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Overview On Management Manager

This document provides an overview of management and the manager's role. It discusses management mindsets, functions of management including planning, organizing, leading and controlling, and the concepts of effectiveness and efficiency. It defines what a manager is and describes different managerial levels, types, roles, and skills. Key points are that management involves coordinating work to achieve goals efficiently and effectively, and that the manager's job is changing with a focus on customers, innovation, and diversity in the modern workplace.

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Adeline Alyssaa
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28 views19 pages

Overview On Management Manager

This document provides an overview of management and the manager's role. It discusses management mindsets, functions of management including planning, organizing, leading and controlling, and the concepts of effectiveness and efficiency. It defines what a manager is and describes different managerial levels, types, roles, and skills. Key points are that management involves coordinating work to achieve goals efficiently and effectively, and that the manager's job is changing with a focus on customers, innovation, and diversity in the modern workplace.

Uploaded by

Adeline Alyssaa
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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LABORATORIUM MSDM, PENGANTAR MANAJEMEN

OVERVIEW ON
MANAGEMENT AND
MANAGER

1
LABORATORIUM MSDM, PENGANTAR MANAJEMEN

MINDSET AND MANAGEMENT MINDSET

• MINDSET is the way of thinking or thinking pattern. So,


MANAGEMENT MINDSET is someone’s thinking pattern about
how does manage-ment be implemented in an organiza-tion. It could
be so difficult, so hard, confusing work, or an easy thing, etc. It’s very
dependable!

2
LABORATORIUM MSDM, PENGANTAR MANAJEMEN

SOME OF MANAGEMENT MINDSETS

• You can’t reach organization success without realizing good management


imple-mentation.
• There’s no bad management but it’s arise because having poor manager and
non-competent employees
• Management is not just a science but also an art, a process and as a system
• Successful organization is created by con-bution from all individual
(managers and subordinates) within organization

3
WORKING TODAY
• The existence of TALENT PEOPLE ---- Intellectual Capital and
Knowledge Workers
• TECHNOLOGY Shrinks -------TECH IQ
• GLOBALIZATION ----- The worldwide inter-dependence of resources
flows, markets and competition
• The Broader NOTION OF ETHICS--- Leader and subordinate Behavior
• The raises of WORKFORCE DIVERSITY---- composition of workforce
within organization
• MANAGEMENT CAREER of individual

4
LABORATORIUM MSDM, PENGANTAR MANAJEMEN

CHANGING NATURE OF ORGANIZATION

• Focus on valuing Human Capital


• Demise of “Command & Control”
• Emphasis on Teamwork
• Preeminence of Technology
• Important of Networking
• New Workforce Expectations
• Priorities on Sustainability

5
LABORATORIUM MSDM, PENGANTAR MANAJEMEN

WHAT IS MANAGEMENT?
• MANAGEMENT Is the process of coordi-nating and overseeing work
activities of others so that their activities are completed efficiently and
effectively.
• MANAGEMENT is a process of implemen-ting these PLANNING,
ORGANIZING, LEADING and CONTROLLING functions to all
organization’s resources for realizing it’s organization goals

6
LABORATORIUM MSDM, PENGANTAR MANAJEMEN

THE CONCEPT OF EFFECTIVENESS AND


EFFICIENCY

• Efficiency
• “Doing things right”
• Getting the most output from the least amount of inputs
• Effectiveness
• “Doing the right things”
• Completing activities so that organi-zational goals are
achieved

7
LABORATORIUM MSDM, PENGANTAR MANAJEMEN

EFFECTIVENESS AND EFFICIENCY IN


MANAGEMENT

Efficiency (Means) Effectiveness (Ends)

Resource Goal
Usage Attainment

Low Waste High Attainment

Management Strives for:


Low Resource Waste (high efficiency)
High Goal Attainment (high effectiveness)

8
LABORATORIUM MSDM, PENGANTAR MANAJEMEN

MANAGEMENT FUNCTIONS

• Planning is the process of setting objectives & Goals and


determining what should be done to accomplish them.
• Organizing is the process of assigning tasks, allocating
resources and coordinating work activities
• Leading is the process of arousing enthusiasm and
inspiring efforts to achieve goals.
• Controlling is the process of measuring perfor-mance and
taking action to ensure desired results.

9
DEFINING THE MANAGER
• Manager is a person who supports, activates, and is responsible for the work of others
(Subordinates)
• Managers:

• Coordinate work activities to achieve organizational goals.


• Their ability to act is affected by both the internal culture of the
organization and the constraints of the external environment –
including the global environment.

10
LEVELS OF MANAGERS
• First-line Managers
• Managers at the lowest level manage the work of non-managerial employees
directly or indirectly involved with the production or creation of the
organization’s products.
• Middle Managers
• Managers between the first-line level and the top level of the organization who
manage the work of first-line managers. Ex: Division Manager, Plant Manager,
etc
• Top Managers
• Managers at or near the top level are responsible for making organization-wide
decisions and establishing plans and goals affecting the entire organization. Ex:
Directors, General Manager, Vice President Director, etc
LABORATORIUM MSDM, PENGANTAR MANAJEMEN

MANAGERIAL LEVELS

Top
Managers
Middle Managers
First-Line Managers
Nonmanagerial Employees

12
TYPES OF MANAGERS

1. LINE MANAGERS ; directly contribute to the productions of the


organization’s basic goods or services, for ex: department head, Coordinator,
Supervisor, Team leaders, etc
2. STAFF MANAGER ; use special technical expertise to advise and support
line workers
3. FUNCTIONAL MANAGER ; are responsible for one area of activity, such
as Financial Manager, Marketing Manager, HR Manager, etc
4. GENERAL MANAGER ; are responsible for complex organizational units
that include many areas of functional activity
MANAGER’S ROLES
1. INTERPERSONAL ROLES ; how a manager interacts with other people.
Includes : figure-head, leader and liaison
2. INFORMATIONAL ROLES ; how a manager exchanges and processes
information. Includes : monitor, disseminator and spokes-person
3. DECISIONAL ROLES ; how a manager uses information in decision
making. Includes : entrepreneur, disturbance handler, resource allocator
and negotiator

14
MANAGERIAL SKILLS
• Technical skills
• Is the capability to use expertise to perform a task or
operate work tools/ machines with proficiency
• Human skills
• The capability to work well with other people
• Conceptual skills

• The capability to think analytically to diagnose and solve


complex problems
FIGURE OF MANAGERIAL SKILLS
Top
managers
CONCEP
TUAL
Middle SKILLS HUMAN
Managers SKILLS
TECHNIC
Lower AL
Manager SKILLS

IMPORTANCE

16
HOW THE MANAGER’S 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.
Changes
Impacting
the Manager’s
Job
WHY STUDY MANAGEMENT?

1. THE UNIVERSALITY OF MANAGEMENT

2. THE REALITY OF WORK

3. REWARDS AND CHANLLENGES OF BEING A MANAGER,

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