Information Management Information System
Comprehensive Management Information System Definition - The main problem is that the information system is too much information that cannot be useful or meaningful (too much data system). Understanding the basic concepts of information is very important in designing an effective information system. Setting up steps or methods in providing quality information is the goal in designing a new system.
Management Imformation System
Computers are useful for data processing tasks of this kind, but an information management system also performs other tasks and is more than just a data processing system. The information processing system that can apply the ability of computers to present information to management as well as for decision making.
Management information system is described as a pyramid building where the base layer consists of information, transaction explanations, status explanations, and others. The next layer consists of information sources that support day-to-day management operations. The third layer consists of information system resources to assist tactical planning and decision making for management control. The top layer consists of information resources to support planning and policy formulation by the management level.
The definition of management information system, a general term, is a human or machine system that is integrated (intregeted) to be able to present information that is useful to support the functions of operations, management, and decision making in an organization. This system uses hardware as well as computer software, guidance procedures, decision management models, and a database.
Basic Concepts of Information
There are several definitions, including:
The data is processed into a form that is more useful and more meaningful for those who receive it.
Something real or half-real that can reduce the degree of uncertainty about a situation or event. For example, information that states that the value of the rupiah will rise will reduce uncertainty about whether an investment will be made.
Data organized to help choose some current or future action or non-action to fullfill company goals (the choice is called business decision making)
Function or Benefits of Management Information Systems
the information generated by the information system can be useful for management, the system analyst must know the information needs he needs, that is, by being able to know the activities for each level (level) of management and the types of decisions they take. Based on the above notions, it is seen that the purpose of establishing a Management Information System is that the organization can have useful information in making management decisions, both those related to routine decisions or strategic decisions.
So that the Management Information System is a system that provides data or information management to the organization relating to the implementation of organizational tasks.
Some of the benefits or functions of information systems include the following:
Improve the accessibility of data presented in a timely and accurate manner to users, without requiring the presence of an information system intermediary.
Ensuring the availability of quality and skills in utilizing information systems critically.
Develop an effective planning process.
Identify the needs for information systems support skills.
Determine investments that will be directed at information systems.
Anticipate and understand the economic consequences of new information systems and technologies.
Improve productivity in application development and system maintenance.
Organizations use information systems to process transactions, reduce costs and generate revenue as one of their products or services.
The bank uses an information system to process customer checks and make various statements of checking accounts and transactions that occur.
UNDERSTANDING OF MANAGEMENT
Management is always associated with an organization that is a group of people who work together in each field to achieve a goal. So that a sequence can be made to interpret the meaning of management.
Understanding of Technology
Technology is the scientific method for achieving practical goals; applied science or can also be translated as a whole means to provide goods needed for the survival and comfort of human life. In entering the Era of Industrialization, its achievement is largely determined by the mastery of technology because technology is the engine of growth through industry.
Some assume technology is just something or something new. however, the technology has a very long life and is a contemporary phenomenon
Understanding of Technology
Technology is the development of a media or tool that can be used more efficiently to process and control a problem.
Technology advances
In its simplest form, technological advancements result from the development of old methods or the discovery of new methods in completing traditional tasks such as farming, making clothes, or building houses.
There are three basic classifications of technological progress, namely:
Neutral technological progress
Occurs when the level of expenditure is higher achieved with the same quantity and combination of input factors.
Technological progress which saves labor (labor-saving technological progress)
Technological advances that have occurred since the late 19th century are marked by the rapid increase in technology that will save labor in producing a production from nuts to bicycles to bridges.
Capital-saving technological progress
A relatively rare phenomenon. This is mainly due to the fact that almost all technological and scientific research in the world is carried out in developed countries, which is more aimed at saving labor, not capital.
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Characteristics of Organizational Culture
Characteristics of Organizational Culture
Research shows that there are seven main characteristics which, as a whole, are the essence of organizational culture.
Innovation and courage to take risks. The extent to which employees are encouraged to be innovative and dare to take risks.
Attention to details. The extent to which employees are expected to carry out precision, analysis, and attention to details.
Results orientation. The extent to which management focuses more on results than on the techniques and processes used to achieve these results.
People orientation. The extent to which management decisions consider the effects of these results on people within the organization.
Team orientation. The extent to which work activities in the organization are on teams rather than individuals.
Aggressiveness. The extent to which people are aggressive and competitive rather than relaxed.
Stability. The extent to which organizational activities emphasize maintaining the status quo in comparison.
Also Read Articles That May Be Associated: Understanding Culture According to Experts and Their Definitions and Elements
The dominant and subcultural values of the organization
Organizational culture represents a common perception of the members of the organization or in other words, culture is a system of shared meanings. Therefore, the hope built from here is that individuals who have different backgrounds or are at different levels in the organization will understand the culture of the organization in a similar sense.
Most organizations have a dominant culture and many sub-cultures. A dominant culture expresses the core values shared by the majority of members of the organization. When talking about the culture of an organization, it refers to its dominant culture, so this is the macro view of culture that gives its own personality in the organization. Subcultures tend to develop within large organizations to reflect the same problems, situations, or experiences that members face. The subculture includes the core values of the dominant culture plus unique additional values.
