Planning (Basic management and business)

Planning

Basic management and business

Every organization needs to do some planning in setap activities of the organization, either Planning for production, planning of the recruitment of new employees, new product sales programs, as well as budget planning. Planning (planning) is the basic process for organizations to select targets and define how to achieve it. Therefore, companies must establish goals and objectives to be achieved prior to the processes of planning.

Planning is required and occurs in a variety of forms of organization, because planning is a process management basis in taking decisions and actions. Planning is required in both the types of activities oranisasi activities, companies and activities in the community, and in the planning of any management functions, because these functions can only implement the decisions that have been set in the planning.

Planning is the most important phases of a management function, terutma in the face of dynamic external environment yangberubah. In this era of globalization, the planning must rely more rational and systematic procedure and not only on intuition and gut feeling (alleged).

The subject of this paper focuses on certain elements of the planning process and the process that is highly correlated with problem solving and decision making. Then introduces the concept of planning and presenting a number of approaches to streamline the planning of various types.

In the management, planning is the process of defining the organization's goals, create a strategy to achieve that goal, and develop a plan of work activities of the organization. Planning is the most important process of all management functions since no other functions of planning organizing, directing, and controlling will not be able to walk.

 Definition

Planning seagai interpreted broadly defines the objectives of the organization, create a strategy to achieve that goal, and mengembangkann plan work activities of the organization. Basically the plan is intended to give answers to the questions what (what), who (WHO), when (when), where (where), why (why), and how (how). So planning is the function of a manager associated with the selection of a set of activities and termination of the objectives, policies and programs are carried out. Planning is the most important process of all management functions because without planning run. Plans can be formal or informal plan. Informal plan is a plan that is not written and is not a member of an organization's common goals. While formal plan is a written plan of an organization that must be implemented within a certain period. Formal plan is a joint member of the corporation, meaning that each member should know and follow that plan. Formal plans were made to reduce ami guitar and mutual understanding of what to do.

In a planning further elements of planning. Good planning should be able to answer six questions are referred to as elements of planning. The first element is the action to be done, there is rindakan both must be done, the third where the act was committed, the act was done kapa fourth, fifth who will perform the action, and finally how to implement such measures.

Planning is very important and necessary for every effort to achieve the goal. The reason is based on a view that the future is uncertain conditions. Environment changing so rapidly sue anyone other individuals and institutions to always make a plan. Without planning, the organization will lose direction and it is difficult to anticipate the threat of environmental changes.

Many factors influence the importance of making a plan, among others; economic change, technological advances, climate change, changes in consumer tastes, political turmoil, and the security of the system are not guaranteed provide many challenges to be faced even if fraught with risks.

In addition to further strengthen the direction to the organization in achieving its objectives, the planning also has an important role, such as:

a) To mengkooordinasikan efforts

In an organization-job work done by individual and group goals and interests are different. It needs to be coordinated, so that the objectives and interests it is not out of the organization's goals.

b) In order to cope with change

With the careful planning, the potential changes that will occur will be anticipated as soon as possible.

c) For development manager

Managers must be proactive and make things happen and not vice versa, acting reactive and let things happen. Action plan will sharpen the ability of managers to think when they consider abstract ideas and possibilities that will happen.

d) For the development of performance standards

The success achieved in the past will become the standard of performance for the foreseeable future. Without planning, performance standards may be irrational and subjective.

Planning functions and functions as well as other managerial activities are interconnected, mutually interacting tergantungdan.

- Organizing and preparing personnel

Organizing is the process of setting up a joint working resource-financial resources, physical and human organization. Planning shows the way and shows the resources-resources to achieve the highest effectiveness.

- Briefing

Guidance function is always associated with planning. Planning determines the best combination of factors, strengths, resources-resources and relationships that need to guide and motivate employees.

- Supervision

Planning and monitoring are closely interrelated, so often d refer to as "Siamese twins" in management. Supervision is important as an effective product planning. Therefore, surveillance act as criteria to assess the implementation of the work plan. The goal of each plan is to help the resource in contributing positively to the achievement of the goals and objectives of the organization.

