pengantar manajement

ninth edition
STEPHEN P. ROBBINS
PowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie Cook
The University of West AlabamaThe University of West Alabama
MARY COULTER
© 2007 Prentice Hall, Inc.© 2007 Prentice Hall, Inc.
All rights reserved.All rights reserved.
ManagementManagement
Yesterday and TodayYesterday and Today
ChapterChapter
22

© 2007 Prentice Hall, Inc. All rights reserved. 2–2
L E A R N I N G O U T L I N EL E A R N I N G O U T L I N E
Follow this Learning Outline as you read and study this chapter.Follow this Learning Outline as you read and study this chapter.
•Historical Background of ManagementHistorical Background of Management
• Explain why studying management history is important.Explain why studying management history is important.
• Describe some early evidences of management practice.Describe some early evidences of management practice.
•Scientific ManagementScientific Management
• Describe the important contributions made by FredrickDescribe the important contributions made by Fredrick
W. Taylor and Frank and Lillian Gilbreth.W. Taylor and Frank and Lillian Gilbreth.
• Explain how today’s managers use scientificExplain how today’s managers use scientific
management.management.

L E A R N I N G O U T L I N E (cont’d)L E A R N I N G O U T L I N E (cont’d)
•General Administrative TheoryGeneral Administrative Theory
• Discuss Fayol’s contributions to management theory.Discuss Fayol’s contributions to management theory.
• Describe Max Weber’s contribution to managementDescribe Max Weber’s contribution to management
theory.theory.
• Explain how today’s managers use general administrativeExplain how today’s managers use general administrative
theory.theory.
•Quantitative ApproachQuantitative Approach
• Explain what the quantitative approach has contributedExplain what the quantitative approach has contributed
to the field of management.to the field of management.
• Discuss how today’s managers use the quantitativeDiscuss how today’s managers use the quantitative
approach.approach.

•Toward Understanding Organizational BehaviorToward Understanding Organizational Behavior
• Describe the contributions of the early advocates of OB.Describe the contributions of the early advocates of OB.
• Explain the contributions of the Hawthorne Studies to theExplain the contributions of the Hawthorne Studies to the
field of management.field of management.
• Discuss how today’s managers use the behavioralDiscuss how today’s managers use the behavioral
approach.approach.
•The Systems ApproachThe Systems Approach
• Describe an organization using the systems approach.Describe an organization using the systems approach.
• Discuss how the systems approach helps usDiscuss how the systems approach helps us
management.management.

•The Contingency ApproachThe Contingency Approach
• Explain how the contingency approach differs from theExplain how the contingency approach differs from the
early theories of management.early theories of management.
• Discuss how the contingency approach helps usDiscuss how the contingency approach helps us
understand management.understand management.
•Current Issues and TrendsCurrent Issues and Trends
• Explain why we need to look at the current trends andExplain why we need to look at the current trends and
issues facing managers.issues facing managers.
• Describe the current trends and issues facing managers.Describe the current trends and issues facing managers.

Historical Background of ManagementHistorical Background of Management
• Ancient ManagementAncient Management
 Egypt (pyramids) and China (Great Wall)Egypt (pyramids) and China (Great Wall)
 Venetians (floating warship assembly lines)Venetians (floating warship assembly lines)
• Adam SmithAdam Smith
 PublishedPublished “The Wealth of Nations”“The Wealth of Nations” in 1776in 1776
 Advocated the division of labor (job specialization) toAdvocated the division of labor (job specialization) to
increase the productivity of workersincrease the productivity of workers
• Industrial RevolutionIndustrial Revolution
 Substituted machine power for human laborSubstituted machine power for human labor
 Created large organizations in need of managementCreated large organizations in need of management

