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Pertemuan 2

The document introduces key concepts in management including organizations, goals, resources, and managers. It describes the four primary functions of management: planning, organizing, leading, and controlling. Planning involves setting goals and determining how to achieve them. Organizing is creating the organizational structure and lines of authority. Leading provides direction and motivates employees. Controlling monitors performance and ensures goals are met. Effective management of resources through these four functions improves organizational performance.

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8 views13 pages

Pertemuan 2

The document introduces key concepts in management including organizations, goals, resources, and managers. It describes the four primary functions of management: planning, organizing, leading, and controlling. Planning involves setting goals and determining how to achieve them. Organizing is creating the organizational structure and lines of authority. Leading provides direction and motivates employees. Controlling monitors performance and ensures goals are met. Effective management of resources through these four functions improves organizational performance.

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Red
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© © All Rights Reserved
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WELCOME TO

Management

Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000


1-2

2,3

Managers
and Managing

Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000


1-3

Management Key Concepts


 Organizations: People working together and
coordinating their actions to achieve specific
goals.
 Goal: A desired future condition that the
organization seeks to achieve.
 Management: The process of using
organizational resources to achieve the
organization’s goals by...
 Planning, Organizing, Leading, and Controlling
Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000
1-4

Additional Key Concepts


 Resources are organizational assets and
include:
 People,
 Machinery,
 Raw materials,
 Information, skills,
 Financial capital.

 Managers are the people responsible for


supervising the use of an organization’s
resources to meet its goals.
Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000
1-5

Achieving High Performance


 Organizations must provide a good or
service desired by its customers.
 David Johnson of Campbell Soup manages
his firm to provide quality food products.
 Physicians, nurses and health care
administrators seek to provide healing from
sickness.
 McDonald’s restaurants provide burgers,
fries and shakes that people want to buy.
Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000
1-6

Organizational Performance
Measures how efficiently and effectively
managers use resources to satisfy customers and
achieve goals.
 Efficiency: A measure of how well resources are
used to achieve a goal.
 Usually, managers must try to minimize the input of
resources to attain the same goal.
 Effectiveness: A measure of the appropriateness of
the goals chosen (are these the right goals?), and the
degree to which they are achieved.
 Organizations are more effective when managers
choose the correct goals and then achieve them.
Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000
1-7

Managerial Functions
Henri Fayol was the first to describe the four
managerial functions when he was the CEO of
a large mining company in the later 1800’s.
Fayol noted managers at all levels, operating in
a for profit or not for profit organization, must
perform each of the functions of:
Planning,
organizing,
leading,
controlling.
Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000
1-8

Four Functions of Management


Figure 1.2

Planning
Choose Goals

Controlling Organizing
Monitor & measure Working together

Leading
Coordinate

Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000


1-9

Planning
Planning is the process used by managers to
identify and select appropriate goals and
courses of action for an organization.
3 steps to good planning :
1. Which goals should be pursued?
2. How should the goal be attained?
3. How should resources be allocated?
 The planning function determines how
effective and efficient the organization is and
determines the strategy of the organization.
Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000
1-10

Organizing
Inorganizing, managers create the structure of
working relationships between organizational
members that best allows them to work together and
achieve goals.
Managers will group people into departments
according to the tasks performed.
 Managers will also lay out lines of authority and
responsibility for members.
An organizational structure is the outcome of
organizing. This structure coordinates and motivates
employees so that they work together to achieve
goals.
Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000
1-11

Leading
In leading, managers determine direction, state
a clear vision for employees to follow, and
help employees understand the role they play
in attaining goals.
Leadership involves a manager using power,

influence, vision, persuasion, and


communication skills.
The outcome of the leading function is a high

level of motivation and commitment from


employees to the organization.
Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000
1-12

Controlling
In controlling, managers evaluate how well the
organization is achieving its goals and takes
corrective action to improve performance.
Managers will monitor individuals, departments,
and the organization to determine if desired
performance has been reached.
 Managers will also take action to increase
performance as required.
The outcome of the controlling function is the
accurate measurement of performance and
regulation of efficiency and effectiveness.
Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000
TERIMAKASIH

Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000

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