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SAP 2 : PENGERTIAN MANAJER-LEADER, PERAN-PERAN, DAN KEMAMPUAN MANAJER

SAP 2 : PENGERTIAN MANAJER-LEADER, PERAN-PERAN, DAN KEMAMPUAN MANAJER. OLEH : TIM DOSEN AZAS-AZAS MANAJEMEN. MANAGER DAY-TO-DAY MANAGEMENT GOOD PLANNER GOOD BUDGETER GOOD STAFFING GOOD MONITORING. LEADER VISIONARY MOTIVATOR INSPIRING. MANAGER VS LEADER.

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SAP 2 : PENGERTIAN MANAJER-LEADER, PERAN-PERAN, DAN KEMAMPUAN MANAJER

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

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

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

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

  5. 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

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

  7. 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

  8. CONCEPTUAL SKILL 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

  9. HUMAN SKILLS 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

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

  11. EFFECTIVE MANAGERS NEED ALL THREE KINDS OF SKILLS CS TS HS

  12. TOP MIDLE LOWER CONCEPTUAL SKILL HUMAN SKILL TECHNICAL SKILL CONCEPTUAL SKILL HUMAN SKILL TECHNICAL SKILL CONCEPTUAL SKILL HUMAN SKILL TECHNICAL SKILL

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

  14. MANAGERIAL ROLE IDENTIFIED BY MINTZBERG 1. ENTREPRENEUR 2. DISTURBANCE HANDLER A DECISIONAL ROLE 3.RESOURCE ALLOCATOR 4.NEGOTIATOR

  15. MANAGERIAL ROLE IDENTIFIED BY MINTZBERG 1. FIGUREHEAD B INTERPERSONAL ROLE 2. LEADER 3. LIAISON

  16. MANAGERIAL ROLE IDENTIFIED BY MINTZBERG 1. MONITOR C INFORMATIONAL ROLE 2. DISSEMINATOR 3. SPOKESPERSON

  17. ENTREPRENEUR COMMIT ORGANIZATIONAL RESOURCES TO DEVELOP INNOVATIVE GOODS AND SERVICES

  18. DISTURBANCE HANDLER MOVE QUIKLY TO TAKE CORRECTIVE ACTION TO DEAL WITH UNEXPECTED PROBLEMS FACING THE ORGANIZATION FROM THE INTERNAL AND EXTERNAL ENVIRONMENT

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

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

  21. FIGUREHEAD 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

  22. L E A D E R 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

  23. L I A I S O N COORDINATE THE WORK OF MANAGERS IN DIFFERENT DEPARTEMENTS ; ESTABLISH ALLIANCES BETWEEN DIFFERENT ORGANIZATIONS TO SHARE RESOURCES TO PRODUCE NEM GOODS AND SERVICES

  24. M O N I T O R 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

  25. DISSEMINATOR 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

  26. SPOKESPERSON 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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