Functional Structure With a functional framework, professionals with
complementary skill sets are grouped together. This organizational
framework may be thought of as a cross-functional analysis.
 Divisional Structure A divisional structure is a type of organizational
structure in which distinct functional groups (such as departments) are
 maintained. Each division is given some leeway to make decisions on its
own, and division chiefs are given responsibility for their sections' output..
c. Organizing for flexibility in the twenty-first century
 Team Structures
If a company adopts a team structure, it means that rather than having
separate departments, its employees are organized into specialized teams.
Since there is no direct chain of command in this setup, it is essential that
workers be given the freedom to make their own decisions. Teams of
employees instead plan and carry out projects as they see appropriate,
taking full responsibility for the results of their efforts. Google discovered
that its most effective teams all have the following characteristics in
common: a sense of psychological safety, reliability, a strong sense of
structure and clarity, a sense of belonging, and a shared sense of purpose..
 Matrix and Project Structures
The matrix structure and the project layout are also common in modern
architecture. The matrix structure uses subject matter experts from several
functional areas to operate under the direction of project managers on
specific initiatives. Project-based organizational structures are common,
with personnel constantly engaged in various initiatives. In a project
structure, as opposed to a matrix structure, there are no permanent
departments to which employees can return after the work is done..
 The Virtual Organization
The current film industry serves as a model for the virtual structure.
During Hollywood's heyday, large studios often employed a production
model known as vertical integration. Because of the virtual structure's
adaptability, even people with novel ideas and limited resources may
effectively compete with well-established businesses..
 Telecommuting
It's a type of employment contract that was first crafted to advantage
both employers and workers. As a result of technological advancements,
workers may now telecommute from the comfort of their own homes and
maintain constant electronic contact with their colleagues. Employees
benefit from not having to commute, having less interruptions from
 coworkers, and having more time for personal pursuits. It's often held that
when workers are colocated, productivity increases, connections are
strengthened, and new ideas are generated. For many people at work,
having close friends amongst coworkers is a crucial way to meet their
social needs.
 Compressed Work Weeks
Employees can see immediate benefits from this plan, since they will
work one day less each week while receiving the same pay. It's effectively
a compressed workweek, in which people work greater hours per day but
fewer days per week. Four 10-hour workdays (a 4-40 schedule) are the
norm, with Friday being the most popular day off. This arrangement
allows for a three-day weekend..
 Flextime
The term "flextime" refers to a scheduling system that offers
employees some leeway in how they spend their time throughout the work
week while still maintaining a certain number of guaranteed hours. Each
day in a stretch time plan has a similar core—typically six hours—and a
stretch band around it. Regular business hours may be from 9 a.m. to 3
p.m., with the facility available between 6 a.m. and 6 p.m. Employees
must be present at work during common core hours, but they can make up
the other two hours by working overtime.
 Job Sharing
Job sharing occurs when two or more persons divide up the duties of
one full-time job. Employers like it because it's like getting two people for
the price of one, plus they receive exposure to a broader range of talents
and experiences.
 The Contingent Workforce
The difficulty in determining who exactly is an independent contractor
or freelancer is a major challenge for firms using temporary staff. The
Dutch technology conglomerate Philips, for instance, expanded its staff in
China and India with the help of MSP.
5. The following is a conflict management case study that emphasizes the
importance of listening to all parties to a dispute. Conflict Management Case
Study: To Resolve Disputes and Manage Conflict, Assume a Neutral Third Party
Role (https://www.pon.harvard.edu/daily/conflictresolution/telling-the-third-
story/). You are asked to explain and apply:
a. what does communication in a company mean?
The ability to convey and receive information is the essence of
communication. Take note of the stress placed on meaning transmission: if the
intended message or concept is not communicated, then there has been no
communication. Communication is impossible between listeners who do not
hear a speaker or readers who do not read a certain author. Communication,
however, is mostly about grasping meaning. We presume the individual who
disagrees with us does not completely grasp our stance if they do not see
things our way. Acceptance of one's own point of view is a common definition
of effective communication. However, while I don't agree with what you
stated, I do see your point of view. Finally, we'd like to note that
communication encompasses not just conversations between individuals, but
also conversations between individuals inside organizations, including all of
their respective forms, networks, and systems of communication. Managers
need both kinds of information.
b. Is it possible to misunderstand communication that makes conflict?
Communication is impossible between listeners who do not hear a
speaker or readers who do not read a certain author. Communication, however,
is mostly about grasping meaning. Meaning must be communicated and
understood for there to be effective communication. It is not possible to
communicate with someone who does not read or comprehend Spanish unless
the letter is translated into a language the recipient does. If there is such a
thing as perfect communication, then it occurs when the recipient grasps the
message exactly as the sender intended. It's also worth noting that strong
communicators often mistake agreement with the message for genuine
comprehension. We presume the individual who disagrees with us does not
completely grasp our stance if they do not see things our way. Acceptance of
one's own point of view is a common definition of effective communication.
But I get what you're getting at, even if I don't agree with what you stated.
c. How run the functions of communication?
 There are five primary purposes of communication in every group or
organization: management, motivation, emotional interaction, persuasion, and
knowledge sharing. Members' actions can be influenced in a number of ways
through the use of communication. Workers are required to adhere to the
established chain of command and set of policies in place at their respective
organizations. When workers do what they are supposed to do, for instance.
Communication serves as a leadership role, whether it's to enforce business
policy or anything else. The informal channels of communication are just as
effective in shaping behavior. A work group will use informal communication
and management techniques to deal with an annoying member who is working
too hard and ignoring the norm. When employees know what is expected of
them, how they are performing, and what they can do to enhance their
performance, they are more likely to put up their best effort. When workers
have clear objectives, put up effort toward those objectives, and get feedback,
d. How to reduce the barriers to effective communication?
Taking Advantage of Comments Misunderstandings and mistakes in
communication are often at the root of conflicts. The occurrence of such
problems decreases when supervisors get both verbal and nonverbal feedback.
Managers can check if the message was heard and comprehended by asking
follow-up questions. The manager may also request an informal reiteration of
the message. It is expected that comprehension and precision would increase
when supervisors listen with focus. Since language is sometimes an obstacle,
it's important for managers to think about who will be reading their messages
and simplify their language accordingly. Keep in mind that it's impossible to
have successful communication unless your communications are actually read
and comprehended. Paying Attention When someone is talking, we hear them
but don't always pay attention. Contrast this with listening, which is a passive
pursuit of meaning. The person being listened to actively participates in the
conversation. Curb your feelings Assuming that management will always
communicate logically is naïve. We all know that feelings may cloud and
skew what we say to one another. An agitated manager is more prone to
misread communications and give unclear instructions.