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MODERN MANAGEMENT 
THEORIES 
THE LATEST OF EVOLUTION
Theories and approaches to explain 
management in modern era 
2
By: 
Haniiful Wahib Su’ud (13210039) 
Bimadanta Prakosa (13210060) 
Iqbal Novramadani (13210063) 
Angga Pratama Putra (13210072) 
3
Definition 
Modern : 
Relating to the present or recent times. 
Characterized by or using the most up-to-date techniques, equipment, etc. 
Management : 
The process of managing: administer and regulate (resources under one’s 
control). 
Theory (pl. Theories) : 
1. A supposition or a system of ideas intended to explain something, 
especially one based on general principles independent of the thing to be 
explained. 
2. A set of principles on which an activity is based. 
(Oxford Dictionary) 
4
Modern Management Theories 
1. System Approach ....................................................................................... 
2. Quantitative Approach ................................................................................ 
3. Total Quality Management Approach ........................................................ 
4. Learning Organization Approach ............................................................... 
5. Team Building Theory ............................................................................... 
6. Chaos Theory ............................................................................................ 
7. Open System Theory ................................................................................ 
8. Contingency Theory/Approach .................................................................. 
5
System Approach 
• An organization is a system consisting four subsystems namely 
task, structure, people, and environment. 
• The subsystems are interconnected and interdependent one 
another. Maintaining the balance. 
• An organization is an open adaptive system which 
continuously interacts with its environment. 
• Management regulates and modifies the system to optimize 
performance. 
• An organization is more than just the aggregate of various 
parts. This is called ‘synergy’. Focus on the system. 
Modern Management Theories 6
Quantitative Approach 
• Management = decision-making. Organization = decision-making unit. 
• Organizational efficiency depends upon the quality of managerial 
decisions. 
• A problem is expressed in the form of a quantitative or mathematical 
model. 
• The different variables in management can be quantified and expressed in 
the form of an equation. 
Modern Management Theories 7
Total Quality Management Approach 
“..by adopting appropriate principles of management, organizations can 
increase quality and simultaneously reduce costs (by reducing waste, 
rework, staff attrition and litigation while increasing customer loyalty). 
The key is to practice continual improvement and think of 
manufacturing as a system, not as bits and pieces.“ – 
Dr. W. Edwards Deming 
Modern Management Theories 8
Total Quality Management Approach 
a) When people and organizations focus primarily on quality, 
defined by following ratio: 
quality tends to increase and costs fall over time 
b) However, when people and organizations focus primarily on 
costs, costs tend to rise and quality declines over time 
Modern Management Theories 9
Total Quality Management Approach 
• Japan (1950-1960) 
• US Navy (1985) 
• US Navy (1985) 
Modern Management Theories 10
Plan-Do-Check-Act 
Modern Management Theories 11
Quality Award 
• Malcolm Bridge National Quality Award 
• European Quality Award, Australian Quality Award, Canadian 
Quality Award, Deming Prize,etc 
Modern Management Theories 12
Total Quality 
Management 
ISO 9000, 
Six Sigma, 
Lean Manufacturing 
Modern Management Theories 13
Learning Organization Approach 
“…..'learning organizations' are those organizations where people continually 
expand their capacity to create the results they truly desire, where new and 
expansive patterns of thinking are nurtured, where collective aspiration is set 
free, and where people are continually learning to see the whole together.“ 
– Dr. Peter M. Senge 
Modern Management Theories 14
Learning Organization & Knowledge Management 
• Knowledge management is the process of using intellectual 
capital for competitive advantage 
• Portfolio of intellectual assets include: 
– Patents 
– Intellectual property rights 
– Trade secrets 
– Accumulated knowledge of the entire workforce 
Modern Management Theories 15
The Fifth Discipline 
Modern Management Theories 16
Learning Organization Approach 
System thinking 
(Systems Approach) 
Building a 
Learning 
Organization 
Personal mastery 
(Theory Z/Behavioral) 
Team Learning 
Shared Vision 
(Chaordic Organization) 
Challenging of 
Mental models 
(Classical/Management 
science) 
(Theory Z/Behavioral) 
Modern Management Theories 17
Team Building Theory 
A team is a small group of people with complementary skills, who 
work actively together to achieve a common purpose for which 
they hold themselves collectively accountable (Adair, 1986) 
A team is a workgroup or unit with a common purpose through 
which members develop mutual relationships for the 
achievement of goals/tasks. Teamwork, then, implies cooperative 
and coordinated effort by individuals working together in the 
interests of their common cause. It requires the sharing of talent 
and leadership, the playing of multiple roles (Harris , 1986) 
18 
What is a Team? 
