chapter02 po

8/18/2019 Chapter02 PO

1/15

Copyright © by Houghton Mifflin Company. All rights reserved. 2–1

Management in AntiquityManagement in Antiquity

3000 B.C. 2500 B.C.

A Sumerians F Chinese

B Egyptians

C Babylonians

D Greeks

G enetians

E !omans

2000 B.C. "500 B.C. "000 B.C. 500 B.C. A.D."500A.D.500 A.D."000

A #se$ %ritten rules an$ regulations &or go'ernan(e

B #se$ management pra(ti(es to (onstru(t pyrami$s

C #se$ e)tensi'e set o& la%s an$ poli(ies &or go'ernan(e

D #se$ $i&&erent go'erning systems &or (ities an$ state

E #se$ organi*e$ stru(ture &or (ommuni(ation an$ (ontrol

F #se$ e)tensi'e organi*ation stru(ture &or go'ernment

agen(ies an$ the arts

G #se$ organi*ation $esign an$ planning (on(epts to (ontrol the seas

Figure 2.1


2/15


Teori Manajemen Klasik Teori Manajemen Klasik

• Robert !en "1##1 – 1$%$&'e(er)a merupa(an sumberdaya perusahaan yg

signifi(an.

*engan memperbai(i (ondisi (er)a atau investasi pada

sumberdaya manusia+ perusahaan dapat mening(at(anoutput dan (euntungan.

• Charles ,abbage "1#-2 – 1$#1&

'erlu pembagian (er)a.

'e(er)a yang mela(u(an pe(er)aan yg sama seara

berulang/ulang a(an sema(in terampil dan sema(in

efisien.


3/15


Teori Manajemen Ilmiah Teori Manajemen Ilmiah

• rederi( inslo! 3aylor "1-... /1-1%&Mengembang(an analisis (er)a+ "time 4motion study& pe(er)aandipeah/peah men)adi (eil/(eil.

Metoda terbai( dan terepat dipela)ari.

Mengenal(an differential rate system.

• ran( ,. 5ilberth "1$6$ – 1-27& 8ilian 5ilberth "1$#$/1-2#&

Mempela)ari metoda (er)a yg efisien+ dapat mengurangi pergera(anfisi( yg tida( perlu.

• Henry 8. 5antt "1$61/1-1-&

8ebih memilih memberi(an ,9:; dp pembayaran diferensial.

Memper(enal(an sistem penilaian terbu(a "5antt Chart&+ menatat(ema)uan dengan !arna hitam bila memenuhi standar+ dengan!arna merah bila td( memenuhi standar.


4/15


Steps in Scientifc ManagementSteps in Scientifc Management

De'elop a s(ien(e

&or ea(h element o&

the +ob to repla(e ol$

rule,o&,thumb metho$s

S(ienti&i(ally sele(t

employees an$ then

train them to $o the +ob

as $es(ribe$ in step "

Super'ise employees

to make sure they&ollo% the pres(ribe$

metho$s &or per&orming

their +obs

Continue to plan

the %ork- but use

%orkers to get the

%ork $one

2" 3

Figure 2.2

Frederick Winslow Taylor (1956 -1915)


5/15

Copyright © by Houghton Mifflin Company. All rights reserved. 2–%

Steps in Scientifc ManagementSteps in Scientifc Management

/enyiapkan

romosi

"

/elakukan

eker+aan

2

/elatih Calon

engganti

3

Frank B. Gilberth (1868 19!") #ilian Gilberth (18$8-19!$)


6/15


Kontribusi dan KeterbatasanKontribusi dan Keterbatasan

Teori Manajemen Ilmiah Teori Manajemen Ilmiah

• 1ontribusi'rodu(si masal+ barang diprodu(si dengan epat dan

sebanya(/banya(nya.

Mendorong pende(atan rasional untu( memeah(an

masalah.Mendorong 'rofesionalisme mana)emen.

• 1eterbatasan Asumsi manusia a(an berusaha memenuhi (ebutuhan

e(onomi dan fisi(nya tida( selalu benar.

'rodu(tivitas+ (euntungan enderung mengarah pada

e(sploitasi pe(er)a


7/15Copyright © by Houghton Mifflin Company. All rights reserved. 2–#

Teori Organisasi Klasik Teori Organisasi Klasik

• Henry ayol "1$71 – 1-2%& eber "1$67 – 1-2?&

Mengembang(an teori biro(rasi. rganisasi yang terdiri atas ribuan

anggota membutuh(an aturan yang )elas. A(tivitas dan tu)uan

diturun(an seara rasional+ pembagian (er)a disebut(an dengan

)elas.


