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Managing The Business Enterprise
Managing The Business Enterprise
Chapter 6Managing the Business Enterprise
Who are managers ?
Setting goals and formulating strategy
The management process
Basic management skill
Types of strategy
Contingency planning & crisis management
Planning
Technical skill
Human relations skill
Conceptual skills
Decision-making skills
Time management skill
Corporate strategy, business (comparative) strategy, functional strategy --> figure 6.1
Setting of strategy
Formulating strategy
Purpose of goal setting
Kinds of goals: long-term, intermediate, and short-term goals
Setting strategic goals: figure 6.2
Hierarchy of plans: strategic, technical, & operational plans
Organizing
Directing
Controlling
Types of managersLevel of management: top, middle, and first-line managers
Areas of management: HR, operations, marketing, information, financial, and other managers.
Management and the corporate culture
Communicating the culture andManaging change
Communicating the culture
Managing change
Who are Managers ?
• All corporations depend on effective All corporations depend on effective All corporations depend on effective All corporations depend on effective management.management.management.management.
• The principles of The principles of The principles of The principles of managementmanagementmanagementmanagementapply to all kinds of organizations.apply to all kinds of organizations.apply to all kinds of organizations.apply to all kinds of organizations.
• Managers are among an Managers are among an Managers are among an Managers are among an organizationorganizationorganizationorganization’’’’s most important s most important s most important s most important resources.resources.resources.resources.
One who handles, controls, or directs, especially:One who handles, controls, or directs, especially:One who handles, controls, or directs, especially:One who handles, controls, or directs, especially:1.1.1.1. One who directs a business or other enterprise.One who directs a business or other enterprise.One who directs a business or other enterprise.One who directs a business or other enterprise.2.2.2.2. One who controls resources and expenditures, as of a household.One who controls resources and expenditures, as of a household.One who controls resources and expenditures, as of a household.One who controls resources and expenditures, as of a household.3.3.3.3. One who is in charge of the business affairs of an entertainer. One who is in charge of the business affairs of an entertainer. One who is in charge of the business affairs of an entertainer. One who is in charge of the business affairs of an entertainer.
ManagerManagerManagerManager• Executive whose function is to plan, organize, and control, and Executive whose function is to plan, organize, and control, and Executive whose function is to plan, organize, and control, and Executive whose function is to plan, organize, and control, and to to to to
make decisions in order to achieve organizational objectives.make decisions in order to achieve organizational objectives.make decisions in order to achieve organizational objectives.make decisions in order to achieve organizational objectives.• A person having administrative or managerial authority in an A person having administrative or managerial authority in an A person having administrative or managerial authority in an A person having administrative or managerial authority in an
organization: organization: organization: organization: administrant, administrator, director, executive, officer, administrant, administrator, director, executive, officer, administrant, administrator, director, executive, officer, administrant, administrator, director, executive, officer, official. official. official. official. InformalInformalInformalInformal exec. exec. exec. exec. SeeSeeSeeSee over/under.over/under.over/under.over/under.
• Someone who directs and supervises workers: Someone who directs and supervises workers: Someone who directs and supervises workers: Someone who directs and supervises workers: boss, director, foreman, boss, director, foreman, boss, director, foreman, boss, director, foreman, foreperson, forewoman, head, overseer, superintendent, supervisoforeperson, forewoman, head, overseer, superintendent, supervisoforeperson, forewoman, head, overseer, superintendent, supervisoforeperson, forewoman, head, overseer, superintendent, supervisor, r, r, r, taskmaster, taskmistress. taskmaster, taskmistress. taskmaster, taskmistress. taskmaster, taskmistress.
What are Goals ?
Objectives that a business Objectives that a business Objectives that a business Objectives that a business hopes and plans to achievehopes and plans to achievehopes and plans to achievehopes and plans to achieve
What is Strategy ?
