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Tugas-tugas yang Ada di dalam Struktur Organisasi di bidang Olahraga

A.    Tugas dan Fungsi Kepala Dinas Pemuda dan Olahraga.

       a. Tugas Kepala Dinas Pemuda dan Olahraga.

Kepala Dinas mempunyai tugas pokok melaksanakan urusan Pemerintahan daerah berdasarkan asas otonomi dan tugas pembantuan dibidang pemuda dan olahraga.

b. Fungsi Kepala Dinas Pemuda dan Olahraga seperti berikut

1. Perumusan kebijakan teknis dan strategis dibidang pemuda dan olahraga.

2. Penyelenggaraan urusan pemerintahan dan pelayanan umum dibidang pemuda dan olahraga.

3. Pembinaan dan pelaksanaan tugas dibidang pemuda dan olahraga.

4. Pelaksanaan tugas lain yang diberikan oleh Kepala Daerah sesuai dengan tugas dan funmgsinya

1. TUGAS DAN FUNGSI SEKRETARIAT.

a. Tugas Sekretariat :

Sekretariat mempunyai tugas mernyelenggarakan urusan atministrasi umum, perlengkapan, kerumah tanggaan, kelembagaan, kehumasan, kepegawaian, keuangan dan program.

b. Fungsi sekretariat :

Fungsi sekretariat Dinas Pemuda dan Olahraga adalah sebagai berikut:

1. Mengelola administrasi dan urusan umum .

2. Pelaksanaan urusan kerumah tanggaan dan perlengkapan.

3. Pelaksanaan urusan Organisasi, tatalaksana dan kehumasan.

4. Pelaksanaan urusan kepegawaian.

5. Pelaksanaan urusan keuangan.

6. Pelaksanaan urusan program.

7. Pelayanan teknis administrasi kepada Kepala Dinas dan semua satuan unit kerja di lingkungan Dinas

8. Pelaksanaan tugas – tugas lain yang diberikan oleh Kepala Dinas sesuai dengan tugas dan fungsinya.

3. TUGAS DAN FUNGSI BIDANG PEMUDA

a. Tugas bidang pemuda :

Kepala Bidang pemuda mempunyai tugas melaksanakan penyiapan perumusan kebijakan teknis dan strategis, koordinasi, pembinaan, pengendalian dan

pemberian bimbingan teknis dibidang kepemudaan, meliputi anak dan remaja, produktifitas dan lembaga kepemudaan.

b. Fungsi Bidang Pemuda :

Fungsi Bidang Pemuda Dinas Pemuda dan Olahraga adalah sebagai berikut :

1. Penyusunan  pedoman petunjuk teknis pemberdayaan anak, remaja, produktifitas, kewirausahaan serta lembaga kepemudaan.
2. Pemberdayaan anak, remaja, produktifitas, kewirausahaan dan lembaga kepemudaan.
3. Pelaksanaan koordinasi dalam rangka pemberdayaan kepemudaan.
4. Pelaksanaan tugas – tugas lain yang diberika oleh kepala Dinas sesuai dengan tugas dan fungsi.

4. TUGAS DAN FUNGSI BIDANG OLAHRAGA.

a. Tugas bidang olahraga :

Kepala bidang olahraga mempunyai tugas melaksanakan pembinaan olahraga terhadap pelajar dan mahasiswa di luar sekolah / kampus serta pembinaan olahraga masyarakat.

b. Fungsi Bidang Olahraga :

Bidang olahraga mempunyai fungsi sebagai berikut :

1. penyusunan rencana kegiatan pemberdayaan olahraga bagi anak prasekolah, pelajar dan mahasiswa di luar sekolah/ kampus serta masyarakat.
2. penyusunan pedoman pemberdayaan olahraga bagi anak prasekolah, pelajar dan mahasiswa di luar sekolah/ kampus serta masyarakat.
3. Pelaksanaan fasilitasi pemberdayaan olahraga bagi anak prasekolah pelajar dan mahasiswa di luar sekolah/ kampus serta masyarakat.
4. Pelaksanaan fasilitasi pemberdayaan olahraga bagi mahasiswa dan masyarakat melalui pemasalan dan pembibitan.
5. Pelaksanaan fasilitasi peningkatan pengetahuan teknis bagi pelatih, wasit, official dan Pembina olahraga.
6. pelaksanaan tugas tugas lain yang diberika oleh Kepala Dinas sesuai dengan tugas dan fungsinya.

5. TUGAS DAN FUNGSI BIDANG SARANA DAN PRASARANA

 a. Tugas Bidang Sarana Dan Prasarana :

Kepala bidang Sarana Dan Prasarana mempunyai tugas menyelenggarakan urusan rekomondasi pembangunan, pengadaan, pengelolaan Sarana Dan Prasarana kepemudaan dan keolahragaan.

b. Fungsi Bidang Sarana Dan Prasarana:

Bidang Sarana Dan Prasarana mempunyai fungsi sebagai berikut :

1. Penyusunan rencana pembagunan dan perawatan sarana dan prasarana kepemudaan serta keolahragaan.
2. Pelaksanaan pembangunan dan pengadaan sarana dan prasarana kepemudaan dan keolahragaan.
3. Pengelolaan sarana dan prasarana  kepemudaan dan keolahragaan.
4. Pemberian rekomendasi pembangunan prasarana kepemudaan dan keolahragaan.
5. Pelaksanaan tugas – tugas lain yang diberikan oleh Kepala Dinas sesuai dengan tugas dan fungsinya.

6. TUGAS UNIT PELAKSANAAN TEKNIS DINAS.

Tugas unsur pelaksanaan teknis operasional dinas adalah melaksanakan sebagai tugas Dinas yang mempunyai wilayah kerja tertentu.

7. TUGAS KELOMPOK JABATAN FUNGSIONAL

Tugas Kelompok Jabatan Fungsional adalah melakukan kegiatan sesuai dengan bidang jabatan fungsional masing – masing berdasarkan peraturan perudang undangan yang berlaku.

Adapun tugas-tugas manajer adalah:

1. Managerial cycle atau siklus pengambilan keputusan, membuat rencana, menyusun organisasi, pengarahan organisasi, pengendalian, penilaian dan pelaporan.

2. Memotivasi, artinya seorang manajer harus dapat mendorong para bawahannyauntuk bekerja giat dan membina para bawahan dengan baik dan harmonis.

3. Manajer harus berusaha memenuhi kebutuhan para bawahannya.

4. Manajer harus dapat menciptakan kondisi yang akan membantu bawahannya mendapatkan kepuasan dalam pekerjaanya.

5. Manajer harus berusaha agar para bawahannya bersedia memikul tanggung jawab.

6. Manajer harusmembina bawahannya agar dapat bekerja secara efektif dan efisien.

7. Manajer harus membenahi fungsi-fungsi fundamental manajemen secara baik.

8. Manajer harus mewakili dan membina hubungan yang harmonis dengan pihak luar.

Sesungguhnya, manajer bertanggungjawab dalam mengarahkan visi serta sumber-sumber daya kejurusan yang dapat menghasilkan hal-hal yang paling efektif.

a) Direktur

Direktur Rumah Sakit Umum  mempunyai Tugas Pokok : Membantu dalam pengelolaan Rumah Sakit dan penyelenggaraan pelayanan kesehatan kepada masyarakat.
Dalam menyelenggarakan tugas, Direktur RSUD Massenrempulu mempunyai fungsi sebagai berikut ;
  -Perumusan kebijakan rumah sakit
  -Penyusunan Rencana Strategik Rumah Sakit
  -Penyelenggaraan pelayanan umum dibidang kesehatan

b) Bagian Tata Usaha

Kepala Bagian Tata Usaha
Kepala Bagian Tata Usaha mempunyai Tugas Pokok:Memberikan pelayanan teknis dan administrasi kepada semua unsur dilingkungan kantor Rumah Sakit

