9/2/2016

KULIAHDASARMANAJEMEN

Program studi Teknik Pertanian

Departemen Teknik Pertanian dan Biosistem
Fakultas Teknologi Pertanian
Universitas Gadjah Mada
2016

Kompetensi
KompetensiPendukung
Mampumengembangkanjiwakewirausahaanuntukdapat
berkontribusipadapengembanganbidangpertaniandan
biosistem;
Mampuberkomunikasiilmiahsecaraefektifdantanggapterhadap
penerapanilmudanteknologidibidangketeknikanpertaniandan
biosistem.

KompetensiKhusus
Mampumenerapkanteknologidanteknikrancangbangun
(engineeringdesign)sertamanajemensistemyangkompetitifdan
tepatguna(appropriate)berbasisbahanbaku,kearifandan
teknologilokaldalamsistempertanianindustrialtropisyang
berkelanjutandanramahlingkungan.

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LearningOutcome
Understandbasicmanagementprinciplesapplyingto
individuals,smallandlargeorganizations
Graspthebasicsofmanagementfunctions
Understandstrategicplanninganditsuse
Knowhowtoimplementaprojectandevaluatethe
process

Week

Topics

Management functions1

II

Management functions2

III
IV

Developing vision,mission,valuesandsetting
goalsandobjectives
Decisionmaking

Communicationinorganizations

VI

Managementsystem

VII

UTS /UAS

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Komponenpenilaian
Dosenpengampu:
Dr.Saiful Rochdyanto
Dr.RudiatiEvi Masithoh
UjianTengahSemester(70%)
Tugas
Mandiri(20%)
Kelompok(10%)

NilaiDosen1=UTS+Tugas
Nilaiakhir=(Dosen1+Dosen2)/2

MANAGEMENTPRINCIPLE

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Amanagersprimarychallengeistosolve
problemscreatively,andyoushouldview
managementastheartofgettingthings
donethroughtheeffortsofotherpeople.
BiographyofMaryParkerFollett(18681933)
writtenbyP.Graham,MaryParkerFollett:Prophet
ofManagement(Boston:HarvardBusinessSchool
Press,1995).

Traditionalvs
Contemporary
managers

Traditional hierarchicalrelationshipamonglayersofmanagementandmanagers
andemployees
Contemporary topmanagerssupportandserveothermanagersandemployees
(empowerment),justastheorganizationultimatelyexiststoserveitscustomers
andclients.
Empowerment istheprocessofenablingorauthorizinganindividualtothink,
behave,takeaction,andcontrolworkanddecisionmakinginautonomousways

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Managersareresponsiblefortheprocesses
ofgettingactivitiescompletedefficiently
withandthroughotherpeopleandsetting
andachievingthefirmsgoalsthroughthe
executionoffourbasicmanagement
functions:planning,organizing,leading,
andcontrolling.
Bothsetsofprocessesutilizehuman,
financial,andmaterialresources.

10managerialroles(HenryMintzberg)

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MANAGEMENTFUNCTIONS

Goodmanagement:
Onethingthatisessentialtoasuccessfulorganization
Goodmanagementiswhatallowsanorganizationtomaximize
theeffectiveandefficientuseofresources,motivate employees
toaccomplishorganizationalobjectives,andmonitor
performancetoensurethatgoalsaremet
Effectiveness:ameasureofwhetherorganizationalobjectives
areaccomplished
Efficiency:arelationshipbetweenoutputsandinputs
(resources)
Management gettingworkdonethroughothers
Managersareevaluatedbasedonthecollective
performancesofthosetheysupervise

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What
managers
do?
Leading

Planning

Management
process

Organizing

Controlling

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Planning
Involvessettinggoalsandestablishingstrategy
toachievethem
Essentialinanorganizationasitprovidesa
senseofdirectionforemployeestofocustheir
contribution
Togeteveryoneintheboatrowingtothe
samedirection

Organizing
Establishingastructurefortheorganization
andtheindividualjobswithinit
Managementdetermineswhohasthe
authoritytomakedecisions,whowillperform
certaintasksandjobduties,andultimately
thereportingstructureoftheorganization
Organizationalcharts delineateauthorityas
wellasdisplaywhoreportstowhominthe
organization

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Leading
Involvesdirectingandmotivatingemployees
toachieveorganizationalgoalsandobjectives
Humanresources themostvaluableasset
Inordertoensurethatanorganizationshuman
resourcesperformatanoptimumlevel
managementmustbeabletomotivatethem
Averydifficultandtimeconsumingprocessas
individualsrespondtoadifferentsetofincentives
Managementhastodiscoverwhichincentives
ultimatelyleadtoimprovedperformances

Controlling
Involvesmeasuringperformanceandmaking
necessaryadjustmentsasneeded
Bymeasuringperformanceandcomparingit
tothegoalsandobjectivesthatwere
establishedmanagementcangaugethe
progressofitsworkforce

