pengantar manajement

ninth editionninth edition

STEPHEN P. ROBBINSSTEPHEN P. ROBBINS

PowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie CookThe University of West AlabamaThe University of West Alabama

MARY COULTERMARY COULTER

© 2007 Prentice Hall, Inc. © 2007 Prentice Hall, Inc. All rights reserved.All rights reserved.

Management Management Yesterday and TodayYesterday and Today

ChapterChapter

22

© 2007 Prentice Hall, Inc. All rights reserved. 2–2

L E A R N I N G O U T L I N E L E A R N I N G O U T L I N E Follow this Learning Outline as you read and study this chapter.Follow this Learning Outline as you read and study this chapter.

•Historical Background of ManagementHistorical Background of Management

• Explain why studying management history is important.Explain why studying management history is important.

• Describe some early evidences of management practice.Describe some early evidences of management practice.

•Scientific ManagementScientific Management

• Describe the important contributions made by Fredrick Describe the important contributions made by Fredrick W. Taylor and Frank and Lillian Gilbreth.W. Taylor and Frank and Lillian Gilbreth.

• Explain how today’s managers use scientific Explain how today’s managers use scientific management.management.


L E A R N I N G O U T L I N E (cont’d) L E A R N I N G O U T L I N E (cont’d) Follow this Learning Outline as you read and study this chapter.Follow this Learning Outline as you read and study this chapter.

•General Administrative TheoryGeneral Administrative Theory

• Discuss Fayol’s contributions to management theory.Discuss Fayol’s contributions to management theory.

• Describe Max Weber’s contribution to management Describe Max Weber’s contribution to management theory.theory.

• Explain how today’s managers use general administrative Explain how today’s managers use general administrative theory.theory.

•Quantitative ApproachQuantitative Approach

• Explain what the quantitative approach has contributed Explain what the quantitative approach has contributed to the field of management.to the field of management.

• Discuss how today’s managers use the quantitative Discuss how today’s managers use the quantitative approach.approach.



•Toward Understanding Organizational BehaviorToward Understanding Organizational Behavior

• Describe the contributions of the early advocates of OB.Describe the contributions of the early advocates of OB.

• Explain the contributions of the Hawthorne Studies to the Explain the contributions of the Hawthorne Studies to the field of management.field of management.

• Discuss how today’s managers use the behavioral Discuss how today’s managers use the behavioral approach.approach.

•The Systems ApproachThe Systems Approach

• Describe an organization using the systems approach.Describe an organization using the systems approach.

• Discuss how the systems approach helps us Discuss how the systems approach helps us management.management.



•The Contingency ApproachThe Contingency Approach

• Explain how the contingency approach differs from the Explain how the contingency approach differs from the early theories of management.early theories of management.

• Discuss how the contingency approach helps us Discuss how the contingency approach helps us understand management.understand management.

•Current Issues and TrendsCurrent Issues and Trends

• Explain why we need to look at the current trends and Explain why we need to look at the current trends and issues facing managers.issues facing managers.

• Describe the current trends and issues facing managers.Describe the current trends and issues facing managers.


Historical Background of ManagementHistorical Background of Management

• Ancient ManagementAncient Management Egypt (pyramids) and China (Great Wall)Egypt (pyramids) and China (Great Wall) Venetians (floating warship assembly lines)Venetians (floating warship assembly lines)

• Adam SmithAdam Smith Published Published “The Wealth of Nations” “The Wealth of Nations” in 1776in 1776

Advocated the division of labor (job specialization) to Advocated the division of labor (job specialization) to increase the productivity of workersincrease the productivity of workers

• Industrial RevolutionIndustrial Revolution Substituted machine power for human laborSubstituted machine power for human labor Created large organizations in need of managementCreated large organizations in need of management

