Chapter IIChapter IIManagementManagement

(Part One)(Part One)

Henry A. Siregar, SE, MM, AAIKHenry A. Siregar, SE, MM, AAIK

INTRODUCTION

Karakteristik Dasar suatu Usaha/ Bisnis dibahas di Chapter I

Bagaimana Bisnis di kelola? Bahasan Chapter II

MANAGEMENT

Process of :

Planning

Organizing

Leading

Controlling

Resources of an organization:

- Material

- Financial

- Human

Proses ini berlaku baik utk perusahaan besar maupun kecil!!

MANAGEMENT STYLES

• Banyak cara/ gaya utk menjalani proses manajemen di atas

• Penggunaan resources secara efektif merupakan perhatian manajer

• Perhatian terbesar

Penggunaan & Pengawasan Human Resources secara efektif

Human (Staff) Behaviour

dipengaruhi

Corporate Culture

Perlu dipahami terlebih dahulu budaya perusahaan agar penggunaan SDM yang efektif dpt dicapai.

CORPORATE CULTURE (BUDAYA PERUSAHAAN)

Simple Definition:“The way we do things around here”

Termasuk di dalamnya aspek-aspek berikut:• Norma Perilaku yg dapat diterima dlm perusahaan Contoh:

- standar pengukuruan kinerja - standar berpakaian - cara penyelesaian masalah, dll

• Nilai dan Keyakinan dlm perusahaan Contoh:

- menjaga kualitas tinggi - tidak merusak lingkungan/ mahluk hidup - menghargai setiap masukan dari karyawan, dll

• Gaya Manajemen (Management Styles) perilaku manajer

Notes:

Corporate Culture & Management Styles seringkali dipengaruhi

Personal Values dari CEO, senior partners atau founders

APPROPRIATE MANAGEMENT STYLES

Contoh management styles dan karakteristiknya

StyleStyle CharacteristicsCharacteristicsOpen doorOpen door Managers are approachable by staff at all Managers are approachable by staff at all

timestimes

AutocraticAutocratic Control and power rest with single individual, Control and power rest with single individual, usually the chief executiveusually the chief executive

PaternalisticPaternalistic The company looks after its employees in a The company looks after its employees in a fatherly wayfatherly way

Militaristic/ Militaristic/ HierarchicalHierarchical

The management is structured in a formal way, The management is structured in a formal way, with clear job demarcationwith clear job demarcation

Democratic/ Democratic/ ConsultativeConsultative

Decisions are taken with prior reference to as Decisions are taken with prior reference to as many staff as possiblemany staff as possible

Management Style mana yang paling tepat utk digunakan?

Tergantung:

• Jenis usaha/ pekerjaan

• Current stage of business life (expanding, stagnating, contracting)

Contoh?

Conclusions:

Persepsi Masyarakat thd Perusahaan

dipengaruhi

Human (Staff) Behaviour

dipengaruhi

Corporate Culture

dipengaruhi

Management Styles

MANAGEMENT STRUCTURES

Management Structure?

An element of the overall structure which denotes how the management exercises control of the organisation

MS juga merefleksikan management styles perusahaan

Vertical Management Structure

• Cocok utk perusahaan berukuran besar

yg mengadopsi hierarchical mgt styles

• Clear line of authority

• Pekerjaan rutin sekalipun harus mendapat

persetujuan senior manager

• Weakness:

Pengambilan keputusan sangat lambat

Flat Management Structure

• Wewenang pengambilan keputusan

didelegasikan secara merata

• Proses pengambilan keputusan berjalan

dgn cepat

Functional Design Structure

• Terdapat spesialisasi fungsi kerja

• Diadopsi pada saat persh berkembang

• Cocok utk jenis perusahaan jasa atau single

product

Divisional Design Structure

• Biasanya digunakan diperusahaan yg me-

nawarkan beragam jenis produk/ layanan

• Di dalam satu divisi terdapat seluruh aspek

pekerjaan yg terkait dgn produk divisi tsb

Territorial Design Structure

• work group based on territorial/ geo-area

• one manager for one territorial

• efektif utk persh yg konsumennya tersebar

di belahan dunia

• advantage:

tailored work units according to characteristics

of the area

Holding Company Structure

Project Teams Structure

• utk organisasi yg tumbuh dgn membeli jenis

usaha lain/ offer a wide range of products

• Holding dikendalikan oleh co-ordinating group

terdiri dari CEO tiap perusahaan terkait

• tepat utk unstable business environment

• temporary structure specific problems/

clients

• the membership of team may vary

• anggota tim sebaiknya terdiri dari expert

di bidang/ masalah yg dihadapi

Matrix Design Structure

Flexible Firm Structure

• mencoba mengkombinasikan best features yg

tdpt pd struktur lain

• project manager & manajer fungsional dpt

membagi keahlian mereka baik secara

vertikal maupun horizontal

• secara efektif mengelola setidaknya dua

element antara lain:

- size - products

- markets - customers

• organisasi yg dpt beradaptasi dgn mudah & cepat thd perubahan

• dua fleksibilitas yg terdapat dlm struktur ini:

- functional flexibility core staff people with multi skill

- numerical flexibility employing part-time and contract staffe

Virtual Firm Structure

• organisasi kelihatan besar namun sebenarnya tdk memiliki karyawan permanen

• struktur ini berkembang krn Techno advances, pressure to be more flexible & reducing

costs

• organisasi dikendalikan oleh grup manajer yg bekerja dr rumah masing-masing

(komunikasi dgn e-mail, video conferencing, or phone)

• pekerjaan lain diluar core jobs di subkontrak kepada pihak lain

• pertemuan dgn klien dpt dilangsungkan disuatu tempat yg disewa oleh organisasi

End of Part I