Average managers play checkers, while great managers play chess. The difference? In checkers, all the pieces are uniform and move in the same way; they are interchangeable. You need to plan and coordinate their movements, certainly, but they all move at the same pace, on parallel paths. In chess, each type of piece moves in a different way, and you can’t play if you don’t know how each piece moves. More important, you won’t win if you don’t think carefully about how you move the pieces.
This document provides an overview of profiling and talent management. It discusses defining talent acquisition and differentiating the sourcing and selection processes. It also covers articulating a business case for effective talent management, outlining the seven steps in a common talent acquisition process, and conducting job-fit and organization-fit analyses to develop selection criteria and methods. The document then explores developing behavior-based and situation-based interview questions, designing evaluation processes, understanding legal responsibilities, and highlighting onboarding strategies.
“Appreciate everything your associates do for the business. Nothing else can quite substitute for a few well-chosen, well-timed, sincere words of praise. They’re absolutely free and worth a fortune.”
Sam Walton
Seta A. Wicaksana is an expert in organizational psychology and human resources in Indonesia. She has extensive experience as a consultant, author, trainer, and researcher. Some of her roles include being a senior advisor for BPJS Ketenagakerjaan, founder and director of Humanika Consulting, author of the book "SOBAT", and developing psychological assessment tools. She is pursuing her doctorate in human resources at the University of Pancasila. The future of HR will involve embracing technology and analytics, understanding how companies succeed, and staying focused on people as workforces change globally. Future I-O psychologists can help organizations by understanding contexts, assessing talent needs, interpreting results, and developing learning ecosystems.
Pengembangan Alat Ukur di Assessment Center Seta Wicaksana
Seta A. Wicaksana is a managing director, lecturer, author, and organizational development expert based in Indonesia. She has experience managing consulting firms, serving on government committees, teaching at universities, and writing books. Her educational background includes degrees in psychology from the University of Indonesia and postgraduate study in economics and business. She specializes in competency assessment, talent management, and developing simulations for assessment centers.
Developing assessment center tools (case study)Seta Wicaksana
Basically, to lead without a title is to derive your power within the organisation not from your position but from your competence, effectiveness, relationships, excellence, innovation and ethics.
Future of HR Metrics as A Strategic Business PartnerSeta Wicaksana
This document discusses human resource (HR) metrics and measuring HR's impact and value to the business. It makes three key points:
1) HR metrics can be categorized into three levels - efficiency, effectiveness, and impact. Impact metrics measure HR's actual strategic contribution to business performance.
2) Most companies still rely too heavily on operational HR metrics and lack metrics that truly measure HR's impact on business outcomes.
3) Developing impact metrics requires starting with the business strategy and identifying how people strategies can help execute and achieve the strategic objectives.
To be a champion, I think you have to see the big picture. It's not about winning and losing; it's about every day hard work and about thriving on a challenge. It's about embracing the pain that you'll experience at the end of a race and not being afraid. I think people think too hard and get afraid of a certain challenge. Summer Sanders
In many organisations the habitual approach to workforce planning is just a short-term budget and headcount exercise. Attempting to be this granular and precise is not useful when looking longer term, especially when the environment is uncertain.’
Julia Howes, Principal, Mercer
This document provides an overview of profiling and talent management. It discusses defining talent acquisition and differentiating the sourcing and selection processes. It also covers articulating a business case for effective talent management, outlining the seven steps in a common talent acquisition process, and conducting job-fit and organization-fit analyses to develop selection criteria and methods. The document then explores developing behavior-based and situation-based interview questions, designing evaluation processes, understanding legal responsibilities, and highlighting onboarding strategies.
“Appreciate everything your associates do for the business. Nothing else can quite substitute for a few well-chosen, well-timed, sincere words of praise. They’re absolutely free and worth a fortune.”
Sam Walton
Seta A. Wicaksana is an expert in organizational psychology and human resources in Indonesia. She has extensive experience as a consultant, author, trainer, and researcher. Some of her roles include being a senior advisor for BPJS Ketenagakerjaan, founder and director of Humanika Consulting, author of the book "SOBAT", and developing psychological assessment tools. She is pursuing her doctorate in human resources at the University of Pancasila. The future of HR will involve embracing technology and analytics, understanding how companies succeed, and staying focused on people as workforces change globally. Future I-O psychologists can help organizations by understanding contexts, assessing talent needs, interpreting results, and developing learning ecosystems.
Pengembangan Alat Ukur di Assessment Center Seta Wicaksana
Seta A. Wicaksana is a managing director, lecturer, author, and organizational development expert based in Indonesia. She has experience managing consulting firms, serving on government committees, teaching at universities, and writing books. Her educational background includes degrees in psychology from the University of Indonesia and postgraduate study in economics and business. She specializes in competency assessment, talent management, and developing simulations for assessment centers.
Developing assessment center tools (case study)Seta Wicaksana
Basically, to lead without a title is to derive your power within the organisation not from your position but from your competence, effectiveness, relationships, excellence, innovation and ethics.
Future of HR Metrics as A Strategic Business PartnerSeta Wicaksana
This document discusses human resource (HR) metrics and measuring HR's impact and value to the business. It makes three key points:
1) HR metrics can be categorized into three levels - efficiency, effectiveness, and impact. Impact metrics measure HR's actual strategic contribution to business performance.
2) Most companies still rely too heavily on operational HR metrics and lack metrics that truly measure HR's impact on business outcomes.
3) Developing impact metrics requires starting with the business strategy and identifying how people strategies can help execute and achieve the strategic objectives.
To be a champion, I think you have to see the big picture. It's not about winning and losing; it's about every day hard work and about thriving on a challenge. It's about embracing the pain that you'll experience at the end of a race and not being afraid. I think people think too hard and get afraid of a certain challenge. Summer Sanders
In many organisations the habitual approach to workforce planning is just a short-term budget and headcount exercise. Attempting to be this granular and precise is not useful when looking longer term, especially when the environment is uncertain.’
Julia Howes, Principal, Mercer
In my career, there's many things I've won and many things I've achieved, but for me, my greatest achievement is my children and my family. It's about being a good father, a good husband, just being connected to family as much as possible.
Talent Development As A Journey: from Competencies to CapabilitiesSeta Wicaksana
Talent Development is a set of integrated organizational HR processes designed to attract, develop, motivate, and retain productive, engaged employees.
HR must become incredibly flexible to adapt to this dynamic landscape. Personalized learning delivered through mobile devices can help employees keep up with changing skill requirements. Further, tools to govern the remote workforce – without hampering engagement or productivity will be critical to the future of HR. And as we learn that the gig workforce is here to stay, HR will have to develop skills to manage this diverse workforce, learning additionally how to choose the best technology to handle such a workforce.
