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Kanaidi, SE., M.Si., cSAP (sebagai Pemateri) Photo Bersama para Peserta
“Pelatihan Professional Development and Leadership...
By : Kanaidi, SE., M.Si
kanaidi963@gmail.com
“The Key Skills and Roles of Effective
Leadership and Management”
Professiona...
• The secretary is NOT ONLY demanded to be able to
manage the schedule of his superior’s activities,
• BUT also to be comp...
• Among the most important business management
skills you can possess is ‘rare sense’ – in other words,
the ability to thi...
• Use a rigorous and disciplined process for setting an
agenda that concentrates on the important, rather
than the urgent....
Sekretaris Harus Mampu
• Membagi waktu kerja dengan keluarga
• Menjadi ujung tombak dalam perusahaan /
organisasi
• Menent...
LEADERSHIP (KEPEMIMPINAN)
By : Kanaidi, SE., M.Si , cSAP
kanaidi@yahoo.com ..08122353284
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...
What is Leadership?
Leading people
Influencing people
Commanding people
Guiding people
Memimpin vs Mengelola
Pemimpin (Leader) Manager
 Melakukan Inovasi
 Mengembangkan
 Memberikan Inspirasi
 Memiliki pand...
By : Kanaidi, SE., M.Si , cSAP
kanaidi@yahoo.com ..08122353284
By : Kanaidi, SE., M.Si , cSAP
kanaidi@yahoo.com ..08122353284
BUILDING CONFIDENCE
1. Take action: JUST DO IT! – just get it done
- Be present
- Lighten Up
- Find your purpose.
2. Face ...
5. Realize that failure or being wrong won’t
kill you.
- You will learn.
- You gain valuable experiences.
- You become str...
Training
Professional
DEVELOPMENT and
LEADERSHIP for
Secretaries
Effectively Apply Positive and
Corrective Feedback
By : K...
Business Strategy –
Strategic Direction
By : Kanaidi, SE., M.Si , cSAP
kanaidi@yahoo.com ..08122353284
23
Business Strategy –
Strategic Direction
“Good business leaders create a vision,
articulate the vision, passionately own...
Strategic Direction
• Must be clear and firm – yet
open to change
• Statements of vision, values, mission:
– Make paradigm...
Strategic Decisions
• Will commit a substantial share of the organisation’s
resources in the medium or long term
• Can aff...
Corporate CULTURE
Bandung, 21 – 23 Oktober 2009 By : Kanaidi, SE., M.Si
kanaidi@yahoo.com
Apa makna THE ICEBERG
on the Corporate CULTURE ?
10% = DI ATAS AIR
adalah
Kemampuan/Perbuatan
(yg dpt TERLIHAT)
90 % = DI BAWAH AIR
adalah
Karakter/Keberadaan
(yg tdk TAMP...
Learning About
Organizational
Culture
Rituals
Material
Symbols
Language
Stories
Do Organizations
Have Uniform Cultures?
Core
Values
Subcultures
Dominant
Culture
Improve Performance and
Achieve Business Objectives
By : Kanaidi, SE., M.Si , cSAP
kanaidi@yahoo.com ..08122353284
• Empowerment - giving employees authority and
responsibility to make decisions about their work without
traditional manag...
• Group of employees who are committed to a common
purpose, approach, and set of performance goals.
• Mutually responsible...
• Managers spend 80 percent of their
time in direct communication with
others.
• Company recruiters rate effective communi...
Kepemimpinan Stratejik: Menyikapi
Perubahan
Aktivitas
untuk
menyiapkan
komitmen
untuk
perubahan
Memperjelas/merumuskan
str...
Segitiga Laba
(Profit Triangel)
Competitive advantage
Profit
Market & Customer
BARANG vs JASA
BARANG
(Physical Object)
- Berwujud (Tangible)
- Dapat disimpan (perishable)
- Proses mesin
- Produksi sebe...
The Selling and Marketing Concepts Contrasted
(Kotler, 1997)
Ends
Selling and
Promoting
ProductsFactory
Profit through Sal...
Top
Mgnt
Middle
Management
Front-liner
Customers
Top
Mgnt
Middle
Management
Front-liner
Customers
(b) Modern Customer-orie...
