A. The background of Management. In general, the definition of management is the science and the art of planning, organizing, directing and supervising the efforts of the members of the organization and the use of organizational resources to achieve the goals set before. Management has activities to lead, arrange, manage, control and develop. Management can be said as an art. Management is the art of completing work through collaboration with others. The art of management consists of the ability to see the totality in separate parts of a unified picture of vision. The art of management includes the communication skills of the vision. Aspects of leadership planning, communication and decision making regarding the human element about how to use the art management approach. B. The History of Development of Management Theory A. Classic Flow Before the history of the so-called scientific management era emerged, it had become an industrial revolution in the 19th century, which led to an increasing need for a systematic management approach. And then discussed in theories and management principles and described by their leaders and ideas. 1. Scientific Management (Time Period 1870-1930) Scientific management (scientific management) marked by contributions from Federick W. Taylor, Frank and Lillian Gilbreth, Henry L. Gantt, and Harrington Emerson, which will be described one by one. 1. Frederick W. Taylor (1856-1915) Scientific management was first developed by Federick Winslow Taylor around the 1900s. Because of his work, Taylor was called "the father of scientific management". 2. Frank and Lillian Gilbreth (1868-1924 and 1878-1972). The main contributors in this flow are the husband and wife Frenk Bungker and Lilian Gilbreth. In this flow Frank is more inclined to problems that are very efficient, especially to find "the best way to do a task". 3. Henry L. Gantt (1861-1919) Like Taylor, Henry L. Gantt put forward ideas, namely : A. Mutual benefits between workers and management. B. Selection of labor scientific cooperation. C. Incentive system (bonus) to stimulate productivity. D. Usages, detailed work instructions. 4. Harrington Emerson (1853-1931) Emerson proposes 12 (twelve) very well-known efficiency principles, which are summarized as follows: a. Objectives are clearly formulated. b. The activities carried out make sense. c. There are capable staff. d. Discipline. e. Fair service. f. Reliable, prompt, accurate and accurate reports - information systems and accounting. g. Giving orders and planning and managing work. h. There are standards and schedules - methods and time of each activity. i. Standardized conditions. j. Standardized operation. k. Standard written practical instructions. l. Efficiency-intensive plan benefits. 2. . Theory Of Classic Organization Henri Fayol, a French industrialist, put forward theories and administrative techniques as guidelines for the management of oeganization - complex organizations in his famous book, administration industrielle et generale (industrial and general administration). In his administrative theory he details management into five elements, namely: Planning, organizing, giving orders, coordinating, supervising. B. Human Relationships The flow of human relations (human or Neoclassical behavior) arises because of dissatisfaction that the classical approach does not fully produce production efficiency and work harmony. Managers still face difficulties and frustrations because employees do not always follow rational behavior patterns. There are several experts who try to complete Classical organizational theory with the views of sociology and psychology, namely; 1. Hugo Munsterberg ( 1863-1916) He was the founder of industrial psychology so that Hugo Munsterberg was called the father of "industrial psychology". In his book Psychology and Industial Effisiensy, he describes psychological tools to achieve goals. 2. Elton Mayo (1880-1949) He argued that, human relations are often used as general terms to describe the way a manager interacts with his subordinates. It aims to create a good human relationship. C. Modern Management Flows The period of modern management developed through two different paths. The first line was the development of a flow of human relations known as organizational behavior, and the other was built on the basis of scientific management, known as quantitative flow (operation research and management science or operations management). ORGANIZATIONAL BEHAVIOR The development of organizational behavior flow is characterized by new views and opinions about human behavior and social systems. These flow shops include: 1. Abraham Maslow, who proposed the existence of "hierarchy of needs" in his explanation of human behavior and dynamism of motivation. 2. Douglas McGregor with his X theory and Y theory. 3. Frederick Herzberg which outlines hygienic motivation theory or two-factor theory. 4. Robert Blake and Jane Mouton who discuss five leadership styles with managerial grids. 5. Rensis Likert who has identified and carried out extensive research on four management systems, from system 1: autoriative exploitation to system 4: participatory group. 6. Fred Fiedler who suggested a contingency approach to leadership studies 7. Chris Argyris who views organizations as a social system or a system of intercultural relations. 8. Edgar Schein who researched the dynamics of groups in organizations, and others. There are several important basic principles which are summarized from the opinions of modern management figures, namely as follows: 1. Management cannot be viewed as a strict technique (roles, procedures, principles) 2. Management must be systematic and the approach used must be carefully considered. 3. The organization as a whole and individual managerial approach to supervision in accordance with the situation. 4. A motivational approach that produces workers' commitment to organizational goals is needed.