Sejarah managementSejarah management

• Manajemen kuno Manajemen kuno • Mesir (piramida) dan China (Great Wall) Mesir (piramida) dan China (Great Wall) • Venesia (mengambang kapal perang lini perakitan) Venesia (mengambang kapal perang lini perakitan) • Adam Smith Adam Smith • Diterbitkan "The Wealth of Nations" pada tahun 1776 Diterbitkan "The Wealth of Nations" pada tahun 1776 • Menganjurkan pembagian kerja (spesialisasi kerja) untuk Menganjurkan pembagian kerja (spesialisasi kerja) untuk

meningkatkan produktivitas pekerja meningkatkan produktivitas pekerja • Revolusi Industri Revolusi Industri • Daya mesin menggantikan tenaga manusia Daya mesin menggantikan tenaga manusia • Dibuat organisasi besar yang membutuhkan manajemenDibuat organisasi besar yang membutuhkan manajemen



Exhibit 2–1Exhibit 2–1 Development of Major Management TheoriesDevelopment of Major Management Theories


Major Approaches to ManagementMajor Approaches to Management

• Scientific ManagementScientific Management• General Administrative TheoryGeneral Administrative Theory• Quantitative ManagementQuantitative Management• Organizational BehaviorOrganizational Behavior• Systems ApproachSystems Approach• Contingency ApproachContingency Approach

Mayor pendekatan managemenMayor pendekatan managemen

• Manajemen ilmiah Manajemen ilmiah • Administrasi Umum Teori Administrasi Umum Teori • Manajemen kuantitatif Manajemen kuantitatif • Perilaku Organisasi Perilaku Organisasi • Pendekatan Sistem Pendekatan Sistem • Pendekatan kontingensiPendekatan kontingensi



Scientific ManagementScientific Management

• Fredrick Winslow TaylorFredrick Winslow Taylor The “father” of scientific managementThe “father” of scientific management

Published Published Principles of Scientific ManagementPrinciples of Scientific Management (1911) (1911) The theory of scientific managementThe theory of scientific management

– Using scientific methods to define the “one best way” for a Using scientific methods to define the “one best way” for a job to be done:job to be done:

• Putting the right person on the job with the correct tools Putting the right person on the job with the correct tools and equipment.and equipment.

• Having a standardized method of doing the job.Having a standardized method of doing the job.

• Providing an economic incentive to the worker.Providing an economic incentive to the worker.

• Frederick Winslow Taylor Frederick Winslow Taylor • "Bapak" dari manajemen ilmiah "Bapak" dari manajemen ilmiah • Prinsip Diterbitkan Manajemen Ilmiah (1911) Prinsip Diterbitkan Manajemen Ilmiah (1911) • Teori manajemen ilmiah Teori manajemen ilmiah • Menggunakan metode ilmiah untuk menentukan "satu Menggunakan metode ilmiah untuk menentukan "satu

cara terbaik" untuk pekerjaan yang harus dilakukan: cara terbaik" untuk pekerjaan yang harus dilakukan: • Menempatkan orang yang tepat pada pekerjaan dengan Menempatkan orang yang tepat pada pekerjaan dengan

alat dan peralatan yang benar. alat dan peralatan yang benar. • Memiliki metode standar untuk melakukan pekerjaan itu. Memiliki metode standar untuk melakukan pekerjaan itu. • Memberikan insentif ekonomi untuk pekerja.Memberikan insentif ekonomi untuk pekerja.



Exhibit 2–2Exhibit 2–2 Taylor’s Four Principles of ManagementTaylor’s Four Principles of Management

1. Develop a science for each element of an individual’s work, which will replace the old rule-of-thumb method.

2. Scientifically select and then train, teach, and develop the worker.

3. Heartily cooperate with the workers so as to ensure that all work is done in accordance with the principles of the science that has been developed.

4. Divide work and responsibility almost equally between management and workers. Management takes over all work for which it is better fitted than the workers.

Mengembangkan ilmu pengetahuan untuk setiap elemen kerja Mengembangkan ilmu pengetahuan untuk setiap elemen kerja

individu, yang akan menggantikan aturan-of-thumb metode lama. individu, yang akan menggantikan aturan-of-thumb metode lama.