If the organization does not have a dominant culture and is only composed of many subcultures, the value of organizational culture as an independent variable will be significantly reduced because there will be no uniform interpretation of what constitutes proper behavior and undue behavior. It is this aspect of shared meaning that makes it a potential tool to guide and shape behavior. That is what allows one to say, for example, that Microsoft's culture values aggressiveness and risk taking and then uses that information to better understand the behavior of Microsoft executives and employees. However, the fact that cannot be ignored is that many organizations also have various sub-cultures which can influence behavior.
Dimensions of Organizational Culture
The culture of the organization can be felt its existence through the behavior of members in the organization. This can be seen from the patterns and also ways of thinking, feeling, responding and guiding the members of the organization in making decisions or other activities in an organization.
Robbins (2008) argues that the implementation of an organizational culture can be assessed with the dimensions of organizational culture. The dimensions of organizational culture are not easily determined but based on empirical studies. The empirical study is usually not done by using a small sample but by using a large sample involving several organizations.
the results were not found cultural dimensions that apply to the general. So that a conclusion can be drawn that understanding organizational culture through its dimensions can describe an organizational culture of an organization.
Formation of Organizational Culture
Robbins (2008) argues is that it takes a long time to establish organizational culture. Once formed, the culture tends to take root, making it difficult for managers to change it.
the culture of the organization is derived from the founding philosophy, which then greatly influences the criteria used in recruiting or employing members of the organization. The actions of top management will determine the general climate of behavior that is both acceptable and not. The level of success in socializing organizational culture depends on the compatibility of the values of new staff with the values of the organization in the selection process or on the preferences of top management to be able to socialize methods.
Research shows that there are seven main characteristics which, as a whole, are the essence of organizational culture.
Innovation and courage to take risks. The extent to which employees are encouraged to be innovative and dare to take risks.
Attention to details. The extent to which employees are expected to carry out precision, analysis, and attention to details.
Results orientation. The extent to which management focuses more on results than on the techniques and processes used to achieve these results.
People orientation. The extent to which management decisions consider the effects of these results on people within the organization.
Team orientation. The extent to which work activities in the organization are on teams rather than individuals.
Aggressiveness. The extent to which people are aggressive and competitive rather than relaxed.
Stability. The extent to which organizational activities emphasize maintaining the status quo in comparison.
Also Read Articles That May Be Associated: Understanding Culture According to Experts and Their Definitions and Elements
The dominant and subcultural values of the organization
Organizational culture represents a common perception of the members of the organization or in other words, culture is a system of shared meanings. Therefore, the hope built from here is that individuals who have different backgrounds or are at different levels in the organization will understand the culture of the organization in a similar sense.
Most organizations have a dominant culture and many sub-cultures. A dominant culture expresses the core values shared by the majority of members of the organization. When talking about the culture of an organization, it refers to its dominant culture, so this is the macro view of culture that gives its own personality in the organization. Subcultures tend to develop within large organizations to reflect the same problems, situations, or experiences that members face. The subculture includes the core values of the dominant culture plus unique additional values.
If the organization does not have a dominant culture and is only composed of many subcultures, the value of organizational culture as an independent variable will be significantly reduced because there will be no uniform interpretation of what constitutes proper behavior and undue behavior. It is this aspect of shared meaning that makes it a potential tool to guide and shape behavior. That is what allows one to say, for example, that Microsoft's culture values aggressiveness and risk taking and then uses that information to better understand the behavior of Microsoft executives and employees. However, the fact that cannot be ignored is that many organizations also have various sub-cultures which can influence behavior.
Dimensions of Organizational Culture
The culture of the organization can be felt its existence through the behavior of members in the organization. This can be seen from the patterns and also ways of thinking, feeling, responding and guiding the members of the organization in making decisions or other activities in an organization.
Robbins (2008) argues that the implementation of an organizational culture can be assessed with the dimensions of organizational culture. The dimensions of organizational culture are not easily determined but based on empirical studies. The empirical study is usually not done by using a small sample but by using a large sample involving several organizations.
the results were not found cultural dimensions that apply to the general. So that a conclusion can be drawn that understanding organizational culture through its dimensions can describe an organizational culture of an organization.
Formation of Organizational Culture
Robbins (2008) argues is that it takes a long time to establish organizational culture. Once formed, the culture tends to take root, making it difficult for managers to change it.
the culture of the organization is derived from the founding philosophy, which then greatly influences the criteria used in recruiting or employing members of the organization. The actions of top management will determine the general climate of behavior that is both acceptable and not. The level of success in socializing organizational culture depends on the compatibility of the values of new staff with the values of the organization in the selection process or on the preferences of top management to be able to socialize methods.
Organizational Culture Function
Organizational Culture Function
Robbins (2008) found that the organizational culture has several functions in an organization that is to provide limits to be able to define roles so that they can show clear differences between organizations, provide an understanding of identity towards something greater than the interests of individual members of the organization, show stability in the social system, provide understanding and also control mechanisms that can be used as a guide to be able to shape the attitudes and behavior of organizational members and also in the end organizational culture can shape the mindset and behavior of organizational members.
