Matrikulasi Manajemen Robbins 01

18
8 th edition Steven P. Robbins Mary Coulter PowerPoint Presentation by Charlie PowerPoint Presentation by Charlie Cook Cook Copyright © 2005 Prentice Hall, Inc. Copyright © 2005 Prentice Hall, Inc. All rights reserved. All rights reserved.

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Transcript of Matrikulasi Manajemen Robbins 01

Page 1: Matrikulasi Manajemen Robbins 01

8th edition8th edition

Steven P. RobbinsMary Coulter

Steven P. RobbinsMary Coulter

PowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie CookCopyright © 2005 Prentice Hall, Inc.Copyright © 2005 Prentice Hall, Inc.

All rights reserved. All rights reserved.

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Mukhamad Najib

Email : [email protected] : [email protected]: @najib23Twitter: @najib23

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Who Are Managers?

• ManagerSomeone who works with and through other people

by coordinating and integrating their work activities in order to accomplish organizational goals.

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Classifying Managers

• First-line Managers Are at the lowest level of

management and manage the work of non-managerial employees.

• Middle Managers Manage the work of first-line

managers.

• Top Managers Are responsible for making

organization-wide decisions and establishing plans and goals that affect the entire organization.

• Manajer Lini pertama Berada pada tingkat terendah

dari manajemen dan mengelola pekerjaan karyawan non-manajeriall

• Manajer Tengah Mengelola pekerjaan Manajer

lini pertama

• Top Manager Bertanggung jawab untuk

membuat keputusan organisasi dan menetapkan rencana dan tujuan yang mempengaruhi organisasi secara keseluruhan.

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Exhibit 1.1Exhibit 1.1

Managerial Levels

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Exhibit 1.2Exhibit 1.2

Effectiveness and Efficiency in Management

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What Do Managers Do?

• Functional ApproachPlanning

Defining goals, establishing strategies to achieve goals, developing plans to integrate and coordinate activities.

Organizing Arranging work to accomplish organizational goals.

Leading Working with and through people to accomplish goals.

Controlling Monitoring, comparing, and correcting the work.

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Exhibit 1.3Exhibit 1.3

Management Functions

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What Do Managers Do? (cont’d)

• Management Roles Approach Interpersonal roles

Figurehead, leader, liaison Informational roles

Monitor, disseminator, spokesperson

Decisional roles Disturbance handler,

resource allocator, negotiator

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What Do Managers Do? (cont’d)

• Skills ApproachTechnical skills

Knowledge and proficiency in a specific fieldHuman skills

The ability to work well with other peopleConceptual skills

The ability to think and conceptualize about abstract and complex situations concerning the organization

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Exhibit 1.5Exhibit 1.5

Skills Needed at Different Management Levels

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Exhibit 1.7Exhibit 1.7

Management Skills and Management Function Matrix

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How The Manager’s Job Is Changing

• The Increasing Importance of CustomersCustomers: the reason that organizations exist

Managing customer relationships is the responsibility of all managers and employees.

Consistent high quality customer service is essential for survival.

• InnovationDoing things differently, exploring new territory, and

taking risks Managers should encourage employees to be aware of

and act on opportunities for innovation.

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Exhibit 1.8Exhibit 1.8

Changes Impacting the Manager’s Job

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What Is An Organization?

• An Organization DefinedA deliberate arrangement of people to accomplish

some specific purpose

• Common Characteristics of OrganizationsHave a distinct purpose (goal)Composed of peopleHave a deliberate structure

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Exhibit 1.9Exhibit 1.9

Characteristics of Organizations

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Exhibit 1.10Exhibit 1.10

The Changing Organization

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Exhibit 1.11Exhibit 1.11

Universal Need for Management