This document discusses talent agility and how to bridge the talent agility gap in organizations. It defines talent agility as an employee's ability to adapt efficiently to external changes. It notes that startups tend to have more agile talent while larger companies' workforces are less agile. It recommends assessing an organization's talent agility by questioning how talent is identified, developed, and exposed to new challenges. Finally, it suggests developing a career model, finding flexible talent, crowdsourcing labor, and conducting experiments to bridge the talent agility gap.
The document discusses training and developing human resources. It covers topics such as career planning from both organizational and individual perspectives, developing needs analyses through tools like assessments and succession planning, and various development approaches organizations can take including on-the-job training, coaching, and management development methods. The goal of development is to improve employees' abilities to handle complex work through judgment, decision-making, and communication.
"If there is one thing I have learned from working on Machine Learning problems in the People/HR space, it is this: define and structure your problem up front!"
Keith McNulty
Talent acquisition is the process of finding and acquiring skilled human labor for organizational needs and to meet any labor requirement. When used in the context of the recruiting and HR profession, talent acquisition usually refers to the talent acquisition department or team within the Human Resources department.
“People will have the greatest influence on productivity, excellence, and quality, but only if leaders can empower employees and give them more autonomy while maintaining effective accountability.”
~ The Coach: Creating Partnerships for a Competitive Edge
“Business people need to understand the psychology of risk more than the mathematics of risk.”
― Paul Gibbons, The Science of Successful Organizational Change: How Leaders Set Strategy, Change Behavior, and Create an Agile Culture
Competency traps are the mistaken beliefs that the factors that led to past success will also be associated with future success. Digital technologies are changing the competitive landscape — providing new ways of delivering value to customers and new service opportunities — and factors associated with past successes may not be associated with future success.
This document discusses the importance of commitment to change for successful organizational change. It defines commitment to change as a state of mind that binds a person to a course of action required for change implementation. Commitment to change is influenced by three components: affective commitment reflecting attachment to change goals, normative commitment reflecting a sense of obligation to support change, and continuance commitment reflecting fear of costs of resisting change. Building strong commitment requires recognizing that people, not organizations, commit to change, understanding how change relates to organizational vision, and periodically reinforcing relevance of change goals.
This document discusses organizational culture, socialization, and mentoring for talent development. It provides an overview of organizational culture, including that culture exists at both observable and underlying levels. It also discusses the socialization process that helps new employees learn an organization's culture and ways mentoring can help embed culture through developmental relationships. The document emphasizes that organizational culture, socialization, and mentoring are important for talent development and management.
Humanika Institute: Humanika Development ProgramSeta Wicaksana
The document outlines SOBAT Humanika Development Program, which aims to develop talent and leadership through various competency and skills-based programs. The key programs discussed include Leadership, Sales and Marketing, Organizational Development, Data Science, and Strategic R&D Management. Each program focuses on developing relevant competencies, skills, and knowledge through classroom learning, role plays, apprenticeships, coaching and mentoring. The overall goal is to accelerate learning and growth to build a better future through developing talent and leadership.
“To succeed in today’s complex business world, individuals, leaders and organizations must be adaptable, resilient and open to innovative thinking. And above all, they need one essential quality — ‘Learning Agility’.”
- Steve Newhall - Korn Ferry’s
(1) The document discusses the evolution of management approaches from classical, behavioral, and management science perspectives.
(2) It emphasizes the need for managers to integrate tools and principles from the different approaches to be successful.
(3) Key contributors and their principles are outlined, such as Taylor's scientific management, Weber's bureaucracy model, and Follett's focus on recognizing individual behavior in organizations.
This document provides an overview of management as a discipline, process, and career. It discusses several key concepts in management theory including:
1. Classical and behavioral approaches to management that focus on organizational structure and human behavior respectively.
2. The management functions of planning, organizing, leading, and controlling and how they are interrelated.
3. Influential early theorists like Taylor, Fayol, and Weber who contributed principles of scientific management and bureaucracy.
4. The goal of management education to teach students how to apply theory to solve challenges and make effective decisions.
In my career, there's many things I've won and many things I've achieved, but for me, my greatest achievement is my children and my family. It's about being a good father, a good husband, just being connected to family as much as possible.
Talent Development As A Journey: from Competencies to CapabilitiesSeta Wicaksana
Talent Development is a set of integrated organizational HR processes designed to attract, develop, motivate, and retain productive, engaged employees.
HR must become incredibly flexible to adapt to this dynamic landscape. Personalized learning delivered through mobile devices can help employees keep up with changing skill requirements. Further, tools to govern the remote workforce – without hampering engagement or productivity will be critical to the future of HR. And as we learn that the gig workforce is here to stay, HR will have to develop skills to manage this diverse workforce, learning additionally how to choose the best technology to handle such a workforce.
This document discusses talent agility and how to bridge the talent agility gap in organizations. It defines talent agility as an employee's ability to adapt efficiently to external changes. It notes that startups tend to have more agile talent while larger companies' workforces are less agile. It recommends assessing an organization's talent agility by questioning how talent is identified, developed, and exposed to new challenges. Finally, it suggests developing a career model, finding flexible talent, crowdsourcing labor, and conducting experiments to bridge the talent agility gap.
The document discusses training and developing human resources. It covers topics such as career planning from both organizational and individual perspectives, developing needs analyses through tools like assessments and succession planning, and various development approaches organizations can take including on-the-job training, coaching, and management development methods. The goal of development is to improve employees' abilities to handle complex work through judgment, decision-making, and communication.
"If there is one thing I have learned from working on Machine Learning problems in the People/HR space, it is this: define and structure your problem up front!"
Keith McNulty
Talent acquisition is the process of finding and acquiring skilled human labor for organizational needs and to meet any labor requirement. When used in the context of the recruiting and HR profession, talent acquisition usually refers to the talent acquisition department or team within the Human Resources department.
“People will have the greatest influence on productivity, excellence, and quality, but only if leaders can empower employees and give them more autonomy while maintaining effective accountability.”
~ The Coach: Creating Partnerships for a Competitive Edge
“Business people need to understand the psychology of risk more than the mathematics of risk.”
― Paul Gibbons, The Science of Successful Organizational Change: How Leaders Set Strategy, Change Behavior, and Create an Agile Culture
Competency traps are the mistaken beliefs that the factors that led to past success will also be associated with future success. Digital technologies are changing the competitive landscape — providing new ways of delivering value to customers and new service opportunities — and factors associated with past successes may not be associated with future success.
