1. SAP 2 : PENGERTIAN MANAJER-LEADER, PERAN-PERAN, DAN KEMAMPUAN MANAJER
OLEH :
TIM DOSEN
AZAS-AZAS MANAJEMEN

3. GREAT MANAGER IS ALSO A GREAT LEADER
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

4. LEVELS OF MANAGEMENT CEO TOP MANAGERS MIDDLE MANAGERS
FIRST-LINE (LOWER) MANAGERS
SUMBER : JONES & GEORGE, 2007: 13

5. FIRST LINE (LOWER) MANAJER
AT THE BASE OF THE MANAGERIAL HIERARCHY ARE :
A MANAGER WHO IS RESPONSIBLE FOR THE DAILY SUPERVISION OF NONMANAGERIAL EMPLOYEES

6. 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

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

8. 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

9. CONCEPTUAL SKILL
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

10. HUMAN SKILLS
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

11. TECHNICAL SKILLS
TECHNICAL SKILL ARE THE JOB-SPECIFIC KNOWLEDGE AND TECHNIQUES REQUIERED TO PERFORM AN ORGANIZATIONAL ROLE

12. EFFECTIVE MANAGERS NEED ALL THREE KINDS OF SKILLSCS TS HS

13. TOP MIDLE LOWER CONCEPTUAL SKILL HUMAN SKILL TECHNICAL SKILL

14. MANAGERIAL ROLE
THE SET OF SPECIFIC TASKS THAT A MANAGER IS EXPECTED TO PERFORM BECAUSE OF THE POSITION HE OR SHE HOLDS IN AN ORGANIZATION

15. IDENTIFIED BY MINTZBERG
MANAGERIAL ROLE
IDENTIFIED BY MINTZBERG
1. ENTREPRENEUR
2. DISTURBANCE HANDLER A
DECISIONAL ROLE
3.RESOURCE ALLOCATOR
4.NEGOTIATOR

16. IDENTIFIED BY MINTZBERG
MANAGERIAL ROLE
IDENTIFIED BY MINTZBERG
1. FIGUREHEAD B
INTERPERSONAL ROLE
2. LEADER
3. LIAISON

17. IDENTIFIED BY MINTZBERG
MANAGERIAL ROLE
IDENTIFIED BY MINTZBERG
1. MONITOR C
INFORMATIONAL ROLE
2. DISSEMINATOR
3. SPOKESPERSON

18. ENTREPRENEUR
COMMIT ORGANIZATIONAL RESOURCES TO DEVELOP INNOVATIVE GOODS AND SERVICES

19. DISTURBANCE HANDLER
MOVE QUIKLY TO TAKE CORRECTIVE ACTION TO DEAL WITH UNEXPECTED PROBLEMS FACING THE ORGANIZATION FROM THE INTERNAL AND EXTERNAL ENVIRONMENT

20. RESOURCES ALLOCATOR
ALLOCATE ORGANIZATIONAL RESOURCES AMONG DIFFERENT FUNCTIONS AND DEPARTEMENTS OF THE ORGANIZATION ; SET BUDGETS AND SALARIES OF MIDDLE AND FIRST-LEVEL MANAGERS

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

22. FIGUREHEAD
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

23. L E A D E R
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

24. L I A I S O N
COORDINATE THE WORK OF MANAGERS IN DIFFERENT DEPARTEMENTS ; ESTABLISH ALLIANCES BETWEEN DIFFERENT ORGANIZATIONS TO SHARE RESOURCES TO PRODUCE NEM GOODS AND SERVICES

25. M O N I T O R
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

26. DISSEMINATOR
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

27. SPOKESPERSON
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