Slide presentasi
THE ROLE AND FUNCTION OF
MANAGEMENT
Created by :
Adang subarna
Yuli widiantoro
Dodi nurjaman
Nanang S. fajrie
Hendra berry A
Andi rifai
What are the functions of
Management?
OR
What is Management Process?
Scientific question
1.
2.
3.
What the keys of the roles and
functions of management?
Why management is a key factor
for the successful of the company?
How management play the vital
roles and function for the
company?
Management Process
Management process is composed of four activities
1.
2.
3.
4.
Planning
Organizing
Leading
Controlling
Planning
Management functions that involves the
process of defining goals, establishing
strategies for achieving those goals and
developing plans to integrate and coordinate
activities
Planning
Planning is determining in advance: a)
What is to be done?
b)
How it is to be done?
c)
When it is to be done?
d)
Who will do it?
Organizing
Management function that involves the
process of determining what tasks are to be
done, who is to do them, how the tasks have to
be grouped, who reports to whom, and where
decisions are to be made
OR
we can say that organizing includes:
What tasks are to be done? (Activity)
Who is to do them? (People)
What physical resources are required?
(Resources)
And who reports to whom. (Structure)
Organizing
Organizing is the establishment of relationship
between the
Activities
Persons
Physical factors
Activities
Organizing
Physical factors
Persons
Leading
Management functions that involves:
motivating subordinates
influencing individuals or teams as they work
selecting the most effective communication channels
or
dealing with any employee behavior issues
Controlling
Management functions that involving monitoring
actual performance, comparing actual to
standard, and taking action, if necessary
The Controlling process consist
of
1.
Measuring
2.
Comparing
3.
Correcting
Management Functions
Planning
Organizing
Leading
Controlling
Lead to
Defining goals,
establishing
strategy, and
developing
subplans to
coordinate
activities
Determining
what needs
to be done,
how it will
be done, and
who is to do it
Directing and
motivating all
involved parties
and resolving
conflicts
Monitoring
activities
to ensure
that they are
accomplished
as planned
Achieving the
organization’s
stated
purpose
Basic
Managerial
Roles & Skills
Managerial Roles
The managerial roles are divided into three
basic categories identified by Henry
Mintzberg.
1.
2.
3.
Interpersonal Role
Informational Role
Decisional Role
Managerial Roles
Interpersonal Role
Managerial roles that involve people and other duties that
are ceremonial and symbolic in nature
Informational Role
Managerial roles that involve receiving, collecting and
disseminating information
Decisional Role
Managerial roles that revolve around making choices.
Interpersonal Role
1.
Figurehead
Interpersonal
2.
3.
Leader
Liaison
Attending ribbon-cutting
ceremony for new plant.
Encouraging employees
to improve
productivity
Coordinating activities
of two project groups
Informational
Informational
Scanning industry
reports to
stay updated regarding
developments
1.
Monitor
2.
Disseminator Sending memos
3.
Spokesperson Making a speech to
outlining
new organizational
initiatives
discuss
growth plans
Decisional
1.
Decisional
2.
3.
4.
Entrepreneur
Developing new ideas
for
innovation
Disturbance
handler
Resolving conflict
between two subordinates
Resource
allocater
Reviewing and revising
budget requests
Negotiator
Reaching agreement
with a
key supplier
Ten Basic Management Roles
1.
Figurehead
Attending ribbon-cutting ceremony for new plant.
2.
Leader
Encouraging employees to improve productivity
3.
Liaison
Coordinating activities of two project groups
1.
Monitor
Scanning industry reports to stay abreast of
developments
2.
Disseminator
3.
Spokesperson
Sending memos outlining new organizational
initiatives
Interpersonal
Informational
Making a speech to discuss growth plans
1.
2.
Decisional
3.
4.
