SKILLS, TIME APPLICATION AND WORK VALUES OF MANAGERS
AishaAllan Yuda Patria Lai Wie
Andriati SuryadewiBunga Ratnasari H.
Hanhan Hudaya
business manager
group manager
enterprise manager
functional manager
managing managers
enterprise manager
functional manager
group manager
managing managers
business manager
SKILLSTIME APPLICATIONWORKING VALUES
MANAGING MANAGERS - FUNCTIONAL MANAGERSSKILLS
MANAGING MANAGERS FUNCTIONAL MANAGERS
Selecting and training first-line managers Taking other functional concerns and needs into consideration.
Holding first-line managers accountable for managerial work
Understand the organization's long-term goals
Assigning managerial and leadership work to them, measuring their progress as managers, and coaching them
Think strategically and manage with the whole function
Managing the boundaries that separate units which report directly and with other parts of the business
Leadership maturity
MANAGING MANAGERS - FUNCTIONAL MANAGERSTIME APPLICATION
MANAGING MANAGERS FUNCTIONAL MANAGERS
Time for Subordinate Participating in business team meetings
Set Priorities Working with other functional managers
MANAGING MANAGERS - FUNCTIONAL MANAGERSWORK VALUE
MANAGING MANAGERS FUNCTIONAL MANAGERS
Spend less time on individual work and more time on managing
Focused exclusively on technical strengths to make everything work
Think beyond their function and concern themselves with strategic issues
Manager’s visibility exist primarily within their function
Adapting value integrity Teamwork with other functions
FUNCTIONAL MANAGERS - BUSINESS MANAGERSSKILLS
FUNCTIONAL MANAGERS BUSINESS MANAGERS
Taking other functional concerns and needs into consideration.
Building business character, strategy, and integrating all functional work
Understand the organization's long-term goals
Focus on the balance between short-term operating results and longer-term business positioning and achieve both.
Think strategically and manage with the whole function
Able to see a clear link between their efforts and marketplace results
Leadership maturity
FUNCTIONAL MANAGERS - BUSINESS MANAGERSTIME APPLICATION
FUNCTIONAL MANAGERS BUSINESS MANAGERS
Participating in business team meetings Appropriate balance between spending time working upwards in the organization, externally, visiting customers, and so on.
Working with other functional managers Reserve time for reflection and analysis.
FUNCTIONAL MANAGERS - BUSINESS MANAGERSWORK VALUES
FUNCTIONAL MANAGERS BUSINESS MANAGERS
Focused exclusively on technical strengths to make everything work
Valuing, directing and energizing all functional departments appropriately.
Manager’s visibility exist primarily within their function
Trust, accept advice, and receive feedback from all functional managers and take action from it.
Teamwork with other functions Being highly visible through all departments.
BUSINESS MANAGERS – GROUP MANAGERSSKILLS
BUSINESS MANAGERS GROUP MANAGER
Building business character, strategy, and integrating all functional work
Strategy Evaluation (Asking, Analyze, Applying)
Focus on the balance between short-term operating results and longer-term business positioning and achieve both.
Portfolio Strategy
Able to see a clear link between their efforts and marketplace results
Astute (Thinking, Objective Look, Judgment)
Coaching Business Managers (Developing Group Executives)
BUSINESS MANAGERS – GROUP MANAGERSTIME APPLICATION
BUSINESS MANAGERS GROUP MANAGER
Appropriate balance between spending time working upwards in the organization, externally, visiting customers, and so on.
Managing and developing business managers
Reserve time for reflection and analysis. Longer time spans to prepare for bigger decisions, greater risks, and uncertainties
BUSINESS MANAGERS – GROUP MANAGERSWORK VALUES
BUSINESS MANAGERS GROUP MANAGER
Valuing, directing and energizing all functional departments appropriately.
Maintaining the relationship between the business and corporation
Trust, accept advice, and receive feedback from all functional managers and take action from it.
Factor the complexities of running multiple businesses, thinking in terms of community, industry, government, and ceremonial.
Being highly visible through all departments.
Not as visible as business managers, some smaller companies don’t have a group manager.
GROUP MANAGERS – ENTERPRISE MANAGERSSKILLS
GROUP MANAGER ENTERPRISE MANAGERS
Strategy Evaluation (Asking, Analyze, Applying)
Visionary and long term thinking
Portfolio Strategy Managing an Enterprise totally. Responsible to multiple constituencies: boards, wall street, investors, partners, workforce, shareholders, reports, local communities
Astute (Thinking, Objective Look, Judgment)
Priority
Coaching Business Managers (Developing Group Executives)
Team assembling and leading
GROUP MANAGERS – ENTERPRISE MANAGERSTIME APPLICATION
GROUP MANAGER ENTERPRISE MANAGER
Managing and developing business managers
Value short-term and long-term results
Longer time spans to prepare for bigger decisions, greater risks, and uncertainties
Develop the skill to balance the enterpriseInvest the time required to achieve this balance
People who have gone through earlier passages successfully
GROUP MANAGERS – ENTERPRISE MANAGERSWORK VALUES
GROUP MANAGER ENTERPRISE MANAGER
Maintaining the relationship between the business and corporation
Setting enterprise direction
Factor the complexities of running multiple businesses, thinking in terms of community, industry, government, and ceremonial.
Managing the enterprise in a broader, global context
Not as visible as business managers, some smaller companies don’t have a group manager.
The “cover” of the company
Delivering consistent, predictable top and bottom line results
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