This document discusses the importance of commitment to change for successful organizational change. It defines commitment to change as a state of mind that binds a person to a course of action required for change implementation. Commitment to change is influenced by three components: affective commitment reflecting attachment to change goals, normative commitment reflecting a sense of obligation to support change, and continuance commitment reflecting fear of costs of resisting change. Building strong commitment requires recognizing that people, not organizations, commit to change, understanding how change relates to organizational vision, and periodically reinforcing relevance of change goals.
This document discusses organizational culture, socialization, and mentoring for talent development. It provides an overview of organizational culture, including that culture exists at both observable and underlying levels. It also discusses the socialization process that helps new employees learn an organization's culture and ways mentoring can help embed culture through developmental relationships. The document emphasizes that organizational culture, socialization, and mentoring are important for talent development and management.
Humanika Institute: Humanika Development ProgramSeta Wicaksana
The document outlines SOBAT Humanika Development Program, which aims to develop talent and leadership through various competency and skills-based programs. The key programs discussed include Leadership, Sales and Marketing, Organizational Development, Data Science, and Strategic R&D Management. Each program focuses on developing relevant competencies, skills, and knowledge through classroom learning, role plays, apprenticeships, coaching and mentoring. The overall goal is to accelerate learning and growth to build a better future through developing talent and leadership.
“To succeed in today’s complex business world, individuals, leaders and organizations must be adaptable, resilient and open to innovative thinking. And above all, they need one essential quality — ‘Learning Agility’.”
- Steve Newhall - Korn Ferry’s
(1) The document discusses the evolution of management approaches from classical, behavioral, and management science perspectives.
(2) It emphasizes the need for managers to integrate tools and principles from the different approaches to be successful.
(3) Key contributors and their principles are outlined, such as Taylor's scientific management, Weber's bureaucracy model, and Follett's focus on recognizing individual behavior in organizations.
This document provides an overview of management as a discipline, process, and career. It discusses several key concepts in management theory including:
1. Classical and behavioral approaches to management that focus on organizational structure and human behavior respectively.
2. The management functions of planning, organizing, leading, and controlling and how they are interrelated.
3. Influential early theorists like Taylor, Fayol, and Weber who contributed principles of scientific management and bureaucracy.
4. The goal of management education to teach students how to apply theory to solve challenges and make effective decisions.
Introduction to Management: Concept of Management, Importance & Nature of Management, Management as profession, professionalization of management in India.
Chapter 1 Meaning and Significance of Management.pdfjoydeepPaul48
This document provides an overview of management concepts including definitions of management, the roles and functions of managers, and classical management theories. It defines management as coordinating work through planning, organizing, leading and controlling to achieve organizational goals efficiently and effectively. Managers perform functions like planning, organizing, leading and controlling as well as roles such as interpersonal, informational, and decisional. Successful managers need technical, human and conceptual skills. Classical theories discussed include scientific management, which focused on efficiency, and Fayol's general management principles including division of work and unity of command.
The document discusses the classical view of management, which includes scientific management and bureaucratic management. It provides details on scientific management approaches developed by Frederick Taylor, including defining the optimal way to perform each job and increasing productivity. Bureaucratic management focuses on structuring the organization for better performance. The document also discusses the primary functions of management as planning, organizing, directing, and controlling (PODC) and the skills required by managers, such as conceptual skills, communication skills, and leadership skills.
This document discusses various aspects of management including definitions, functions, objectives, and scope. Management is defined as the process of planning, organizing, leading, and controlling organizational resources to achieve goals. The main functions of management are planning, organizing, staffing, directing, and controlling. Objectives of management include optimizing resources, increasing efficiency, maximizing profits, promoting personal development, maintaining quality, reducing risk, and identifying talent. The scope of management encompasses financial management, marketing management, human resource management, production management, and office management.
1. Management Thought and OB for class_e9e5e7207065ef2d126b5f4bec407fea.pptxStarAngel16
The Hawthorne studies conducted in the 1920s and 1930s investigated the impact of physical working conditions like illumination on worker productivity. The studies found that productivity increased with changes but later increased even more when conditions were returned to normal. This revealed that social and psychological factors like feelings of importance, belongingness and cooperation among workers positively impacted productivity more than physical conditions alone. The studies highlighted the importance of the human element in organizations.
This document provides an overview of basic management concepts and industrial organization. It discusses the definitions, functions, and levels of management. The five main functions of management are planning, organizing, staffing, leading, and controlling. Planning involves determining goals and methods for achieving them. Organizing is building an organizational structure to execute plans. Staffing involves selecting and developing personnel. Leading involves motivating employees to achieve goals. Controlling monitors performance to ensure goals are met. Management occurs at three levels - top management sets policies, middle management executes plans, and lower management oversees operations. An organizational structure determines how authority and communication flow within a company.
The document discusses the key concepts in management including management functions, levels of management, and managerial competencies. It describes the four main management functions as planning, organizing, leading, and controlling. There are typically three levels of management - top management who provide overall direction, middle management who implement plans, and first-line managers who directly oversee operations. Critical skills for managers include communication, planning, teamwork, strategic thinking, and self-management.
Principles of Business Administration-Introduction and Schools of ThoughtsDr Shijji
This document discusses various approaches and theories of management. It begins by describing management as creating an environment where people can work efficiently towards group goals. It then discusses management approaches such as contingency theory, which states that there is no single best way to manage and the approach depends on the situation. Quantitative management is also covered, which applies mathematical models and statistics to management. Other topics discussed include total quality management, lean management, and how information systems can improve management decision making. Management is defined as a process because it involves a series of interconnected functions needed to achieve organizational objectives.
The document discusses the concepts and functions of human resource management, including planning, organizing, leading, and controlling organizational resources to achieve goals. It describes the different levels of management from top to low-level managers and their roles. The roles and responsibilities of human resource professionals in establishing procedures, developing methods, and advising managers on human resource activities are also covered.
This document discusses organization and management of a business. It defines management as a process involving planning, organizing, staffing, directing, coordinating, and controlling resources to achieve objectives. Management can be viewed as a group performing functions or as a discipline combining science and art. The document outlines management principles and functions including planning, organizing, staffing, directing, coordinating, and controlling. It discusses objectives of management, characteristics of management, levels of management, and qualities and skills required of managers.
This document discusses the roles of supervisors in managing employee performance. It explores the differences between management and supervision, with supervision focusing more on overseeing employee productivity and progress. Key responsibilities of supervisors include conducting basic management tasks like planning and problem-solving, organizing departments, managing employee performance, and disciplining employees for development. Effective supervision requires setting clear performance goals, providing ongoing feedback, addressing performance issues promptly, and conducting formal performance reviews.
