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Kanaidi, SE., M.Si (sebagai Pemateri) Photo Bersama para Peserta
“Pelatihan LEADERSHIP & MANAGEMENT SKILL” bagi Manajer & ...
Para Peserta “Pelatihan LEADERSHIP & MANAGEMENT SKILL”
secara serius mengikuti Materi Pelatihan
di Hotel Hyatt Regency-Ban...
Para Peserta “Pelatihan LEADERSHIP & MANAGEMENT SKILL”
secara serius mengikuti Materi Pelatihan
di Hotel Hyatt Regency-Ban...
Para Peserta “Pelatihan LEADERSHIP & MANAGEMENT SKILL”
secara serius mengikuti Games Pelatihan
di Hotel Hyatt Regency-Band...
Penyerahan Sertifikat kepada Bpk. Willy Saputra (PHE ONWJ)
Peserta “Pelatihan LEADERSHIP & MANAGEMENT SKILL”
bagi Manajer ...
Penyerahan Sertifikat kepada Ny. Deasyana P. Puspitasari (PT CNOOC)
Peserta “Pelatihan LEADERSHIP & MANAGEMENT SKILL”
bagi...
Penyerahan Sertifikat kepada Ny. Nandita Galuh Guamaradewi (PT CNOOC)
Peserta “Pelatihan LEADERSHIP & MANAGEMENT SKILL”
ba...
Penyerahan Sertifikat kepada Bpk. Tommy Wibowo (PTTEP Malunda Limited)
Peserta “Pelatihan LEADERSHIP & MANAGEMENT SKILL”
b...
Apa itu LEADERSHIP ?
• Leadership (Kepemimpinan) adalah seni atau proses
mempengaruhi orang-orang, sehingga mereka akan
be...
Memimpin orang atau mengarahkan
orang atau mengatur orang dapat
dikatakan “gampang-gampang susah”
(bawahan sering mempunya...
Memimpin vs Mengelola
Pemimpin (Leader) Manager
 Melakukan Inovasi
 Mengembangkan
 Memberikan Inspirasi
 Memiliki pand...
Gaya Kepemimpinan
• Pimpinan Bebas/laissez-faire
• Pimpinan Akomodatif/kekeluargaan
• Pimpinan Otoriter/diktator/kompetiti...
15
Gaya KEPEMIMPINAN & PEMECAHAN Masalah
KOMPETISI
HINDAR
KOMPROMI
KOLABORASI
AKOMODASI
K
U
R
A
N
G
T
E
G
A
S
S
A
N
G
A
T
...
Effective
By : Kanaidi, SE., M.Si , cSAP
kanaidi@yahoo.com ..08122353284
The Service-Profit Chain
Target Market
Service
Concept
Operating strategy and
service delivery system
Employees
Loyalty
Sa...
Links in the Service-Profit Chain
1. Customer loyalty drives profitability and growth
2. Customer satisfaction drives cust...
Leadership, Culture, and Climate (2)
• Organizational climate
– The tangible surface layer on top of the
organization’s un...
Top
Mgnt
Middle
Management
Front-liner
Customers
Top
Mgnt
Middle
Management
Front-liner
Customers
(b) Modern Customer-orie...
GoalsSetting
HM MBT OKTOBER 2009
By : Kanaidi, SE., M.Si, cSAP
kanaidi@yahoo.com ..08122353284 22 22
Goal Setting
WHY SHOULD YOU SET GOALS
• Establish your ultimate destination
• Identify the roads you can take to get there...
Goals can give employees control over their own jobs
and, at the same time, give managers a tool for
monitoring their empl...
“If I had 8 hours to
chop down a tree,
I’d spend 6 sharpening
my ax”
Abraham Lincoln
Ω Problem StatementΩ Mapping Ω Strate...
Why People Do Not Set Goals
• Do not understand the importance of goals.
• Do not know how to set goals.
• Fear of rejecti...
What is a GOAL?
Goal :
The purpose toward which an endeavor is
directed; an end; an objective.
Goal Setting:
To set or adj...
Seven goal areas
Family/home
Social
Educational
Religious
Achievement/recognition
Career
Physical/health
Ω Problem Stateme...