Modern Management Theories
Characteristic of a Team 
Team Building Theory 
(i) It is a group that has a job to do, whether as paid participants 
or as volunteers. 
(ii) It is a group that achieves cohesiveness 
(iii) It is a group with a common objective, whose members are 
very clear about working toward one purpose. 
(iv) It is a group whose members are interdependence. 
19 
Modern Management Theories
What is Team Building? 
Team Building Theory 
According to Cleland (1996), team building is the process of 
forming, growing, and improving the knowledge, skills and 
attitudes of individuals with different needs, backgrounds, and 
abilities into an integrated, high-performance team. 
20 
Modern Management Theories
Types of Team Building Theory 
1. Beldin’s Team Role Theory 
2. Isabel Briggs-Myers’ MBTI Theory 
3. Jung’s ColourWorks Theory 
4. Douglas McGregor X and Y Theory 
5. Abraham Maslow Hierarchy of Needs Theory 
6. Tajfel, Social Identity Theory 
7. John Adair Leadership Theory 
8. Tuckman’s Theory of Group Development 
Team Building Theory 
21 
Modern Management Theories
Team Building Theory 
22 
Belbin’s Nine Team Roles 
Modern Management Theories
Myers-Brigss Type Indicator (MBTI) 
Team Building Theory 
23 
Essentially within the MBTI, there are 16 types and a survey will 
tell individuals which type they are most like. 
Four dichotomies 
– Extrovert / Introvert (E/I) 
– Sensation / Intuition (S/N) 
– Thinking / Feeling (T/F) 
– Judging / Perceiving (J/P) 
Modern Management Theories
Myers-Brigss Type Indicator (MBTI) 
Team Building Theory 
24 
Modern Management Theories
Colour Works Theory 
Team Building Theory 
25 
• The ColourWorks uses a psychological 
model of behaviours that helps teams 
to understand similarities and 
differences in order to become more 
effective. 
• How does it work? We are all made up 
of 4 distinct colour energies of 
behaviour, each of which has distinct 
characteristics. 
• Forming 72-type, based on 8 
Archetype: 
The Director, Motivator, Inspirer, 
Helper, Supporter, Co-Ordinator, 
Observer, Reformer 
Modern Management Theories
X and Y Theory 
Team Building Theory 
26 
• Leaders and managers who hold Theory X assumptions 
believe that employees are inherently lazy and lack ambition. 
– A negative perspective on human behavior. 
• Leaders and managers who hold Theory Y assumptions 
believe that most employees do not dislike work and want to 
make useful contributions to the organization. 
– A positive perspective on human behavior. 
Modern Management Theories
Maslow’s Hierarchy of Needs 
Team Building Theory 
27 
Modern Management Theories
Social Identity Theory 
Team Building Theory 
28 
• Social identity theory was developed by Henri Tajfel and John 
Turner in 1979. 
Modern Management Theories
Social Identity Process 
Team Building Theory 
29 
1. Categorization: we categorize object in order to understand 
them and identify them. Similarly, we categorize people 
(including ourselves) in order to understand the social 
environment. We use social categories like Black, White, 
Christian, Muslim, Student, Bus drivers because they are 
useful. 