Entrepreneur
Developing new ideas for innovation
Disturbance
handler
Resolving conflict between two sub-ordinates
Resource
allocater
Negotiator
Reviewing and revising budget requests
Reaching agreement with a key supplier
Managerial Skills
There are number of skills that a Manager
needs but four of them are the most important
to their success:
Technical Skills
Interpersonal Skills
Conceptual Skills
Diagnostic Skills
Technical Skills
Knowledge and proficiency in a specialized
field is termed as technical skill.
Example
Engineer can better head on engineering firm
Interpersonal Skills
The ability to work well with other people individually
and in a group.
Example
To Resolve Conflict
Motivation of subordinates
Conceptual Skills
The manager’s ability to think and to
conceptualize about abstract and complex
situations are called Conceptual Skills.
Example
Decline in sale
Skills Needed at Different
Management Levels
Top Manager
High
Middle Manager
Medium
Low
Lower Manager
Conceptual skill Human skill
Technical skill
Why Study Management?
The Value of Studying Management
The universality of management
Good management is needed in
All levels of organization
All areas of organization
All types of organizations
All size of organizations
The reality of work
Employees either manage or are managed
UNIVERSAL NEED FOR MANAGEMENT
All Size of organizations
Small
All organizational areas
Manufacturing-marketinghuman resourcesaccounting-information systems-etc.
Large
Management
is
Needed
In…..
All types of organizations
Profit
All organizational levels
Bottom
Top
Non-for-profit.
Conclusion
The keys of the roles and functions of
management are applied planning, organizing,
actuating and controlling.
The function of management as we know as
POAC can managed all company’s resources that
we used in effective and efficiently supported to
get company’s goals.
Management play the vital roles and function
for the company with four activities :
Planning make plan strategic to achieving
goals
•Organizing the determining what task are
to be done, who is to do them, how the task have
to be grouped, who reports to whom, and when
decisions are to be made.
•Actuating
that involves motivating
subordinates, dealing with any employee
behavior issues.
•Controlling that involving monitoring
actual performance, comparing actual to
standard, and taking action if necessary.
•
“PROBLEMS ARE
INVITATION TO ACTION”
Quote by : Sir Wiston Churchill
p
o
t
s
s
’
e
t
r
e
e
L th
i
MANAGEMENT
Created by :
Adang subarna
Yuli widiantoro
Dodi nurjaman
Nanang S. fajrie
Hendra berry A
Andi rifai
What are the functions of
Management?
OR
What is Management Process?
Scientific question
1.
2.
3.
What the keys of the roles and
functions of management?
Why management is a key factor
for the successful of the company?
How management play the vital
roles and function for the
company?
Management Process
Management process is composed of four activities
1.
2.
3.
4.
Planning
Organizing
Leading
Controlling
Planning
Management functions that involves the
process of defining goals, establishing
strategies for achieving those goals and
developing plans to integrate and coordinate
activities
Planning
Planning is determining in advance: a)
What is to be done?
b)
How it is to be done?
c)
When it is to be done?
d)
Who will do it?
Organizing
Management function that involves the
process of determining what tasks are to be
done, who is to do them, how the tasks have to
be grouped, who reports to whom, and where
decisions are to be made
OR
we can say that organizing includes:
What tasks are to be done? (Activity)
Who is to do them? (People)
What physical resources are required?
(Resources)
And who reports to whom. (Structure)
Organizing
Organizing is the establishment of relationship
between the
Activities
Persons
Physical factors
Activities
Organizing
Physical factors
Persons
Leading
Management functions that involves:
motivating subordinates
influencing individuals or teams as they work
selecting the most effective communication channels
or
dealing with any employee behavior issues
Controlling
Management functions that involving monitoring
actual performance, comparing actual to
standard, and taking action, if necessary
The Controlling process consist
of
1.
Measuring
2.
Comparing
3.
Correcting
Management Functions
Planning
Organizing
Leading
Controlling
Lead to
Defining goals,
establishing
strategy, and
developing
subplans to
coordinate
activities
Determining
what needs
to be done,
how it will
be done, and
who is to do it
Directing and
motivating all
involved parties
and resolving
conflicts
Monitoring
activities
to ensure
that they are
accomplished
as planned
Achieving the
organization’s
stated
purpose
Basic
Managerial
Roles & Skills
Managerial Roles
The managerial roles are divided into three
basic categories identified by Henry
Mintzberg.
