An Overview of
Management
Wisynu Ari Gutama
Jurusan Sosial Ekonomi
Fakultas Pertanian Universitas Brawijaya
Malang 2009
Definition:
• Stoner (1982) in Handoko (2003):
“proses perencanaan, pengorganisasian, pengarahan & pengawasan atas
penggunaan sumberdaya organisasi dan usaha anggota organisasi demi
mencapai tujuan organisasi yang telah ditetapkan”.
• Hasibuan (2001) :
“ilmu & seni mengatur proses pemanfaatan SDM dan sumberdaya lainnya
secara efektif & efisien untuk mencapai tujuan tertentu”.
• Koontz & O’Donnel (2001):
“getting things done through people, in bringing up the coordination of
group activity, the manager, as manager plans, organises, staffs, direct, and
control activities of other people”.
Management :
• It has purposes that they want to achieve
• A combination of a knowledge and art.
• It is a systematic process, there is coordination,
cooperative & integrity within them.
• It can be applied if there are two or more people
working together within an organisation.
• It has to be based on the division of works,
duties, and responsibilities.
• It is a tool to reach a goal.
Manajemen adalah suatu RANGKAIAN
PROSES yang meliputi kegiatan
perencanaan, pengorganisasian,
pelaksanaan, pengawasan, evaluasi dan
pengendalian dalam rangka
MEMBERDAYAKAN seluruh sumber
daya organisasi (SDM, MODAL,
MATERIAL, DAN TEKNOLOGI) secara
OPTIMAL untuk MENCAPAI TUJUAN
ORGANISASI.
A good management can be applied
if....
• There are same purposes and goals
• There is a formal bond and rules
• There is a division in works, duties &
responsibilities
• There are more than 2 people
• There is an authority & delegation of authority
• There is a coordination & integrity in the process
of management
• There is a ruler & those who are being ruled
Teori Manajemen:
• Manajemen ilmiah by Frederick Taylor
• Teori organisasi klasik by Henri Fayol
• Hubungan manusiawi by Hawthorne
Studies
• Manajemen modern by Abraham
Maslow
Manajemen ilmiah :
• Staff selection
• Staff education & development
• Good cooperation between management and workers
Application :
 Time & movement studies
 Functional foremanship
 Exceptancy principles
 Instruction cards
 Ceritication of standard for works, equipments & workers
1
Manajemen ilmiah
2
Disadvantages :
1. The increase in productivity not the
salary as well
2. The approach system to workers is
economically & physically not socially
3. Ignores the willingness of the workers
Organisasi ilmiah :
planning
operational
organisatio
nal
tech.
act.
comm.
act.
finance
act.
security
act.
account
act.
manag
erial
giving
orders
coordinat
ion
supervisi
on
Hubungan Manusiawi :
• Best possible person
• Best possible work
• Best possible effect
Advantage : manager always remember on
how to treat his/her staff well.
Disadvantages : in further, this theory didn’t
give a maximum outcome
Manajemen modern :
1
• Perilaku organisasi :
– Management isn’t a strict technique
– Management has to be systemised
– Organisation is a whole & the supervision to
workers by manager has to be suitable with
the current situation
– Motivasional approach for workers is very
much needed
Manajemen modern :
2
• Aliran kuantitatif : / management science
–
–
–
–
–
–
Perumusan masalah
Penyusunan model matematis
Penyelesaian dari model
Uji model & hasil uji
Pengawasan atas hasil uji model
Implementasi hasil uji
Approaches in management : 1
• Systematic approach :
–
–
–
–
Organisation as a whole
Parts that are link together
Every element depends to each other
The approach : general & specific systems,
close & open analysis
Approaches in management : 2
 Contingency approach :
 The manager should identify which technique
he/she would be used to obtain the management’s
goal, in a specific situation, specific condition &
specific time.
 Pendekatan klasik + hubungan manusiawi =
contingency approach
 Contents :




