MANAJEMEN & ORGANISASI

• Dwi Nur Amalia., S.Kom., M.Kom

• amalia@lecturer.itk.ac.id
• +6281258250343
DESKRIPSI MATA KULIAH

Planning

• Kode Mata Kuliah : SI201403

• Jadwal Mata Kuliah : Senin (sesi 3)
Controlling Organizing
• SKS : 2 sks
• Semester :2

Leading
KONTRAK PERKULIAHAN
• Keterlambatan lebih dari 15 menit setelah kelas dimulai maka
tidak diijinkan mengikuti kelas.
• Keterlambatan pengumpulan tugas: nilai 0
• Tidak ada mekanisme susulan kuis/UTS kecuali menyertakan
surat izin sesuai peraturan akademik
• LMS ITK : http://kuliah.itk.ac.id/
KOMPOSISI NILAI
• Tugas : 20%
• Kuis : 10%
• UTS : 15%
• UAS : 15%
• Proyek Awal : 20%
• Proyek Akhir : 20%
INTRODUCTION TO MANAGEMENT & ORGANIZATION
Mahasiswa mampu menjelaskan peran manajemen secara umum pada
organisasi dan bisnis
WHY DO WE LEARN
MANAGEMENT?
What is Management?
What is Management? (cont’d)

A set of activities: Planning & Decision Making,

MANAGEMENT
Organizing, Leading, Controlling

An organization’s resources such as: Human,

Financial, Physical Resources & Information

In order to achieve organization’s objectives

Effective and efficient

Effective and Efficient

EFFICIENT EFFECTIVE

Getting the most output from the least Do those work activities that will help the
amount of inputs organization reach its goals

Doing things right Doing the right things

Concern with means (ways) of getting things Concern with ends (results) of
done organizational goal achievement

Getting work done with a minimum effort, Accomplish tasks that help fulfil
expanse, or waste organizational objectives

Use resources-people, money, raw Make the right decisions and successfully
materials-wisely and cost effectively carry them out to accomplish the org’s goal
Efficiency and Effectiveness in Management

Efficiency (Means) Effectiveness (Ends)

Resource Goal
Usage Attainment

Low Waste High Attainment

Management Strives for:

Low Resource Waste (high efficiency)
High Goal Attainment (high effectiveness)
Management Functions

Planning

Controlling Managers Organizing

Leading
Process in Management
Planning

• Define goals
• Establish strategies to achieve those goals
• Development of activities integration and
coordination plans
Organizing
• Determine:
✓ Tasks
✓ Who is responsible for the task?
✓ How the tasks will be grouped?
✓ Reporting procedure
✓ Decision making procedure
• Arrange tasks and other resources to
accomplish organization’s goals
Leading
• Motivating → subordinates
• Conflict management
• Influencer
• Select the most effective communication
channel
• Deal with employee’s behaviour issues
• Hire, train, lead people
Controlling

• Performance monitoring
• Gap analysis: actual performance vs
goals
• Performance evaluation: actual
performance vs plan
• Error handling and correction
• Activity control
Management in Organization

PLANNING ORGANIZING
Resources from the
environment (input)
• Human Goals attainment:
• Financial EFFECTIVE &
• Physical Assets EFFICIENT
• Information
CONTROLLING LEADING
System

System is a set of elements which interact each other to achieve particular goals

Sub system is a part of system which attached each other

Synergy:
• Sub system will perform successfully when it works together with other sub systems
• Synergy will produce higher productivity and efficiency
General Functional Areas of Business

HR

Production

Finance

Marketing

R&D
 Functional Areas of Business (cont’d)
R&D (Research New product design and
& Development) development
Functional Areas of Business (cont’d)
Marketing Planning and executing the conception,
pricing, promotion, and distribution of ideas,
goods, and services to create exchanges that
satisfy individual and organizational
objectives
Functional Areas of Business (cont’d)

Finance

Revenue, expenses, budget,

financial records and
financial statements
 Functional Areas of Business (cont’d)
Production Extraction and cultivation (products are
obtained from nature or grown using
natural resources)
Processing (changing and improving the
form of another product)
Manufacturing (combines raw materials
and processes goods intro finished
products)
 Functional Areas of Business (cont’d)
HR (Human People who work for a business/
Resource) organization
Involves in planning & staffing,
performance management,
compensation & benefits, and employee
relations
Managers?