Secara ilmiah memilih dan kemudian melatih, mengajar, dan Secara ilmiah memilih dan kemudian melatih, mengajar, dan

mengembangkan pekerja. mengembangkan pekerja.

Sungguh-sungguh bekerja sama dengan para pekerja untuk Sungguh-sungguh bekerja sama dengan para pekerja untuk

menjamin bahwa semua pekerjaan dilakukan sesuai dengan menjamin bahwa semua pekerjaan dilakukan sesuai dengan

prinsip-prinsip ilmu yang telah dikembangkan. prinsip-prinsip ilmu yang telah dikembangkan.

Pekerjaan Divide dan tanggung jawab hampir sama antara Pekerjaan Divide dan tanggung jawab hampir sama antara

manajemen dan pekerja. Manajemen mengambil alih semua manajemen dan pekerja. Manajemen mengambil alih semua

pekerjaan yang lebih baik dipasang daripada pekerja.pekerjaan yang lebih baik dipasang daripada pekerja.



Scientific Management (cont’d)Scientific Management (cont’d)

• Frank and Lillian GilbrethFrank and Lillian Gilbreth Focused on increasing worker productivity through Focused on increasing worker productivity through

the reduction of wasted motionthe reduction of wasted motion Developed the microchronometer to time worker Developed the microchronometer to time worker

motions and optimize work performancemotions and optimize work performance

• How Do Today’s Managers Use Scientific How Do Today’s Managers Use Scientific Management?Management? Use time and motion studies to increase productivityUse time and motion studies to increase productivity Hire the best qualified employeesHire the best qualified employees Design incentive systems based on outputDesign incentive systems based on output

• Frank dan Lillian Gilbreth Frank dan Lillian Gilbreth • Difokuskan pada peningkatan produktivitas pekerja Difokuskan pada peningkatan produktivitas pekerja

melalui pengurangan gerak terbuang melalui pengurangan gerak terbuang • Dikembangkan microchronometer untuk gerakan pekerja Dikembangkan microchronometer untuk gerakan pekerja

waktu dan mengoptimalkan kinerja waktu dan mengoptimalkan kinerja • Bagaimana hari ini Manajer Gunakan Manajemen Bagaimana hari ini Manajer Gunakan Manajemen

Ilmiah? Ilmiah? • Gunakan waktu dan studi gerakan untuk meningkatkan Gunakan waktu dan studi gerakan untuk meningkatkan

produktivitas produktivitas • Menyewa terbaik karyawan yang memenuhi syarat Menyewa terbaik karyawan yang memenuhi syarat • Desain sistem insentif berdasarkan outputDesain sistem insentif berdasarkan output



General Administrative TheoryGeneral Administrative Theory

• Henri FayolHenri Fayol Believed that the practice of management was distinct Believed that the practice of management was distinct

from other organizational functions from other organizational functions Developed fourteen principles of management that Developed fourteen principles of management that

applied to all organizational situationsapplied to all organizational situations

• Max WeberMax Weber Developed a theory of authority based on an ideal Developed a theory of authority based on an ideal

type of organization (bureaucracy)type of organization (bureaucracy) Emphasized rationality, predictability, impersonality, technical Emphasized rationality, predictability, impersonality, technical

competence, and authoritarianismcompetence, and authoritarianism

• Henri Fayol Henri Fayol • Diyakini bahwa praktek manajemen adalah berbeda dari Diyakini bahwa praktek manajemen adalah berbeda dari

fungsi-fungsi organisasi lainnya fungsi-fungsi organisasi lainnya • Dikembangkan empat belas prinsip-prinsip manajemen Dikembangkan empat belas prinsip-prinsip manajemen

yang diterapkan pada semua situasi organisasi yang diterapkan pada semua situasi organisasi • Max Weber Max Weber • Mengembangkan teori kewenangan berdasarkan tipe Mengembangkan teori kewenangan berdasarkan tipe

ideal dari organisasi (birokrasi) ideal dari organisasi (birokrasi) • Ditekankan rasionalitas, prediktabilitas, impersonalitas, Ditekankan rasionalitas, prediktabilitas, impersonalitas,

kompetensi teknis, dan otoritarianismekompetensi teknis, dan otoritarianisme



Exhibit 2–3Exhibit 2–3 Fayol’s 14 Principles of ManagementFayol’s 14 Principles of Management

