30.6.13

Resume: History of Science Management in Human Management

This is something what we got from the preparation class in MSM ITB. 

Scientific management is started in 1911 when father of scientific management, Frederick W. Taylor, observed that performance is related with working condition. He developed rules of motion, standardized work implements, and proper working conditions for every job. (Well, that’s my interest in architecture and someone has already started it more than one hundred years ago. It means I have to learn more)

In 1914 – 1918, before and during World War I, soldiers were recruited with selection tests such as IQ test and ability test.
In 1920 – 1930, there is Mayo’s Hawthorne Studies which examined how economic incentives and physical conditions affected worker output, with no consistent output. Some things can affect some people but cannot affect the others. Sometimes even the things that affect the output are not the ‘money’.
In 1960 – 1970 there are Employee Relations. There are many things about it, but I remember our lecturer said that ‘’Good companies where the HR’s working well will not have the Employee Relations”.
In 1980 – 2000 human resource management were integrated with business operation to create value.
Since 2000 – present, human resource management is driven with corporate performance. The things that necessary to boost corps performance can be proposed to be done. This means that even probably serving5-stars-hotel-meal for the employee every lunch can be an alternative solution to boost corporate performance.


Source: Class Notes

What have we learned in MSM ITB so far?

We had three heavy weeks this June while having a preparation course for MSM ITB, at least from my opinion. First, I should tell you that my bachelor background is in Architecture. Although I have a great interest in entrepreneurship, most of the material in this class is new for me. Receiving all this new material in rapid speed is not categorized as something ‘light’, isn’t it?

At the first week we learn about ‘’PEOPLE’’ in organization. Who is this ‘’people’’? What are their roles in organization? You should check my other notes about Human Capital Management and History of Science Management to take a peek of what we learn about this. But I can simply say that this course successfully opens my eyes that people as ‘capital’ is different with people as ‘cost’ or just ‘asset’. Based on my humble observation, I think many ‘big’ corporations are still stuck in paradigm that set people as a ‘cost’. Even in several architecture firms. Is that why employment in architecture firm is rolling really fast? Hmm... Probably.

Then, when we enter the second week, we were introduced to Operational Management. Since the goal of an organization is to create value as an output with the most efficient and effective throughput, operational becomes something that had to be managed. Most amazing thing about this course is that we have finished Heizer’s book in just a week. Well you can check my note about Operational Management for the details.

At our third week, we learn about Business Statistic. We use ‘Business Statistic’ big book as the guide and finally manage to reach chapter 10. People who come from any major where quantitative method is most used as research tools will take it easy I believe. But back to my bachelor background, we (the graduates) are unfortunately lack in knowledge about research method. Business Statistic is new. Real Statistic is new. I had to run faster to follow the class. But it’s worth it. Check my note about Business Statistic.


Conclusion, I think I become much smarter through this class. I can’t think I don’t because my head is burning. Ha ha. Now I wish I can use this knowledge to create something. Very eager.