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

3. 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

4. 2.2 Classical Viewpoint: Scientific & Administrative Management

5. CLASSICAL PERSPECTIVE
Management - Chapter 2

6. 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

7. 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.

8. 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.

9. 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.

10. 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.

11. 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

12. 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

13. 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
Ethics - Power - Empowerment

14. 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

15. 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

16. Bureaucracy Organizations
Max Weber
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

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

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

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

20. 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.

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

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

23. Douglas McGregor Theory X & Y
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

24. 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.

25. 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

26. Thank You

27. 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