View
221
Download
0
Category
Preview:
Citation preview
7/29/2019 Management Chapter 1 - Introduction to Management - RS
1/27
RULES
Min attendance 80%
10 minutes rule
No sandals or meal in class, plain water only! Silence / turn off cell phones
Zero tolerance for cheating and plagiarism
7/29/2019 Management Chapter 1 - Introduction to Management - RS
2/27
COURSE OBJECTIVES
Students will be equipped with a broad
insight of management theories and their
practices in business.
An overview of management environment,functions and areas will be delivered, as well
as some managerial skills.
7/29/2019 Management Chapter 1 - Introduction to Management - RS
3/27
AFTER THIS COURSE YOU ARE
EXPECTED TO
Have substantial knowledge andunderstanding about how to run a business
organization and related issues
Be equipped with basic managerial skills andart
Identify, analyze and design a business
organization and its managerial issues
7/29/2019 Management Chapter 1 - Introduction to Management - RS
4/27
EVALUATION
Assignments, reviews, quizzes,attendance, attitude
: 45 %
Mid-Exam : 25 %
Final-Exam : 30 %
7/29/2019 Management Chapter 1 - Introduction to Management - RS
5/27
Management and Organization
CHAPTER 1
INTRODUCTION TOMANAGEMENT
Arief Samuel Gunawan ST., MIM.
7/29/2019 Management Chapter 1 - Introduction to Management - RS
6/27
BUSINESS ORGANIZATION
Business Organization or activities that createsvalue by delivering products or services to
consumers to gain profit
Business Objectives
Profit
Growth
Survival
Social Environmental Responsibility
Main activities : Manufacturing
Trade / Retail
Service
7/29/2019 Management Chapter 1 - Introduction to Management - RS
7/27
ORGANIZATION
What is an Organization? A collection of people working together to achieve a
common purpose
Members are able to accomplish more than they wouldindividually
Thepurpose is to produce goods and/or services
that satisfy the needs of customers Quality products and customer satisfaction are sources
of organizational strength and performance advantage
As a system organizations are open systems that interact with their
environments
organizations transform resource inputs into product outputs
(goods and services)
feedback from the environment tells an organization how well itis meeting the needs of customers and society
7/29/2019 Management Chapter 1 - Introduction to Management - RS
8/27
VALUE
Value = Benefits / Price
Value = Quality received / Expectations
Profit and Margin
Revenue Cost = Profit
Cost every expenditure need to create value
Business consists of a set of value adding activities
Goal of Profit oriented organization maximizeprofit
Goal of Non Profit organization maximize the
creation of product or service with its resources
7/29/2019 Management Chapter 1 - Introduction to Management - RS
9/27
BUSINESS ENVIRONMENT
3 layers of environment : External / macro environment : politics,
economics, socioculture, technology, legal,environment
Industrial environment : supplier, customer,related government and financial institutions,competitors
Internal environment
Stakeholder vs shareholder Stakeholder : every side affecting or affected by
the organization
Shareholder : every side with ownership of theorganization
7/29/2019 Management Chapter 1 - Introduction to Management - RS
10/27
BUSINESS ENVIRONMENT
7/29/2019 Management Chapter 1 - Introduction to Management - RS
11/27
STAKEHOLDERS
Source: wikipedia
7/29/2019 Management Chapter 1 - Introduction to Management - RS
12/27
DEFINITION OF
MANAGEMENT The Classic Definition
The art of getting things done through people.
Mary Parker Follett
How to organize the organizations
resources to reach the business goal in the
most effective and efficient way
Management or business system is a
system which transforms resources toreach the business goal
Organizational structure : hierarchy and
distribution of responsibilities in companies
7/29/2019 Management Chapter 1 - Introduction to Management - RS
13/27
EFFECTIVENESS VS
EFFICIENCYEffectiveness
How far an organization reach its certain
goals
doing the right things.Efficiency
How far an organization use a minimal
input to produce a maximal output doing things right.