Penentu Nilai yang diterima Pelanggan
Product Value
Services Value
Personnel Value
Image Value
Monetary Cost
Time Cost
Ene...
Konsep Kepuasan Pelanggan
Satisfaction
Concept
E <
P
Satisfaction
DissatisfactionD
= 100%
Very Satisfaction/Delight> 100%
...
Konsep Customer Loyalty
(Loyalitas Pelanggan)
Inactive or
ex-customers
Proses Pengembangan Pelanggan (The
Customer Develop...
Konsep Customer Loyalty
(Loyalitas Pelanggan)
Ciri-ciri Pelanggan yang LOYAL :
• Rutin Menggunakan Produk X
• Selain Produ...
Quality Awareness berfokus Pelanggan
JANGAN MENGECEWAKAN PELANGGAN
LETAKKAN DIRI KITA PADA POSISI PELANGGAN
Rencana
Riset
...
Contact Us :
Kanaidi, SE., M.Si (Trainer & Dosen, Penulis,
Peneliti, dan PeBisnis)
e-mail : kanaidi@yahoo.com atau
kanaidi...
“Pelatihan Professional Development and Leadership for Secretaries” bagi karyawan PetroChina Int’l Companies- Jakarta di H...
“Pelatihan Professional Development and Leadership for Secretaries” bagi karyawan PetroChina Int’l Companies- Jakarta di H...
“Pelatihan Professional Development and Leadership for Secretaries” bagi karyawan PetroChina Int’l Companies- Jakarta di H...
“Pelatihan Professional Development and Leadership for Secretaries” bagi karyawan PetroChina Int’l Companies- Jakarta di H...
“Pelatihan Professional Development and Leadership for Secretaries” bagi karyawan PetroChina Int’l Companies- Jakarta di H...
“Pelatihan Professional Development and Leadership for Secretaries” bagi karyawan PetroChina Int’l Companies- Jakarta di H...
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“Pelatihan Professional Development and Leadership for Secretaries” bagi karyawan PetroChina Int’l Companies- Jakarta di Hotel SENSA -Bandung, 21 – 23 Oktober 2015

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

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“Pelatihan Professional Development and Leadership for Secretaries” bagi karyawan PetroChina Int’l Companies- Jakarta di Hotel SENSA -Bandung, 21 – 23 Oktober 2015

  1. 1. Kanaidi, SE., M.Si., cSAP (sebagai Pemateri) Photo Bersama para Peserta “Pelatihan Professional Development and Leadership for Secretaries” bagi karyawan PetroChina Int’l Companies- Jakarta di Hotel SENSA-Bandung, 21 – 23 Oktober 2015 http://www.slideshare.net/KenKanaidi/pelatihan-professional- development-and-leadership-for-secretaries-bagi-karyawan-petrochina- intl-companies-jakarta-di-hotel-sensa-bandung-21-23-oktober-2015
  2. 2. By : Kanaidi, SE., M.Si kanaidi963@gmail.com “The Key Skills and Roles of Effective Leadership and Management” Professional Development and Leadership for Secretaries Training By : Kanaidi, SE., M.Si , cSAP kanaidi963@gmail.com ...08122353284
  3. 3. • The secretary is NOT ONLY demanded to be able to manage the schedule of his superior’s activities, • BUT also to be competent in planning, organizing, managing resources, prioritizing problems and monitoring the time and activities Business Management Skill for Professional Secretary
  4. 4. • Among the most important business management skills you can possess is ‘rare sense’ – in other words, the ability to think straight and develop the fact- based insight which produces business breakthroughs. • Another attribute which all business managers should strive to develop and deploy are ‘efficient’ and ‘effective’ business skills. What is the important skill?
  5. 5. • Use a rigorous and disciplined process for setting an agenda that concentrates on the important, rather than the urgent. • Also make sure you structure the meetings to produce real decisions, and concentrate on your business management strategy. How can you improve your business management ?
  6. 6. Sekretaris Harus Mampu • Membagi waktu kerja dengan keluarga • Menjadi ujung tombak dalam perusahaan / organisasi • Menentukan arah dan tujuan perusahaan / organisasi • Pandai menyimpan rahasia • Siap full kontek dan ready to fight in every movement • Dan lain-lain 6
  7. 7. LEADERSHIP (KEPEMIMPINAN) By : Kanaidi, SE., M.Si , cSAP kanaidi@yahoo.com ..08122353284
  8. 8. 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.