Dalam menyelenggarakan tugas, Kepala Bagian Tata Usaha mempunyai fungsi sebagai berikut :

-Penyusunan kebijakan bidang teknis administrasi perencanaan, adminstrasi umum dan kepegawaian serta adminstrasi keuangan dan asset Rumah Sakit 

-Pembinaan, pengkoordinasian , pengendalian, pengawasan program dan kegiatan bagian tata usaha 

# Kepala Seksi Pelayanan Medik

Kepala Seksi Pelayanan Medik, mempunyai Tugas Pokok : menyiapkan perumusan dan fasilitasi medis di RS
Dalam menyelenggarakan tugas Kepala Seksi Pelayanan Medik mempunyai tugas :

  -Penyusunan program dan kegiatan seksi Pelayanan Medik ;
  -Pelaksanaan program dan kegiatan seksi Pelayanan Medik;
  -Pembinaan, pengendaliaan, pengawasan program dan kegiatan seksi Pelayanan Medik.

# Kepala Seksi Pelayanan Keperawatan

Kepala Seksi Pelayanan Keperawatan , mempunyai Tugas Pokok : menyiapkan perumusan dan fasilitasi Pelayanan Keperawatan di RS
Dalam menyelenggarakan tugas Kepala Seksi Pelayanan Keperawatan mempunyai tugas :

  -Penyusunan program dan kegiatan seksi Pelayanan Keperawatan;
  -Pelaksanaan program dan kegiatan seksi Pelayanan Keperawatan;
  -Pembinaan, Pengkoordinasian, pengendaliaan, pengawasan program dan kegiatan seksi Pelayanan Keperawatan.

# Kepala Seksi Perlengkapan Meik dan Non Medik

Kepala Seksi Perlengkapan Medik dan Non Medik, mempunyai Tugas Pokok : menyiapkan perumusan dan fasilitasi Perlengkapan Medik dan Non Medik di RS.
Dalam menyelenggarakan tugas Kepala Seksi Perlengkapan Medik dan Non Medik mempunyai tugas :

  -Penyusunan program dan kegiatan seksi Perlengkapan Medik dan Non Medik;
  -Pelaksanaan program dan kegiatan seksi Perlengkapan Medik dan Non Medik;
  -Pembinaan, Pengkoordinasian, pengendaliaan, pengawasan program dan kegiatan seksi          .

c) Bidang Pelayanan

Kepala Bidang Pelayanan

Kepala Bidang Pelayanan, mempunyai Tugas Pokok : Merencanakan operasionalisasi, memberi tugas, memberi petunjuk, menyelia, mengatur, mengevaluasi dan melaporkan penyelenggaraan tugas bidang pelayanan.
Dalam menyelenggarakan tugas, kepala bidang pelayanan mempunyai fungsi :

  -Penyelenggaraan program dan kegiatan pelayanan medik;
  -Penyelenggaraan program dan kegiatan pelayanan keperawatan;
  -Penyelenggaraan dan pengadaan perlengkapan medik dan non medik.

# Kepala Seksi Pelayanan Medik

Kepala Seksi Pelayanan Medik, mempunyai Tugas Pokok : menyiapkan perumusan dan fasilitasi medis di RS
Dalam menyelenggarakan tugas Kepala Seksi Pelayanan Medik mempunyai tugas :

  -Penyusunan program dan kegiatan seksi Pelayanan Medik ;
  -Pelaksanaan program dan kegiatan seksi Pelayanan Medik;
  -Pembinaan, pengendaliaan, pengawasan program dan kegiatan seksi Pelayanan Medik.

# Kepala Seksi Pelayanan Keperawatan

Kepala Seksi Pelayanan Keperawatan , mempunyai Tugas Pokok : menyiapkan perumusan dan fasilitasi Pelayanan Keperawatan di RS
Dalam menyelenggarakan tugas Kepala Seksi Pelayanan Keperawatan mempunyai tugas :

  -Penyusunan program dan kegiatan seksi Pelayanan Keperawatan;
  -Pelaksanaan program dan kegiatan seksi Pelayanan Keperawatan;
  -Pembinaan, Pengkoordinasian, pengendaliaan, pengawasan program dan kegiatan seksi Pelayanan Keperawatan.

# Kepala Seksi Perlengkapan Meik dan Non Medik

Kepala Seksi Perlengkapan Medik dan Non Medik, mempunyai Tugas Pokok : menyiapkan perumusan dan fasilitasi Perlengkapan Medik dan Non Medik di RS
Dalam menyelenggarakan tugas Kepala Seksi Perlengkapan Medik dan Non Medik mempunyai tugas :

  -Penyusunan program dan kegiatan seksi Perlengkapan Medik dan Non Medik;
  -Pelaksanaan program dan kegiatan seksi Perlengkapan Medik dan Non Medik;
  -Pembinaan, Pengkoordinasian, pengendaliaan, pengawasan program dan kegiatan seksi Perlengkapan Medik dan Non Medik.

d) Bidang Penunjang

Kepala Bidang Penunjang
Kepala Bidang Penunjang, mempunyai Tugas Pokok : Merencanakan operasionalisasi , memberi tugas, memberi petunjuk, menyelia, mengatur, mengevaluasi dan melaporkan penyelenggaraan tugas bidang penunjang.
Dalam menyelenggarakan tugas Kepala Bidang Penunjang  mempunyai    tugas:

  -Penyelenggaraan program dan kegiatan logistik dan diagnostik;
  -Penyelenggaraan program dan kegiatan pelayanan sarana dan Prasarana;
  -Penyelenggaraan program dan kegiatan pengendalian instalasi.
  -Penyusunan program dan kegiatan seksi Logistik dan Diagnostik ;
  -Pelaksanaan program dan kegiatan seksi Logistik dan Diagnostik;

# Kepala Seksi Logistik dan Diagnostik

Kepala Seksi Logistik dan Diagnostik , mempunyai Tugas Pokok : menyiapkan perumusan dan fasilitasi Perlengkapan Logistik dan Diagnostik di RS.
Dalam menyelenggarakan tugas Kepala Seksi Logistik dan Diagnostik mempunyai tugas :

  -Penyusunan program dan kegiatan seksi Logistik dan Diagnostik ;
  -Pelaksanaan program dan kegiatan seksi Logistik dan Diagnostik;
  -Pembinaan, Pengkoordinasian, pengendaliaan, pengawasan program dan kegiatan seksi Logistik dan Diagnostik..

# Kepala Seksi sarana dan Prasarana

Kepala seksi Sarana dan Prasarana, mempunyai Tugas Pokok : menyiapkan perumusan dan fasilitasiPerlengkapan sarana dan Prasarana di RS
Dalam menyelenggarakan tugas Kepala Seksi Sarana dan Prasarana mempunyai tugas :

  -Penyusunan program dan kegiatan seksi Sarana dan Prasarana;
  -Pelaksanaan program dan kegiatan seksi Sarana dan Prasarana;
  -Pembinaan, Pengkoordinasian, pengendaliaan, pengawasan program dan kegiatan seksi Sarana dan Prasarana.

