Charles Babbage (1792 - 1871)

Charles Babbage (1792 - 1871)

Charles Babbage is a British mathematician who graduate in the field of management attention. He believes that there are principles - principles of management, and it was determined through experience antarmanajer management principles. He is concerned about division of labor problem (devision of labor). This is according pendapatnnya which is a key principle in the industrial economy. If a mambatasi field work will be easier and generate excitement for the person.

Subsequently raised some goodness - the goodness of the division of work is as follows:

1. about the time needed to learn
2. much time is wasted when a move from one job to another
3. expertise that continues to grow because the process is repeated - repeat,
4. potential for improving the work of attention tools - tools for specific attention to the object that was it.

Robert Owen (1771 - 1858)

Robert Owen (1771 - 1858)

Robert Owen devote his attention to the factors of production machinery and labor factors. He came to the conclusion that the machine - the machine held a good treatment, because it would give advantage to the company, then the same thing would happen if the workforce is given the care and attention by the leadership. Furthermore, Owen believes that the quality and quantity of labor job goal should influenced by circumstances, both within and outside the work environment. Therefore, great attention to the workers then Owen was given the title as Mr Personnel Management.
Owen was a successful textile manufacturer in Scotland. He's already started work still children - childhood. From 1800-1828, he led a number of textile mills in New Lenart, Scotland. Success is earned in the field of personnel policy, attract the most attention, it was a bit of example.
Since the year 1828 -1858, he devoted considerable attention to revamp the structure of society. He was one of the founders of the cooperative movement and one of its consumption is another experiment that failed to establish a commune in New Harmony, Indiana in 1824.

HENRY Fayol (1841-1925) management principles

HENRY Fayol (1841-1925) management principles, namely:

a.division of work,
b.authority,
c.dicipline,
d.unity of command,
e.unity of direction,
f.subordination of individual interest to general interest,
g.remuneration,
h.centralization,
i.scalar chain
j.order
k.equity,
l.stability of turn over of personnel,
m.initiative, and
n.ecsprit de crops.


a. Division of Work

Specialization by Henry Fayol is nature, seen in every society. When people grow, then add more new organizations to replace the old organization that says a wide range of functions in primitive societies. Goal of developing the division of labor is to produce work that more and more with the same business. The division of labor allows the reduction targets, to which attention should be directed, and is known as a means of utilizing tebaik industries and groups of people.


b. Authority and Responsibility

Authority (the authority was right to give instructions, instructions and powers that require compliance. Henry Fayol distinguishes the authority of the Personal Authority. Personal Authority (personal power) personally sourced from Interlegenisasi, experience, moral values, leadership ability, past services, etc. . To be a good boss. Personal authority is something that can not be separated from the official and complete authority. Official authority is a formal authority or official authority received in a higher institution.
Responsibility is a duty or responsibility, and functions that must be done by someone official, to be able to carry out the authority (the authority) given kepadanya.Agar compliance from subordinates, the sanction can be applied to those who do not give compliance.


c. Dicipline

The nature of compliance (discipline), which is doing what has been mutually agreed between leaders and workers, whether written or oral agreement and form of regulation and kebiasaan.Disiplin very important because a business will tudak progress without the discipline of party bosses or subordinates.

d. Unity of Command

In every action, an employee must receive instruction from someone superiors only. If this is violated, means the authority (otoritar) less, the discipline is threatened, disrupted and stability ketenengan ordeal. A person may not carry out instructions that are dualistic. Henry Fayol said, "In all human unions, in industry, commerce, the army, at home and in the state, instructions are dualistic nature is the source of endless conflict, sometimes very dangerous therefore should receive the attention of every employer any level. "

e. Unity of Direction

This principle can be described as a one head and Plan For a group of activities having the Same objectives it is important to the unity of action requirements, coordination, strength, focus of business. Henry Fayol warned that unity of direction (one-head one plan) do not be obscured by unity of command (one employee from the superior orders only).

f. Subordination of Individual Interest to General Interest

In a company, the interests of an employee should not be in the interests of the company. Interests of the household must first of the interests of its members - member, and the interests of the State shall take precedence over the interests of citizens or interest groups.