  9. 9. 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)
  10. 10. What is Leadership? Leading people Influencing people Commanding people Guiding people
  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. By : Kanaidi, SE., M.Si , cSAP kanaidi@yahoo.com ..08122353284
  13. 13. By : Kanaidi, SE., M.Si , cSAP kanaidi@yahoo.com ..08122353284
  14. 14. BUILDING CONFIDENCE 1. Take action: JUST DO IT! – just get it done - Be present - Lighten Up - Find your purpose. 2. Face your fear - Find the value. - Get curious - False Expectations Appearing Real 3. Prepare 4. Understand in what order things happen. FEAR usually comes first and then the decision that helps build COURAGE.
  15. 15. 5. Realize that failure or being wrong won’t kill you. - You will learn. - You gain valuable experiences. - You become stronger - Your chances of success increases 6. Get to know who you are and what you want out of life. Go confidently towards the direction of your dreams. – (Henry David Thoreau) BUILDING CONFIDENCE
  16. 16. Training Professional DEVELOPMENT and LEADERSHIP for Secretaries Effectively Apply Positive and Corrective Feedback By : Kanaidi, SE., M.Si , cSAP kanaidi@yahoo.com ..08122353284
  17. 17. Business Strategy – Strategic Direction By : Kanaidi, SE., M.Si , cSAP kanaidi@yahoo.com ..08122353284
  18. 18. 23 Business Strategy – Strategic Direction “Good business leaders create a vision, articulate the vision, passionately own the vision, and relentlessly drive it to completion.” (Jack Welch) The ability to anticipate and envision the future, maintain flexibility, think strategically, and initiate changes that will create a competitive advantage for the organization in the future Strategic Leadership
  19. 19. Strategic Direction • Must be clear and firm – yet open to change • Statements of vision, values, mission: – Make paradigms public, therefore open to question and transformation • Business definition (Harrison 2003: 124) – Explains how the organisation wants to make its vision work – Whose needs are being served? – What is to be produced, or what services delivered - and how?
  20. 20. Strategic Decisions • Will commit a substantial share of the organisation’s resources in the medium or long term • Can affect the firm’s overall scale and scope – How big relative to competitors? – How heavily focused on specific industries? – How much control of the industry supply chain? • Can change the pattern of relationships with key stakeholders
  21. 21. Corporate CULTURE Bandung, 21 – 23 Oktober 2009 By : Kanaidi, SE., M.Si kanaidi@yahoo.com
  22. 22. Apa makna THE ICEBERG on the Corporate CULTURE ?
  23. 23. 10% = DI ATAS AIR adalah Kemampuan/Perbuatan (yg dpt TERLIHAT) 90 % = DI BAWAH AIR adalah Karakter/Keberadaan (yg tdk TAMPAK/ tdk dpt TERLIHAT) Makna Corporate CULTURE
  24. 24. Learning About Organizational Culture Rituals Material Symbols Language Stories
  25. 25. Do Organizations Have Uniform Cultures? Core Values Subcultures Dominant Culture
  26. 26. Improve Performance and Achieve Business Objectives By : Kanaidi, SE., M.Si , cSAP kanaidi@yahoo.com ..08122353284
  27. 27. • Empowerment - giving employees authority and responsibility to make decisions about their work without traditional managerial approval and control • Sharing Information and Decision-Making Authority • Keeping them informed about company’s financial performance • Giving them broad authority to make workplace decisions
  28. 28. • Group of employees who are committed to a common purpose, approach, and set of performance goals. • Mutually responsible and accountable for accomplishing objectives. • Ability to work on teams often emphasized during the hiring process. • Work teams are groups of people with complementary skills who are committed to a common purpose. • Two-thirds of U.S. firms currently use work teams.
  29. 29. • Managers spend 80 percent of their time in direct communication with others. • Company recruiters rate effective communication as the most important skill they’re looking for in hiring new college graduates.