Sejarah managementSejarah management
• Manajemen kunoManajemen kuno
• Mesir (piramida) dan China (Great Wall)Mesir (piramida) dan China (Great Wall)
• Venesia (mengambang kapal perang lini perakitan)Venesia (mengambang kapal perang lini perakitan)
• Adam SmithAdam Smith
• Diterbitkan "The Wealth of Nations" pada tahun 1776Diterbitkan "The Wealth of Nations" pada tahun 1776
• Menganjurkan pembagian kerja (spesialisasi kerja) untukMenganjurkan pembagian kerja (spesialisasi kerja) untuk
meningkatkan produktivitas pekerjameningkatkan produktivitas pekerja
• Revolusi IndustriRevolusi Industri
• Daya mesin menggantikan tenaga manusiaDaya mesin menggantikan tenaga manusia
• Dibuat organisasi besar yang membutuhkan manajemenDibuat organisasi besar yang membutuhkan manajemen

Exhibit 2–1Exhibit 2–1 Development of Major Management TheoriesDevelopment of Major Management Theories

Major Approaches to ManagementMajor Approaches to Management
• Scientific ManagementScientific Management
• General Administrative TheoryGeneral Administrative Theory
• Quantitative ManagementQuantitative Management
• Organizational BehaviorOrganizational Behavior
• Systems ApproachSystems Approach
• Contingency ApproachContingency Approach

Mayor pendekatan managemenMayor pendekatan managemen
• Manajemen ilmiahManajemen ilmiah
• Administrasi Umum TeoriAdministrasi Umum Teori
• Manajemen kuantitatifManajemen kuantitatif
• Perilaku OrganisasiPerilaku Organisasi
• Pendekatan SistemPendekatan Sistem
• Pendekatan kontingensiPendekatan kontingensi

Scientific ManagementScientific Management
• Fredrick Winslow TaylorFredrick Winslow Taylor
 The “father” of scientific managementThe “father” of scientific management
 PublishedPublished Principles of Scientific ManagementPrinciples of Scientific Management (1911)(1911)
 The theory of scientific managementThe theory of scientific management
– Using scientific methods to define the “one best way” for aUsing scientific methods to define the “one best way” for a
job to be done:job to be done:
• Putting the right person on the job with the correct toolsPutting the right person on the job with the correct tools
and equipment.and equipment.
• Having a standardized method of doing the job.Having a standardized method of doing the job.
• Providing an economic incentive to the worker.Providing an economic incentive to the worker.

• Frederick Winslow TaylorFrederick Winslow Taylor
• "Bapak" dari manajemen ilmiah"Bapak" dari manajemen ilmiah
• Prinsip Diterbitkan Manajemen Ilmiah (1911)Prinsip Diterbitkan Manajemen Ilmiah (1911)
• Teori manajemen ilmiahTeori manajemen ilmiah
• Menggunakan metode ilmiah untuk menentukan "satuMenggunakan metode ilmiah untuk menentukan "satu
cara terbaik" untuk pekerjaan yang harus dilakukan:cara terbaik" untuk pekerjaan yang harus dilakukan:
• Menempatkan orang yang tepat pada pekerjaan denganMenempatkan orang yang tepat pada pekerjaan dengan
alat dan peralatan yang benar.alat dan peralatan yang benar.
• Memiliki metode standar untuk melakukan pekerjaan itu.Memiliki metode standar untuk melakukan pekerjaan itu.
• Memberikan insentif ekonomi untuk pekerja.Memberikan insentif ekonomi untuk pekerja.

Exhibit 2–2Exhibit 2–2 Taylor’s Four Principles of ManagementTaylor’s Four Principles of Management
1. Develop a science for each element of an individual’s work,
which will replace the old rule-of-thumb method.
2. Scientifically select and then train, teach, and develop the
worker.
3. Heartily cooperate with the workers so as to ensure that all
work is done in accordance with the principles of the
science that has been developed.
4. Divide work and responsibility almost equally between
management and workers. Management takes over all work
for which it is better fitted than the workers.