g. Remuneration of Personnel

Staff salaries are the property of the service it provided. Must be fair, as far as possible to satisfy both employees and the company's sn. Salary levels are influenced by the cost of living, demand, labor supply, the general state of the company, the economic position of the company, and depending also of education and experience of employees.
To attract the attention of employees, Herny Fayol advocated the addition of staff salaries in the form of bonuses that are distributed once a year which can be considered a distribution of profits.
In addition, companies pay attention to the welfare of employees both at work, such as ventilation, lighting, kebersihaan, and canteen facilities, as well as outside work, such as housing, education, and training.

h. Centeralization

The problem is the problem of centralization or decentralization pembagaian, power centralization in a small organization can be applied, but in large organizations have implemented decentralization. When we see the pressure to give a greater role to a subordinate, then decentralization should be implemented, preferably when the trend reduction in the role of subordinate, should centralization be applied, or as in the said Henry Fayol, Everything Which goes to Increase the importance of the subordinate's role Which is desentralization everything goes to reduce it is centralization.

i. Scalar chain

Scalar chain (chain switch) is a chain that originated from the employer, namely the authority to the lowest level. Power line (the line of authority) are routes (roads) and followed by all the communication originated from and returned to power last. Scalar principle shall mean facilitate communication between employees - a level employees, who have maanfatnya if they mangadakan direct line of communication with mengbaikan outhority. This is often referred to using the "Bridge of Fayol" (Fayol 's Bridge)

j. Order

To order, people there are formulas that must hold, which is a place for everyone and everyone in place - each. Similarly, there is a place for something, and something is in place.
When the order is expected within a company, there must be a definite place for each employee, and every employee must be on exactly determined. Further perfect the provisions requiring that the place must be in accordance with the employee or the appropriate proverb right man in the right place.

K. Equity

To encourage employees in carrying out their duties with sincerity and faithfulness, kindness and justice they require. Combination of hospitality and justice produce equity.

L. Stability of turnover of personnel

An employee takes time to accustom themselves to new jobs and managed to do it well. When he had begun the previous regular or her on the move, he must adjust again. If things continue like this - again, the job will never be done well. Consequently there is no stability condition of personnel, will lead to things - things that are not desired. Therefore, the stability condition of the personnel require special attention.

m. Initiative

Thinking about a plan and success is assured a satisfying experience for someone. This ability to think and capacity to implement an initiative called, Source strength of the initiatives the company is among superiors and subordinates, especially during difficult times. Therefore, an important and exciting initiative to develop as much as possible.

n. Ecsprit some Corps

"Unity is strength." The company leaders must do much to realize that pembahasaan. Harmony, unity among the company personnel is a major force for the company. Therefore, any attempt at taking to merealisasinya.
There are two parts that should be avoided, namely (a) the wrong interpretation of the motto "for - divide and command" and (b) written communications.
Splitting the power to weaken it is a wise action, but breaking his own team is a great sin in a company. Splitting the team itself is a tangible sign kekurangsanggupan in the lead, or a description of common interest to sacrifice selfish personal interests.



To solve the problem - a problem the company or in giving instructions that require an explanation in its solution, is usually easier and faster to do it by word of mouth than in writing. As much as possible should contact the individual in oral form.

Apart from the four management principles that have been mentioned above, Henry Fayol suggested that activity within each industry can be in the top six areas, namely:

a. Managerial,
b. Bookkeeping including statistical,
c. Technical (production)
d. Commercial (buying, selling, and conducting exchanges),
e. Financial (income, and an optimal use of capital),
f. Certainty (calculation, human property).
Henry Fayol Finally another opinion is that the function - the function of management consists of Planning, Organizing, Comanding, Coordinating, and Controlling.

HENRY Fayol (1841-1925)

HENRY Fayol (1841-1925)

Henry Fayol, as a management figure, his role can be paralleled by FW Taylor. Both these figures are equally of the opinion that there are certain management principles, and it can be taught and learned. Difference between the two, if Henry Fayol lead to the leadership of top-level attention, it focuses attention to the leadership of Taylor and the first medium. That's because Taylor in his book reprints in the year 1933 in changing its name from the Principles of Scientific Management to the Shop Management.
Henry Fayol use the entire character of its business at a mining company and the industry as a director of the Pension Prancis.Ia after making great progress in organizing and expanding the company. Last years used to develop the fikirnya especially in government circles that the principles of administration can and should be applied to all forms of organization, not only on companies and industries.
In 1908, Henry Fayol issued a book with the title of General Administration Industrielle Et, which was then translated by Constance Storrs into English under the title of General and Industrial Management. This book is the result of practice and study management field for more than fifty years.

