SAP PENGANTAR MANAJEMEN

FORMULIR

PEDOMAN PENGAJARAN

No.Dok FRM/KUL/01/02
No.Revisi 03
Tgl.Berlaku 1 0KT0BER 2008

ISO  9001 :2000

Klausa ISO 7.5.1. dan 7

 

Made By

Checked By

Approved By

Valid

 

 

 

1 September 2012

Wiwin Agustian,SE.M.Si

Heriyanto,SE.M.Si

DR.H.Lin Yan Syah,M.Si

 

1             Faculty                       : Economics

2             Study Program         : Managemen

3             Strata                          : Strata1

4             Subject                      : Introduction to Management

5             Course Code                        :  KK-34.12

6             Pre requisites           :  -

7             Subject status           : Compulsory

8.         Description                : this course is about the difference between managers and operative employees. meant by the term

   management, the four     primary processes of management, Classify the three levels of managers and

  identify the primary    responsibility of each group. the importance of viewing management from a global

perspective. the steps in    the decision-making process. Identify and define the six elements of organization

structure. the human    resource management process. change variables are within a manager’s control. the

focus and goals of    organizational behavior. the growing popularity of work teams in organizations. the

motivation process.  leader and explain the difference between managers and leaders.communication and

explaning why it is  important to managers.

9..        Competent                : Student are expected  to be able to explain what is meant by term management , describe the difference

between managers and operative employees, describe the four primary processes of management.

 

10.    Class schedule            :

No

Topic

Sub Topic

Reference

Notes

1  

 

 

Management

  • Management defined
  • The six chalenges to being a star manager
  • Four management fuction
  • The management process
  • Three levels of management
  • Functional Vs. General Manager
  • Useful Finding (Minzberg’s)
  • Three types of managerial roles
  • The skills manager need
Kinici William, Stepen Robbin, Harold koontz & Cyril O’Donnell, T,Hani Handoko, James A.F.Stoner, Sukanto  Keith Davis, John W. Newstrom.
2  

 

Two Overreaching Perspectives about Management

 

 

 

  • The historical perspective
  • The four parts of a system
  • Open and close systems
  • The contingency viewpoint
  • The quality-management viewpoint
  • Quality control & quality assurance
  • Total Quality Control (TQM)

 

Kinici William, Stepen Robbin, Harold koontz & Cyril O’Donnell, T,Hani Handoko, James A.F.Stoner, Sukanto  Keith Davis, John W. Newstrom
3  

 

Stakeholders

 

  • Stakeholders defined
  • The organization environment
  • The ethical responsibility required of you as a manager
  • Four approaches  to deciding an ethical dilemma
  •  How Organizations Can Promote Ethics
  • Four Approaches to Social Responsibility
  • Internal Dimensions of Diversity
  • External Dimensions of Diversity
  • Organizational Dimensions of Diversity
  • Trends in Workforce Diversity
  • Barriers to Workforce Diversity
  • Entrepreneurship
  • How Do Entrepreneurs and Managers Differ?

 

Kinici William, Stepen Robbin, Harold koontz & Cyril O’Donnell, T,Hani Handoko, James A.F.Stoner, Sukanto  Keith Davis, John W. Newstrom
4  

 

 

 

 

 

 

Globalization

 

  • The Global Economy
  • Megamergers & Minifirms Worldwide
  • International Management
  • You and International Management
  • The Successful International Manager:
  • Why Companies Expand Internationally, How Companies Expand Internationally
  • Principle Economic Systems
  • Organizations Promoting Free Trade
  • Different Norms

 

 

Kinici William, Stepen Robbin, Harold koontz & Cyril O’Donnell, T,Hani Handoko, James A.F.Stoner, Sukanto  Keith Davis, John W. Newstrom
5  

 

 

 

 

Planning: The Foundation of Successful Management

 

  • Planning
  • The Benefits of Planning
  • Three Types of Uncertainty
  • Responding to Uncertainty
  • Making Plans
  • Types of Goals
  • Setting SMART Goals
  • The Planning Control Cycle
  • Management By Objectives
  • The Four Step Process for Motivating Employees
  • Cascading Objectives: MBO from the Top Down
6  

 

 

 

 

Strategy, Strategic Management, Strategic Planning

 

 

 

  • Why Strategic Management and Strategic Planning are Important
  • The Five Steps of the Strategic Management Process
  • SWOT Analysis
  • Forecasting
  • Porter’s Four Competitive Strategies
  • The Product Life Cycle
  • The Balanced Scorecard
  • Successful Measure Management
  • Barriers to Effective Measurement

 

Kinici William, Stepen Robbin, Harold koontz & Cyril O’Donnell, T,Hani Handoko, James A.F.Stoner, Sukanto  Keith Davis, John W. Newstrom
7  

 

 

 

 

 

 

 

Individual & Group Decision Making

 

 

 

  • Decision Making Defined
  • Types of Decisions
  • Decision Making Style
  • Rational Decisions
  • Nonrational Decision Making
  • The Ethical Decision Tree
  • Advantages & Disadvantages of Group Decision Making
  • What Managers Need to know about Groups & Decision Making
  • Participative Management
  • Factors that Can Help Participative Management Work
  • -tipe keputusan
  • Proses pembuatan keputusan
  • Gaya pembuatan keputusan
  • Pembuatan keputusan kelompok
Mid Examination
9  

Organizational Culture, Structure & Design: Building Blocks of the Organization

  • What is an Organizational Culture?
  • Layers of Organizational Culture
  • Four Functions of Organizational Culture
  • The Organization: Three Types
  • Contingency Design
  • Differentiation Vs. Integration

 

Kinici William, Stepen Robbin, Harold koontz & Cyril O’Donnell, T,Hani Handoko, James A.F.Stoner, Sukanto  Keith Davis, John W. Newstrom
10  

