1. EXCEPTIONAL MANAGER :
WHAT YOU DO, HOW YOU DO IT
Week 1
Prepared by Management Department | www.unimedia.ac.id | man@unimedia.ac.id

2. MANAGEMENT :
M
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3. Management
Planning, Organizing, Leading, Controlling
POLCO
Integrating the work of people
INTEGRATING
The pursuit of organizational goals efficiently and
EFFICIENCY & effectively
EFFECTIVENESS
An art of getting things done through people
ART
AN
Not exactly a gift, fortunately it is one that is teachable
NOT A GIFT
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4. Management is …
The process of coordinating and overseeing
work activities of others
so that they are completed efficiently and effectively
with and through other people
(Robbins, Management)
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5. Doing Doing
things right the right things
Source: Robbins, Management.
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6. Balancing effectiveness and efficiency
Source: Kreitner, Management.
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7. MULTIPLIER EFFECT ...!!!
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8. Example :
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9. STAR MANAGER
A
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10. 2. REWARD OF PRACTICING MANAGEMENT
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11. The rewards of studying management :
how to deal with organizations from outside
1. You will understand
how to relate to your supervisors
2. You will understand
how to interact with co-workers
3. You will understand
how to manage yourself in the
4. You will understand
workplace
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12. The rewards of practicing management :
experience as sense of accomplishment
1. You and your employees can
stretch your abilities and magnify your range
2. You can
build a catalog of successfeul product or services
3. You can
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13. Universal need for management
Source: Robbins, Management.
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14. STAR MANAGER
A
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15. Being responsive
to customers
Innovation
MANAGING FOR COMPETITIVE ADVANTAGE –
STAYING AHEAD OF RIVALS
Quality
Efficiency
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16. MANAGING FOR DIVERSITY –
THE FUTURE WON’T RESEMBLE THE PAST
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17. MANAGING FOR GLOBALIZATION –
THE EXPANDING MANAGEMENT UNIVERSE
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18. MANAGING FOR INFORMATION TECHNOLOGY
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19. MANAGING FOR ETHICAL STANDARDS
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20. MANAGING FOR YOUR OWN HAPPINESS
AND LIFE GOALS
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21. The management process (functions)
P O L Co
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22. .... past management functions
Source : Kreitner, Management.
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23. The levels and areas of management
Functional
General managers
managers
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24. Organization
AN ORGANIZATION defined
work together to achieve some specific purpose
A group of people who
deliberate arrangement of people to accomplish some
or a
specific purpose
3 TYPES OF ORGANIZATION :
1. For-profit organization: making money
2. Nonprofit organization: offering services (public sector-offer services to some clients,
commonweal organization-offer services to all clients). PS, ex: university, hospital, etc. CO, ex: postal
service, local fire, police department, etc.
3. Mutual profit organization: adding members. Ex: political parties, labor union,
trade associations, and clubs.
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25. The changing organization
Source: Robbins, Management.
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26. Who is manager ?
Source: image by www.fotosearch.com
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27. Manager is …
Someone who works with and through other people by
coordinating and integrating their work activities in order
to accomplish organizational goals.
(Robbins, Management)
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28. MINTZBERG’S MANAGERIAL ROLES
Category Role Activity Examples
Seek and acquire work-related information Scan/read trade press, periodicals, reports; attend
Informational Monitor
seminars and training; maintain personal contacts
Communicate/ disseminate information to Send memos and reports; inform staffers and
Disseminator
others within the organization subordinates of decisions
Communicate/transmit information to Pass on memos, reports and informational materials;
Spokesperson
outsiders participate in conferences/meetings and report progress
Perform social and legal duties, act as Greet visitors, sign legal documents, attend ribbon cutting
Interpersonal Figurehead
symbolic leader ceremonies, host receptions, etc.
Direct and motivate subordinates, select Includes almost all interactions with subordinates
Leader
and train employees
Establish and maintain contacts within and Business correspondence, participation in meetings with
Liaison
outside the organization representatives of other divisions or organizations.
Identify new ideas and initiate improvement Implement innovations; Plan for the future
Decisional Entrepreneur
projects
Deals with disputes or problems and takes Settle conflicts between subordinates; Choose strategic
Disturbance Handler
corrective action alternatives; Overcome crisis situations
Decide where to apply resources Draft and approve of plans, schedules, budgets; Set
Resource Allocator
priorities
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29. ENTREPRENEURIAL SPIRIT
HOW DO ENTREPRENEURS & MANAGERS
DIFFER
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30. The differences between manager & entrepreneur
NO PSYCHOLOGICAL CHARACTERISTICS MANAGER ENTREPRENEUR
1. Need for achievement high high
Belief in personal control of destiny
2. high High
(internal locus control)
3. Energy level and action orientation medium high
4. Tolerance for ambiguity medium high
5. Self confidence and tolerance for risk medium high
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31. The skills that star manager needed
Source: Robbins, Management.
Research by Robert L. Katz found that managers need :
1. Conceptual skills
2. Human skills
3. Technical skills
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32. Download : www.natriumz.wordpress.com
thank you
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