In his book mentioned above, Henry Fayol argued the management principles, namely:
a.division of work,
b.authority,
c.dicipline,
d.unity of command,
e.unity of direction,
f.subordination of individual interest to general interest,
g.remuneration,
h.centralization,
i.scalar chain
j.order
k.equity,
l.stability of turn over of personnel,
m.initiative, and
n.ecsprit de crops.

Frederich Winslow Taylor (1856-1915)

Frederich Winslow Taylor (1856-1915)

FWTayor is a manager and adviser to the company, and is one of the largest management. He applied scientific methods to solve problems in the company, and the results of the analysis to establish some principles that replaces the system of trial and error are common during nyaIa come to a conclusion that satisfactory results will be obtained by industrial companies with performing work already been planned and carefully meperhatikan managers, both unsusr-machine elements and human elements.
Position FWTaylor in management science can match the position Darwin as one of the leaders in natural science. In fact, Towne called Taylor as "one of the world discovers and creative laders" and as the creator of a new `` science ``. So Taylor was even regarded as the creator of scientific management.
In January 1912, Taylor explained the meaning of scientific management (not Taylor himself who gave the term), because there is confusion understanding of scientific management is e great mental revolution or mental revolution which is great, because it involves mental manejer and employees.
Taylor saw that the conflict which arose between the manager and the workers in the past about the devision of the surplus, the distribution of surplus. This occurs because the surplus of managers or owners and the workers worked together to produce something. To produce a good, then the company to pay for the purchase of raw materials, machinery maintenance costs, selling costs, and as his. Total sales results in reduced cost is obtained, what is called a `` `surplus. These surpluses will be on for between workers and business leaders (owners). In this division arises a conflict between two parties.
The essence of both of scientific management is the application of science to eliminate the system of trial and error for each element of work, Taylor said emphatically:
`` Scientific management Can not be said to exist, then, in any establishment Until changes after this has taken place in the mental attitude of both the management and the men, both as to on their duty to cooperate in producing The Largest surplus and as to the necessity for substituting opinions for exact scientific knowledge or the old rule of tumb or individual knowledge. ``
In his book entitled "Scientific Management, which was published by Darmount College, Hanover in 1911, he proposed at the first conference on Scientific Management, among others, he put forward four principles of Scientific Management:
a. Eliminate the system of trial and error and to be ready to apply the elements of the work must be in the progress of science.
b. Choosing the best worker for each task for the next train and educate.
c. Each officer was to apply the results of science
d. Dividing the best job among the leaders and officers.
One very interesting from Taylor's opinion is about the manager's position. He believes that it is a servant manager to subordinates. about it he argues as follows
`` ... Under scientific management the managers are more the sarvants of the men than the men are the servants of the manager.i can say That the sense of obligation is greater on the part of the management on the part than the men.
Furthermore, he argues that in Sciencific Management is the duty of every manager to know what is best, that is by analyzing, pengobservasian, and experiments to determine how heavy the load of the best shovel to shovel as much complicated on and easy as possible. Experiments conducted from the weight of 38 pounds of weight continued to fall to 34.28 and 21 pounds. At 21 pounds of weight was the most numerous and shoveling job easiest. When you subtract more weight on it, the result will be decreased. So he came to the conclusion that a shovel with a load of 21 pounds is the weight the best to the shovel in the amount of pakerja for the best.
In addition to that we referred to above, the results of the other Taylor's creation was the system known by the name of the organization of functional organization. In the form of functional organization, Taylor divides the organization into two parts: the planning of the execution on the part of the planning experts who have given the name of Route Clerk, Clerk Instruktion Card, and Time and Cost Clerk, was on the implementation of the foremen have which given the name Gang Boss, Speed Boss, Boss and Repair Inspector. In addition, there are for the entire organization in namainya Diciplinarian foreman. Every expert in the planning and every foreman, can give instructions to each worker along the jointed nothing to do with function. In other words, each worker is responsible to the employer in accordance with superior functionality it. Hence, the creation of Taylor's form of organization called a Functional Organization.
Finally, one other result in the creation Taylor who need to ask is that the wage system based on wage per piece minimum and maximum wages per piece, which will encourage the workers in doing their jobs. Taylor wage system creation is commonly called `` The Taylor Differential Rate System `.`
According to Taylor wage system is in distinguishing the two kinds of wage, ie wage per piece minimum and maximum wages per piece. Per piece minimum wage given to people who produce goods is lower than or equal to the work of the standard, whereas the maximum wages per piece, given to people who produce the goods on the results of the standard work. The work is the amount of work standards that might be obtained by those ordinary skilled. Standard work on the set with a bottom line investigation of a number of workers.

