sap 2 : pengertian manajer-leader, peran-peran, dan kemampuan manajer
DESCRIPTION
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. - PowerPoint PPT PresentationTRANSCRIPT
SAP 2 :PENGERTIAN MANAJER-LEADER, PERAN-PERAN,
DAN KEMAMPUAN MANAJER
OLEH :
TIM DOSEN
AZAS-AZAS MANAJEMEN
MANAGER VS LEADER
MANAGER- DAY-TO-DAY
MANAGEMENT- GOOD PLANNER- GOOD BUDGETER- GOOD STAFFING- GOOD MONITORING
LEADER- VISIONARY- MOTIVATOR- INSPIRING
GREAT MANAGER IS ALSO A GREAT LEADER
LEVELS OF MANAGEMENT
FIRST-LINE (LOWER) MANAGERS
MIDDLE MANAGERS
TOP MANAGERS
CEO
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 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 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 SKILL ARE THE JOB-SPECIFIC KNOWLEDGE AND
TECHNIQUES REQUIERED TO PERFORM AN
ORGANIZATIONAL ROLE
CS
HS
TS
EFFECTIVE MANAGERS NEED ALL
THREE KINDS OF
SKILLS
CONCEPTUAL SKILL
HUMAN SKILL
TECHNICAL SKILL
CONCEPTUAL SKILL
HUMAN SKILL
TECHNICAL SKILL
CONCEPTUAL SKILL
HUMAN SKILL
TECHNICAL SKILL
TOP MIDLE LOWER
THE SET OF SPECIFIC TASKS THAT A MANAGER
IS EXPECTED TO PERFORM BECAUSE OF THE
POSITION HE OR SHE HOLDS IN AN
ORGANIZATION
A
DECISIONAL ROLE
1. ENTREPRENEUR
2. DISTURBANCE HANDLER
3.RESOURCE ALLOCATOR
4.NEGOTIATOR
B
INTERPERSONAL ROLE
1. FIGUREHEAD
2. LEADER
3. LIAISON
C
INFORMATIONAL ROLE
1. MONITOR
2. DISSEMINATOR
3. SPOKESPERSON
COMMIT ORGANIZATIONAL RESOURCES TO
DEVELOP INNOVATIVE GOODS
AND SERVICES
MOVE QUIKLY TO TAKE CORRECTIVE ACTION
TO DEAL WITH UNEXPECTED
PROBLEMS FACING THE ORGANIZATION FROM
THE INTERNAL AND EXTERNAL
ENVIRONMENT
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
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
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
COORDINATE THE WORK OF MANAGERS IN DIFFERENT DEPARTEMENTS ; ESTABLISH ALLIANCES BETWEEN DIFFERENT ORGANIZATIONS TO SHARE RESOURCES TO PRODUCE NEM GOODS AND SERVICES
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
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
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