UNDERSTANDING MANAGEMENT AND MANAGERS

Introduction to Management

Name: Trimo Setio
Faculty: Faculty of Computer Science (Information Systems)
NIM: 081131091

A. UNDERSTANDING MANAGEMENT AND MANAGERS

1.1 Definition of Triangle Management Language
Origin of the word "management" is from the English word "management", the noun form, while the verb is "to manage", which means managing things, and the popular notion of "managing" is "taking care of a job", where there are large-scale job small but also large-scale, further work if the larger scale, take care of it will also become more complex (complicated), so that then grow and grow giving rise to a separate discipline of "management science".

1.2 Definition of Management The Management Experts
Understanding of management varies according to the opinion of many management experts, but basically this is sama.Berikut some sense of management:

Stoner, James AF, Management, Prentice Hall International, Inc.London, 1978.
"Management is the process of planning, organizing, leading and mengendalikanupaya members of the organization and use of other operational and other resources in order to achieve organizational goals"

Richard M.Hodgetts, Introduction to Business, Addison-Wesley PublishingCompany, Inc., 1981.
"Management is the process to get the job done through people"

Harold Koontz, Heinz Weihrich, Management, Mc Graw-Hill, 1988.
Management is the process of designing and maintaining an environment in manaindividu, working together in groups, to achieve this goal efficiently

Pearce II John.A, Richard.B.Robinson, Jr., Management, USA Mc Grow-Hillinternational Edition, 1989.
"Management is the process of optimizing human, material and kontribusikeuangan for the purpose of organizational performance"

Stoner, James AF, Edward R.Freeman, and Danial.R, Gilbert Jr., Management Englewood Cliffs, New Jersey, Prentice Hall Inc. (Sixth edtion), 1995.
"Management is the process of planning organization, leading and controlling the work of organizational members and of using all available resources to organizational resources to reach organizational goals Stated"

Schermerhorn Jr., John R, Management of the United States, John Wiley & Sons, The, Inc, 1996.
"Management is the process of planning, organization, directing, and controlling the use of resources to Accoumplish performance goals"

            Of understandings about the organization according to the above experts we can conclude that management is a process perancanaan, organizing, and controlling resources in an organization to achieve organizational goals and success.

2.1 Definition of Manager
Is well known, that in order to facilitate the setting of job duties, usually drawn up an organizational chart, which is a network of nodes that form an interconnected with each other vertically or horizontally, which placed him as the holder of those positions. With the organizational chart is very clearly delineated, who does what, and who under whom, or who supervises whom.

Holder of each node in the management theory called the "manager", that is, those whose job is to manage (memanej) charged in the work group.
Managers are the people in charge of organizing, managing work in an organization to which they lead bawahanya or charged to him in an organization

B. Levels of Management and Manager

· Manejemen first line (first-line management), also known as operational management terms, is the lowest level of management in charge of directing and overseeing non-managerial employees involved in the production process. They are often referred to a supervisor (supervisor), shift manager, area manager, office manager, department manager, or supervisor (foreman).

· Management of secondary level (middle management) covers all the management were among the first-line managers and top management and served as a liaison between the two. Middle management positions including chief among them, the project leader, plant manager, or division manager.

· The top management (top management), known also by the term executive officer, in charge of planning activities and general corporate strategy and direct the course of the company. Examples of top management is the CEO (Chief Executive Officer), CIO (Chief Information Officer) and CFO (Chief Financial Officer).

 Management levels of the pyramid can be described by the following


C. Management theory

C.1 Scientific Management
Scientific management further developed by husband and wife Frank and Lillian Gilbreth. Gilbreth family managed to create micromotion that can record every movement made by the worker and the length of time spent to perform each movement. Wasted movement that eluded the naked eye can be identified with this tool, and then removed. Gilbreth family also developed a classification scheme for naming seventeen basic hand movements (such as searching, grasping, holding), which they call Therbligs (from their family name, Gilbreth, who spelled backwards with the letters th fixed). The scheme allows the Gilbreth family in a more precise analysis of the elements of each worker's hand movements. Schemes that they get from their observations of how the preparation of bricks. Previously, Frank worked as a building contractor who finds that a worker did 18 motion for laying bricks for the exterior and 18 also move to the interior. Through research, it eliminates the movements do not need so that the movement needed to install the exterior brick was reduced from 18 to 5 motion movement. While for the interior brick, it reduces drastically from 18 motion to be two movements only. By using techniques Gilbreth, raw builders can be more productive and less fatigue at the end of the day.

