menumbuhkan sikap disiplin diri

Menumbuhkan Sikap Disiplin Diri

A. Apakah Disiplin Diri itu ?

Menurut kamus umum Bahasa Indonesia, Disiplin berarti melatih batin dan watak supaya perbuatannya menaati tata tertib. Disiplin diri berarti melatih diri melakukan segala sesuatu dengan tertib dan teratur secara berkesinambungan untuk meraih impian dan tujuan yang ingin dicapai dalam hidup.

B. Mengapa kita perlu disiplin ?

Disiplin diri akan terasa manfaatnya jika kita memiliki suatu impian dan cita – cita yang ingin dicapai. Kita harus mendisiplinkan ( melatih ) diri untuk mengerjakan hal – hal yang sesuai dengan tujuan yang ingin dicapai. Oleh karena itu, di dunia ini dibuat peraturan – peraturan yang disertai hukuman yang setimpal. Hal ini tidak lain agar setiap manusia mau belajar hidup disiplin dan menaati aturan yang ada sehingga dunia tidak kacau balau dan seseorang tidak dapat berbuat sekehendak hatinya.

C. Mengapa disiplin itu sulit ?

Kebiasaan yang kita lakukan akan menentukan masa depan kita. Kebiasaan yang baik akan menghasilkan sesuatu yang baik, begitupun sebaliknya, namun untuk membiasakan kebiasaan baik itu tidak mudah. Mengapa demikian ?

1. Manusia memiliki sifat – sifat mendasar seperti : cenderung bermalas -malasan, ingin hidup seenaknya mengikuti keinginan hatinya dan keinginan untuk melanggar peraturan – peraturan yang ada.
2. Kita selalu menganggap pekerjaan sebagai suatu kewajiban apapun beban yang harus dilakukan, bukan sebagai kesenangan. Pepatah mengatakan “ kita akan lebih mudah menerapkan disiplin diri jika kita mencintai apa yang kita kerjakan ”.
3. Manusia cenderung cepat bosan jika melakukan kegiatan yang sama dalam jangka waktu lama.

Tips untuk dapat hidup dengan disiplin, dengan cara :

1. Kalahkan diri sendiri.
2. Lakukan kegiatan selingan sesekali di luar rutinitas.
3. Fokuskan fikiran pada tujuan akhir yang ingin dicapai.

Tips untuk meningkatkan disiplin diri, dengan cara :

1. Tetapkan tujuan atau target yang ingin dicapai dalam waktu dekat.
2. Buat urutan prioritas hal – hal yang ingin kita lakukan.
3. Buat jadwal kegiatan secara tertulis.
4. Lakukan kegiatan sesuai dengan jadwal yang kita buat, tetapi jangan terlalu kaku.
5. Berusahalah untuk selalu dsiplin dengan jadwal program kegiatan yang sudah kita susun sendiri.

Disiplin diri merupakan suatu siklus kebiasaan yang kita lakukan secara berulang – ulang dan terus menerus secara berkesinambungan sehingga menjadi suatu hal yang biasa kita lakukan. Disiplin diri dalam melakukan suatu tindakan yang dilakukan secara konsisten dan berkesinambungan akan manjadi suatu kebiasaan yang mengarah pada tercapainya keunggulan. Keunggulan membuat kita memiliki kelebihan yang dapat kita gunakan untuk  meraih tujuan hidup yang menentukan masa depan kita.

Akhir kata, setelah kita semua mendapat materi ini diharapkan dapat mengaplikasikan dalam kehidupan sehari-hari agar apa yang menjadi tujuan kita dapat tercapai. Satu hal penting, sebelum kita melakukan sesuatu itu terlebih dahulu tetapkanlah tujuan atau target dan tidak menunda sampai situasi sempurna.

