INTRODUCTION TO MANAGEMENTSubarjo Joyosumarto SE, MA, Ph.D

23 Januari 2017

Meeting 6: Overview of Meeting 5

Chapter 14. Foundations of Individual Behavior

1

Overview of Meeting 5

2

STRATEGIC MANAGEMENT

• Are the plans for how the organization will do what it’s in business to do ,

• How it will compete successfully,

• And how it will attract and satisfy its customers in order to achieve its goals

3

STRATEGIES

• Is what managers do to develop the organization’s strategies

• Is an important task involving all the basic management functions (planning, organizing, leading and controlling)

6 STRATEGIC MANAGEMENT PROCESS

4

(1)

(2)

(3)

(4) (5) (6)

Strategic management is:• What managements do to develop the organization’s strategies

6 STRATEGIC MANAGEMENT PROCESS

(1). Identifying the organization’s current mission, goals and strategies

Mission : a statement of an organization’s purpose

Goals (= objectives): desired outcomes or target

Strategies are the plans for the organization will do :

• What it’s in business,

• How it will compete successfully,

• How it will attract customers,

• How it will satisfy customers

In order to achieve organization’s goal

5

6 STRATEGIC MANAGEMENT PROCESS

(2). External analysis

Opportunities are positive trends in the external environment

Threats are negative trends in the external environment

(3). Internal analysis

Strength are any activities the organization does well or any unique resources that it has

Weaknesses are any activities the organization does not do well on or resources it needs but does not posses

6

6 STRATEGIC MANAGEMENT PROCESSSWOT analysis

is an analysis of :

7

• Strengths • Weaknesses • Opportunities, and • Threats

Contoh: Rumah Makan“Sederhana” di Kemang

Strengths• Makanannya enak• Gedung baru

Weaknesses• Jumlah pegawai kurang

• Modal terbatas

Opportunities • Banyak berdiri kantor baru

• Harga bahan mentahturun

Threats • Banyak restaurant buka• Pajak makin tinggi

Internal

External

6 STRATEGIC MANAGEMENT PROCESS

(4). Formulate strategies

Is considering the realities of:

a) the external environment,

b) their available resources,

c) Capabilities,

in order to design strategies that will help the organization achieve its goals

(5). Implementing strategies

(6). Evaluating results

8

CHAPTER 14. FOUNDATION OF INDIVIDUAL BEHAVIOR

9

ORGANIZATIONAL BEHAVIOR (OB)

Is the study of the actions of people at work

10

Focus of OB

1. Looks at individual behavior, i.e. topics such as attitude, perception, learning, motivation

2. Group behavior which includes norms, roles, team building, leadership, conflict

3. Organizational aspects, include structure, culture and human resource policies

GOALS OF OB

• Goals of OB are: to explain, to predict, and to influence behavior

• Managers need to explain why employees engage in some behavior

rather than others

• Managers need to predict how employees will respond to various

actions and decisions

• Managers need to influence how employees behave

11

ATTITUDES (=SIKAP)

Are evaluative statements-favorable or unfavorable-concerning objects, people or events

(-tindakan yang merupakan respon terhadap keadaan yang terjadi di sekelilingnya)

12

Affective

Behavioral

Cognitive

Attitude

The beliefs, opinions, knowledge, information

An intention to behave in a certain way toward someone or something

Emotional or feeling

JOB PERFORMANCE

• Managers aren’t interested in every attitude of employee has

• Managers are interested in 3 job-related attitudes:1) Job satisfaction: an employees general attitude toward his job

2) Job involvement: is a degree to which an employee identifies with his job, actively participate in it, and consider his job is important to his self-worth

3) Organizational commitment: is the degree to which an employee identifies with particular organization and its goals and wishes to maintain membership in that organization

13

PERSONALITY

Is the unique combination of emotional, thought and behavioralpatterns that affect how a person reacts to situations and interacts withothers

14

(Inggris)PERSONALITY

1. Behavior:The actions of people

2. Attitude:Evaluate statements, either favorable or unfavorable, concerning objects, people or events

(Indonesia)KEPRIBADIAN

1. Perilaku:Tindakan (perbuatan, perkataan) seseorang

2. Sikap:Tindakan seseorang yang baik atau buruk, sebagairespon atas keadaan yang dihadapi disekelilingnya

Manager

Bayangan = perception

PERCEPTION

15

Is a process by which we give meaning to our environment by organizing and interpreting sensory impression

PERCEPTION

16

GAMBAR APA INI?TERGANTUNG

PERSEPSI

PERCEPTION

17

GAMBAR APA INI?TERGANTUNG

PERSEPSI

PERCEPTION

18

GAMBAR APA INI?TERGANTUNG

PERSEPSI

PERCEPTION

19

GAMBAR APA INI?TERGANTUNG

PERSEPSI

PERCEPTION

20

Perilaku Manager

• Ramah kepada semua orang

• Tegas

• Agamis, taat beribadah

• Meringankan beban Atasan

• Hati-hati dalam membuat

keputusan

• Selalu melampaui target

• Percaya diri

Persepsi orang lain

• Lemah, selalu menuruti orang lain

• Kaku, kasar, tidak flexible

• Sok alim

• Suka menjilat Atasan

• Lambat dalam membuat

keputusan

• Workaholic, melupakan keluarga

• Arogan

Manager

Perception

3. LEARNING

Learning is any relatively permanent change in behavior that occurs as a result ofexperience. In other words, learning has taken place when an individual behave, reacts,responds as a result of experience in a manner different from the way he formerlybehave.

THREE THEORIES IN LEARNING :• Classical conditioning learning (Ivan Parlov) : A type of conditioning in which an

individual response to some stimulus that would not ordinarilly produce such aresponse.

• Operand learning : A type of conditioning in which desired voluntarily behavior leadsto a reward or prevent a punishment.

• Social learning : People can learn from observation and direct experience. Theinfluence of model is a central to the social learning. So, for example much from whatwe have learned comes from watching, model—parents, teachers, friends, movies,televisions, bosses, et cetera.

LEARNING

21

CLASSICAL CONDITIONING LEARNING

22

OPERAND LEARNING

23

SOCIAL LEARNING

24

QUESTIONS FOR DISCUSSIONS

1. Does the importance of knowledge of OB differ based on managers levels in the organization? If so, how? If not, why not? Be specific

2. Describe the focus and goals of OB.

3. Define the six important employee behaviors.

4. Describe the three component s of an attitude and explain the four job related attitudes.

5. Explain how an understanding of perception can help managers better understand individual behavior. Name three shortcuts used in judging others.

6. Describe operant conditioning and how managers can shape behavior.

25

Thank You

26