Organisation planning
Leadership
Strategic planning
Dynamic groups
Theories in the future:
• Dominan
• Divergence (penyimpangan)
• Convergence (pemusatan)
• Sintesa
Fungsi Perencanaan
Mencakup semua kegiatan yg ditujukan
untuk menyusun program kerja selama
periode tertentu pada masa yang akan
datang berdasarkan visi, misi, tujuan, serta
sasaran organisasi. Perencanaan dilakukan
pd bdg keuangan, pemasaran, produksi,
persediaan, dll.
4 langkah kunci
• Pemikiran ke masa depan
• Serangkaian tindakan
• Pemahaman penuh terhadap semua faktor
yang terlibat
• Pengarahan kepada sasaran khusus
(Downey dan Erickson, 1992)
Peran Tingkatan Manajemen dalam
Perencanaan
Pernc/
Kbjk Stratg
Perncn Opersnl/
Prosedur2
Perncnaan Praktis/
Kertas Kerja
6 Langkah Penting dlm Proses
Perencanaan
• Mengumpulkan fakta2 dan informasi
• Menganalisis fakta2 dan informasi
• Memprediksi perkembangan pd ms dpn
• Menetapkan tujuan
• Mengembangkan alternatif2 tindakan
• Mengembangkan sistem evaluasi
(Downey dan Erickson, 1992)
Fungsi Pengorganisasian
• Menyusun struktur organisasi
• Menentukan pekerjaan yg hrs dikerjakan
• Memilih, menempatkan dan
mengembangkan karyawan
• Merumuskan garis kegiatan perusahaan
• Membentuk sejumlah hubungan dalam
organisasi dan kemudian menunjuk
stafnya
(Downey dan Erickson, 1992)
Fungsi Pelaksanaan/Pengarahan
Meliputi usaha untuk memimpin, menyelia,
atau mengawasi, memotivasi,
mendelegasikan, dan menilai karyawan
yang ada dalam organisasi.
Fungsi Pengawasan
Bagaimana membangun sistem pengawasan
dan melaksanakan pengawasan terhadap
pelaksanaan rencana yang telah dibuat agar
tetap berjalan pada jalur yang telah
ditetapkan.
Fungsi Evaluasi
Menekankan upaya untuk menilai proses
pelaksanaan rencana, mengenai ada
tidaknya penyimpangan, dan tercapai
tidaknya sasaran yang telah ditetapkan
berdasarkan rencana yang telah dibuat.
Fungsi Pengendalian
Suatu upaya manajerial untuk
mengembalikan semua kegiatan pada jalur
yang telah ditentukan.
Jika ada penyimpangan dari prosedur kerja
dapat segera dilakukan pengendalian
The Four Functions of Management
Planning
Directing
Dynamic
Continuous
Process
Controlling
Organizing
Planning Functions

The objective of planning: Put the firm in the best
possible position relative to future business conditions
and customer demands

Planning begins with the organization developing its
marketing plan
1.
Define the firm’s purpose
2.
State the firm’s objective
The Organizing Function
• Development of an organizational scheme that can
accomplish the firm’s purpose and objective efficiently
and effectively
• The selection of a legal structure
– Partnership
– Cooperative
– Corporation
The Controlling Function
• Concerned with giving management feedback on the
firm’s progress toward the goals set in planning
• Include measures of an individual’s progress as well as
the progress of entire departments and business
• Production rates per hour, cost per unit, or annual dollar
sales will determine the success or failure of the
business
The Directing Function
• Implementation of the other three management functions
(planning, organizing, and controlling)
• Successful directing relies strongly on good leadership
skills to accomplish its mission
• The success of the directing function depends on the
managers’ ability to motivate their employees
What decisions need to be
made?
• What to produce?
• How much to produce?
• What kinds and amounts of resources to
use?
• What technology to use?
• When to buy and sell?
• How to finance?
The Six Steps in Decision Making
Identifying
the Problem
Following Up
Determining Alternative
Courses of Action
Implementing
the Decision
Analyzing
the Alternatives
Selecting
the Best Alternatives
Who makes the decisions?
• Farm Operator
• Spouse
• Landlords
• Farm managers
• Farm Advisors
• Government
• Financers
Major Areas of Business
Management
• Planning
• Organizing
• Directing (leading)
• Staffing
• Controlling
Decision Making Steps
• 1. Define the problem
• 2. List Alternatives
• 3. Analyze alternatives
• 4. Select best alternatives
• 5. Act on decision
• 6. Evaluate
Good Managers vs. Bad
Managers
•
•
•
•
•
Takes Pride
Neat
Plans ahead
good record keeping
has the expertise
•
•
•
•
•
Easy going
Unorganized
shoots from the hip
no records
outdated methods
Four Basic Business Structures
• Sole Proprietorship
• Partnership
• Corporation
• Cooperative
Sole Proprietorship (Perush
Perseo)
• One owner makes all decisions
• Owner responsible for all liabilities
• Can have multiple employees
Partnership
• Owned by two or more people
• Owners are responsible for their share of
liabilities
• Written agreements usually specify
percent of ownership, responsibilities, and
decision making process.
Corporation
• Owned by stockholders
• Business is treated as a single entity
• Stockholders not personally responsible
for liabilities of the business
• Returns profits in form of “dividends” to
stockholders
Cooperative
• Owned by the users of the business
• Elected board of directors
• Profits are returned in the form of
“patronage refunds” to users of the coop
References :
Handoko, T.H., 2003, Manajemen, BPFE
Yogyakarta.
Hasibuan, M.S.P., 2001, Manajemen: dasar,
penhertian, dan masalah, PT Bumi Aksara,
Jakarta.
Sule, E.T., & Saefullah, K., 2005, Pengantar
manajemen, Prenada Media Group, Jakarta.