• Someone who coordinates and

oversees the work of other
people in order to accomplish
organizational goals
Traditional Pyramid Form of Management Level

Top
Managers

Middle
Managers

First-Line
Managers

Non-managerial
Employees
Traditional Pyramid Form of Management Level (cont’d)

Top
Managers Lowest Level of Management
• First-line managers: manage the work of non-
Middle managerial employees who typically are involve
Managers with producing the organization’s products or
servicing the organization’s customer
• They are often called as: supervisor, shift
First-Line manager, district manager, department manager,
Managers office manager

Non-managerial
Employees
Traditional Pyramid Form of Management Level (cont’d)

Top
Managers Middle Level of Management
• Middle managers: manage work of first-line managers
Middle • They are often called as: regional manager, project
Managers leader, store manager, division manager

First-Line
Managers

Non-managerial
Employees
Traditional Pyramid Form of Management Level (cont’d)

Upper Level of Management:

Top • Top managers: are responsible for making
Managers organization wide decisions and establishing the
plans and goals that affect the entire organization.
Middle • They are often called as: executive vice president,
Managers president, managing director, chief operating
officer, chief executive officer
First-Line
Managers

Non-managerial
Employees
Area of Management

Functional General
Manager is Manager is
responsible responsible
for 1 for several
organization organizational
activity activities
Managers for 3 Types of Organizations

For-Profit Organization: for making money, or profits,

by offering products or services

Non-profit Organizations: for offering services in

either public sector or private sector such as
hospitals, collages, social-welfare agencies

Mutual-Benefit Organizations: for aiding members

such as farm cooperatives, labour unions, trade
associations, and clubs
Management for Different Types of Organization

•4 management •Measurement of
SIMILARITY

DIFFERENCE
functions are success:
needed for all •For-profit: how
types much profit (or
loss) it generate
•Non-profit &
mutual benefit:
effectiveness of
services
delivered
Management Roles

• Management roles: specific actions or behaviours expected of a manager

• 3 types (Mintzberg):
• Interpersonal: involve people (subordinates and person outside the
organization) and other duties that are ceremonial and symbolic in nature
• Informational: involve collecting, receiving and disseminating information
• Decisional: entail making decisions or choices
Mintzberg groups managerial activities and roles as involving:

Managerial activities Associated roles

Interpersonal roles: arising from • Figurehead
formal authority and status, • Liaison
supporting the information and • Leader
decision activities
Informational roles • Monitor
• Disseminator
• Spokesman
Decisional roles: making • Improver/ changer
significant decisions (entrepreneur)
• Disturbance handler
• Resource allocator
• Negotiator
Interpersonal Roles

Associated Roles Description

Figurehead Perform ceremonial duties like greeting company
visitors, speaking at the opening of a new facility, or
representing the company at a community luncheon
to support local charities
Liaison Motivate and encourage workers to accomplish
organizational objectives
Leader Deal with people outside their units to develop
alliances that will help in org. goal achievement
Informational Roles

Associated Roles Description

Monitor Scan environment for information, actively contact
others for information, continually update news/
stories related to their business (inside and outside
org.)
Disseminator Share the information they have collected with their
subordinates and others in the company
Spokesman Share information with people outside their
departments and companies
Decisional Roles

Associated Roles Description

Entrepreneur Adapt themselves, their subordinates, and their units
to change/ innovation
Disturbance Respond to pressures and problems demand
Handler immediate attention and action
Resource Set priorities and decide about use of resources
Allocator
Negotiator Continual negotiate schedules, projects, goals,
outcomes, resources, and employee raises in order
to accomplish the goals
 Management Skills

Technical Skills: job-specific knowledge and techniques needed to

proficiently perform work tasks

Human Skills: ability to work well with other people both individually and
in group

Conceptual Skills: ability to see the organization as a whole, understand

the relationships among various subunits, visualize how the organization
fits into its external environment
Human Skills

Interpersonal Diagnostic Communication

• Ability to communicate, • Ability to visualize correct • Ability of manager to
understand and motivate response towards particular communicate and accept ideas
individuals and groups situation and information effectively

Decision-Making
• Ability of manager to identify
and define problems correctly,
then pick the most effective
action to solve the problems
Time-Management
• Ability to list activities’
prioritization, work efficiently
and decide appropriate
delegation
Skills Needed at Different Managerial Levels

Top Managers Conceptual

Skills

Human Skills
Middle Managers

Technical
Low-Level Managers Skills

*Dark color = necessary to have

TAKE HOME ASSIGNMENT

This is a Group Assignment

Assignment is submitted by: group leader only

Create presentation:
• Title of project
• Background
• Purpose
• Activities
• Job description of the crew
• Budgeting
File name: TK01.GROUP.pptx

Ex: TK01.01.pptx