 Various Kinds of Planning

Various planning in the introduction of management is divided into two, namely:

Planning organizations

This plan consists of:

1. Strategic planning

The strategic plan is a plan developed to achieve strategic objectives. Precisely, the strategic plan is a general plan underlying the resource allocation decisions, priorities and action steps needed to achieve strategic goals.

1. Tactical Planning

The plan is intended to achieve tactical objectives, developed to implement a specific part of the strategic plan. The strategic plan usually involves the upper and middle-level management, and when compared with the strategic plan, have a shorter time period and a more specific focus and real

1. Operational Planning

Is a plan that focuses on planning tactical plans to achieve operational objectives. Developed by the manager ingkat middle and lower levels, the operational plan has a short-term focus dn relatively narrow scope. Each of these operational plans with respect to a small range of activities. We describe the planning with closer in the next section.

Operational planning is divided into two, namely:

1. Disposable Plan: developed to implement a series of actions that may not be repeated in the future

Program: Disposable plan to seragkaian great activity

Project: disposable plans for more limited scope and less complex than the program

1. Plan remains: was developed for regularly recurring activities during a specific time period

Policy: fixed plan detailing the organization of a common response to a particular problem or situation

Standard operating procedures: permanent plan that outlines the steps to be followed in certain situations

Rules and regulations: fixed plan that describes exactly how the specific activities carried out

Timeframe Planning

1. Long Term Plan

A long-term plan (long-range plan) covering many years, perhaps even decades.

2. Medium-term Plan

A plan that is somewhat tentative and more volatile than long-term plan. Medium-term plans typically cover a period of one to five years and is especially important for middle managers and line managers.

3. Short-term plan

A manager also developed a short-term plans, which have a time frame of one year or less. Short-term plans (short-range plan) greatly affect their daily activity manager. There are two types of short-term plans. The action plan (action plan) to realize all kinds of plans. When a factory Nissan is ready to replace the technology, managers focus their attention on the replacement of existing equipment with new equipment as soon as possible and as efficiently as possible to minimize the loss of production time. In many cases, this can be done in a few months, and only halted production for several weeks. Thus, an action plan coordinating the actual changes in a particular plant. Instead reaction scheme (reaction plan) is a plan designed to make the company can react terhadapa unexpected situations. In one factory Nissan, new equipment arrived earlier than expected and the manager of the plant must shut down production more quickly than they would expect. Therefore, the manager must react to events that are beyond their control in a way that still allows the achievement of objectives.

4. Operating System

A set of components that are interdependent with the scope, relevance and relatively high stability.

a. Production: activity which is indicated for the receiving environment, such as agriculture, khutanan, fisheries, mining, and processing.

b. Allocation: the activity of which is shown in the distribution of goods and services among all members of the system, including the functions of transportation, communications, retail sales activities, wholesale.

c. Control: aim to maintain the smooth activity of the functioning of the system itself.

d. Staffing: centered on the number and quality of the members of the system, the socialization and education of the members of the system, the expertise which they can provide, as well as physical and mental health, including the type of entertainment recreation employee

5. Change System

a. Rationalism: if the ultimate goal was formulated with clear and well understood, following the model of rational planning interchangeable. Useful in certain technical fields and public health.

b. Inkrementalisme: decision-making in the state of a line of steps that small inkrementasl (added little by little), to the days to come and the direction that is not known for sure. For example: a pilot project.

c. Utopianism: this view try to raise the public's imagination and resolve any issues with the proposed abolition of the new approach to the organization and the operating system.

d. Metodism: explains that the company already has a planning method that is clear, but the final results that will be achieved have not been determined and is not understood at all.

6. Efetivitas Planning

Masalanya is not how to do the job properly but the manager, often in

pengembangkan effective planning manager obstacles.

