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INTRODUCTION TO MANAGEMENT
Subarjo Joyosumarto SE, MA, Ph.D
23 Januari 2017
Meeting 6: Overview of Meeting 5
Chapter 14. Foundations of Individual
Behavior
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Overview of Meeting 5
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STRATEGIC MANAGEMENT
• Is what managers do to develop the organization’s strategies
• Is an important task involving all the basic management functions
(planning, organizing, leading and controlling)
STRATEGIES
• Are the plans for how the organization will do what it’s in business to do ,
• How it will compete successfully,
• And how it will attract and satisfy its customers in order to achieve its goals
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6 STRATEGIC MANAGEMENT PROCESS
(2)
(1)
(4)
(5)
(6)
(3)
Strategic management is:
• What managements do to develop the organization’s strategies
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6 STRATEGIC MANAGEMENT PROCESS
(1). Identifying the organization’s current mission, goals and strategies
Mission : a statement of an organization’s purpose
Goals (= objectives): desired outcomes or target
Strategies are the plans for the organization will do :
• What it’s in business,
• How it will compete successfully,
• How it will attract customers,
• How it will satisfy customers
In order to achieve organization’s goal
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6 STRATEGIC MANAGEMENT PROCESS
(2). External analysis
Opportunities are positive trends in the external environment
Threats are negative trends in the external environment
(3). Internal analysis
Strength are any activities the organization does well or any unique
resources that it has
Weaknesses are any activities the organization does not do well on
or resources it needs but does not posses
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6 STRATEGIC MANAGEMENT PROCESS
SWOT analysis
is an analysis of : • Strengths
•
•
•
Weaknesses
Opportunities, and
Threats
Internal
Contoh:
Rumah Makan
“Sederhana” di Kemang
Strengths
• Makanannya enak
• Gedung baru
Weaknesses
• Jumlah pegawai kurang
• Modal terbatas
Opportunities
• Banyak berdiri kantor baru
• Harga bahan mentah
turun
Threats
• Banyak restaurant buka
• Pajak makin tinggi
External
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6 STRATEGIC MANAGEMENT PROCESS
(4). Formulate strategies
Is considering the realities of:
a) the external environment,
b) their available resources,
c) Capabilities,
in order to design strategies that will help the organization achieve
its goals
(5). Implementing strategies
(6). Evaluating results
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CHAPTER 14. FOUNDATION OF INDIVIDUAL BEHAVIOR
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ORGANIZATIONAL BEHAVIOR (OB)
Is the study of the actions of people at work
Focus of OB
1. Looks at individual behavior, i.e. topics
such as attitude, perception, learning,
motivation
2. Group behavior which includes norms,
roles, team building, leadership, conflict
3. Organizational aspects, include structure, culture and human resource
policies
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GOALS OF OB
• Goals of OB are: to explain, to predict, and to influence behavior
• Managers need to explain why employees engage in some behavior
rather than others
• Managers need to predict how employees will respond to various
actions and decisions
• Managers need to influence how employees behave
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ATTITUDES (=SIKAP)
Are evaluative statements-favorable or unfavorable-concerning objects, people or events
(-tindakan yang merupakan respon terhadap keadaan yang terjadi di sekelilingnya)
The beliefs, opinions,
knowledge,
information
Cognitive
Affective
Emotional or feeling
Attitude
Behavioral
An intention to behave in a certain
way toward someone or something
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JOB PERFORMANCE
• Managers aren’t interested in every attitude of employee
has
• Managers are interested in 3 job-related attitudes:
1) Job satisfaction: an employees general attitude toward his job
2) Job involvement: is a degree to which an employee identifies
with his job, actively participate in it, and consider his job is
important to his self-worth
3) Organizational commitment: is the degree to which an
employee identifies with particular organization and its goals and
wishes to maintain membership in that organization
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PERSONALITY
Is the unique combination of emotional, thought and behavioral
patterns that affect how a person reacts to situations and interacts with
others
(Inggris)
PERSONALITY
1. Behavior:
The actions of people
(Indonesia)
KEPRIBADIAN
1. Perilaku:
Tindakan (perbuatan,
perkataan) seseorang
2. Attitude:
Evaluate statements, either
favorable or unfavorable,
concerning objects, people
or events
2. Sikap:
Tindakan seseorang yang
baik atau buruk, sebagai
respon atas keadaan yang
dihadapi disekelilingnya
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PERCEPTION
Manager
Is a process by which we give
meaning to our environment by
organizing and interpreting sensory
impression
Bayangan = perception
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PERCEPTION
GAMBAR APA INI?
TERGANTUNG
PERSEPSI
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PERCEPTION
GAMBAR APA INI?
TERGANTUNG
PERSEPSI
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PERCEPTION
GAMBAR APA INI?
TERGANTUNG
PERSEPSI
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PERCEPTION
GAMBAR APA INI?
TERGANTUNG
PERSEPSI
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PERCEPTION
Perilaku Manager
Manager
• Ramah kepada semua orang
• Lemah, selalu menuruti orang lain
• Tegas
• Kaku, kasar, tidak flexible
• Agamis, taat beribadah
• Sok alim
• Meringankan beban Atasan
• Suka menjilat Atasan
• Hati-hati dalam membuat
• Lambat dalam membuat
keputusan
Perception
Persepsi orang lain
keputusan
• Selalu melampaui target
• Workaholic, melupakan keluarga
• Percaya diri
• Arogan
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3. LEARNING
LEARNING
Learning is any relatively permanent change in behavior that occurs as a result of
experience. In other words, learning has taken place when an individual behave, reacts,
responds as a result of experience in a manner different from the way he formerly
behave.
THREE THEORIES IN LEARNING :
• Classical conditioning learning (Ivan Parlov) : A type of conditioning in which an
individual response to some stimulus that would not ordinarilly produce such a
response.
• Operand learning : A type of conditioning in which desired voluntarily behavior leads
to a reward or prevent a punishment.
• Social learning : People can learn from observation and direct experience. The
influence of model is a central to the social learning. So, for example much from what
we have learned comes from watching, model—parents, teachers, friends, movies,
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CLASSICAL CONDITIONING LEARNING
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OPERAND LEARNING
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SOCIAL LEARNING
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QUESTIONS FOR DISCUSSIONS
1. Does the importance of knowledge of OB differ based on managers levels in
the organization? If so, how? If not, why not? Be specific
2. Describe the focus and goals of OB.
3. Define the six important employee behaviors.
4. Describe the three component s of an attitude and explain the four job
related attitudes.
5. Explain how an understanding of perception can help managers better
understand individual behavior. Name three shortcuts used in judging
others.
6. Describe operant conditioning and how managers can shape behavior.
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Thank You
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