Broad set of organizational plans for implementing the Broad set of organizational plans for implementing the Broad set of organizational plans for implementing the Broad set of organizational plans for implementing the decisions made for achieving organizational goalsdecisions made for achieving organizational goalsdecisions made for achieving organizational goalsdecisions made for achieving organizational goals
Types of Strategy
• Corporate strategyCorporate strategyCorporate strategyCorporate strategy determines the firmdetermines the firmdetermines the firmdetermines the firm’’’’s overall attitude s overall attitude s overall attitude s overall attitude toward growth and the way it will manage its businesses or toward growth and the way it will manage its businesses or toward growth and the way it will manage its businesses or toward growth and the way it will manage its businesses or product linesproduct linesproduct linesproduct lines
• Business (or Competitive) strategyBusiness (or Competitive) strategyBusiness (or Competitive) strategyBusiness (or Competitive) strategy takes place at the takes place at the takes place at the takes place at the businessbusinessbusinessbusiness----unit or productunit or productunit or productunit or product----line level and focuses on a firmline level and focuses on a firmline level and focuses on a firmline level and focuses on a firm’’’’s s s s competitive positioncompetitive positioncompetitive positioncompetitive position
• Functional strategyFunctional strategyFunctional strategyFunctional strategy involves managers in specific areas involves managers in specific areas involves managers in specific areas involves managers in specific areas who decide how best to achieve corporate goals through who decide how best to achieve corporate goals through who decide how best to achieve corporate goals through who decide how best to achieve corporate goals through productivityproductivityproductivityproductivity
Purposes of Goal Setting
1.1.1.1. Direction and guidanceDirection and guidanceDirection and guidanceDirection and guidance
2.2.2.2. Resources allocationResources allocationResources allocationResources allocation
3.3.3.3. Define corporate cultureDefine corporate cultureDefine corporate cultureDefine corporate culture
4.4.4.4. Assess performanceAssess performanceAssess performanceAssess performance
What is a Mission Statement ?
• OrganizationOrganizationOrganizationOrganization’’’’s statements statements statements statement of how it will achieve its of how it will achieve its of how it will achieve its of how it will achieve its purposepurposepurposepurposein the environment in which it conducts its businessin the environment in which it conducts its businessin the environment in which it conducts its businessin the environment in which it conducts its business
• Why organization exists & How it will operateWhy organization exists & How it will operateWhy organization exists & How it will operateWhy organization exists & How it will operate
BNIBNIBNIBNI
VisiVisiVisiVisi ::::
• MenjadiMenjadiMenjadiMenjadi Bank Bank Bank Bank KebanggaanKebanggaanKebanggaanKebanggaan NasionalNasionalNasionalNasional yang yang yang yang UnggulUnggulUnggulUnggul dalamdalamdalamdalamLayananLayananLayananLayanan dandandandan KinerjaKinerjaKinerjaKinerja....
MisiMisiMisiMisi ::::
• MemaksimumkanMemaksimumkanMemaksimumkanMemaksimumkan nilainilainilainilai bagibagibagibagi pemegangpemegangpemegangpemegang sahamsahamsahamsaham dengandengandengandenganmenyediakanmenyediakanmenyediakanmenyediakan solusisolusisolusisolusi finansialfinansialfinansialfinansial yang focus yang focus yang focus yang focus padapadapadapada segmensegmensegmensegmenkorporatkorporatkorporatkorporat, , , , komersialkomersialkomersialkomersial dandandandan konsumerkonsumerkonsumerkonsumer. . . .
UniversitasUniversitasUniversitasUniversitas IndonesiaIndonesiaIndonesiaIndonesia
VisiVisiVisiVisi ::::""""MenjadiMenjadiMenjadiMenjadi UniversitasUniversitasUniversitasUniversitas RisetRisetRisetRiset yang yang yang yang mandirimandirimandirimandiri, modern, , modern, , modern, , modern, dandandandan berkualitasberkualitasberkualitasberkualitasinternasionalinternasionalinternasionalinternasional." ." ." ."