There are two major obstacles to effective pengembanganrencana

1. Rejection of the planners themselves against the deciding goals and making a plan for memecakannya.

2. The usual reluctance of the members of the organization to accept a plan for changes that would cause

Responsibility for Planning Goal Setting

1. Planning Staff

Especially the staff planning can reduce labor bban individual manager, helped to coordinate the activities of individual managers plan, carries a variety of different tools and techniques to solve specific problems, insightful broader than individual managers, and stepped away melmpaui specific projects and departments.

2. Planning Task Force

Organizations sometimes use a task force to membantumengembangkan plan. Such a task force often consists of a line manager with a special interest in the field of planning relevant.

3. Board of Directors

The board of directors (board of directors) is responsible for determining the mission and strategy of the company. In some companies, the board erperan active in the planning process. CBS, for instance, the board of directors usually play a role in the planning. In other companies, the board elected a competent chief executive and delegate the planning to the individual.

4. The Chief Executive Officer (CEO)

Chief Executive Officer (CEO) is usually the president or chairman of the board of directors. CEO probably the single most important individual in any organization planning process. CEO plays a major role in completing the planning process and is responsible for implementing strateggi. Board and CEO then play a direct role in the planning. Organisisional other components involved in the planning process have a role as an advisor or consultant.

5. The Executive Committee

The executive committee (Executive Committee) usually consists of top executives in the organization working together as a group. Executive committee members are often charged to various staff committees, subcommittees, and task forces to concentrate on a specific project or problem that may be encountered throughout the organization at some time in the future.

6. Management Line

The final component of the majority of activity is the management of the organization perencaanaan line (line management). Line manager is the person who has formal authority and responsibility for management of the organization. They play an important role in the planning process oranisasi for two reasons. First, they are a source of valuable information from other managers in the organization's ethics plan is formulated and implemented. Second, the line managers at lower secondary level Dn of the organization usually must implement the plan developed by top management. Line management to identify, analyze, and recommend alternative program, create a budget and submit it for approval, and finally implementing the plan.

Contingency planning

Another type of planning is also important is contingency planning (contingency planning), namely the determination of a series of alternative measures if an unexpected action plan violated or deemed no longer appropriate.

Obstacles in Establishing and Objectives and Planning

1. Purpose Inappropriate

The purpose of which is not exactly have many forms. Pay large dividends to shareholders may not if funds are obtained at the expense of research and development goals may also not be appropriate if those objectives can not be achieved. If Kmart set a goal to earn more stout than Wal-Mart's revenue next year, the company's employees as possible. The purpose is also not appropriate if the goal adjust too much emphasis on quantitative measures and kalitatif of success.

1. Award System Inappropriate

In some environments, reward systems are not exactly an obstacle in setting goals and planning

1. Dynamic and Complex Environment

The nature of an organization's environment is also an obstacle to the goal setting and effective planning. Rapid changes, technological innovations, and intense competition can also increase the difficulty for an organization to accurately measure the opportunities and threats in the future

1. Reluctance to Set Goals

Another obstacle to effective planning is the goal for themselves and for units that are their responsibility. The reason for this is probably the lack of confidence or fear of failure. If a manager set a specific goal, concise, and is associated with time, so if he reaches or does not reach that goal will seem real. Managers who consciously or unconsciously trying to avoid the level of responsibility is more likely to avoid organizational planning effort. Pfizer, a large pharmaceutical companies, having problems because managers do not set goals for research and development. As a result, the organization is far behind because the manager has no way of knowing how effective their research and development efforts actually.

1. Refusal to Change

Another obstacle in setting goals and planning is resistance to change. Planning is essentially related to change something in the organization. Avon Products almost made himself bankrupt a few years ago because the company insisted on continuing policy of large dividend payments to its shareholders. When profits began to fall, the manager refused to cut dividends and began to borrow to pay the dividend. Corporate debt increased from $ 3 million to $ 1.1 billion within eight years. In the end, the manager was forced to solve the problem and cut dividends.

1. Limitations

Limitations (constraints) which limits what can be done the organization is a major obstacle to another.

Overcoming Obstacles

1. Understanding the Purpose and Plan

One of the best ways to facilitate goal setting and planning process is basically the intent. Managers should also know that there are limitations on the effectiveness of setting goals and making a plan.

