BUSINESS 5 - 44 CHANGING NATURE OF MANAGERIAL WORK The organization as an “upside down pyramid” Customers and clients Ultimate beneficiaries of the organization’s efforts Top Managers Team leaders and managers Operating workers Do work directly affecting customer satisfaction Keep organization’s mission and strategies clear Support Help the operating workers do their jobs and solve problems Support Serve
BUSINESS 5 - 45 We are in a time when the best managers are known more for “helping” and supporting” than for “directing” and “order giving” Worker involvement and empowerment are critical building blocks of organizational success Full human resource utilization increasingly means changing the way work gets done in organizations by pushing decision making authority to the point where the best information and expertise exist – with the operating workers
BUSINESS 5 - 46 THE MANAGEMENT PROCES FUNCTIONS OF MANAGEMENT Planning, Organizing, Leading, Controlling MANAGERIAL ACTIVITIES AND ROLES Interpersonal roles Informational roles Decisional roles
BUSINESS 5 - 47 Perencanaan Pengorganisasian Mobilisasi orang Arahan Pengawasan/Pengendalian Tindak Lanjut FUNGSI-FUNGSI MANAJEMEN PLAN DO CHECK ACTION
BUSINESS 5 - 48 Mintzberg's ten managerial roles Interpersonal roles Informational roles Decisional roles How a manager interacts with other people Figurehead Leader Liaison How a manager exchanges and processes information Monitor Disseminator Spokesperson How a manager uses information in decision making Entrepreneur Disturbance handler Resource allocator Negotiator
BUSINESS 5 - 49 Hampir semua manajer mempergunakan usaha, waktu dan energi untuk melakukan interaksi dengan orang lain, baik dari dalam maupun dari luar organisasi Alokasi waktu seorang manajer (Henry Mintzberg) : No. Kegiatan Persentase 1. Rapat (pertemuan yg dijadwalkan) 59% 2. Pertemuan yg tdk dijadwalkan 10% 3. Telepon 6% 4. Inspeksi ( walk around tour ) 3% 5. Kegiatan di belakang meja 22%
BUSINESS 5 - 50 MANAGERIAL AGENDAS AND NETWORKS John Kotter critical to a general manager’s success in mastering two critical challenges: Agenda setting good managers develop action priorities for their jobs that include goals and plans that span long and short time frames Networking good managers implement their agenda by working with a variety of people inside and outside the organization Networking the process of building and maintaining positive relationships with people whose help may be needed to implement one’s work agendas
BUSINESS 5 - 51 MANAGERIAL LEARNING Charles handy calls today’s turbulent times “the age of unreason” it is an era of high performance expectation for organizations and their members Everywhere new workers are expected to use new ways to achieve high productivity under new and dynamic conditions they are expected to become involved, fully participate, demonstrate creativity, and find self fulfillment in their work
BUSINESS 5 - 52 MANAGERIAL LEARNING Need your commitment to learning not
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