  30. 30. Kepemimpinan Stratejik: Menyikapi Perubahan Aktivitas untuk menyiapkan komitmen untuk perubahan Memperjelas/merumuskan strategic intent Mengembangkan organisasi Membentuk kultur organisasi
  31. 31. Segitiga Laba (Profit Triangel) Competitive advantage Profit
  32. 32. Market & Customer
  33. 33. BARANG vs JASA BARANG (Physical Object) - Berwujud (Tangible) - Dapat disimpan (perishable) - Proses mesin - Produksi sebelum dikonsumsi - Kontak dgn konsumen rendah - Kualitas obyektif JASA (Service) - Tidak berwujud (Intangible) - Tidak dapat disimpan - Proses manusia - Produksi & konsumsi bersamaan - Kontak dgn konsumen tinggi - Kualitas subyektif MANAJEMEN PRODUKSI MANAJEMEN OPERASI 39 Perbedaan
  34. 34. The Selling and Marketing Concepts Contrasted (Kotler, 1997) Ends Selling and Promoting ProductsFactory Profit through Sales volume Integreted marketing Customer needs Target market Profit through Customer Satisfaction Means (Sarana) FocusStarting point (a) Selling Concepts (b) Marketing Concepts Empat Pilar sandaran Konsep Pemasaran : (1). Pasar Sasaran, (3). Pemasaran Terintegrasi, (2). Kebutuhan Pelanggan, (4). Profitabilitas.
  35. 35. Top Mgnt Middle Management Front-liner Customers Top Mgnt Middle Management Front-liner Customers (b) Modern Customer-oriented Organization Chart (a) Traditional Organization Chart Bagan organisasi Modern Berorientasi Pelanggan
  36. 36. Penentu Nilai yang diterima Pelanggan Product Value Services Value Personnel Value Image Value Monetary Cost Time Cost Energy Cost Psychic Cost Total customer value Total customer cost Customer delivered value Sumber : Kotler, 2000
  37. 37. Konsep Kepuasan Pelanggan Satisfaction Concept E < P Satisfaction DissatisfactionD = 100% Very Satisfaction/Delight> 100% < 100% E =Expection (Harapan) P =Performance (Kinerja/Kenyataan) E = P E > P will be LOYALTY Customer Very Satisfaction/Delight Satisfaction x will be LOYAL, with exceptioD
  38. 38. Konsep Customer Loyalty (Loyalitas Pelanggan) Inactive or ex-customers Proses Pengembangan Pelanggan (The Customer Development Process) Suspects Disqualified Prospects Repeat Customers Clients Advocates Partners First Time Customers Prospects
  39. 39. Konsep Customer Loyalty (Loyalitas Pelanggan) Ciri-ciri Pelanggan yang LOYAL : • Rutin Menggunakan Produk X • Selain Produk X juga menggunakan Xa • Berani Merekomendasikan kpda orang lain • Mampu Menolak Tawaran Pesaing (Griffin)
  40. 40. Quality Awareness berfokus Pelanggan JANGAN MENGECEWAKAN PELANGGAN LETAKKAN DIRI KITA PADA POSISI PELANGGAN Rencana Riset Desain Produk Pengen- dalian Memelihara Pasar 1. Identifikasi kualitas yang diinginkan PELANGGAN (PASAR) 2. Bangun kualitas yang diinginkan PELANGGAN (PASAR) ke dlm produk 5. Jika produk jelek terlanjur terjual, sgra CEPAT TANGGAP 4. Pertahankan kualitas produk stlh penjualan 3. Jangan meloloskan produk jelek ke Pasar / ke dlm tahap Proses Berikutnya
  41. 41. Contact Us : Kanaidi, SE., M.Si (Trainer & Dosen, Penulis, Peneliti, dan PeBisnis) e-mail : kanaidi@yahoo.com atau kanaidi963@gmail.com Telp : 022-4267749 Fax : 022-4267749 HP. 0812 2353 284 Pin BBm : 27CBC148 087822984716 Facebook : Kanaidi Ken & Kanaidi Ken Part II www.ken-kanaidi.blogspot.com www.ken-sukses.blogspot.com www.pemimpin.unggul.com www.google.com “Pemateri Training” www.formulabisnis.com/?id=ken_kanaidi Ω Problem StatementΩ Mapping Ω Strategic Direction ►►► Conclusion

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