C.2 Quantitative Approach
Quantitative approach is the use of a number of quantitative techniques, such as statistics, optimization models, information models, or computer simulations to assist management in making decisions. For example, linear programming is used to help managers take the resource allocation policy; critical path analysis (Critical Path Analysis) can be used to create a more efficient job scheduling: a model of economic order quantity (economic order quantity model) helps managers determine optimum inventory levels , and others.

Quantitative development emerged from the development of mathematical and statistical solutions to military problems during World War II. After the war ended, the techniques of mathematics and statistics are used to solve military problems were applied in the business sector. Founders are a group of military officers, nicknamed "Whiz Kids." The officers who joined the Ford Motor Company in the mid-1940s was to use statistical methods and quantitative models to improve decision making at Ford.

C.3 Classification
There are 6 kinds of theories manajamen include:
Classical flow: This flow defines management in accordance with management functions. Attention and management capabilities required in the implementation of these functions
.
The flow behavior: This stream is often referred to as the flow of human relations management. This stream of studies focuses on the human aspects of management understand the need for da man.

Scientific management of the flow: this flow using mathematical and statistical sciences to develop his theory. According to this flow, a quantitative approach is a major and very useful tool to describe the problem of management.

Flow analysis system: The flow of thought focuses on the problems associated with other fields to develop his theory.

Flow management based on the results: Flow based management was first introduced by Peter Drucker in the early 1950s. This stream of thought focuses on results achieved rather than on the interaction of employee activities.

The flow quality management: quality management flow of thought focuses on efforts to achieve customer satisfaction or customer.

D. MANAGEMENT FUNCTION

Management functions are the basic elements that will always exist, and inherent in the management process that will be used as a reference by the manager in carrying out activities to achieve goals. Management function was first introduced by a French industrialist named Henry Fayol in the early 20th century when, he says the five functions of management, namely designing, organizing, commanding, mengordinasi, and control. But now, five functions have been condensed into tiga.yaitu:
Planning (planning) is thinking about what to do with the resources they have. Planning is done to determine the overall corporate objectives and how best to meet that goal. Managers evaluating various alternative plans before taking action and then see if the plan chosen is suitable and can be used to meet corporate objectives. Planning is the most important of all because without a plan of management functions, other functions can not run.

Organizing (organizing) conducted for the purpose of dividing an activity into the activities of smaller ones. Facilitate the organization of the manager to supervise and determine the person required to carry out tasks that had divided them. Organizing can be done by determining what tasks should be done, who should do it, how the tasks are grouped, who is responsible for the task, at which level decisions should be taken.

Direction (directing) is an action to see to it that all members of the group trying to reach the target in accordance with managerial and business planning.
E. Facility management

To achieve its intended purpose means necessary tools (tools). Tools are provided in an effort to achieve the result set. The tools are known as 6M, namely men, money, materials, machines, methods, and markets.
Man refers to the human resources of the organization. In management, human factors are the most decisive. Humans are made of human purpose and also that the process for achieving goals. Without any man no work process, because human beings are basically working. Therefore, management arises because of the people who work together to achieve goals.

Money or Money is one element that can not be ignored. Money is a medium of exchange and the measuring device. Large-small measurable results of activities of the amount of money circulating within the company. Therefore, money is a tool (tools) that are essential to achieve the purpose for all things must be taken into account in a rational way. This will relate to how much money should be provided to finance the salary of labor, tools required and must be purchased and how many results to be obtained from an organization.

The material consists of semi-finished material (raw material) and finished materials. In the corporate world to achieve better results, other than humans who are experts in their fields should also be able to use the material / materials as one means. Because the human and material tidaki can be separated, the material will not be achieved without the desired result.
Machine or Machinery used for facilitating or generating greater profits and create efficiency of work.

The method is a procedure to facilitate the course of employment manager's job. A method of determining how daat declared a working implementation of a task by providing a variety of considerations to the target, the facilities available and the use of time and money and business activities. Keep in mind though both methods, whereas those who carry it out do not understand or do not have experience then the result will not be satisfactory. Thus, the main role in the management of human remains themselves.

