Perkembangan dan Sejarah Konsep Manajemen Bab 2 Dasar-dasar Manajemen Universitas Pembangunan Jaya Semester Gasal 2016

Management Perspectives Over Time Exhibit 2.1, p.44 2000 2010 The Technology-Driven Workplace 1990 2010 The Learning Organization 1980 Total Quality Management 2000 1970 Contingency Views 2000 1950 2000 Systems Theory 1940 Management Science Perspective 1990 1930 Humanistic Perspective 1990 1890 Classical 1940 2010 1870

2.2 Classical Viewpoint: Scientific & Administrative Management

CLASSICAL PERSPECTIVE Management - Chapter 2

Frederick W. Taylor Frederick Taylor is known today as the "father of scientific management." One of his many contributions to modern management is the common practice of giving employees rest breaks throughout the day. Frederick W. Taylor 1856-1915

Scientific Management Fredrick Winslow Taylor The “father” of scientific management Published Principles of Scientific Management (1911) The theory of scientific management Using scientific methods to define the “one best way” for a job to be done: Putting the right person on the job with the correct tools and equipment. Having a standardized method of doing the job. Providing an economic incentive to the worker. Scientific Management © 2007 Prentice Hall, Inc. All rights reserved.

Exhibit 2–2 Taylor’s Four Principles of Management Develop a science for each element of an individual’s work, which will replace the old rule-of-thumb method. Scientifically select and then train, teach, and develop the worker. 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. Divide work and responsibility almost equally between management and workers. Management takes over all work for which it is better fitted than the workers. © 2007 Prentice Hall, Inc. All rights reserved.

Frank & Lillian Gilbreth Frank and Lillian Gilbreth were prolific researchers and often used their family as guinea pigs. Their work is the subject of Cheaper by the Dozen, written by their son and daughter. In addition to their use of motion studies to simplify work, Frank and Lillian Gilbreth also made significant contributions to the employment of handicapped workers and industrial psychology. Lillian Gilbreth, the first woman to receive a Ph.D. in Management, also convinced the government to enact laws regarding workplace safety, ergonomics, and child labor.

Scientific Management (cont’d) Frank and Lillian Gilbreth Focused on increasing worker productivity through the reduction of wasted motion Developed the microchronometer to time worker motions and optimize work performance How Do Today’s Managers Use Scientific Management? Use time and motion studies to increase productivity Hire the best qualified employees Design incentive systems based on output Scientific Management (cont’d) © 2007 Prentice Hall, Inc. All rights reserved.

Administrative Principles Contributors: Henri Fayol, Mary Parker, and Chester I. Barnard Focus: Organization rather than the individual Delineated the management functions of planning, organizing, commanding, coordinating, and controlling

Henri Fayol 1841-1925 Division of labor Centralization Authority 14 General Principles of Management Division of labor Authority Discipline Unity of command Unity of direction Subordination of individual interest Remuneration Centralization Scalar chain Order Equity Stability and tenure of staff Initiative Esprit de corps

Ethics - Power - Empowerment Importance of common super-ordinate goals for reducing conflict in organizations Popular with businesspeople of her day Overlooked by management scholars Contrast to scientific management Reemerging as applicable in dealing with rapid change in global environment Leadership – importance of people vs. engineering techniques Mary Parker Follett 1868-1933 Ethics - Power - Empowerment

Chester Barnard 1886-1961 Informal Organization Cliques Naturally occurring social groupings Acceptance Theory of Authority Free will Can choose to follow management orders Chester Barnard 1886-1961

Bureaucratic Management Bureaucracy The exercise of control on the basis of knowledge, expertise, or experience. When we hear the term bureaucracy, we think of inefficiency and “red tape”, incompetence and ineffectiveness. However, when German sociologist Max Weber proposed the idea of bureaucratic organizations, monarchies were associated with these problems. Bureaucracy literally means to rule from a desk or office. In a bureaucracy, people would lead by virtue of rational-legal authority—from knowledge, expertise, and experience. Max Weber 1864-1920

Bureaucracy Organizations Max Weber 1864-1920 Prior to Bureaucracy Organizations European employees were loyal to a single individual rather than to the organization or its mission Resources used to realize individual desires rather than organizational goals Systematic approach –looked at organization as a whole Bureaucracy Organizations Ethical Dilemma: The Supervisor

Exhibit 2–4 Weber’s Ideal Bureaucracy © 2007 Prentice Hall, Inc. All rights reserved.

Humanistic Perspective Human Relations Movement Human Resources Perspective Behavioral Sciences Approach Humanistic Perspective

Human Relations Movement Kepuasaan karyawan pada kebutuhan dasar sebagai kunci utama untuk meningkatkan produktivitas Human Relations Movement

Hawthorne Studies: Elton Mayo Workers’ feelings and attitudes affected their work Financial incentives weren’t the most important motivator for workers Group norms and behavior play a critical role in behavior at work Elton May’s ideas became popular during the twentieth century when labor unrest and protests were widespread in the U.S., Europe and Asia. Mayo's work proved relevant as managers looked for ways to increase productivity and to improve worker satisfaction and working conditions.

Human Resource Perspective Pekerjaan harus didesain untuk memenuhi kepuasan karyawan dengan memperbolehkan pekerja menggunakan potensi mereka secara penuh Human Resource Perspective

Based on needs satisfaction Abraham Maslow’s Hierarchy of Needs 1908-1970 Self-actualization Esteem Belongingness Chapter 16 – Maslow in more detail Safety Physiological Based on needs satisfaction

Douglas McGregor Theory X & Y 1906-1964 Theory X Assumptions Theory Y Assumptions Do not dislike work Self direction and self control Seek responsibility Imagination, creativity widely distributed Intellectual potential only partially utilized Dislike work –will avoid it Must be coerced, controlled, directed, or threatened with punishment Prefer direction, avoid responsibility, little ambition, want security

Contingency Management Contingency Approach Holds that the most effective management theory or idea depends on the kinds of problems or situations that managers are facing at a particular time and place.

Contingency Management Management is harder than it looks Managers need to look for key contingencies that differentiate today’s situation from yesterday’s situation Managers need to spend more time analyzing problems before taking action Pay attention to qualifying phrases, such as “usually” Contingency Management

Thank You

Next class assignments Interview managers, dari tingkat manajemen yang berbeda. Briefly describe your current position and responsibilities. What do your subordinates expect from you on the job? What are the major stresses and challenges you face on the job? What, if anything, do you dislike about the job? What do you like best about your job? What are the critical differences between average managers and top-performing managers? Think about the skills and knowledge that you need to be effective in your job. What are they, and how did you acquire them? What have been your biggest mistakes thus far? Could you have avoided them? If so, how? Next class assignments