AN INTRODUCTION OF MANAGEMENT FIGURE

MANAGEMENT FIGURE

INTRODUCTION

Existence is the result of investigation of present management experts today. Indeed, discussions terlulis in management, a new beginning in 1900. Previously almost be said there is no peeling-paring in writing in the field of management. Therefore, it can be said that the management as science, is a young science. That situation is causing some people are still reluctant to admit it as science. Things like this not only experienced by management science, but also other sciences, suffered a similar fate, or process, before he was entitled to use the title of science.
By way of solving the problem, then by Beishline, management was classified into three classes:
a. conventional management
b. systematic management, and
c. management based on science.
Conventional management is also called traditional management or management of chance, meaning that managers in dealing with an issue, by basing ourselves to actions that took dizaman past, so it always bases itself on tradition.
Here, the experience of the manager plays a key role. In traditional management, manager experience play an important role. Mamajemen this type in use among a broad, but this type is the least form of management effectiveness and efficiency.
Systematic management can be considered as a middle step between conventional management and management based on science. Here, the manager in solving a problem that it faces, not just relying on experience, but on the experiences of others who face similar problems. What used by others with success, guided and practiced.
Management based on science formulated by Beishline as follows:
Management based on science is not receiving a manner solely by management because that way in the past been used with good results, but carefully define the issues faced, making a benchmark as pengangan to work, gathering the materials to achieve temporary solutions, and check back the way it was split. Thus, mamajemen based science is a way to form a logical examination and analysis, leading to an effective plan.
This is close to what was raised by Lansburgh Spriegel and say as follows.
Steps in the scientific management in decision making are:
a. Get the facts
b. analize the facts
c. consider the objectives in the light of the available facts, and
d. Decide.
Thus, science-based management must define the steps, before taking a decision, ie collecting data, analyzing the data already collected, and then specify what the verdict.
This does not mean that the results of experiences in the past does not need to be considered at all. In urgent circumstances, when collecting and analyzing data is not possible then inevitably a good experience in the past can be applied. This was recognized very well by Spriegel and Lansbrugh, which goes on to say as follows:

Unfortunately, the action frequently has to be taken without the facts. If immediate action has to be taken time Is not available for all the facts collecting. In this case the server as past experience guides available ... .. many of the long-run business decisions Can be supported by the scientific forecasting is still there but Remains a measure of enlightened in sight in terms of past experience.

Management science is a young science. This knowledge arises thanks to the results pernyelidikan experts from earlier today. By karnanya, it's good we now put forward several experts who laid the foundations for the emergence of management science. Previous experts that we refer to as management figures because they were the pioneers laid the foundations of knowledge management. Will briefly put forward the results of their creation, the history of his life, and so forth.

LEVEL MANAGERS

LEVEL MANAGERS

In a company, there are more than a manager. Plural of managers is the management, ie the collectivity People who perform activities or functions in each manager's management, in essence doing the same functions (especially from the point of the process, namely planning, organizing, preparation, guidance, and supervision) . But viewed from the style there is a different activity, in accordance with the level - the level of manager is the same, only different activity patterns, according to the level that managers in different companies or organizations, in accordance with the level manager in a company or organization where he worked. To be clear, see scheme.

a. Top manager or top managers, also called the helm.
Included in this group were members of the Board OF manager (the board), and president of the company
b. Manejer middle manager or medium, which includes levels
This is the head - the head of the division, and section heads
c. Supervisory manager or first line manager (First-level managers) Included in this group is the head foreman, and supervisor.