Mengembangkan ilmu pengetahuan untuk setiap elemen kerjaMengembangkan ilmu pengetahuan untuk setiap elemen kerja
individu, yang akan menggantikan aturan-of-thumb metode lama.individu, yang akan menggantikan aturan-of-thumb metode lama.
Secara ilmiah memilih dan kemudian melatih, mengajar, danSecara ilmiah memilih dan kemudian melatih, mengajar, dan
mengembangkan pekerja.mengembangkan pekerja.
Sungguh-sungguh bekerja sama dengan para pekerja untukSungguh-sungguh bekerja sama dengan para pekerja untuk
menjamin bahwa semua pekerjaan dilakukan sesuai denganmenjamin bahwa semua pekerjaan dilakukan sesuai dengan
prinsip-prinsip ilmu yang telah dikembangkan.prinsip-prinsip ilmu yang telah dikembangkan.
Pekerjaan Divide dan tanggung jawab hampir sama antaraPekerjaan Divide dan tanggung jawab hampir sama antara
manajemen dan pekerja. Manajemen mengambil alih semuamanajemen dan pekerja. Manajemen mengambil alih semua
pekerjaan yang lebih baik dipasang daripada pekerja.pekerjaan yang lebih baik dipasang daripada pekerja.

Scientific Management (cont’d)Scientific Management (cont’d)
• Frank and Lillian GilbrethFrank and Lillian Gilbreth
 Focused on increasing worker productivity throughFocused on increasing worker productivity through
the reduction of wasted motionthe reduction of wasted motion
 Developed the microchronometer to time workerDeveloped the microchronometer to time worker
motions and optimize work performancemotions and optimize work performance
• How Do Today’s Managers Use ScientificHow Do Today’s Managers Use Scientific
Management?Management?
 Use time and motion studies to increase productivityUse time and motion studies to increase productivity
 Hire the best qualified employeesHire the best qualified employees
 Design incentive systems based on outputDesign incentive systems based on output

• Frank dan Lillian GilbrethFrank dan Lillian Gilbreth
• Difokuskan pada peningkatan produktivitas pekerjaDifokuskan pada peningkatan produktivitas pekerja
melalui pengurangan gerak terbuangmelalui pengurangan gerak terbuang
• Dikembangkan microchronometer untuk gerakan pekerjaDikembangkan microchronometer untuk gerakan pekerja
waktu dan mengoptimalkan kinerjawaktu dan mengoptimalkan kinerja
• Bagaimana hari ini Manajer Gunakan ManajemenBagaimana hari ini Manajer Gunakan Manajemen
Ilmiah?Ilmiah?
• Gunakan waktu dan studi gerakan untuk meningkatkanGunakan waktu dan studi gerakan untuk meningkatkan
produktivitasproduktivitas
• Menyewa terbaik karyawan yang memenuhi syaratMenyewa terbaik karyawan yang memenuhi syarat
• Desain sistem insentif berdasarkan outputDesain sistem insentif berdasarkan output

General Administrative TheoryGeneral Administrative Theory
• Henri FayolHenri Fayol
 Believed that the practice of management was distinctBelieved that the practice of management was distinct
from other organizational functionsfrom other organizational functions
 Developed fourteen principles of management thatDeveloped fourteen principles of management that
applied to all organizational situationsapplied to all organizational situations
• Max WeberMax Weber
 Developed a theory of authority based on an idealDeveloped a theory of authority based on an ideal
type of organization (bureaucracy)type of organization (bureaucracy)
 Emphasized rationality, predictability, impersonality, technicalEmphasized rationality, predictability, impersonality, technical
competence, and authoritarianismcompetence, and authoritarianism

• Henri FayolHenri Fayol
• Diyakini bahwa praktek manajemen adalah berbeda dariDiyakini bahwa praktek manajemen adalah berbeda dari
fungsi-fungsi organisasi lainnyafungsi-fungsi organisasi lainnya
• Dikembangkan empat belas prinsip-prinsip manajemenDikembangkan empat belas prinsip-prinsip manajemen
yang diterapkan pada semua situasi organisasiyang diterapkan pada semua situasi organisasi
• Max WeberMax Weber
• Mengembangkan teori kewenangan berdasarkan tipeMengembangkan teori kewenangan berdasarkan tipe
ideal dari organisasi (birokrasi)ideal dari organisasi (birokrasi)
• Ditekankan rasionalitas, prediktabilitas, impersonalitas,Ditekankan rasionalitas, prediktabilitas, impersonalitas,
kompetensi teknis, dan otoritarianismekompetensi teknis, dan otoritarianisme