There are three types of people
1. Ones that make things happen
2. Those that let it happen
3. And the ones that don’t kno...
“Work Planning &
Scheduling”
LEADERSHIP & MANAGEMENT SKILL
TRAINING
By : Kanaidi, SE., M.Si , cSAP
kanaidi@yahoo.com ..081...
31
Pengertian PERENCANAAN
(PLANNING)
Perencanaan adalah menentukan sasaran
yang ingin dicapai, tindakan yang
seharusnnya ...
32
Perencanaan menyangkut
tentang :
 Apa yang akan dilakukan ?
 Bagaimana melakukannya ?
 Kapan melakukannnya ?
 Siapa...
33
Unsur-Unsur Perencanaan
 Sasaran
 Peramalan
 Pembuatan Keputusan
 Pemilihan Pendekatan
Ω Problem Statement Ω Strate...
34
Pentingnya Perencanaan
 Mengurangi ketidakpastian dan
perubahan-perubahan di waktu yad.
 Memusatkan perhatian kepada ...
35
Proses PENGENDALIAN
Penetapan
Standar
Pengukuran
prestasi kerja
Tidak berbuat
apa - apa
Membetulkan
penyimpangan
Apakah...
36
Penetapan Tujuan
Tujuan adalah suatu sasaran atau
hasil akhir yang ingin dicapai oleh
suatu organisasi di masa depan
(G...
Ω Problem StatementΩ Mapping Ω Strategic Direction ►►► Conclusion
Diagnose your Time Utilities
Presented by :
Kanaidi, SE,...
The Value of Time
A resource for all leaders
(Time is) the most valuable thing a man can spend.
Theophrastus
“An inch of t...
The Utility of Time
– There is never enough time, unless you’re serving it.
Malcolm Forbes
– Employ thy time well, if thou...
KENALI KARAKTER
SANG WAKTU
Waktu terus berjalan ke depan
Waktu menciptakan perangkap bagi
mereka yang gagal
Hubungan waktu...
Time and Priorities
 “Set priorities for your goals. A major part of
successful living lies in the ability to put first
t...
Tick When I Should Tock?
(bergerak bila seharusnya Anda bergerak)
HUKUM PARETO
80/20 Rule :
 20 % kegiatan
menyumbang pada
80% hasil,
 dan 80% dari
kegiatan
menyumbang 20%
hasil sisanya...
SKALA PRIORITAS
Mana yang Anda prioritaskan?
– Yang menyenangkan ATAU
– Yang menguntungkan
Laksanakan kegiatan berdasark...
Benefits of Effective Time
Management?
Kanaidi, SE., M.Si (sebagai Pemateri)  Bersama para Peserta  “Pelatihan LEADERSHIP & MANAGEMENT SKILL” bagi Manajer & Supe...
Kanaidi, SE., M.Si (sebagai Pemateri)  Bersama para Peserta  “Pelatihan LEADERSHIP & MANAGEMENT SKILL” bagi Manajer & Supe...
Kanaidi, SE., M.Si (sebagai Pemateri)  Bersama para Peserta  “Pelatihan LEADERSHIP & MANAGEMENT SKILL” bagi Manajer & Supe...