MisiMisiMisiMisi• SebagaiSebagaiSebagaiSebagai institusiinstitusiinstitusiinstitusi yang yang yang yang beradaberadaberadaberada didididi garisgarisgarisgaris depandepandepandepan dalamdalamdalamdalam perkembanganperkembanganperkembanganperkembangan ilmuilmuilmuilmu
pengetahuanpengetahuanpengetahuanpengetahuan, , , , teknologiteknologiteknologiteknologi dandandandan seniseniseniseni. . . . • MenghasilkanMenghasilkanMenghasilkanMenghasilkan lulusanlulusanlulusanlulusan yang yang yang yang berkualitasberkualitasberkualitasberkualitas tinggitinggitinggitinggi yang yang yang yang mampumampumampumampu bersaingbersaingbersaingbersaing padapadapadapada
pasarpasarpasarpasar global. global. global. global. • MendukungMendukungMendukungMendukung perkembanganperkembanganperkembanganperkembangan martabatmartabatmartabatmartabat bangsabangsabangsabangsa Indonesia Indonesia Indonesia Indonesia melaluimelaluimelaluimelalui penciptaanpenciptaanpenciptaanpenciptaan
karyakaryakaryakarya didididi bidangbidangbidangbidang ilmuilmuilmuilmu pengetahuanpengetahuanpengetahuanpengetahuan, , , , teknologiteknologiteknologiteknologi dandandandan seniseniseniseni yang yang yang yang bermanfaatbermanfaatbermanfaatbermanfaatbagibagibagibagi kemajuankemajuankemajuankemajuan bangsabangsabangsabangsa Indonesia. Indonesia. Indonesia. Indonesia.
• IkutIkutIkutIkut andilandilandilandil dalamdalamdalamdalam meningkatkanmeningkatkanmeningkatkanmeningkatkan peradabanperadabanperadabanperadaban duniaduniaduniadunia dengandengandengandengan menghasilkanmenghasilkanmenghasilkanmenghasilkanlulusanlulusanlulusanlulusan yang yang yang yang berwawasanberwawasanberwawasanberwawasan global, global, global, global, tolerantolerantolerantoleran dandandandan cintacintacintacinta damaidamaidamaidamai, , , , sertasertasertaserta karyakaryakaryakarya ciptaciptaciptaciptayang yang yang yang mendukungmendukungmendukungmendukung peningkatanpeningkatanpeningkatanpeningkatan martabatmartabatmartabatmartabat manusiamanusiamanusiamanusia global. global. global. global.
Metro TVMetro TVMetro TVMetro TV
VISION: VISION: VISION: VISION: • To become a distinct Indonesian television station by ranking nuTo become a distinct Indonesian television station by ranking nuTo become a distinct Indonesian television station by ranking nuTo become a distinct Indonesian television station by ranking number mber mber mber
one for its news, offering quality entertainment and lifestyle one for its news, offering quality entertainment and lifestyle one for its news, offering quality entertainment and lifestyle one for its news, offering quality entertainment and lifestyle programming. Providing unique advertising opportunities and programming. Providing unique advertising opportunities and programming. Providing unique advertising opportunities and programming. Providing unique advertising opportunities and achieving loyalty with its viewers and advertisers. achieving loyalty with its viewers and advertisers. achieving loyalty with its viewers and advertisers. achieving loyalty with its viewers and advertisers.
MISSION: MISSION: MISSION: MISSION: • To stimulate and promote the nation's and country's advancement To stimulate and promote the nation's and country's advancement To stimulate and promote the nation's and country's advancement To stimulate and promote the nation's and country's advancement
towards a democratic atmosphere, in order to excel in global towards a democratic atmosphere, in order to excel in global towards a democratic atmosphere, in order to excel in global towards a democratic atmosphere, in order to excel in global competition, with high appreciation of moral and ethic. competition, with high appreciation of moral and ethic. competition, with high appreciation of moral and ethic. competition, with high appreciation of moral and ethic.
