Business w06 Managing Enterprise @1


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Business w06 Managing Enterprise @1

  1. 1. Managing The Business Enterprise
  2. 2. Chapter 6 Managing the Business Enterprise Corporate strategy, business (comparative) strategy, Who are managers ? functional strategy --> figure 6.1 Types of strategy Purpose of goal setting Setting of strategy Kinds of goals: long-term, intermediate, and short-term goals Setting goals and formulating strategy Formulating strategy Setting strategic goals: figure 6.2 Hierarchy of plans: strategic, technical, & operational plans Contingency planning & crisis management Planning The management process Organizing Directing Controlling Level of management: top, middle, and first-line managers Types of managers Areas of management: HR, operations, marketing, information, financial, and other managers. Technical skill Human relations skill Basic management skill Conceptual skills Decision-making skills Time management skill Management and Communicating the culture Communicating the culture and the corporate culture Managing change Managing change
  3. 3. Who are Managers ? • All corporations depend on effective management. • The principles of management apply to all kinds of organizations. • Managers are among an organization’ organization’s most important resources.
  4. 4. Types of Managers Top Middle First-Line
  5. 5. One who handles, controls, or directs, especially: 1. One who directs a business or other enterprise. 2. One who controls resources and expenditures, as of a household. 3. One who is in charge of the business affairs of an entertainer. Manager • Executive whose function is to plan, organize, and control, and to make decisions in order to achieve organizational objectives. • A person having administrative or managerial authority in an organization: administrant, administrator, director, executive, officer, official. Informal exec. See over/under. • Someone who directs and supervises workers: boss, director, foreman, foreperson, forewoman, head, overseer, superintendent, supervisor, supervisor, taskmaster, taskmistress.
  6. 6. What are Goals ? Objectives that a business hopes and plans to achieve
  7. 7. Visi, Misi, Strategi
  8. 8. What is Strategy ? Broad set of organizational plans for implementing the decisions made for achieving organizational goals
  9. 9. Hierarchy of Strategy
  10. 10. Types of Strategy • Corporate strategy determines the firm’s overall attitude firm’ toward growth and the way it will manage its businesses or product lines • Business (or Competitive) strategy takes place at the business- product- firm’ business-unit or product-line level and focuses on a firm’s competitive position • Functional strategy involves managers in specific areas who decide how best to achieve corporate goals through productivity
  11. 11. Levels of Organizational Strategy Exhibit 8.4
  12. 12. Purposes of Goal Setting 1. Direction and guidance 2. Resources allocation 3. Define corporate culture 4. Assess performance
  13. 13. What is a Mission Statement ? • Organization’s statement of how it will achieve its purpose Organization’ in the environment in which it conducts its business • Why organization exists & How it will operate
  14. 14. BNI Visi : • Menjadi Bank Kebanggaan Nasional yang Unggul dalam Kinerja. Layanan dan Kinerja. Misi : • Memaksimumkan nilai bagi pemegang saham dengan menyediakan solusi finansial yang focus pada segmen korporat, konsumer. korporat, komersial dan konsumer.
  15. 15. Universitas Indonesia Visi : quot;Menjadi Universitas Riset yang mandiri, modern, dan berkualitas mandiri, internasional.quot; internasional.quot; Misi • Sebagai institusi yang berada di garis depan dalam perkembangan ilmu pengetahuan, seni. pengetahuan, teknologi dan seni. • Menghasilkan lulusan yang berkualitas tinggi yang mampu bersaing pada pasar global. • Mendukung perkembangan martabat bangsa Indonesia melalui penciptaan pengetahuan, karya di bidang ilmu pengetahuan, teknologi dan seni yang bermanfaat bagi kemajuan bangsa Indonesia. • Ikut andil dalam meningkatkan peradaban dunia dengan menghasilkan damai, lulusan yang berwawasan global, toleran dan cinta damai, serta karya cipta yang mendukung peningkatan martabat manusia global.
  16. 16. Metro TV VISION: • To become a distinct Indonesian television station by ranking number number one for its news, offering quality entertainment and lifestyle programming. Providing unique advertising opportunities and achieving loyalty with its viewers and advertisers. MISSION: • To stimulate and promote the nation's and country's advancement towards a democratic atmosphere, in order to excel in global competition, with high appreciation of moral and ethic. • To add a valuable presence to the television industry by providing a providing new perspective, by improving the way information is presented and and by offering quality entertainment alternatives. • To achieve a significant level of growth by developing and leveraging leveraging its its assets, to increase the quality of life and the welfare of its employees, and to produce significant profit for its share holders. holders.
  17. 17. Kinds of Goals • Long-term goals are set for an Long- extended time, typically 5 years or more • Intermediate goals are set for a period of 1 to 5 years • Short-term goals are set for the very Short- near future, typically less than 1 year
  18. 18. What is Strategy Formulation ? Creation of a broad program for defining and organization’ meeting an organization’s goals
  19. 19. Strategy Formulation
  20. 20. Pentingnya Manajemen stratejik 1. Memberikan kinerja organisasi yang lebih tinggi 2. Manajer harus menelaah dan menyesuaikan diri dengan perubahan- perubahan-perubahan yang terjadi di lingkungan bisnis. bisnis. unit- 3. Menkoordinasikan unit-unit organisasi yang tersebar dan menjadikan mereka terfokus pada sasaran dari organisasi 4. Sangat berkaitan dengan proses pembuatan dan pengambilan keputusan
  21. 21. Setting Strategic Goals • Strategic goals are long-term goals derived directly from long- firm’ a firm’s mission statement – SWOT analysis is a process involving the assessment of organizational strengths and weaknesses (the S and W) and environmental opportunities and threats (the O and T)
  22. 22. Analyzing the Organization and Its Environment Environmental analysis is the process of scanning the business environment for threats and opportunities Environmental Analysis Organizational analysis is firm’ the process of analyzing a firm’s Organizational strengths and weaknesses Analysis
  23. 23. • The matching process is the heart of strategy formulation. • The matching process may determine whether a firm typically takes risks or behaves more conservatively.