Exhibit 2–3Exhibit 2–3 Fayol’s 14 Principles of ManagementFayol’s 14 Principles of Management
1.1. Division of work.Division of work.
2.2. Authority.Authority.
3.3. Discipline.Discipline.
4.4. Unity of command.Unity of command.
5.5. Unity of direction.Unity of direction.
6.6. Subordination ofSubordination of
individual interestsindividual interests
to the generalto the general
interest.interest.
7.7. Remuneration.Remuneration.
8.8. Centralization.Centralization.
9.9. Scalar chain.Scalar chain.
10.10. Order.Order.
11.11. Equity.Equity.
12.12. Stability of tenureStability of tenure
of personnel.of personnel.
13.13. Initiative.Initiative.
14.14. Esprit de corps.Esprit de corps.

• Pembagian kerja.Pembagian kerja.
• Authority.Authority.
• Disiplin.Disiplin.
• Kesatuan komando.Kesatuan komando.
• Kesatuan arah.Kesatuan arah.
• SubordinasiSubordinasi
kepentingan individukepentingan individu
dengan kepentingandengan kepentingan
umum.umum.
• Remunerasi.Remunerasi.
• Sentralisasi.Sentralisasi.
• Rantai skalar.Rantai skalar.
• Order.Order.
• Ekuitas.Ekuitas.
• Stabilitas masaStabilitas masa
jabatan personil.jabatan personil.
• Initiative.Initiative.
• Esprit de corps.Esprit de corps.

Exhibit 2–4Exhibit 2–4 Weber’s Ideal BureaucracyWeber’s Ideal Bureaucracy

Quantitative Approach to ManagementQuantitative Approach to Management
• Quantitative ApproachQuantitative Approach
 Also calledAlso called operations researchoperations research oror managementmanagement
sciencescience
 Evolved from mathematical and statistical methodsEvolved from mathematical and statistical methods
developed to solve WWII military logistics and qualitydeveloped to solve WWII military logistics and quality
control problemscontrol problems
 Focuses on improving managerial decision making byFocuses on improving managerial decision making by
applying:applying:
 Statistics, optimization models, information models, andStatistics, optimization models, information models, and
computer simulationscomputer simulations

• Pendekatan kuantitatifPendekatan kuantitatif
• Juga disebut riset operasi atau ilmu manajemenJuga disebut riset operasi atau ilmu manajemen
• Berevolusi dari metode matematika dan statistikBerevolusi dari metode matematika dan statistik
yang dikembangkan untuk memecahkan WWIIyang dikembangkan untuk memecahkan WWII
logistik militer dan masalah kontrol kualitaslogistik militer dan masalah kontrol kualitas
• Berfokus pada peningkatan pengambilanBerfokus pada peningkatan pengambilan
keputusan manajerial dengan menerapkan:keputusan manajerial dengan menerapkan:
• Statistik, model optimasi, model informasi, danStatistik, model optimasi, model informasi, dan
simulasi komputersimulasi komputer

Understanding Organizational BehaviorUnderstanding Organizational Behavior
• Organizational Behavior (OB)Organizational Behavior (OB)
 The study of the actions of people at work; people areThe study of the actions of people at work; people are
the most important asset of an organizationthe most important asset of an organization
• Early OB AdvocatesEarly OB Advocates
 Robert OwenRobert Owen
 Hugo MunsterbergHugo Munsterberg
 Mary Parker FollettMary Parker Follett
 Chester BarnardChester Barnard

Memahami Perilaku OrganisasiMemahami Perilaku Organisasi
• Perilaku Organisasi (OB)Perilaku Organisasi (OB)
• Studi tentang tindakan orang-orang di tempatStudi tentang tindakan orang-orang di tempat
kerja; orang adalah aset paling penting darikerja; orang adalah aset paling penting dari
suatu organisasisuatu organisasi
• Advokat OB AwalAdvokat OB Awal
• Robert OwenRobert Owen
• Hugo MunsterbergHugo Munsterberg
• Mary Parker FolletMary Parker Follet
• Chester BarnardChester Barnard