# Kepala Seksi Pengendalian Instalasi

Kepala seksi Pengendalian Instalasi, mempunyai Tugas Pokok : Mempersiapkan, memperbaiki, dan memelihara sarana dan prasarana Instalasi RS
Dalam menyelenggarakan tugas Kepala Seksi Pengendalian Instalasi mempunyai tugas :

  -Pelaksanaan program dan kegiatan seksi Pengendalian Instalasi;
  -Pembinaan, Pengkoordinasian, pengendaliaan, pengawasan program dan kegiatan     Pengendalian Instalasian

A.    Dewan komisaris

Bertanggung jawab kepada:- Membawahi:Direktur Utama
Tugas:
1. memeberikan  nasihat kepada direktur dlam melaksanakan pengurusan perusahaan.
2. melakukan pengawasa natas jalannya usaha pada perusahaan dagang tsb.
bertindak sebagai wakil pemegang saham.
3. melakukan pelaksanaan dari setiap kebijaksanaan yang telah digariskan atau dikeluarkan.
Wewenang:
1. dewan komisaris dapat diamanatkan dalam anggaran dasar  untuk kmelaksanakan tugas –tugas tertentu-direktur,apabila direktur berhalangan atau dalam keadaan tertentu.
2. menghadiri rapat direksi dan memberikan pandangan-pandangan terhadap hal-hal yang dibicarakan.
3. mengetahui segala kebijakan dan tindakan yang telah dan akan dijalankan oleh direktur.

B.     Direktur utama

Bertanggung jawab kepada: dewan komisaris

Membawahi:direktur pembelian dan gudang,direktur administrasi & keuangan,direktur pemasaran
Tugas:
1. membuat rencana pengembangan dan usaha perusahaan dalam jangka pendek & panjang
2. memberikan laporan pertanggungjawaban kepada rapat umum pemegang saham(RUPS)
3. bertanggung jawab penuh atas tugasnya untuk  kepentingan perseroan dalam mencapai maksud dan -tujuannya
Wewenang:
1. mengawasi serta mengurus kekayaan perusahaan
2. menunjuk,mengangkat dan memberhentikan direktur
3. menandatangani permintaan pengeluaran kas yang jumlahnya besar dan sifatnya penting
4. menetapkan pencapaian tujuan untuk jangka panjang
5. mengambil keputusan dan strategi bagi perusahaan

C.     Internal auditor

 Bertanggung jawab kepada: Direktur utama

Membawahi:-
Tugas:
1. menyusun dan melaksanakan rencana audit internal
2. menguji dan mengevaluasi pelaksanaan pengendalian intern& sistm manajemen resiko sesuai kebijakan
perusahaan
3. melakukan pemeriksaan dan penilaian atas efesiensi & efektifitas di bidang keuangan ,akuntansi,operasional,SDM,pemasaran,TI,dan kegiatan lainnya.
4. membuat laporan hasil audit & menyampaikan laporan tsb. Kepada direktur utama & dewan komisaris

Wewenang:

1.      Mengakses seluruh informasi yang relevan tentang perusahaan terkait dgn tugas dan fungsinya

2.      Melakukan komunikasi secara langsung dengan direksi,dewan komisaris, dan komite audit beserta anggota-anggotanya

D.    Direktur pembelian dan gudang

Bertanggung jawab kepada: Direktur utama

Membawahi: bagian pembelian,bagian penerimaan,bagian gudang
Tugas:
1. menandatangani segala urusan pembelian ,penerimaan,dan gudang.
bertanggung jawab atas segala urusan yang berhubungan dengan pembelian
Wewenang:
1. memberikan kebijaksanaan mengenai hal-hal yang berkaitan dengan pembelian dan gudang

E.     Bagian pembelian

Bertanggung jawab kepada: Direktur pembelian dan gudang
Membawahi:-

Tugas:
1. mementukan pemasok yang dipilih dalam pengadaan barang
mengeluarkan order pembelian kepada pemasok yang dipilih
Wewenang:
1. membuat pemesanan pembelian dan memesan barang kepada pemasok
membuat pembelian yang befungsi untuk menambah stock barang

F.      Bagian penerimaan

Bertanggung jawab kepada: Direktur pembelian dan gudang
Membawahi:-
Tugas:
1. memeriksa jenis,mutu, dan kuantitas barang yang diterima dari pemasok
bertanggungjawab untuk menerima barang dari pembeli yang berasal dari transaksi retur penjualan
2. membuat laporan penerimaan barang untuk melampiri memo kredit yang dikirim ke direktur pembelian dan gudang
Wewenang:
1. menolak barang yan dikirim pemasok jika barang yang dikirim tidak sesuai dengan surat pesanan
2. meng-otorisasi untuk penerimaan barang yang jenis,spesifikasi,mutu,kuantitas dan pemasoknya seperti yang tercantum.
3. menerima barang yang diretur

G.    Bagian gudang

 Bertanggung jawab kepada: Direktur pembelian dan gudang
Membawahi:-
Tugas:
1. memepersiapkan barang yang akan dikirim
2. bertanggung jawab atas penyimpanan kembali barang yang diterima dari retur  penjualan
3. bertanggung jawab menyerahkan surat order penjualan dan barangnya ke bagian pengiriman
4. mengajukan permintaan pembelian sesuai dengan posisi persediaan yang ada digudang

Wewenang:
1. memeriksa penjualan yang dibawa pelanggan saat ingin melakukan retur penjualan
2. mengontrol retur penjualan dan retur pembelian

H.    Direktur administrasi dan keuangan

Bertanggung jawab kepada:direktur utama
Membawahi:departemen personalia dan umum, departemen keuangan,departemen akuntansi
Tugas:
1. melakukan penelitian dan analisa keuangan termasuk masalah pajak
2. melakukan verifikasi ulang atas semua bukti kas,penerimaan dan pengeluaran kas
3. melakukan verifikasi atas semua buku  penjualan tunai,faktur penjualan dan nota pembelian serta bukti barang dari perusahaan ke konsumen
Wewenang:
1. menandatangani seluruh dokumen yang berkaitan dengan aministrasi perusahaan
membuat evaluasi kegiatan perusahaan bidang keuangan

I.       Departemen personalia dan umum

Bertanggung jawab kepada:direktur adminstrasi dan keuangan

Membawahi: bagian umum,pegawai dan humas
Tugas:
1. membuat perencanaan pegawai sesuai kebutuhan dari setiap departemen
2. bertanggungj jawab dalam memilih dan mendapatkan pegawai yang sesuai dengan kebutuhan- perusahaan
3. memberikan pelatihan kepada pegawai agar mempunyai motivasi kerja dan menemukan solusi untuk -setiap persoalan yang dihadapi oleh pegawai perusahaan
Wewenang:
1. menilai dan mengukur kinerja pegawai
2. memberikan sanksi kepada pegawai yang melanggar aturan perusahaan
3. memberikan saran-saran dan pertimbangan kepada direktur

J.       Bagian pegawai

Bertanggung jawab kepada: Departemen personalia dan umum
Membawahi:-
Tugas:
1. melaksanakan pengelolaan adminstrasi kepegawaian
2. penyusunan progam dan petunjuk pembinaan dan pengembangan kepegawaian
3. melaksanakan  mutasi pegawai & tatausaha kepegawaian
4. mengawasi pegawai apakah telah melakukan pekerjaannya sesuai dengan tugasnya
5. mengadakan perekrutan pegawai baru
6. member petunjuk kepada pegawai untuk dapat mengkontribusikan kemampuan yang ada pada perusahaan
Wewenang:
1. menetapkan pegawai mana yang mendekati masa pensiun

K.    Departemen Umum

Bertanggung jawab kepada: Departemen personalia dan umum
Membawahi:-
Tugas:
1. mengendalikan dan menyelenggarakan  kegiatan dibidang administrasi,kepegawaian,serta- kesekertariatan
2. menyelenggarakan kegiatan dibidang kerumahtanggaan,peralatan kantor,dan perundang2an
3. mengurus pembekalan material & peralatan teknik
4. mengadakan pembelian barang-barang yang diperlukan perusahaan
Wewenang:
1. menandatangani surat atau laporan
2. menilai dan menentukan kualitas barang
3. membuat harga perkiraan sendiri
4. mengeluarkan uang persediaan
5. mendistribusikan barang inventaris dan barang persediaan
6. menilai dan menentukan kondisi barang inventaris untuk diusulkan penghapusan.