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Kanaidi, SE., M.Si (sebagai Pemateri) Bersama para Peserta “Pelatihan LEADERSHIP & MANAGEMENT SKILL” bagi Manajer & Supervisor PT. Pertamina (PHE ONWJ), PT. CNOOC & PTTEP Malunda Limited - Jakarta di Hotel Hyatt Regency-Bandung, 18-20 November 2015

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Kanaidi, SE., M.Si., cSAP
e-mail : kanaidi@yahoo.com atau kanaidi963@gmail.com
HP. 0812 2353 284 – 0878 2298 4716 Telp/Fax : 022-4267749

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Kanaidi, SE., M.Si (sebagai Pemateri) Bersama para Peserta “Pelatihan LEADERSHIP & MANAGEMENT SKILL” bagi Manajer & Supervisor PT. Pertamina (PHE ONWJ), PT. CNOOC & PTTEP Malunda Limited - Jakarta di Hotel Hyatt Regency-Bandung, 18-20 November 2015

  1. 1. Kanaidi, SE., M.Si (sebagai Pemateri) Photo Bersama para Peserta “Pelatihan LEADERSHIP & MANAGEMENT SKILL” bagi Manajer & Supervisor PT. Pertamina (PHE ONWJ), PT. CNOOC & PTTEP Malunda Limited - Jakarta di Hotel Hyatt Regency-Bandung, 18-20 November 2015
  2. 2. Para Peserta “Pelatihan LEADERSHIP & MANAGEMENT SKILL” secara serius mengikuti Materi Pelatihan di Hotel Hyatt Regency-Bandung, 18-20 November 2015
  3. 3. Para Peserta “Pelatihan LEADERSHIP & MANAGEMENT SKILL” secara serius mengikuti Materi Pelatihan di Hotel Hyatt Regency-Bandung, 18-20 November 2015
  4. 4. Para Peserta “Pelatihan LEADERSHIP & MANAGEMENT SKILL” secara serius mengikuti Games Pelatihan di Hotel Hyatt Regency-Bandung, 18-20 November 2015
  5. 5. Penyerahan Sertifikat kepada Bpk. Willy Saputra (PHE ONWJ) Peserta “Pelatihan LEADERSHIP & MANAGEMENT SKILL” bagi Manajer & Supervisor di Hotel Hyatt Regency-Bandung, 20 November 2015
  6. 6. Penyerahan Sertifikat kepada Ny. Deasyana P. Puspitasari (PT CNOOC) Peserta “Pelatihan LEADERSHIP & MANAGEMENT SKILL” bagi Manajer & Supervisor di Hotel Hyatt Regency-Bandung, 20 November 2015
  7. 7. Penyerahan Sertifikat kepada Ny. Nandita Galuh Guamaradewi (PT CNOOC) Peserta “Pelatihan LEADERSHIP & MANAGEMENT SKILL” bagi Manajer & Supervisor di Hotel Hyatt Regency-Bandung, 20 November 2015
  8. 8. Penyerahan Sertifikat kepada Bpk. Tommy Wibowo (PTTEP Malunda Limited) Peserta “Pelatihan LEADERSHIP & MANAGEMENT SKILL” bagi Manajer & Supervisor di Hotel Hyatt Regency-Bandung, 20 November 2015
  9. 9. Apa itu LEADERSHIP ? • Leadership (Kepemimpinan) adalah seni atau proses mempengaruhi orang-orang, sehingga mereka akan berusaha mencapai tujuan kelompok dengan kemampuan dan antusias. • Kepemimpinan adalah proses mengarahkan dan mempengaruhi kegiatan yang berhubungan dengan tugas dari anggota kelompok. • Kepemimpinan adalah proses mengarahkan orang dan mempengaruhi aktivitas-aktivitas yang berhubungan dengan tugas dari anggota-anggota kelompok.
  10. 10. Memimpin orang atau mengarahkan orang atau mengatur orang dapat dikatakan “gampang-gampang susah” (bawahan sering mempunyai pendapat, pengalaman, kematangan jiwa, kemauan, dan kemampuan yang berbeda bahkan di atas pemimpin)
  11. 11. Memimpin vs Mengelola Pemimpin (Leader) Manager  Melakukan Inovasi  Mengembangkan  Memberikan Inspirasi  Memiliki pandangan jangka panjang  Menanyakan apa dan mengapa  Memunculkan  Menantang status quo  Melakukan Sesuatu yang benar  Mengurus  Mempertahankan  Mengendalikan  Memiliki pandangan jangka pendek  Menanyakan bagaimana dan kapan  Mengawali  Menerima status quo  Melakukan sesuatu dengan benar
  12. 12. Gaya Kepemimpinan • Pimpinan Bebas/laissez-faire • Pimpinan Akomodatif/kekeluargaan • Pimpinan Otoriter/diktator/kompetitif • Pimpinan Kompromis/jalan tengah • Pimpinan Demokratis/partisipatif/ kolaboratif (Blake dan Mouton)
