EXCEPTIONAL MANAGER : WHAT YOU DO, HOW YOU DO IT

Week 1

Prepared by Management Department | www.unimedia.ac.id | man@unimedia.ac.id

M :MANAGEMENT :

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Management

POLCOPlanning, Organizing, Leading, Controlling

POLCO

INTEGRATING

EFFICIENCY & EFFECTIVENESS

Integrating the work of people

The pursuit of organizational goals efficiently and effectively

NOT A GIFT

AN ARTAn art of getting things done through people

Not exactly a gift, fortunately it is one that is teachable

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Management is …

The process of coordinating and overseeing

work activities of others

so that they are completed efficiently and effectively

with and through other people

(Robbins, Management)(Robbins, Management)

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Doing things right

Doing the right things

Source: Robbins, Management.

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Balancing effectiveness and efficiency

Source: Kreitner, Management.

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MULTIPLIER EFFECT ...!!!

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Example :

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A STAR MANAGER

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2. REWARD OF PRACTICING MANAGEMENT

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The rewards of studying management :

1. You will understand how to deal with organizations from outside

2. You will understand how to relate to your supervisors

3. You will understand how to interact with co-workers

4. You will understand how to manage yourself in the workplaceworkplace

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The rewards of practicing management :

1. You and your employees can experience as sense of accomplishment

2. You can stretch your abilities and magnify your range

3. You can build a catalog of successfeul product or services

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Universal need for management

Source: Robbins, Management.

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A STAR MANAGER

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Being responsiveto customers

Innovation

MANAGING FOR COMPETITIVE ADVANTAGE –STAYING AHEAD OF RIVALS

QualityEfficiency

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MANAGING FOR DIVERSITY –THE FUTURE WON’T RESEMBLE THE PAST

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MANAGING FOR GLOBALIZATION –THE EXPANDING MANAGEMENT UNIVERSE

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MANAGING FOR INFORMATION TECHNOLOGY

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MANAGING FOR ETHICAL STANDARDS

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MANAGING FOR YOUR OWN HAPPINESS

AND LIFE GOALS

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The management process (functions)

P O L Co

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.... past management functions

Source : Kreitner, Management.

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The levels and areas of management

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Functional managers General

managers

Organization

AN ORGANIZATION defined

� A group of people whowork together to achieve some specific purpose

� or adeliberate arrangement of people to accomplish somespecific purpose

3 TYPES OF ORGANIZATION :

1. For-profit organization: making money

2. Nonprofit organization: offering services (public sector-offer services to some clients,

commonweal organization-offer services to all clients). PS, ex: university, hospital, etc. CO, ex: postal

service, local fire, police department, etc.

3. Mutual profit organization: adding members. Ex: political parties, labor union,

trade associations, and clubs.

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The changing organization

Source: Robbins, Management.

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Who is manager ?

Source: image by www.fotosearch.com

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Manager is …

Someone who works with and through other people by Someone who works with and through other people by coordinating and integrating their work activities in order to accomplish organizational goals.

(Robbins, Management)

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MINTZBERG’S MANAGERIAL ROLES

Category Role Activity Examples

Informational Monitor Seek and acquire work-related information Scan/read trade press, periodicals, reports; attend seminars and training; maintain personal contacts

Disseminator Communicate/ disseminate information to others within the organization

Send memos and reports; inform staffers and subordinates of decisions

Spokesperson Communicate/transmit information to outsiders

Pass on memos, reports and informational materials; participate in conferences/meetings and report progress

Interpersonal Figurehead Perform social and legal duties, act as symbolic leader

Greet visitors, sign legal documents, attend ribbon cutting ceremonies, host receptions, etc.

Leader Direct and motivate subordinates, select and train employees

Includes almost all interactions with subordinates

Liaison Establish and maintain contacts within and outside the organization

Business correspondence, participation in meetings with representatives of other divisions or organizations.

Decisional Entrepreneur Identify new ideas and initiate improvement projects

Implement innovations; Plan for the future

Disturbance Handler Deals with disputes or problems and takes corrective action

Settle conflicts between subordinates; Choose strategic alternatives; Overcome crisis situations

Resource Allocator Decide where to apply resources Draft and approve of plans, schedules, budgets; Set priorities

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ENTREPRENEURIAL SPIRIT

HOW DO ENTREPRENEURS & MANAGERS

DIFFER

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DIFFER

The differences between manager & entrepreneur

NO PSYCHOLOGICAL CHARACTERISTICS MANAGER ENTREPRENEURNO PSYCHOLOGICAL CHARACTERISTICS MANAGER ENTREPRENEUR

1. Need for achievement high high

2.Belief in personal control of destiny

(internal locus control)high High

3. Energy level and action orientation medium high

4. Tolerance for ambiguity medium high

5. Self confidence and tolerance for risk medium high

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The skills that star manager needed

Source: Robbins, Management.

Research by Robert L. Katz found that managers need :

1. Conceptual skills

2. Human skills

3. Technical skills

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Download : www.natriumz.wordpress.com

thank you

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