In accordance with the difference in level - the level of the manager, then the pattern of activities that managers can be divided into four types, namely as follows:
a. Board of managers, engaged in leading the whole organization or company (managing the organization / business)
b. President, led the managers to have the team Work
(Managing managers)
c. department / division heads, including lead workers
field - field (Managing the Work)
d. Suprintendent, General foreman, and foreman, leading the
Workers to perform their tasks in accordance with the objectives
Organizational or corporate goals (managing the workers).

OTHER FUNCTIONS OF A MANAGER

OTHER FUNCTIONS OF A MANAGER

In the face of already pointed out the various opinions about the management functions (manager). From the various opinions that, when combined ten turned out to get some functionality. However, because of the ten functions that cover each other, it was the opinion of Harold Koontz, Cyril O'Donnell, and William Herbert Newman firmer separation, then when viewed from the point of the process or sequence of execution of management activities (managers), management functions are planning, organizing , the preparation, guidance, and supervision.

The five management function that is something that repeated (cycle), that functions in addition to the five named as the management aspects or elements of management, also called the management process.

A manager who worked on the fifth day-to-day functions, inevitably engaged in various fields such as sales, purchasing, production, finance, and personnel. Fields that we call the field of management. We can imagine that the activity - activity is extremely complex manager. The complexity of the activities that managers will look at the picture 2.

What discussed above is the manager's functions into the company, often called the internal functions of a manager. Thus, these functions into the company's managers can be viewed from two angles, namely
a. from the point of the process, namely planning, organizing, planning, direction, and supervision.
b. From the point of the subjects or areas, namely financial, personnel, marketing, purchasing, production, and so forth.

In the field of production, managers must see to it that the goods in produksikan with techniques that facilitate the work so that employees can be in produksikan goods with the least possible cost with good quality in the desired amount and in time as soon as possible.

In the areas of purchasing, managers must see to it that materials can be purchased at the right place, right time, and with the right price and service so it will not disturb the activities in the field of production.

In marketing, managers must see to it that materials can be purchased at the right place, results in production may be distributed from the distribution channels of the right so the sales price affordable for the consumer buyer power.

In addition to the company manager function, there are also functions to managers outside the firm, which we call the external functions of a manager. Function manager out there type of company, as follows
a. representing the company in the field of court
b. taking activities as ordinary citizens
c. entered into a relationship with the community

both kinds of functions the first manager who turned to outside companies, it seems clear enough. The third function to obtain further clarification.

Every company does not stand alone, it requires a relationship with the public. Whether or not the company relationships with the community, plays an important role in the success or failure of a manager to realize the goal. To deal with the outside community, company managers must carry out activities, including the following:
a. make announcements, communiqués-communique, and articles
b. held a press conference and meetings
c. temporary exhibits
d. regulate broadcasting via radio or television
e. made contact with elements of government and society
f. make the analysis of public opinion
g. received a visit from an outside party into the company

From the corner of the field, as shown in Figure 2, the principal function of a manager is in the areas of finance, personnel, production, purchasing, and marketing.

In the financial sector, managers have tried to keep its financial position at any time can finance their daily activities, such as payment of employee wages and help purchase raw materials, payment of debts on time, and others by not going to forget about the profitability of the company.

In the area of personnel, managers must try to obtain the components of labor that can work with desired quality.

Leading

Leading

Leading term, which is one of the functions of management, put forward by Louis A. Allen is in rumuskannya as work performed by a manager who causes others to act. leading the work, including five kinds of activities, namely:
- Taking decisions
- Held a communication that there is mutual understanding between managers and subordinates
- To provide encouragement, inspiration, and encouragement to subordinates so that they
Act
- Choosing the people who become members of the group, as well as improve knowledge and attitudes of their subordinates in order to skillfully in order to achieve those objectives.

Directing or Commanding

Directing or Commanding

Commanding is directing or management functions related to the business of giving guidance, advice, orders - orders or instructions sn subordinates in carrying out their duties - each, so that tasks can be carried out properly view - really fixed on the goal initially.
Directing or Commanding a management function that can serve not only to employees perform or not perform an activity, but it can also serve to coordinate the activities of the various elements of effective organizations were focused on the realization of goals in the previous set.