1.1. Division of work.Division of work.

2.2. Authority.Authority.

3.3. Discipline.Discipline.

4.4. Unity of command.Unity of command.

5.5. Unity of direction.Unity of direction.

6.6. Subordination of Subordination of individual interests individual interests to the general to the general interest.interest.

7.7. Remuneration.Remuneration.

8.8. Centralization.Centralization.

9.9. Scalar chain.Scalar chain.

10.10. Order.Order.

11.11. Equity.Equity.

12.12. Stability of tenure Stability of tenure of personnel.of personnel.

13.13. Initiative.Initiative.

14.14. Esprit de corps.Esprit de corps.

• Pembagian kerja. Pembagian kerja. • Authority. Authority. • Disiplin. Disiplin. • Kesatuan komando. Kesatuan komando. • Kesatuan arah. Kesatuan arah. • Subordinasi Subordinasi

kepentingan individu kepentingan individu dengan kepentingan dengan kepentingan umum.umum.

• Remunerasi. Remunerasi. • Sentralisasi. Sentralisasi. • Rantai skalar. Rantai skalar. • Order. Order. • Ekuitas. Ekuitas. • Stabilitas masa Stabilitas masa

jabatan personil. jabatan personil. • Initiative. Initiative. • Esprit de corps.Esprit de corps.



Exhibit 2–4Exhibit 2–4 Weber’s Ideal BureaucracyWeber’s Ideal Bureaucracy


Quantitative Approach to ManagementQuantitative Approach to Management

• Quantitative ApproachQuantitative Approach Also called Also called operations researchoperations research or or management management

sciencescience Evolved from mathematical and statistical methods Evolved from mathematical and statistical methods

developed to solve WWII military logistics and quality developed to solve WWII military logistics and quality control problemscontrol problems

Focuses on improving managerial decision making by Focuses on improving managerial decision making by applying:applying: Statistics, optimization models, information models, and Statistics, optimization models, information models, and

computer simulationscomputer simulations

• Pendekatan kuantitatif Pendekatan kuantitatif • Juga disebut riset operasi atau ilmu manajemen Juga disebut riset operasi atau ilmu manajemen • Berevolusi dari metode matematika dan statistik Berevolusi dari metode matematika dan statistik

yang dikembangkan untuk memecahkan WWII yang dikembangkan untuk memecahkan WWII logistik militer dan masalah kontrol kualitas logistik militer dan masalah kontrol kualitas

• Berfokus pada peningkatan pengambilan Berfokus pada peningkatan pengambilan keputusan manajerial dengan menerapkan: keputusan manajerial dengan menerapkan:

• Statistik, model optimasi, model informasi, dan Statistik, model optimasi, model informasi, dan simulasi komputersimulasi komputer



Understanding Organizational Behavior Understanding Organizational Behavior

• Organizational Behavior (OB)Organizational Behavior (OB) The study of the actions of people at work; people are The study of the actions of people at work; people are

the most important asset of an organizationthe most important asset of an organization

• Early OB AdvocatesEarly OB Advocates Robert OwenRobert Owen

Hugo MunsterbergHugo Munsterberg

Mary Parker FollettMary Parker Follett

Chester BarnardChester Barnard

Memahami Perilaku OrganisasiMemahami Perilaku Organisasi

• Perilaku Organisasi (OB) Perilaku Organisasi (OB) • Studi tentang tindakan orang-orang di tempat Studi tentang tindakan orang-orang di tempat

kerja; orang adalah aset paling penting dari kerja; orang adalah aset paling penting dari suatu organisasi suatu organisasi

• Advokat OB Awal Advokat OB Awal • Robert Owen Robert Owen • Hugo Munsterberg Hugo Munsterberg • Mary Parker Follet Mary Parker Follet • Chester BarnardChester Barnard



Exhibit 2–5Exhibit 2–5 Early Advocates of OBEarly Advocates of OB


•A series of productivity experiments conducted A series of productivity experiments conducted at Western Electric from 1927 to 1932.at Western Electric from 1927 to 1932.