FUNDAMENTALS OF MANAGEMENT ON ACCOUNTING - IFM2.pptxcharichamakori
Management involves planning, organizing, staffing, directing and controlling organizational resources to achieve goals. It is a universal process that occurs at multiple levels within organizations. Top-level managers focus on long-term strategy, middle managers implement plans tactically, and front-line managers oversee daily operations. Effective management requires both a scientific approach using data and a creative art involving communication and problem-solving skills. It is a professional discipline involving specialized knowledge acquired through formal education and training.
This document provides an overview of the first module of a health system management diploma program. It includes 5 units that will be covered: leadership and management, organization of health services, human resource management, communication and networking, and commodity and supplies management. The learning outcomes are also outlined. The first topic within the leadership and management unit is an introduction to management, which defines management, discusses management concepts and theories, and explains the importance of studying management. It provides details on scientific management, administrative management theory, and the bureaucratic theory of management.
introduction to management for b.tech students CH-4.pdfyashchotaliyael21
This document provides an overview of management concepts including definitions of management, the nature of management, the difference between management and administration, and Henry Mintzberg's roles of managers. It also summarizes two schools of management thought - Scientific Management by Frederick Taylor and Henri Fayol's 14 Principles of Management. Scientific Management focused on applying scientific analysis to work processes while Fayol emphasized organizing and regulating internal organization activities to achieve managerial efficiency. The document defines key terms and concepts within the fields of management and administration.
The document discusses the principles of management, including defining management as the process of planning, organizing, leading, and controlling people and resources to meet organizational goals. It explains the primary functions of management and different types of managers, their roles, and how managing people well can provide advantages like a competitive edge through a stable, reliable workforce.
Management can be defined in several ways including as a discipline, group of people, and process. As a discipline, it refers to a field of study with defined concepts and principles. As a group of people, it includes personnel who perform managerial functions. As a process, it refers to the systematic method of handling management activities. Management involves planning, organizing, staffing, directing, coordinating, reporting and budgeting. It aims to achieve objectives efficiently and effectively through the efforts of other people. While it has elements of both a science and an art, management requires both technical skills and creative problem-solving abilities.
Presentation on Chapter 1 ( Nature and Significance of Management ) of Class 12 Business Studies.
Contents: Concept and Importance of Management, Nature of Management as Art, Science and Profession, Levels and Functions of Management, Concept and Importance of Coordination.
The document discusses the definitions, nature, and evolution of management thought. It defines management as both an art and a science according to different theorists. Management involves getting work done through others and includes planning, organizing, commanding, coordinating, and controlling. The theories and principles of management have developed over time through various schools of thought. The classical school focused on finding the most efficient ways to perform tasks in manufacturing. The behavioral school recognized the human element and that employees have needs that influence their work.
Similar to Managers - Understanding Management (Theory and Approaches) (20)
Memahami Organisasi dan Desain Organisasi-Organisasi Publik (Bagian 3)Seta Wicaksana
Hingga sekitar 20 tahun yang lalu, perusahaan mengalami desain ulang organisasi setiap beberapa tahun atau bahkan dekade.
Kebanyakan eksekutif puncak mungkin hanya memiliki pengalaman beberapa kali dalam karier mereka.
Namun, otomatisasi dan tekanan persaingan mulai mempercepat laju perubahan organisasi.
Dalam presentasi ini, kami mengeksplorasi model organisasi tradisional dan bagaimana model tersebut digunakan untuk menyelaraskan struktur dan operasi dengan strategi bisnis.
Kami akan menunjukkan bagaimana model tersebut masih dapat berfungsi sebagai alat diagnostik untuk memahami di mana berbagai faktor organisasi mungkin tidak seimbang.
Kemudian, kami akan menunjukkan bagaimana organisasi telah beralih dari model statis untuk diagnostik dan penyelarasan ke model fleksibel yang membantu organisasi beradaptasi terhadap perubahan yang dinamis dan berkelanjutan.
Bagian 1 Organizations and Organizations Theory
Bagian 2 From Strategy to Organization Design and Effectiveness
Bagian 3 Public Organization
Memahami Organisasi dan Desain Organisasi-from strategy (Bagian 2)Seta Wicaksana
Hingga sekitar 20 tahun yang lalu, perusahaan mengalami desain ulang organisasi setiap beberapa tahun atau bahkan dekade.
Kebanyakan eksekutif puncak mungkin hanya memiliki pengalaman beberapa kali dalam karier mereka.
Namun, otomatisasi dan tekanan persaingan mulai mempercepat laju perubahan organisasi.
Dalam presentasi ini, kami mengeksplorasi model organisasi tradisional dan bagaimana model tersebut digunakan untuk menyelaraskan struktur dan operasi dengan strategi bisnis.
Kami akan menunjukkan bagaimana model tersebut masih dapat berfungsi sebagai alat diagnostik untuk memahami di mana berbagai faktor organisasi mungkin tidak seimbang.
Kemudian, kami akan menunjukkan bagaimana organisasi telah beralih dari model statis untuk diagnostik dan penyelarasan ke model fleksibel yang membantu organisasi beradaptasi terhadap perubahan yang dinamis dan berkelanjutan.
Bagian 1 Organizations and Organizations Theory
Bagian 2 From Strategy to Organization Design and Effectiveness
Bagian 3 Public Organization
Memahami Organisasi dan Desain Organisasi-Pengantar (bagian 1)Seta Wicaksana
Hingga sekitar 20 tahun yang lalu, perusahaan mengalami desain ulang organisasi setiap beberapa tahun atau bahkan dekade.
Kebanyakan eksekutif puncak mungkin hanya memiliki pengalaman beberapa kali dalam karier mereka.
Namun, otomatisasi dan tekanan persaingan mulai mempercepat laju perubahan organisasi.
Dalam presentasi ini, kami mengeksplorasi model organisasi tradisional dan bagaimana model tersebut digunakan untuk menyelaraskan struktur dan operasi dengan strategi bisnis.
Kami akan menunjukkan bagaimana model tersebut masih dapat berfungsi sebagai alat diagnostik untuk memahami di mana berbagai faktor organisasi mungkin tidak seimbang.
Kemudian, kami akan menunjukkan bagaimana organisasi telah beralih dari model statis untuk diagnostik dan penyelarasan ke model fleksibel yang membantu organisasi beradaptasi terhadap perubahan yang dinamis dan berkelanjutan.
Materi dibagi menjadi 3 bagian, yaitu:
Bagian 1 Organizations and Organizations Theory
Bagian 2 From Strategy to Organization Design and Effectiveness
Bagian 3 Public Organization
Organizational Transformation Lead with CultureSeta Wicaksana
Transformation is even harder than we thought
“Only 22% of companies successfully carry out transformation. The failure rate was 78%.”