8/15Copyright © by Houghton Mifflin Company. All rights reserved. 2–$

Prinsip Manajemen ayolPrinsip Manajemen ayol

• 'embagian


9/15Copyright © by Houghton Mifflin Company. All rights reserved. 2–-


Teori Manajemen Klasik Teori Manajemen Klasik

• ;istematisasi yang dila(u(an ayol memberi(an

pemi(iranBpandangan thd bidang2 yang harus dianalisis.

• Mana)er disadar(an thd persoalan2 yang sering munul

dalam organisasi.• 3eori mana)emen (lasi( hanya oo( pada ling(ungan

yang stabil.


10/15Copyright © by Houghton Mifflin Company. All rights reserved. 2–1?

Aliran Manajemen PerilakuAliran Manajemen Perilaku

• Men)aga harmonisasi tempat (er)a.

• Mary 'ar(er ollet "1$6$ – 1-00&

Memasu((an elemen manusia dan stru(tur organisasi. Memunul(an teoriperila(u dan hubungan manusia!i.

'erila(u pengendalian organisasi = pengendalian diri+ pengendalian(elompo(+ pengendalian bersama.

• Chester @ ,arnard "1$$6 – 1-61&

rganisasi ber)alan efe(tif apabila (eseimbangan tu)uan organisasi dananggota dapat ter)aga. Mana)er harus mengerti one of aeptane.

Menga(ui adanya (elompo( informal *alam organisasi formal.

• lton Mayo "1$$? – 1-7-&.;tudi Ha!thorne+ (enai(an produ(si (arena ada motivasi yang ter)adi (arenaadanya perhatian pada (arya!an.


11/15


Manajemen pendekatanManajemen pendekatan

Kuantitati! Kuantitati! • *asar peration Researh.• Menyelesai(an masalah dengan model

matemati(

• Critial 'ath Method.

• onomi rder Duantity+ ;imulasi+ Analisis

,rea(/ven+ 8inear 'rograming.


12/15



Pendekatan "ubungan Manusia#iPendekatan "ubungan Manusia#i

• 1ontribusiMenyadar(an pentingnya (ebutuhan sosial. Manusia

dimotivasi oleh (ebutuhan sosial. Meleng(api (onsep

manusia e(onomiBrasional yang dia)u(an oleh mana)eme

(lasi(.'erhatian td( hanya pada individu tetapi )uga pada proses

dan dinami(a (elompo(.

• 1eterbatasan


13/15


The Systems Perspecti$e o! The Systems Perspecti$e o!

Organi%ationsOrgani%ations

nputs &rom the

en'ironment

material inputs-

human inputs-&inan(ial inputs- an$

in&ormation inputs

4rans&ormation

pro(ess te(hnology-

operating systems-

a$ministrati'esystems- an$

(ontrol systems

utputs into

the en'ironment

pro$u(ts6ser'i(es-

pro&its6losses-

employee beha'iors-

an$ in&ormation

outputs

Fee$ba(k

Figure &'(


14/15


An Integrati$e rame#ork o! An Integrati$e rame#ork o!

Management Perspecti$esManagement Perspecti$es

Systems Approa(h

• Reognition of internal

interdependenies

• Reognition of

environmental influenes

Contingen(y erspe(ti'e

• Reognition of the situational

nature of management

• Response to partiular

harateristis of situation

Classi(al/anagement

erspe(ti'es

Methods for

enhaning

effiieny and

failitating planning+

organiing+ and

ontrolling

Beha'ioral/anagement

erspe(ti'es

@nsights for moti/

vating performane

and understanding

individual behavior+

groups and teams+

and leadership

7uantitati'e/anagement

erspe(ti'es

3ehniEues for

improving deision

ma(ing+ resoure

alloation+ and

operations

E&&e(ti'e an$ e&&i(ient management

Figure &')


15/15

Copyright © by Houghton Mifflin Company. All rights reserved. 2–1%

The *mergence o! Modern The *mergence o! Modern

Management Perspecti$esManagement Perspecti$es

"890 2000"980"9:0 "990"9;0"90 "950"930"9"0 "920"900

4he Beha'ioral erspe(ti'e

4he 7uantitati'e erspe(ti'e

4he Contingen(y erspe(ti'e

4he Systems erspe(ti'e

Contemporary Applie$

erspe(ti'es

4heory < an$ the

E)(ellen(e erspe(ti'e

4he Classi(al erspe(ti'e

Senge

Co'eyeters

orter

A$ams

1otter

=amel

20"0

Figure &'+

chapter02 po

Documents