•Experimental findingsExperimental findingsProductivity unexpectedly increased under imposed Productivity unexpectedly increased under imposed adverse working conditions.adverse working conditions.The effect of incentive plans was less than The effect of incentive plans was less than expected.expected.

•Research conclusionResearch conclusionSocial norms, group standards and attitudes more Social norms, group standards and attitudes more strongly influence individual output and work behavior strongly influence individual output and work behavior than do monetary incentives.than do monetary incentives.

The Hawthorne StudiesThe Hawthorne Studies

• Serangkaian percobaan produktivitas dilakukan di Serangkaian percobaan produktivitas dilakukan di Western Electric 1927-1932. Western Electric 1927-1932.

• temuan eksperimental temuan eksperimental • Produktivitas tak terduga meningkat di bawah kondisi Produktivitas tak terduga meningkat di bawah kondisi

kerja yang merugikan dikenakan. kerja yang merugikan dikenakan. • Pengaruh rencana insentif kurang dari yang diharapkan. Pengaruh rencana insentif kurang dari yang diharapkan.

• kesimpulan penelitian kesimpulan penelitian • Norma-norma sosial, standar kelompok dan sikap yang Norma-norma sosial, standar kelompok dan sikap yang

lebih kuat mempengaruhi keluaran individu dan perilaku lebih kuat mempengaruhi keluaran individu dan perilaku kerja daripada insentif moneter.kerja daripada insentif moneter.



The Systems ApproachThe Systems Approach

• System DefinedSystem Defined A set of interrelated and interdependent parts A set of interrelated and interdependent parts

arranged in a manner that produces a unified whole.arranged in a manner that produces a unified whole.

• Basic Types of SystemsBasic Types of Systems Closed systemsClosed systems

Are not influenced by and do not interact with their Are not influenced by and do not interact with their environment (all system input and output is internal).environment (all system input and output is internal).

Open systemsOpen systems Dynamically interact to their environments by taking in inputs Dynamically interact to their environments by taking in inputs

and transforming them into outputs that are distributed into and transforming them into outputs that are distributed into their environments.their environments.

Pendekatan SistemPendekatan Sistem• sistem Ditetapkan sistem Ditetapkan • Satu set bagian yang saling berhubungan dan saling Satu set bagian yang saling berhubungan dan saling

tergantung diatur dalam cara yang menghasilkan suatu tergantung diatur dalam cara yang menghasilkan suatu kesatuan yang utuh. kesatuan yang utuh.

• Jenis Dasar Sistem Jenis Dasar Sistem • sistem tertutup sistem tertutup • Tidak dipengaruhi oleh dan tidak berinteraksi dengan Tidak dipengaruhi oleh dan tidak berinteraksi dengan

lingkungan mereka (semua sistem input dan output lingkungan mereka (semua sistem input dan output internal). internal).

• Buka sistem Buka sistem • Dinamis berinteraksi dengan lingkungan mereka dengan Dinamis berinteraksi dengan lingkungan mereka dengan

mengambil input dan mentransformasikannya menjadi mengambil input dan mentransformasikannya menjadi output yang didistribusikan ke dalam lingkungan mereka.output yang didistribusikan ke dalam lingkungan mereka.



Exhibit 2–6Exhibit 2–6 The Organization as an Open SystemThe Organization as an Open System


Implications of the Systems ApproachImplications of the Systems Approach

• Coordination of the organization’s parts is Coordination of the organization’s parts is essential for proper functioning of the entire essential for proper functioning of the entire organization.organization.

