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ninth edition STEPHEN P. ROBBINS PowerPoint Presentation by Charlie Cook The University of West Alabama MARY COULTER © 2007 Prentice Hall, Inc. All rights reserved. Introduction to Management and Organizations Chapter 1
© 2007 Prentice Hall, Inc. All rights reserved.1–2 L E A R N I N G O U T L I N E (Garis Besar Pembelajaran) Who Are Managers? Explain how managers differ from non-managerial employees.Explain how managers differ from non-managerial employees. Describe how to classify managers in organizations.Describe how to classify managers in organizations. What Is Management? Define management.Define management. Explain why efficiency and effectiveness are important to management.Explain why efficiency and effectiveness are important to management.
© 2007 Prentice Hall, Inc. All rights reserved.1–3 What Do Managers Do? Describe the four functions of management.Describe the four functions of management. Explain Mintzberg ’ s managerial roles.Explain Mintzberg ’ s managerial roles. Describe Katz ’ s three essential managerial skills and how the importance of these skills changes depending on managerial level.Describe Katz ’ s three essential managerial skills and how the importance of these skills changes depending on managerial level. Discuss the changes that are impacting managers ’ jobs.Discuss the changes that are impacting managers ’ jobs. Explain why customer service and innovation are important to the manager ’ s job.Explain why customer service and innovation are important to the manager ’ s job. L E A R N I N G O U T L I N E (Garis Besar Pembelajaran)
© 2007 Prentice Hall, Inc. All rights reserved.1–4 What Is An Organization? Describe the characteristics of an organization.Describe the characteristics of an organization. Explain how the concept of an organization is changing.Explain how the concept of an organization is changing. Why Study Management? Explain the universality of management concept.Explain the universality of management concept. Discuss why an understanding of management is important.Discuss why an understanding of management is important. Describe the rewards and challenges of being a manager.Describe the rewards and challenges of being a manager. L E A R N I N G O U T L I N E (Garis Besar Pembelajaran)
© 2007 Prentice Hall, Inc. All rights reserved.1–5 Who Are Managers? ManagerManager Someone who coordinates and oversees (mengatur) the work of other people so that organizational goals can be accomplished (dicapai).
© 2007 Prentice Hall, Inc. All rights reserved.1–6 Classifying Managers First-line ManagersFirst-line Managers Individuals who manage the work of non-managerial employees. Middle ManagersMiddle Managers Individuals who manage the work of first-line managers. Top ManagersTop Managers Individuals who are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization.
© 2007 Prentice Hall, Inc. All rights reserved.1–7 Exhibit 1 – 1Managerial Levels
© 2007 Prentice Hall, Inc. All rights reserved.1–8 What Is Management? Managerial ConcernsManagerial Concerns (Mencermati Hal-Hal Yang Berkaitan dengan ketata usahaan) Efficiency “ Doing things right ” –Getting the most output for the least inputs Effectiveness “ Doing the right things ” –Attaining (mencapai) organizational goals
© 2007 Prentice Hall, Inc. All rights reserved.1–9 Exhibit 1 – 2Effectiveness and Efficiency in Management Waste (pemborosan) mengupayakan Cara/alat Hasil terakhir pencapaian
© 2007 Prentice Hall, Inc. All rights reserved.1–10 What Do Managers Do? Functional ApproachFunctional Approach Planning Defining goals, establishing strategies to achieve goals, developing plans to integrate and coordinate activities. Organizing Arranging and structuring work to accomplish (memenuhi) organizational goals. Leading Working with and through people to accomplish goals. Controlling Monitoring, comparing, and correcting work.