Karena secara tidak langsung kita telah menyimpannya di alam bawah sadar. Dan otomatis setiap tindakan yang akan kita lakukan selaras dengan apa yang telah kita simpan itu. “ not only what you see is what you get, but also what you think is what you get” . Kemudian lakukan terus dengan disiplin sehingga kita mendapatkan apa yang kita inginkan.

Source :

http://belajarpsikologi.com/menumbuhkan-sikap-disiplin-diri/

Historical development

Some see management (by definition) as late-modern (in the sense of late modernity) conceptualization. On those terms it cannot have a pre-modern history, only harbingers (such as stewards). Others, however, detect management-like-thought back to Sumerian traders and to the builders of the pyramids of ancient Egypt. Slave-owners through the centuries faced the problems of exploiting/motivating a dependent but sometimes unenthusiastic or recalcitrant workforce, but many pre-industrial enterprises, given their small scale, did not feel compelled to face the issues of management systematically. However, innovations such as the spread of Hindu numerals (5th to 15th centuries) and the codification of double-entry book-keeping (1494) provided tools for management assessment, planning and control.

With the changing workplaces of industrial revolutions in the 18th and 19th centuries, military theory and practice contributed approaches to managing the newly-popular factories.^[8]

Given the scale of most commercial operations and the lack of mechanized record-keeping and recording before the industrial revolution, it made sense for most owners of enterprises in those times to carry out management functions by and for themselves. But with growing size and complexity of organizations, the split between owners (individuals, industrial dynasties or groups of shareholders) and day-to-day managers (independent specialists in planning and control) gradually became more common.

Early writing

While management (according to some definitions) has existed for millennia, several writers have created a background of works that assisted in modern management theories.^[9]

Some ancient military texts have been cited for lessons that civilian managers can gather. For example, Chinese general Sun Tzu in the 6th century BCE, The Art of War, recommends being aware of and acting on strengths and weaknesses of both a manager's organization and a foe's.^[9]

Various ancient and medieval civilizations have produced "mirrors for princes" books, which aim to advise new monarchs on how to govern. Examples include the Indian Arthashastra by Chanakya (written around 300BCE), and The Prince by Italian author Niccolò Machiavelli (c. 1515).^[10]

Further information: Mirrors for princes

Written in 1776 by Adam Smith, a Scottish moral philosopher, The Wealth of Nations discussed efficient organization of work through division of labour.^[10] Smith described how changes in processes could boost productivity in the manufacture of pins. While individuals could produce 200 pins per day, Smith analyzed the steps involved in manufacture and, with 10 specialists, enabled production of 48,000 pins per day.^[10]

19th century

Classical economists such as Adam Smith (1723–1790) and John Stuart Mill (1806–1873) provided a theoretical background to resource-allocation, production, and pricing issues. About the same time, innovators like Eli Whitney (1765–1825), James Watt (1736–1819), and Matthew Boulton (1728–1809) developed elements of technical production such as standardization, quality-control procedures, cost-accounting, interchangeability of parts, and work-planning. Many of these aspects of management existed in the pre-1861 slave-based sector of the US economy. That environment saw 4 million people, as the contemporary usages had it, "managed" in profitable quasi-mass production.

Salaried managers as an identifiable group first became prominent in the late 19th century.^[11]

20th century

By about 1900 one finds managers trying to place their theories on what they regarded as a thoroughly scientific basis (see scientism for perceived limitations of this belief). Examples include Henry R. Towne's Science of management in the 1890s, Frederick Winslow Taylor's The Principles of Scientific Management (1911), Frank and Lillian Gilbreth's Applied motion study (1917), and Henry L. Gantt's charts (1910s). J. Duncan wrote the first college management-textbook in 1911. In 1912 Yoichi Ueno introduced Taylorism to Japan and became the first management consultant of the "Japanese-management style". His son Ichiro Ueno pioneered Japanese quality assurance.