• To add a valuable presence to the television industry by providiTo add a valuable presence to the television industry by providiTo add a valuable presence to the television industry by providiTo add a valuable presence to the television industry by providing a ng a ng a ng a new perspective, by improving the way information is presented anew perspective, by improving the way information is presented anew perspective, by improving the way information is presented anew perspective, by improving the way information is presented and nd nd nd by offering quality entertainment alternatives. by offering quality entertainment alternatives. by offering quality entertainment alternatives. by offering quality entertainment alternatives.
• To achieve a significant level of growth by developing and leverTo achieve a significant level of growth by developing and leverTo achieve a significant level of growth by developing and leverTo achieve a significant level of growth by developing and leveraging aging aging aging its assets, to increase the quality of life and the welfare of iits assets, to increase the quality of life and the welfare of iits assets, to increase the quality of life and the welfare of iits assets, to increase the quality of life and the welfare of its ts ts ts employees, and to produce significant profit for its share holdeemployees, and to produce significant profit for its share holdeemployees, and to produce significant profit for its share holdeemployees, and to produce significant profit for its share holders. rs. rs. rs.
Kinds of Goals
• LongLongLongLong----term goalsterm goalsterm goalsterm goals are set for an are set for an are set for an are set for an extended time, typically 5 yearsextended time, typically 5 yearsextended time, typically 5 yearsextended time, typically 5 yearsor moreor moreor moreor more
• Intermediate goalsIntermediate goalsIntermediate goalsIntermediate goals are set for a are set for a are set for a are set for a period of 1 to 5 yearsperiod of 1 to 5 yearsperiod of 1 to 5 yearsperiod of 1 to 5 years
• ShortShortShortShort----term goalsterm goalsterm goalsterm goals are set for the very are set for the very are set for the very are set for the very near future, typically less than 1 yearnear future, typically less than 1 yearnear future, typically less than 1 yearnear future, typically less than 1 year
What is Strategy Formulation ?
Creation of a broad program for defining and Creation of a broad program for defining and Creation of a broad program for defining and Creation of a broad program for defining and meeting an organizationmeeting an organizationmeeting an organizationmeeting an organization’’’’s goalss goalss goalss goals
Pentingnya Manajemen stratejik
1.1.1.1. MemberikanMemberikanMemberikanMemberikan kinerjakinerjakinerjakinerja organisasiorganisasiorganisasiorganisasi yang yang yang yang lebihlebihlebihlebih tinggitinggitinggitinggi
2.2.2.2. ManajerManajerManajerManajer harusharusharusharus menelaahmenelaahmenelaahmenelaah dandandandan menyesuaikanmenyesuaikanmenyesuaikanmenyesuaikan diridiridiridiri dengandengandengandenganperubahanperubahanperubahanperubahan----perubahanperubahanperubahanperubahan yang yang yang yang terjaditerjaditerjaditerjadi didididi lingkunganlingkunganlingkunganlingkungan bisnisbisnisbisnisbisnis....
