Function they perform
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Managers perform key functions like planning, organizing, leading, and controlling activities to achieve organizational goals. They play important roles such as a figurehead, leader, and liaison for interpersonal roles, and monitor, disseminator, and spokesperson for informational roles. As decision makers, managers take on roles like entrepreneur, disturbance handler, and resource allocator.
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![SEKOLAH TINGGI
P A R I W I S A T A
T R I S A K T I
Welcome to
Defining What
Managers Do
Dr. Ir. DONI MUHARDIANSYAH
ARIEF FAIZAL RACHMAN, SST.Par., M.T.
[ ]](https://image.slidesharecdn.com/functiontheyperform-151028094343-lva1-app6891/85/Function-they-perform-1-320.jpg)
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1 a. functions of management
1. The document outlines the key functions of management including planning, organizing, staffing, directing, coordinating, and controlling.
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Management involves planning, organizing, leading, and controlling organizational resources and activities to achieve goals. It is a process that has existed for thousands of years, as evidenced by its use in constructing ancient structures like the Egyptian pyramids over 5,000 years ago. Modern management still utilizes the same core functions of planning, organizing, directing, and controlling. Good management is crucial for the success of organizations and the progress of society.
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Directing and coordinating are important management functions. Directing involves guiding subordinates towards organizational goals through communication, leadership, and motivation. It is an ongoing process performed by all managers. Coordinating links together interdependent departments by establishing relationships between their activities to ensure they collectively work towards common goals. Both directing and coordinating are essential to achieving unity of action and integrating employee efforts across an organization.
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Directing/Direction is a function of management performed by top level management in order to achieve organizational goals. It is very important and necessary function of management.Management has to undertake various activities like, guide people, inspired and lead them as well as supervision of their activity is required in order to achieve desired results
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This document discusses the functions of management. It defines management as a process of related activities aimed at achieving organizational goals. The main functions of management include planning, organizing, staffing, directing, coordinating, and controlling. Planning is described as the first and most important management function. Planning involves deciding in advance what to do, how to do it, when to do it, and who will do it. Planning helps set clear objectives, provides a path of action, improves performance, minimizes risks, leads to optimal resource utilization, facilitates decision making and coordination of activities, and promotes innovative ideas.
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The document defines management and different levels of management in an organization. It states that a manager is responsible for planning, monitoring work, and taking corrective actions. Management has three levels - senior/top management that makes long-term strategic decisions, middle management that carries out top management decisions and plans intermediate strategies, and low-level management like supervisors that ensure day-to-day operations are carried out and short-term plans are followed. The roles and responsibilities increase in scope from low-level to senior management.
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This document provides definitions of management from various authors and defines the key functions of management. It discusses planning, organizing, directing, leading, and controlling as the main functions. It also discusses the roles of managers and challenges faced by management, such as responding to economic pressures, globalization, diversity, innovation, networked organizations, and work-life balance issues. Finally, it provides a brief history of Unilever focusing on responsible corporate behavior.
introduction to management and organization
Managers coordinate and oversee the work of others to accomplish organizational goals. They are found in all types of organizations and at various levels from top managers to first-line supervisors. The main functions of managers are planning, organizing, leading, and controlling. Effective management requires skills in technical areas as well as human and conceptual skills. Globalization, diversity, ethics and innovation present challenges for modern managers. Studying management provides value by developing an understanding of its universal need and the rewards and challenges of being a manager.
Introduction to mangagement
This Presentation is made on the topic of Introduction of Management, I have presented some ideas, views and shared my knowledge on this slide, you can get some important ideas on this slide about Introduction of Management.
MANAGEMENT AND ITS PROCESS.ppt
The process of dealing with or controlling things or people.It is the art and science of managing resources of the business. Science as it develops certain principles and laws, art as it concerned with the development of knowledge. Can learn the definition, characteristics of management and its process.
Introduction to Organizational Behavior
The document introduces organizational behavior and management. It discusses how managers get work done through others by making decisions, allocating resources, and directing activities. It also outlines the key management functions of planning, organizing, leading, and controlling. Some common roles managers take on include leaders, liaisons, figureheads, spokespeople, disseminators, negotiators, resource allocators, and disturbers handlers. Successful managers require technical, human, and conceptual skills. Organizational behavior studies how individuals, groups, and organizational structure impact workplace behavior.
Intro of MGT
Introduction of Management! I made it for class presentation. More than an ordinary presentation it is though sharing it. Great things come after ordinary things. ;)
MANAGEMENT PPT.pptx
The document provides an overview of management concepts including definitions of management, the functions of management, levels of management, types of managers, managerial roles and skills, social responsibility of managers, and the evolution of management thought. It specifically discusses Frederick Taylor's scientific management approach which aimed to define the most efficient way to perform tasks through systematic analysis and establish standards for tasks, supervision, and worker motivation.
Task management
Management involves planning, organizing, actuating and controlling resources to achieve objectives. The key managerial tasks include coaching employees, planning activities, motivating workers, organizing roles and responsibilities, staffing positions, controlling progress against goals, and negotiating with internal and external stakeholders. Planning sets goals and policies, organizing defines job duties, staffing recruits and trains employees, leading guides subordinates, and controlling checks results and takes corrective actions.
