Ringkasan Mingguan
Umum
Bismillahirohmannirohim...
Assalamualaikum Wr Wb...Salam sejahtera untuk kita semua, Om Swastiastu, Nama Budaya, Salam Kebajikan..
Welcome to Management Introduction class
I hope you are always in good health so you can attend lectures well.
The lecturer of this course are Dr. Nova Mardiana, S.E., M.M. and Nindytia Puspitasari Dalimunthe, S.E., M.Sc
We will guide you to master the material of Management Introduction.
Have a good study!Class attendance:
All class attendance is mandatory. Punctuallity at all class meetings is highly expected. One half of your class participation grade is made up of class attendance, and each unexcused absence will cause you to forfeit the attendance credit for that day. Missing more than 30 minutes of class (either through arriving late or leaving early) will count as missing the entire class. Students arriving less than 30 minutes late will earn reduced class attendance credit for that day. Excused absences are only granted in cases of serious illness (proved with physician or medical doctor letter) or grave family emergencies, and each of these situations must be documented to our satisfaction. Any student who misses his/her group presentation due to an unexcused absence will forfeit 50% of the presentation points earned by the group. If there is a written/homework assignment to complete for class (noted on the syllabus), failure to do the assignment will result in no credit for attendance that day.
Excused Absences:
The following situations are as acceptable reasons for excused absences:
a) serious illness;
b) illness or death of family member;
c) University-related trips;
d) major religious holidays;
e) other circumstances you find to be "reasonable cause for nonattendance".
For those who have an excused absence, there will be an opportunity to make up missed work and/or exams. It is the student's responsibility to inform the instructor of the absence preferably in advance, but no later than one week after it. Bring with you any medical doctor prove of your illness or other proves of your absences for verification purpose.
- Reference Book Berkas 20.4MB PDF document
https://vclass.unila.ac.id/pluginfile.php/2289406/mod_page/intro/CC.docx
COURSE CONTRACT
Program Name : S1 International Management
The Subject’s Name : Management Introduction
Lecture Code : FEB620106
SKS : 2+1 SKS
Day/Date : Thursday / 13.00 – 15.30
Lecturer : Dr. Nova Mardiana, S.E., M.M. / Nindytia Puspitasari Dalimunthe, S.E., M.Sc
Meeting Place : G112
1. Benefits of the subject
After attending this course, students are expected to have the ability to explain the definition of management, explain the management environment, explain the planning process, explain the organizing process, explain the leadership process, and explain the controling process.
2. A brief description of the subject
The introductory management course (FEB620106) is a basic course for an introduction to management in general. The course focuses on understanding management concepts and cases in general. The scope of discussion of this course includes; understanding of management concepts, management environment, planning, organizing, leadership, and control in management. Students are developed to be able to understand management concepts and be able to analyze cases related to management.
3. Learning Reach Indicator
1. Being able to explain the definition of management
2. Being able to explain management environment
3. Being able to describe the planning process
4. Being able to explain the process of organizing
5. Being able to explain the leadership process
6. Being able to explain controling process
4. Course Material Organization
Meetings
TOPICS
Subject Matter
1
Course Overview
2
Management and Organizations
Understanding Management’s ContextCh 1 - 2
3
Ch 3. The Environment and Corporate Culture
Ch 3 - 4
4
Managing Social Responsibility and Ethics
Ch 5
5
Managing Change and Innovation
Managers as Decision Makers
Ch 6-7
6
Foundations of Planning
Strategic Management
Ch 8-9
7
Basic Organizational Design
Adaptive Organizational Design
Ch 10-11
8
9
Managing Human Resources
Ch 12
10
Managing Team
Ch 13
11
Understanding Individual Behavior
Ch 14
12
Managers and Communication Motivating Employees
Ch 15-16
13
14
Managers as Leaders
Introduction to Controlling
Ch 17-18
15
Managing Operations
Ch 19
16
5. Book Preference for Students
REQUIRED TEXTBOOK
Management, Ninth Edition. Richard L. Daft,
Robbins, Stephen P. and Coulter Mary 13th Ed (2016). Management Prentice Hall
Daft, Richard L. 2010. Era Baru Manajemen. Book 1&2. Publisher : Salemba Empat.
