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SAP 2 : PENGERTIAN MANAJER- LEADER, PERAN-PERAN, DAN KEMAMPUAN MANAJER OLEH : TIM DOSEN AZAS-AZAS MANAJEMEN.

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Presentation on theme: "SAP 2 : PENGERTIAN MANAJER- LEADER, PERAN-PERAN, DAN KEMAMPUAN MANAJER OLEH : TIM DOSEN AZAS-AZAS MANAJEMEN."— Presentation transcript:

1 SAP 2 : PENGERTIAN MANAJER- LEADER, PERAN-PERAN, DAN KEMAMPUAN MANAJER OLEH : TIM DOSEN AZAS-AZAS MANAJEMEN

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3 MANAGER VS LEADER MANAGER -DAY-TO-DAY MANAGEMENT -GOOD PLANNER -GOOD BUDGETER -GOOD STAFFING -GOOD MONITORING LEADER -VISIONARY -MOTIVATOR -INSPIRING GREAT MANAGER IS ALSO A GREAT LEADER

4 LEVELS OF MANAGEMENT FIRST-LINE (LOWER) MANAGERS MIDDLE MANAGERS TOP MANAGERS CEO SUMBER : JONES & GEORGE, 2007: 13

5 FIRST LINE (LOWER) MANAJER AT THE BASE OF THE MANAGERIAL HIERARCHY ARE : A MANAGER WHO IS RESPONSIBLE FOR THE DAILY SUPERVISION OF NONMANAGERIAL EMPLOYEES

6 MIDDLE MANAGER SUPERVISING THE FIRST- LINE MANAGER ARE MIDDLE MANAGER. SHE OR HE IS RESPONSIBLE FOR FINDING THE BEST WAY TO USE RESOURCES TO ACHIEVE ORGANIZATIONAL GOALS

7 TOP MANAGER A MANAGER WHO ESTABLISHES ORGANIZATIONAL GOALS, DECIDES HOW DEPARTEMENTS SHOULD INTERACT, AND MONITORS THE PERFORMANCE OF MIDDLE MANAGERS

8 MANAGERIAL SKILLS BOTH EDUCATION AND EXPERIENCE ENABLE MANAGERS TO RECOGNIZE AND DEVELOP THE PERSONAL SKILLS THEY NEED TO PUT ORGANIZATIONAL RESOURCES TO THEIR BEST USE. RESEARCH HAS SHOWN THAT EDUCATION AND EXPERIENCE HELP MANAGERS ACQUIRE THREE PRINCIPAL TYPES OF SKILLS: CONCEPTUAL, HUMAN, AND TECHNICAL

9 CONCEPTUAL SKILLS ARE DEMONSTRATED IN THE ABILITY TO ANALYZE AND DIAGNOSE A SITUATION AND TO DISTINGUISH BEETWEN CAUSE AND EFFECT TOP MANAGERS MUST POSSESS A HIGH LEVEL OF CONCEPTUAL SKILLS BECAUSE THEIR PRIMARY RESPONSIBILITIES ARE PLANNING AND ORGANIZING

10 HUMAN SKILL INCLUDE THE ABILITY TO UNDERSTAND, ALTER, LEAD, AND CONTROL THE BEHAVOUR OF OTHER INDIVIDUALS AND GROUPS THE ABILITY TO COMMUNICATE, TO COORDINATE, AND TO MOTIVATE PEOPLE AND TO MOLD INDIVIDUALS INTO A COHESIVE TEAM, DISTINGUISHES EFFECTIVE AND INEFFECTIVE MANAGERS

11 TECHNICAL SKILL ARE THE JOB-SPECIFIC KNOWLEDGE AND TECHNIQUES REQUIERED TO PERFORM AN ORGANIZATIONAL ROLE

12 CS HS TS EFFECTIVE MANAGERS NEED ALL THREE KINDS OF SKILLS

13 CONCEPTUAL SKILL HUMAN SKILL TECHNICAL SKILL CONCEPTUAL SKILL HUMAN SKILL TECHNICAL SKILL CONCEPTUAL SKILL HUMAN SKILL TECHNICAL SKILL TOP MIDLELOWER

