Week 1 Exceptional Manager; What You Do And How You Do It 3 Sks
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Week 1 Exceptional Manager; What You Do And How You Do It 3 Sks

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    Week 1 Exceptional Manager; What You Do And How You Do It 3 Sks Week 1 Exceptional Manager; What You Do And How You Do It 3 Sks Presentation Transcript

    • EXCEPTIONAL MANAGER : WHAT YOU DO, HOW YOU DO IT Week 1 Prepared by Management Department | www.unimedia.ac.id | man@unimedia.ac.id
    • MANAGEMENT : M www.unimedia.ac.id
    • Management Planning, Organizing, Leading, Controlling POLCO Integrating the work of people INTEGRATING The pursuit of organizational goals efficiently and EFFICIENCY & effectively EFFECTIVENESS An art of getting things done through people ART AN Not exactly a gift, fortunately it is one that is teachable NOT A GIFT www.unimedia.ac.id
    • 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) www.unimedia.ac.id
    • Doing Doing things right the right things Source: Robbins, Management. www.unimedia.ac.id
    • Balancing effectiveness and efficiency Source: Kreitner, Management. www.unimedia.ac.id
    • MULTIPLIER EFFECT ...!!! www.unimedia.ac.id
    • Example : www.unimedia.ac.id
    • STAR MANAGER A www.unimedia.ac.id
    • 2. REWARD OF PRACTICING MANAGEMENT www.unimedia.ac.id
    • The rewards of studying management : how to deal with organizations from outside 1. You will understand how to relate to your supervisors 2. You will understand how to interact with co-workers 3. You will understand how to manage yourself in the 4. You will understand workplace www.unimedia.ac.id
    • The rewards of practicing management : experience as sense of accomplishment 1. You and your employees can stretch your abilities and magnify your range 2. You can build a catalog of successfeul product or services 3. You can www.unimedia.ac.id
    • Universal need for management Source: Robbins, Management. www.unimedia.ac.id
    • STAR MANAGER A www.unimedia.ac.id
    • Being responsive to customers Innovation MANAGING FOR COMPETITIVE ADVANTAGE – STAYING AHEAD OF RIVALS Quality Efficiency www.unimedia.ac.id
    • MANAGING FOR DIVERSITY – THE FUTURE WON’T RESEMBLE THE PAST www.unimedia.ac.id
    • MANAGING FOR GLOBALIZATION – THE EXPANDING MANAGEMENT UNIVERSE www.unimedia.ac.id
    • MANAGING FOR INFORMATION TECHNOLOGY www.unimedia.ac.id
    • MANAGING FOR ETHICAL STANDARDS www.unimedia.ac.id
    • MANAGING FOR YOUR OWN HAPPINESS AND LIFE GOALS www.unimedia.ac.id
    • The management process (functions) P O L Co www.unimedia.ac.id
    • .... past management functions Source : Kreitner, Management. www.unimedia.ac.id
    • The levels and areas of management Functional General managers managers www.unimedia.ac.id
    • Organization AN ORGANIZATION defined work together to achieve some specific purpose A group of people who deliberate arrangement of people to accomplish some or a specific 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. www.unimedia.ac.id
    • The changing organization Source: Robbins, Management. www.unimedia.ac.id
    • Who is manager ? Source: image by www.fotosearch.com www.unimedia.ac.id
    • Manager is … Someone who works with and through other people by coordinating and integrating their work activities in order to accomplish organizational goals. (Robbins, Management) www.unimedia.ac.id
    • MINTZBERG’S MANAGERIAL ROLES Category Role Activity Examples Seek and acquire work-related information Scan/read trade press, periodicals, reports; attend Informational Monitor seminars and training; maintain personal contacts Communicate/ disseminate information to Send memos and reports; inform staffers and Disseminator others within the organization subordinates of decisions Communicate/transmit information to Pass on memos, reports and informational materials; Spokesperson outsiders participate in conferences/meetings and report progress Perform social and legal duties, act as Greet visitors, sign legal documents, attend ribbon cutting Interpersonal Figurehead symbolic leader ceremonies, host receptions, etc. Direct and motivate subordinates, select Includes almost all interactions with subordinates Leader and train employees Establish and maintain contacts within and Business correspondence, participation in meetings with Liaison outside the organization representatives of other divisions or organizations. Identify new ideas and initiate improvement Implement innovations; Plan for the future Decisional Entrepreneur projects Deals with disputes or problems and takes Settle conflicts between subordinates; Choose strategic Disturbance Handler corrective action alternatives; Overcome crisis situations Decide where to apply resources Draft and approve of plans, schedules, budgets; Set Resource Allocator priorities www.unimedia.ac.id
    • ENTREPRENEURIAL SPIRIT HOW DO ENTREPRENEURS & MANAGERS DIFFER www.unimedia.ac.id
    • The differences between manager & entrepreneur NO PSYCHOLOGICAL CHARACTERISTICS MANAGER ENTREPRENEUR 1. Need for achievement high high Belief in personal control of destiny 2. high High (internal locus control) 3. Energy level and action orientation medium high 4. Tolerance for ambiguity medium high 5. Self confidence and tolerance for risk medium high www.unimedia.ac.id
    • 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 www.unimedia.ac.id
    • Download : www.natriumz.wordpress.com thank you www.unimedia.ac.id