ADDITIONAL TEXTBOOK
1. Drucker, Peter F, 1982. Pengantar Manajemen. Publisher: PPM
2. Articles in various other literatures (Journals, Magazines, Tabloids), Especially has related to Management in the organization/company
6. Student Obligations
a. 10 minutes delay tolerance
b. Attend lectures at least 80% of the total meetings as a prerequisite for taking UAS
c. Giving advice and being active in carrying out discussion tasks
d. Create and collect all structured assignments given by the lecturer
e. Take all the quizzes that are held
f. Take Mid-Semester Exams and End-Semester Exams
7. Assignment
a. Group assignment
b. Individual assignmentt
8. Assessment criteria
a. The assessment will be conducted with the following criteria:
Final Score
Value
Range
Status
≥76
A
4
Pass
71 – 75
B+
3,5
Pass
66 – 70
B
3
Pass
61 – 65
C+
2,5
Pass
55 – 60
C
2
Pass
50 – 54
D
1
Pass
‹ 50
E
0
Not Pass
b. Here are the weights and how to determine the final value
Academic Activities
Percentage
Class Attendance and Participation
15%
Project
35%
Quiz
5%
Assigment
5%
20%
20%
Weight amount 100%
Calculating Final Score Formula :
FS= (20%x CAP)+(35%xP)+(5%xQA)+(10%xAA)+(15%xMT)+(15%xFE)
Description :
FS = Final Score
CAP = Class Presentation
P = Project
AA = Assignment Average
QA = Quiz Average
MT = Mid Term
FE = Final Exam
Bandar Lampung, 22 August 2024
Lecturer Student
Dr. Nova Mardiana, S.E., M.M …………………………….
NIP.19701106 199802 2 001 NPM. …………….
- RPS MANAGEMENT INTRODUCTION Berkas 599.5KB PDF document
1st session; Ch 1. Innovative Management for Turbulent Times
- Ch 1. Innovative Management for Turbulent Times Berkas 2.4MB Image (PNG)
INTRODUCTION
Bismillahirohmannirohim..
Salam sejahtera untuk kita semua, Om Swastiastu, Namo Budaya, Salam kebajikan...
Dear student...
After studying this chapter, you should be able to:
1. Describe the four management functions and the type of management activity associated with each.
2. Explain the difference between efficiency and effectiveness and their importance for organizational performance.
3. Describe conceptual, human, and technical skills and their relevance for managers.
4. Describe management types and the horizontal and vertical differences between them.
5. Define ten roles that managers perform in organizations.
6. Appreciate the manager’s role in small businesses and nonprofit organizations.
7. Understand the personal challenges involved in becoming a new manager.
8. Discuss characteristics of the new workplace and the new management competencies needed to deal with today’s turbulent environment.
PRESENTATION
2nd session; Ch 2. The Evolution of Management Thinking
3rd session; Ch 3. The Environment and Corporate Culture
4th session; Ch 4. Managing in a Global Environment & Ch 5. Managing Ethics and Social Responsibility
Answers this questions..
1. Describe the emerging borderless world and some issues of particular concern for today’s managers!2. Describe market entry strategies that businesses use to develop foreign markets!
3. Define international management and explain how it differs from the management of domestic business operations!
4. Indicate how dissimilarities in the economic, sociocultural, and legal-political environments throughout the world can affect business operations!