3.3.3.3. MenkoordinasikanMenkoordinasikanMenkoordinasikanMenkoordinasikan unitunitunitunit----unit unit unit unit organisasiorganisasiorganisasiorganisasi yang yang yang yang tersebartersebartersebartersebardandandandan menjadikanmenjadikanmenjadikanmenjadikan merekamerekamerekamereka terfokusterfokusterfokusterfokus padapadapadapada sasaransasaransasaransasaran daridaridaridariorganisasiorganisasiorganisasiorganisasi
4.4.4.4. SangatSangatSangatSangat berkaitanberkaitanberkaitanberkaitan dengandengandengandengan prosesprosesprosesproses pembuatanpembuatanpembuatanpembuatan dandandandanpengambilanpengambilanpengambilanpengambilan keputusankeputusankeputusankeputusan
Setting Strategic Goals
• Strategic goalsStrategic goalsStrategic goalsStrategic goals are longare longare longare long----term goals derived directly from term goals derived directly from term goals derived directly from term goals derived directly from a firma firma firma firm’’’’s mission statements mission statements mission statements mission statement
– SWOTSWOTSWOTSWOT analysisanalysisanalysisanalysis is a process involving the assessment of is a process involving the assessment of is a process involving the assessment of is a process involving the assessment of organizational strengths and weaknesses (the organizational strengths and weaknesses (the organizational strengths and weaknesses (the organizational strengths and weaknesses (the SSSS and and and and WWWW) and ) and ) and ) and environmental opportunities and threats (the environmental opportunities and threats (the environmental opportunities and threats (the environmental opportunities and threats (the OOOO and and and and TTTT))))
Analyzing the Organization and Its Environment
Environmental analysisEnvironmental analysisEnvironmental analysisEnvironmental analysis is the process of is the process of is the process of is the process of scanning the business environment for scanning the business environment for scanning the business environment for scanning the business environment for
threatsthreatsthreatsthreats and and and and opportunities opportunities opportunities opportunities
Environmental Environmental Environmental Environmental AnalysisAnalysisAnalysisAnalysis
Organizational analysisOrganizational analysisOrganizational analysisOrganizational analysis is is is is
the process of analyzing a firmthe process of analyzing a firmthe process of analyzing a firmthe process of analyzing a firm’’’’s s s s strengthsstrengthsstrengthsstrengths and and and and weaknessesweaknessesweaknessesweaknessesOrganizational Organizational Organizational Organizational
AnalysisAnalysisAnalysisAnalysis
• The The The The matching processmatching processmatching processmatching process is the heart of strategy formulation.is the heart of strategy formulation.is the heart of strategy formulation.is the heart of strategy formulation.
• The The The The matching processmatching processmatching processmatching process may determine whether a firm may determine whether a firm may determine whether a firm may determine whether a firm typically takes risks or behaves more conservatively.typically takes risks or behaves more conservatively.typically takes risks or behaves more conservatively.typically takes risks or behaves more conservatively.
A Hierarchy of Plans
• Strategic plansStrategic plansStrategic plansStrategic plans reflect decisions about resource allocations, reflect decisions about resource allocations, reflect decisions about resource allocations, reflect decisions about resource allocations, company priorities and steps needed to meet strategic goalscompany priorities and steps needed to meet strategic goalscompany priorities and steps needed to meet strategic goalscompany priorities and steps needed to meet strategic goals
• Tactical plansTactical plansTactical plansTactical plans are shorterare shorterare shorterare shorter----range plans for implementing range plans for implementing range plans for implementing range plans for implementing specific aspects of the companyspecific aspects of the companyspecific aspects of the companyspecific aspects of the company’’’’s strategic planss strategic planss strategic planss strategic plans
• Operational plansOperational plansOperational plansOperational plans set shortset shortset shortset short----term targets for daily, weekly or term targets for daily, weekly or term targets for daily, weekly or term targets for daily, weekly or monthly performancemonthly performancemonthly performancemonthly performance
Contingency Planning and Crisis Management
• Contingency planningContingency planningContingency planningContingency planning identifies aspects of a business or identifies aspects of a business or identifies aspects of a business or identifies aspects of a business or its environment that might entail changes in strategyits environment that might entail changes in strategyits environment that might entail changes in strategyits environment that might entail changes in strategy
• Crisis managementCrisis managementCrisis managementCrisis management involves an organizationinvolves an organizationinvolves an organizationinvolves an organization’’’’s methods for s methods for s methods for s methods for dealing with emergenciesdealing with emergenciesdealing with emergenciesdealing with emergencies
What is Management?