© 2007 Prentice Hall, Inc. All rights reserved.1–11 Exhibit 1 – 3Management Functions memastikan Mendorong kearah menyelesaikan
© 2007 Prentice Hall, Inc. All rights reserved.1–12 What Do Managers Do? (cont ’ d) Management Roles Approach (Mintzberg)Management Roles Approach (Mintzberg) Interpersonal roles Figurehead (simbol), leader, liaison (penghubung) Informational roles Monitor, disseminator (Penyebar), spokesperson Decisional roles Disturbance handler (menangani gangguan), resource allocator, negotiator
© 2007 Prentice Hall, Inc. All rights reserved.1–13 What Managers Actually Do (Mintzberg) InteractionInteraction with others with the organization with the external context of the organization ReflectionReflection thoughtful (bijaksana) thinking ActionAction practical doing
© 2007 Prentice Hall, Inc. All rights reserved.1–14 What Do Managers Do? (cont ’ d) Skills ApproachSkills Approach Technical skills Knowledge and proficiency (keahlian) in a specific field Human skills The ability (kemampuan) to work well with other people Conceptual skills The ability to think and conceptualize about abstract and complex situations concerning the organization
© 2007 Prentice Hall, Inc. All rights reserved.1–15 Exhibit 1 – 5Skills Needed at Different Management Levels
© 2007 Prentice Hall, Inc. All rights reserved.1–16 Exhibit 1 – 6Conceptual Skills Using information to solve business problemsUsing information to solve business problems Identifying of opportunities for innovationIdentifying of opportunities for innovation Recognizing (mengenali) problem areas and implementing solutionsRecognizing (mengenali) problem areas and implementing solutions Selecting (menyeleksi) critical information from masses of dataSelecting (menyeleksi) critical information from masses of data Understanding of business uses of technologyUnderstanding of business uses of technology Understanding of organization ’ s business modelUnderstanding of organization ’ s business model Source: Based on American Management Association Survey of Managerial Skills and Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.
© 2007 Prentice Hall, Inc. All rights reserved.1–17 Exhibit 1 – 6Interpersonal Skills (cont ’ d) Source: Based on American Management Association Survey of Managerial Skills and Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002. Coaching and mentoring skillsCoaching and mentoring skills Diversity skills: working with diverse people and culturesDiversity skills: working with diverse people and cultures Networking within the organizationNetworking within the organization Networking outside the organizationNetworking outside the organization Working in teams; cooperation and commitmentWorking in teams; cooperation and commitment
© 2007 Prentice Hall, Inc. All rights reserved.1–18 Exhibit 1 – 7Management Skills and Management Function Matrix
© 2007 Prentice Hall, Inc. All rights reserved.1–19 How The Manager ’ s Job Is Changing The Increasing Importance (meningkatkan arti penting) of CustomersThe Increasing Importance (meningkatkan arti penting) of Customers Customers: 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. InnovationInnovation Doing things differently, exploring new territory, and taking risks Managers should encourage employees to be aware of and act on opportunities for innovation.
© 2007 Prentice Hall, Inc. All rights reserved.1–20 Exhibit 1 – 8 Changes Impacting the Manager ’ s Job Perubahan tehnologi Ancaman keamanan/keselamatan Etika pergeseran
© 2007 Prentice Hall, Inc. All rights reserved.1–21 What Is An Organization? An Organization DefinedAn Organization Defined A deliberate arrangement of people to accomplish some specific purpose (that individuals independently could not accomplish alone). Common Characteristics of OrganizationsCommon Characteristics of Organizations Have a distinct purpose (goal) Composed of people Have a deliberate structure memenuhi Pengaturan/penetapan Secara matang menyelesaikan
© 2007 Prentice Hall, Inc. All rights reserved.1–22 Exhibit 1 – 9Characteristics of Organizations jelas pertimbangan yang mendalam
© 2007 Prentice Hall, Inc. All rights reserved.1–23 Exhibit 1 – 10The Changing Organization
© 2007 Prentice Hall, Inc. All rights reserved.1–24 Why Study Management? The Value of Studying ManagementThe Value of Studying Management The universality of management Good management is needed in all organizations. The reality of work Employees either manage or are managed. Rewards and challenges of being a manager Management offers challenging, exciting (menggairahkan) and creative opportunities for meaningful (pemahaman) and fulfilling (pemenuhan) work. Successful managers receive significant monetary rewards for their efforts. memberikan
© 2007 Prentice Hall, Inc. All rights reserved.1–25 Exhibit 1 – 11Universal Need for Management
© 2007 Prentice Hall, Inc. All rights reserved.1–26 Exhibit 1 – 12Rewards and Challenges of Being A Manager memelihara sesuai perpaduan
© 2007 Prentice Hall, Inc. All rights reserved.1–27 Terms to Know managermanager first-line managersfirst-line managers middle managersmiddle managers top managerstop managers managementmanagement efficiencyefficiency effectivenesseffectiveness planningplanning organizingorganizing leadingleading controllingcontrolling management rolesmanagement roles interpersonal rolesinterpersonal roles informational rolesinformational roles decisional rolesdecisional roles technical skillstechnical skills human skillshuman skills conceptual skillsconceptual skills organizationorganization universality of managementuniversality of management
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