There are several benefits that can be obtained from both parties, both the organization and its members. These benefits are providing guidelines for decision-making actions, enhancing organizational commitment, increasing the consistency of the behavior of organizational members and also reducing the doubts of members of the organization, because culture tells them something is done and is also considered important (Mangkunegara, 2007).
According to Robbins (1996: 294), the function of organizational culture is as follows:
Culture creates a clear distinction between one organization and another.
Culture carries a sense of identity for members of the organization.
Culture makes it easy for commitment to something broader than one's individual self-interest.
Culture is the social glue that helps unite the organization by providing appropriate standards for employees.
Culture as a mechanism for making meaning and control that guides and shapes employee attitudes and behavior.
Organizational culture according to Tika (2006) has several functions, namely:
As a limitation on the environment, organizations or other groups.
As a glue for staff in an organization.
Promotes social system stability.
As a control mechanism in integrating and also forming the attitudes and behavior of staff.
As an integrator.
Can shape behavior for staff.
As a means to be able to solve the main problems of the organization.
As a reference in preparing a company plan.
is as a communication tool.
is an obstacle to innovation.
Characteristics of Organizational Culture
According to Robbins (1996: 289), there are 7 characteristics of organizational culture:
Innovation and risk taking. The extent to which employees are supported to be innovative and take risks.
Attention to detail. The extent to which employees are expected to demonstrate accuracy, analysis and attention to detail.
Results orientation. The extent to which management focuses on results rather than on the techniques and processes used to achieve these results.
People orientation. The extent to which management decisions take into account the effects on people within the organization.
Team orientation. The extent to which work activities are organized around teams is not individuals.
Aggressiveness. Relating to employee aggressiveness.
Stability. The organization emphasizes maintaining a good organizational culture.
By assessing the organization based on these seven characteristics, a compound picture of the culture of the organization will be obtained. This picture is the basis for the shared feelings of understanding that members have about the organization, how matters are resolved in it, and the way members behave (Robbins, 1996: 289).
Robbins (2008) found that the organizational culture has several functions in an organization that is to provide limits to be able to define roles so that they can show clear differences between organizations, provide an understanding of identity towards something greater than the interests of individual members of the organization, show stability in the social system, provide understanding and also control mechanisms that can be used as a guide to be able to shape the attitudes and behavior of organizational members and also in the end organizational culture can shape the mindset and behavior of organizational members.
There are several benefits that can be obtained from both parties, both the organization and its members. These benefits are providing guidelines for decision-making actions, enhancing organizational commitment, increasing the consistency of the behavior of organizational members and also reducing the doubts of members of the organization, because culture tells them something is done and is also considered important (Mangkunegara, 2007).
According to Robbins (1996: 294), the function of organizational culture is as follows:
Culture creates a clear distinction between one organization and another.
Culture carries a sense of identity for members of the organization.
Culture makes it easy for commitment to something broader than one's individual self-interest.
Culture is the social glue that helps unite the organization by providing appropriate standards for employees.
Culture as a mechanism for making meaning and control that guides and shapes employee attitudes and behavior.
Organizational culture according to Tika (2006) has several functions, namely:
As a limitation on the environment, organizations or other groups.
As a glue for staff in an organization.
Promotes social system stability.
As a control mechanism in integrating and also forming the attitudes and behavior of staff.
As an integrator.
Can shape behavior for staff.
As a means to be able to solve the main problems of the organization.
As a reference in preparing a company plan.
is as a communication tool.
is an obstacle to innovation.
Characteristics of Organizational Culture
According to Robbins (1996: 289), there are 7 characteristics of organizational culture:
Innovation and risk taking. The extent to which employees are supported to be innovative and take risks.
Attention to detail. The extent to which employees are expected to demonstrate accuracy, analysis and attention to detail.
Results orientation. The extent to which management focuses on results rather than on the techniques and processes used to achieve these results.
People orientation. The extent to which management decisions take into account the effects on people within the organization.
Team orientation. The extent to which work activities are organized around teams is not individuals.
Aggressiveness. Relating to employee aggressiveness.
Stability. The organization emphasizes maintaining a good organizational culture.
By assessing the organization based on these seven characteristics, a compound picture of the culture of the organization will be obtained. This picture is the basis for the shared feelings of understanding that members have about the organization, how matters are resolved in it, and the way members behave (Robbins, 1996: 289).
Function Dimensions and Formation of Organizational Culture
Function Dimensions and Formation of Organizational Culture
Organizational Culture: Definition, Function, Characteristics, Characteristics and Sources are In everyday people's lives can not be separated from the cultural ties created. Cultural ties are created by the community concerned, whether in the family, organization, business or nation
Understanding Organizational Culture
In everyday community life is inseparable from the cultural ties created. Cultural ties are created by the community concerned, whether in the family, organization, business or nation. Culture distinguishes people from one another in the way they interact and act to complete a job. Culture binds members of community groups into a unified view that creates uniformity in behavior or action. As time goes by, culture is definitely formed in organizations and benefits can also be felt in contributing to the effectiveness of the organization as a whole.
According to experts
Following are some notions of organizational culture according to some experts:
According to Wood, Wallace, Zeffane, Schermerhorn, Hunt, Osborn (2001: 391), organizational culture is a system that is believed and values developed by organizations where it guides the behavior of members of the organization itself.