14 THE SET OF SPECIFIC TASKS THAT A MANAGER IS EXPECTED TO PERFORM BECAUSE OF THE POSITION HE OR SHE HOLDS IN AN ORGANIZATION

15 A DECISIONAL ROLE 1. ENTREPRENEUR 2. DISTURBANCE HANDLER 3.RESOURCE ALLOCATOR 4.NEGOTIATOR

16 B INTERPERSONAL ROLE 1. FIGUREHEAD 2. LEADER 3. LIAISON

17 C INFORMATIONAL ROLE 1. MONITOR 2. DISSEMINATOR 3. SPOKESPERSON

18 COMMIT ORGANIZATIONAL RESOURCES TO DEVELOP INNOVATIVE GOODS AND SERVICES

19 MOVE QUIKLY TO TAKE CORRECTIVE ACTION TO DEAL WITH UNEXPECTED PROBLEMS FACING THE ORGANIZATION FROM THE INTERNAL AND EXTERNAL ENVIRONMENT

20 ALLOCATE ORGANIZATIONAL RESOURCES AMONG DIFFERENT FUNCTIONS AND DEPARTEMENTS OF THE ORGANIZATION ; SET BUDGETS AND SALARIES OF MIDDLE AND FIRST- LEVEL MANAGERS

21 WORK WITH SUPLIERS, DISTRIBUTORS, AND LABOR UNIONS TO REACH AGREEMENTS ABOUT THE QUALITY AND PRICE OF INPUT, TECHNICAL, AND HUMAN RESOURCES

22 OUTLINE FUTURE ORGANIZATIONAL GOALS TO EMPLOYEES AT COMPANY MEETING ; OPEN A NEW CORPORATE HEADQUARTERS BUILDING ; STATE THE ORGANIZATIONAL’S ETHICAL GUIDELINES AND THE PRINCIPLES OF BEHAVIOR EMPLOYEES ARE TO FOLLOW IN THEIR DEALINGS WITH CUSTOMERS AND SUPPLIERS

23 PROVIDE AN EXAMPLE FOR EMPLOYEES TO FOLLOW ; GIVE DIRECT COMMANDS AND ORDERS TO SUBORDINATES ; MAKE DECISIONS CONCERNING THE USE OF HUMAN AND TECHNICAL RESOURCES ; MOBILIZE EMPLOYEES SUPPORT FOR SPECIFIC ORGANIZATIONAL GOALS

24 COORDINATE THE WORK OF MANAGERS IN DIFFERENT DEPARTEMENTS ; ESTABLISH ALLIANCES BETWEEN DIFFERENT ORGANIZATIONS TO SHARE RESOURCES TO PRODUCE NEM GOODS AND SERVICES

25 EVALUATE THE PERFORMANCE OF MANAGERS IN DIFFERENT FUNCTIONS AND TAKE CORRECTIVE ACTION TO IMPROVE THEIR PERFORMANCE ; WATCH FOR CHANGES OCCURING IN THE EXTERNAL AND INTERNAL ENVIRONMENTS THAT MAY AFFECT THE ORANIZATION IN THE FUTURE

26 INFORM EMPLOYEES ABOUT CHANGES TAKING PLACES IN THE EXTERNAL AND INTERNAL ENVIRONMENTS THAT WILL AFFECT THEM AND THE ORGANIZATION ; COMMUNICATE TO EMPLOYEES THE ORGANIZATION’S VISION AND PURPOSE

27 LAUNCH A NATIONAL ADVERTISING CAMPAIGN TO PROMOTE NEW GOODS AND SERVICES ; GIVE A SPEECH TO INFORM THE LOCAL COMMUNITY ABOUT THE ORGANIZATION’S FUTURE INTENTIONS


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