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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 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 GREAT MANAGER IS ALSO A GREAT LEADER
LEVELS OF MANAGEMENT CEO TOP MANAGERS MIDDLE MANAGERS FIRST-LINE (LOWER) MANAGERS SUMBER : JONES & GEORGE, 2007: 13
FIRST LINE (LOWER) MANAJER AT THE BASE OF THE MANAGERIAL HIERARCHY ARE : A MANAGER WHO IS RESPONSIBLE FOR THE DAILY SUPERVISION OF NONMANAGERIAL EMPLOYEES
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
TOP MANAGER A MANAGER WHO ESTABLISHES ORGANIZATIONAL GOALS, DECIDES HOW DEPARTEMENTS SHOULD INTERACT, AND MONITORS THE PERFORMANCE OF MIDDLE MANAGERS
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
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
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
TECHNICAL SKILLS TECHNICAL SKILL ARE THE JOB-SPECIFIC KNOWLEDGE AND TECHNIQUES REQUIERED TO PERFORM AN ORGANIZATIONAL ROLE
TOP MIDLE LOWER CONCEPTUAL SKILL HUMAN SKILL TECHNICAL SKILL CONCEPTUAL SKILL HUMAN SKILL TECHNICAL SKILL CONCEPTUAL SKILL HUMAN SKILL TECHNICAL SKILL
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
MANAGERIAL ROLE IDENTIFIED BY MINTZBERG 1. ENTREPRENEUR 2. DISTURBANCE HANDLER A DECISIONAL ROLE 3.RESOURCE ALLOCATOR 4.NEGOTIATOR
MANAGERIAL ROLE IDENTIFIED BY MINTZBERG 1. FIGUREHEAD B INTERPERSONAL ROLE 2. LEADER 3. LIAISON
MANAGERIAL ROLE IDENTIFIED BY MINTZBERG 1. MONITOR C INFORMATIONAL ROLE 2. DISSEMINATOR 3. SPOKESPERSON
ENTREPRENEUR COMMIT ORGANIZATIONAL RESOURCES TO DEVELOP INNOVATIVE GOODS AND SERVICES
DISTURBANCE HANDLER MOVE QUIKLY TO TAKE CORRECTIVE ACTION TO DEAL WITH UNEXPECTED PROBLEMS FACING THE ORGANIZATION FROM THE INTERNAL AND EXTERNAL ENVIRONMENT
RESOURCES ALLOCATOR ALLOCATE ORGANIZATIONAL RESOURCES AMONG DIFFERENT FUNCTIONS AND DEPARTEMENTS OF THE ORGANIZATION ; SET BUDGETS AND SALARIES OF MIDDLE AND FIRST-LEVEL MANAGERS
WORK WITH SUPLIERS, DISTRIBUTORS, AND LABOR UNIONS TO REACH AGREEMENTS ABOUT THE QUALITY AND PRICE OF INPUT, TECHNICAL, AND HUMAN RESOURCES NEGOTIATOR
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
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
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
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
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
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