1. Prepared by Management Department | www.unimedia.ac.id | man@unimedia.ac.id E XCEPTIONAL M ANAGER : W HAT YOU DO, HOW YOU DO IT Week 1

2. M ANAGEMENT : W HAT IT IS, W HAT ITS BENEFITS ARE www.unimedia.ac.id

3. Management POLC O Planning, Organizing, Leading, Controlling I NTEGRATING E FFICIENCY & E FFECTIVENESS Integrating the work of people The pursuit of organizational goals efficiently and effectively N OT A GIFT AN A RT An art of getting things done through people Not exactly a gift, fortunately it is one that is teachable www.unimedia.ac.id

4. Key aspect of the management Source: Kreitner, Management. www.unimedia.ac.id

5. Management is … The process of coordinating and overseeing work activities of others so that they are completed efficiently and effectively with and through other people (Robbins, Management) www.unimedia.ac.id

6. Source: Robbins, Management. Doing things right Doing the right thing s www.unimedia.ac.id

7. Balancing effectiveness and efficiency Source: Kreitner, Management. www.unimedia.ac.id

8. M ULTIPLIER EFFECT...!!! W HY ORGANIZATION VALUE MANAGERS ? www.unimedia.ac.id

9. Example of Multiplier Effect www.unimedia.ac.id

10. Example of Multiplier Effect www.unimedia.ac.id

11. Example of Multiplier Effect www.unimedia.ac.id

12. A S TAR M ANAGER F INANCIAL REWARDS OF BEING …. www.unimedia.ac.id

13. 1. R EWARD OF STUDYING MANAGEMENT 2. R EWARD OF PRACTICING MANAGEMENT www.unimedia.ac.id W HAT ARE THE REWARD ?

14. The rewards of studying management : 1.You will understand how to deal with organizations from outside 2.You will understand how to relate to your supervisors 3.You will understand how to interact with co-workers 4.You will understand how to manage yourself in the workplace www.unimedia.ac.id

15. The rewards of practicing management : 1.You and your employees can experience as sense of accomplishment 2.You can stretch your abilities and magnify your range 3.You can build a catalog of successfeul product or services www.unimedia.ac.id

16. Universal need for management Source: Robbins, Management. www.unimedia.ac.id

17. A S TAR M ANAGER 6 CHALLENGES OF BEING …. www.unimedia.ac.id

18. M ANAGING FOR COMPETITIVE ADVANTAGE – STAYING AHEAD OF RIVALS C HALLENGE #1 : Being responsive to customers Innovation Quality Efficiency www.unimedia.ac.id

19. M ANAGING FOR DIVERSITY – THE FUTURE WON ’ T RESEMBLE THE PAST C HALLENGE #2 : www.unimedia.ac.id

20. M ANAGING FOR GLOBALIZATION – THE EXPANDING MANAGEMENT UNIVERSE C HALLENGE #3 : www.unimedia.ac.id

21. M ANAGING FOR INFORMATION TECHNOLOGY C HALLENGE #4 : www.unimedia.ac.id

22. M ANAGING FOR ETHICAL STANDARDS C HALLENGE #5 : www.unimedia.ac.id

23. M ANAGING FOR YOUR OWN HAPPINESS AND LIFE GOALS C HALLENGE #6 : www.unimedia.ac.id

24. The Management Process P O L Co www.unimedia.ac.id

25. The levels and areas of management www.unimedia.ac.id Functional managers General managers

26. Organization A N ORGANIZATION defined  A group of people who work together to achieve some specific purpose  or a deliberate arrangement of people to accomplish some specific purpose 3 TYPES OF ORGANIZATION : 1.For-profit organization: making money 2.Nonprofit organization: offering services (public sector-offer services to some clients, commonweal organization-offer services to all clients). PS, ex: university, hospital, etc. CO, ex: postal service, local fire, police department, etc. 3.Mutual benefit organization: adding members. Ex: political parties, labor union, trade associations, and clubs. www.unimedia.ac.id

