Romi Satria Wahono 1 Pengantar Pengantar Management Organisasi Management Organisasi Romi Romi Satria Satria Wahono Wahono Lembaga Lembaga Ilmu Ilmu Pengetahuan Pengetahuan Indonesia (LIPI) Indonesia (LIPI) Saitama University Saitama University Disampaikan Disampaikan di di Seminar Seminar Manajemen Manajemen PMIJ, PMIJ, Komaba Komaba , Japan, 29 , Japan, 29 Desember Desember 2001 2001

Romi managementorganisasi

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Page 1: Romi managementorganisasi

Romi Satria Wahono 1

PengantarPengantarManagement OrganisasiManagement Organisasi

RomiRomi SatriaSatria WahonoWahonoLembagaLembaga IlmuIlmu PengetahuanPengetahuan Indonesia (LIPI)Indonesia (LIPI)

Saitama UniversitySaitama University

DisampaikanDisampaikan didi Seminar Seminar ManajemenManajemen PMIJ, PMIJ, KomabaKomaba, Japan, 29 , Japan, 29 DesemberDesember 20012001

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PengertianPengertian ManagementManagementTugasTugas dandan PeranPeran ManagerManagerPengertianPengertian OrganisasiOrganisasiKulturKultur dandan KarakteristikKarakteristik OrganisasiOrganisasi

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SiapaSiapa ItuItu ManagerManagerJenisJenis PekerjaPekerja::

NonNon--managerial managerial employeesemployeesManagersManagers

ManagerManager::SeseorangSeseorang yang yang bekerjabekerjadengandengan dandan melaluimelaluiorangorang lain,lain,mengkoordinirmengkoordinir aktifitasaktifitaskerjakerja merekamereka untukuntukmencapaimencapai suatusuatu tujuantujuanorganisasiorganisasi..

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KlasifikasiKlasifikasi ManagerManager

Top Managers

Middle Managers

First Line Managers

Non-managerial Employees

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ApaApa ItuItu ManagementManagement

ManagementManagement: : ProsesProsespengkoordinasianpengkoordinasianaktifitasaktifitas kerjakerjabeberapabeberapa orangorang, , sehinggasehingga kerjakerja bisabisaterselesaikanterselesaikan secarasecaraefektifefektif dandan efisienefisien

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Efektif Efektif dandan Efisien Efisien dalamdalamManagementManagement

Effectiveness(doing the right things)

Efficiency(doing things right)



Low Waste High Attainment

Management strives for:Low resource waste (high efficiency)

High goal attainment (high effectiveness)

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ApaApa TugasTugas ManagerManager

Management Function and ProcessManagement Function and ProcessManagement RolesManagement RolesManagement SkillsManagement SkillsManaging in Changing SituationsManaging in Changing Situations

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Management FunctionsManagement Functions

Planning Organizing Leading Controlling

Defining goals, establishing strategy, and developing sub-plans to coordinate activities

Determining what needs to be done, how it will be done, and who is to do it

Directing and motivating all involved parties and resolving conflicts

Monitoring activities to ensure that they are accomplished as planned

Lead to

Achieving the organization’s stated purpose

Achieving the organization’s stated purpose

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Management Roles:Management Roles:InterpersonalInterpersonal

Interpersonal Description Examples

- Symbolic head; obliged to perform a number of routine duties of a legal or social nature

- Responsible for the motivation of subordinates; responsible for staffing training, and associated duties

- Maintains self-developed network of outside contacts and informers who provide favors and information

- Greeting visitors; signing legal documents

- Performing virtually all activities that involve subordinates

- Acknowledging mail; doing external board work; performing other activities that involve outsiders




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Management Roles:Management Roles:InformationalInformational

Informational Description Examples

- Seeks and receives wide variety of internal and external information to develop thorough understanding of organizations and environment

- Transmits information received from outsiders or subordinates to members odthe organization

- Transmits information to outsiders on organization's plans, policies, results, etc.