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MANAGEMENTHIERARCHY

Althoughallmanagersparticipatinginplanning,
organizing,leading,andcontrolling,notall
managementpositionsarecreatedequal.
Infact,notwomanagementpositionsarealike.
Considerthejobrequirementsforachiefexecutive
officerorCEOofacompany.Chancesarethedayinthe
lifeofaCEOisvastlydifferentfromafirstline
supervisorataMcDonalds
Thiscontrasthighlights themanagementhierarchy
whichrepresentsdifferenttypesofmanagers

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4kindofmanagersinanorganization:
Topmanagers
Middlemanagers
Firstlinemanagers
Teamleaders

Theyhavedifferentresponsibilities

Topmanagers
Representsmanagersthatresideatthehighestlevelonthe
managementhierarchy
Example:CEO,financialofficer,chiefmarketingofficer,chief
operationsofficer
Responsiblefortheoverallperformanceofthecompany
andmustbeabletoarticulateavisiontoeveryoneinthe
organizationsothatemployeescanfocustheirenergies
Oncethismissionisestablished,topmanagersmustbeable
toobtainthecommitmentoftheiremployeestowardthe
establishedvision.
Obtainingbuyinisextremelyimportantasemployeeswho
arenotcommittedtothevisionwillnotperformina
mannerthatallowstheorganizationtoachieveitsgoals.

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Topmanagersarealsoresponsibleforcreatingapositive
organizationalculture.
Everyorganizationhasitsownuniqueculture,whichisin
largepartcreatedbyitstopmanagers
Theimportantthinghereisformanagerstobeconsistent
andactouttheculturetheywanttoestablish
Forexample,iftopmanagerswantedtoestablishan
environmentwhererisktakingandinnovationis
encouragedtheyshouldntreprimandforfailedefforts
Doingsowouldreducetheincentiveforemployeestotake
risks,thuseliminatingtheveryculturetopmanagerswere
hopingtoestablish

Likewisetopmanagersshouldntpreachthe
importanceofethicswhileallowingfamilyorfriends
theopportunitytousethecompanyjetforwhatis
clearlynonbusinessuse
Tocontinuouslyscantoexternalbusinessenvironment
forpossibleopportunitiesandthreats
Sincemanagerscannotcontrolwhathappensintheir
businessenvironment,itsimportantthattheyremain
awareofchangessuchasnewregulations,emerging
competitors,shiftingconsumerpreferences,oreven
changingeconomicconditionssothattheycanbetter
preparefortheircompanies

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Middlemanagers
Servesastheintermediarybetweentopmanagersand
firstlinesupervisors
Example:districtmanagers,branchmanagers,plant
managers,regionalmanagers

Theyresponsibleforexecutingthegoalsand
objectivesestablishedbytopmanagement
Thisinvolvesdevelopingseparategoals,objectives,and
strategiesfrotheirownbusinessunitsthatultimatelyleadto
theachievementofthelargergoalsandobjectives
Todoso,middlemanagersmustbeabletoallocate
resources,whichisaprimaryresponsibility:utilizingmoney,
labor,equipment,andpropertyinanaffectivemanner

Middlemanagers
Theyarealsoresponsibleforcoordinatingvarious
groupsinordertoachievetheirgoals
Mustbeabletoshiftresourcesaroundas
necessarywhetheritistoaccommodateasudden
spikeindemand,shiftproductiontoanewfacility
duetoworkstoppage,orpreparefornatural
disasters
Tomonitortheperformanceoftheirdirectreports
andmakethenecessarychangestoimprove
performances

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Firstlinemanagers/supervisors
Responsibleforsupervisingtheperformanceof
thosethataredirectlyresponsibleforproducinga
companysgoodsorservices
Example:departmentmanagers,officemanagers,
storemanagersforsmalloperations
Primaryresponsibilityistooverseetheperformance
ofthoseentrylevelemployees

Firstlinemanagers/supervisors
Becausetheymaintainacloseworkingrelationship
withentrylevelemployee,firstlinemanagersarealso
responsiblefortrainingnewemployeessothatthey
canadequatelyperformtheirjobresponsibilities
Performfunctionslikeschedulingfortheirdirectarea.
Thisinvolvesforecastingsalesorproduction
requirementsandultimatelystaffingtoensurethat
demandismet

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Teamleaders
Responsibleforfacilitatingteamactivitiesinaneffort
toaccomplishgroupgoals
However,theyarenotheldaccountableforthe
performanceoftheteam,infact,thegroupasa
wholeis.
Theroleismoreofafacilitatorastheytrytoensure
thatthegroupperformsinaproductivemanner
Teamleadersareresponsibleformanaginginternal
relationshipandservingasaliaisontotheoutside
world

THANK YOU

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