L.     Bagian humas

Bertanggung jawab kepada: Departemen personalia dan umum
Membawahi:-
Tugas:
1. mengawasi pelaksanaan penerimaan,pendistribusian,pengiriman& pengarsipan,surat-surat dan- dokumen perusahaan
2. mengawasi pelaksanaan pemeliharaan kebersihan & keamanan kantor serta harta perusahaan agar- terhindar dari kebakaran,kerusakan,pencurian
3. mengawasi penggunaan alat-alat tulis, peralatan kantor & persediaannya

Wewenang:
1. menjalin hubungan bai k dengan pihak eksternal

M.   Departemen keuangan

 Bertanggung jawab kepada:Direktur administrasi dan keuangan

Membawahi:bagian kasir, bagian kredit
Tugas:
1. mengkoordinir,menganalisa,mengelola data-data,sehingga tersusun suatu laporan keuangan- perusahaan
2. ikut serta dalam mengamankan asset perusahaan
3. bertanggung jawab atas kegiatan keuangan
4. mengatur masalah yang berhubungan dengan penyediaan dan enggunaan dana.
5. menyediakan laporan keuangan untuk internal maupun eksternal perusahaan
Wewenang:
1. mengatur kebijaksanaan dan engendalian keuangan untuk penghematan biaya pengeluaran perusahaan

N.    Bagian kasir

Bertanggung jawab kepada:departemen keuangan
Membawahi:-
Tugas:
1. menerima daftar penerimaan kas,bukti kas masuk,dank as/cek,kasir membuat bukti setor bank &- menyetorkan kas tersebut ke bank
2. kasir mengarsipkan daftar penerimaan kas an bukti kas masuk urut tanggal.

Wewenang:
1. memberikan tanggaldan cap lunas padatiap bukti penerimaan dan pengeluaran kas
2. berwenang dan bertanggung jawab dalam menerima dan mengeluarkan uang ks perusahaan

O.    Bagian kredit

Bertanggung jawab kepada:Departemen keuangan
Membawahi:-
Tugas:
1. memberi otorisasi penghapusan  piutangyang sudah tidak dapat ditagih lagi
2. Memeriksa data kredit pelanggan  yang mencakup sejarah kredit dan batas kredit pelanggan
3. melakukan pengumpulan informasi tentang kemampuan keuangan calon anggota
bertanggung jawab atas pemberian  kartu kredit kepada pelanggan terkirim

Wewenang:-

P.      Departemen akuntansi

Bertanggung jawab kepada: Direktur administrasi dan keuangan

Membawahi:bagian piutang, utang,penagihan,pembukuan
Tugas:
1. bertanggung jawab pada uruan piutang,utang, penagihan,dan pembukuan
2. memeriksa kebenaran penulisan dan perhitungan kwitansi dan surat jalan
3. memeriksa limit piutang dari setiap peruahaan
Wewenang:
menetapkan metode-metode  yang digunakan dalam  pencatatan akuntansi

Q.    Bagian piutang

Bertanggung jawab kepada: Departemen akuntansi
Membawahi:-
Tugas:
1. memeriksa nomor seri faktur penjualan
2. mengarsipkan faktur penjualan urut tanggal
3. mencatat berkurangnya  piutang di transaksi  pelunasan piutang oleh debitur
Wewenang:
meng-otorisasi bukti penerimaan kas masuk

R.     Bagian Utang

Bertanggung jawab kepada: Departemen akuntansi
Membawahi:-
Tugas:
1. menerima tembusan order  pembelian dari departemen pembelian serta laporan

3.      penerimaan barang- dari bagian gudang yang dokumen tersebut diarsipkan urut nomor
Wewenang:
1. mencocokkan dokumen,mengecek perhitungan,menyetujui pembayaran faktur, dan membuat voucher
2. mengarsipkan voucher dan dokumen pendukungnya(faktur asli,laporan penerimaan barang,order- pembelian dan dan permintaan pembelian) dalam arsip paket voucher urut tanggal jatuh tempo
3. mengeluarkan  paket voucher dari arsipnya dan menyerahkan ke kasir.

S.      Bagian penagihan

Bertanggung jawab kepada: Departemen akuntansi
Membawahi:-
Tugas:

Melakukan penagihan yang telah jatuh tempo
melakukan faktur penjualan kartu kredit dan mengarsipkan menurut abjad
Wewenang:
membuat surat tagihan dan mengirimkannya kepada pemegang kartu kredit perusahaan dilampiri dg-
faktur penjualan kartu kredit

T.      Bagian pembukuan

Bertanggung jawab kepada: Departemen akuntansi
Membawahi:-
Tugas:
1. melaksanakan penyelesaian administrasi keuangan
2. melaksanakan pembayaran gaji dan tunjangan-tunjangan lainnya
3. melaksanakan tata pembukuan keuangan
4. menyimpan dan melaporkan dana operasional transaksi secara harian  dan bulanan
Wewenang:
1. melakukan koordinasi dg kasirdan bagian pelayanan terhadap validasi transaksi sebelum melakukan- pencatatan pada sistem terkomputerisasi

U.    Direktur pemasaran

Bertanggung jawab kepada: Direktur utama
Membawahi:departemen penjualan,departemen promosi
Tugas:
1. merencanakan dan merumuskan kebijakan strategis yang menangkut pemasaran
2. memonitoring dan mengarahkan proses2 diseluruh divisi direktorat pemasaran
melakukan koordinasi strategis antar direktorat
3. memberikan masukan pada direktur utama dalam memutuskan hal-hal yang berkaitan dengan pemasaran
Wewenang:
1. menetapkan pedoman harga barang dan jasa
2. menetapkan dan mengevaluasi upaya strategis dan kebijakan pemasaran serta penmgadaan barang dan jasa
3. menetapkan sistem pengendalian hasil produksi serta bahan baku dan pelengkap

V.    Departemen penjualan

Bertanggung jawab kepada:Direktur pemasaran
Membawahi:bagian order penjualan ,bagain pengiriman
Tugas:
1. bertanggungjawab kepada direktur pemasaran
2. mengkoordinir penjualan agar memenuhi target
3. menyusun rencana penjualan
4. mengikuti dan menganalisa perkembangan pasar
5. menganalisa laporan penjualan & mengadakan evaluasi serta memberikan saran dalam rangka peningkatan penjualan
Wewenang:
memberikan kebijakan-kebijakan atas rencana penjualan

W.   Bagian order penjualan

Bertanggung jawab kepada: Departemen penjualan
Membawahi:-
Tugas:
1. membuat faktur penjualan
2. mencatat order yang diterima dari pesanan
3. membawa dokumen order penjualan ke bagian otorisasi kredit
Wewenang:
1. memverifikasi order langganan mencakup data pelanggan secara lengkap
meng-otorisasi pengembalian barang oeh pelanggan dengan cara membuat memo kredit

X.    Bagian pengiriman

Bertanggung jawab kepada: Departemen penjualan
Membawahi:
Tugas:
 menyerahkan barang yang dipesan sesuai dg mutu,kuantitas,spesifikasinya sesuai dg yang tercantum dalam tembusan faktur penjualan kartu kredit yang diterima dari penjual
Wewenang:
meng-otorisasi dalam membuat nota pengiriman