According to Tosi, Rizzo, Carroll as quoted by Munandar (2001: 263), organizational culture is ways of thinking, feeling and reacting based on certain patterns that exist in organizations or that exist in parts of the organization.
According to Robbins (1996: 289), organizational culture is a shared perception shared by members of the organization.
According to Schein (1992: 12), organizational culture is the basic pattern accepted by organizations to act and solve problems, form employees who are able to adapt to the environment and unite members of the organization. For this reason, it must be taught to members, including new members, as a correct way to study, think and feel the problems encountered.
According to Cushway and Lodge (GE: 2000), organizational culture is an organizational value system and will influence the way work is done and the way employees behave. It can be concluded that what is meant by organizational culture in
This research is an organizational value system adopted by members of the organization, which then influences the work and behavior of the members of the organization.
History / Origins of Organizational Culture
Ingvar Kamprad, founder of IKEA. The source of the growing organizational culture at IKEA is its founder. The habits, traditions, and general way of doing everything in an organization today is the result or result of what has been done before and how much success it has achieved in the past. This leads to the highest source of culture of an organization: its founders.
Traditionally, the founders of organizations have a profound influence on the organization's early culture. The founder of the organization has no problems because of previous habits or ideologies. The small size that usually characterizes new organizations makes it easier for founders to impose their vision on all members of the organization. The process of creating culture takes place in three ways. First, the founders only recruit and retain employees who are of the same mind and in their hearts. Secondly, the founder indoctrinated and socialized the mindset and behavior of the employees.
Finally, the founder's own behavior acts as a role model that encourages employees to identify themselves and, as such, internalize the founder's beliefs, values, and assumptions. When the organization achieves success, the founder's vision is then seen as a major determining factor for that success. At this point, all the founders' personalities are inherent in the culture of the organization.
Organizational Culture Resources
According to Tosi, Rizzo, Carrol as quoted by Munandar (2001: 264), organizational culture is influenced by several factors, namely:
Broad general influences from outside
Includes factors that cannot be controlled or only a little can be controlled by the organization.
The influence of values in society
Beliefs and dominant values of the wider community such as politeness and cleanliness.
Specific factors of the organization
The organization always interacts with its environment. In overcoming both external and internal problems the organization will get successful solutions. Success in overcoming these problems is the basis for the growth of organizational culture.
Organizational Culture: Definition, Function, Characteristics, Characteristics and Sources are In everyday people's lives can not be separated from the cultural ties created. Cultural ties are created by the community concerned, whether in the family, organization, business or nation
Understanding Organizational Culture
In everyday community life is inseparable from the cultural ties created. Cultural ties are created by the community concerned, whether in the family, organization, business or nation. Culture distinguishes people from one another in the way they interact and act to complete a job. Culture binds members of community groups into a unified view that creates uniformity in behavior or action. As time goes by, culture is definitely formed in organizations and benefits can also be felt in contributing to the effectiveness of the organization as a whole.
According to experts
Following are some notions of organizational culture according to some experts:
According to Wood, Wallace, Zeffane, Schermerhorn, Hunt, Osborn (2001: 391), organizational culture is a system that is believed and values developed by organizations where it guides the behavior of members of the organization itself.
According to Tosi, Rizzo, Carroll as quoted by Munandar (2001: 263), organizational culture is ways of thinking, feeling and reacting based on certain patterns that exist in organizations or that exist in parts of the organization.
According to Robbins (1996: 289), organizational culture is a shared perception shared by members of the organization.
According to Schein (1992: 12), organizational culture is the basic pattern accepted by organizations to act and solve problems, form employees who are able to adapt to the environment and unite members of the organization. For this reason, it must be taught to members, including new members, as a correct way to study, think and feel the problems encountered.
According to Cushway and Lodge (GE: 2000), organizational culture is an organizational value system and will influence the way work is done and the way employees behave. It can be concluded that what is meant by organizational culture in
This research is an organizational value system adopted by members of the organization, which then influences the work and behavior of the members of the organization.
History / Origins of Organizational Culture
Ingvar Kamprad, founder of IKEA. The source of the growing organizational culture at IKEA is its founder. The habits, traditions, and general way of doing everything in an organization today is the result or result of what has been done before and how much success it has achieved in the past. This leads to the highest source of culture of an organization: its founders.
Traditionally, the founders of organizations have a profound influence on the organization's early culture. The founder of the organization has no problems because of previous habits or ideologies. The small size that usually characterizes new organizations makes it easier for founders to impose their vision on all members of the organization. The process of creating culture takes place in three ways. First, the founders only recruit and retain employees who are of the same mind and in their hearts. Secondly, the founder indoctrinated and socialized the mindset and behavior of the employees.
Finally, the founder's own behavior acts as a role model that encourages employees to identify themselves and, as such, internalize the founder's beliefs, values, and assumptions. When the organization achieves success, the founder's vision is then seen as a major determining factor for that success. At this point, all the founders' personalities are inherent in the culture of the organization.
Organizational Culture Resources
According to Tosi, Rizzo, Carrol as quoted by Munandar (2001: 264), organizational culture is influenced by several factors, namely:
Broad general influences from outside
Includes factors that cannot be controlled or only a little can be controlled by the organization.