Process of planning, organizing, directing and Process of planning, organizing, directing and Process of planning, organizing, directing and Process of planning, organizing, directing and controlling an organizationcontrolling an organizationcontrolling an organizationcontrolling an organization’’’’s resources to achieve s resources to achieve s resources to achieve s resources to achieve
its goalsits goalsits goalsits goals
The Management Process
• PlanningPlanningPlanningPlanning determines what an organization needs to do and determines what an organization needs to do and determines what an organization needs to do and determines what an organization needs to do and how best to get it donehow best to get it donehow best to get it donehow best to get it done
• OrganizingOrganizingOrganizingOrganizing determines how best to arrange an determines how best to arrange an determines how best to arrange an determines how best to arrange an organizationorganizationorganizationorganization’’’’s resources and activities into a coherent s resources and activities into a coherent s resources and activities into a coherent s resources and activities into a coherent structurestructurestructurestructure
• DirectingDirectingDirectingDirecting involves guiding and motivating employees to involves guiding and motivating employees to involves guiding and motivating employees to involves guiding and motivating employees to meet an organizationmeet an organizationmeet an organizationmeet an organization’’’’s objectivess objectivess objectivess objectives
• ControllingControllingControllingControlling monitors an organizationmonitors an organizationmonitors an organizationmonitors an organization’’’’s performance to make s performance to make s performance to make s performance to make sure that the firm is meeting its goalssure that the firm is meeting its goalssure that the firm is meeting its goalssure that the firm is meeting its goals
• Top managersTop managersTop managersTop managers are responsible to the board of directors and are responsible to the board of directors and are responsible to the board of directors and are responsible to the board of directors and stockholders for a firmstockholders for a firmstockholders for a firmstockholders for a firm’’’’s overall performance and effectivenesss overall performance and effectivenesss overall performance and effectivenesss overall performance and effectiveness
• Middle managersMiddle managersMiddle managersMiddle managers are responsible for implementing the are responsible for implementing the are responsible for implementing the are responsible for implementing the strategies, policies and decisions made by top managers strategies, policies and decisions made by top managers strategies, policies and decisions made by top managers strategies, policies and decisions made by top managers
• FirstFirstFirstFirst----line managersline managersline managersline managers are responsible for supervising the work are responsible for supervising the work are responsible for supervising the work are responsible for supervising the work of employeesof employeesof employeesof employees
Bagaimana kampret terbang ke awang-awang
• KaryawanKaryawanKaryawanKaryawan:::: ““““KampretKampretKampretKampret! ! ! ! SiapaSiapaSiapaSiapa pemabokpemabokpemabokpemabok yang yang yang yang membuatmembuatmembuatmembuatrencanarencanarencanarencana iniiniiniini? ? ? ? IniIniIniIni tidaktidaktidaktidak mungkinmungkinmungkinmungkin berhasilberhasilberhasilberhasil!!!!””””
• Supervisor:Supervisor:Supervisor:Supervisor: ““““MerekaMerekaMerekaMereka mengatakanmengatakanmengatakanmengatakan strategistrategistrategistrategi tersebuttersebuttersebuttersebut ibaratibaratibaratibaratsejenissejenissejenissejenis binatangbinatangbinatangbinatang yang yang yang yang bisabisabisabisa terbangterbangterbangterbang dandandandan yang yang yang yang membuatnyamembuatnyamembuatnyamembuatnya adalahadalahadalahadalah orangorangorangorang yang yang yang yang telahtelahtelahtelah minumminumminumminum----minumminumminumminum. . . . AdaAdaAdaAda kemungkinankemungkinankemungkinankemungkinan, , , , walauwalauwalauwalau kecilkecilkecilkecil, , , , rencanarencanarencanarencana iniiniiniini akanakanakanakanberhasilberhasilberhasilberhasil””””
• ManajerManajerManajerManajer:::: ““““MerekaMerekaMerekaMereka melihatmelihatmelihatmelihat strategistrategistrategistrategi iniiniiniini bagaikanbagaikanbagaikanbagaikan sesuatusesuatusesuatusesuatuyang yang yang yang bisabisabisabisa terbangterbangterbangterbang. . . . PembuatnyaPembuatnyaPembuatnyaPembuatnya pastipastipastipasti minumminumminumminum----minumminumminumminumuntukuntukuntukuntuk merayakannyamerayakannyamerayakannyamerayakannya. . . . AdaAdaAdaAda kemungkinankemungkinankemungkinankemungkinan rencanarencanarencanarencana iniiniiniinibisabisabisabisa terbangterbangterbangterbang””””
• KepalaKepalaKepalaKepala departemendepartemendepartemendepartemen:::: ““““MerekaMerekaMerekaMereka melihatmelihatmelihatmelihat strategistrategistrategistrategi iniiniiniini bakalbakalbakalbakalterbangterbangterbangterbang. . . . StrategiStrategiStrategiStrategi tersebuttersebuttersebuttersebut harusharusharusharus dirayakandirayakandirayakandirayakan dengandengandengandenganminumminumminumminum----minumminumminumminum””””....