Y.    Departemen promosi

Bertanggung jawab kepada:direktur pemasaran
Membawahi:bagian riset pasar,bagian promosi
Tugas:
1. bertanggungjawab atas kegiatan pemasaran
2. menerima an memahami setiap keluhan pelanggan
3. membuat rencana “costumer visit” dan “costumer call” untuk period tertentu
Wewenang:
menetapkan cara mempromosikan barang ke pelanggan

Z.     Bagian riset pasar

Bertanggung jawab kepada: Departemen promosi
Membawahi:-
Tugas:
1. untuk mengetahui seberapa besar kekuatan para pesaing usaha yang akan dihadapi oleh pebisnis
2. mencari informasi mengenai harga,kuantitas,kualitas barang.
Wewenang:
3. menentukan para pesaing usaha sehingga mengetahui kelemahan dan kelebihan  guna mendapatkan keuntungan

Z.1 Bagian promosi

Bertanggung jawab kepada: Departemen promosi
Membawahi:-
Tugas:
1. mengajukan anggaran biaya produksi kepada departemen promosi
2. melaksanakan progam promosi yang disetujui oleh departemen promosi
3. mengusulkan progam-progam promosi
Wewenang:
menentukan sarana-sarana dalam mempromosikan produk & mengusulkannya ke departemen promosi
menentukan pemasangan iklan terkait promosi produk

b.inggris

Management

Most of us have an elementary knowledge of management, because we have been managed from the time we were born. Our parents, brothers, sisters, teachers, coaches, and others close to us influenced our behaviors and had a hand in the management of our lives. From a different perspective, wo our selves have been managers in one way or another. Think of the times you have organized an intramural team or a weekend party, or the times you have tried to influence your group of friends, classmates, or teammates. In all these instances you have been a manager, effective at times and in some projects, and not so effective in others. So it should no be surprising that all of us have an inkling of what management means. But this untains only to individual operations in informal settings. Also, such information gleaned from personal experiences is likely to be piecemeal and fragmented.

In reality, management is a complex field of study, drawing its subject matter from such diverse fileds as psychology, sociology, antropology, and economics. In fact, university education in business management/administration takes 4 years to complete. Therefore it is no possible to do full justice to the field in one chapter. However, this chapter attempts to present to basic elements of management in a comprehensive and coherent manner.

Because management is integrally linked to organization, it would be useful to begin with a definition of organizations. Sofer (1977) defined organization as “purposive bodies which get a pay off from multiple contributions by coordinating them toward a common end” (p. 6). This definition includes the concept of (1) The coordination of the efforts of (2)tem more than one person in order to achieve (3) a previously specified goal. Thus all organizations consist of people who have been purposely brought together inti a social system striving toward certain goals.

The previously mentioned coordination of the efforst of different people is not a random phenomenon. It is a result of the conscious thought and effort of one set of people who are assigned the task of (1) setting and clarifying the goals, (2) selecting appropriate activities to achive those goals, (3) assigning specific tasks to specific people in the organization, (4) motivating and directing them  to carry out the tasks assigned to them, (5) coordinating their activities, (6) evaluating individual and organizational performance, and (7) taking corrective action as necessary. This group of people is the managers, and they and their actions collectively respresent management. Thus “management is getting things done throught other people “ (McFarland, 1985a; p. 487), and a manager “is best defined as a member of an organization whose tasks, duties, and responsibilities require the surpervision of other” (McFarland, 1985; p. 518).

MANAGERIAL SKILLS

Theorists have been used different approaches in defining and describing management. For instance, Katz (1974) described management in terms of three skills required of the managers: tehnical, human, and conceptual skills. Later, Zeigler (1979) added two more skills to this list: conjoined and personal. These authors emhasize the need for the managers to be skilled in certain ways to be effective in management. These five skills are defined in table 9-1

Tehnical (Katz) : skill involving methods, procedures, or techniques associated with the tasks of the organization

Human (Katz) : skill in understanding human perceptions, attitudes, and behaviors, and adjusting one’s own behaviors accordingly

Conceptual (Katz) : understanding the organization as a whole, how its own parts fir together, how the total oragnization meshes with the economic, social, and political realities.

Conjoined (Zeigler) : A comboination of tehnical, human, and conceptual skills, reflecting the need to be minimally proficient in all three skills

Personal (Zeigler) : skill in managing personal time efficiently, anlculating well-organized thoughts, and keeping abreast of information and events

MANAGERIAL ROLES

From an extensive observation of the activities of chief executive officers Mintzberg (1975) concluded that all of these activities fall under 10 managerial roles. He further grouped the 10 roles into three broader sets: interpersonal roles, informational roles, and decisional roles. These 10 roles are outlined in table 9-2

Interpersonal roles

Figurehead : performing ceremonial duties in public functions

Leader : surpervising and motivating subordinates

Liaison : establishing and maintaining contacts outside the organization

Informational roles

Monitor : seeking pertinent information from inside and outside the organization

Disseminator : passing on the information to relevant individuals

Spokesperson : justifying the organization and its activities, and lobbying for it.

Decisional roles

Entrepreneur : initiating innovative projects

Disturbance hanlder : reacting to changes and pressures beyond the managers control

Resource allocator : distributing resources to different units or members

Negotiator : settimg issues with outsiders, as well as internal conflicts

MANAGEMENT FUNCTIONS

A more enduring approach in describing zimanagement has been to outline the function (or activities) managers must perform. Traditionally, these function have been labelled planing, organizing, leading (directing), and evaluating (controlling). In the author’s view, this functional approach encompasses the thurst of the other perspectivities. As Carroll and Gillen (1987) point out: “ the classical functions still respresent the most useful way of conceptualizing the managers job, especially for management education, and perhaps this is why it is still the most favored description of managerial worj in current management textbooks” (p. 48).

Accordingly, the four function of planning, organizing, leading (directing), and evaluating (controlling) are illustrated in table 9-3 and explored in the following sections.

Planning

Planning is the process of “ selecting objectives and means of accomplishing them “ (Koontz. , 1980; p. 183). While this definition is simple and direct, it does not do justice to the complexity of the process. Embedded within this simple definition is the notion of a multitutude objectives an organization may pursue , and also a multitude of means to achieve each of those objectives.

Planning: setting objectives, selecting activities to achieve those

abjectives, and allocating resources to each set of activities

Organizing : breaking down the total work into specific jobs, assigning these jobs to qualified personnel, and establishing coordination throught departmentation and hierarchy of authority

Leading : motivating and directing members of the organization

Evaluating : assessing organizational effectiveness and member performance to ensure that everything goes according to plan, and taking corrective action if necessary

Identified nine goals that could be pursued in intercollegiate athletics. These are described in table 9-4.

Selecting one set objectives from among these is the first critical step in planning, athleticdepartments may differ in the relative emphasis they place the various goals. Further, the athletic departments may also differ in the means they adopt to attain the selected objectives. In general, however, specific goals entail specific means. For example, in the Canadian context, Chelladurai and Danylchuk (1984) have shown that athletic administrators who emphasized public relations, prestige, entertainment, and/or financial objectives tended to favor athletic scholarships and unrestricted recruitment.

Demands and constraints. The selection of one set of objectives and the appropriate programs of activities to achieve those objectives is influenced by the available resources (material and human), the restrictions imposed by governments, and the values and expectations of society in general. These forces constitute one set of demands and constraints. Further, the choice of goals and associated programs of activities will also be influenced by people and/or organizations closely associated with and interested in the focal organization. These stake (so called because they have a stake in the organization its activities) could be internal (such as the employees of a city recreations departments) or external to the organization (such as the parents and community groups). These stakeholders impose another set of demands and constraints. Effective planning is the art and science of selecting the goals and activities that would satisty most of the demands and would be within the constraints.

