Professional Documents
Culture Documents
01-Manager & MGT
01-Manager & MGT
2020
MANAGEMENT
MANAGEMENT
1. Manager and Management
2. Planning and Strategic Plan
3. Organizing and Controlling
4. Motivating and Leading
5. Managing Communication
6. Conflict and Change Management
1 MANAGER &
MANAGEMENT
1 MANAGER &
MANAGEMENT
1. Management & Business
2. Management Thoughts
3. Manager as a Human
Decision Maker
1
Management & Business
MANAGEment
Management is process of planning, organizational, observation and guidance of effort
all organizational member and usage of resource, other organizational to be reaching
the target of organization which have been specified. (James AF Stoner)
Management is to forecast and to plan, to organize, to command, to co-ordinate and to
control. (Henry Fayol)
Management is the art of getting things done through others. (Mary Parker Follet)
Management is the process of working with and through others to achieve
organizational objectives in a changing environment. Central to this process is the
effective and efficient use of limited resources. (Kreitner)
Management is the planning, organizing, leading and controlling of human and other
resources to achieve organizational goals efficiently and effectively. (Jones and George)
MANAGEment is,
the best way for achieving
organizational goals using resources
and opportunity (input) to produce
best performance and sustained
harmonious in changing environment (
.
MANAGEment
is the best ways – Process (planning, organizing and controlling) for achieving organizational goals
using resources and opportunity to produce best performances (effective, efficient and growth) is
sustained (harmonious profit, people and planet) in a changing environment .
MANAGEMENT
1. Planning,
Defining
Goals
2. Organizing, and
3. Controlling the System.
Setting
Evaluating Controlling
Information
Performance Mechanism
System
9
MANAGEment
3x3 Input Process Output
Planni
ng
Resourc Efficien
es cy
Controll
ing
Strategic Performance
Integrating
Strategic
MANAGEment
1. Resources,
2. Opportunity,
3. Obyectives.
2
1 PLANNING
Set Goals, & How
to Achieve them
ORGANIZING
Arrange Tasks,
Resources,
Motivate,
Communicate &
Lead People to
Work
CONTROLLING
3
Monitor Performance,
Compare w/Goals &
Take Corrective when
Needed
Performance
MANAGEment growth
1. Growth,
2. Effective,
3. Efficient. effective
efficient
Jones & George, 2018
Sustainability
MANAGEment
Sustainable development, Brundtland commision, 1987 Social
People
1. Make Profit Equitable Bearable
• Bottom
Levels • Middle
• Top
Best Business
Achieve The BEST Goal?
by
Managing the Business
Business Management
how to integrate all of business activities
(main activities, supporting and instrumenting
business tools) to achieve organization goals
through management activities (planning,
organizing and controlling) better than past
and its competitor also sustained in a dynamic
business environment.
Business Management
integrating all business activities (operations, marketing and
financial) through planning, organizing and controlling all of these
activities for Business goals.
Finance
• Operations Management
Finance
(manage operations activities to produce benefits which have
Marketing Operations
Marketing Operations
value added through transforming resources)
• Marketing Management
(manage marketing activities to satisfy consumers’ needs through
Planning exchange process)
Organizing
• Financial Management
(manage financial activities to develop corporate financial wealth
Controlling through both funding and allocating funds, financing all of the
business activities and making business profit.making profit)
Business Management
Matrix
Operations Marketing Finance
Plan A D G
Organization
B E H
Control
C F I
Business Management
3x3 Matrix Business
Plan
Operations
Plan
Marketing
Plan
Finance
Plan
Organization
Control A3 D3 G3
Organization A2 D2 G2 G3
Plan
Plan A1 D1 G1 G2
A1 D1 G1 G1 H3
Activity 1 Supply Marketing Mix Funding &
Resources Plan Plan Allocating Plan H2
H1 H1
Activity 2
B1 E1 I3
Transformation Market Profit
Plan Segmentation Plan I2
I1
Activity 3 C1 F1 I1
Product Competitor Cash flow
Plan Plan Plan
Operations Management
Input Process Output
rm
rfo
als
Bes ve
igh
e
t pe
t Go
the Achie
e
the chiev
the chiev
ls R
righ
goa
A
A
I
Ma nte
Marketing Management
rk gra
et tin
in
g g
Mi to mer
x Cus nship
tio
Rela
Exchange
p et i
Com ntage
t ive
Competitors
• Fighting
a
Adv & Environment • Collaborating
• Niching
Financial Management
age
r
e ve
Ef • Equities L
f
Ef ecti Funding & • Debt
ifc v
Gr icnifen e Allocating • Assets
ow t
th
Funds
• Revenue
• Cost Making Financing w
sh flo
• Profit
Profit Operations C a
• Operations
• Investment
• Surplus
Business Management
in a dynamic business environment
1. Digital Business
2. Global Business
3. Sustainable Business
How
Business
Achieve BEST Performances?
BEST Performance based on
Time & Space Dimension
Best Business
Achieve Sustainable Goal?
