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Management in AntiquityManagement in Antiquity
3000 B.C. 2500 B.C.
A Sumerians F Chinese
B Egyptians
C Babylonians
D Greeks
G enetians
E !omans
2000 B.C. "500 B.C. "000 B.C. 500 B.C. A.D."500A.D.500 A.D."000
A #se$ %ritten rules an$ regulations &or go'ernan(e
B #se$ management pra(ti(es to (onstru(t pyrami$s
C #se$ e)tensi'e set o& la%s an$ poli(ies &or go'ernan(e
D #se$ $i&&erent go'erning systems &or (ities an$ state
E #se$ organi*e$ stru(ture &or (ommuni(ation an$ (ontrol
F #se$ e)tensi'e organi*ation stru(ture &or go'ernment
agen(ies an$ the arts
G #se$ organi*ation $esign an$ planning (on(epts to (ontrol the seas
Figure 2.1
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Teori Manajemen Klasik Teori Manajemen Klasik
• Robert !en "1##1 – 1$%$&'e(er)a merupa(an sumberdaya perusahaan yg
signifi(an.
*engan memperbai(i (ondisi (er)a atau investasi pada
sumberdaya manusia+ perusahaan dapat mening(at(anoutput dan (euntungan.
• Charles ,abbage "1#-2 – 1$#1&
'erlu pembagian (er)a.
'e(er)a yang mela(u(an pe(er)aan yg sama seara
berulang/ulang a(an sema(in terampil dan sema(in
efisien.
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Teori Manajemen Ilmiah Teori Manajemen Ilmiah
• rederi( inslo! 3aylor "1-... /1-1%&Mengembang(an analisis (er)a+ "time 4motion study& pe(er)aandipeah/peah men)adi (eil/(eil.
Metoda terbai( dan terepat dipela)ari.
Mengenal(an differential rate system.
• ran( ,. 5ilberth "1$6$ – 1-27& 8ilian 5ilberth "1$#$/1-2#&
Mempela)ari metoda (er)a yg efisien+ dapat mengurangi pergera(anfisi( yg tida( perlu.
• Henry 8. 5antt "1$61/1-1-&
8ebih memilih memberi(an ,9:; dp pembayaran diferensial.
Memper(enal(an sistem penilaian terbu(a "5antt Chart&+ menatat(ema)uan dengan !arna hitam bila memenuhi standar+ dengan!arna merah bila td( memenuhi standar.
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Steps in Scientifc ManagementSteps in Scientifc Management
De'elop a s(ien(e
&or ea(h element o&
the +ob to repla(e ol$
rule,o&,thumb metho$s
S(ienti&i(ally sele(t
employees an$ then
train them to $o the +ob
as $es(ribe$ in step "
Super'ise employees
to make sure they&ollo% the pres(ribe$
metho$s &or per&orming
their +obs
Continue to plan
the %ork- but use
%orkers to get the
%ork $one
2" 3
Figure 2.2
Frederick Winslow Taylor (1956 -1915)
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Steps in Scientifc ManagementSteps in Scientifc Management
/enyiapkan
romosi
"
/elakukan
eker+aan
2
/elatih Calon
engganti
3
Frank B. Gilberth (1868 19!") #ilian Gilberth (18$8-19!$)
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Kontribusi dan KeterbatasanKontribusi dan Keterbatasan
Teori Manajemen Ilmiah Teori Manajemen Ilmiah
• 1ontribusi'rodu(si masal+ barang diprodu(si dengan epat dan
sebanya(/banya(nya.
Mendorong pende(atan rasional untu( memeah(an
masalah.Mendorong 'rofesionalisme mana)emen.
• 1eterbatasan Asumsi manusia a(an berusaha memenuhi (ebutuhan
e(onomi dan fisi(nya tida( selalu benar.
'rodu(tivitas+ (euntungan enderung mengarah pada
e(sploitasi pe(er)a
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Teori Organisasi Klasik Teori Organisasi Klasik
• Henry ayol "1$71 – 1-2%& eber "1$67 – 1-2?&
Mengembang(an teori biro(rasi. rganisasi yang terdiri atas ribuan
anggota membutuh(an aturan yang )elas. A(tivitas dan tu)uan
diturun(an seara rasional+ pembagian (er)a disebut(an dengan
)elas.