And goal setting and effective planning does not always ensure success, adjustments and exceptions are expected from time to time.

1. Communication and Participation

Although it may be made at a high level, the objectives and the plan must be communicated to the other party within the organization. Everyone involved in the planning process should know what the underlying foundation of functional strategies, and how these strategies are integrated and coordinated. People who are responsible for achieving the objectives and implementing the plan must be considered in developing the strategy. Everyone almost always have valuable information to contribute / and for those who will implement the plan / their involvement is vital people are usually more berkomitmer on the establishment plan Even when they help an organization to be centralized or use planners, managers from various tingkan in the organization should be involved in the planning process.

1. Consistency / revsi / and updates

Goals should be consistent both hori zontal and vertical .konsistensi horizotal means that tujan should be consistent diseluru organization / from one department to another. Vertical Consistency means that goals should be consistent from top to bottom of the organization: the purpose of strategic, tactical, and operational needs to be aligned. Because setting goals and planning is a dynamic process, goals and planning should also be revised and updated periodically. Many organizations see the need to revise and update frequency more often.

1. System Effective Award

In general, people should have been awarded either because the set goals and plans are effective, as well as managed to achieve it. Because failure is sometimes derived from factors outside the control of management, people should be ensured that a failure to achieve the goal will not necessarily have the consequence of punishment.

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The basic concept of management

The basic concept of management

Definition of Management (Definition of Management)

Management word comes from Old French mnagement, which means the art to implement and manage. According to Mary Parker Follett, management as the art work done through others. This definition means that a manager responsible for managing and directing others to achieve organizational goals.

Definition of management according to the experts:

1. According to Drs. Oey Liang Lee interpret management is a science in planning, organization, preparation, direction and control of humans to determine the achievement of the objectives that have been set.

2. Definition of management according to James A.F. Stoner is the process of planning, organizing and use of resources of other organizations so that organizational goals can be achieved in accordance with established.

3. Definition of management according to R. Terry is a typical process comprises the actions of planning, organizing, and controlling done in determining and achieving the targets set through the utilization of human resources and others.

4. Definition of management according to Lawrence A. Appley is an art to achieve certain goals through the work done by others

5. Definition of management according to Horold Koont and Cyril O'Donnell is an attempt to achieve the goal through the activities of others.

6. Definition of management according to the stoner is a process in planning, ppengorganisasian, controlling and leading all kinds of business than the members of the organization and use all the resources of the organization in achieving its goals.

7. Definition of management according to Wilson Waking up is a series of activities undertaken by the members of the organization so that the goal can be achieved with a series of regular and well-organized.

BASIC CONCEPTS OF MANAGEMENT AND ORGANIZATION

1. Management as a science

Luther Gullich proposed by management is a field guidance that seeks to understand why and how people work together to achieve a goal.

Management as science itself has been studied for a long time and has been in the organizing into a theory. This is because in it describes the symptoms management, these symptoms then examined using scientific methods that are formulated in the form of the principles embodied in the form of a theory.

Management functions as a science to explain phenomena that can give direction to managers on what he should do.

2.Manajemen As Art

Proposed by Henry M Boettinger management is the art of taking a decision means that management is the ability, skills, or the skills to apply the principles and techniques in utilizing resources efficiently to realize the goal.

Medium management as an art, here the view that in reaching a goal required collaboration with others, well how to instruct the others to cooperate. By the very nature of human activity in general is managing (set). To set here required an art, how others require the work to achieve a common goal.

Management functions as art is to achieve a real goal, to bring the results or benefits.

3.Manajemen As A Profession

Management is defined as a profession because management requires particular expertise in achieving its objectives, in modern times all kinds of activities should be was managed, in the sense of a clear and present atuuran might say that the field of management has been a profession for experts. Why is that, as in any activity of work to be done efficiently and effectively, in order to obtain masekan or large input.

Goal In Management

Every human activities are expected to achieve the desired goal, as we know the purpose of management is very important because these objectives can be:

Create an atmosphere of cooperation are active, innovative, creative, effective, fun and meaningful for employees or members.

