matrikulasi manajemen robbins 01
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8th edition8th edition
Steven P. RobbinsMary Coulter
Steven P. RobbinsMary Coulter
PowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie CookCopyright © 2005 Prentice Hall, Inc.Copyright © 2005 Prentice Hall, Inc.
All rights reserved. All rights reserved.
Mukhamad Najib
Email : [email protected] : [email protected]: @najib23Twitter: @najib23
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Who Are Managers?
• ManagerSomeone who works with and through other people
by coordinating and integrating their work activities in order to accomplish organizational goals.
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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.
• Manajer Lini pertama Berada pada tingkat terendah
dari manajemen dan mengelola pekerjaan karyawan non-manajeriall
• Manajer Tengah Mengelola pekerjaan Manajer
lini pertama
• Top Manager Bertanggung jawab untuk
membuat keputusan organisasi dan menetapkan rencana dan tujuan yang mempengaruhi organisasi secara keseluruhan.
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Exhibit 1.1Exhibit 1.1
Managerial Levels
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Exhibit 1.2Exhibit 1.2
Effectiveness and Efficiency in Management
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What Do Managers Do?
• Functional ApproachPlanning
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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Exhibit 1.3Exhibit 1.3
Management Functions
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What Do Managers Do? (cont’d)
• Management Roles Approach Interpersonal roles
Figurehead, leader, liaison Informational roles
Monitor, disseminator, spokesperson
Decisional roles Disturbance handler,
resource allocator, negotiator
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What Do Managers Do? (cont’d)
• Skills ApproachTechnical skills
Knowledge and proficiency in a specific fieldHuman skills
The ability to work well with other peopleConceptual skills
The ability to think and conceptualize about abstract and complex situations concerning the organization
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Exhibit 1.5Exhibit 1.5
Skills Needed at Different Management Levels
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Exhibit 1.7Exhibit 1.7
Management Skills and Management Function Matrix
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How The Manager’s Job Is Changing
• The Increasing Importance of CustomersCustomers: 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.
• InnovationDoing 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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Exhibit 1.8Exhibit 1.8
Changes Impacting the Manager’s Job
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What Is An Organization?
• An Organization DefinedA deliberate arrangement of people to accomplish
some specific purpose
• Common Characteristics of OrganizationsHave a distinct purpose (goal)Composed of peopleHave a deliberate structure
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Exhibit 1.9Exhibit 1.9
Characteristics of Organizations
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Exhibit 1.10Exhibit 1.10
The Changing Organization
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Exhibit 1.11Exhibit 1.11
Universal Need for Management