Forecasting. Because planning is future oriented (that is, attainment of adesired state in the future), a significant component of the process is forecasting of future events. In the case of a fitness club, for example, the future demands for types of programs and/or facillities has to be carefully forecasted. The current demand for an activity and /or facility may turn out to be a fad after all. To the extent the future environment of the selected goals and/or activities is not properly forecasted (or can not be forecasted), the developed plan may requirebseveral revisions as new information becomes available.

Budgeting. The planning process also entails the allocations of available funds to various activities or program. That is, planners consider the total available funds and the cost of each activity before selecting one set of activities in pursuit of specified goals. Then, when a final set of activities is selected, specific amaounts of founds will be allocated to each activity. A city recreasion department may decide to promote participation and competition in several sport, and accordingly allocate doifferent amounts of money to each sport. This is known as budgeting.

Some authors have treated  budgeting as a separate function of managment because of its importance. In fact some approaches to planning have emphasized the budgeting aspects of planning more than the other aspects. For example, the Planning, Proramming, Budgeting System (PPBS) is in fact the process of planning as just described. However, the scheme is often called a budegeting system (as by Haggerty and Paton, 1984). Whether budgeting is considered a separate function or not, it is important to realize that planning and budgeting are integrally linked.

Two different sets of documents will issue from the planning process. The first document is the organizational plan, which in essence specifies the goals and the pollcies and procedures to be adopted in carrying out specific activies in pursuit of those goals. The second document is teh budget, which specifies the exact number of dollars allocated to the units or departments of the organization for carrying out specific activies assigned to them.

CONCEPT CHECK

A critical task of management is to identify and specify the goals for the organization and to select the activies or programs that will efficiently achieve the specified goals. Thus the planning process sets the domain and direction for organizational activies.

Organizing

Once the goals have been set, the program of activies has been identified, and dollars have been allocated, management must ensure that these programs of activities are carried out by qualified people, and that their activities are coordinated toward organizational goals. These operations come under the title organizing, which is defined as the process of “developing a structure or framework which relates all personnel, work assignments, and physical resources to each other and to the enterprise objective” (Flippo and Munsinger, 1978;p.12).

The first responsibility is to break down the program of activities into specific jobs. Consider for example, the manager needs to break down this total program into specific jobs such as scheduling of activities, reservig the required facilities, leading the fitnes classes, conducting medical check-ups and supervision, arranging and supervising locker room and shower facilities, and so on. Once these tasks are clearly spelled out, these individual task must be assigned to the right people. As one can see, these various tasks require different kinds of knowledge and abilities (for example,contrast medical supervision with locker-room supervision). It is also possible to combine some of the tasks into one job and assign it to one person (such as scheduling activities and leading fitness classes)

Staffing

If there are not sufficient workers to carry out the new set of activities, or if qualified persons are not available to carry out specific tasks (such as medical supervision), it would be necessary to recruit new workers, which is a very significant part of management. The recruting and training of workers is so significant that several theorist designate it as a separate function called staffing.

The major responsibilities within the staffing function. Job analysis is the study of the duties, equipment, and materials used to perform the job. It is also the analysis of the supervisory and other interpersonal relationship with other jobs. All of this information is stated in the form of a job description. Then it is necessary to specify the qualities, skills, educations, and expeience that are required of an individual to carry out job effectively. Thus the two statement – job description and job specification – form the basis for further staffing activities. These further activities may include advertising the position, calling for applications, conducting psycholigical and physical tests, screening and interviewing the applicants, and finally selecting the appropriate individual(s). The thought and effort that go into the staffing activities are critical to the success of the organization, since it depends on its employees for attaining its purposes.

Departmentation and hierarchy of authority. Defining the jobs clearly and assigning appropriate personnel to these jobs becomes complex as the organization and its activies grow. For instance, staffing is relatively simple in a small fitnes club with two or three aerobics instructors. As the club expands to offer squash, tennis, weight training, aquatics, and other fitnes  and sporting activies, it will have to hire more people with different abilities and talents. As the number and variety of employees increase, coordination, and supervision of their activities become more complex. When the owner and/or top executive find this task to be too complex to handle by themselves, they may group similar job ointo operational units (such as the tennis section, the squash section and the aerobic section) and place each unit under the jurisdiction of a supervisor or coordinator. At the next higher level, some of these work unit may be grouped into larger unit (such as racket sports, aquatic, and fitness department), and higher ranking officers put in charge of them. Depending on the extent and variety of its operations, they may still be a need to group the departmets into larger units and to appoint still higher ranking supervisors (such as a vice president)

The grouping of jobs and people into work units is known as departmentation. The number of department and the size of these. Department depend on the type of organization. For instance, in a high school the athletic program may consist of just two departments – boys and girls. In contrast, a professional sports organization may have several departments (such as player personnel, coaching, media and public relations, and marketing) with several employees in each.

The vertical arrangement of officers with progressively increasing supervisory authority is known as the hierarchy of authority. Again, the number of levels in the hierarchy depends on the oraganization. In the previous example the high school physical education department may have just two levels (head of department and the teachers/coaches) whereas the professional sports club may have several hierarchial levels as illustrated in figure 9-1.

Concept Check

The  coordination of the activities of the members is archieved and those who perform those task into units or department under positions with specific supervisory authority. Thus the organizing process establishes the authority relationships and channels of comunication.

Leading

The primary goal of the leading function is to influence the workers to carry out their jobs effectively to attain the organizational goals. Thus leading has been defined as “interpersonal influence which occurs when one person is able to gain compliance from another in the direction of organizationally desired goals” (Tosi, Rizzo, and Carroll, 1986; p. 550)

The emphasis on channeling member efforts toward goal attainment has led some theorists to label this function as directing. For instance, Fiedler and Garcia (1987) stated: “Leadership, as we use the term, refers to thet part of organizational management that deals with the direction and supervision of subordinates rather than, for example, inventory control, fiscal management, or customer relations” (p.3)

House and Dessler (1974) described four forms of leadership behaviors that a manager may use in discharging his or her leadership duties. Instrumental leader behavior is aimed at controlling and coordinating members activities and facilitating their performance. Achievment – oriented behavior is setting challenging goals for the subordinates and expressing confidence in them. Through suportive behavior, the leader experesses concern for the members and the group. Finally, in participative behavior the leader permits members to participate in decision making.

In Chelladurai’s (chelladurai, 1978, 1985; Chelladurai and Carron, 1978) multidimensional model of leadership, the leader is expected to vary the previously mentioned behaviors according to two sets of equally potent, and at times conflicting, forces – situational demands and member preferences.

Situational demands. The first set of forces acting on the leader are the situational characteristics. As servants of organization, the leaders are required to achieve the goals of the organization. Thus goals constitute one set of demands for the leaders. The leaders also need to consider the nature of the task assigned to their groups.

The leader are governed by organizational rules , they must also be concerned with the constraints imposed by governnment and legal regulations and requirements , and societal and cultural norms and expectations . for instance , the law may prohibit a coach from prescribing performance – enhancing drugs , and a physcial education teacher from administering corporal punishment . similarly , societal norms permit the coach to be “ though “ with the athletes but except the physical education teacher to be “ soft “ with the student . these situasional demands and constraints affect not only the leader , but also the group and individual members .

