BUSINESS 5 44 CHANGING NATURE OF MANAGERIAL WORK The organization as an upside

Business 5 44 changing nature of managerial work the

This preview shows page 44 - 53 out of 70 pages.

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
Image of page 44
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
Image of page 45
BUSINESS 5 - 46 THE MANAGEMENT PROCES FUNCTIONS OF MANAGEMENT Planning, Organizing, Leading, Controlling MANAGERIAL ACTIVITIES AND ROLES Interpersonal roles Informational roles Decisional roles
Image of page 46
BUSINESS 5 - 47 Perencanaan Pengorganisasian Mobilisasi orang Arahan Pengawasan/Pengendalian Tindak Lanjut FUNGSI-FUNGSI MANAJEMEN PLAN DO CHECK ACTION
Image of page 47
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
Image of page 48
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%
Image of page 49
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
Image of page 50
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
Image of page 51
BUSINESS 5 - 52 MANAGERIAL LEARNING Need your commitment to learning not
Image of page 52
Image of page 53

You've reached the end of your free preview.

Want to read all 70 pages?

  • Winter '20
  • MS.
  • Management, dan Tujuan Organisasi

  • Left Quote Icon

    Student Picture

  • Left Quote Icon

    Student Picture

  • Left Quote Icon

    Student Picture

Stuck? We have tutors online 24/7 who can help you get unstuck.
A+ icon
Ask Expert Tutors You can ask You can ask You can ask (will expire )
Answers in as fast as 15 minutes