Mgnt 101 hardcopy
The document provides information about directing as a management function within an organization. It defines directing as communicating with and influencing others to achieve objectives. It discusses the importance of directing in implementing plans, motivating subordinates, and coordinating activities. Key elements of directing include communication, supervision, motivation, and leadership. Communication is described as essential for conveying information between managers and subordinates through both formal and informal channels.
Unit 6 directing
This document provides an overview of directing as the heart of the managerial process. It discusses the meaning and importance of directing, elements of direction including supervision, motivation, leadership, and communication. Supervision involves assuring work is done as planned and instructing subordinates. Motivation encourages employees to work toward goals. Leadership influences people to achieve objectives willingly. Effective communication is also essential. The document contrasts management and leadership, describing managers as focusing on planning and controlling while leaders inspire and influence people. Different styles of leadership are discussed like autocratic, democratic, and laissez-faire.
Introduction to management
This document provides an introduction to management. It defines management as the process of achieving organizational goals by getting work done through others. It discusses definitions of management from various sources and whether management is an art or science. It also describes the differences between management and administration. The document outlines a basic model for management and different levels of management including top, middle, and first-line managers. It defines the roles and responsibilities of managers and lists common management skills and functions including planning, organizing, staffing, leading, and controlling.
PERSONNEL MANAGEMENT FUNCTIONS OF ADMINISTRATION.pptx
This document discusses the key functions and roles of personnel management in an organization. It outlines the main functions of personnel management as planning, organizing, staffing, directing, and controlling. It also describes the role of the personnel manager as a policy maker, staff specialist, counselor, mediator, and administrative expert. The functions of planning, organizing, staffing, directing and controlling are then further defined in the document.
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PERSONNEL MANAGEMENT FUNCTIONS OF ADMINISTRATION.pptx
PERSONNEL MANAGEMENT FUNCTIONS OF ADMINISTRATION.pptx
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8.1. ethics and sr in ms
This document discusses ethics and social responsibility in marketing strategy. It covers dimensions of social responsibility including economic, legal, ethical and philanthropic responsibilities. It also discusses sustainability, marketing ethics and strategy, and challenges of being ethical. Key topics include regulating marketing ethics through codes of conduct, and incorporating ethics and social responsibility into strategic planning.
6.2. evaluating and controlling marketing activities
The document discusses evaluating and controlling marketing activities. It explains that a marketing strategy may differ from what is actually implemented. There are four possible reasons for this difference: an inappropriate strategy, inappropriate implementation, mismanaged implementation process, or changes in the internal/external environment. The document outlines a framework for marketing control that includes formal controls like input, process, and output controls, as well as informal controls like employee self-control, social control, and cultural control. Successful implementation also requires scheduling specific marketing activities and determining the sequence and timing of activities.
6.1. marketing implementation
This document discusses marketing implementation and control. It covers the link between marketing planning and implementation, noting they are interdependent and must constantly evolve. It also discusses elements of implementation like shared goals, marketing structure, resources and leadership. Approaches to implementation discussed include command, change, consensus and viewing it as organizational culture. The document emphasizes that internal marketing is key to getting employees motivated and coordinated to implement strategies for external customer satisfaction.
5.5. mlc decline stage
The document discusses marketing strategies for companies facing a declining market or product. It identifies several factors for companies to consider: potential loyal customer segments that could prolong the product's life; the product's market position and ability to attract customers from competitors; the company's low-cost structure allowing prices to remain viable. It outlines strategic options such as divesting the product, harvesting remaining profits, maintaining on a smaller scale, surviving as a niche player. Finally, it advises marketers not to give up and instead look for acquisition opportunities of competitors exiting the market.
5.4. mlc maturity stage
This document discusses marketing strategies for mature markets. It recommends that firms in mature markets focus on generating cash flow, holding market share, and stealing market share from competitors. Additional strategies include increasing a firm's share of each customer's needs, differentiating products through quality and service, maintaining a low cost position, and pursuing options to grow the market such as line extensions or expanding distribution. The key is to sustain competitive advantages, pursue growth opportunities, and maintain customer satisfaction in order to survive shakeouts within mature industries.
5.3. mlc growth stage
During the growth stage of a product, companies should leverage perceived advantages to secure a strong market position. They should establish a clear brand identity through promotional campaigns and create unique positioning through advertising that stresses benefits. Companies should also maintain quality control, maximize availability through distribution and promotion, balance price and demand, and monitor competitors. For pioneers in growth markets, strategic options include fortress defense, flanker defense, confrontation, market expansion, and contraction. Retaining current customers involves maintaining satisfaction and loyalty while discouraging switching. Challengers can use flanking attacks, frontal attacks, encirclement strategies, or leapfrogging.