The creation of the employee or member who actively developing the potential for him to have the spiritual power of religion, self-control, personality, intelligence, good values, and skills needed him manyarakat nation.

Fulfillment of one of the four (4) working competence of the members as well as managerial competence tertunjangnya superiors and members as managers.

The achievement of a more effective and efficient in an organization.

Terbekalinya professionals with a theory about the process and the administrative task of leadership (tertunjangnya profession as a manager or management consultant).

Teratasinya job quality problems because 80% is due to the quality management workers.

Based on these objectives can be understood that the management has paranan important in achieving the goals that have been determined from the outset.

Organization

When entrepreneurs start a business, he had to prepare the organization to be managed. The organization is a group of people who work together to achieve certain goals. Within the organization, if the goals set to be achieved effectively and efficiently, then entrepreneurs must apply management concepts. Management is a science and an art in managing the available resources effectively and efficiently to achieve the specific goals and objectives. So the organization and management have a strong relationship.

By its nature, the organization is divided into two kinds, namely formal and informal organizations. Formal organization describes the interaction of authority firmly and structural relationships within an organization. This is illustrated in the organizational structure that describes the position and job responsibilities. Informal organization describe the interactions and relationships among workers, which form a pattern that is not officially created and organized by the management.

With the concept of management, entrepreneurs create a formal organization, but entrepreneurs should also be aware that there is always an informal organization that can have positive and negative attributes. Positive values ​​will be instrumental in the achievement of organizational goals. Entrepreneurs need to manage values ​​in an informal organization that does not undermine the overall organization.

The process of evaluating the performance of an organization and taking corrective actions are required in order to achieve

organizational goals.

Within the organization that manages, entrepreneurs determine the organizational structure, the formal patterns of how people and work are grouped in an organization. This organizational structure should be able to translate the company's strategy. The existence of the organizational structure can affect behavior, motivation, performance, cooperation and relationships between groups within the organization.

Entrepreneurs as organizational leaders have a duty to create an organizational structure that can encourage employees to work hard and develop the sporty nature. Besides, it also facilitates individuals and groups to work together effectively.

Generally, there are four types of organizational structure is the organizational structure of lines, line and staff organizational structure, functional organization structure, and the organizational structure of the matrix:

The organizational structure of the line

The organizational structure of implementing powers flow directly from the top management to the management underneath. Pemimipin firms own a direct authority in supervising subordinates. The weakness of this model is the responsibility borne entirely by leaders of the company so it can get stuck in the administrative work that is so short of time to think about things and the strategic plan. The organizational structure of this type is suitable for small and medium-scale Vendor.

The organizational structure of line and staff

This organizational structure is a combination of the line organization and department staff. Department staff provide advice to the line departments. Decision-making remains in the line departments. Department staff only provide specific technical support. This organizational structure is found in many medium and large companies.

Functional organization structure

In the functional organization structure, each manager is a specialist or expert and each subordinate has several leaders. The manager has full powers to carry out functions which it is responsible.

Matrix organization structure

This organizational structure is a structural design that assigns specialists from different functional departments to work on a project led by a project manager. The project manager has otoritaas against slat involved. So slat involved have two bosses, the line managers and project mannajer. This model is widely used in the company large and multinational companies.

And all four of the organizational structure can be used according to the circumstances faced by the organization. Entrepreneurs should be able to ensure that the organizational structure is designed to encourage achieve organizational goals. In addition, with the rapid advancement of technology and the changes in an increasingly dynamic environment, the organizational structure should be more flexible to respond to such changes.

SWEET REGARDS

Management, manager, and leadership

Management, manager, and leadership

management
According to experts, the management itself is closely related to style, art and a vibrant and dynamic processes within the organization in its efforts to achieve the goals and how these goals can be achieved effectively and efficiently.

Luther Gulick provides a definition of management as a branch of science that seeks systematically to understand why and how people work together to achieve goals and make the system better cooperation is beneficial to humans (Handoko, 1999: 9).