  13. 13. 15 Gaya KEPEMIMPINAN & PEMECAHAN Masalah KOMPETISI HINDAR KOMPROMI KOLABORASI AKOMODASI K U R A N G T E G A S S A N G A T T E G A S T I N G K A T K E T E G A S A N TIDAK ADA KERJASAMA KERJASAMA SANGAT ERAT TINGKATAN KERJASAMA
  14. 14. Effective By : Kanaidi, SE., M.Si , cSAP kanaidi@yahoo.com ..08122353284
  15. 15. The Service-Profit Chain Target Market Service Concept Operating strategy and service delivery system Employees Loyalty Satisfaction Capability Service Quality Productivity and Output Quality Customers Satisfaction Loyalty Revenue growth Profitability • Workplace design • Job design • Selection and development • Rewards and recognition • Information and communication • Tools for serving customers Quality and productivity Improvements yield higher service quality and lower costs • Lifetime value • Retention • Repeat business • Referral Service Value • Attractive value • Service designed and delivered to meet targeted customers’ needs 2 13 4 - 7 Internal External
  16. 16. Links in the Service-Profit Chain 1. Customer loyalty drives profitability and growth 2. Customer satisfaction drives customer loyalty 3. Value drives customer satisfaction 4. Employee productivity and retention drive value 5. Employee loyalty drives productivity 6. Employee satisfaction drives loyalty and productivity 7. Internal quality drives employee satisfaction 8. Top management leadership underlies chain’s success
  17. 17. Leadership, Culture, and Climate (2) • Organizational climate – The tangible surface layer on top of the organization’s underlying culture – Factors of influence: • Flexibility, responsibility, standards that people set, perceived aptness of rewards, clarity people have about mission and values, level of commitment to a common purpose • Creating a new climate for service, based on understanding of what is needed for market success, may require – Radical rethinking of HRM activities, operational procedures, and the firm’s reward and recognition policies
  18. 18. Top Mgnt Middle Management Front-liner Customers Top Mgnt Middle Management Front-liner Customers (b) Modern Customer-oriented Organization Charta) Traditional Organization Chart Bagan organisasi Modern Berorientasi Pelanggan
  19. 19. GoalsSetting HM MBT OKTOBER 2009 By : Kanaidi, SE., M.Si, cSAP kanaidi@yahoo.com ..08122353284 22 22
  20. 20. Goal Setting WHY SHOULD YOU SET GOALS • Establish your ultimate destination • Identify the roads you can take to get there • Know when you have arrived at your goal “The person who starts out going nowhere, generally gets there” - Dale Carnegie Ω Problem StatementΩ Mapping Ω Strategic Direction ►►► Conclusion
  21. 21. Goals can give employees control over their own jobs and, at the same time, give managers a tool for monitoring their employees’ performance.
  22. 22. “If I had 8 hours to chop down a tree, I’d spend 6 sharpening my ax” Abraham Lincoln Ω Problem StatementΩ Mapping Ω Strategic Direction ►►► Conclusion
  23. 23. Why People Do Not Set Goals • Do not understand the importance of goals. • Do not know how to set goals. • Fear of rejection. • Fear of failure. Ω Problem StatementΩ Mapping Ω Strategic Direction ►►► Conclusion
  24. 24. What is a GOAL? Goal : The purpose toward which an endeavor is directed; an end; an objective. Goal Setting: To set or adjust for proper functioning. Ω Problem StatementΩ Mapping Ω Strategic Direction ►►► Conclusion Setting goals is a means of identifying and plotting how you are going to achieve your aims in life. By writing down your goals you are committing yourself to accomplishing them; therefore, make sure that your goals are important to YOU!!!!!