 So if we can assign people to a category then that tells us 
things about those people. 
 Similarly we can find out things about ourselves by knowing 
what categories we belong to. 
 The norms of groups also tell us about appropriate behaviours 
of individuals in the group. 
Modern Management Theories
Social Identity Process 
Team Building Theory 
30 
2. Social identification: We adopt the identity of the group we 
have categorized ourselves as belonging to. 
 For example if you have categorized yourself as a student, the 
chances are, you will adopt the identity of a student and 
belonging to act in the ways you believe students act (and 
conform to the norms of the group). 
 There will be an emotional significance to your identification 
with a group, and yourself esteem will become bound up with 
group membership. 
Modern Management Theories
Social Identity Process 
Team Building Theory 
31 
3. Social comparison: Once we have categorized ourselves as 
part of a group and have identified with that group, we then 
tend to compare that group with other groups. 
 If our self-esteem is to be maintained our group needs to 
compare favourably with other groups. 
 If two groups have identify themselves as rivals they are 
forced to compete in order for the members to maintain their 
self-esteem. 
Modern Management Theories
Team Building Theory 
John Adair’s Action-Centered Leadership 
32 
Adair approached leadership from a 
more practical and simple angle; by 
describing what leaders have to do and 
the actions they need to take. 
John Adair's Action-Centred Leadership 
model is represented by Adair's 'three 
circles' diagram, which illustrates 
Adair's three core management 
responsibilities. 
Modern Management Theories
Team Building Theory 
Tuckman’s Theory of Team Development 
33 
Bruce Tuckman first published this model of team development 
in 1965. It is effectively a theory of how teams develop from the 
very start of a project to the end. It describes four main stages, 
although he added a fifth stage (adjourning) later in his career. 
Modern Management Theories
Team Building Theory 
Tuckman’s Theory of Team Development 
34 
Modern Management Theories
Chaos Theory 
• First stated by Edward Lorentz in 1960s. 
• Introduced by James A. Yorke and his partners as a new 
paradigm in 1975 (Yorke, 1975) 
• Dr. Kellert (1993) defines Chaos Theory as a qualitative study 
of unstable aperiodic behavior in deterministic nonlinear 
dynamical systems (p.2). 
Modern Management Theories 35
Chaos Theory 
Chaos theory wasn't "first published' - like most theories it 
evolved over time - however this is an exact statement: 
"sensitive dependence on initial conditions" 
This is the statement they used before the term "chaos theory" 
came into popular speech. 
It means that systems can be greatly affected by tiny changes in 
initial conditions, that would have normally been thought of as 
so small they could be neglected. 
Modern Management Theories 36
Chaos Theory 
Chaos theory is a promising framework that 
accounts for the dynamic evolution of industries 
and the complex interactions among industry 
actors. By conceptualizing industries as chaotic 
systems, a number of managerial implications 
can be developed. Long-term forecasting is 
almost impossible for chaotic systems, and 
dramatic change can occur unexpectedly; as a 
result, flexibility and adaptiveness are essential 
for organizations to survive. Nevertheless, chaotic 
systems exhibit a degree of order, enabling short-term forecasting to be 
undertaken and underlying patterns can be discerned. 
Modern Management Theories 37
Open System Theory 
System 
Input 
Environtment: 
Goal 
Output 
Feedback 
Modern Management Theories 38
Open System Diagram 
Modern Management Theories 39
Notable Persons 
• Daniel Katz, 
• Robert L. Khan, 
• Richard A. Johnson. 
Modern Management Theories 40
Contingency Theory/Approach 
Technology 
Government Economy 
Culture SYSTEM 
Geography 
Demography 
Modern Management Theories 41
Notable Persons 
• G.M. Stalker 
• Tom Burns 
• Joan Woodward 
• Paul R. Lawrence 
• L.W. Lorsch. 