5. Describe how regional trading alliances are reshaping the international business environment!
6. Describe the characteristics of a multinational corporation!
7. Explain cultural intelligence and why it is necessary for managers working in foreign countries?
5th session; Ch 6. Managerial Planning and Goal Setting & Ch 7. Strategy Formulation and Implementation
After studying this chapter, you should be able to:
1. Define the components of strategic management and discuss the levels of strategy.
2. Describe the strategic management process and SWOT analysis.
3. Define corporate-level strategies and explain the BCG matrix, portfolio, and diversifi cation approaches.
4. Describe Porter’s competitive forces and strategies.
5. Discuss new trends in strategy, including innovation from within and strategic partnerships.
6. Discuss the organizational dimensions used for strategy execution.
- PPT Berkas 857.5KB Powerpoint presentation
Strategy Formulation and Implementation
- PPT Berkas 433.5KB Powerpoint presentation
Decision Making
6th session; Ch 8. Managerial Decision Making & Ch 9. Designing Adaptive Organizations
Introduction
After reading this chapter, you should be able to:
- Discuss how development is related to training and careers.
- Identify the methods organizations use for employee development.
- Describe how organizations use assessment of personality type, work behaviors, and job performance to plan employee development.
- Explain how job experiences can be used for developing skills.
- Summarize principles of successful mentoring programs.
- Tell how managers and peers develop employees through coaching.
- Identify the steps in the process of career management.
- Discuss how organizations are meeting the challenges of the “glass ceiling,” succession
- planning, and dysfunctional managers.
A manager’s work is infl uenced by how the company is organized. New managers are typically more comfortable and more effective working in an organization system that is compatible with their leadership beliefs. Yet all organizations wrestle with the question of structural design, and reorganization often is necessary to refl ect a new strategy, changing market conditions, or innovative technology. Good managers understand and learn to work within a variety of structural confi gurations. In recent years, many companies have realigned departmental groupings, chains of command, and horizontal coordination mechanisms to attain new strategic goals.
- PPT Berkas 2MB Powerpoint presentation
7th session; Ch 10. Managing Change and Innovation
ANSWERS THIS QUESTIONS
1. Define organizational change and explain the forces driving innovation
and change in today’s organizations!
2. Identify the three innovation strategies managers implement for changing
products and technologies!
3. Explain the value of creativity, idea incubators, horizontal linkages, open
innovation, idea champions, and new-venture teams for innovation!
4. Why changes in people and culture are critical to any change
process?
5. Define organization development (OD) and large group interventions?
8th session; MID TERM
Session 9; Ch 11. Managing Human Resource
Session 10; Ch 12. Managing Diversity
Answers this questions:
1. Explain the activities involved in performance management.
2. Define five criteria for measuring the effectiveness of a performance management system..
3. Explain how to provide performance feedback effectively.
4. Summarize ways to produce improvement in unsatisfactory performance.
5. Explain the legal and ethical issues that affect performance management.
Session 11: Ch 13. Dynamic of Behavior in Organizations
Answers this questions..
1. If you were a senior manager at a company such as Mitsubishi, Allstate Insurance, or Wal-Mart, how would you address the challenges faced by minor- ity employees?2.Shelley Willingham-Hinton, president of the National Organization for Diversity in Sales and Marketing, was quoted in the chapter as saying, “Our country’s consumer base is so varied. I can’t think of how a company can succeed without hav- ing that kind of diversity with their employees.” Why should corporations have workforces that mirror the country’s diverse consumer base?
-
Evaluate your own experiences so far with people from other backgrounds. How well do you think those experiences prepared you to understand the unique needs and dilemmas of a diverse workforce?
-
What is the difference between the traditional defi- nition of diversity and the more inclusive view of diversity?
-
Describe employees who are most vulnerable to stereotype threat. Why is it important for manag- ers to understand that some employees may expe- rience stereotype threat?
-
How might employee network groups contribute to the advancement of women and minorities to higher-level positions in an organization?
-
What is the first step in creating a culturally com- petent culture? What does this first step reveal?
-
What is the glass ceiling, and why do you think it has proven to be such a barrier to women and minorities?
-
Why do you think a large number of women are opting out of corporate management? Discuss whether this trend is likely to continue over the next ten years.