Sustain harmonious in environment
Sustainable Business
2
MANAGEMENT THOUGHTS
Management
THOUGHTS
1. Classical
2. Behavioral
3. Science
Management Thought Evolution
1. Classical 1. Scientific Management
Management Theory 2. Administrative Management
(1880-1930)
3. Early Behavioral
2. Behavioral 4. Human Relations Movement
5. Behavioral Science
Management Theory Approach
(1920-1950)
6. Quality management
3. Management Science 7. Quantitative Management
Theory (1950- ) 8. Open System Management
9. Contingency Management
Different angle,
Different perspective
1 Classical Management
1. Scientific Management
2. Administrative Management
Scientific Management
The systematic study of
relationships between people
and tasks fot the purpose of
redesigning the work process
to increase efficiency
Scientific Management
Efficiency, Productivity
Frederick W. Taylor (1856-1915)
4 Scientific Principles:
1. Task evaluation
2. Workers selection
3. Training & Incentives
4. Work plan methods
Scientific Management
Task Efficiency
Frank Gilbreth (1868-1924)
Lilian Gilbreth (1878-1972)
Time & Motion Study:
1. Task break down into
components
2. Find better way for
each of component
3. Reorganize each of
components.
Administrative Management
The systematic study of how to
create an organizational
structure and control system
that leads to high efficiency
and effectiveness
Administrative Management
14 Principles of Management
Henri Fayol, (1841-1925)
1. Division of Labor
2. Authority & Responsibility
3. Unity of Command
4. Scalar Chain
5. Centralization
6. Unity of Direction
7. Equity
8. Order
9. Initiative
10.Discipline
11.Remuneration
12.Stability of Tenure
13.Subordination
14.Esprit de Corps
Administrative Management
The Theory of Bureaucracy
Max Weber (1864-1920) principles:
1. Formal authority derives from one’s position
inside the organization
2. Individuals occupy positions
3. Each of individual’s authority and
responsibilities are specified
4. Authority is exercised effectively when
positions are arranged hierarchically
5. Rules of the organization are followed and
control individual behavior
2 Behavioral Management
1. Early Behavioral
2. Human Relations Movement
3. Behavioral Science Approach
Early Behavioral
Organizational Behavior
Hugo Munsterberg, (1863-1916)
Industrial Psychology:
1. Psychological test
2. Learning theory
3. Employee motivation
Early Behavioral
Organizational Behavior
Mary Parker Follett, (1868-1933)
Work Cooperatively:
1. Managers & subordinates
working together in harmony
2. Integration process solution
when conflict happened
3. Workers are controller and
managers are facilitators
Early Behavioral
Hawthorne Effect Studies, 1920s.
Elton Mayo, (1880-1949)
Hawthorne Effect:
Employees worked harder,
• if they received added
attention,
• if they thought managers
cared about their welfare, and
• if supervisor special paid
attention.
Harvard research at Western Electric’s Hawthorne, Chicago
Human Relations Movement
Theory X & Theory Y
Douglas McGregor, (1906-1964)
Theory X:
A set negative of assumption about
workers that manager’s task is to
supervise and control closely.
Theory Y:
A set positive of assumption about
workers that manager’s task is to
courage worker’s commitment and
self direction.
Behavioral Science Approach
is the systematic analysis and investigation
of human and animal behaviour through
controlled and naturalistic observation, and
disciplined scientific experimentation.
Reinforcement and punishment, the
Burrhus Frederick Skinner core tools of operant conditioning, are
(1904-1990 )
either positive (delivered following a
response), or negative (withdrawn
following a response).
Skinner’s Box
3 Management Science
1. Quantitative Management
2. Quality management
3. Open Systems Management
4. Contingency Management
5. Dynamic Capabilities Management
Quantitative Management
Operation Research using Mathematical
techniques to aid in problem solving and
decision making.
• Linier & Non-linier programming
• Modeling
• Simulation
• Queueing theory
• Game theory
Linier programming
is a method to achieve the best outcome
(such as maximum profit or lowest cost) in
a mathematical model whose requirements
are represented by linear relationships.
Linear programming is a special case of
mathematical programming (mathematical
optimization).
Linier programming
• Quality Control
• Quality Assurance
• Total Quality Management
Quality Control
The strategy for minimizing errors by
managing each stage of production.
Quality Assurance
The strategy for worker performing to
strive for zero defects.
Total Quality Management
(TQM)
Comprehensive approach dedicated to
continuous quality improvement, training, and
customer satisfaction.
is a set of interacting or
interdependent entities forming an
integrated whole.
Trans
Input formati Output
onal
Feed
back
69
The Open-System Management
This interaction with the outside
environment implies that open systems
need to be able to adapt to the changes
that occur in their environment.
Gary Hamel
management saga
Gary Hamel
Contingency Theory
Organizational Design Applied
Mechanistic
Structure
Structure &
Environment
Control System
Organic
Structure
Dynamic Capabilities
Management
Theory that organizations have the ability
to build, integrate, and reconfigure
processes to address rapidly changing
internal and external environments.
1. Sensing
2. Seizing
3. Transforming
David Teece
3MANAGER as a HUMAN
DECISION MAKER
“Where there is no
decision there is no
life”.
Manager
A manager is someone who
coordinates and oversee the
work of other people so that
organizational goals can be
accomplished.
Robbins & Coulter, 2012
Peter Drucker:
“A manager is responsible for the
application and performance of
knowledge" .
Peter Ferdinand Drucker
German: (November 19, 1909 – November 11,
2005) was an Austrian-born American
management consultant, educator, and author,
whose writings contributed to the philosophical
and practical foundations of the modern
business corporation.
Resource Goal
Usage Attainment
Management
Internal
Condition
Re Choice
evaluation Making
Irrational decision-making
In reality, there are some factors that affect decision-
making abilities and cause people to make irrational
decisions, one of them being availability bias. Availability
bias is the tendency for some items that are more readily
available in memory to be judged as more frequently
occurring.
Decision Making Styles