Theory Developed 
• Organic Organization 
Modern Management Theories 42
Conclusion 
System Approach, Quantitative Approach, Total Quality Management 
Approach, Learning Organization Approach, Team Building Theory, Chaos 
Theory, Contingency Theory/Approach, Open System Theory are included 
into modern management theories because these theories were developed 
in late 20th century (after 1950) and haven’t found yet in the classical and 
neo-classical era. 
43
Conclusion 
Strength: 
• The organization can survive many different situation 
• The organization will be more adaptive to change by predictions 
• Continuous Improvement 
• Solve complex and detail problem 
Weakness: 
• Hard to understand 
• Need advance math and modelling 
44
References 
• Gomez-Meija dan Balkin, Management, McGraw Hill, New York, 2002. 
• Schermerhorn, Management, John Wiley & Sons, USA, 2010 
• A Comparative Analysis of National and Regional Quality Awards, Robert 
Vokurkas et.al. 
• The Fifth Discipline, Peter Michael Senge, 
• http://www.slideshare.net/Gambari/perspective-of-civil-service-on-team-building 
• http://www.faculty.umb.edu/david_levy/smj94.pdf 
• http://en.wikipedia.org/wiki/Chaos_theory 
45
References 
• Dr.M. Thenmozhi, EVOLUTION OF MANAGEMENT THEORY 
• http://managementlearningcenter.blogspot.com/2012/09/modern-management- 
theory-in-principle.html 
http://www.healthknowledge.org.uk/public-health-textbook/organisation-management/ 
5c-management-change/basic-management-models 
http://www.referenceforbusiness.com/management/Comp- 
De/Contingency-Approach-to-Management.html 
46
Question and Answer Session

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Modern Management Theories

  • 1. MODERN MANAGEMENT THEORIES THE LATEST OF EVOLUTION
  • 2. Theories and approaches to explain management in modern era 2
  • 3. By: Haniiful Wahib Su’ud (13210039) Bimadanta Prakosa (13210060) Iqbal Novramadani (13210063) Angga Pratama Putra (13210072) 3
  • 4. Definition Modern : Relating to the present or recent times. Characterized by or using the most up-to-date techniques, equipment, etc. Management : The process of managing: administer and regulate (resources under one’s control). Theory (pl. Theories) : 1. A supposition or a system of ideas intended to explain something, especially one based on general principles independent of the thing to be explained. 2. A set of principles on which an activity is based. (Oxford Dictionary) 4
  • 5. Modern Management Theories 1. System Approach ....................................................................................... 2. Quantitative Approach ................................................................................ 3. Total Quality Management Approach ........................................................ 4. Learning Organization Approach ............................................................... 5. Team Building Theory ............................................................................... 6. Chaos Theory ............................................................................................ 7. Open System Theory ................................................................................ 8. Contingency Theory/Approach .................................................................. 5
  • 6. System Approach • An organization is a system consisting four subsystems namely task, structure, people, and environment. • The subsystems are interconnected and interdependent one another. Maintaining the balance. • An organization is an open adaptive system which continuously interacts with its environment. • Management regulates and modifies the system to optimize performance. • An organization is more than just the aggregate of various parts. This is called ‘synergy’. Focus on the system. Modern Management Theories 6
  • 7. Quantitative Approach • Management = decision-making. Organization = decision-making unit. • Organizational efficiency depends upon the quality of managerial decisions. • A problem is expressed in the form of a quantitative or mathematical model. • The different variables in management can be quantified and expressed in the form of an equation. Modern Management Theories 7
  • 8. Total Quality Management Approach “..by adopting appropriate principles of management, organizations can increase quality and simultaneously reduce costs (by reducing waste, rework, staff attrition and litigation while increasing customer loyalty). The key is to practice continual improvement and think of manufacturing as a system, not as bits and pieces.“ – Dr. W. Edwards Deming Modern Management Theories 8