Exhibit 2–5Exhibit 2–5 Early Advocates of OBEarly Advocates of OB

•A series of productivity experiments conductedA series of productivity experiments conducted
at Western Electric from 1927 to 1932.at Western Electric from 1927 to 1932.
•Experimental findingsExperimental findings
Productivity unexpectedly increased under imposedProductivity unexpectedly increased under imposed
adverse working conditions.adverse working conditions.
The effect of incentive plans was less thanThe effect of incentive plans was less than
expected.expected.
•Research conclusionResearch conclusion
Social norms, group standards and attitudes moreSocial norms, group standards and attitudes more
strongly influence individual output and work behaviorstrongly influence individual output and work behavior
than do monetary incentives.than do monetary incentives.
The Hawthorne StudiesThe Hawthorne Studies

• Serangkaian percobaan produktivitas dilakukan diSerangkaian percobaan produktivitas dilakukan di
Western Electric 1927-1932.Western Electric 1927-1932.
• temuan eksperimentaltemuan eksperimental
• Produktivitas tak terduga meningkat di bawah kondisiProduktivitas tak terduga meningkat di bawah kondisi
kerja yang merugikan dikenakan.kerja yang merugikan dikenakan.
• Pengaruh rencana insentif kurang dari yang diharapkan.Pengaruh rencana insentif kurang dari yang diharapkan.
• kesimpulan penelitiankesimpulan penelitian
• Norma-norma sosial, standar kelompok dan sikap yangNorma-norma sosial, standar kelompok dan sikap yang
lebih kuat mempengaruhi keluaran individu dan perilakulebih kuat mempengaruhi keluaran individu dan perilaku
kerja daripada insentif moneter.kerja daripada insentif moneter.

The Systems ApproachThe Systems Approach
• System DefinedSystem Defined
 A set of interrelated and interdependent partsA set of interrelated and interdependent parts
arranged in a manner that produces a unified whole.arranged in a manner that produces a unified whole.
• Basic Types of SystemsBasic Types of Systems
 Closed systemsClosed systems
 Are not influenced by and do not interact with theirAre not influenced by and do not interact with their
environment (all system input and output is internal).environment (all system input and output is internal).
 Open systemsOpen systems
 Dynamically interact to their environments by taking in inputsDynamically interact to their environments by taking in inputs
and transforming them into outputs that are distributed intoand transforming them into outputs that are distributed into
their environments.their environments.

Pendekatan SistemPendekatan Sistem
• sistem Ditetapkansistem Ditetapkan
• Satu set bagian yang saling berhubungan dan salingSatu set bagian yang saling berhubungan dan saling
tergantung diatur dalam cara yang menghasilkan suatutergantung diatur dalam cara yang menghasilkan suatu
kesatuan yang utuh.kesatuan yang utuh.
• Jenis Dasar SistemJenis Dasar Sistem
• sistem tertutupsistem tertutup
• Tidak dipengaruhi oleh dan tidak berinteraksi denganTidak dipengaruhi oleh dan tidak berinteraksi dengan
lingkungan mereka (semua sistem input dan outputlingkungan mereka (semua sistem input dan output
internal).internal).
• Buka sistemBuka sistem
• Dinamis berinteraksi dengan lingkungan mereka denganDinamis berinteraksi dengan lingkungan mereka dengan
mengambil input dan mentransformasikannya menjadimengambil input dan mentransformasikannya menjadi
output yang didistribusikan ke dalam lingkungan mereka.output yang didistribusikan ke dalam lingkungan mereka.

Exhibit 2–6Exhibit 2–6 The Organization as an Open SystemThe Organization as an Open System

Implications of the Systems ApproachImplications of the Systems Approach
• Coordination of the organization’s parts isCoordination of the organization’s parts is
essential for proper functioning of the entireessential for proper functioning of the entire
organization.organization.
• Decisions and actions taken in one area of theDecisions and actions taken in one area of the
organization will have an effect in other areas oforganization will have an effect in other areas of
the organization.the organization.
• Organizations are not self-contained and,Organizations are not self-contained and,
therefore, must adapt to changes in theirtherefore, must adapt to changes in their
external environment.external environment.

