content : introduction to management l,i and …...introduction to management and organization...

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Anna Riana Putriya, SE., MSi. ([email protected]) Indonesia Banking School (IBS) Kemang Raya No.35 South Jakarta

Prepared and presented by: Anna Riana Putriya, SE, MSi e-mail: [email protected]

Introduction to Management Introduction to Management and Organizationand Organization

Indonesia Banking School, 2007Indonesia Banking School, 2007

Who are managers ?

CONTENT :

Chapter 1Chapter 1

What do managers do ?

What is an organization ?

Why study management ?

What is management ?



Management

1. ASAL KATA

• Manus (L)

• Mano (I)

• Agere (L,I) = Melakukan

• Menege / Manage / Managgiare (L,I,Pr) = Memerintah /

Mengendalikan Kuda / Melatih Kuda

• Maneggio = Pengurusan

• Indonesia:

• Kepemimpinan

• Ketatalaksanaan

• Pembinaan

• Penguasaan

• Pengurusan

Who are managers ?

CONTENT :







2. BATASAN

Segenap perbuatan menggerakkan sekelompok orang dan

mengerahkan segala fasilitas dalam usaha kerjasama

untuk mencapai tujuan tertentu.

(The liang gie: Kamus Administrasi – 1968)

Who are managers ?

CONTENT :







Other Definitions of Management

Management is …

The process of working with and through others to achieve

organizational objectives in a changing environment. Central to

this process is the effective and efficient use of limited

resources.

(Kreitner, Management)Who are managers ?

CONTENT :





2



Management is …

• the process of working with and through others to achieve organizational

objectives in a changing environment. Central to this process is the

effective and efficient use of limited resources.

(Kreitner, Management)

• The attainment of organizational goals in an effective and efficient manner

through:

– Planning

– Organizing

– Leading

– Controlling organizational resources

(Richard L Daft, Management 8th ed, 2004)

Who are managers ?

CONTENT :







Management is …

• The process of designing and maintaining an environment in which

individuals working together in groups, efficiently accomplish

selected aims.

(Harold Koontz & Heinz Weihrich dalam E.M. -1990 5th Ed)

• Use of people and other resources to accomplish objectives.

(Louis E.Boone & David L.Kurtz dalam Management -1992)

Who are managers ?

CONTENT :







Management is …

– Proses penggunaan sumber daya secara efektif untuk mencapai

sasaran

– Pejabat pimpinan yang bertanggung jawab atas jalannya perusahaan

atau organisasi

(LPPM – Pressindo – Kamus Manajemen 1994)

• Effective use and coordination of resources such capital, plant,

materials, and labour to achieve defined objectives with maximum

efficiency.

(International Dictionary of Management 5th Ed. Kogan Page -1996)

Who are managers ?

CONTENT :







What is Management ?

Management is …

The process of coordinating work activities

so that they are completed efficiently and effectively

with and through other people

(Robbins, 2002)

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CONTENT :





3



Key Aspects of the Management Process

Source: Kreitner, Management.

Who are managers ?

CONTENT :







What is Management?

Managerial Concerns

– Efficiency

• “Doing things right”

– Getting the most

output for the least

inputs

– Effectiveness

• “Doing the right things”

– Attaining

organizational goals

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CONTENT :







Exhibit 1.2Exhibit 1.2

Effectiveness and Efficiency in Management

Source: Robbins, 2002.

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CONTENT :







Balancing Effectiveness and Efficiency


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CONTENT :





4



Identifiable Functions in the Management Process


Who are managers ?

CONTENT :







Who are managers ?

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CONTENT :





Source: image by www.fotosearch.com



Who Are Managers ?

Manager is …

Someone who works with and through other people by

coordinating and integrating their work activities in order

to accomplish organizational goals.

(Robbins, 2002)

Who are managers ?

CONTENT :







Classifying Managers

First-line Managers

– Are at the lowest level of management and manage the work

of non-managerial employees.

Middle Managers

– Manage the work of first-line managers.

Top Managers

– Are responsible for making organization-wide decisions and

establishing plans and goals that affect the entire

organization.

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CONTENT :





5




Managerial Levels


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CONTENT :







Functional Approach

Planning

• Defining goals, establishing strategies to achieve goals,

developing plans to integrate and coordinate activities.

Organizing

• Arranging work to accomplish organizational goals.

Leading

• Working with and through people to accomplish goals.

Controlling

• Monitoring, comparing, and correcting the work.