 

 

 

 

 

Human Resource Management:

 

 

 

 

  • Human Resource Management:
  • Two Important HR Concepts
  • HR Planning
  • The Legal Requirements of Human Resource Management
  • Recruitment: How to Attract Qualified Employees
  • Selection: How to Choose the Best Person for the Job
  • Orientation
  • Training & Development
  • Performance Appraisals
  • 360-Degree Assessment
  • Employee Replacement
  • Sexual Harassment
11  

 

 

Organizational Change & Innovation

 

 

  • Two Types of Change: Reactive versus Proactive
  • Forces of Change
  • Forces for Change Outside and Inside the Organization
  • Areas Where Change is Needed: People Changes
  • The Degree to Which Employees Fear Change: From Least to Most Threatening
  • Lewin’s Change Model
  • Eight Steps for Leading Organizational Change
  • Organizational Development (OD)
  • Three Steps for Fostering Innovation

 

Kinici William, Stepen Robbin, Harold koontz & Cyril O’Donnell, T,Hani Handoko, James A.F.Stoner, Sukanto  Keith Davis, John W. Newstrom
12  

 

 

 

Managing Individual Differences & Behavior

 

 

 

  • Formal and Informal Aspects of an Organization
  • Organizational Behavior Values & Attitudes
  • The Big Five Personality Dimensions
  • What is Stress?
  • Five Sources of Stress
  • The Consequences of Stress
  • The Consequences of Stress (Cont.)
  • Reducing Stressors in the Organization

 

Kinici William, Stepen Robbin, Harold koontz & Cyril O’Donnell, T,Hani Handoko, James A.F.Stoner, Sukanto  Keith Davis, John W. Newstrom
13  

 

 

Motivating Employees: Achieving Superior Performance in the Workplace

 

 

 

  • Motivation
  • A Simple Model of Motivation
  • Maslow’s Hierarchy of Needs
  • Needs Theories: Herzberg
  • Hygiene and Motivating Factors
  • Herzberg’s Two-Factor Theory: Satisfaction versus Dissatisfaction
  • Needs Theories: McClelland
  • McClelland’s Three Needs
  • Process Perspectives: Vroom
  • Equity Theory: (Cont.)
  • Reinforcement Perspectives
  • Four Types of Reinforcement
  • Motivation Through Job Design
  • The Job Characteristics Model
  • The Job Characteristics Model
  • Popular Incentive Compensation Plans

 

Kinici William, Stepen Robbin, Harold koontz & Cyril O’Donnell, T,Hani Handoko, James A.F.Stoner, Sukanto  Keith Davis, John W. Newstrom
14  

 

 

 

Conflict

  • The Relationship Between Level of Conflict and Level of Performance
  •  Seven Causes of Conflict
  • Stimulating Constructive Conflict
  •  Why Teamwork Matters
  •  Four Purposes
  • Five Stages of Group Development
  • The Consideration in Building a Group into an Effective Team

 

Kinici William, Stepen Robbin, Harold koontz & Cyril O’Donnell, T,Hani Handoko, James A.F.Stoner, Sukanto  Keith Davis, John W. Newstrom
15  

 

Power, Influence & Leadership

 

  • Leadership
  • Managers Vs. Leaders
  • Five Sources of Power
  • Five Approaches to Leadership
  • The Leadership Grid Model
  • Hersey & Blanchard’s Situational Leadership Model
  • Full Range Leadership: From Laissez-Faire, Through Transactional, to Transformational
  • Level 5 Leadership
  • Six Secrets to Successful E-Leaders
Kinici William, Stepen Robbin, Harold koontz & Cyril O’Donnell, T,Hani Handoko, James A.F.Stoner, Sukanto  Keith Davis, John W. Newstrom
15   

 

 

 

Interpersonal & Organizational Communication

 

  • Comunication, the communication process
  • Communication Barriers
  • Nonverbal Communication
  • Toward Better Nonverbal Communication:
  • Communication Differences
  • Formal & informal communication
  • Communications Tools of Information Technology
  • Information Overload
  • Effective Listening, reading, writing and speaking
Kinici William, Stepen Robbin, Harold koontz & Cyril O’Donnell, T,Hani Handoko, James A.F.Stoner, Sukanto  Keith Davis, John W. Newstrom
16 Final examination

 

 

 

 

 

10. Grading Policy

  • Attendance                           (10%)
  • Assingment & Case Study (20%)
  • E-Learning Assingment     (10%)
  • Mid examination                  (30%)
  • Final examination               (40%)

 

2.         Reference : 

  • Harold koontz & Cyril O’Donnell, Management : Book of readings,McGraw- Hill,Inc,New York,
  • James A.F.Stoner, management, edisi kedua, Prentices/hall International, Inc,  Englewood Cliffs, New York, 1982.
  • Keith Davis, John W. Newstrom, Perilaku Organisasi, Terjemahan Oleh Agus Dharma,SH,M,Ed.PT.Gelora Aksara Pratama, Jakarta, 2003
  • WilliaM, Kenici, Fundamental Of Management, – Hill,Inc,New York, 2006
  • Sthepen Robbin, David A. Decenzo, Fundamental Of management,  Prentice – Hall, Inc, New York, 2004

 

 

 

This entry was posted in EKONOMI, MANAJEMEN, ORGANISASI, SAP and tagged , . Bookmark the permalink.

Leave a Reply

Your email address will not be published. Required fields are marked *

You may use these HTML tags and attributes: <a href="" title=""> <abbr title=""> <acronym title=""> <b> <blockquote cite=""> <cite> <code> <del datetime=""> <em> <i> <q cite=""> <strike> <strong>