• Koordinasi bagian organisasi sangat pentingKoordinasi bagian organisasi sangat penting
untuk berfungsinya seluruh organisasi.untuk berfungsinya seluruh organisasi.
• Keputusan dan tindakan yang diambil dalamKeputusan dan tindakan yang diambil dalam
satu bidang organisasi akan memiliki efek disatu bidang organisasi akan memiliki efek di
daerah lain organisasi.daerah lain organisasi.
• Organisasi tidak mandiri dan, karena itu, harusOrganisasi tidak mandiri dan, karena itu, harus
beradaptasi dengan perubahan dalamberadaptasi dengan perubahan dalam
lingkungan eksternal mereka.lingkungan eksternal mereka.

The Contingency ApproachThe Contingency Approach
• Contingency Approach DefinedContingency Approach Defined
 Also sometimes called theAlso sometimes called the situational approach.situational approach.
 There is no one universally applicable set ofThere is no one universally applicable set of
management principles (rules) by which to managemanagement principles (rules) by which to manage
organizations.organizations.
 Organizations are individually different, face differentOrganizations are individually different, face different
situations (contingency variables), and requiresituations (contingency variables), and require
different ways of managing.different ways of managing.

• Pendekatan kontingensi DitetapkanPendekatan kontingensi Ditetapkan
• Juga kadang-kadang disebut pendekatanJuga kadang-kadang disebut pendekatan
situasional.situasional.
• Tidak ada satu set universal yang berlakuTidak ada satu set universal yang berlaku
prinsip-prinsip manajemen (aturan) yangprinsip-prinsip manajemen (aturan) yang
digunakan untuk mengelola organisasi.digunakan untuk mengelola organisasi.
• Organisasi secara individual berbeda,Organisasi secara individual berbeda,
menghadapi situasi yang berbeda (variabelmenghadapi situasi yang berbeda (variabel
kontingensi), dan memerlukan cara yangkontingensi), dan memerlukan cara yang
berbeda untuk mengelola.berbeda untuk mengelola.

Exhibit 2–7Exhibit 2–7 Popular Contingency VariablesPopular Contingency Variables
• Organization size
• As size increases, so do the problems of coordination.
• Routineness of task technology
• Routine technologies require organizational structures,
leadership styles, and control systems that differ from
those required by customized or nonroutine technologies.
• Environmental uncertainty
• What works best in a stable and predictable environment
may be totally inappropriate in a rapidly changing and
unpredictable environment.
• Individual differences
• Individuals differ in terms of their desire for growth,
autonomy, tolerance of ambiguity, and expectations.

• ukuran organisasiukuran organisasi
• Sebagai ukuran meningkat, begitu juga masalah koordinasi.Sebagai ukuran meningkat, begitu juga masalah koordinasi.
• Routine teknologi tugasRoutine teknologi tugas
• Teknologi rutin memerlukan struktur organisasi, gayaTeknologi rutin memerlukan struktur organisasi, gaya
kepemimpinan, dan sistem kontrol yang berbeda dari yangkepemimpinan, dan sistem kontrol yang berbeda dari yang
dibutuhkan oleh adat atau teknologi non rutin.dibutuhkan oleh adat atau teknologi non rutin.
• ketidakpastian lingkunganketidakpastian lingkungan
• Apa yang terbaik dalam lingkungan yang stabil dan dapat diprediksiApa yang terbaik dalam lingkungan yang stabil dan dapat diprediksi
mungkin benar-benar tidak pantas dalam lingkungan yang berubahmungkin benar-benar tidak pantas dalam lingkungan yang berubah
dengan cepat dan tak terduga.dengan cepat dan tak terduga.
• perbedaan individuperbedaan individu
• Individu berbeda dalam hal keinginan mereka untuk pertumbuhan,Individu berbeda dalam hal keinginan mereka untuk pertumbuhan,
otonomi, toleransi ambiguitas, dan harapan.otonomi, toleransi ambiguitas, dan harapan.

