MANAGING

Presented by:
Cempaka Paramita
cempaka.feb@unej.ac.id
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Content

 MANAGING IN THE NEW COMPETITIVE LANDSCAPE

 MANAGING FOR COMPETITIVE ADVANTAGE

 MANAGEMENT AND ITS FUNCTIONS

 BECOMING A MANAGER

 MANAGEMENT LEVELS AND SKILLS

 YOU AND YOUR CAREER

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Managing in the New
Competitive Landscape

What makes the current business landscape different

from the past?
 Globalization: more companies operate worldwide

 Technological Change: the rise of Internet (e-

commerce)

 Knowledge Management: practices aimed at

discovering and harnessing an organization’s intellectual
resources (expertise, skill, wisdom, and relationship)

 Collaboration across “Boundaries”: cross-company

collaboration, between competing companies, and
between company and its customers.
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 Managing for
Competitive Advantage

 Innovation: the introduction of new goods and services

(TransMart, IKEA, Amazon.com, Apple vs Samsung)

 Quality: the excellence of your products (goods and

services) (Dell, Honda)

 Service: providing what customers want and need timely-

speed and reliability in service quality (Garuda Indonesia, Don’t focus
Ritz-Carlton) on one
aspect of
performance
 Speed: fast and timely execution, response, and delivery of
and neglect
results (FedEX, Google Chrome) the others.

 Cost Competitiveness: keeping costs low in order to

achieve profits and be able to offer prices that are attractive
to consumers (Budget Hotels, Low-cost Airlines, e.g., Ibis
Budget, AirAsia)

 Sustainability: minimizing the use of resources, especially

the ones causing pollution and unrenewable (GE) Page 4
Management and
Its Functions

Management
 Definition: “The process of working with people and
resources to accomplish organizational goals”

 Good managers do those things both effectively (to

achieve organizational goals) and efficiently (to
achieve goals with minimum waste of resources; to
make the best possible use of money, time,
materials, and people)

In the business world today, the great executives not only

adapt to changing conditions but also apply-fanatically,
rigorously, consistently, and with discipline-
the fundamental of management principles.
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 Continued...

The Functions of Management

1. PLANNING-delivering strategic 2. ORGANIZING-building a dynamic
value: organization:
The management function of The management function of
systematically making decisions about assembling and coordinating human,
the goals and activities that an financial, physical, informational, and
individual, a group, a work unit, or the other resources needed to achieve
overall organization will pursue goals

3. LEADING/DIRECTING-mobilizing 4. CONTROLLING-learning and

people: changing:
The management function that The management function of
involves the manager’s efforts to monitoring performance and making
stimulate high performance by needed changes
employees
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Management Levels
and Skills

Types of Managers
 Top-Level or General Managers: senior executives
responsible for the overall management and effectiveness
of the organization

 Middle-Level or Functional Managers: managers

located in the middle layers of the organizational hierarchy,
reporting to top-level executives; responsible for leading a
particular function or subunit within a function

 Frontline or Operational Managers: lower-level

managers who supervise the operational activities of the
organization (who manage employee who are themselves
not managers)
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 Continued...

Becoming a Manager
 How do people become managers, and what is the job
like?
 From specialist to manager: the journey into
management typically begins when people are sucessful at a
specialist task for which they were initially hired. Whatever
people’s disciplinary backgrounds and initial functional
assignmnents, if they are successful they may find
themselves promoted into managerial roles.

 Mastering the job: being leaders and network builders-

good at managing relationships, not as bosses who get things
done through command and control, but as people who things
done through their ability to persuade and influence others.
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 Continued...

Transformation of Management Roles and Acitivities Roles

Frontline Middle-Level Top-Level
Managers Managers Managers
Changing From operational From administrative From resource
Roles implementers to controllers to supportive allocators to
agressive entrepreneurs coaches institutional leaders

Key  Creating & pursuing  Developing  Establishing high

Activities new growth individuals & performance
opportunities for the supporting their standards
business activities  Institutionalizing a
 Attracting &  Linking dispersed set of norms &
developing new knowledge & skills values to support
resources across units cooperation & trust
 Managing continous  Managing the tension  Creating an
performance between short-term overarching
improvement within performance & long- corporate purpose &
the unit term ambition ambition
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Continued...

Managerial Roles: What Managers Dod...

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Continued...

Management Competencies
 Managers must posses several competencies: skills,
values, and motivational preferences.

Managerial Skills
Conceptual and Human skills: skills
decision skills: Technical skills: that managers need
skills pertaining to the ability to including the
the ability to perform a abilities to
identify and resolve specialized task communicate,
problems for the involving a persuade, manage
benefit of the particular method conflict, motivate,
organizations and or process coach, negotiate,
its members and lead Page 12
Continued...

Managerial Values
Another characteristic of successfull managers is the
values they hold and the strength of those values.

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Continued...

Managing with the Right Values

Managers don’t just require strong values; they
require the right values:
 First, managers need to
embrace values that are
consistent with the
situation in which they
work
 Second, all managers in all
situations must always
engage in ethical behavior,
so they must embrace
ethical values.
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Continued...

Managerial Motivation
Along with the right combination of managerial skills
and values, truly great managers also posses needs
that motivate them to manage others effectively:
 Desire for compete to management jobs
 Desire to exercise power (a socialized power
orientation)
 Desire to be distinct or different (having a moderately
low need of affiliation-less concern about being liked &
less sensitive to the pressure others impose to conform to
their wishes)
 Desire to take action (creating momentum-motivating
employees, as well as suppliers and stakeholders, to
achieve the organization’s ambitions for the future)
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You and
Your Career

The need of What should you do to forge a

Emotional successful, gratifying career?
 Be both a specialist and a
Intelligence
generalist
(“EQ”): the
skills of  Be self-reliant
understanding
yourself,  Be connected
managing
yourself, and  Actively manage your
dealing relationship with your
effectively with organization
others
 Survive and thrive
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References

Bateman, T. S. & Scott, A. S. 2015. Management: Leading

and Collaborating in a Competitive World, 11th edition.
New York: McGraw-Hill Education.

Hill, C. W. L. & Steven, L. M. 2008. Principles of

Management. New York: McGraw-Hill/Irwin.

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