Master of Management

Faculty of Economics & Business

Universitas Gadjahmada

THE MANAGERS
Chapter 1 – Managers & managing
Chapter 2 – The evolution of management thought
BACKGROUND
2017 – now  John L. Flannery
2001 – 2017  Jeffrey Immelt
What Managers do? 1981 – 2001  Jack Welch
“Jack Welch, the
Transformers & Jeffrey
Immelts”

USA Company, founded in

1892.
Bureaucracy &
Competitors GE Merged 2 companies
(Edison GE Comp & Thomas-
Houston Electric Comp)

Light, energy,
transportation,
aviation, healthcare,
capital, appliances,
broadcast
 ACHIEVING HIGH PERFORMANCE (1)

Conceptual skills
General ability to analyze and diagnose a
situation and to distinguish between cause
and effect

Human skills
General ability to understand, alter, lead,
and control the behavior 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 from ineffective
managers.

Technical skills
The job-specific skills required to perform a
particular type of work or occupation at a
high level
ACHIEVING HIGH PERFORMANCE (2)

1.Restructuring
&
Outsourcing
2.Empowerment
7. Practicing & Self
Global Crisis
Management Managed
Team

Recent
Changes in
Management
6. IT & Practices 3. Building
Competitive
E-commerce Advantage

5. Diverse 4. Ethical &

Workfoce CSR
 THE EVOLUTION OF
MANAGEMENT THOUGHT

Daniel Katz, Robert Kahn, etc., Environment influences

Taylor, Quantitave Approaches

Mary Parker Follett,

Leading & Control
Max Webber & Henri Fayol,
Standard of Procedures (SOP)

Taylor & The Gilbreths, The Right Man in The Right Place
PROBLEM ANALYSIS

350
business
lines

1979

12 layers 600 profit

of centers
management
CONCLUSION

Restructuring Global Crisis Management Simplicity

GE Management Development Institute Sustainable Competitive Advantage

Achieving High Performance Selling subsidiary, reducing workforce

RECOMMENDATION

KNOWS CUSTOMER

AFTER SALES SERVICES

PRODUCT
TERIMA KASIH