Management robbins coulter 14th edition ppt free download

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 Management robbins coulter 14th edition ppt free download

You’re reading a free preview Pages 7 to 8 are not shown in this preview. You’re reading a free preview Pages 13 to 26 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 3 © 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 the Directors? Explain how managers differ from non-manageral employees.Explain how managers differ from non-manageral 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 for management.Explain why efficiency and effectiveness are important for management. 4 é 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. Explains Mintzberg’s managerial roles. Explains Mintzberg’s managerial roles. Describe Katz’s three core managerial competencies and how the importance of these competencies changes depending on the managerial level.Describe Katz’s three core managerial competencies and how the
importance of these competencies changes depending on the managerial level. Discuss changes affecting managers' jobs.Discuss changes affecting 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) 5 é 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. Explains how the concept of an organization is changing. Why the management of studies? Explain the universality of the concept of
management Explain the universality of the concept of management. Discuss why understanding management is important.Discuss why understanding 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) 6 é 2007 Prentice Hall, Inc. All rights reserved.1 ”5 Who are the Managers? ManagerManager à ̄¢ Someone who coordinates and supervises (mengatur) the work of other people so that organizational goals can be achieved (dicapai). 7 à ̈© 2007 Prentice Hall, Inc. All rights reserved.1â¡6 Qualification of Managers Frontline
Managers Frontline Managers à ̄¢ Individuals who the work of non-managerial employees. Middle managers Middle managers are individuals who manage the work of front-line managers. Top managerTop manager à ̄â ̈ Individuals who who responsible for making decisions at the organization level and establishing plans and objectives that affect
the entire organization. 8 © 2007 Prentice Hall, Inc. All Rights Reserved.1 «7 Exhibit 1 « 1 Management Levels 9 © 2007 Prentice Hall, Inc. All rights reserved.1 «8 What is management? Management concerns Management requirements (Mencermati Hal-Hal Yang Berkaitan dengan ketata usehaan) ï ï ï ï ï ï ï ï ï ï ï ï ï ï ï ï ï ï ï ï ï ï ï ï ï ï ï ï ï ï ï ï ̄ ï ̄ ï ï ï ï ï
ï ï ï ï ï ï ï ï ï ï ï ï ̄ ï ̄ ï ï ï ̄ ï ̄ ï ̄ ï ̄ ï ̄ ï ̄ ï ̄ ï ̄ ï ̄ ̄ ̄ ̄ ̄ ̄ ̄ ̄ ̄ ï ̄ ï ̄ ï ̄ ï ̄ ï ̄ ̄ ̄ ̄ ̄ ̄ ̄ ̄ ̄ ̄ ̄ ̄ ̄ ̄ ̄ ̄ ̄ ̄ ̄ ̄ © 2007 Prentice Hall, Inc. All Rights Reserved.1â`9 Exhibit 1 â 2Efficacy and Efficiency in the Management Waste (pemborosan) mengupayakan Cara/alat Hasil terakhir pencapaian 11 © 2007 Prentice Hall, Inc. All rights reserved.1 «10 What do managers do? Functional approach
Functional approach ¢¢  ̄¢ ̄ ̄ ̄ ̄ ̄ ̄ ̄ ̄ ̄ ̄ ̄ Definizion Definizion Definizion Definizion Definizion Definizion Definizion Definizion Definizion Definizion Definizion Definizion Definizion Definizion Definizion Definizion Definizion Definizion Definizion Definizion Definizion Definizion Definizion Definizion Definizion obiettivi obiettivi obiettivi obiettivi obiettivi
Definizion obiettivi obiettivi obiettivi obiettivi obiettivi obiettivi obiettivi obiettivi obiettivi obiettivi obiettivi obiettivi obiettivi obiettivi obiettivi obiettivi obiettivi obiettivi obiettivi obiettivi obiettivi obiettivi obiettivi obiettivi obiettivi obiettivi obiettivi obiettivi obiettivi obiettivi obiettivi obiettivi obiettivi obiettivi obiettivi obiettivi obiettivi obiettivi
obiettivi obiettivi obiettivi obiettivi obiettivi obiettivi obiettivi obiettivi obiettivi obiettivi obiettivi obiettivi obiettivi obiettivi obiettivi obiettivi obiettivi obiettivi obiettivi obiettivi obiettivi obiettivi obiettivi obiettivi obiettivi obiettivi obiettivi obiettivi obiettivi obiettivi obiettivi obiettivi obiettivi obiettivi obiettivi ï¢ ï¢ ï ¢ ï ¢ Organising and structuring work
to achieve organizational goals. ï¢ Control ï¶ Monitoring, comparison and correction of work. 12 © 2007 Prentice Hall, Inc. All rights reserved.1 «11 Exhibit 1 « 3Management Functions memastikan Mendorong kearah menyelesaikan 13 © 2007 Prentice Hall, Inc. All rights reserved.1â¡12 What are managers doing? (continue d) Management Roles
Approach (Mintzberg) Management Roles Approach (Mintzberg) ï ï ï ̄ interpersonal roles ï¶ Figurehead (symbol), leader, link (penghubung) ï ï ï ï ï ̄ ï ̄ ̄ ï ̄ ̄ ̄ ï ̄ ̄ ̄ ̄ Information roles ̄ Monitoring, disseminating (P l ̄ © 2007 Prentice Hall, Inc. All rights reserved.1â¡13 What do managers (Mintzberg) Interaction Interaction ï‐‐‐ with others ï‐‐‐‐ with the