1.
2.
3.
Interpersonal Role
Informational Role
Decisional Role
Managerial Roles
Interpersonal Role
Managerial roles that involve people and other duties that
are ceremonial and symbolic in nature
Informational Role
Managerial roles that involve receiving, collecting and
disseminating information
Decisional Role
Managerial roles that revolve around making choices.
Interpersonal Role
1.
Figurehead
Interpersonal
2.
3.
Leader
Liaison
Attending ribbon-cutting
ceremony for new plant.
Encouraging employees
to improve
productivity
Coordinating activities
of two project groups
Informational
Informational
Scanning industry
reports to
stay updated regarding
developments
1.
Monitor
2.
Disseminator Sending memos
3.
Spokesperson Making a speech to
outlining
new organizational
initiatives
discuss
growth plans
Decisional
1.
Decisional
2.
3.
4.
Entrepreneur
Developing new ideas
for
innovation
Disturbance
handler
Resolving conflict
between two subordinates
Resource
allocater
Reviewing and revising
budget requests
Negotiator
Reaching agreement
with a
key supplier
Ten Basic Management Roles
1.
Figurehead
Attending ribbon-cutting ceremony for new plant.
2.
Leader
Encouraging employees to improve productivity
3.
Liaison
Coordinating activities of two project groups
1.
Monitor
Scanning industry reports to stay abreast of
developments
2.
Disseminator
3.
Spokesperson
Sending memos outlining new organizational
initiatives
Interpersonal
Informational
Making a speech to discuss growth plans
1.
2.
Decisional
3.
4.
Entrepreneur
Developing new ideas for innovation
Disturbance
handler
Resolving conflict between two sub-ordinates
Resource
allocater
Negotiator
Reviewing and revising budget requests
Reaching agreement with a key supplier
Managerial Skills
There are number of skills that a Manager
needs but four of them are the most important
to their success:
Technical Skills
Interpersonal Skills
Conceptual Skills
Diagnostic Skills
Technical Skills
Knowledge and proficiency in a specialized
field is termed as technical skill.
Example
Engineer can better head on engineering firm
Interpersonal Skills
The ability to work well with other people individually
and in a group.
Example
To Resolve Conflict
Motivation of subordinates
Conceptual Skills
The manager’s ability to think and to
conceptualize about abstract and complex
situations are called Conceptual Skills.
Example
Decline in sale
Skills Needed at Different
Management Levels
Top Manager
High
Middle Manager
Medium
Low
Lower Manager
Conceptual skill Human skill
Technical skill
Why Study Management?
The Value of Studying Management
The universality of management
Good management is needed in
All levels of organization
All areas of organization
All types of organizations
All size of organizations
The reality of work
Employees either manage or are managed
UNIVERSAL NEED FOR MANAGEMENT
All Size of organizations
Small
All organizational areas
Manufacturing-marketinghuman resourcesaccounting-information systems-etc.
Large
Management
is
Needed
In…..
All types of organizations
Profit
All organizational levels
Bottom
Top
Non-for-profit.
Conclusion
The keys of the roles and functions of
management are applied planning, organizing,
actuating and controlling.
The function of management as we know as
POAC can managed all company’s resources that
we used in effective and efficiently supported to
get company’s goals.
Management play the vital roles and function
for the company with four activities :
Planning make plan strategic to achieving
goals
•Organizing the determining what task are
to be done, who is to do them, how the task have
to be grouped, who reports to whom, and when
decisions are to be made.
•Actuating
that involves motivating
subordinates, dealing with any employee
behavior issues.
•Controlling that involving monitoring
actual performance, comparing actual to
standard, and taking action if necessary.
•
“PROBLEMS ARE
INVITATION TO ACTION”
Quote by : Sir Wiston Churchill
p
o
t
s
s
’
e
t
r
e
e
L th
i