Book : Pengantar Manajemen Umum (untuk STIE)
Page : 169
About : Efektifitas Manajemen Empat Tingkat dari
R.Linkert
NPM : 17214274
Class : 1EA08
R.
Likert menyusun dua gaya dasar kepemimpinan dimana gaya kepemimpinan pertama
(orientasi karyawan) mempunyai semangat kerja dan produtifitas yang tinggi dari
pada gaya kepemimpinan kedua (orientasi tugas). Beliau dan lainnya menyusun 4
sistem efektifitas manajemen manajer sistem 1) membuat semua keputusan yang
berhubungan dengan pekerjaan dan memerintah bawahan untuk melaksanakannya. Standar
dan metode pelaksanaan juga diterapkan secara kaku. Manajer sistem 2) masih
memberi perintah-perintah, tetapi bawahan diberi kebebasan untuk mengomentari
perintah tersebut. Bawahan diberi kebebasan fleksibelitas untuk melaksanakan
tugas-tugasnya, tetapi dalam batas-batas dan prosedur-prosedur yang telah
ditetapkan. Manajer sistem 3) setelah permasalahannya didiskusikan dengan
bawahannya maka manejer menetapkan tujuan-tujuan dan memerintahkan bawahan
untuk melaksanakan tugas yang telah ditetapkan. Manajer sistem 4) sistem yang
paling ideal menurut R. Likert adalah bagaimana cara organisasi seharusnya
bekerja. Tujuan-tujuan ditetapkan dan keputusan yang berkaitan dengan pekerjaan
dibuat oleh kelompok. Jika manajer membuat keputusan, mereka melakukan setelah
mempertimbangkan saran dan pendapat dari anggota kelompok. Jadi tujuan yang
ditetapkan dan keputusan yang dibuat tidak selalu secara peribadi mereka sukai
untuk memotivasi bawahan, tidak hanya memberikan penghargaan ekonomis saja
tetapi juga mencoba memberikan perasaan yang dibutuhkan dan penting.
Translate
Simple Present
R.
Likert developes two basic styles of leadership in which the first leadership
style (employee orientation) have the morale and high productivity of the
second leadership style (task orientation). He and the others prepare 4 the
effectiveness of the management system manager system 1) makes all decisions
related to work and commanding subordinates to execute. Standards and implementation
methods are also applied rigidly. System Manager 2) still gives the commands,
but subordinates are given the freedom to comment on the order. Subordinates
are given the freedom flexibility to carry out his duties, but within the
limits and procedures that have been set. Manager system 3) after the problem
discusses with subordinates then managers set goals and ordered subordinates to
perform tasks that is assigns. Manager system 4) The most ideal system
according to R. Likert is how the organization should work. The goals are set
and decisions related to the work makes by the group. If a manager makes a
decision, they do after considering the advice and opinions of members of the
group. So the goals set and decisions make are not always in their personal
passion for motivating subordinates, not only economically rewarding but also
try to give a feeling needs and important.
Translate
Simple Past Tense
R.
Likert developed two basic styles of leadership in which the first leadership
style (employee orientation) have the morale and high productivity of the
second leadership style (task orientation). He and the others prepared 4 the
effectivened of the management system manager system 1) made all decisions
related to work and commanding subordinated to execute. Standards and
implementation methods are also applied rigidly. System Manager 2) still gived
the command, but subordinates are given the freedom to comment on the order.
Subordinates are given the freedom flexibility to carry out his duties, but
within the limits and procedures that have been set. Manager system 3) after
the problem discussed with subordinates then managers set goals and ordered
subordinates to perform tasks that have been assigned. Manager system 4) The
most ideal system according to R. Likert is how the organization should work.
The goals are set and decisions related to the work made by the group. If a
manager made a decision, they did after consider the advice and opinions of
members of the group. So the goals set and decisions made are not always in
their personal passion for motivating subordinates, not only economically
rewarding but also try to gived a feeling needed and important.
