KONSEPKONSEP MANAJEMEN The Definition of Management Management is the attainment of organizational goals in an effective and efficient manner through planning, organizing, leading, and controlling organizational resources: Managers get things done through the organization. Managers create right systems and environment. Organizations need good managers . 2 Planning Identifying goals for future organizational performance; Deciding on the tasks and use of resources needed to be in the future 3 Organizing Typically follows planning. Reflects how the organization tries to accomplish the plan Assign tasks Group tasks into departments Delegate authority Allocate resources across the organization 4 Leading Use of influence to motivate employees to achieve organizational goals Create a shared culture and values Communicate goals to people throughout the organization Infuse employees with the desire to performa at a high level 5 Controlling Monitor employees’ activities Determine whether the organization is on target toward its goals Make corrections as necessary Evaluate the performance 6 What Do Managers Do? The Process of Management 8 Organizational Performance An organization = a social entity that is goal directed and deliberately structured Organizational effectiveness – providing a product or service that customers value achieving an goal Organizational efficiency refers to the amount of resources used to achieve an organizational goal; ≈ Productivity = Output / Input High Performance – The ability to attain its goals by using resources efficiently & effectively 9 Management Skills Three categories of skills: (1) conceptual, (2) human, (3) technical The degree of the skills may vary, but all managers must possess the skills The application of management skills change as managers move up the hierarchy 10 Management Skills C o n c e pt ua l s k i l l i s t h e c o g n i t i ve a b i l i t y t o s e e t h e o r g a n i z a t i o n a s a wh o l e a n d t h e r e l a t i o n sh i p s a m o n g i t s p a r t s . I t i n vo l ve s k n o wi n g wh e r e o n e ’s t e a m f i t s i n t o t h e o r g a n i z a ti o n a n d h o w t h e o r g a n i z a t i o n f i t s i n t o i t s e n vi r o n me n t , a n d m e a n s t h e a b i l i t y t o t h i n k s t r a t e g i c a l l y — t o t a k e t h e b r o a d , l o n g - t e r m vi e w. H u m a n s k i l l i s t h e m a n a g e r ’s a b i l i t y t o wo r k wi t h a n d t h r o u g h o t h e r p e o p l e a n d t o wo r k e ff e c ti ve l y a s a g r o u p m e m b e r. I t i s d e m o n s t r a t e d i n t h e wa y a m a n a g e r m o t i va t e s , f a c i l i t a t e s , c o o r d i n a t e s , l e a d s , c o m m u n i c a t e s , a n d r e s o l ve s c o n f l i c t s . A s g l o b a l i z a t i o n , wo r k f o r c e d i ve r s i t y, u n c e r t a i n t y, a n d s o c i e t a l t u r b u l e n c e i n c r e a s e , h u m a n s k i l l s b e c o m e e ve n m o r e c r u c i a l . Te c h ni c a l s k i l l i s t h e u n d e r s ta n d i n g o f a n d p r o f i c i e n c y i n t h e p e r f o r ma n c e o f s p e c i f i c t a s k s . T h i s i n c l u d e s m a s t e r y o f t h e m e t h o d s , t e c h n i q u e s , a n d e q u i p m e n t i n vo l ve d i n s p e c i f i c f u n c t i o n s s u c h a s e n g i n e e r i n g , m a n u f a c t u r i n g , o r f i n a n c e . Te c h n i c a l s k i l l a l s o i n c l u d e s s p e c i a l i z e d k n o wl e d g e , a n a l yt i c a l a b i l i t y, a n d c o m p e t e n t u s e o f t o o l s a n d t e c h n i q u e s t o s o l ve p r o b l e ms i n t h a t s p e c i f i c d i s c i p l i n e . Relationship of Skills to Management 12 Management Types: Vertical Top managers are responsible for the entire organization Middle managers are responsible for business units Project managers : Responsible for temporary works First-line managers are responsible for production of goods and services 13 Management Types: Horizontal Functional Managers are responsible for departments that perform specific tasks General Managers are responsible for several departments 14 Management Levels 15 From Individual Performer to Manager 16 Do You Really Want to Be A Manager? The increased workload The challenge of supervising former peers The headache of responsibility for other people Being caught in the middle 17 Ten Manager Roles Informational Monitor Disseminator Spokesperson Decisional Entrepreneur Disturbance Handler Resource Allocator Negotiator Interpersonal Figurehead Leader Liaison 18 Managing in Small Business Small businesses are growing Inadequate management skills is a threat The roles for small business managers differ Entrepreneurs must promote the business 19 Innovative Management for the New Workplace •Rapid environmental shifts: –Technology –Globalization –Shifting social values •In the new workplace, work is free-flowing and flexible at flatter structures. • Success depends on innovation and continuous improvement 20 New Management Competencies Collaboration across functions, levels, customers, and companies Experimentation and learning are key values Knowledge and information sharing More challenges and changes are on the horizon! This is an exciting time in management. 21