Transcript SAP 2 : PENGERTIAN MANAJER-LEADER, PERAN

SAP 2 :
PENGERTIAN MANAJERLEADER, 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
CEO
TOP MANAGERS
MIDDLE MANAGERS
FIRST-LINE (LOWER) MANAGERS
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 FIRSTLINE 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
TS
HS
EFFECTIVE
MANAGERS
NEED ALL
THREE
KINDS OF
SKILLS
TOP
MIDLE
LOWER
CONCEPTUAL
SKILL
CONCEPTUAL
SKILL
CONCEPTUAL
SKILL
HUMAN SKILL
HUMAN SKILL
HUMAN SKILL
TECHNICAL
SKILL
TECHNICAL
SKILL
TECHNICAL
SKILL
THE SET OF SPECIFIC
TASKS THAT A MANAGER IS
EXPECTED TO PERFORM
BECAUSE OF THE
POSITION HE OR SHE
HOLDS IN AN
ORGANIZATION
1. ENTREPRENEUR
A
DECISIONAL
ROLE
2. DISTURBANCE
HANDLER
3.RESOURCE
ALLOCATOR
4.NEGOTIATOR
1. FIGUREHEAD
B
INTERPERSONAL
ROLE
2. LEADER
3. LIAISON
1. MONITOR
C
INFORMATIONAL
ROLE
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 FIRSTLEVEL 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