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CONTENT :








Management Functions


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CONTENT :







Management Roles Approach

Interpersonal rolesInterpersonal roles

• Figurehead, leader, liaison

Informational rolesInformational roles

• Monitor, disseminator, spokesperson

Decisional rolesDecisional roles

• Disturbance handler, resource allocator, negotiator

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CONTENT :





6



Mintzberg’s Managerial Roles (a)

Interpersonal roles

Source: Adapted from Henry Mintzberg, “Managerial Work: Analysis from Observation,” Management Science, 18

(October 1971): B97-B110.

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CONTENT :







Mintzberg’s Managerial Roles (b)

Source: Adapted from Henry Mintzberg, “Managerial Work: Analysis from Observation,” Management Science, 18 (October 1971): B97-B110.

Who are managers ?

CONTENT :







Mintzberg’s Managerial Roles (c)

Source: Adapted from Henry Mintzberg, “Managerial Work: Analysis from Observation,” Management Science, 18

(October 1971): B97-B110.

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CONTENT :








Skills Needed at Different Management Levels

Research by Robert L. Katz found that managers need 3 essential skills/competencies:

• Conceptual skills

• Human skills

• Technical skills


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CONTENT :





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– Technical skills

• Knowledge and proficiency in a specific field

– Human skills

• The ability to work well with other people

– Conceptual skills

• The ability to think and conceptualize about abstract and

complex situations concerning the organization

Skill Approach

Who are managers ?

CONTENT :







Exhibit 1.6aExhibit 1.6a

Conceptual Skills

• Using information to solve business problems

• Identifying of opportunities for innovation

• Recognizing problem areas and implementing solutions

• Selecting critical information from masses of data

• Understanding of business uses of technology

• Understanding of organization’s business model

Source: Based on American Management Association Survey of Managerial Skills and

Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.

Who are managers ?

CONTENT :







Exhibit 1.6bExhibit 1.6b

Communication Skills

• Ability to transform ideas into words and actions

• Credibility among colleagues, peers, and subordinates

• Listening and asking questions

• Presentation skills; spoken format

• Presentation skills; written and/or graphic formats



Who are managers ?

CONTENT :







Exhibit 1.6cExhibit 1.6c

Effectiveness Skills

• Contributing to corporate mission/departmental objectives

• Customer focus

• Multitasking: working at multiple tasks in parallel

• Negotiating skills

• Project management

• Reviewing operations and implementing improvements

• Setting and maintaining performance standards internally and externally

• Setting priorities for attention and activity

• Time management



Who are managers ?

CONTENT :





8



Exhibit 1.6dExhibit 1.6d

Interpersonal Skills

• Coaching and mentoring skills

• Diversity skills: working with diverse people and cultures

• Networking within the organization

• Networking outside the organization

• Working in teams; cooperation and commitment



Who are managers ?

CONTENT :








Management Skills and Management Function Matrix


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CONTENT :







How The Manager’s Job is Changing

The Increasing Importance of Customers

– Customers: the reason that organizations exist

• Managing customer relationships is the responsibility of

all managers and employees.

• Consistent high quality customer service is essential for

survival.

Innovation

– Doing things differently, exploring new territory, and

taking risks

• Managers should encourage employees to be aware of

and act on opportunities for innovation.

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CONTENT :







Changes Impacting the Manager’s Job

Exhibit 1.8Exhibit 1.8Source: Robbins, 2002.

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CONTENT :





9



What Is An Organization?

An Organization defined

– A deliberate arrangement of people to accomplish some

specific purpose

Common Characteristics of Organizations

– Have a distinct purpose (goal)

– Composed of people

– Have a deliberate structure

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CONTENT :








Characteristics of Organizations

CONTENT :





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The Changing Organization

CONTENT :





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CONTENT :





Source: image by www.fotosearch.com

Who are managers ?


10



Why Study Management?

The Value of Studying Management

– The universality of management

• Good management is needed in all organizations.

– The reality of work

• Employees either manage or are managed.

– Rewards and challenges of being a manager

• Management offers challenging, exciting and creative

opportunities for meaningful and fulfilling work.

• Successful managers receive significant monetary

rewards for their efforts.

CONTENT :




Who are managers ?





Universal Need for Management

CONTENT :





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Rewards and Challenges of Being A Manager

CONTENT :





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References :

1. Stephen P. Robbins and Mary Coulter, Management, 7th ed.,

2002.

2. Kreitner, Management.

3. Richard L. Daft, Management, 8th ed., 2004.

4. Henry Mintzberg, “Managerial Work: Analysis from

Observation,” Management Science, 18 (October 1971).

5. American Management Association Survey of Managerial Skills

and Competencies, March/April 2000, found on AMA Web site

(www.ama.orgwww.ama.orgwww.ama.orgwww.ama.org), October 30, 2002.

6. Image by: www.fotosearch.com

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