The influence of values in society
Beliefs and dominant values of the wider community such as politeness and cleanliness.
Specific factors of the organization
The organization always interacts with its environment. In overcoming both external and internal problems the organization will get successful solutions. Success in overcoming these problems is the basis for the growth of organizational culture.
Functions and Objectives of Introduction to Management
Functions and Objectives of Introduction to Management
management itself is a series of stages of activities starting from the beginning to carry out activities until the achievement of the objectives of the activity. The division of functions in management according to several management experts, including:
1. According to Dalton E.M.C. Farland (1990) in "Management Principles and Management", the management function is divided into 3 namely:
(Planning) Planning.
(Organizing) Organizing.
(Controlling) Supervision.
2. According to George R. Ferry (1990) in the "Principles of Management", the management process is divided into 4 namely:
(Planning) Planning.
(Organizing) Organizing.
(Controlling) Supervision.
(Activating) Implementation.
3. According to H. Koontz and O'Donnel (1991) in "The Principles of Management", management processes and functions are divided into 4 namely:
(Planning) Planning.
(Organizing) Organizing.
(Controlling) Supervision.
(Directing) Briefing.
Functions - Introduction to Management
Following are the functions of management.
Planning function
Basically, planning is a decision making process that is the basis for economic activities and effective in the future.
Organizing function
Organizing Functions can be defined as the process of creating relationships between functions, personalization and physical factors so that activities must be carried out, integrated and directed towards the achievement of common goals.
Briefing function
Direction is a management function that stimulates actions to actually be carried out.
Coordinating function
A coordinated effort in which employee activities are harmonious, directed and integrated to achieve common goals.
Oversight function
The oversight function essentially regulates whether the activity complies with the requirements specified in the plan to achieve the objectives.
Introduction to Future Management Concepts
Management aims to improve productivity, ROI and quality of human life.
Management bases its actions on quantitative aspects as well as human behavior.
Future management will face the issue of inflation, increasingly scarce resources, social and cultural values of society, technology, employee and management relations, ethics and social responsibility, conflicts and globalization.
Future management will face problems that come from the industrial sector with services and for that we need information that is sought with good management information systems.
Principles for Introduction to Management
Management principles are the basic principles or work guidelines that should not be ignored by every manager / leader. In practice, efforts must be made to ensure that the principles of management are not rigid, but rather flexible, which can be changed according to need. Management principles consist of:
Equitable division of labor In distributing tasks and types to all work relatives, a manager should be fair, that is, he must behave equally and provide a balanced workload.
Giving authority and a clear and clear sense of responsibility Every working relative or employee should be given full authority to carry out their duties properly and take responsibility directly to their superiors.
Unity of orders Every employee or working relative should only receive one type of order from a direct supervisor (foreman / section head / section head), not from several people who both feel to be the supervisor of the employee / working relative.
Discipline is the willingness to carry out a real business or activity (working in accordance with the type of work that is the duty and responsibility) based on the planned plan, regulations and time (work time).
Unity of direction The activity should have the same goal and be led by a direct supervisor and be based on the same work plan (one goal, one plan, and one leader). If this principle is not implemented then a split will arise between the working relatives / employees. Because some are given many tasks and some are few, even though they have the same ability (Dayat, n.d, pp.7-9).
Fields - Introduction to Management
Following are the Fields in Management.
Human Resource Management.
Operations or Production Management
Strategy Management.
Marketing Management.
Financial management.
Information Technology Management.
management itself is a series of stages of activities starting from the beginning to carry out activities until the achievement of the objectives of the activity. The division of functions in management according to several management experts, including:
1. According to Dalton E.M.C. Farland (1990) in "Management Principles and Management", the management function is divided into 3 namely:
(Planning) Planning.
(Organizing) Organizing.
(Controlling) Supervision.
2. According to George R. Ferry (1990) in the "Principles of Management", the management process is divided into 4 namely:
(Planning) Planning.
(Organizing) Organizing.
(Controlling) Supervision.
(Activating) Implementation.
3. According to H. Koontz and O'Donnel (1991) in "The Principles of Management", management processes and functions are divided into 4 namely:
(Planning) Planning.
(Organizing) Organizing.
(Controlling) Supervision.
(Directing) Briefing.
Functions - Introduction to Management
Following are the functions of management.
Planning function
Basically, planning is a decision making process that is the basis for economic activities and effective in the future.
Organizing function
Organizing Functions can be defined as the process of creating relationships between functions, personalization and physical factors so that activities must be carried out, integrated and directed towards the achievement of common goals.
Briefing function
Direction is a management function that stimulates actions to actually be carried out.
Coordinating function
A coordinated effort in which employee activities are harmonious, directed and integrated to achieve common goals.
Oversight function
The oversight function essentially regulates whether the activity complies with the requirements specified in the plan to achieve the objectives.
Introduction to Future Management Concepts
Management aims to improve productivity, ROI and quality of human life.
Management bases its actions on quantitative aspects as well as human behavior.
Future management will face the issue of inflation, increasingly scarce resources, social and cultural values of society, technology, employee and management relations, ethics and social responsibility, conflicts and globalization.
Future management will face problems that come from the industrial sector with services and for that we need information that is sought with good management information systems.