• Decisions and actions taken in one area of the Decisions and actions taken in one area of the organization will have an effect in other areas of organization will have an effect in other areas of the organization.the organization.

• Organizations are not self-contained and, Organizations are not self-contained and, therefore, must adapt to changes in their therefore, must adapt to changes in their external environment.external environment.

• Koordinasi bagian organisasi sangat penting Koordinasi bagian organisasi sangat penting untuk berfungsinya seluruh organisasi. untuk berfungsinya seluruh organisasi.

• Keputusan dan tindakan yang diambil dalam Keputusan dan tindakan yang diambil dalam satu bidang organisasi akan memiliki efek di satu bidang organisasi akan memiliki efek di daerah lain organisasi. daerah lain organisasi.

• Organisasi tidak mandiri dan, karena itu, harus Organisasi tidak mandiri dan, karena itu, harus beradaptasi dengan perubahan dalam beradaptasi dengan perubahan dalam lingkungan eksternal mereka.lingkungan eksternal mereka.



The Contingency ApproachThe Contingency Approach

• Contingency Approach DefinedContingency Approach Defined

Also sometimes called the Also sometimes called the situational approach.situational approach.

There is no one universally applicable set of There is no one universally applicable set of management principles (rules) by which to manage management principles (rules) by which to manage organizations.organizations.

Organizations are individually different, face different Organizations are individually different, face different situations (contingency variables), and require situations (contingency variables), and require different ways of managing.different ways of managing.

• Pendekatan kontingensi Ditetapkan Pendekatan kontingensi Ditetapkan • Juga kadang-kadang disebut pendekatan Juga kadang-kadang disebut pendekatan

situasional. situasional. • Tidak ada satu set universal yang berlaku Tidak ada satu set universal yang berlaku

prinsip-prinsip manajemen (aturan) yang prinsip-prinsip manajemen (aturan) yang digunakan untuk mengelola organisasi. digunakan untuk mengelola organisasi.

• Organisasi secara individual berbeda, Organisasi secara individual berbeda, menghadapi situasi yang berbeda (variabel menghadapi situasi yang berbeda (variabel kontingensi), dan memerlukan cara yang kontingensi), dan memerlukan cara yang berbeda untuk mengelola.berbeda untuk mengelola.



Exhibit 2–7Exhibit 2–7 Popular Contingency VariablesPopular Contingency Variables

• Organization size• As size increases, so do the problems of coordination.

• Routineness of task technology• Routine technologies require organizational structures,

leadership styles, and control systems that differ from

those required by customized or nonroutine technologies.

• Environmental uncertainty• What works best in a stable and predictable environment

may be totally inappropriate in a rapidly changing and unpredictable environment.

• Individual differences• Individuals differ in terms of their desire for growth,

autonomy, tolerance of ambiguity, and expectations.

• ukuran organisasi ukuran organisasi • Sebagai ukuran meningkat, begitu juga masalah koordinasi. Sebagai ukuran meningkat, begitu juga masalah koordinasi. • Routine teknologi tugas Routine teknologi tugas • Teknologi rutin memerlukan struktur organisasi, gaya Teknologi rutin memerlukan struktur organisasi, gaya

kepemimpinan, dan sistem kontrol yang berbeda dari yang kepemimpinan, dan sistem kontrol yang berbeda dari yang dibutuhkan oleh adat atau teknologi non rutin. dibutuhkan oleh adat atau teknologi non rutin.

• ketidakpastian lingkungan ketidakpastian lingkungan • Apa yang terbaik dalam lingkungan yang stabil dan dapat diprediksi Apa yang terbaik dalam lingkungan yang stabil dan dapat diprediksi

mungkin benar-benar tidak pantas dalam lingkungan yang berubah mungkin benar-benar tidak pantas dalam lingkungan yang berubah dengan cepat dan tak terduga. dengan cepat dan tak terduga.