The first comprehensive theories of management appeared around 1920. The Harvard Business School offered the first Master of Business Administration degree (MBA) in 1921. People like Henri Fayol (1841–1925) and Alexander Church described the various branches of management and their inter-relationships. In the early 20th century, people like Ordway Tead (1891–1973), Walter Scott and J. Mooney applied the principles of psychology to management. Other writers, such as Elton Mayo (1880–1949), Mary Parker Follett (1868–1933), Chester Barnard (1886–1961), Max Weber (1864–1920), who saw what he called the "administrator" as bureaucrat^[12]), Rensis Likert (1903–1981), and Chris Argyris (* 1923) approached the phenomenon of management from a sociological perspective.

Peter Drucker (1909–2005) wrote one of the earliest books on applied management: Concept of the Corporation (published in 1946). It resulted from Alfred Sloan (chairman of General Motors until 1956) commissioning a study of the organisation. Drucker went on to write 39 books, many in the same vein.

H. Dodge, Ronald Fisher (1890–1962), and Thornton C. Fry introduced statistical techniques into management-studies. In the 1940s, Patrick Blackett worked in the development of the applied-mathematics science of operations research, initially for military operations. Operations research, sometimes known as "management science" (but distinct from Taylor's scientific management), attempts to take a scientific approach to solving decision-problems, and can apply directly to multiple management problems, particularly in the areas of logistics and operations.

Some of the more recent developments include the Theory of Constraints, management by objectives, reengineering, Six Sigma and various information-technology-driven theories such as agile software development, as well as group-management theories such as Cog's Ladder.

As the general recognition of managers as a class solidified during the 20th century and gave perceived practitioners of the art/science of management a certain amount of prestige, so the way opened for popularised systems of management ideas to peddle their wares. In this context many management fads may have had more to do with pop psychology than with scientific theories of management.

Towards the end of the 20th century, business management came to consist of six separate branches,^{[citation needed]} namely:

1. financial management
2. human resource management
3. information technology management (responsible for management information systems)
4. marketing management
5. operations management or production management
6. strategic management

21st century

In the 21st century observers find it increasingly difficult to subdivide management into functional categories in this way. More and more processes simultaneously involve several categories. Instead, one tends to think in terms of the various processes, tasks, and objects subject to management.^{[citation needed]}

Branches of management theory also exist relating to nonprofits and to government: such as public administration, public management, and educational management. Further, management programs related to civil-society organizations have also spawned programs in nonprofit management and social entrepreneurship.

Note that many of the assumptions made by management have come under attack from business-ethics viewpoints, critical management studies, and anti-corporate activism.

As one consequence, workplace democracy (sometimes referred to as Workers' self-management) has become both more common and advocated to a greater extent, in some places distributing all management functions among workers, each of whom takes on a portion of the work. However, these models predate any current political issue, and may occur more naturally than does a command hierarchy. All management embraces to some degree a democratic principle—in that in the long term, the majority of workers must support management. Otherwise, they leave to find other work or go on strike. Despite the move toward workplace democracy, command-and-control organization structures remain commonplace as de facto organization structure. Indeed, the entrenched nature of command-and-control is evident in the way that recent layoffs have been conducted with management ranks affected far less than employees at the lower levels. In some cases, management has even rewarded itself with bonuses after laying off lower-level workers.^[13]

According to leadership academic Manfred F.R. Kets de Vries, a contemporary senior management team will almost inevitably have some personality disorders.^[14]

Source:

http://en.wikipedia.org/wiki/Management

Management

Management in businesses and organizations is the function that coordinates the efforts of people to accomplish goals and objectives using available resources efficiently and effectively.

Etymology

The verb 'manage' comes from the Italian maneggiare (to handle, especially tools), which derives from the two Latin words manus (hand) and agere (to act).

In that course, the French word ménagerie, derived from ménager (to keep house; cf.ménage for household), for housekeeping also encompasses taking care of domestic animals. Later, mesnagement (resp. ménagement) influenced the development in meaning of the English word management in the 17th and 18th centuries.^[1]

Thus, it should be noted that Ménagerie is the French translation of Xenophon's famous book Oeconomicus^[2] (Greek: Οἰκονομικός) on household matters and Husbandry.