  • 9. Total Quality Management Approach a) When people and organizations focus primarily on quality, defined by following ratio: quality tends to increase and costs fall over time b) However, when people and organizations focus primarily on costs, costs tend to rise and quality declines over time Modern Management Theories 9
  • 10. Total Quality Management Approach • Japan (1950-1960) • US Navy (1985) • US Navy (1985) Modern Management Theories 10
  • 12. Quality Award • Malcolm Bridge National Quality Award • European Quality Award, Australian Quality Award, Canadian Quality Award, Deming Prize,etc Modern Management Theories 12
  • 13. Total Quality Management ISO 9000, Six Sigma, Lean Manufacturing Modern Management Theories 13
  • 14. Learning Organization Approach “…..'learning organizations' are those organizations where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning to see the whole together.“ – Dr. Peter M. Senge Modern Management Theories 14
  • 15. Learning Organization & Knowledge Management • Knowledge management is the process of using intellectual capital for competitive advantage • Portfolio of intellectual assets include: – Patents – Intellectual property rights – Trade secrets – Accumulated knowledge of the entire workforce Modern Management Theories 15
  • 16. The Fifth Discipline Modern Management Theories 16
  • 17. Learning Organization Approach System thinking (Systems Approach) Building a Learning Organization Personal mastery (Theory Z/Behavioral) Team Learning Shared Vision (Chaordic Organization) Challenging of Mental models (Classical/Management science) (Theory Z/Behavioral) Modern Management Theories 17
  • 18. Team Building Theory A team is a small group of people with complementary skills, who work actively together to achieve a common purpose for which they hold themselves collectively accountable (Adair, 1986) A team is a workgroup or unit with a common purpose through which members develop mutual relationships for the achievement of goals/tasks. Teamwork, then, implies cooperative and coordinated effort by individuals working together in the interests of their common cause. It requires the sharing of talent and leadership, the playing of multiple roles (Harris , 1986) 18 What is a Team? Modern Management Theories
  • 19. Characteristic of a Team Team Building Theory (i) It is a group that has a job to do, whether as paid participants or as volunteers. (ii) It is a group that achieves cohesiveness (iii) It is a group with a common objective, whose members are very clear about working toward one purpose. (iv) It is a group whose members are interdependence. 19 Modern Management Theories
  • 20. What is Team Building? Team Building Theory According to Cleland (1996), team building is the process of forming, growing, and improving the knowledge, skills and attitudes of individuals with different needs, backgrounds, and abilities into an integrated, high-performance team. 20 Modern Management Theories
  • 21. Types of Team Building Theory 1. Beldin’s Team Role Theory 2. Isabel Briggs-Myers’ MBTI Theory 3. Jung’s ColourWorks Theory 4. Douglas McGregor X and Y Theory 5. Abraham Maslow Hierarchy of Needs Theory 6. Tajfel, Social Identity Theory 7. John Adair Leadership Theory 8. Tuckman’s Theory of Group Development Team Building Theory 21 Modern Management Theories
  • 22. Team Building Theory 22 Belbin’s Nine Team Roles Modern Management Theories
  • 23. Myers-Brigss Type Indicator (MBTI) Team Building Theory 23 Essentially within the MBTI, there are 16 types and a survey will tell individuals which type they are most like. Four dichotomies – Extrovert / Introvert (E/I) – Sensation / Intuition (S/N) – Thinking / Feeling (T/F) – Judging / Perceiving (J/P) Modern Management Theories
  • 24. Myers-Brigss Type Indicator (MBTI) Team Building Theory 24 Modern Management Theories
  • 25. Colour Works Theory Team Building Theory 25 • The ColourWorks uses a psychological model of behaviours that helps teams to understand similarities and differences in order to become more effective. • How does it work? We are all made up of 4 distinct colour energies of behaviour, each of which has distinct characteristics. • Forming 72-type, based on 8 Archetype: The Director, Motivator, Inspirer, Helper, Supporter, Co-Ordinator, Observer, Reformer Modern Management Theories
