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Matrikulasi Manajemen Robbins 01

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  • 1. 8th edition Steven P. Robbins Mary CoulterPowerPoint Presentation by Charlie Cook Copyright © 2005 Prentice Hall, Inc. All rights reserved.
  • 2. Mukhamad NajibEmail : mnajib23@yahoo.comTwitter: @najib23
  • 3. Who Are Managers? • Manager  Someone who works with and through other people by coordinating and integrating their work activities in order to accomplish organizational goals.Copyright © 2005 Prentice Hall, Inc. All rights reserved. 1–6
  • 4. Classifying Managers • First-line Managers • Manajer Lini pertama  Are at the lowest level of  Berada pada tingkat terendah management and manage the dari manajemen dan mengelola work of non-managerial pekerjaan karyawan non- employees. manajeriall • Middle Managers • Manajer Tengah  Manage the work of first-line  Mengelola pekerjaan Manajer managers. lini pertama • Top Managers • Top Manager  Are responsible for making  Bertanggung jawab untuk organization-wide decisions membuat keputusan organisasi and establishing plans and dan menetapkan rencana dan goals that affect the entire tujuan yang mempengaruhi organization. organisasi secara keseluruhan.Copyright © 2005 Prentice Hall, Inc. All rights reserved. 1–7
  • 5. Managerial Levels Exhibit 1.1Copyright © 2005 Prentice Hall, Inc. All rights reserved. 1–8
  • 6. Effectiveness and Efficiency in Management Exhibit 1.2Copyright © 2005 Prentice Hall, Inc. All rights reserved. 1–10
  • 7. What Do Managers Do? • 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.Copyright © 2005 Prentice Hall, Inc. All rights reserved. 1–11
  • 8. Management Functions Exhibit 1.3Copyright © 2005 Prentice Hall, Inc. All rights reserved. 1–12
  • 9. 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, negotiatorCopyright © 2005 Prentice Hall, Inc. All rights reserved. 1–13
  • 10. What Do Managers Do? (cont’d) • Skills Approach  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 organizationCopyright © 2005 Prentice Hall, Inc. All rights reserved. 1–14
  • 11. Skills Needed at Different Management Levels Exhibit 1.5Copyright © 2005 Prentice Hall, Inc. All rights reserved. 1–15
  • 12. Management Skills and Management Function Matrix Exhibit 1.7Copyright © 2005 Prentice Hall, Inc. All rights reserved. 1–21
  • 13. 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.Copyright © 2005 Prentice Hall, Inc. All rights reserved. 1–22
  • 14. Changes Impacting the Manager’s JobExhibit 1.8Copyright © 2005 Prentice Hall, Inc. All rights reserved. 1–23
  • 15. 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 structureCopyright © 2005 Prentice Hall, Inc. All rights reserved. 1–24
  • 16. Characteristics of Organizations Exhibit 1.9Copyright © 2005 Prentice Hall, Inc. All rights reserved. 1–25
  • 17. The Changing Organization Exhibit 1.10Copyright © 2005 Prentice Hall, Inc. All rights reserved. 1–26
  • 18. Universal Need for Management Exhibit 1.11Copyright © 2005 Prentice Hall, Inc. All rights reserved. 1–28