• KepalaKepalaKepalaKepala divisidivisidivisidivisi:::: ““““MerekaMerekaMerekaMereka melihatmelihatmelihatmelihat strategistrategistrategistrategi iniiniiniini akanakanakanakan membuatmembuatmembuatmembuatperusahaanperusahaanperusahaanperusahaan kitakitakitakita terbangterbangterbangterbang kekekeke awangawangawangawang----awangawangawangawang. . . . MerekaMerekaMerekaMereka percayapercayapercayapercayastrategistrategistrategistrategi iniiniiniini pastipastipastipasti akanakanakanakan berhasilberhasilberhasilberhasil. . . . MerekaMerekaMerekaMereka akanakanakanakan minumminumminumminum----minumminumminumminum untukuntukuntukuntuk merayakanmerayakanmerayakanmerayakan””””....
Areas of Management
• Human Resource ManagersHuman Resource ManagersHuman Resource ManagersHuman Resource Managers
• Operations ManagersOperations ManagersOperations ManagersOperations Managers
• Marketing ManagersMarketing ManagersMarketing ManagersMarketing Managers
• Information ManagersInformation ManagersInformation ManagersInformation Managers
• Financial ManagersFinancial ManagersFinancial ManagersFinancial Managers
• Other ManagersOther ManagersOther ManagersOther Managers
Basic Management Skills
• Technical skillsTechnical skillsTechnical skillsTechnical skills are needed to perform specialized tasksare needed to perform specialized tasksare needed to perform specialized tasksare needed to perform specialized tasks
• Human relations skillsHuman relations skillsHuman relations skillsHuman relations skills are required in understanding and are required in understanding and are required in understanding and are required in understanding and getting along with other peoplegetting along with other peoplegetting along with other peoplegetting along with other people
• Conceptual skillsConceptual skillsConceptual skillsConceptual skills are abilities to think in the abstract, are abilities to think in the abstract, are abilities to think in the abstract, are abilities to think in the abstract, diagnose and analyze different situations and to see beyond diagnose and analyze different situations and to see beyond diagnose and analyze different situations and to see beyond diagnose and analyze different situations and to see beyond the present situationthe present situationthe present situationthe present situation
• DecisionDecisionDecisionDecision----making skillsmaking skillsmaking skillsmaking skills include the ability to define problems include the ability to define problems include the ability to define problems include the ability to define problems and select the best course of action and select the best course of action and select the best course of action and select the best course of action
• Time management skillsTime management skillsTime management skillsTime management skills are associated with the productive are associated with the productive are associated with the productive are associated with the productive use of timeuse of timeuse of timeuse of time
Basic Management Skills
AccountingAccountingAccountingAccounting
ProgrammingProgrammingProgrammingProgramming
ArchitectArchitectArchitectArchitect
TechnicalTechnicalTechnicalTechnical
Employee Satisfaction Depends On:
Source: “Managers Beware: Employee Job Satisfaction Depends On You”, Colorado Springs Business Journal, Nov. 21, 2003.