- Reading periodicals and reports; maintaining personal contacts

- Holding information meetings; making phone calls to relay information

- Holding board meetings; giving information to the media




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Management Roles:Management Roles:DecisionalDecisional

Decisional Description Examples

- Searches opportunities and initiates improvement projects

- Responsible for corrective action when organization faces important, unexpected disturbances

- Responsible for the allocations of organizational resources of all kinds

- Responsible for presenting the organization at major negotiations

- Organizing strategy to develop new programs

- Organizing strategy that involve disturbances and crises

- Scheduling; requetingauthorization

- Participating in union contract negotiations


Disturbance handler

Resource Allocator


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Management SkillsManagement Skills

Conceptual Skills


Human Skills


Technical Skills


Level of importance

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Managing in Changing Managing in Changing SituationsSituations

Management Management tidaktidak bisabisaberbasisberbasis padapada metodemetode yang yang tetaptetap dandan sederhanasederhanaPerubahanPerubahan waktuwaktu, , situasisituasidandan lingkunganlingkunganmengharuskanmengharuskan manager manager untukuntuk menggunakanmenggunakanpendekatanpendekatan dandan metodemetodeberbedaberbeda

Situational ApproachSituational Approach

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ApaApa ItuItu OrganisasiOrganisasi

OrganisasiOrganisasi: : SekelompokSekelompok manusiamanusiayang yang bekerjasamabekerjasama, , dengandengan suatusuatuperencanaanperencanaan kerjakerja dandanperaturanperaturan, , untukuntukmencapaimencapai suatusuatu tujuantujuantertentutertentu. .

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KarakteristikKarakteristik OrganisasiOrganisasi

TujuanJelas Struktur


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The Changing OrganizationThe Changing OrganizationTraditional Organization New Organization

- Stable- Inflexible- Job focused- Work is defined by job position

- Individual oriented- Permanent jobs- Command oriented- Managers always make decisions- Rule oriented- Relatively homogeneous workforce- Workdays defined as 9 to 5- hierarchical relationship- Work to organizational facility during

specific hours

- Dynamic- Flexible- Skills focused- Works is defined in terms of tasks to be done

- Team oriented- Temporary jobs- Involvement oriented- Employees participate in decision making- Customer oriented- Diverse workforce- Workdays have no time boundaries- Lateral and networked relationships- Work anywhere, anytime

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Learning Organization Learning Organization vsvsTraditional OrganizationTraditional Organization

Traditional Organization Learning Organization

- If it’s working don’t change it

- If it was not invented here reject it

- Traditional areas, such as R& D

- Making mistakes

- Product and services

- Control others


- Attitude toward change

- Attitude toward new ideas

- Who’s responsfor innovation

- Main fear

- Competitive advantage

- Manager’s job

- If you aren’t changing, it won’t be working for long

- If it was invented or reinvented here, reject it

- Everyone in organization

- Not learning, not adapting

- Ability to learn, knowledge and expertise

- Enable others

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Organizational CultureOrganizational CultureInnovation and Innovation and

Risk Taking

Organizational Cultural

Risk Taking

Outcome Outcome OrientationOrientation

People People OrientationOrientation


Team Team OrientationOrientation


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BagaimanaBagaimana MemahamiMemahamiKulturKultur OrganisasiOrganisasi

StoriesStoriesRitualsRitualsMaterial SymbolsMaterial SymbolsLanguageLanguage

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LingkunganLingkungan OrganisasiOrganisasi


Pressure Groups

Competitors Customers






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IsuIsu--IsuIsu LainLainBidangBidang ManagementManagement

Scientific Management Theory [Frederick Scientific Management Theory [Frederick W. Taylor] [Frank & W. Taylor] [Frank & LilianLilian Gilbert]Gilbert]Organizational BehaviorOrganizational BehaviorEE--Business ManagementBusiness ManagementTotal Quality ManagementTotal Quality ManagementHuman Resource ManagementHuman Resource Management

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[[RobbinsRobbins--20022002] Stephen P. Robbins and Mary ] Stephen P. Robbins and Mary Coulter, Coulter, ManagementManagement, Prentice, Prentice--Hall Hall International, 2002.International, 2002.[[MintzbergMintzberg--19731973] Henry ] Henry MintzbergMintzberg, , The Nature The Nature of Managerial Workof Managerial Work, Harper & Row, 1973., Harper & Row, 1973.