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