• perbedaan individu perbedaan individu • Individu berbeda dalam hal keinginan mereka untuk pertumbuhan, Individu berbeda dalam hal keinginan mereka untuk pertumbuhan,

otonomi, toleransi ambiguitas, dan harapan.otonomi, toleransi ambiguitas, dan harapan.



Current Trends and IssuesCurrent Trends and Issues

• GlobalizationGlobalization• EthicsEthics• Workforce DiversityWorkforce Diversity• EntrepreneurshipEntrepreneurship• E-businessE-business• Knowledge ManagementKnowledge Management• Learning OrganizationsLearning Organizations• Quality ManagementQuality Management

Tren saat ini dan IsuTren saat ini dan Isu

• globalisasi globalisasi • etika etika • Keragaman tenaga Kerja Keragaman tenaga Kerja • kewiraswastaan kewiraswastaan • E-bisnis E-bisnis • Manajemen pengetahuan Manajemen pengetahuan • Organisasi belajar Organisasi belajar • Manajemen kualitasManajemen kualitas



Current Trends and Issues (cont’d)Current Trends and Issues (cont’d)

• GlobalizationGlobalization Management in international organizationsManagement in international organizations Political and cultural challenges of operating in a Political and cultural challenges of operating in a

global marketglobal market Working with people from different culturesWorking with people from different cultures Coping with anticapitalist backlashCoping with anticapitalist backlash Movement of jobs to countries with low-cost laborMovement of jobs to countries with low-cost labor

• EthicsEthics Increased emphasis on ethics education in college Increased emphasis on ethics education in college

curriculumscurriculums Increased creation and use of codes of ethics by Increased creation and use of codes of ethics by

businessesbusinesses


Exhibit 2–8Exhibit 2–8 A Process for Addressing Ethical DilemmasA Process for Addressing Ethical Dilemmas

Step 1: What is the ethical dilemma?

Step 2: Who are the affected stakeholders?

Step 3: What personal, organizational, and external factors are important to my decision?

Step 4: What are possible alternatives?

Step 5: Make a decision and act on it.



• Workforce DiversityWorkforce Diversity Increasing heterogeneity in the workforceIncreasing heterogeneity in the workforce

More gender, minority, ethnic, and other forms of diversity in More gender, minority, ethnic, and other forms of diversity in employeesemployees

Aging workforceAging workforce Older employees who work longer and do not retireOlder employees who work longer and do not retire The increased costs of public and private benefits for older The increased costs of public and private benefits for older

workersworkers

An increasing demand for products and services related to An increasing demand for products and services related to aging.aging.



• Entrepreneurship DefinedEntrepreneurship Defined The process of starting new businesses, generally in The process of starting new businesses, generally in

response to opportunities. response to opportunities.

• Entrepreneurship processEntrepreneurship process Pursuit of opportunitiesPursuit of opportunities

Innovation in products, services, or business methodsInnovation in products, services, or business methods

Desire for continual growth of the organizationDesire for continual growth of the organization



• E-Business (Electronic Business)E-Business (Electronic Business)

The work preformed by an organization using The work preformed by an organization using electronic linkages to its key constituencieselectronic linkages to its key constituencies

E-commerce: the sales and marketing aspect of an e-E-commerce: the sales and marketing aspect of an e-businessbusiness

• Categories of E-BusinessesCategories of E-Businesses

E-business enhanced organizationE-business enhanced organization

E-business enabled organizationE-business enabled organization

Total e-business organizationTotal e-business organization


Exhibit 2–9Exhibit 2–9 Categories of E-Business InvolvementCategories of E-Business Involvement



• Learning OrganizationLearning Organization An organization that has developed the capacity to An organization that has developed the capacity to

continuously learn, adapt, and change.continuously learn, adapt, and change.

• Knowledge ManagementKnowledge Management The cultivation of a learning culture where The cultivation of a learning culture where

organizational members systematically gather and organizational members systematically gather and share knowledge with others in order to achieve share knowledge with others in order to achieve better performance.better performance.