Principles for Introduction to Management
Management principles are the basic principles or work guidelines that should not be ignored by every manager / leader. In practice, efforts must be made to ensure that the principles of management are not rigid, but rather flexible, which can be changed according to need. Management principles consist of:
Equitable division of labor In distributing tasks and types to all work relatives, a manager should be fair, that is, he must behave equally and provide a balanced workload.
Giving authority and a clear and clear sense of responsibility Every working relative or employee should be given full authority to carry out their duties properly and take responsibility directly to their superiors.
Unity of orders Every employee or working relative should only receive one type of order from a direct supervisor (foreman / section head / section head), not from several people who both feel to be the supervisor of the employee / working relative.
Discipline is the willingness to carry out a real business or activity (working in accordance with the type of work that is the duty and responsibility) based on the planned plan, regulations and time (work time).
Unity of direction The activity should have the same goal and be led by a direct supervisor and be based on the same work plan (one goal, one plan, and one leader). If this principle is not implemented then a split will arise between the working relatives / employees. Because some are given many tasks and some are few, even though they have the same ability (Dayat, n.d, pp.7-9).
Fields - Introduction to Management
Following are the Fields in Management.
Human Resource Management.
Operations or Production Management
Strategy Management.
Marketing Management.
Financial management.
Information Technology Management.
Understanding Introduction to Management
Understanding Introduction to Management
Understanding Introduction to Management - Structure, Function, Concepts, Principles, Fields, Experts: Is how to organize, confuse and lead all those who are subordinates so that the work done can achieve a goal.
Understanding Introduction to Management
Management comes from the English word "management" which comes from the word "to manage" which means "taking care or governance". So that Management is how to regulate, membingbing and leading all those who become subordinates so that the work done can achieve a goal.
Understanding Introduction to Management According to Experts
The following is an understanding of management according to experts:
Oxford.
Management is the process of dealing with or controlling people or things.
William H Newman.
Management is a function related to obtaining certain results.
Drs. Oey
management is planning, organizing, ordering, coordinating and controlling.
Harold Koontz & O 'Donnel
Management in his book entitled "Principles of Management", "Management is related to the achievement of goals done through others" (Dayat, n.d, p.6).
George R. Terry (1994).
management In the book titled "Principles of Management" provides a definition that: "Management is a process that distinguishes the planning, organizing, driving the implementation and supervision, by utilizing both science and art, in order to be able to complete the goals previously set" (Dayat, nd , p.6).
Ensiclopedia of The Social Sciences.
Management is defined as the process of implementing certain objectives which are held and invaded.
Mary Parker Follet.
Management is an art in completing work through other people.
Davis.
Management is a function of every executive leadership everywhere.
Chaster I Bernard.
Management is a Science and Art.
Thomas H. Nelson.
Company management is the science and art of combining ideas, facilities, processes, materials and people to produce goods or services that can be useful and sell them to get profitable.
G.R. Terri
Management It is a unique process consisting of planning, organizing, implementing, and controlling that is carried out to determine and achieve efforts for goals by utilizing human and other resources.
James A. F. Stoner.
Management is defined as the process of planning, organizing, leadership, and supervising the efforts (efforts) of members of the organization and using all organizational resources to achieve the goals set.
Oei Liang Lie.
Management is the science and art of planning, organizing, directing, coordinating and supervising human and natural resources, especially on human resources to achieve the specified goals.
Also Read Articles That May Be Related: 101 Understanding of Customary Law According to World Experts
Introduction to Management Structure
Management principles are the basics or work guidelines that are basic and should not be ignored by every manager / leader.
Equitable division of labor
In distributing tasks and types to all employees, a manager wants to be fair.
Granting authority and sense of responsibility
Giving authority and a clear and clear sense of responsibility to each employee should be given full authority to carry out their duties properly and can be directly accountable to superiors.
Discipline
Discipline is the willingness to do business (real activities)
Unity of command
Each employee should only receive one type of order from a direct supervisor.
Unity of direction
the process must have the same goals and be led by a direct superior based on the same work plan
Understanding Introduction to Management - Structure, Function, Concepts, Principles, Fields, Experts: Is how to organize, confuse and lead all those who are subordinates so that the work done can achieve a goal.
Understanding Introduction to Management
Management comes from the English word "management" which comes from the word "to manage" which means "taking care or governance". So that Management is how to regulate, membingbing and leading all those who become subordinates so that the work done can achieve a goal.
Understanding Introduction to Management According to Experts
The following is an understanding of management according to experts:
Oxford.
Management is the process of dealing with or controlling people or things.
William H Newman.
Management is a function related to obtaining certain results.
Drs. Oey
management is planning, organizing, ordering, coordinating and controlling.
Harold Koontz & O 'Donnel
Management in his book entitled "Principles of Management", "Management is related to the achievement of goals done through others" (Dayat, n.d, p.6).
George R. Terry (1994).
management In the book titled "Principles of Management" provides a definition that: "Management is a process that distinguishes the planning, organizing, driving the implementation and supervision, by utilizing both science and art, in order to be able to complete the goals previously set" (Dayat, nd , p.6).
Ensiclopedia of The Social Sciences.