Meanwhile, according to Stoner management is the process of planning, organizing, directing and monitoring the efforts of the members of the organization and the use of resources in the organization in order to achieve organizational goals that have been set (Ibid, 8).

Meanwhile, in the opinion of Mary Parker Fallet, management as an art (art) in completing a job through other people (Ibid, 12).

In the above definition, management focused on business to take advantage of others in achieving the goals. To achieve these objectives, the people within the organization must be clear authority, responsibility and job duties.

While understanding the management proposed by Makharita that: Management is the utilization of available resources or potentials in Achieving a given ends (Management is the utilization of the resources available or potentially in the achievement of objectives (Handayaningrat, 1993: 10).

The definition of management is more focused on business use / exploit resources available or potentially in achieving the goals. As for the sources are people, money, materials, equipment (machinery), the method, time and other infrastructure.

Manager
the manager is the one who has the experience, knowledge and skills are well recognized by the organization to be able to lead, manage, control, regulate and develop the organization in order to achieve its objectives. Or the definition of another manager is someone who can direct others and able to be responsible for the activity or the work.
the levels of manager
As in some organizations, managers are often grouped into several categories such as top managers or top management, manager mengah level or middle management and first line managers ataufirst-line management. Here at the bottom of this explanation:
1. manejemen first line (first line management).
The first line manager is the lowest tinggatan, often known by the operations manager. His job as directing and supervising the non-managerial pegaawai derlibat in the production process. Usually they are often called supervisors, area managers, shift managers, department managers, office manager or foreman. That is the explanation of the first-line managers.
Read also about: Definition of operational management and scope.
2. The mid-level managers (middle management).
This mid-level managers are among the first-line managers (first line management) and top managers (top management), his duties as a liaison between the two. The positions are included in this mid-level managers such as project managers, plant managers, division managers or heads of sections. That is the explanation of mid-level managers.
Read also clearly: Understanding of project management and complete example.
3. Top managers (top management).
Top managers in charge of planning the activities and strategy of the organization or company in general and directs the course of the organization or company. Is known for its top managers instilah executive officer, examples of top managers such as Chief Executive Officer (CEO), Chief Financial Officer (CFO) and Chief Information Officer (CIO). And that's the explanation of the top managers.

Some of the tasks of a manager
As for some of the tasks performed by a manager such as below:
• The first, of course, lead the organization.
• The second, set and control the organization.
• The third, float organization.
• The fourth, overcoming the various problems facing the organization.
• The fifth, supervise and control the organization.
• The sixth, foster trust.
• The seventh, increasing the sense of responsibility.
• The eighth, evaluate the activities of the organization.
• And ninth, explore and develop the resources of the organization or company.

Leadership
According Tead; Terry; Hoyt (in Kartono, 2003) Understanding Leadership is an art activity or influence others to cooperate based on the person's ability to lead others in achieving the desired goals of the group.
According to Young (in Kartono, 2003) Understanding Leadership is a form of domination that is based on personal abilities that could encourage or incite others to do something based on acceptance by the group, and has special expertise that is appropriate for the specific situation.
Moejiono (2002) considers that the actual leadership as a result of the influence of the direction, because the leaders may have certain qualities that distinguishes itself by its followers. The theorists voluntary (compliance induction theorist) tend to view leadership as a force or displacement effect indirectly and as a means to form a group in accordance with the wishes leader (Moejiono, 2002)

Leadership is a process of influence or give examples by kepadapengikutnya leader in the effort to achieve organizational goals. Natural way to learn leadership is "doing the work" practices such as apprenticeship in a skilled artist, craftsman, or practitioner. In this connection, the experts are expected as part of peranya provide teaching / instruction.
Most people still tend to say that the leader who effectively have the nature or certain characteristics that are very important for example, the charisma, the foresight, the power of persuasion, and intensity. And indeed, when we think about the leader of the heroic like Napoleon, Washington, Lincoln, Churchill, Sukarno, General Sudirman, and so we must recognize that the properties as it is attached to them and have them use to achieve the goals they want.