“Often the business value of digital transformation is not realized. One of the most common causes is an abundance of technology projects, not a true business culture transformation”
- Phil Le-Brun, Enterprise Strategist, AWS
Perspektif Psikologi dalam Perubahan OrganisasiSeta Wicaksana
“Perubahan organisasi merupakan suatu proses yang berkelanjutan dan dinamis. Perubahan tidak berhenti ketika sebuah inisiatif perubahan telah sukses diimplementasikan, tapi akan selalu terjadi perubahan karena lingkungan yang terus menerus berubah.” – Seta A. Wicaksana
“Perubahan hadir karena adanya ketidaksempurnaan, sedangkan ketidaksempurnaan itu adalah ruang untuk belajar, tumbuh dan berkembang, …
itulah yang Sempurna.” – Seta A. Wicaksana
Organizational Structure Running A Successful BusinessSeta Wicaksana
Every company needs an organizational structure—whether they realize it or not.
The organizational structure is how the company delegates roles, responsibilities, job functions, accountability, and decision-making authority.
The organizational structure often shows the “chain of command” and how information moves within the company.
Have an organizational structure that aligns with your company’s goals and objectives.
This article describes the various organizational structures, the benefits of creating one for your business, and specific elements that should be included.
Ten Organizational Design Models to align structure and operations to busines...Seta Wicaksana
Up until about 20 years ago, companies experienced organizational redesign every few years or even decades.
Most top executives would have the experience perhaps only a few times in their careers.
However, automation and competitive pressures had begun to accelerate the pace of organizational change.
In this presentation, we explore traditional organizational models and how they have been used to align structure and operations to business strategies.
We will show how those models can still operate as diagnostic tools to understand where various organizational factors can be out of balance.
Then, we will show how organizations have shifted from static models for diagnostics and alignment to flexible models that help organizations adapt to continuous, dynamic change.
Understanding Business Function and Business ProcessSeta Wicaksana
Enterprise Resource Planning (ERP) programs: Core software used by companies to coordinate information in every area of business
Help manage companywide business processes
Use common database and shared management reporting tools
Business process: Collection of activities that takes some input and creates an output that is of value to the customer
HC Company Profile 2024 Excellence JourneySeta Wicaksana
Humanika Consulting is an HRD and Management consultant brand under the auspices of PT Humanika Amanah Indonesia. As a brand, Humanika Consulting, which was established in 2004, started its career in developing human resources through training program activities using an outdoor activity (Outbound) approach. The Experiential Learning method is promoted in developing people through continuous change so that the S.O.B.A.T. (Semua Orang Bisa Hebat) becomes a platform in the change process, namely Start, Order, Breakthrough, Accelerate, and Transform.
To anticipate high demands regarding Individual Assessment, Humanika Consulting has innovated to create a web-based application and has parameters (Job-Person Profile Matching), by having a subsidiary, PT Humanika Bisnis Digital, which a subsidiary that concentrates on Big Data and research related to HR. in 2019.
Business Strategy Creating and Sustaining Competitive AdvantagesSeta Wicaksana
Effective strategies in an environment of constant change are a key requirement for success.
Corporate strategy: Deciding on the scope and purpose of the business, its objectives, and the initiatives and resources necessary to achieve the objectives.
Strategic Management Organization objective with Appreciative InquirySeta Wicaksana
To introduce the philosophy, practice and process of Appreciative Inquiry so that you can apply it to your setting objectives in strategic management.
Appreciative inquiry (AI) is a positive approach to leadership development and organizational change. The method is used to boost innovation among organizations.
A company might apply appreciative inquiry to best practices, strategic planning, and organizational culture, and to increase the momentum of initiatives.
Developing Organization's Vision, Mission and ValuesSeta Wicaksana
Together, the vision, mission, and values statements provide direction for everything that happens in an organization.
They keep everyone focused on where the organization is going and what it is trying to achieve. And they define the core values of the organization and how people are expected to behave.
Creating a mission, values and vision makes a statement as to how a company and its personnel will interact with the consumer, its colleagues and even competitors.
The value, mission and vision statements of a company are the foundation on which all business is conducted and decisions are made.
The Future of Business, Organization and HRMSeta Wicaksana
In an ever-evolving global landscape, the realm of business development is undergoing a profound transformation.
The convergence of technological advancements, shifting consumer preferences, and dynamic market conditions has created a paradigm shift that promises to reshape the way businesses approach growth and expansion.
The future of business development is not only about adapting to change but also about harnessing emerging trends and innovations to thrive in an increasingly competitive environment.
To better organize a business in the future, leaders should embrace nine imperatives that collectively explain “who we are” as an organization, “how we operate,” and “how we grow.”
Transformasi menuju SDM Unggul dalam Era VUCASeta Wicaksana
Pembangunan Sumber Daya Manusia (SDM) unggul adalah bagian dari proses dan tujuan pembangunan nasional Indonesia. Saat ini Indonesia menghadapi tantangan untuk mengejar ketertinggalan dari bangsa-bangsa lain yang telah lebih dahulu maju. Tantangan menjadi lebih berat karena saat ini berada di era VUCA yaitu Volatility, Uncertainty, Complexity, dan Ambiguity.
Kita hidup di dunia dengan perubahan yang sangat cepat, tidak terduga, dipengaruhi oleh banyak faktor yang sulit dikontrol, dan kompleks. Mustahil kita mampu mencapai kemajuan dan kemandirian bangsa apabila kita mengabaikan pembangunan yang semestinya bertitik berat pada keunggulan sumber daya manusia. Hanya melalui SDM unggul kita akan mampu menghadapi era VUCA ini dan mampu berkompetisi dengan bangsa–bangsa lain. Era VUCA harus kita hadapi dengan mencetak SDM unggul Indonesia.
SDM unggul adalah SDM yang mampu beradaptasi, menerima dan merangkul perubahan sebagai bagian dari lingkungan yang tidak dapat diprediksi. Di samping itu, SDM unggul juga adalah SDM yang mampu memahami sekaligus melaksanakan tugas pekerjaannya secara tuntas dan berkualitas dengan visi kerja yang jelas dalam menghadapi tantangan dan ketidakpastian, yang mampu berkolaborasi dan bersinergi secara efektif dengan kolega, tim kerja, dan menjadi insan penggerak perubahan dan inovasi dalam menghadapi kompleksitas persoalan organisasi. SDM unggul juga diharapkan mampu mengatasi ambiguitas dengan agilitas serta memiliki ketangkasan dan kecerdasan dalam menjalankan tugas pekerjaannya.
Using Workload Analysis for Manpower PlanningSeta Wicaksana
Mengapa Manpower Planning dibutuhkan:
Membantu mengidentifikasi kekurangan atau kelebihan tenaga kerja, sehingga memungkinkan perusahaan mengambil langkah-langkah yang diperlukan untuk mengatasi masalah ini sebelum menjadi masalah.