Management is defined as the process of implementing certain objectives which are held and invaded.
Mary Parker Follet.
Management is an art in completing work through other people.
Davis.
Management is a function of every executive leadership everywhere.
Chaster I Bernard.
Management is a Science and Art.
Thomas H. Nelson.
Company management is the science and art of combining ideas, facilities, processes, materials and people to produce goods or services that can be useful and sell them to get profitable.
G.R. Terri
Management It is a unique process consisting of planning, organizing, implementing, and controlling that is carried out to determine and achieve efforts for goals by utilizing human and other resources.
James A. F. Stoner.
Management is defined as the process of planning, organizing, leadership, and supervising the efforts (efforts) of members of the organization and using all organizational resources to achieve the goals set.
Oei Liang Lie.
Management is the science and art of planning, organizing, directing, coordinating and supervising human and natural resources, especially on human resources to achieve the specified goals.
Also Read Articles That May Be Related: 101 Understanding of Customary Law According to World Experts
Introduction to Management Structure
Management principles are the basics or work guidelines that are basic and should not be ignored by every manager / leader.
Equitable division of labor
In distributing tasks and types to all employees, a manager wants to be fair.
Granting authority and sense of responsibility
Giving authority and a clear and clear sense of responsibility to each employee should be given full authority to carry out their duties properly and can be directly accountable to superiors.
Discipline
Discipline is the willingness to do business (real activities)
Unity of command
Each employee should only receive one type of order from a direct supervisor.
Unity of direction
the process must have the same goals and be led by a direct superior based on the same work plan
Understanding the Role of the Central Bank
Understanding the Role of the Central Bank
Do you know what is meant by the central bank ??? If you don't know it, you are absolutely right to visit. Because here will be a complete review of the central bank's understanding, objectives, roles and duties and their functions in full. For that, let's look at the reviews below.
Central Bank
Understanding Central Bank
The Central Bank is a financial body, which is generally owned by the government, and ensures that the activities of these financial institutions can create a high and stable level of economic activity.
The central bank in the world, the World Bank (BI). According to the Act About amendments to the Act. No.3 of 23 of 1999 concerning the World Bank, the World Bank is an independent state institution in carrying out its duties and authorities, free from the influence of the government and or other parties, except for matters expressly regulated in the law.
Bank as a central bank that aims to achieve and maintain the stability of the value of the rupiah. To achieve this goal, the World Bank carries out a monetary policy that is continuous, consistent, transparent, and must consider the government's general policies in the economic field.
History of the Central Bank
Long before the arrival of the western nation, the archipelago had become the center of international trade. While in mainland Europe, mercantilism has developed into an industrial revolution and caused rapid European trade activities. That was when simple banking institutions emerged, such as Bank van Leening in the Netherlands. This banking system was then brought by the western nations who were expanding the archipelago at the same time.
The VOC in Java in 1746 founded De Bank van Leening which later became De Bank Courant en Bank van Leening in 1752. The bank was the first bank born in the archipelago, the forerunner of the banking world in the future. On January 24, 1828, the Dutch East Indies government established a circulation bank called De Javasche Bank (DJB). For decades the bank operated and developed based on an octroi from the ruler of the Kingdom of the Netherlands, until finally enacted DJB Wet 1922.
The Japanese occupation period had temporarily stopped the activities of the DJB and the Dutch East Indies banking. Then the revolutionary period arrived, the Dutch East Indies experienced a dualism of power, between the World Republic (RI) and the Nederlandsche Indische Civil Administrative (NICA). Banking was also divided into two, the DJB and the Dutch banks in the NICA region while the "World Bank Poesat Service" and the World State Bank in the Republic of Indonesia.
The Round Table Conference (KMB) of 1949 put an end to the conflict of the World and the Netherlands. DJB was later established as the central bank for the United Republic of the United States (RIS). This status continues to survive until the return of RI in the unitary state. Next as a sovereign nation and state, RI nationalized its central bank. Then since July 1, 1953 DJB changed to become the World Bank, the central bank for the World Republic.
The purpose of the Central Bank
The sole purpose of the central bank (BI) is to achieve and maintain the stability of the value of the rupiah, which is reflected in the inflation rate and the development of the rupiah exchange rate against foreign currencies. The instrument used to achieve and maintain the stability of the rupiah's value can be referred to by the task of the World Bank as a central bank.
The Role of the Central Bank
The role of the central bank (BI) is to achieve and maintain the stability of the value of the rupiah, which is reflected in the inflation rate and the development of the rupiah exchange rate against foreign currencies. The instrument used to achieve and maintain the stability of the rupiah's value can be referred to by the task of the World Bank as a central bank.
Central Bank Function
The function of the central bank is regulated in Law No. 23 of 1999 concerning the World Bank.
It was stated that the aim of the World Bank through policies is to achieve and maintain the stability of the value of the rupiah which focuses on inflation and the rupiah exchange rate. The World Bank is commonly known as the bank of bank.
The Duties of the Central Bank
Whereas the tasks of the Central Bank in this case the World Bank which has been explained in the Act are as follows:
Arranging money circulation by determining and operating according to monetary policy.
Make arrangements and encourage ease of payment and production systems.
Duties of the Central Bank Relating to the Government
Provision of credit to the government.