Manager Relationship
Other
Workload
Compensation & Benefits
Co-Workers Relationships
Company Performance
Challenge & Involvement
0% 10% 20% 30% 40% 50%
Define ProblemDefine ProblemDefine ProblemDefine Problem
Evaluate/SelectEvaluate/SelectEvaluate/SelectEvaluate/Select
AlternativeAlternativeAlternativeAlternative
Implement & EvaluateImplement & EvaluateImplement & EvaluateImplement & Evaluate
DecisionDecisionDecisionDecision----makingmakingmakingmaking
• PaperworkPaperworkPaperworkPaperwork
• TelephoneTelephoneTelephoneTelephone
• MeetingsMeetingsMeetingsMeetings
• EEEE----mailmailmailmail
Time managementTime managementTime managementTime management
• Technical skillsTechnical skillsTechnical skillsTechnical skills are needed to perform are needed to perform are needed to perform are needed to perform specialized tasksspecialized tasksspecialized tasksspecialized tasks
• Human relations skillsHuman relations skillsHuman relations skillsHuman relations skills are required in are required in are required in are required in understanding and understanding and understanding and understanding and getting alonggetting alonggetting alonggetting along with other peoplewith other peoplewith other peoplewith other people
• Conceptual skillsConceptual skillsConceptual skillsConceptual skills are abilities are abilities are abilities are abilities to think in the abstractto think in the abstractto think in the abstractto think in the abstract, , , , diagnose and analyze different situations and diagnose and analyze different situations and diagnose and analyze different situations and diagnose and analyze different situations and to see beyond to see beyond to see beyond to see beyond the present situationthe present situationthe present situationthe present situation
• DecisionDecisionDecisionDecision----making skillsmaking skillsmaking skillsmaking skills include the ability to define problems include the ability to define problems include the ability to define problems include the ability to define problems and and and and select the best course of actionselect the best course of actionselect the best course of actionselect the best course of action
• Time management skillsTime management skillsTime management skillsTime management skills are associated with the are associated with the are associated with the are associated with the productive productive productive productive use of timeuse of timeuse of timeuse of time
Management Skills for the 21st Century
• Global management skillsGlobal management skillsGlobal management skillsGlobal management skills include the need to understand include the need to understand include the need to understand include the need to understand foreign markets, cultural differences and the motives and foreign markets, cultural differences and the motives and foreign markets, cultural differences and the motives and foreign markets, cultural differences and the motives and practices of foreign rivalspractices of foreign rivalspractices of foreign rivalspractices of foreign rivals
• Management and technology skillsManagement and technology skillsManagement and technology skillsManagement and technology skills refer to the ability to refer to the ability to refer to the ability to refer to the ability to process, organize and interpret a wealth of data and process, organize and interpret a wealth of data and process, organize and interpret a wealth of data and process, organize and interpret a wealth of data and informationinformationinformationinformation
What is Corporate Culture ?
The shared The shared The shared The shared experiencesexperiencesexperiencesexperiences, , , , storiesstoriesstoriesstories, , , , beliefsbeliefsbeliefsbeliefs, and , and , and , and normsnormsnormsnorms that characterize an organizationthat characterize an organizationthat characterize an organizationthat characterize an organization
Communicating the Culture
Managers must :Managers must :Managers must :Managers must :
1.1.1.1. Understand culture.Understand culture.Understand culture.Understand culture.
2.2.2.2. Transmit the culture to others Transmit the culture to others Transmit the culture to others Transmit the culture to others in the organization.in the organization.in the organization.in the organization.
3.3.3.3. Maintain the culture by rewarding and promoting those Maintain the culture by rewarding and promoting those Maintain the culture by rewarding and promoting those Maintain the culture by rewarding and promoting those who understand it and work toward maintaining it.who understand it and work toward maintaining it.who understand it and work toward maintaining it.who understand it and work toward maintaining it.
Managing Change
ThreeThreeThreeThree----stage process :stage process :stage process :stage process :
1.1.1.1. Analysis highlights need for change.Analysis highlights need for change.Analysis highlights need for change.Analysis highlights need for change.
2.2.2.2. Top management = formulate vision.Top management = formulate vision.Top management = formulate vision.Top management = formulate vision.
3.3.3.3. Create systems to sustain new vision/values.Create systems to sustain new vision/values.Create systems to sustain new vision/values.Create systems to sustain new vision/values.