Member preferences . within the broad requirement and constraints placed by teh situation , the leader has some discretionary control over how he or she behaves and reacts to the members needs and dispositions . workers may also differ  considerably in their abilities , knowledge and attitudes . these individual differences of members will be reflected in their preferences for one or more of the leader behaviors previously described . the effectiveness of leadership depends on the degree to which the leader can channel the efforts of the members toward organizational goals while helping members reach their personal goals ( chelladurai , 1985 ; chelladurai and carron , 1978 ; house , 1971 ; osborn and hunt , 1975 )

Leader characteristics . like members , leader also differ in their personality , knowledge , and abilities . these individual differences would affect how leaders perceive the situational and members characteristics , what actions they take and how they  react to member. In fact , Fiedler ( 1967 ) proposed the extreme view that leadership style is solely a function of one’s personality and that it is not alterable . but such a view is not strongly supported . instead , it is generally accepted taht leaders can adapt teir leadership style suit the particular mix of situational and member characteristics .

Concept check

While the goals of the organizational structure give direction to the employees , the leadership provided by the managers is most critical in motivating the members of the organization . managers need to adapt their leadership to the situational and task differences and more important to the individual differences .

Evaluating

 Evaluating is the process of assessing ( 1 ) the performance of the total organization in the relation to the goals set in the planning stage and ( 2 ) the performance of the members in the jobs assigned to them . the former is concerned with organizational effectiveness an d the latter is commonly known as performance appraisal .

Organizational effectiveness . there interrelated approaches have been adopted in the study and measurement of organizational effectiveness . the goals model view organizational effectiveness as the degree  to which the organizational has achieved its previously specified goals ( Etzioni , 1964 ; price , 1972 ) . although this approach is the most direct and logical method of evaluating organizational effectiveness , its aplication to all organizations its limited because of a lack of clearly defined goals and the difficulty of measuring goal attainment . for instance , physical education in schools its purported to promote health and active lifestyle among the students . because there is debate about what consitutes health and an active lifestyle and  because those two concept cannot be easily measured , the goals model of organizational effectiveness becomes irrelevant .

In view of this , yuchtman and seashore ( 1967 ) proposed the system resources model , in which or organizational effectiveness is measured by the ability of an organization  to secure necessary resources . the model views the organization as an open system that depends on the environment for its inputs ( resources ) and the acceptance of its outputs ( product ) . “ thus , a measure of the degree to which the system is able to obtain its resources is , in fact , a measure of the acceptabillity and utillity of its outputs “ ( chelladurai , 1985 ; p . 176 ) .

However , the system resources model loses its potency when applied to organizations whose resources are guaranteed by legislative action and / or tax revenus . consaider a school physical education departement in the following setting . the school system is almost totally funded  by the government, everybody under age 16 in that locality is required by law to go to that school , and the school system has made physical  education a compulsory subject for all grades . under these circumstances the physical education departemen cannot claim effectivenes using the system resources model , since it gets the needed human and monetary resources by mandate .

Finally , the internal process model views organizational effectiveness as the degree to which the internal process are logical and consistent  with each ( preffer , 1977 ; steers , 1977 ) . from a system perspective , the internal process ( the throughput) are the means by which the inputs are converted into desired outputs and therefor they constitute a valid point in the cycle for the measurement of effectiveness of the total system . however , if the goals are ambiguous and their attainment is not easly measured , determining what process are appropriate becomes subjective to some extent .

All three approaches to organizational effectiveness have strengths and weaknesses and a prudent manager will capitalize on the strengths of each . that is , criteria of effectiveness can be drawn from each model , thus using all three models simultan eousl , thus the manager of a fitness club may refer to ( 1 ) the actual profits made ( that is , the goal model ) , ( 2 ) the number of the new members recuited ( that is , the system resources model ) and / or ( 3 ) the smoothness of its operations , the satisfaction of its employees and the lack of conflict among the employees and costumers ( that is , the internal process model ) as indicators of organizational effectiveness .

Performance appraisal . according to steers ( 1984 ) , management can employ performance appraisals to ( 1 ) give employees feedback on their performance , ( 2 ) tell them their strenghts and weaknesses , ( 3 ) assess performance to determine conpensation , ( 4 ) help make decisions on promotions , transfers and other personal matters , and ( 5 ) evaluate its own hiring and placement decisions and its training and development programs . these purposes of performance evaluation reflect the perspectives of the orgaization , as well as the members . an effective performance appraisal system would attempt to combine the goals of assessing individual performance for organizational purpose with assisting individual employees in their carrer aspirations and growth . such an appraisal would consist of ( 1 ) setting of challenging goals and ( 3 ) the providing of timely and objective feedback .While the two sets of evaluations ( organizational effectiveness and individual performances ) are expected to be similiar to each other , there may be instances when the two may differ . that is , individual members may perform adequately , but the organization may not achieve is purpose , or vice versa . such a situation would arise , for example , when the employees of a commercial fitness club are performaning better than adequately , but the firm is not making a profit because the planners did not choose the appropriate location , facility , or activities when they set up the business .

The two types of evaluations should be carried out periodically and continuously . managers may have to take some corrective actions when the total organization or the employees are not performing up to the standards . these correction may be changing the activities , the people engaged in the activities , or the goal themselves if they are perceived to be too high or too low . for instance , a sport governing body that finds that it has not achieved its goal of winning a medal in the olympics may decide to embark on a differnt set of training programs , or change the coaches in charge of their teams , or in fact lower their expectations by changing their goal to placing in the top 10 in the next olympic .

The notion that evaluations are used mainly to control the movement of the organization and its members and guide theim in the predertemined direction has led several authors to label this function as the contolling function . for example , flippo and munsinger ( 1978 ) describe the function as follows :

The final function of management is that of management is that of controlling , or regulating whatever business action result from direction . the objective of control iis to assure proper performance in accordance with plans . . . thus , the control function closes the system loop by providing information feedback to the manager so that he ( she ) may replan , reorganize and redirect the enterprise ( p. 12 ) .

Concept Check

In any endeavor , particularly within organizations , it is important to verify whether such effort has resulted in the attainment of the goals the ongoing evaluative process would help in idetifying whether and which organizational activities are failing and whather the goals themselves are unnattainable .

Concurrent nature of managerial function ( planning , organizing , leading , and evaluating ) have examined is logical and convinient . in pratice , however , such sequential treatment may be appropriate only in one – shot projects ( such as a community staging the national championships of a specific sport ) or in the initial stages of a reguler operation ( such as the start – up of a tennis club ) . in ongoing concerns , mangers may find themselves going back and forth among the four managerial functions . for example , it is not uncommon for managers to realize  in the middle of the plan period that their orginal goals were too high , or that their organizational of work was faulty , or that they have not assigned the work to appropriate personnel . theis scenario suggest that there is constant evaluatingof tghe organizational performance , which is followed by corrective action that may involve Planning , organizing and / or leading .

Contingency view of management

As Robbins ( 1976 ) noted :

Administration is a universal process in all organized activities . even though there are factors that constrain administrators from having full and complete transferability , we believe it is possible to isolate these constraints , or contingency variables and make it possible to discuss administrative skills as being transferable between organizations and cultures . once we can control for the constraining factors , the concepts of planning , organizing , leading , and evaluating are applicable and equally valid when employed in political , edacutional , military , religious , social , and athletic groups , as well as in profit – making firms ( p . 23 ) .

However , this is not to suggest that there is one best way of managing all organizations differ in many significant ways , the importance and complexity of each function , and the manner in which each  is carried out would vary considerably from organization to organization , depending on the nature of the organization and the context in which it operates . on a global level , the emergence of separate fields of management such us business administration , hospital administration , educational administration , adn sport management illustrates the differences between the organizations in their goals , the publics or clients there serve , tand the types of service or goods they produce.