Memastikan bahwa program rekrutmen dan seleksi didasarkan pada perencanaan tenaga kerja untuk mendapatkan hasil terbaik.
Membantu mengurangi biaya tenaga kerja dengan mengidentifikasi kelebihan staf atau jadwal shift kelebihan staf.
Membantu mengidentifikasi talenta yang tersedia dalam angkatan kerja, seperti pekerja terampil, dan membuat rencana pengembangan untuk mereka.
Membantu mengoptimalkan penggunaan sumber daya manusia yang ada, sehingga menghasilkan produktivitas yang lebih tinggi dan biaya yang lebih rendah.
Membantu meningkatkan kepuasan karyawan dengan memastikan bahwa tenaga kerja yang ada terlibat dalam pekerjaan yang bermakna.
The Talent Management Navigator Performance ManagementSeta Wicaksana
Effective Performance Management supports the achievement of both individual and business objectives. Through the Performance Management Process:
Employees understand how the work they are doing supports the broader goals of the organization
Employees understand what is expected of them, how they’re performing against those expectations, and how they can continue to improve their performance and contributions to advance their own career and business objectives
Managers provide feedback and coaching throughout the year to support employees in sustaining and improving their performance and developing their capabilities in alignment with their career goals
Employees and managers maintain on-going communications about performance and development progress and use the Company’s approved documents and/or technology to document progress
“Most companies still earn profits per employee at close to the same low levels earned in the 20th century because they have not become very adept at mobilizing the mind power of their workforces.
As a comparison, the average top-30 company increased profits per employee 70 percent
The target should be to improve profits per employee by 30 to 60 percent or more. “
“The opportunities to improve the performance of workers just from increased efficiency alone are huge: Surveys show that a majority of workers in thinking-intensive jobs in large companies feel they waste from half a day to two days out of every workweek...
The opportunities to improve the effectiveness of such workers are even larger. The opportunities to mobilize the latent intangible assets (that is, knowledge, skills, relationships and reputations) of a company’s workforce are vast.”
Changing Group to High Performing Teams with SOBATWAY through coachingSeta Wicaksana
Teamwork is important because it promotes a positive work environment where employees can achieve more opportunities and overcome more obstacles.
Businesses and organizations need teamwork the most when a project is time-sensitive and requires a diverse set of skills and experiences.
Teamwork can improve efficiency and productivity.
Efficiency rules when work is appropriately divided within a team, responsibilities are shared, and tasks are more likely to be finished within a set time frame. Good teamwork also enhances group outcomes and the measurable effectiveness of organizations.
Changing Group to High Performing Teams with SOBATWAY through LeadingSeta Wicaksana
A productive leader can help to improve efficiency by getting the most out of their team.
Leaders can help improve efficiency by ensuring everyone is working towards the same goal and doing what they do best.
They can provide guidance and direction and delegate tasks to make the most of everyone's strengths.
Someone who leads by example can expect to receive trust and respect from their team.
Superiors see them as someone who is capable of running a team, and employees see them as trusted mentors.
A trusted leader can also inspire teammates to respect and trust each other.
Changing Group to High Performing Teams with SOBATWAY through ParticipatingSeta Wicaksana
Why is participation important in teams?
Increases productivity
No matter how you measure it, participation promotes productivity by helping teams work through problems, ideate different solutions, raise potential roadblocks, and communicate goals more clearly.
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...Dr. Nazrul Islam
Healthy economic development requires properly managing the banking industry of any
country. Along with state-owned banks, private banks play a critical role in the country's economy.
Managers in all types of banks now confront the same challenge: how to get the utmost output from
their employees. Therefore, Performance appraisal appears to be inevitable since it set the
standard for comparing actual performance to established objectives and recommending practical
solutions that help the organization achieve sustainable growth. Therefore, the purpose of this
research is to determine the effect of performance appraisal on employee motivation and retention.
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
2. Seta A. Wicaksana
0811 19 53 43
wicaksana@humanikaconsulting.com
• Managing Director of Humanika Amanah Indonesia –
Humanika Consulting
• Managing Director of Humanika Bisnis Digital – hipotest.com
• Wakil Ketua Asosiasi Psikologi Forensik Indonesia wilayah DKI
• Business Psychologist
• Certified of Human Resources as a Business Partner
• Certified of Risk Professional
• Certified of HR Audit
• Certified of I/O Psychologist
• Dosen Tetap Fakultas Psikologi Universitas Pancasila
• Pembina Yayasan Humanika Edukasi Indonesia
• Penulis Buku : “SOBAT WAY: Mengubah Potensi menjadi
kompetensi” Elexmedia Gramedia 2016, Industri dan
Organisasi: Pendekatan Integratif menghadapi perubahan,
DD Publishing, 2020
• Organizational Development Expertise
• Sedang mengikuti tugas belajar Doktoral (S3) di Fakultas Ilmu
Ekonomi dan Bisnis Universitas Pancasila Bidang MSDM
• Fakultas Psikologi S1 dan S2 Universitas Indonesia
• sekolah ikatan dinas Akademi Sandi Negara
3. Managers and
Management
• Managers in today’s market
must update tools and
principles on a continuous
basis.
• Management development is
increasingly global in outlook
and places a high value on
contributing to organizational
effectiveness and
competitive advantage.
• To be successful a manager
must use and integrated
approach, using a
combination of tools and
principles.
4. Management
Development
High performance leading organizations are increasingly
distinguished by 7 features:
1. Linking management development to business plans
and strategies.
2. Being boundless, flat, nonhierarchical
3. Using global and cross-cultural orientation
4. Individualizing learning that is focused within the
context of organizational learning
5. Applying customized training aligned with corporate
culture
6. Employing a career development focus
7. Focusing on the development of core competencies.
5. Management
Affects Everyone
• Our society depends on the goods
and services provided by different
types of organizations that
individuals manage.
• All organizations are guided and
directed by the decisions of one or
more individuals who are commonly
known as managers.
6. Management
Affects Everyone
Peter Drucker: describes 3 major tasks of managers as:
1. To decided the purpose and mission of the
organization.
2. To make work productive.
3. To manage social impacts and responsibilities.
7.
8. Management
as a Process
What do statements
like “ that is a well-
managed company “
mean? They seem to
imply that
management is some
type of work or set of
activities and that
these activities are
performed quite well
and sometimes not so
well.
9. Management
as a Discipline
Classifying management as a discipline suggests that
there is a body of knowledge that can be learned.
(1) Management is a subject with principles, concepts, and
theories.