-
As a manager, how would you accommodate the special needs of different groups (e.g., single parents, older workers, or employees with poor English language skills or religious restrictions) without appearing to show favoritism or offend- ing other groups?
-
How can organizations strike a balance between respecting and meeting the needs of a diverse workforce and shaping a high-performance corpo- rate culture where shared values contribute to the accomplishment of strategic goals?
-
You are a manager at an organization that has decided it needs a more diverse workforce. What steps or techniques will you use to accomplish this goal? What steps will you take to retain diverse employees once you have successfully recruited them?
-
Group task:
- Find news related to managing diversity, can be cases in local/national/international companies (negative news or positive news)
- Provide a scientific argument for the case, based on the material in chapter 12.
- Please develop the argument according to the views of your group.
- Create in pdf, consisting of articles/news (include the source) and your arguments.
Submit your assignment here, no later than 22 November 2022
Session 12; Ch 14. Leadership
Answers this questions:
1. Define leadership and explain its importance for organizations.
2. Describe how leadership is changing in today’s organizations.
3. Identify personal characteristics associated with effective leaders.
4. Define task-oriented behavior and people-oriented behavior and explain how these categories are used to evaluate and adapt leadership style.
5. Describe Hersey and Blanchard’s situational theory and its application to subordinate participation.
6. how leadership fits the organizational situation and how organizational characteristics can substitute for leadership behaviors.
7. Describe transformational leadership and when it should be used.
8. Explain how followership is related to effective leadership.
9. Identify sources of leader power and the tactics leaders use to influence others.
10. Explain servant leadership and moral leadership and their importance in contemporary organizations.
Session 13: Ch 15. Motivating Employee & Ch 16. Managing Communication
Assalamu'alaikum wr. wb
After reading this chapter, you should be able to:
- Discuss the importance of benefits as a part of employee compensation.
- Summarize the types of employee benefits required by law.
- Describe the most common forms of paid leave.
- Identify the kinds of insurance benefits offered by employers.
- Define the types of retirement plans offered by employers.
- Describe how organizations use other benefits to match employees’ wants and needs.
- Explain how to choose the contents of an employee benefits package.
- Summarize the regulations affecting how employers design and administer benefits programs.
- Discuss the importance of effectively communicating the nature and value of benefits to employees.
- Answers my questions:
1. Explain the importance of benefits as a part of employee compensation.
2. Summarize the types of employee benefits required by law. Describe the most common forms of paid leave.
3. Identify the kinds of insurance benefits offered by employers.
4. Define the types of retirement plans offered by employers.
5. Describe how organizations use other benefits to match employees’ wants and needs.
6. Explain how to choose the contents of an employee benefits package.
7. Summarize the regulations affecting how employers design and administer benefits programs.
8. Explain the importance of effectively communicating the nature and value of benefits to employees.
- Pekan ini
Session 14: Ch 17. Leading Teams & Ch 18. Managing Quality and Performance
Assalamu'alaikum wr. wb
After reading this chapter, you should be able to:
- Define unions and labor relations and their role in organizations.
- Identify the labor relations goals of management, labor unions, and society.
- Summarize laws and regulations that affect labor relations.
- Describe the union organizing process.
- Explain how management and unions negotiate contracts.
- Summarize the practice of contract administration.
- Describe new approaches to labor-management relations.
15th Session; Ch 19. Managing the Value Chain Information Tecnology and E-Business
1. Define operations management and describe its application within manu- facturing and service organizations.
2. Explain today’s partnership approach to supply chain management.
3. Summarize considerations in designing facilities layout.
4. Explain about new technologies used for manufacturing and service opera- tions, and explain what is meant by lean manufacturing.
5. Explain why small inventories are preferred by most organizations and describe just-in-time inventory management.
6. Identify ways in which information technology has transformed the manager’s job.
7. Describe different types of IT systems used in today’s organizations and how they support daily operations and decision making.
8. Summarize the key components of e-business and explain common e-business strategies.
16th session: FINAL TEST