  • 26. X and Y Theory Team Building Theory 26 • Leaders and managers who hold Theory X assumptions believe that employees are inherently lazy and lack ambition. – A negative perspective on human behavior. • Leaders and managers who hold Theory Y assumptions believe that most employees do not dislike work and want to make useful contributions to the organization. – A positive perspective on human behavior. Modern Management Theories
  • 27. Maslow’s Hierarchy of Needs Team Building Theory 27 Modern Management Theories
  • 28. Social Identity Theory Team Building Theory 28 • Social identity theory was developed by Henri Tajfel and John Turner in 1979. Modern Management Theories
  • 29. Social Identity Process Team Building Theory 29 1. Categorization: we categorize object in order to understand them and identify them. Similarly, we categorize people (including ourselves) in order to understand the social environment. We use social categories like Black, White, Christian, Muslim, Student, Bus drivers because they are useful.  So if we can assign people to a category then that tells us things about those people.  Similarly we can find out things about ourselves by knowing what categories we belong to.  The norms of groups also tell us about appropriate behaviours of individuals in the group. Modern Management Theories
  • 30. Social Identity Process Team Building Theory 30 2. Social identification: We adopt the identity of the group we have categorized ourselves as belonging to.  For example if you have categorized yourself as a student, the chances are, you will adopt the identity of a student and belonging to act in the ways you believe students act (and conform to the norms of the group).  There will be an emotional significance to your identification with a group, and yourself esteem will become bound up with group membership. Modern Management Theories
  • 31. Social Identity Process Team Building Theory 31 3. Social comparison: Once we have categorized ourselves as part of a group and have identified with that group, we then tend to compare that group with other groups.  If our self-esteem is to be maintained our group needs to compare favourably with other groups.  If two groups have identify themselves as rivals they are forced to compete in order for the members to maintain their self-esteem. Modern Management Theories
  • 32. Team Building Theory John Adair’s Action-Centered Leadership 32 Adair approached leadership from a more practical and simple angle; by describing what leaders have to do and the actions they need to take. John Adair's Action-Centred Leadership model is represented by Adair's 'three circles' diagram, which illustrates Adair's three core management responsibilities. Modern Management Theories
  • 33. Team Building Theory Tuckman’s Theory of Team Development 33 Bruce Tuckman first published this model of team development in 1965. It is effectively a theory of how teams develop from the very start of a project to the end. It describes four main stages, although he added a fifth stage (adjourning) later in his career. Modern Management Theories
  • 34. Team Building Theory Tuckman’s Theory of Team Development 34 Modern Management Theories
  • 35. Chaos Theory • First stated by Edward Lorentz in 1960s. • Introduced by James A. Yorke and his partners as a new paradigm in 1975 (Yorke, 1975) • Dr. Kellert (1993) defines Chaos Theory as a qualitative study of unstable aperiodic behavior in deterministic nonlinear dynamical systems (p.2). Modern Management Theories 35
  • 36. Chaos Theory Chaos theory wasn't "first published' - like most theories it evolved over time - however this is an exact statement: "sensitive dependence on initial conditions" This is the statement they used before the term "chaos theory" came into popular speech. It means that systems can be greatly affected by tiny changes in initial conditions, that would have normally been thought of as so small they could be neglected. Modern Management Theories 36
  • 37. Chaos Theory Chaos theory is a promising framework that accounts for the dynamic evolution of industries and the complex interactions among industry actors. By conceptualizing industries as chaotic systems, a number of managerial implications can be developed. Long-term forecasting is almost impossible for chaotic systems, and dramatic change can occur unexpectedly; as a result, flexibility and adaptiveness are essential for organizations to survive. Nevertheless, chaotic systems exhibit a degree of order, enabling short-term forecasting to be undertaken and underlying patterns can be discerned. Modern Management Theories 37