  24. 24. A Hierarchy of Plans • Strategic plans reflect decisions about resource allocations, company priorities and steps needed to meet strategic goals • Tactical plans are shorter-range plans for implementing shorter- company’ specific aspects of the company’s strategic plans • Operational plans set short-term targets for daily, weekly or short- monthly performance
  25. 25. Contingency Planning and Crisis Management • Contingency planning identifies aspects of a business or its environment that might entail changes in strategy • Crisis management involves an organization’s methods for organization’ dealing with emergencies
  26. 26. What is Management? Process of planning, organizing, directing and organization’ controlling an organization’s resources to achieve its goals
  27. 27. The Management Process • Planning determines what an organization needs to do and how best to get it done • Organizing determines how best to arrange an organization’ organization’s resources and activities into a coherent structure • Directing involves guiding and motivating employees to organization’ meet an organization’s objectives • Controlling monitors an organization’s performance to make organization’ sure that the firm is meeting its goals
  28. 28. The Control Process
  29. 29. • Top managers are responsible to the board of directors and firm’ stockholders for a firm’s overall performance and effectiveness • Middle managers are responsible for implementing the strategies, policies and decisions made by top managers • First-line managers are responsible for supervising the work First- of employees
  30. 30. Bagaimana kampret terbang ke awang- awang • Karyawan: “Kampret! Siapa pemabok yang membuat Karyawan: Kampret! ini? berhasil! rencana ini? Ini tidak mungkin berhasil!” • Supervisor: “Mereka mengatakan strategi tersebut ibarat sejenis binatang yang bisa terbang dan yang minum-minum. membuatnya adalah orang yang telah minum-minum. kemungkinan, kecil, Ada kemungkinan, walau kecil, rencana ini akan berhasil” berhasil” • Manajer: “Mereka melihat strategi ini bagaikan sesuatu Manajer: terbang. minum- yang bisa terbang. Pembuatnya pasti minum-minum merayakannya. untuk merayakannya. Ada kemungkinan rencana ini terbang” bisa terbang”
  31. 31. • Kepala departemen: “Mereka melihat strategi ini bakal departemen: terbang. terbang. Strategi tersebut harus dirayakan dengan minum-minum” minum-minum”. • Kepala divisi: “Mereka melihat strategi ini akan membuat divisi: awang-awang. perusahaan kita terbang ke awang-awang. Mereka percaya berhasil. minum- strategi ini pasti akan berhasil. Mereka akan minum- merayakan” minum untuk merayakan”.
  32. 32. Areas of Management • Human Resource Managers • Operations Managers • Marketing Managers • Information Managers • Financial Managers • Other Managers
  33. 33. Basic Management Skills • Technical skills are needed to perform specialized tasks • Human relations skills are required in understanding and getting along with other people • Conceptual skills are abilities to think in the abstract, diagnose and analyze different situations and to see beyond the present situation • Decision-making skills include the ability to define problems Decision- and select the best course of action • Time management skills are associated with the productive use of time
  34. 34. Basic Management Skills Technical Programming Accounting Architect
  35. 35. Human Relations
  36. 36. Employee Satisfaction Depends On: Other Challenge & Involvement Company Performance Co-Workers Relationships Compensation & Benefits Workload Manager Relationship 0% 10% 20% 30% 40% 50% Source: “Managers Beware: Employee Job Satisfaction Depends On You”, Colorado Springs Business Journal, Nov. 21, 2003.
  37. 37. Conceptual
  38. 38. Decision-making Decision- Define Problem Evaluate/Select Alternative Implement & Evaluate
  39. 39. Time management • Paperwork • Telephone • Meetings • E-mail
  40. 40. • Technical skills are needed to perform specialized tasks • Human relations skills are required in understanding and getting along with other people • Conceptual skills are abilities to think in the abstract, abstract, diagnose and analyze different situations and to see beyond the present situation • Decision-making skills include the ability to define problems Decision- and select the best course of action • Time management skills are associated with the productive use of time
  41. 41. Management Skills for the 21st Century • Global management skills include the need to understand foreign markets, cultural differences and the motives and practices of foreign rivals • Management and technology skills refer to the ability to process, organize and interpret a wealth of data and information
  42. 42. What is Corporate Culture ? experiences, stories, beliefs, The shared experiences, stories, beliefs, and norms that characterize an organization
  43. 43. Communicating the Culture Managers must : 1. Understand culture. 2. Transmit the culture to others in the organization. 3. Maintain the culture by rewarding and promoting those who understand it and work toward maintaining it.
  44. 44. Managing Change Three-stage process : Three- 1. Analysis highlights need for change. 2. Top management = formulate vision. 3. Create systems to sustain new vision/values.