Further , each specialized field of management still has to deal with a variety of organizations that cannot be managed the same way . that is , the contingency or situational factors mentioned by robbins may operate even within one specialized fiels of management such as sport management . for instance , the management is obviously quite different from that od a professional sport club because of their goals (educational service vs . profit through providing entertainment ) , their clients ( young student vs . adult spectators ) , the level of skill and competition , the laws and cultural and social norms surrounding them , and several other factors taht effect these organizations .

Contingency factors

In the contingency approach to management , these various factors factors are reduced by focusing on the more critical situatioanl elements . according to Flippo and Musinger ( 1978 ) :

the unlimited number of specific factors in any managerial situation may be reduced to six general ones that have major impact . not only must the manager determine the nature of these factors , but he or she must also interrelate them and align them if the best result are to be forthcoming . the contingency oriented manager must contstantly be aware of the configuration of major situational elements ( p. 24 ).

These six contingency factors – other environment , objective , technology , structure , personnel and management approach – are briefly discussed in the following sections .

Outer environment . the outer environment of an organization consist of elements external to the organization that impinge on the organizational activities . the larger society ; the goverments ; and the legal , political and economic system constrain the organization in a general way . in addition , the local interest griups that have a stake in the organizational activities would also influence the organization . for example , parents are vitally interested in the operation of any youth sport league in which their children participate . similarly, the professional team owners and managers have a stake in in the operation of the university athtletic programs , since they produce future professional athletes .

Organizational environments may be characterized as relatively stable or unstable based on changes in the environment ( such as , are the technology and equipment for fitness testing and traning changing ? ) , the rates of such change , the predictability of such change , the frequency of feedback and the number and heterogeneity of external groups ( suc as , how many commercial fitness club , schools and collages and nonprofit organizations are competing wth the focal organization ? ) .

Objectives. It was mentioned earlier that the selection of organizational goals is influenced by factors inside and outside the organization. Because organizations depend on the environment for their inputs and for the absorption of their outputs, organizational goals tend to reflect the nature of the external environment. That is to the extent the external environment is turbulent and upredictable, the goals tend to be more global and flexibel. Such flexibility would allow the organization to face new constraints and/ or size new opportunities. Or the other hand, specific and clear goals would be advantageous when the environment is stable and predicatable. Technology. Another factor that affects the organization is the organizations technology, which refers to the skill, knowledge, methods, and equipment used to produce organizational outputs, be they services or goods. “ the technology for manufacting a serviceable automobile is better worked out than that for teaching college students. In turn, the technology for teaching is better develoved than the technology for curing mental illnes” (Flippo and Munsinger, 1978; p.27).

The more developed technologies may be characterized as routine, as in the assembly line production of goods. In contrast, the tecnology used in educating a child, treating a mentally disturbed individual, or prescribing exercise for a cardiac patient is sufficiently complex and problematic that is cannnot be rountinized than coaching athletes.

These technology depend more on the human performers than on machines and assembly lines. However, the advances made in computer technology are converting several complex activities into routine activities. For instance, the training equipment and the computerization of training programs and exercise evaluation are enabling commercial fitnes clubs to dispense with the services of professionals qualified in exercise physicology.

Structure. Structure is the outcome of the oragnizing process that was describing earlier. It consist of job descriptions, number and types of departments created, the organizational chart (which outlines the hierarchy of authority and the vertical and lateral relationships among individuals and units), and the policies, procedures, and standards that govern the activities of the organization and its members. The structure could be either very formalized, where the activities are completely and clearly specified for the members, or it could be less formalized, as when member activities are not very rigidly codified. As one can readly see, the degree of formalization parallels the environmental t more routine the technology, the higher the formalization.

Another component of structure is the extent to which major decisions are made at top or lower levels of the hierarchy. Centralized decisions (that is, those made at the top) would make sense in the context of stable environments, specific objectives, and routine technology. In contrast, uncertain environments, loose and would call for more decentralized decision making.

Personnel. The foregoing contingency factors clearly show that the personnel employed in different organizations should also be different depending on the particular configuration of the environment, organizational goals, technology, and structure. Lorsch and Morse (1974) suggested that people can be distingualished, for example, on the basis of (1) their tolerance of ambiguity, (2) their attitude toward authority, (3) their attitude toward individualism, and (4) their preference for simple decision making. They found that members developed a sense of competence and performed better when their personal talents and dispositions were congruent with organizational factors. Thus members with low tolerance for ambiguity, high regard for authority, and preference to work alone and make simple decisions would be more compertable in organizational settings marked by stable environments, specific onjectives, routine technologies, and rigid structures.

Management approaches

For the purposes of description and discussion, management may be dichotomized as either classical- which emphasize the autocratic and mechanictic approach to management or behavioral wich emphasize the particioative, humanistic, and organic approach to management. In the contingency view of management, each of these management approaches is legitimate and acceptable provided it matches the other factors described earlier.

Alignment of the contingency factor

The basic premise of contingency theory is that there is an optimal mix of these teo management approaches that fits the various configurations of the other contingency factors previously described.

The cirtical elemnt of the contingency approach is that all of the major situational factors must be in alignment if the organization is to be effective in terms of output. It is the configuration of factors, rather than any one factors, that is significant. (Flippo and Munsinger, 1978; p. 29)

Consider, for example, a city recreation department and a physical education research unit concerned with exercise fo cardiac patient. The city recreation departments environment is more stable, and its mandate to make recreational facilities available to the citizenry and to organize tournaments is specific and clear cut. Teh technology of maintaining the facilities and organizing tournaments is rather well developed anf therefore is routinized. This permits the specification of formal rules and procedures for the conduct of the departments affairs. Also most of the decision can be centralized.

In contrast, the cardiac research unit faces more uncertainty, because of the knowledge explosion in its field and the uniqueness of each client. Thus its technology is not routinized. Instead of laying down specific rules and procedures to govern the operations oh the researchers, the unit has to rely on its members to make the best decision given the changing technology and variation among clients. That is, decision making is considerably decentralized. Consistent with this, the members of these units would be expected to be capable of handling ambiguity in their challenging and complex tasks, and making decisions independently.

MANAGEMENT IS PEOPLE BUSINESS

For the purpose of clarity and conciseness, we have outlined and described management from the perspectives of both the functions to be carried out and the contingency factors that affect organizational processes. But, one must remember that the effectiveness of management and the organization is ultimately judge by the extent to which the members of the organization contribute to goal attainment. In order words, all of the function and the alignment of the contingency factors would improve organizational effectiveness only through their effects on the people, their attitudes, and their motivation to work toward organizational goals. This point is stressed by the definition “ Management is the art of getting other people to do all the work” (Anonymous, quoted in Vecchio, 1988, p. 4).

The emphasis on people in organizations is highligted by the emergence or specialized fileds of management research and education such as organizational behavior, human resource management, and personnel management. These specialized fileds study individual and group behaviors within organizations. They provide some insights into how all of the function, the alignment of the contingency factors, and other organizational practice affect employee attitudes, motivation, and productivity.

In the final analysis, it is important that the people in the organization are treated well and used properly. This need stems from two different but related sources. First, organizational effectiveness greatly depends on attracting and retaining talented individuals. Their commitment to the organization and their involvement i their jobs are critical factors that improve productivity. The second reason is grounded in humanism and social responsibility and focuses on the individuals in the oragnization. Organization as instruments of the society have responsibility to foster the growth of their employess and ensure their happiness and satification. It is readlly apparent that the focus on individual growth and development would in turn, contribute to organizational welfare