The development of management concepts

The development of management concepts

The reason why we need to study the history and development of the concept of management is to obtain a description of how management has taken place in the past. It is intended to be learned so that we can take a step better for business. Second, we can find out how it develops business management. With this study, we could look for a new theory that we can be good management and also take appropriate decisions. The latter is the order management principles that have been applied since the first can be a valuable lesson for us so that later we buses clean and could plunge the world into good management.

1. mazhab CLASSIC

Theory and provide ease of management principles in deciding something that must be done in an effective way to become a manager, and it can also be interpreted as a function of management. other than that the manager can manage an authority without the use of theory and principle, the activity goes just intuition, gut feeling and hope that the results will not give you the satisfaction of all parties.

      a) Robert Owen (1771-1858)

In the 1800s he was a manager at several cotton spinning mill in New Lanarls Scotland.

Emphasizes the role of human resources as the key to the success of the company.

Motivated by the terms and conditions of employment are inadequate, where the previous working conditions and lives of workers at that time was very bad.

b) Charles Babbage (1792-1871)

Recommends to organize the division of labor in relation to the division of labor. So that every worker can be trained in a particular skill. Each worker only required a special responsibility in accordance with his specialty.

c) Frederik W. Taylor (1856-1915)

Taylor is a popular figure scientific management, so that he gained the nickname the father of scientific management, scientific management arises because of the desire to increase productivity until he finally discovered the principles are:

• Development of actual scientific management, so that for example, the best method to perform each job can be determined.

• Selection scientifically against the workers, so that each worker may be given responsibility for tasks best suited to him

• Education and scientific development for the workforce

• Close cooperation and friendly between managers and workers.

dr) Henry L. Gantt (1861-1919)

Ideas have in common with the idea of ​​Taylor, namely:

1. The mutually beneficial cooperation between managers and employees.

2. Know the proper selection method.

3. The system of bonuses and instruction.

However Hennry refuse differential wage system. Because only a small impact on work motivation.

e) Frank B and Lillian M. Gilbreth (1868 - 1924 and 1878 - 1972)

Based on the idea of ​​the results of research on the relationship of movement and fatigue in the work. According to Frank, the movement and fatigue related. Each movement is eliminated also cause fatigue. According to Lillian, in the settings to achieve motion that can effectively reduce fatigue.

2. Classical Second Scientific Management Branch.

Pioneer of classical organization theory is Henry Fayol who lived from 1841-1925. In its efforts to develop a management science Fayol began by dividing the company into six activities each having dependency. The activity in question is:

1). Technical functions (technical), which produce and make products.

2). Commercial functions (commercial), which is to buy raw materials and sell products.

3). Financial functions (financial), ie obtaining and using capital.

4). Security functions (security), which is to protect the workforce and aktivaperusahaan.

5). Accounting functions (accounting), which record and check costs, keutungan, and debts, prepare balance sheets, and gather statistics.

6). Managerial functions (managerial)

The orientation is managerial functions, so that it defines manjemen by dividing the five functions, namely:

• Planning (planning) is charting a course of action that memungkan organization can achieve its objectives.

• Organizing (organizing) means to mobilize human resources and natural resources of the organization to realize the plan be an outcome '

• Pengkomandoan (commanditing) means giving direction to subordinates and they seek to do his job.

• Coordination (coordinating) means ensuring that the resources and activities of organizations working in harmony to achieve the expected goals.

• Control (controlling) means of monitoring (monitoring) plan to ensure that steered appropriately.

Fayol concept which states that management skills can be applied to all kinds of group activities, if other things do not change, until today increasingly important in schools, government, and other institutions. Fayol developed management principles underlying effective managerial behavior is as follows:

a) The division of labor (division of labor)

b) Authority (authority)

c) Discipline (discipline)

d) Unity of command (unity of command)

e) Unity direction (unity of direction)

f) subordinate to [private interests above the public interest (subordination of individual interests to the common goods)

g) Provision of salary (remuneration)

h) Centralized (centralization)

i) Hierarchy (hierarchy)

j) Orderly (order)

k) Justice (equity)

l) The stability of the staff (stabilty of staff)

m) Initiative (initiative)

n) Semngat corps (esprit de corps)

2.Mazhab Behaviour

In this school, an important starting point is the manager acts of human behavior. Managers should be aware that the management is not done alone, it is the manager who must lead others to do so, dedicated and high participation to accomplish these tasks. So the topics at issue in this school is a "human behavior, human relations, motivation, leadership, nature and human behavior, social psychology, communication, and human desire it."