Regulate government treasury.
Assisting the auction process and selling government bonds.
Circulate money as a legal payment instrument.
Have full rights to the printing and production of money.
Has the sole right to print money.
Duties of the Central Bank in Banking
Determine interest rates.
As a banker.
Developing sound credit.
Coaching all existing banks.
Manage, control and expand the network and payment traffic.
Conduct support and encourage people to run productive businesses.
Central Bank Authority
World Bank's authority in the monetary sector, among others, are as follows:
To conduct monetary control, namely: open market operations, setting a discount rate, setting minimum reserve requirements, and arranging credit or financing.
Determine monetary targets by considering the national inflation rate target.
Control policies related to finance. The intended financial policies are:
Application of discount policy.
Application of minimum reserve requirement.
Control of financing and credit.
Do you know what is meant by the central bank ??? If you don't know it, you are absolutely right to visit. Because here will be a complete review of the central bank's understanding, objectives, roles and duties and their functions in full. For that, let's look at the reviews below.
Central Bank
Understanding Central Bank
The Central Bank is a financial body, which is generally owned by the government, and ensures that the activities of these financial institutions can create a high and stable level of economic activity.
The central bank in the world, the World Bank (BI). According to the Act About amendments to the Act. No.3 of 23 of 1999 concerning the World Bank, the World Bank is an independent state institution in carrying out its duties and authorities, free from the influence of the government and or other parties, except for matters expressly regulated in the law.
Bank as a central bank that aims to achieve and maintain the stability of the value of the rupiah. To achieve this goal, the World Bank carries out a monetary policy that is continuous, consistent, transparent, and must consider the government's general policies in the economic field.
History of the Central Bank
Long before the arrival of the western nation, the archipelago had become the center of international trade. While in mainland Europe, mercantilism has developed into an industrial revolution and caused rapid European trade activities. That was when simple banking institutions emerged, such as Bank van Leening in the Netherlands. This banking system was then brought by the western nations who were expanding the archipelago at the same time.
The VOC in Java in 1746 founded De Bank van Leening which later became De Bank Courant en Bank van Leening in 1752. The bank was the first bank born in the archipelago, the forerunner of the banking world in the future. On January 24, 1828, the Dutch East Indies government established a circulation bank called De Javasche Bank (DJB). For decades the bank operated and developed based on an octroi from the ruler of the Kingdom of the Netherlands, until finally enacted DJB Wet 1922.
The Japanese occupation period had temporarily stopped the activities of the DJB and the Dutch East Indies banking. Then the revolutionary period arrived, the Dutch East Indies experienced a dualism of power, between the World Republic (RI) and the Nederlandsche Indische Civil Administrative (NICA). Banking was also divided into two, the DJB and the Dutch banks in the NICA region while the "World Bank Poesat Service" and the World State Bank in the Republic of Indonesia.
The Round Table Conference (KMB) of 1949 put an end to the conflict of the World and the Netherlands. DJB was later established as the central bank for the United Republic of the United States (RIS). This status continues to survive until the return of RI in the unitary state. Next as a sovereign nation and state, RI nationalized its central bank. Then since July 1, 1953 DJB changed to become the World Bank, the central bank for the World Republic.
The purpose of the Central Bank
The sole purpose of the central bank (BI) is to achieve and maintain the stability of the value of the rupiah, which is reflected in the inflation rate and the development of the rupiah exchange rate against foreign currencies. The instrument used to achieve and maintain the stability of the rupiah's value can be referred to by the task of the World Bank as a central bank.
The Role of the Central Bank
The role of the central bank (BI) is to achieve and maintain the stability of the value of the rupiah, which is reflected in the inflation rate and the development of the rupiah exchange rate against foreign currencies. The instrument used to achieve and maintain the stability of the rupiah's value can be referred to by the task of the World Bank as a central bank.
Central Bank Function
The function of the central bank is regulated in Law No. 23 of 1999 concerning the World Bank.
It was stated that the aim of the World Bank through policies is to achieve and maintain the stability of the value of the rupiah which focuses on inflation and the rupiah exchange rate. The World Bank is commonly known as the bank of bank.
The Duties of the Central Bank
Whereas the tasks of the Central Bank in this case the World Bank which has been explained in the Act are as follows:
Arranging money circulation by determining and operating according to monetary policy.
Make arrangements and encourage ease of payment and production systems.
Duties of the Central Bank Relating to the Government
Provision of credit to the government.
Regulate government treasury.
Assisting the auction process and selling government bonds.
Circulate money as a legal payment instrument.
Have full rights to the printing and production of money.
Has the sole right to print money.
Duties of the Central Bank in Banking
Determine interest rates.
As a banker.
Developing sound credit.
Coaching all existing banks.
Manage, control and expand the network and payment traffic.
Conduct support and encourage people to run productive businesses.
Central Bank Authority
World Bank's authority in the monetary sector, among others, are as follows:
To conduct monetary control, namely: open market operations, setting a discount rate, setting minimum reserve requirements, and arranging credit or financing.
Determine monetary targets by considering the national inflation rate target.
Control policies related to finance. The intended financial policies are:
Application of discount policy.
Application of minimum reserve requirement.
Control of financing and credit.
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