Skills, Time Application and Work Values of Managers Leadership Class

1. SKILLS, TIME APPLICATION AND
WORK VALUES OF MANAGERS
Aisha
Allan Yuda Patria Lai Wie
Andriati Suryadewi
Bunga Ratnasari H.
Hanhan Hudaya

2. business manager
groupmanager
enterprise manager
functional manager
managing managers
enterprise manager
functional manager
groupmanager managing managers
business manager

4. SKILLSTIME APPLICATIONWORKING VALUES

5. MANAGING MANAGERS - FUNCTIONAL MANAGERS
SKILLS
MANAGING MANAGERS FUNCTIONAL MANAGERS
Selecting and training first-line managers Taking other functional concerns and
needs into consideration.
Holding first-line managers accountable
for managerial work
Understand the organization's long-term
goals
Assigning managerial and leadership work
to them, measuring their progress as
managers, and coaching them
Think strategically and manage with the
whole function
Managing the boundaries that separate
units which report directly and with other
parts of the business
Leadership maturity

6. MANAGING MANAGERS - FUNCTIONAL MANAGERS
TIME APPLICATION
MANAGING MANAGERS FUNCTIONAL MANAGERS
Time for Subordinate Participating in business team meetings
Set Priorities Working with other functional managers

7. MANAGING MANAGERS - FUNCTIONAL MANAGERS
WORK VALUE
MANAGING MANAGERS FUNCTIONAL MANAGERS
Spend less time on individual work and
more time on managing
Focused exclusively on technical
strengths to make everything work
Think beyond their function and concern
themselves with strategic issues
Manager’s visibility exist primarily within
their function
Adapting value integrity Teamwork with other functions

8. FUNCTIONAL MANAGERS - BUSINESS MANAGERS
SKILLS
FUNCTIONAL MANAGERS BUSINESS MANAGERS
Taking other functional concerns and
needs into consideration.
Building business character, strategy, and
integrating all functional work
Understand the organization's long-term
goals
Focus on the balance between short-term
operating results and longer-term
business positioning and achieve both.
Think strategically and manage with the
whole function
Able to see a clear link between their
efforts and marketplace results
Leadership maturity

9. FUNCTIONAL MANAGERS - BUSINESS MANAGERS
TIME APPLICATION
FUNCTIONAL MANAGERS BUSINESS MANAGERS
Participating in business team meetings Appropriate balance between spending
time working upwards in the organization,
externally, visiting customers, and so on.
Working with other functional managers Reserve time for reflection and analysis.

10. FUNCTIONAL MANAGERS - BUSINESS MANAGERS
WORK VALUES
FUNCTIONAL MANAGERS BUSINESS MANAGERS
Focused exclusively on technical
strengths to make everything work
Valuing, directing and energizing all
functional departments appropriately.
Manager’s visibility exist primarily within
their function
Trust, accept advice, and receive feedback
from all functional managers and take
action from it.
Teamwork with other functions Being highly visible through all
departments.

11. BUSINESS MANAGERS – GROUP MANAGERS
SKILLS
BUSINESS MANAGERS GROUP MANAGER
Building business character, strategy, and
integrating all functional work
Strategy Evaluation (Asking, Analyze,
Applying)
Focus on the balance between short-term
operating results and longer-term
business positioning and achieve both.
Portfolio Strategy
Able to see a clear link between their
efforts and marketplace results
Astute (Thinking, Objective Look,
Judgment)
Coaching Business Managers (Developing
Group Executives)

12. BUSINESS MANAGERS – GROUP MANAGERS
TIME APPLICATION
BUSINESS MANAGERS GROUP MANAGER
Appropriate balance between spending
time working upwards in the organization,
externally, visiting customers, and so on.
Managing and developing business
managers
Reserve time for reflection and analysis. Longer time spans to prepare for bigger
decisions, greater risks, and uncertainties

13. BUSINESS MANAGERS – GROUP MANAGERS
WORK VALUES
BUSINESS MANAGERS GROUP MANAGER
Valuing, directing and energizing all
functional departments appropriately.
Maintaining the relationship between the
business and corporation
Trust, accept advice, and receive feedback
from all functional managers and take
action from it.
Factor the complexities of running
multiple businesses, thinking in terms of
community, industry, government, and
ceremonial.
Being highly visible through all
departments.
Not as visible as business managers, some
smaller companies don’t have a group
manager.

14. GROUP MANAGERS – ENTERPRISE MANAGERS
SKILLS
GROUP MANAGER ENTERPRISE MANAGERS
Strategy Evaluation (Asking, Analyze,
Applying)
Visionary and long term thinking
Portfolio Strategy Managing an Enterprise totally.
Responsible to multiple constituencies:
boards, wall street, investors, partners,
workforce, shareholders, reports, local
communities
Astute (Thinking, Objective Look,
Judgment)
Priority
Coaching Business Managers (Developing
Group Executives)
Team assembling and leading

15. GROUP MANAGERS – ENTERPRISE MANAGERS
TIME APPLICATION
GROUP MANAGER ENTERPRISE MANAGER
Managing and developing business
managers
Value short-term and long-term results
Longer time spans to prepare for bigger
decisions, greater risks, and uncertainties
Develop the skill to balance the enterprise
Invest the time required to achieve this
balance
People who have gone through earlier
passages successfully

16. GROUP MANAGERS – ENTERPRISE MANAGERS
WORK VALUES
GROUP MANAGER ENTERPRISE MANAGER
Maintaining the relationship between the
business and corporation
Setting enterprise direction
Factor the complexities of running
multiple businesses, thinking in terms of
community, industry, government, and
ceremonial.
Managing the enterprise in a broader,
global context
Not as visible as business managers, some
smaller companies don’t have a group
manager.
The “cover” of the company
Delivering consistent, predictable top and
bottom line results