Exhibit 2–10Exhibit 2–10 Learning Organization versus Traditional OrganizationLearning Organization versus Traditional Organization



• Quality ManagementQuality Management A philosophy of management driven by continual A philosophy of management driven by continual

improvement in the quality of work processes and improvement in the quality of work processes and responding to customer needs and expectationsresponding to customer needs and expectations

Inspired by the total quality management (TQM) ideas Inspired by the total quality management (TQM) ideas of Deming and Juranof Deming and Juran

Quality is not directly related to costQuality is not directly related to cost

Poor quality results in lower productivityPoor quality results in lower productivity


Exhibit 2–11Exhibit 2–11 What is Quality Management? What is Quality Management?

Intense focus on the customer.

Concern for continual improvement

Process-focused.

Improvement in the quality of everything.

Accurate measurement.

Empowerment of employees.


Terms to KnowTerms to Know• division of labor (or job division of labor (or job

specialization)specialization)

• Industrial RevolutionIndustrial Revolution

• scientific managementscientific management

• therbligstherbligs

• general administrative theorygeneral administrative theory

• principles of managementprinciples of management

• bureaucracybureaucracy

• quantitative approachquantitative approach

• organizational behavior (OB)organizational behavior (OB)

• Hawthorne StudiesHawthorne Studies

• systemsystem

• closed systemsclosed systems

• open systemsopen systems

• contingency approachcontingency approach

• workforce diversityworkforce diversity

• entrepreneurshipentrepreneurship

• e-business (electronic e-business (electronic business)business)

• e-commerce (electronic e-commerce (electronic commerce)commerce)

• intranetintranet

• learning organizationlearning organization

• knowledge managementknowledge management

• quality managementquality management

ninth editionninth edition

STEPHEN P. ROBBINSSTEPHEN P. ROBBINS

PowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie CookThe University of West AlabamaThe University of West Alabama

MARY COULTERMARY COULTER

MANAJEMEN - STIE IEU YOGYAKARTA 51

PENGANTAR PENGANTAR MANAJEMENMANAJEMEN

Pertemuan Ke-2Pertemuan Ke-2Manajemen Organisasi dan Manajer, Manajemen Organisasi dan Manajer,

Manajemen Dulu dan SekarangManajemen Dulu dan SekarangDiana Leli Indratno, S.E., M.M.

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DeskripsiDeskripsi

Materi dalam pertemuan ke-2 ini Materi dalam pertemuan ke-2 ini merupakan materi yang berisi merupakan materi yang berisi

batasan lingkup tugas manajerbatasan lingkup tugas manajer


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Tujuan Instruksional Tujuan Instruksional Khusus (TIK)Khusus (TIK)

Mahasiswa mampu Mahasiswa mampu memberikan definisi memberikan definisi

batasan batasan lingkup lingkup tugas manajertugas manajer


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Soal LatihanSoal Latihan

1.1. Bagaimana hubungan antara manajer Bagaimana hubungan antara manajer fungsional dan manajer umum?fungsional dan manajer umum?

2.2. Kegiatan-kegiatan apa saja yang Kegiatan-kegiatan apa saja yang dilaksanakan manajer?dilaksanakan manajer?

3.3. Sebut dan jelaskan ketrampilan-Sebut dan jelaskan ketrampilan-ketrampilan manajerial apa saja yang ketrampilan manajerial apa saja yang diperlukan manajer!diperlukan manajer!


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ReferensiReferensi

Robbins, Stephen P. & Coulter, Mary. 2002. Robbins, Stephen P. & Coulter, Mary. 2002. ManagementManagement, International Edition. , International Edition. Prentice-Hall International Inc, New Jersey.Prentice-Hall International Inc, New Jersey.

Terry, G. 1986. Terry, G. 1986. Asas-asas Manajemen.Asas-asas Manajemen. Penerbit Alumni, Bandung.Penerbit Alumni, Bandung.

pengantar manajement

Education

management theory

i n e contdl e

field of management

management history

n g o u t

todays managers

behavioral approach

important contributions