Managers in making authority leadership should be more aware of behaviors, desires, and needs of subordinates.

The emergence of the flow of human relationships (human behavior or neoclassical) arises due to the managers discovered that the classical approach, the efficiency of production and work perfect harmony can not be realized. Often subordinates less follows the pattern of behavior that is rational in mengoprasikan job. So the discussion of "side of human behavior" in the organization is important. Some experts try to equip organizations with the view of classical sociology and psychology.

a) Munsterberg Hugo (1863-1916)

Known as the "Father of Industrial Psychology". Since 1910 his interest focused on the application of psychology in the industry, where he saw the importance of the application of behavioral science in the scientific management of the new movement. In his book Psychology and Industrial Efficien¬cy yangberjudul published in 1921, contains:

1. Best possible person, that is how to get those people who have mental qualities are best suited to the job they had to do.

2. Best Possible Work, which is in psychological condition where the output is the largest and most satisfactory can be obtained from the work of everyone.

3. Best Possible Effect, which is how a company can influence the workers can be obtained such that the best possible results from them.

b) Elton Mayo (1880-1949)

Research conducted on human behavior in the work situation at the Western Electric company (1924-1933). The research originated from the investigation hubun¬gan level of lighting in the workplace and productivity of workers. As a result, when the light conditions increase the productivity tends to increase as expected, but when the light was worse than normal productivity tends to remain elevated. Outputpun continued to rise during the lighting continues to be changed.

Elton Mayo and his research assistants Roethlishberger Fritz J. and William J. Dickson also concluded that the incentive money given does not lead to increased productivity.

Results of the study were famous "Hawthorne effect" states that the operation of the company not just because of the machine and method, but also the adjustment to the social system in order to build a complete technical system. Sympathetic supervisor will improve their work performance and workers will be harder to work when they are convinced that the management think of their welfare and special attention to them.

3. The school of Management Sciences

1. Operations Research

a) Rensis Likert

Identifies and intensive research on the four management systems.

b) Edgar Schein

Examines group dynamics within the organization.

Behavioral science theory is characterized by new insights into the behavior of individuals, social group behavior and organizational behavior.

2. Motivation Theory

a) Abraham Maslow

Develop a hierarchy of needs in the explanation of human behavior and the dynamics of the process of motivation.

b) Frederick McGregor

c) David McClelland

McClelland needs theory focuses on three needs are defined as follows:

- The need for achievement: the urge to surpass, to achieve the standards, striving for success

- The need for power: the need to make other people behave in such a way that they will not behave otherwise

- The need for affiliation: the desire to establish an interpersonal relationship that is friendly and familiar

d) Victor Vroom (1964)

Which is famous for its elaborate on the Vroom model theory can be seen from the performance factor of 3 (three) theory as follows consisting of:

1. Theory of expectancy.

According to the theory ekpektansi that could push someone's performance, namely: "expectancy someone representing an individual belief that a certain level of effort will be followed by a certain level of performance". In connection with a person's level of expectancy Craig C. Pinder (1948) in his book "Work Motivation" argues that there are several factors that affect a person's level of expectancy that is:

a. Pride

b. The success of a duty

c. Help achieved from a supervisor and the subordinate.

d. Information necessary to carry out a task

e. Good materials and good equipment to work.

2. Theory instrumentalists.

According to the instrumentalist theory that a person's belief that a particular result depends on the implementation of a specific performance level. Performance is instrumental when it led to the emergence of something else.

3. The valence theory.

Valence theory implies that the positive and negative values ​​given by the results. The third theory can be seen from the aspect of managerial and individual