While the Italian word maneggiare refers to subaltern responsibilities, the work of an executive would be described as gestire.

Definitions

Views on the definition and scope of management include:

• According to Henri Fayol, "to manage is to forecast and to plan, to organise, to command, to co-ordinate and to control."^[3]
• Fredmund Malik defines it as "the transformation of resources into utility."
• Management included as one of the factors of production - along with machines, materials and money
• Peter Drucker (1909–2005) saw the basic task of a management as twofold: marketing and innovation. Nevertheless, innovation is also linked to marketing (product innovation is a central strategic marketing issue). Peter Drucker identifies marketing as a key essence for business success, but management and marketing are generally understood^{[by whom?]} as two different branches of business administration knowledge.
• Andreas Kaplan specifically defines European Management as a cross-cultural, societal management approach based on interdisciplinary principles.^[4]
• Directors and managers should have the authority and responsibility to make decisions to direct an enterprise when given the authority^{[citation needed]}
• As a discipline, management comprises the interlocking functions of formulating corporate policy and organizing, planning, controlling, and directing a firm's resources to achieve a policy's objectives
• The size of management can range from one person in a small firm to hundreds or thousands of managers in multinational companies.
• In large firms, the board of directors formulates the policy that the chief executive officer implements.^[5]

Theoretical scope

Management involves identifying the mission, objective, procedures, rules and the manipulation of the human capital of an enterprise to contribute to the success of the enterprise. This implies effective communication: an enterprise environment (as opposed to a physical or mechanical mechanism), implies human motivation and implies some sort of successful progress or system outcome. As such, management is not the manipulation of a mechanism (machine or automated program), not the herding of animals, and can occur in both a legal as well as illegal enterprise or environment.Management does not need to be seen from enterprise point of view alone, because management is an essential function to improve one's life and relationships. Management is therefore everywhere and it has a wider range of application. Based on this, management must have humans, communication, and a positive enterprise endeavor. Plans, measurements, motivational psychological tools, goals, and economic measures (profit, etc.) may or may not be necessary components for there to be management. At first, one views management functionally, such as measuring quantity, adjusting plans, meeting goals. This applies even in situations where planning does not take place. From this perspective, Henri Fayol (1841–1925)^[6] considers management to consist of six functions:

1. Forecasting
2. Planning
3. Organizing
4. Commanding
5. Coordinating
6. Controlling

Henri Fayol was one of the most influential contributors to modern concepts of management.^{[citation needed]}
In another way of thinking, Mary Parker Follett (1868–1933), defined management as "the art of getting things done through people". She described management as philosophy.^[7]
Critics, however, find this definition useful but far too narrow. The phrase "management is what managers do" occurs widely, suggesting the difficulty of defining management, the shifting nature of definitions and the connection of managerial practices with the existence of a managerial cadre or class.
One habit of thought regards management as equivalent to "business administration" and thus excludes management in places outside commerce, as for example in charities and in the public sector. More broadly,every organization must manage its work, people, processes, technology, etc. to maximize effectiveness. Nonetheless, many people refer to university departments that teach management as "business schools". Some institutions (such as the Harvard Business School) use that name while others (such as the Yale School of Management) employ the more inclusive term "management".
English speakers may also use the term "management" or "the management" as a collective word describing the managers of an organization, for example of a corporation. Historically this use of the term often contrasted with the term "Labor" - referring to those being managed.
But in the present era management's use is identified in the wide areas and its frontiers have been pushed to a broader range. Apart from profitable organizations even non-profitable organizations (NGO) apply management concepts. The concept and its uses are not constrained. Management on the whole is the process of planning, organizing, staffing, leading and controlling.

Source:

http://en.wikipedia.org/wiki/Management