Introduction

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Kuliah Manajemen, Sisdjiatmo, Feb. 2007 SP Robbins & Mary Coulter, PrenticeHall, 8 Ed, 2005
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CHAPTER 1 INTRODUCTION TO MANAGEMENT & ORGANIZATION. WHO ARE MANAGERS. Someone who works with and through other people by coordinating their work activities in order to accomplish organizational goals. First-line managers : Managers at the lowest level of the organization who manage the work of non-managerial employees who are directly involved with the production or creation of the organizations product. Middle managers : Managers between the first-line level and the top level of the organization who manage the work of the first-line managers. Top managers : Managers at or near the top level of the organization who are responsible for making organization-wide decisions and establishing the goal and the plans that affect the entire organization.
WHAT IS MANAGEMENT. Coordinating work activities so that they are completed efficiently and effectively with and through other people. Efficiency : Getting the most output from the least amount of inputs; referred to as : doing things right. Effectiveness : Completing activities so that organizational goals are attained; referred to as : doing the right things. WHAT MANAGERS DO. According to the function approach, managers perform certain activities or duties as they efficiently and effectively coordinate the work of others.
MANAGEMENT FUNCTIONS : PLANNING : Management function that involves defining goals, establishing strategies for achieving those goals, and developing plans to integrate and coordinate activities. ORGANIZING : Management function that involves determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made. LEADING : Management function that involves motivating subordinates, influencing individuals or teams as they work, selecting the most effective communication channels, or dealing in any way with employee behavior issues. CONTROLLING : Management function that involves monitoring actual performance, comparing actual to standard, and taking action, if necessary.
MANAGEMENT ROLES. Management Roles : Specific categories of managerial behavior. Interpersonal Roles : Managerial roles that involve people and other duties that are ceremonial and symbolic in nature. Informational Roles : Managerial roles that involve receiving, collecting and disseminating information. Decisional Roles : Managerial roles that revolve around making choices. See Exhibit 1-4 Mintzbergs Managerial Roles (page 11). MANAGEMENT SKILLS. Technical skills : Knowledge of and proficiency in specialized field. Human skills : The ability to work well with other people individually and in a group. Conceptual skills : The ability to think and to conceptualize about abstract and complex situations.
Conceptual Skills - Ability to use information to solve business problems - Identification of opportunities for innovation - Recognizing problem areas and implementing solutions - Selecting critical information from masses of data. - Understanding of business uses of technology. - Understanding of organizations business model. Communication Skills - Ability to transform ideas into words and actions - Credibility among colleagues, peers, and subordinates. - Listening and asking questions. - Presentation skills; written and/or graphic formats. Effectiveness Skills - Contributing to corporate mission/departmental objectives. - Customer focus. - Multitasking : working at multiple tasks in parallel. - Negotiating skills. - Project management. - Reviewing operations and implementing improvements. - Setting and maintaining performance standards internally and externally. - Setting priorities for attention and activity.
- Time management. Interpersonal Skills - 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. HOW THE MANAGERS JOB IS CHANGING. Exhibit 1-8 (page 14) a. Changing Technology (Digitization) Shifting org boundaries, Virtual workplaces, More mobile workforce, Flexible work arrangement, Empowered employees. b. Increased Threats to Security Risk management, Work life-personal life balance, Restructured workplace, Discrimination concerns, Globalization concerns, Employee assistance. c. Increased Emphasis on Organizational and Managerial Ethics Redefined values, Rebuilding trust, Increased accountability. d. Increased Competitiveness Customers service, Innovation, Globalization, Efficiency/Productivity.
WHAT IS AN ORGANIZATION. A deliberate arrangement of people to accomplish some specific purpose. Distinct Purpose People Traditional Organization
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Deliberate Structure
New Organization
Dynamic Flexible Skills-focused Work is defined in terms of tasks to be done Team-oriented Temporary jobs Involvement-oriented Employees participate in decision making Customer-oriented Diverse workforce Workdays have no time boundaries Lateral and networked relationships Work anywhere, anytime
Stable Inflexible Job-focused Work is defined by job positions Individual-oriented Permanent jobs Command-oriented Managers always make decisions Rule-oriented Relatively homogeneous workforce Workdays defined as 9 to 5 Hierarchical relationship Work at organizational facility during specific hours.
UNIVERSALITY OF MANAGEMENT The reality that management is needed in all types and sizes of organizations, at all levels and areas, and in all countries.

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