27. The changing organization Source: Robbins, Management. www.unimedia.ac.id

28. Who is manager ? Source: image by www.fotosearch.com www.unimedia.ac.id

29. Manager is … Someone who works with and through other people by coordinating and integrating their work activities in order to accomplish organizational goals. (Robbins, Management) www.unimedia.ac.id

30. M INTZBERG ’ S M ANAGERIAL R OLES CategoryRoleActivityExamples InformationalMonitorSeek and acquire work-related informationScan/read trade press, periodicals, reports; attend seminars and training; maintain personal contacts DisseminatorCommunicate/ disseminate information to others within the organization Send memos and reports; inform staffers and subordinates of decisions SpokespersonCommunicate/transmit information to outsiders Pass on memos, reports and informational materials; participate in conferences/meetings and report progress InterpersonalFigureheadPerform social and legal duties, act as symbolic leader Greet visitors, sign legal documents, attend ribbon cutting ceremonies, host receptions, etc. LeaderDirect and motivate subordinates, select and train employees Includes almost all interactions with subordinates LiaisonEstablish and maintain contacts within and outside the organization Business correspondence, participation in meetings with representatives of other divisions or organizations. DecisionalEntrepreneurIdentify new ideas and initiate improvement projects Implement innovations; Plan for the future Disturbance HandlerDeals with disputes or problems and takes corrective action Settle conflicts between subordinates; Choose strategic alternatives; Overcome crisis situations Resource AllocatorDecide where to apply resourcesDraft and approve of plans, schedules, budgets; Set priorities www.unimedia.ac.id

31. Interpersonal roles Source: Adapted from Henry Mintzberg, “Managerial Work: Analysis from Observation,” Management Science, 18 (October 1971): B97-B110. www.unimedia.ac.id

32. Source: Adapted from Henry Mintzberg, “Managerial Work: Analysis from Observation,” Management Science, 18 (October 1971): B97-B110. www.unimedia.ac.id

33. Source: Adapted from Henry Mintzberg, “Managerial Work: Analysis from Observation,” Management Science, 18 (October 1971): B97-B110. www.unimedia.ac.id

34. E NTREPRENEUR & INTRAPRENEUR www.unimedia.ac.id H OW DO ENTREPRENEURS & MANAGERS DIFFER E NTREPRENEURIAL S PIRIT

35. The differences between manager & entrepreneur NONO P SYCHOLOGICAL C HARACTERISTICSMANAGERENTREPRENEUR 1.Need for achievementhigh 2. Belief in personal control of destiny (internal locus control) highHigh 3.Energy level and action orientationmediumhigh 4.Tolerance for ambiguitymediumhigh 5.Self confidence and tolerance for riskmediumhigh www.unimedia.ac.id

36. The skills that star manager needed Research by Robert L. Katz found that managers need : 1.Conceptual skills 2.Human skills 3.Technical skills Source: Robbins, Management. www.unimedia.ac.id

37. Skill Approach Technical skills  Knowledge and proficiency in a specific field Human skills  The ability to work well with other people Conceptual skills  The ability to think and conceptualize about abstract and complex situations concerning the organization www.unimedia.ac.id

38. Conceptual skills  Using information to solve business problems  Identifying of opportunities for innovation  Recognizing problem areas and implementing solutions  Selecting critical information from masses of data  Understanding of business uses of technology  Understanding of organization’s business model Source: Based on American Management Association Survey of Managerial Skills and Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002. www.unimedia.ac.id

39. Human skills  Ability to transform ideas into words and actions  Credibility among colleagues, peers, and subordinates  Listening and asking questions  Presentation skills; spoken format  Presentation skills; written and/or graphic formats Source: Based on American Management Association Survey of Managerial Skills and Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002. www.unimedia.ac.id

40. .... past management functions Source : Kreitner, Management. www.unimedia.ac.id

41. thank you www.unimedia.ac.id