Current Trends and IssuesCurrent Trends and Issues
• GlobalizationGlobalization
• EthicsEthics
• Workforce DiversityWorkforce Diversity
• EntrepreneurshipEntrepreneurship
• E-businessE-business
• Knowledge ManagementKnowledge Management
• Learning OrganizationsLearning Organizations
• Quality ManagementQuality Management

Tren saat ini dan IsuTren saat ini dan Isu
• globalisasiglobalisasi
• etikaetika
• Keragaman tenaga KerjaKeragaman tenaga Kerja
• kewiraswastaankewiraswastaan
• E-bisnisE-bisnis
• Manajemen pengetahuanManajemen pengetahuan
• Organisasi belajarOrganisasi belajar
• Manajemen kualitasManajemen kualitas

Current Trends and Issues (cont’d)Current Trends and Issues (cont’d)
• GlobalizationGlobalization
 Management in international organizationsManagement in international organizations
 Political and cultural challenges of operating in aPolitical and cultural challenges of operating in a
global marketglobal market
 Working with people from different culturesWorking with people from different cultures
 Coping with anticapitalist backlashCoping with anticapitalist backlash
 Movement of jobs to countries with low-cost laborMovement of jobs to countries with low-cost labor
• EthicsEthics
 Increased emphasis on ethics education in collegeIncreased emphasis on ethics education in college
curriculumscurriculums
 Increased creation and use of codes of ethics byIncreased creation and use of codes of ethics by
businessesbusinesses

Exhibit 2–8Exhibit 2–8 A Process for Addressing Ethical DilemmasA Process for Addressing Ethical Dilemmas
Step 1: What is the ethical dilemma?
Step 2: Who are the affected stakeholders?
Step 3: What personal, organizational, and
external factors are important to
my decision?
Step 4: What are possible alternatives?
Step 5: Make a decision and act on it.

• Workforce DiversityWorkforce Diversity
 Increasing heterogeneity in the workforceIncreasing heterogeneity in the workforce
 More gender, minority, ethnic, and other forms of diversity inMore gender, minority, ethnic, and other forms of diversity in
employeesemployees
 Aging workforceAging workforce
 Older employees who work longer and do not retireOlder employees who work longer and do not retire
 The increased costs of public and private benefits for olderThe increased costs of public and private benefits for older
workersworkers
 An increasing demand for products and services related toAn increasing demand for products and services related to
aging.aging.

• Entrepreneurship DefinedEntrepreneurship Defined
 The process of starting new businesses, generally inThe process of starting new businesses, generally in
response to opportunities.response to opportunities.
• Entrepreneurship processEntrepreneurship process
 Pursuit of opportunitiesPursuit of opportunities
 Innovation in products, services, or business methodsInnovation in products, services, or business methods
 Desire for continual growth of the organizationDesire for continual growth of the organization

• E-Business (Electronic Business)E-Business (Electronic Business)
 The work preformed by an organization usingThe work preformed by an organization using
electronic linkages to its key constituencieselectronic linkages to its key constituencies
 E-commerce: the sales and marketing aspect of an e-E-commerce: the sales and marketing aspect of an e-
businessbusiness
• Categories of E-BusinessesCategories of E-Businesses
 E-business enhanced organizationE-business enhanced organization
 E-business enabled organizationE-business enabled organization
 Total e-business organizationTotal e-business organization

Exhibit 2–9Exhibit 2–9 Categories of E-Business InvolvementCategories of E-Business Involvement

• Learning OrganizationLearning Organization
 An organization that has developed the capacity toAn organization that has developed the capacity to
continuously learn, adapt, and change.continuously learn, adapt, and change.
• Knowledge ManagementKnowledge Management
 The cultivation of a learning culture whereThe cultivation of a learning culture where
organizational members systematically gather andorganizational members systematically gather and
share knowledge with others in order to achieveshare knowledge with others in order to achieve
better performance.better performance.