(2) A critical purpose of studying management is to learn
how in the process of managing to apply principles,
concepts, and theories of management and this is
particularly emphasized throughout your internship
experiences.
(3) This internship semester you will assume the role of a
manager even if this is not your current position. Why? To
begin to think, analyze, and apply management theories,
concepts and principles within your internship setting. It is
never to early to start thinking like a manager.
10. Management is also
a Human Activity
• As a human activity management emphasizes
the importance of employees with whom
managers work and whom they manage in
accomplishing an organization’s objectives.
• In organizations, people are the most
important asset. Successful managers
understand this and recognize the need to
establish a strong bond between the
organization and the relationships of the
manager and the people they manage.
11. Management
As a Career
• We are emphasizing management in the internship
experiences because we recognize that in today’s
environment which is fast changing and competitive. We can
contribute to successful organizations by providing students
with a solid foundation of experience in thinking like a
manager while they are learning about the organization.
• Spend this internship semester thinking about the
management theories and principles that can contribute
positively to your organization. And also think about how you
would manage each situation for a more positive outcome.
12.
13. Definition of
Management
• The management process is an integrated whole even
though we may describe the process as a series of separate
activities to understand the parts.
• The model we are using identifies the management
functions as planning, organizing, and controlling linked
together by leading.
• What does this mean? Planning determines what results the
organization will achieve, organizing specifies how it will
achieve the results, and controlling determines whether
results are achieved and by using planning, organizing and
controlling managers exercise leadership.
14. Organizing
• Leading is the
management process
that integrates
everything else a
manger does.
• Leadership is a difficult
concept to define but
means the ability to
influence others to
pursue a common goal.
• Think about good
leaders that you have
known. Good leaders
are typically driven by
an overriding vision or
mission.
15. Organizing
• The organizing, leading, and controlling
functions all come from planning. How? These
functions carry out the planning decisions.
• These plans may differ in focus from goals for
the short or long term but as a whole these
plans are the primary tools for preparing for
and dealing with changes in the organization’s
environment.
16. Organizing
• The purpose of the organizing function is to create a
structure of task and authority relationships to achieve
the organization’s objectives.
• Organizing can be viewed as turning plans into action
and this allows an organization to function effectively as
a cohesive whole.
17. Controlling
The controlling function of management
requires 3 elements:
1. Established standards of performance.
2. Information that indicates deviations
between actual performance and the
established standards.
3. Action to correct performance that does not
meet these standards.
18. And Now To The Fun!
Learning How to Manage
• This module is trying to help you develop
your knowledge, attitudes and skills. And it
will teach you how to apply your formal
education so that once you become a
manager you will understand how to face
challenges and make decisions.
• The term management refers to the body
of knowledge, concepts and procedures
used by managers.
• A great deal of management knowledge
comes from the autobiographies of people
who practiced management.
19. Learning
How to
Manage
(Cont.)
• Many disciplines have contributed to the study of
management, such as social scientists, psychologists,
sociologists and others.
• Consider management a social phenomenon and the
manager to be an important social resource to
scientifically understand and study.
• Other professions like mathematics, accounting,
philosophy and numerous others have contributed
applications to the practice of management.
20. Learning How to
Manage (Cont.)
In the end contemporary management knowledge is
the product of 3 basic approaches:
(1) The Classical Approach
(2) The Behavioral Approach
(3) The management Science Approach
22. The Classical Approach
• The serious study of management began in the late 19th century with the need to
increase the efficiency and productivity of the workforce.
• The classical approach to management can be understood by looking at 2
perspectives:
1. Scientific management concentrated on the problems of lower-level managers
2. Classical organizational theory focused on problems of top-level managers.
23. The Classical
Approach (Cont.)
• Think about the context. At the
turn of the 20th century,
business was expanding and
creating new products and new
markets, but labor was in short
supply.
• The solutions were
– (1) substitute capital for
labor or
– (2) use labor more
efficiently.
24. The Classical
Approach (Cont.)
• Frederick W. Taylor made an important
contribution to scientific management.
• He observed workers producing far less than
capacity in steel firms.
• He recognized their were no studies to
determine expected daily output per worker in
the form of work standards and the
relationship between these standards and
wages.
• Then he tried to find the one best way to do a
job, determining the optimum work pace, the
training of people to do the job properly and
successful rewards for performance but using
an incentive pay system.
25. Taylor’s work lead to the following 4 principles:
Principle 1. Study the way workers perform
their tasks, gather all the informal
knowledge that workers possess, and
experiment with ways to improves the
performance of tasks.
Principle 2. Codify the new methods of
performing tasks into written rules and
standard operating procedures (sops).
Principle 3. Carefully select workers so that
they possess skills and abilities that
match the needs of the task and train
them to perform according to rules and
procedures.
Principle 4. Establish a fair or acceptable level
of performance for a task and then
develop a pay system that awards
acceptable performance.
The Classical
Approach
26. Classical
Organizational Theory
Another body of ideas developed at the same time.
While scientific management focused on the
management of work, the Classical approach
focused on the management of organizations.
• The classical organizational theory focus was on
– (1) developing principles that could guide the design,
creation, and maintenance of large organizations and
– (2) to identify the basic functions of managing
organizations.
• Engineers were the main contributors to
scientific management while practicing
executives were the major contributors to
classical organizational theory.
27. The Contributors to
Classical
Organizational Theory:
Weber and Fayol
• Max Weber was the primary
architect of the theory of the
organization as a bureaucracy.
• His view of a bureaucracy was a
smoothly functioning, highly
efficient machine in which each
part is tuned to perform its
prescribed function.
28. Max Weber (Cont.)
Weber believed that an efficient organization
should be based on 5 principles
Principle 1. In a bureaucracy, a manager’s formal
authority comes from the position held in the
organization.
Principle 2. In this context people should occupy
positions because of their performance, not
because of their social standing or personal
contacts.
Principle 3. The extent of each position’s formal
authority and task responsibilities should be
clearly understood.
Principle 4. Positions should be arranged
hierarchically to that authority is exercised
effectively and employees know to whom they
are to report and who reports to them.
Principle 5. Managers must create a will-defined
systems of rules, standard operating procedures,
and norms to control behavior within an
organization.
29. The Contributors to
Classical
Organizational Theory:
Weber and Fayol
Henry Fayol was the other major contributor
and devised his 14 principles of effective
management:
Principle 1. Division of Labor: Advocated
specialization and increasing worker’s
responsibilities.
Principle 2. Management Authority and
Responsibility: Managers must have the
authority to give orders and be
responsible for effectiveness of their
departments.
Principle 3. Unity of Command: Employees
should receive orders from and report to
only one supervisor.
30. Henry Fayol (Cont.)
Principle 4. Line of Authority: Restricting the
organization’s number of levels enable it to
act quickly and flexibly.