organization ï‐‐‐‐‐ with the external context of the Reflection organization Reflection ï‐ thinking (bijaksana) ActionAction ï‐‐‐ do practical 15 © 2007 Prentice Hall, Inc. All rights reserved.1â¡14 What are managers doing? (continue d) Approach to skillsImplementation of skillsI ï ï ¢ ï ¢ ¢ ¢ ï¶ Technical skills ¢¶ Knowledge and skills (keahlian) in a
specific sector ï¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ © 2007 Prentice Hall, Inc. All rights reserved.1 «15 Exhibit 1 « 5Competencies required at different management levels 17 © 2007 Prentice Hall, Inc.
All rights reserved.1 «16 Reperto 1 «6Conceptual competences Use information to solve business problemsUse information to solve business problems Identify opportunities for innovationIdentify opportunities forRecognize problem areas (quantities) and implement solutionsRecognize problem areas (quantities) and Solutions Selection (menyeleksi)
of critical information from data masses Selection (menyeleksi) of critical information from data masses Understanding the commercial uses of technology Understanding the commercial uses of technology Understanding the business model of the organization Understanding of the business model of the organization Source: Based on the American
Management Association Survey of Managerial Skills and Competcies, March/April 2000, found on the AMA website (www.ama.org), 30 October 2002. 18 © 2007 Prentice Hall, Inc. All rights reserved.1»17 Reperto 1 «6Interpersonal Skills ( cont'd) Source: Based on the American Management Association Survey of Managerial Skills and
Competencies, March/April 2000, found on the AMA website (www.ama.org), 30 October 2002. Coaching and tutoring Capacity Coaching and mentoring Capacity Diversification: working with different people and cultures Ability to work on the network within the organization Networks outside the organization Networks outside the organization
Working in group; cooperation and commitmentWorking together; cooperation and commitment 19 © 2007 Prentice Hall, Inc. All rights reserved.1 «18 Exhibit 1 « 7Management and Matrix of management functions 20 © 2007 Prentice Hall, Inc. All rights reserved.1â¡19 How the manager's work is changing the growing importance (meningkatkan
arts penting) of customersThe increasing importance (meningkatkan arts penting) of customers ï ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ the reason why there are organizations The management
of customer relationships is responsible for all managers and employees. ¢¶ Customer service is essential for survival. InnovationInnovation ï¢ Doing things differently, exploring new territories and taking risks  Managers should encourage employees to be aware of the opportunities offered by innovation and to act on it. 21 © 2007 Prentice Hall,
Inc. All rights reserved.1 «20 Annex 1 « 8 Changes affecting the work of Manager Perubahan theologians Ancaman keamanan/keselamatan Etika pergeseran 22 © 2007 Prentice Hall, Inc. All rights reserved.1 21 What is an organization? A Definitive OrganizationA Defined Organization ï ¢ A deliberate disposition of people to achieve a specific
purpose (which independent individuals could not accomplish on their own). Common features of the Organizations Common characteristics of the ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢
¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ © 2007 Prentice Hall, Inc. All rights reserved.1 «22 Exhibit 1 « 9 Features of the Organizations jelas pertimbangan yang mendalam 24 © 2007 Prentice Hall, Inc. All rights reserved.1 «23 Exhibit 1 « 10The Changing Organization 25 © 2007 Prentice Hall, Inc. All rights24 Why the management of studies? The Value of Study
Management The Value of Study Management. Good management is required in all organizations. The reality of work . Employees manage or are managed. ). Rewards and challenges of being a manager di Management offers challenging, exciting (menggairahkan) and creative opportunities for meaningful (pemahaman) and satisfying (pemenuhan).
managers Successful managers receive important monetary rewards for their efforts. © 2007 Prentice Hall, Inc. All rights reserved.1–25 Exhibit 1 – 11Universal Need for Management 27 © 2007 Prentice Hall, Inc. All rights reserved.1–26 Performance 1 – 12 rewards and challenges to be a memelihara manager sesuai perpaduan 28 © 2007 Prentice
Hall, Inc. All rights reserved.1–27 Terms of Know Managermanager first-line manager managers of intermediate managers top managers stop management efficiency management efficiency efficiency efficiency planning of efficiency organisation organising leadercontrol management roles management roles interpersonal roles interpersonal roles
computer roles decision-making roles technical skills technical skills technical skills technical skills managerial skills conceptual skills

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