7/29/2019 Management Chapter 1 - Introduction to Management - RS
14/27
ENTERPRISE RESOURCES
5 M + I
Man : managers, operators, consultants,staffs
Machine : machines, tools, land, buildings
Material : raw material, support material, etc
Method : procedures, rules, policy
Money : capital
Information and Knowledge
7/29/2019 Management Chapter 1 - Introduction to Management - RS
15/27
COMPETITIVE ADVANTAGE
Competitive advantage is acompanys ability to perform in one or
more ways that competitors cannot or
will not match. PhilipKotler
Getting Competitive advantage Position and performance
Improving Customer value, satisfaction and loyalty
Improving Market share and profit
Lower cost
Sources
Technology and skills
Resources
7/29/2019 Management Chapter 1 - Introduction to Management - RS
16/27
MANAGEMENT ACTIVITIES/
FUNCTIONS Planning
Setting goals and defining the actions necessary to achieve thosegoals.
Organizing
The process of determining the tasks to be done, who will dothem, and how those tasks will be managed and coordinated.
Leading / Actuating / Influencing The capacity to direct and motivate the members of work groups
toward the accomplishment of organizational goals.
Controlling
Monitoring the performance of the organization and its progress inimplementing strategic and operational plans.
Identifying deviations between planned and actual results.
Taking corrective action
Ensuring that the organization is moving toward the achievementof its goals.
7/29/2019 Management Chapter 1 - Introduction to Management - RS
17/27
MODEL OF MANAGEMENT
ACTIVITIES
Courtesy of : Prentice Hall 2005
7/29/2019 Management Chapter 1 - Introduction to Management - RS
18/27
FUNCTIONAL AREAS IN
MANAGEMENT Strategic Management
Marketing Management
Operations Management
Human Resources Management
Information Management
Finance and Accounting Management
7/29/2019 Management Chapter 1 - Introduction to Management - RS
19/27
MANAGERS
Manageris someone in an organizationwho is responsible for the work
performance of one or more employees
ex. supervisor, team leader, division head,
administrator, project director
Managers work:
long hours
at an intense pace
at fragmented and varied tasks
largely through interpersonal relationships
7/29/2019 Management Chapter 1 - Introduction to Management - RS
20/27
LEVELS OF MANAGEMENT
Lower Management
Middle Management
TopManagement
Operationals
StrategicPlanning
ManagementControl
OperationalControl
TransactionProcessing
7/29/2019 Management Chapter 1 - Introduction to Management - RS
21/27
MANAGER TYPES
Types of Managers Top managers
ensure that major performance objectives are established and accomplished in
accordance with organizations purpose
responsible for performance of an organization as a whole or one of its significant
parts
ex. CEO, COO, President, VP Middle managers
report to top managers
in charge of relatively large departments or divisions
implement complex projects that require the participation of persons from different
parts of organizations
ex. Plant managers, division managers, branch sales managers, clinic directors,deans
Team Leader or Supervisor
in charge of a smaller work unity composed of nonmanagerial workers
ensure that their work team or unit meet performance objectives that are
consistent with plans of middle and top management
ex. team leader, supervisor, department head, unit manager
7/29/2019 Management Chapter 1 - Introduction to Management - RS
22/27
ACCOUNTABILITY AND
PERFORMANCE Managers set the conditions through which
individuals and groups contribute to
organizational productivity
Accountability is the requirement of one person
to answer to a higher authority and show theresults that were achieved for assigned duties
Managers fulfill performance accountability while
achieving high performance outcomes and high
levels of job satisfaction
7/29/2019 Management Chapter 1 - Introduction to Management - RS
23/27
MANAGERIAL ROLES
Interpersonal roles - interactions withpersons inside and outside the work unit
Informational roles - involve the giving,
receiving and analyzing of information Decisional roles - involve using
information to make decisions to solve
problems or address opportunities
7/29/2019 Management Chapter 1 - Introduction to Management - RS
24/27
MANAGERIAL SKILLS AND
COMPETENCIES Managerial Skills and Competencies
Skill- ability to translate knowledge into action
that results in desired performance technical - special proficiency or expertise
human - work well with others conceptual - ability to view situations broadly and to
solve problems
Managerial Competency- skill or personal
characteristic that contributes to high
performance in a management job
includes
the management process
the managers roles
7/29/2019 Management Chapter 1 - Introduction to Management - RS
25/27
MANAGEMENT SKILL
AREAS
Courtesy of : Prentice Hall 2005
7/29/2019 Management Chapter 1 - Introduction to Management - RS
26/27
MANAGEMENT CAREERS
Courtesy of : Prentice Hall 2005
7/29/2019 Management Chapter 1 - Introduction to Management - RS
27/27
MANAGEMENT
CHALLENGES Ethics Globalization
Technology
Knowledge Diversity
Change
Recommended