Principle 5. Centralization: Managers must
decide how much authority to centralize at
the top and how much to give to workers.
Principle 6. Unity of Direction: All workers should
be committed to the same plan of action.
Principle 7. Equity: Workers are expected to
perform at high levels and to be treated with
respect and justice.
Principle 8. Order: Order is the methodical
arrangement of jobs to provide the greatest
benefits and career opportunities.
Principle 9. Initiative: Managers must encourage
workers to act on their own to benefit the
organization.
31. Henry Fayol (Cont.)
Principle 10. Discipline: Employees
would be expected to be obedient,
energetic and concerned about the
organization’s welfare.
Principle 11. Remuneration: Managers
should use reward systems, profit
sharing and bonuses to
acknowledge high performance.
Principle 12. Stability of Tenure of
Personnel: Long term employment
helps employees develop the skills
to make significant contributions.
Principle 13. Coordination of Individual
Interest to the Common Interest:
Employees subordinate their
individual interest to those of the
firm.
Principle 14. Espirit de Corps:
Importance of a shared
commitment and enthusiasm in an
effective organization.
32. Contributions of the Classical
Approach
• The greatest contribution of the
classical approach was the
identification of management as
an important element of
organized society.
• The identification of
management functions: planning,
organizing and controlling
provided the basis for training
new managers and was a
valuable practice.
• Many management techniques
used today: time and motion
analysis, work simplification,
incentive wage systems,
production scheduling,
personnel testing, and budgeting
are techniques from the
classical approach.
33. Limitations of the
Classical
Approach
• One major criticism is that the majority of
insights are to simplistic for today’s
complex organization.
• The classical approach and the scientific
management approach worked in
organizations that were very stable and
predictable and today little of that exists.
35. Behavioral Approach
• The behavioral approach to management has 2 branches: the Human relations approach from the
1950’s and the behavioral science approach.
• In the human relations approach managers must know why their subordinated behave as they do and
what psychological and social factors influence them.
• Advocates of this approach try to show how the process and functions of management are affected by
differences in individual behavior and the influence of groups in the workplace.
• This approach requires managers to recognize employees’ need for recognition and social acceptance
and this results in training in human relation skills for managers.
36. The
Behavioral
Science
Approach
• The individuals in the behavioral science branch of the
behavioral approach believe that the human is more
complex than the “economic man” description of the
classical approach and the “social man” description of
the human relations approach.
• The behavioral science approach concentrates more on
the nature of work itself and the degree to which it can
fulfill the human need to use skills and abilities.
37. The Behavioral
Science Approach
• Mary Parker Follett (1868-1933) provided much
of the management theories helping
organizations recognize that they could be
viewed form the perspective of individual or
group behavior. She was a social philosopher
whose writings provided a more people-centered
view of the organization than the predominant
scientific management writing.
• According to Follett, the manager’s job was to
harmonize and coordinate group efforts and
managers and workers should view themselves
as partners in a common project. Managers
would act more from their knowledge of human
behavior than from their formal authority.
38. The Behavioral
Science Approach
• The Hawthorne Studies: a series of research
studies conducted at the Hawthorne Works of
General Electric helped lend support to the
behavioral approach to management theory.
• The research used varying lighting levels in
the plant’s secretarial pool to determine the
effects of different levels on productivity
expecting productivity levels to drop when
lighting levels dropped. The Result was
surprising: productivity only dropped when
workers could no longer see well enough to
do their work.
• The results showed that the presence of the
researchers was affecting the results because
the workers enjoyed the attention and
produced the results they believed the
researchers wanted.
• Summary: The Hawthorne effect was used
to describe this effect of increased
productivity due to increased attention.
39. Contributions
of Behavioral
Approach
• Contributions of the Behavioral Approach include
increased use of teams to accomplish organizational
goals, focus on training and development of employees,
and the use of innovative reward and incentive systems.
• In addition the focus on modern management theory
resulted in empowering employees through shared
information.
40. Limitations of the
Behavioral
Approach
• The limitations included the difficulty for
managers in problem situations and the fact
that human behavior is complex.
• This complicated the problem for managers
trying to use insights from the behavioral
sciences which often changed when
different behavioral scientists provided
different solutions.
42. The
Management
Science
Approach
• The Management Science approach is a modern version of the
early emphasis on the “management of work” in scientific
management. It features the use of mathematics and statistics to
aid in resolving production and operations problems, thus
focusing on solving technical rather than human behavior
problems.
• The management science approach was used in World War II
when the English formed teams of scientists, mathematicians,
and physicist into units called operations research teams, and
today businesses use these teams to deal with operating issues.
43. Contributions
of the
Management
Science
Approach
Most important contributions are in production management
focusing on manufacturing production and the flow of
material in a plant and in operations management solving
production scheduling problems, budgeting problems and
maintenance of optimal inventory levels.
44. Limitations of the
Management
Science Approach
The shortfall of this approach is that management
science does not deal with the people aspect of an
organization.
46. Attempts to
Integrate the
Three Approaches
to Management
• One attempt to integrating the three approaches to management
is the Systems Approach. The Systems Approach stresses that
organizations must be viewed as systems in which each part is
linked to each other.
• The other approach is the Contingency Approach. The
Contingency Approach stresses that the correctness of a
managerial practice is contingent on how it fits the particular
situation.
• The system’s approach views the elements of an organization as
interconnected and as being linked to its environment. See the
discussion on Compaq.
47. Attempts to Integrate the Three Approaches to Management
• It is important to understand that most organizations must operate as open systems to
survive and use a systems perspective to management. And the objectives of the individual
parts of the organization must be compromised for the objectives of the entire firm.
• See the section on Management Focus on Best Practice and review the critical principles of
customer responsiveness.
48. Attempts to Integrate the
Three Approaches to
Management
• The contingency theorists believe that most
workplace situations are too complex to analyze
and control as the scientific management
approach suggests.
• Paul Hersey has developed a situationalist
theory of leadership. He believes managers
should not ascribe to one best approach.
• Instead managers should identify the appropriate
principles, along with relevant contingency
variables and then evaluate these factors.
• In summary, the contingency approach involves
identifying the important variables in different
situations, evaluating the variables, and then
applying appropriate management knowledge
and principles in selecting an effective approach
to the situation.
49.
50. Attempts to Integrate
the Three Approaches
to Management
• Although both the systems
approach and the
contingency approach have
developed value to insights
on management.
• It is early in their stage of
development and the report
card is not complete on how
these approaches will
contribute compared to other
methods.
51. “Management is
efficiency in climbing
the ladder of success;
leadership determines
whether the ladder is
leaning against the right
wall.”
- Steven Covey