  • 38. Open System Theory System Input Environtment: Goal Output Feedback Modern Management Theories 38
  • 39. Open System Diagram Modern Management Theories 39
  • 40. Notable Persons • Daniel Katz, • Robert L. Khan, • Richard A. Johnson. Modern Management Theories 40
  • 41. Contingency Theory/Approach Technology Government Economy Culture SYSTEM Geography Demography Modern Management Theories 41
  • 42. Notable Persons • G.M. Stalker • Tom Burns • Joan Woodward • Paul R. Lawrence • L.W. Lorsch. Theory Developed • Organic Organization Modern Management Theories 42
  • 43. Conclusion System Approach, Quantitative Approach, Total Quality Management Approach, Learning Organization Approach, Team Building Theory, Chaos Theory, Contingency Theory/Approach, Open System Theory are included into modern management theories because these theories were developed in late 20th century (after 1950) and haven’t found yet in the classical and neo-classical era. 43
  • 44. Conclusion Strength: • The organization can survive many different situation • The organization will be more adaptive to change by predictions • Continuous Improvement • Solve complex and detail problem Weakness: • Hard to understand • Need advance math and modelling 44
  • 45. References • Gomez-Meija dan Balkin, Management, McGraw Hill, New York, 2002. • Schermerhorn, Management, John Wiley & Sons, USA, 2010 • A Comparative Analysis of National and Regional Quality Awards, Robert Vokurkas et.al. • The Fifth Discipline, Peter Michael Senge, • http://www.slideshare.net/Gambari/perspective-of-civil-service-on-team-building • http://www.faculty.umb.edu/david_levy/smj94.pdf • http://en.wikipedia.org/wiki/Chaos_theory 45
  • 46. References • Dr.M. Thenmozhi, EVOLUTION OF MANAGEMENT THEORY • http://managementlearningcenter.blogspot.com/2012/09/modern-management- theory-in-principle.html http://www.healthknowledge.org.uk/public-health-textbook/organisation-management/ 5c-management-change/basic-management-models http://www.referenceforbusiness.com/management/Comp- De/Contingency-Approach-to-Management.html 46

Editor's Notes

  1. Administer: to manage and organize Regulate: control by means of rules and regulation KBBI : Modern: terbaru atau mutakhir Manajemen: penggunaan sumber daya secara efektif untuk mencapai sasaran Teori: pendapat yang didasarkan pada penelitian dan penemuan, didukung oleh data dan argumentasi Teori manajemen modern adalah sekumpulan pendapat terbaru dan mutakhir yang didasarkan penelitian dan penemuan, didukung oleh data dan argumentasi untuk menjelaskan proses pengaturan dan penggunaan sumber daya secara efektif untuk mencapai sasaran.
  2. Administer: to manage and organize Regulate: control by means of rules and regulation
  3. Administer: to manage and organize Regulate: control by means of rules and regulation
  4. Administer: to manage and organize Regulate: control by means of rules and regulation
  5. Administer: to manage and organize Regulate: control by means of rules and regulation
  6. Administer: to manage and organize Regulate: control by means of rules and regulation
  7. Administer: to manage and organize Regulate: control by means of rules and regulation
  8. Administer: to manage and organize Regulate: control by means of rules and regulation
  9. Administer: to manage and organize Regulate: control by means of rules and regulation
  10. Administer: to manage and organize Regulate: control by means of rules and regulation
  11. Administer: to manage and organize Regulate: control by means of rules and regulation
  12. Administer: to manage and organize Regulate: control by means of rules and regulation
  13. Administer: to manage and organize Regulate: control by means of rules and regulation
  14. Administer: to manage and organize Regulate: control by means of rules and regulation
  15. Administer: to manage and organize Regulate: control by means of rules and regulation
  16. Administer: to manage and organize Regulate: control by means of rules and regulation
  17. According to Maslow’s theory, if such needs are not satisfied then one’s motivation will arise from the quest to satisfy them. Higher needs such as social needs and esteem are not felt until one has met the needs of basic to one’s bodily functioning.