Market or the market is the place where the organization distribute (sell) products. Market products, of course, very important because if we do not sell the goods produced, then the process will stop production of goods. That is, the work will not last. Therefore, control of the market in terms of yield spread is a determining factor in the company. For markets to be controlled by the quality and price of goods must comply with consumer tastes and purchasing power (ability) of consumers.

F. Manager's role
Henry Mintzberg, a management science research, pointed out that there are ten roles played by managers in the workplace. He then classifies the ten roles into three groups. The first is the role of inter-personal, that involves people and other obligations, which are ceremonial and symbolic. This role includes a role as a figure for men, a leader, and liaison. The second is the informational role, including the role of managers as observers and disseminators of information, as well as the role of spokesman. The third is the decision-making roles, including roles as an entrepreneur, problem solver, the divisor of resources, and negotiators.
Mintzberg concludes that in general, the activities undertaken by the manager is interacting with others.

G. Skills of managers
Robert L. Katz in the year 1970-anmengemukakan that every manager needs at least three basic skills. These three skills are:
G.1 Conceptual Skills (conceptional skills)
Upper-level managers (top manager) must have the skills to make the concepts, ideas, and ideas for kemajuanorganisasi. Thought or idea and the concept is then to be translated into an action plan to realize the idea or concept is. The process of elaboration of the idea into a concrete action plan which is usually referred to as the planning process or planning. Therefore, conceptual skills are also meruipakan skills to make the plan work.
G.2 The skills relate to other people (humanity skill)
In addition, conceptual ability, managers also need to be equipped with communication skills or skills relate to other people, also called human skill. Persuasive communication must always be created by the lead managers to subordinates. With a persuasive communication, friendship, and fatherhood will make employees feel valued and then they will be open to the boss. Communication skills required, both at the level of top management, middle, or bottom.
G.3 The technical skills (technical skills)
These skills are generally a provision for managers at lower levels. This technical skill is the ability to perform a specific job, such as using a computer program, fix the engine, making the seats, accounting and others.
In addition to the above three basic skills, Ricky W. Griffin added two basic skills that need to be owned by managers, namely:
Time management skills
Is a skill that refers to the ability of a manager to use his time wisely. Griffin filed a case Lew Frankfort of Coach. In 2004, as manager, Frankfort paid $ 2,000,000 per year. If it is assumed that he worked for 50 hours per week with 2 weeks vacation time, then Frankfort hourly salary is $ 800 per hour-about $ 13 per minute. From there we can see that every minute was wasted would be very detrimental to the company. Most managers, of course, has a much smaller salary than Frankfort. However, the time they have remained a valuable asset, and menyianyiakannya means a waste of money and reduce productivity.
Decision-making skills
Is the ability to define problems and determine the best way to solve it. Decision-making ability is the most important for a manager, especially for the top managers (top manager). Griffin filed a three-step decision-making. First, a manager must define the problem and looking for alternatives that can be taken to solve them. Second, managers must evaluate each of the alternatives and choose an alternative that is considered the most good. And finally, managers must implement alternatives that have been his choice as well as monitor and evaluate it in order to stay on the right track.
H. Differences Managers and Management

The manager is the person who set up and take responsibility for the management, sedangkanManajemen itself is in the planning system to set up an organization to run as desired together, and led by a manager.
Denagn other words, the manager is the person who is conducting management activities, while the system's management, led by the manager.

Sources:
http://id.wikipedia.org/wiki/Manajemen
http://jurnal-sdm.blogspot.com/2009/08/teori-pengantar-manajemen-definisi.html
http://www.scribd.com/doc/26207591/Keterampilan-Manajemen
http://daniumar20.blogspot.com/2010/10/perbedaan-manajemen-dengan-manajer.html
http://id.wikipedia.org/wiki/Manajemen # Tingkatan_manajer
http://1.bp.blogspot.com/__a4-q-ukfpE/TPsASCwQDNI/AAAAAAAAAC8/JPmf68EAYTw/s1600/12-1.PNG
http://www.scribd.com/doc/13564366/Pengertian-Manajemen-Dan-Manajer