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Prinsip Manajemen ayolPrinsip Manajemen ayol
• 'embagian
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Kontribusi dan KeterbatasanKontribusi dan Keterbatasan
Teori Manajemen Klasik Teori Manajemen Klasik
• ;istematisasi yang dila(u(an ayol memberi(an
pemi(iranBpandangan thd bidang2 yang harus dianalisis.
• Mana)er disadar(an thd persoalan2 yang sering munul
dalam organisasi.• 3eori mana)emen (lasi( hanya oo( pada ling(ungan
yang stabil.
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Aliran Manajemen PerilakuAliran Manajemen Perilaku
• Men)aga harmonisasi tempat (er)a.
• Mary 'ar(er ollet "1$6$ – 1-00&
Memasu((an elemen manusia dan stru(tur organisasi. Memunul(an teoriperila(u dan hubungan manusia!i.
'erila(u pengendalian organisasi = pengendalian diri+ pengendalian(elompo(+ pengendalian bersama.
• Chester @ ,arnard "1$$6 – 1-61&
rganisasi ber)alan efe(tif apabila (eseimbangan tu)uan organisasi dananggota dapat ter)aga. Mana)er harus mengerti one of aeptane.
Menga(ui adanya (elompo( informal *alam organisasi formal.
• lton Mayo "1$$? – 1-7-&.;tudi Ha!thorne+ (enai(an produ(si (arena ada motivasi yang ter)adi (arenaadanya perhatian pada (arya!an.
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Manajemen pendekatanManajemen pendekatan
Kuantitati! Kuantitati! • *asar peration Researh.• Menyelesai(an masalah dengan model
matemati(
• Critial 'ath Method.
• onomi rder Duantity+ ;imulasi+ Analisis
,rea(/ven+ 8inear 'rograming.
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Kontribusi dan KeterbatasanKontribusi dan Keterbatasan
Pendekatan "ubungan Manusia#iPendekatan "ubungan Manusia#i
• 1ontribusiMenyadar(an pentingnya (ebutuhan sosial. Manusia
dimotivasi oleh (ebutuhan sosial. Meleng(api (onsep
manusia e(onomiBrasional yang dia)u(an oleh mana)eme
(lasi(.'erhatian td( hanya pada individu tetapi )uga pada proses
dan dinami(a (elompo(.
• 1eterbatasan
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The Systems Perspecti$e o! The Systems Perspecti$e o!
Organi%ationsOrgani%ations
nputs &rom the
en'ironment
material inputs-
human inputs-&inan(ial inputs- an$
in&ormation inputs
4rans&ormation
pro(ess te(hnology-
operating systems-
a$ministrati'esystems- an$
(ontrol systems
utputs into
the en'ironment
pro$u(ts6ser'i(es-
pro&its6losses-
employee beha'iors-
an$ in&ormation
outputs
Fee$ba(k
Figure &'(
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An Integrati$e rame#ork o! An Integrati$e rame#ork o!
Management Perspecti$esManagement Perspecti$es
Systems Approa(h
• Reognition of internal
interdependenies
• Reognition of
environmental influenes
Contingen(y erspe(ti'e
• Reognition of the situational
nature of management
• Response to partiular
harateristis of situation
Classi(al/anagement
erspe(ti'es
Methods for
enhaning
effiieny and
failitating planning+
organiing+ and
ontrolling
Beha'ioral/anagement
erspe(ti'es
@nsights for moti/
vating performane
and understanding
individual behavior+
groups and teams+
and leadership
7uantitati'e/anagement
erspe(ti'es
3ehniEues for
improving deision
ma(ing+ resoure
alloation+ and
operations
E&&e(ti'e an$ e&&i(ient management
Figure &')
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The *mergence o! Modern The *mergence o! Modern
Management Perspecti$esManagement Perspecti$es
"890 2000"980"9:0 "990"9;0"90 "950"930"9"0 "920"900
4he Beha'ioral erspe(ti'e
4he 7uantitati'e erspe(ti'e
4he Contingen(y erspe(ti'e
4he Systems erspe(ti'e
Contemporary Applie$
erspe(ti'es
4heory < an$ the
E)(ellen(e erspe(ti'e
4he Classi(al erspe(ti'e
Senge
Co'eyeters
orter
A$ams
1otter
=amel
20"0
Figure &'+