01 mi introduction to management

8/11/2019 01 MI Introduction to Management

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Industrial Project Management

Dr. Ir. Sri Bramantoro Abdinagoro, MM.

Metallurgy and Materials Department

Faculty of EngineeringUniversity of Indonesia

2014


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Definition of Management

Management (from Old Frenchmnagementthe art of conducting,

directing, from Latin manu agereto

lead by the hand) characterizes theprocess of leading and directing all or

part of an organization, often a

business, through the deployment andmanipulation of resources (human,

financial, material, intellectual or

intangible).


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Exhibit 11 Managerial Levels

2007 Prentice Hall, Inc. All rightsreserved. 15


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What is Management?

Management focuses on the entireorganization from both a short and a

long-term perspective. Management is

the managerial process of forming astrategic vision, setting objectives,

crafting a strategy and then

implementing and executing thestrategy.


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What Do Managers Do?

Functional Approach

Planning

Defining goals, establishing strategies to achieve

goals, developing plans to integrate and coordinate

activities.

Organizing

Arranging and structuring work to accomplish

organizational goals.

Leading

Working with and through people to accomplish

goals.

Controlling

Monitoring, comparing, and correcting work. 2007 Prentice Hall, Inc. All rightsreserved. 17


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Exhibit 13 Management Functions

2007 Prentice Hall, Inc. All rightsreserved. 18


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What Do Managers Do? (contd)

Management RolesApproach (Mintzberg)

Interpersonal roles

Figurehead, leader, liaison

Informational roles

Monitor, disseminator,

spokesperson

Decisional roles Disturbance handler,

resource allocator,

negotiator 2007 Prentice Hall, Inc. All rightsreserved. 19


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What Managers Actually Do

(Mintzberg)

Interaction with others

with the organization

with the externalcontext of theorganization

Reflection thoughtful thinking

Action practical doing


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Exhibit 15 Skills Needed at Different Management Levels

2007 Prentice Hall, Inc. All rightsreserved.

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Exhibit 16 Conceptual Skills


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Using information to solve businessproblems

Identifying of opportunities for innovation

Recognizing problem areas andimplementing solutions

Selecting critical information from masses

of data Understanding of business uses of

technology

Understanding of organizations 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.


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Exhibit 16 Effectiveness Skills


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Contributing to corporate

mission/departmental objectives

Customer focus

Multitasking: working at multiple tasks in

parallel

Negotiating skills

Project management

Reviewing operations and implementing

improvementsSource: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.


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Exhibit 16 Effectiveness Skills (contd)


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Source:Based on American Management Association Survey of Managerial Skills andCompetencies, March/April 2000, found on AMA Web site (www.ama.org ), October 30, 2002.

Setting and maintaining performance

standards internally and externally

Setting priorities for attention and activity

Time management


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Exhibit 16 Interpersonal Skills (contd)


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Source:Based on American Management Association Survey of Managerial Skills andCompetencies, March/April 2000, found on AMA Web site (www.ama.org ), October 30, 2002.

Coaching and mentoring skills

Diversity skills: working with diverse people

and cultures

Networking within the organization

Networking outside the organization

Working in teams; cooperation and

commitment


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Exhibit 17 Management Skills and Management Function Matrix


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How The Managers Job Is

Changing The Increasing Importance of Customers

Customers: the reason that organizations

exist

Managing customer relationships is the

responsibility of all managers and employees.

Consistent high quality customer service is

essential for survival.

Innovation

Doing things differently, exploring new

territory, and taking risks

Managers should encourage employees to be

aware of and act on opportunities for innovation. 2007 Prentice Hall, Inc. All rightsreserved.

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Exhibit 18

Changes Impacting

the Managers Job


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What Is An Organization?

An Organization DefinedA deliberate arrangement of people to

accomplish some specific purpose (thatindividuals independently could not

accomplish alone).

Common Characteristics ofOrganizations

Have a distinct purpose (goal) Composed of people

Have a deliberate structure


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Exhibit 110 The Changing Organization


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Exhibit 111 Universal Need for Management


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Exhibit 112 Rewards and Challenges of Being A Manager


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Your Homework:

Make a paper to explain a scope anmetallurgy processing:

Casting (pengecoran)

Extrusion (ekstrusi) Rolling

Forging

Corrosion Protection

01 mi introduction to management

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