Exhibit 2–10Exhibit 2–10 Learning Organization versus Traditional OrganizationLearning Organization versus Traditional Organization

• Quality ManagementQuality Management
 A philosophy of management driven by continualA philosophy of management driven by continual
improvement in the quality of work processes andimprovement in the quality of work processes and
responding to customer needs and expectationsresponding to customer needs and expectations
 Inspired by the total quality management (TQM) ideasInspired by the total quality management (TQM) ideas
of Deming and Juranof Deming and Juran
 Quality is not directly related to costQuality is not directly related to cost
 Poor quality results in lower productivityPoor quality results in lower productivity

Exhibit 2–11Exhibit 2–11 What is Quality Management?What is Quality Management?
Intense focus on the customer.
Concern for continual improvement
Process-focused.
Improvement in the quality of everything.
Accurate measurement.
Empowerment of employees.

Terms to KnowTerms to Know
• division of labor (or jobdivision of labor (or job
specialization)specialization)
• Industrial RevolutionIndustrial Revolution
• scientific managementscientific management
• therbligstherbligs
• general administrative theorygeneral administrative theory
• principles of managementprinciples of management
• bureaucracybureaucracy
• quantitative approachquantitative approach
• organizational behavior (OB)organizational behavior (OB)
• Hawthorne StudiesHawthorne Studies
• systemsystem
• closed systemsclosed systems
• open systemsopen systems
• contingency approachcontingency approach
• workforce diversityworkforce diversity
• entrepreneurshipentrepreneurship
• e-business (electronice-business (electronic
business)business)
• e-commerce (electronice-commerce (electronic
commerce)commerce)
• intranetintranet
• learning organizationlearning organization
• knowledge managementknowledge management
• quality managementquality management

ninth edition
STEPHEN P. ROBBINS
PowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie Cook
The University of West AlabamaThe University of West Alabama
MARY COULTER
MANAJEMEN - STIE IEU YOGYAKARTA 51
PENGANTARPENGANTAR
MANAJEMENMANAJEMEN
Pertemuan Ke-2Pertemuan Ke-2
Manajemen Organisasi dan Manajer,Manajemen Organisasi dan Manajer,
Manajemen Dulu dan SekarangManajemen Dulu dan Sekarang
Diana Leli Indratno, S.E., M.M.

MANAJEMEN - STIE IEU
YOGYAKARTA
52
DeskripsiDeskripsi
Materi dalam pertemuan ke-2 iniMateri dalam pertemuan ke-2 ini
merupakan materi yang berisimerupakan materi yang berisi
batasan lingkup tugas manajerbatasan lingkup tugas manajer

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Tujuan InstruksionalTujuan Instruksional
Khusus (TIK)Khusus (TIK)
Mahasiswa mampuMahasiswa mampu
memberikan definisimemberikan definisi
batasanbatasan lingkuplingkup
tugas manajertugas manajer

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Soal LatihanSoal Latihan
1.1. Bagaimana hubungan antara manajerBagaimana hubungan antara manajer
fungsional dan manajer umum?fungsional dan manajer umum?
2.2. Kegiatan-kegiatan apa saja yangKegiatan-kegiatan apa saja yang
dilaksanakan manajer?dilaksanakan manajer?
3.3. Sebut dan jelaskan ketrampilan-Sebut dan jelaskan ketrampilan-
ketrampilan manajerial apa saja yangketrampilan manajerial apa saja yang
diperlukan manajer!diperlukan manajer!

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ReferensiReferensi
 Robbins, Stephen P. & Coulter, Mary. 2002.Robbins, Stephen P. & Coulter, Mary. 2002.
ManagementManagement, International Edition., International Edition.
Prentice-Hall International Inc, New Jersey.Prentice-Hall International Inc, New Jersey.
 Terry, G. 1986.Terry, G. 1986. Asas-asas Manajemen.Asas-asas Manajemen.
Penerbit Alumni, Bandung.Penerbit Alumni, Bandung.

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