  18. Administer: to manage and organize Regulate: control by means of rules and regulation
  19. So if we can assign people to a category then that tells us things about those people
  20. For example if you have categorized yourself as a student, the chances are, you will adopt the identity of a student and belonging to act in the ways you believe students act (and conform to the norms of the group).
  21. If our self-esteem is to be maintained our group needs to compare favourably with other groups.
  22. (a) The task needs a team because one person alone cannot accomplish it. (b) If the team needs are not met the task will suffer and the individuals will not be satisfied. (c) If the individual needs are not met the team will suffer and performance of the task will be impaired.
  23. Administer: to manage and organize Regulate: control by means of rules and regulation
  24. Forming : Members join and begin the process of defining the group’s purpose, structure, and leadership. Storming : Intragroup conflict occurs as individuals resist control by the group and disagree over leadership. Norming : Close relationships develop as the group becomes cohesive and establishes its norms for acceptable behavior. Performing : A fully functional group structure allows the group to focus on performing the task at hand. Adjourning : This is when the project is complete and the team is ready to disburse.
  25. Administer: to manage and organize Regulate: control by means of rules and regulation
  26. Administer: to manage and organize Regulate: control by means of rules and regulation
  27. Administer: to manage and organize Regulate: control by means of rules and regulation
  28. Sistem terbuka, dan dipengaruhi berbagai elemen lingkungan sebagai input Orientasi Goal...
  29. SYSTEM APPROACH • The system approach to management views the organizations as a unified, purposeful system composed of integral parts. • This approach gives managers A way of looking at the organization as a hole and as a part of the larger external environment. • Systems theory tells us that the activity of any segment of an organization affects ,in varying degree the activity of every other segment. • Production managers in a manufacturing plant,for example ,prefer long uninterrupted production runs of standardized products in order to maintain maximum efficiency and low costs. • Marketing managers on the other hand who want to offer customers quick delivery of a wide range of products would like a flexible manufacturing schedule that can fill special order on short notice. • Systems oriented production managers make scheduling decisions only after they have identified the impact of these decisions on other department and on the entire organization. • The point of system approach is that managers cannot wholly with in the traditional organization chart. • They must mesh their department with the whole enterprise. • To do that they have to communicate not only with other employees and departments, but frequently with representative of other organization as well. • Clearly ,systems managers grasp the importance of the webs of business relationship to their efforts. Management Science I Prof. M.Thenmozhi Indian Institute of Technology Madras
  30. SYSTEM APPROACH • The system approach to management views the organizations as a unified, purposeful system composed of integral parts. • This approach gives managers A way of looking at the organization as a hole and as a part of the larger external environment. • Systems theory tells us that the activity of any segment of an organization affects ,in varying degree the activity of every other segment. • Production managers in a manufacturing plant,for example ,prefer long uninterrupted production runs of standardized products in order to maintain maximum efficiency and low costs. • Marketing managers on the other hand who want to offer customers quick delivery of a wide range of products would like a flexible manufacturing schedule that can fill special order on short notice. • Systems oriented production managers make scheduling decisions only after they have identified the impact of these decisions on other department and on the entire organization. • The point of system approach is that managers cannot wholly with in the traditional organization chart. • They must mesh their department with the whole enterprise. • To do that they have to communicate not only with other employees and departments, but frequently with representative of other organization as well. • Clearly ,systems managers grasp the importance of the webs of business relationship to their efforts. Management Science I Prof. M.Thenmozhi Indian Institute of Technology Madras
  31. Administer: to manage and organize Regulate: control by means of rules and regulation
  32. Administer: to manage and organize Regulate: control by means of rules and regulation
  33. Administer: to manage and organize Regulate: control by means of rules and regulation
  34. Administer: to manage and organize Regulate: control by means of rules and regulation
  35. Administer: to manage and organize Regulate: control by means of rules and regulation
  36. Administer: to manage and organize Regulate: control by means of rules and regulation