  25. 25. Seven goal areas Family/home Social Educational Religious Achievement/recognition Career Physical/health Ω Problem StatementΩ Mapping Ω Strategic Direction ►►► Conclusion
  26. 26. There are three types of people 1. Ones that make things happen 2. Those that let it happen 3. And the ones that don’t know what happened. What one are you going to be? Ω Problem StatementΩ Mapping Ω Strategic Direction ►►► Conclusion
  27. 27. “Work Planning & Scheduling” LEADERSHIP & MANAGEMENT SKILL TRAINING By : Kanaidi, SE., M.Si , cSAP kanaidi@yahoo.com ..08122353284
  28. 28. 31 Pengertian PERENCANAAN (PLANNING) Perencanaan adalah menentukan sasaran yang ingin dicapai, tindakan yang seharusnnya dilaksanakan, bentuk organisasi yang tepat utk mencapainya, dan orang- orang yang bertanggung-jawab terhadap kegiatan yang akan dilaksanakan. Perencanaan adalah proses penetapan tujuan dan cara-cara atau tindakan yang tepat untuk mencapai tujuan (the process of establishing goals and suitable course of action for achieving those goals). Ω Problem Statement Ω Strategic Direction ►►► Conclusion ►►► Solution
  29. 29. 32 Perencanaan menyangkut tentang :  Apa yang akan dilakukan ?  Bagaimana melakukannya ?  Kapan melakukannnya ?  Siapa yang akan melakukan ?  Mengapa dilakukan ?  Dimana akan dilakukan ? Ω Problem Statement Ω Strategic Direction ►►► Conclusion ►►► Solution
  30. 30. 33 Unsur-Unsur Perencanaan  Sasaran  Peramalan  Pembuatan Keputusan  Pemilihan Pendekatan Ω Problem Statement Ω Strategic Direction ►►► Conclusion ►►► Solution
  31. 31. 34 Pentingnya Perencanaan  Mengurangi ketidakpastian dan perubahan-perubahan di waktu yad.  Memusatkan perhatian kepada sasaran.  Menjamin proses pencapaian tujuan terlaksana secara ekonomis.  Memudahkan pengawasan. Ω Problem Statement Ω Strategic Direction ►►► Conclusion ►►► Solution
  32. 32. 35 Proses PENGENDALIAN Penetapan Standar Pengukuran prestasi kerja Tidak berbuat apa - apa Membetulkan penyimpangan Apakah prestasi sdh sesuai dengan standar 1 2 3 4 Ya Tidak
  33. 33. 36 Penetapan Tujuan Tujuan adalah suatu sasaran atau hasil akhir yang ingin dicapai oleh suatu organisasi di masa depan (Goal is a future target or end result that an organization wish is to achieve). Ω Problem Statement Ω Strategic Direction ►►► Conclusion ►►► Solution
  34. 34. Ω Problem StatementΩ Mapping Ω Strategic Direction ►►► Conclusion Diagnose your Time Utilities Presented by : Kanaidi, SE, M.Si kanaidi@yahoo.com ?1
  35. 35. The Value of Time A resource for all leaders (Time is) the most valuable thing a man can spend. Theophrastus “An inch of time cannot be bought with an inch of gold.” Chinese proverb Dost thou love life? Then do not squander time, for that’s the stuff life is made of. Benjamin Franklin Time is the coin of your life. It is the only coin you have, and only you can determine how it will be spent. Be careful lest you let other people spend it for you. Carl Sandburg Ω Problem StatementΩ Mapping Ω Strategic Direction ►►► Conclusion
  36. 36. The Utility of Time – There is never enough time, unless you’re serving it. Malcolm Forbes – Employ thy time well, if thou meanst to get leisure. Benjamin Franklin – To save time is to lengthen life. Author Unknown – It usually takes a long time to find a short way. Anonymous – “It has been my observation that most people get ahead during the time that others waste.” Henry Ford Ω Problem StatementΩ Mapping Ω Strategic Direction ►►► Conclusion
  37. 37. KENALI KARAKTER SANG WAKTU Waktu terus berjalan ke depan Waktu menciptakan perangkap bagi mereka yang gagal Hubungan waktu dan manusia bersifat subjektif Ω Problem StatementΩ Mapping Ω Strategic Direction ►►► Conclusion “Bad time management = STRESS”
  38. 38. Time and Priorities  “Set priorities for your goals. A major part of successful living lies in the ability to put first things first. Indeed, the reason most major goals are not achieved is that we spend our time doing second things first.” Robert McKain Ω Problem StatementΩ Mapping Ω Strategic Direction ►►► Conclusion
  39. 39. Tick When I Should Tock? (bergerak bila seharusnya Anda bergerak)
  40. 40. HUKUM PARETO 80/20 Rule :  20 % kegiatan menyumbang pada 80% hasil,  dan 80% dari kegiatan menyumbang 20% hasil sisanya. Ω Problem StatementΩ Mapping Ω Strategic Direction ►►► Conclusion
  41. 41. SKALA PRIORITAS Mana yang Anda prioritaskan? – Yang menyenangkan ATAU – Yang menguntungkan Laksanakan kegiatan berdasarkan urutan prioritasnya Ω Problem StatementΩ Mapping Ω Strategic Direction ►►► Conclusion
  42. 42. Benefits of Effective Time Management?

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