5.2. mlc introduction stage
The document discusses marketing strategies during the introduction stage of a new product. It outlines six key strategies: 1) Attracting customers through advertising, PR, and publicity; 2) Inducing customers to try the product through samples and pricing incentives; 3) Engaging in customer education; 4) Strengthening distribution channel relationships; 5) Building availability through trade promotion; 6) Setting pricing objectives to balance investment and market realities. It also categorizes new products based on their newness and discusses advantages of pioneering vs following strategies.
5.1. mlc development stage
The document discusses the product life cycle and market life cycle. It focuses on the development stage of these cycles. During the development stage of the product life cycle, a firm experiences no sales revenue and a net cash outflow as they develop new products and incur expenses. For the market life cycle, the development stage involves conceptualizing a new product based on customer needs and benefits, analyzing feasibility, and test marketing before full launch. The goal is to identify customer needs correctly and develop strong products to set up success entering the introduction stage. Over 80% of new products fail, so effective development is crucial.
4.5. market positioning
This document discusses marketing positioning strategies. It defines positioning as creating distinct and valued differences between a product and competitors as perceived by customers. Critical aspects of positioning include being distinct, valued, physical, and perceptual to customers. The document outlines steps for creating a favorable position, including identifying customer needs and evaluating competitors. It also discusses tools for assessing market segments like a segment rating chart and market attractiveness/competitive position matrix. Finally, it compares physical and perceptual positioning analysis and outlines steps in the positioning process.
4.4. market differentiating
The document discusses differentiation and positioning strategies. It defines differentiation as creating differences in a firm's product that set it apart from competitors through distinct features, services, or characteristics. Positioning refers to creating a mental image of the product and its benefits in the minds of customers. While differentiation is based on the actual product, positioning depends on customers' perceptions of the product's real or perceived advantages relative to others. The document also notes that differentiation can be achieved through product descriptors or customer support services.
4.3. market branding
This document discusses branding strategies and key branding concepts. It covers basic branding decisions around product identification, comparison shopping, and risk reduction. Branding can enhance self-image and product loyalty. The document also discusses strategic brand alliances and how branding builds brand value through recognition, preference, and insistence. Customers who are brand insistent will go out of their way to find and purchase their favorite brand.
4.2. market targeting
The document discusses various targeting strategies for companies including single segment targeting, selective targeting, mass market targeting, product specialization, market specialization, niche-market strategy, mass-market strategy, growth-market strategy, and global market segmentation. The strategies allow companies to focus their marketing efforts on specific customer segments or markets to attract customers.
4.1. market segmentation
This document discusses market segmentation and targeting. It defines market segmentation as dividing a market into distinct groups of customers with distinct needs, characteristics, and behaviors. The key benefits of segmentation are identifying new product opportunities, designing effective marketing programs for groups, and improving resource allocation. However, segmentation risks missing customers that don't fit segments and misjudging target markets. The document outlines traditional and individualized segmentation approaches and criteria for successful segmentation like identifiable segments that are substantial, accessible, and responsive. It also discusses defining segments using demographic, geographic, behavioral, and other descriptors for both consumer and business markets.
3.3. forecasting market opportunities
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3.2. measuring market opportunities
There are four key types of systematic market knowledge systems that provide essential information for assessing markets and industries: internal records, marketing databases, competitive intelligence systems, and client contact systems. Additionally, targeted marketing research can provide insights into particular marketing challenges. Sales forecasts can be generated using either a top-down or bottom-up approach, and utilizing both concurrently is recommended as each has different strengths and insights that provide greater confidence if the results are similar. The six evidence-based forecasting methods outlined are statistical, observation, surveys, analogy, judgment, and market tests.
3.1. understanding market opportunities test
The document discusses conducting a situation analysis for marketing strategy. It covers:
1) A situation analysis describes current and future issues and trends affecting the internal, customer, and external environments. This gives an organization a "big picture" of how to deliver value.
2) Issues to consider include objectives, resources, customers, competition, economic conditions, regulations and more.
3) Conducting an analysis requires evaluating data, not just collecting it. The benefits of analysis must outweigh the costs. It is a challenging exercise.
4) A SWOT analysis is an effective tool to structure the assessment of strengths, weaknesses, opportunities and threats. It helps uncover competitive advantages to leverage in strategy.
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Function they perform
- 1. SEKOLAH TINGGI P A R I W I S A T A T R I S A K T I Welcome to Defining What Managers Do Dr. Ir. DONI MUHARDIANSYAH ARIEF FAIZAL RACHMAN, SST.Par., M.T. [ ]
- 2. 1. Functions they perform
- 3. Planning Defining goals, establishing strategy and developing plans to coordinate-activities
- 4. Organizing Determining what needs to be done, how it will be done, and who is to do it
- 5. Leading Motivating, leading, and any other actions involved in dealing with people
- 6. Controling Monitoring activities to esure that they are accomplished as planned
- 7. Lead to Achieving the organization’s stated purpose
- 8. 2. Roles they play
- 9. Interpersonal Roles • Figure Head • Leader • Liaison
- 11. Decisional Roles Entrepreneur Disturbance handler Resources allocater Negotioator
- 12. they need