Sesi 3 Managing in a Global Environment

  Managing in a Global Environment Global Economic Trends

  Principles of Wikinomics

BEING OPEN: being porous to external ideas and

• human capital: open-source licences

  PEERING : collaborating on a micro-level, a

• community is organized by members who voluntarily join it and contribute by choice: Wikipedia

  ACTING GLOBALLY: Utilization of global talent pool

• made possible by communications technology

  SHARING: firms maintain their intellectual property in

• categories where some of it is protected but most of it is open

International Best Seller Book

Two Ways to Think about a Business SENSE and RESPOND MAKE and SELL

  Assumption: Assumption: UN-PREDICTABLE change PREDICTABLE change

  Goal : Goal : Become an Become an Adaptive Enterprise Efficient Enterprise

  Context Purpose and bound

• Mission and

  Adaptive structure

• Policy

  Coordination of Command Capability Strategy and Control

  Commitment g

• A

  An Open Objective

• Management

  n management Closed Plan System ti

• system

System ap d

  Internal

Structure A

  Feedback functional hierarchy

  External

Become Adaptif Enterprise : As Interaction Costs fall Companies will Customer

  Come under Relationship Pressure to Management

Unbundle their

  Identify,

Core processes

  Differentiated,Interact, and Customized Relationships

Each of which

  with customer

  Infrastucture Has very Management/ Different Operational Ex- Product Economic cellence Innovation

Cultural, and

  Build and manage Conceive of attractive

Competitive

  facilities for high- new products and

  imperative

  volume,repetitive service and operational task commercialize them

  Leadership

Management

  

5

Drivers

Management

People

  

Leadership

Manager vs Leader

• Continuous Improvement •
• Breakthrough •

  Present

• Result Oriented •
• Process Oriented •

  Implement the Vision

• Emotional & Art •
• Logical •

  Work With Process

  Future

  Create Vision

  Work with People

Management vs. Leadership Roles Leadership Roles Management Roles

  To create management processes to To create leadership processes to help

  Purpose

  help produce predictable results on produce changes needed to cope with important dimensions. a changing business environment.

  Establishing direction (vision, Planning and Budgeting

  strategies) Processes

  Aligning People (Communicating Staffing and Organizing

  direction, creating teams and coalitions)

  Motivating and Inspiring (energizing Controling and Problem Solving

  people, satisfying basic human needs)

MANAGEMENT vs. LEADERSHIP

  Creating Planning and Budgeting Establishing Direction an agenda establishing detailed steps and developing a vision o o timetables o allocating resources o developing strategies

  Developing a Organizing and Staffing human network o establishing structure

  Aligning People staffing that structure communicating the o o delegating responsibility and direction o authority o creating teams and coalitions o providing policies and procedures creating methods or systems o

  Execution to monitor implementation

  Controlling and Problem Solving o monitoring results vs plan o identifying deviations

  Produces change, often to a Produces a degree of planning and organizing to

  It’s about the CUSTOMER... “We have only two sources of competitive advantage: 1) the ability to learn more about our customers faster than the competition 2) the ability to turn that learning into action faster than the competition” -- Jack Welch, CEO of GE -- “ I constantly remind our employees to be afraid, to wake up in the morning terrified. Not of our competition, but of our customers.”

• Jeff Bezos, CEO of Amazon.com-

Value Creating Bussiness

  

Competency Market Commercial Market

COMPANY

  

Customer People

Share

Holder

  

Interacting Interacting

  

Change and Transformation

  Confidence Experience Comfortable Predictable

  Old Skills New Skills

  Fear Inexperience Awkward Chaos

  Skills Gap

Needs for Management and Leadership High

  Considerable leadership but Considerable leadership and

  ge

  not much management needed management required (most businesses and organizations

  an h *)

  (Start-up businesses) today)

   ( c of ed t d n ee n ou

  Little management Considerable management but

  m A or little leadership required

  leadership required (many successful corporations in (most organizations until this the 1950s and 1960s) century)

  Low Low High The complexity of operation

Leadership

  adalah menciptakan lingkungan yang

menstimulir orang untuk mencapai sasaran

bersama People support the world they help create

Management

  adalah menciptakan dan mengimplementasikan proses serta memonitor hasil - hasil.

  

People support process that

helps them succeed

  Self- direction People Skills

  Common

VISION

  Process Skills

MISSION & OBJECTIVES

  Communication Skills Accountability

Leadership

• Developing self & organization leadership
• Communicate to lead
• Recognizing human potential
• Build cooperation
• Making decisions
• Managing conflict and change
• Managing vallues, attitude & ethics

Management

• Planning & Strategic Mgt Process •

  Organizing Structure & Culture

• Organizing Change & Learning •

  Controlling process

• Developing KPI
• Job Design •

  HR process

M otiv atio n:

  

Major

factors

Influencing

Job Performance

  

Personality:

Fitting with people & situations

  Ab ilit y, Kn ow led ge , S kil l, ex pe rie nc e

  Enj oym ent, Sa tisfa ctio n, Fulf illm ent

Ca pa bil ity :

  John Adair “Effective Motivation: How to Get Extraordinary Results from Everyone

  (Pan Books, 1996)

  Three Questions for Job Interview

  “Can the person do the job?” “Will the person do the job?” HR Transformation

Administration Industrial Relations System Business Manager` Consultancy Role: Focus: Objecti ves: Job title:

  Policy I.R.

  Procedures/ systems based Rule –driven Pluralist Harmony Legal correctness

  IR Manager Labor officer Personal Manager

  Strategic Consultant Integration with business Relevance of programmes Business Results Employee Commitment HR Manager HR Director

  Internal Consultancy Service Service Agreements Projects O.D.

  Change Networks Balance interest Enable change Organization responsiveness Change Manager HR Director

  Support function to line Management Welfare Personnel service Records / procedures Unitary Servicing needs of individuals/ managers Welfare officer Employment Manager

• -- --

  Disciplines of Superstars

  VISION ENTHUSIASTIC

  Set up your personal vision from time to time, not just Brilliant idea is just the starting point. Your next step is to personal targets. Vision is something BIG and you have drive yourself to realize that idea and do anything that is to stretch your capabilities to achieve it. Without clear necessary to reach the finish line. Eat, sleep, and vision, you will be going nowhere. dream with your business.

  ADAPTIVE LEARNING

  

Living in an ever-changing world needs a new mentality. In the knowledge business, especially in the ever-changing

Living in a complex business environment needs a new world, learning is the key to achieving competitive

attitude. And, living in a diverse globalized society needs advantage. Learning is not a one-time phenomenon. Be a

a new personality. There is only one answer to all these, lifelong learner or you’ll become an obsolete person. be an adaptive person.

  RESULT-DRIVEN ULTIMATE

  Nothing else counts but results. A good process that does Always strive to achieve the ultimate thing, not just an

not produce good result is wasting energy. Thus, never be average one. When you plan or do something, make sure

satisfied or complacent before you achieve that final you consider all things that are necessary, and delight your

victory. Win the war, not the battles! Your attitude must customers. Be a perfectionist in everything you do. be result-driven and your behavior must be result-oriented.

  KNOWLEDGE SPEED

  

Data, if analyzed, becomes information. However, In the ever-changing world, the only thing that is constant is

information is not enough anymore. Knowledge is ready- change. To face this, speed is the key to success or you

to-use information. Knowledge should be created, will miss out on opportunity. You can’t just keep up with enhanced, and shared. change; you must always be at the forefront. Thus, focus on speed.

  The Empowered Team Member Owner Team Team Member Member Customer Team Team Member Member Manager

  Case : People First Strategy