SAP 2 :PENGERTIAN MANAJER-LEADER, PERAN-PERAN,

DAN KEMAMPUAN MANAJER

OLEH :

TIM DOSEN

AZAS-AZAS MANAJEMEN

MANAGER VS LEADER

MANAGER- DAY-TO-DAY

MANAGEMENT- GOOD PLANNER- GOOD BUDGETER- GOOD STAFFING- GOOD MONITORING

LEADER- VISIONARY- MOTIVATOR- INSPIRING

GREAT MANAGER IS ALSO A GREAT LEADER

LEVELS OF MANAGEMENT

FIRST-LINE (LOWER) MANAGERS

MIDDLE MANAGERS

TOP MANAGERS

CEO

SUMBER : JONES & GEORGE, 2007: 13

FIRST LINE (LOWER) MANAJER

AT THE BASE OF THE MANAGERIAL HIERARCHY ARE :

A MANAGER WHO IS RESPONSIBLE FOR THE DAILY SUPERVISION OF NONMANAGERIAL EMPLOYEES

MIDDLE MANAGER

SUPERVISING THE FIRST-LINE MANAGER ARE MIDDLE MANAGER. SHE OR HE IS RESPONSIBLE FOR FINDING THE BEST WAY TO USE RESOURCES TO ACHIEVE ORGANIZATIONAL GOALS

TOP MANAGER

A MANAGER WHO ESTABLISHES ORGANIZATIONAL GOALS, DECIDES HOW DEPARTEMENTS SHOULD INTERACT, AND MONITORS THE PERFORMANCE OF MIDDLE MANAGERS

MANAGERIAL SKILLS

BOTH EDUCATION AND EXPERIENCE ENABLE MANAGERS TO RECOGNIZE AND DEVELOP THE PERSONAL SKILLS THEY NEED TO PUT ORGANIZATIONAL RESOURCES TO THEIR BEST USE.

RESEARCH HAS SHOWN THAT EDUCATION AND EXPERIENCE HELP MANAGERS ACQUIRE THREE PRINCIPAL TYPES OF SKILLS: CONCEPTUAL, HUMAN, AND TECHNICAL

CONCEPTUAL SKILLS ARE DEMONSTRATED IN THE ABILITY TO

ANALYZE AND DIAGNOSE A SITUATION AND TO DISTINGUISH BEETWEN CAUSE

AND EFFECT

TOP MANAGERS MUST POSSESS A HIGH LEVEL OF CONCEPTUAL SKILLS BECAUSE THEIR PRIMARY RESPONSIBILITIES ARE

PLANNING AND ORGANIZING

HUMAN SKILL INCLUDE THE ABILITY TO UNDERSTAND, ALTER, LEAD, AND

CONTROL THE BEHAVOUR OF OTHER INDIVIDUALS AND GROUPS

THE ABILITY TO COMMUNICATE, TO COORDINATE, AND TO MOTIVATE PEOPLE

AND TO MOLD INDIVIDUALS INTO A COHESIVE TEAM, DISTINGUISHES

EFFECTIVE AND INEFFECTIVE MANAGERS

TECHNICAL SKILL ARE THE JOB-SPECIFIC KNOWLEDGE AND

TECHNIQUES REQUIERED TO PERFORM AN

ORGANIZATIONAL ROLE

CS

HS

TS

EFFECTIVE MANAGERS NEED ALL

THREE KINDS OF

SKILLS

CONCEPTUAL SKILL

HUMAN SKILL

TECHNICAL SKILL

CONCEPTUAL SKILL

HUMAN SKILL

TECHNICAL SKILL

CONCEPTUAL SKILL

HUMAN SKILL

TECHNICAL SKILL

TOP MIDLE LOWER

THE SET OF SPECIFIC TASKS THAT A MANAGER

IS EXPECTED TO PERFORM BECAUSE OF THE

POSITION HE OR SHE HOLDS IN AN

ORGANIZATION

A

DECISIONAL ROLE

1. ENTREPRENEUR

2. DISTURBANCE HANDLER

3.RESOURCE ALLOCATOR

4.NEGOTIATOR

B

INTERPERSONAL ROLE

1. FIGUREHEAD

2. LEADER

3. LIAISON

C

INFORMATIONAL ROLE

1. MONITOR

2. DISSEMINATOR

3. SPOKESPERSON

COMMIT ORGANIZATIONAL RESOURCES TO

DEVELOP INNOVATIVE GOODS

AND SERVICES

MOVE QUIKLY TO TAKE CORRECTIVE ACTION

TO DEAL WITH UNEXPECTED

PROBLEMS FACING THE ORGANIZATION FROM

THE INTERNAL AND EXTERNAL

ENVIRONMENT

ALLOCATE ORGANIZATIONAL

RESOURCES AMONG DIFFERENT FUNCTIONS

AND DEPARTEMENTS OF THE ORGANIZATION ; SET BUDGETS AND SALARIES

OF MIDDLE AND FIRST-LEVEL MANAGERS

WORK WITH SUPLIERS, DISTRIBUTORS, AND LABOR UNIONS TO REACH AGREEMENTS ABOUT THE QUALITY AND PRICE OF INPUT, TECHNICAL, AND HUMAN RESOURCES

OUTLINE FUTURE ORGANIZATIONAL GOALS TO EMPLOYEES AT COMPANY MEETING ; OPEN A NEW CORPORATE HEADQUARTERS BUILDING ; STATE THE ORGANIZATIONAL’S ETHICAL GUIDELINES AND THE PRINCIPLES OF BEHAVIOR EMPLOYEES ARE TO FOLLOW IN THEIR DEALINGS WITH CUSTOMERS AND SUPPLIERS

PROVIDE AN EXAMPLE FOR EMPLOYEES TO FOLLOW ; GIVE DIRECT COMMANDS AND ORDERS TO SUBORDINATES ; MAKE DECISIONS CONCERNING THE USE OF HUMAN AND TECHNICAL RESOURCES ; MOBILIZE EMPLOYEES SUPPORT FOR SPECIFIC ORGANIZATIONAL GOALS

COORDINATE THE WORK OF MANAGERS IN DIFFERENT DEPARTEMENTS ; ESTABLISH ALLIANCES BETWEEN DIFFERENT ORGANIZATIONS TO SHARE RESOURCES TO PRODUCE NEM GOODS AND SERVICES

EVALUATE THE PERFORMANCE OF MANAGERS IN DIFFERENT FUNCTIONS AND TAKE CORRECTIVE ACTION TO IMPROVE THEIR PERFORMANCE ; WATCH FOR CHANGES OCCURING IN THE EXTERNAL AND INTERNAL ENVIRONMENTS THAT MAY AFFECT THE ORANIZATION IN THE FUTURE

INFORM EMPLOYEES ABOUT CHANGES TAKING PLACES IN THE EXTERNAL AND INTERNAL ENVIRONMENTS THAT WILL AFFECT THEM AND THE ORGANIZATION ; COMMUNICATE TO EMPLOYEES THE ORGANIZATION’S VISION AND PURPOSE

LAUNCH A NATIONAL ADVERTISING CAMPAIGN TO PROMOTE NEW GOODS AND SERVICES ; GIVE A SPEECH TO INFORM THE LOCAL COMMUNITY ABOUT THE ORGANIZATION’S FUTURE INTENTIONS