Staffing or Assembling Resources

Staffing or Assembling Resources

Terms of staffing given Luther Gulick, Harold Koonz, and Cyril O 'Donnel, were assembling resources at the mention of William Herbert Newman. The second term is likely to contain the same sense.
Staffing is one of penyusunaan personnel management function in an organization since the hiring of labor, its development up to the business community to make every effort to give maximum efficiency to the organization.
Organizing and staffing are the two management functions are very closely hubunganya. Organizing is in the form peyusunan legal container to accommodate the various activities that must be implemented within an organization, while the staffing associated with the implementation of people - people who will assume the respective - respective positions existing within the organization.

Organizing

Organizing
By organizing referred to classify activities required, namely determining the organizational structure and the duties and functions - the functions of any existing units within the organization, and define the position and nature of the relationship between the individual - each unit.
Organizations or perorganisasian can formulate as well as in overall management activity in classifying people - men as well as setting tasks, functions, authority, and responsibility - with the aim of creation of each activity - activity that efficient and effective in achieving the objectives that have been determined prior first.

Planning, including budgeting

Planning, including budgeting

Various restrictions on the planning from the very simple to the more complicated formulation. There are very simple to formulate, for example, planning is the determination of a series of actions to achieve a desired result. These restrictions are somewhat complex formulated as determination of planning what to achieve, when it was reached, where it must be achieved, how it is to be achieved, who is responsible, and determining why it needs to be accomplished.
Almost the same as the last restrictions on where the formulation of planning is determining the answers to six questions:

1. What action should be doing?
2. Is that why the action should be doing?
3. Where's the action needs to be done?
4. When will the action is carried out?
5. Who will do that action?
6. How do I perform that action?

Indeed the function of planning is not just set the thing - things like the above, but also in the planning function already includes the determination of the budget. Therefore more appropriate when planning or planning in formulated as goal-setting, policy, procedures, budgets and programs of an organization. So, with planning functions including budgetting the intended function of management in setting goals to be achieved by the organization, set the rules - the rules and guidelines - implementation guidelines to be followed, and determine the necessary overview and entry fee money is expected to be obtained from a series of actions will be conducted.

Forecasting

forecasting

Forecasting or prevoyance (France) is the activity of forecasting, projecting, or make estimates of the various possibilities that will occur before a more definite plans can be made. For example, an academy, predicts the number of students who will be applying to study in the academy. This prediction by using several indicators, such as the number of high school graduates in a particular area. An industrial company must hold forescating regarding sale of their products by taking into account the number of residents in the area of sales, per capita income community members, buying habits and so forth.

FUNCTIONS - FUNCTIONS OF MANAGEMENT

FUNCTIONS - FUNCTIONS OF MANAGEMENT

Until now, there is still no consensus both among practitioners and among the theoretically be about what management functions, is sometimes called the elements of management.
Various opinions about the management functions will be evident with the proposed opinion of some authors as follows:

a. Louis A. Allen: Leading, Planning, Organizing, Controlling.
b. Prajudi Atmosudirdjo: Planning, Organizing, directing, or Actuating, Controlling.
c. John Robert Beishline, Ph.D.: Planning, organization, komado, control
d. Henny Fayol: planning, organizing, commanding, coordinating,
controlling.
e. Luther Gullich: Planning, Organizing, Staffing, directing, coordinaiting, reporting, budgeting.
f. Koontz, and O 'Donnel: Organizing, Staffing, directing Planning,
controlling.
g. William H. Newman: Planning, Organizing, Assembling, Resources
directing, controlling.
h.Dr. SPSiagian, MPA: Planning, Organizing, Motivating, Controlling.
i. William Spriegel: Planning, Organizing, Controlling
j. George R. Terry: Planning, Organizing, Actuating, Controlling
k. Lyndak F. Urwick: Forecasting, Planning, Organizing, Commanding,
coordinating, controlling.
l. Dr. Winardi, SE: Planning, Organizing, Coordinating, Actuating,
Leading, Communication, Controlling.
m. The Liang Gie: Planning, Decision making, directing, Coordinating,
controlling, Improving.

In essence, when combined opinion of the writer on the thirteenth, the function - the management function is as follows. :

a.forecasting
b.Planning including budgeting,
c. Organizing,
d. Staffing or assembling resounrces
e. directing or assemdnding
f.leading
g. coordinating,
h. motivating,
I. controlling, and
j. reporting,