Chapter 1

Managing in Turbulent Times

 PENGURUSAN
• – perlu? siapa perlu? kenapa perlu?

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 The Definition of Management

(praktis/proses untuk memastikan) the attainment

of organizational goals in an effective (berkesan)
and efficient (dengan cekap) manner through
planning, organizing, leading, and controlling
people and organizational resources
 Pengurusan = koordinasi + kerjasama (cooperation)

 GOOD MANAGERS get things done smoothly

 Create right systems and healthy environment

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 INOVASI

• Innovation is the new imperative (isu utama)

• Organizations cannot survive long-term without innovation
• are always investing in
new ideas
• Inovasi perlu menjadi sebahagian daripada produk, proses,
pekerja, dan nilai-nilai
Inovasi
Kecemerlangan
Pengurusan
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Pengurus buat apa?

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 The Process of Management

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 Organizational Performance

• Organizational effectiveness – providing a

product or service that customers value
• Organizational efficiency refers to the amount of
resources used to achieve an organizational goal

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 Management Skills

• Three categories of skills: conceptual, human,

technical
• The degree of the skills may vary but all
managers must possess the skills
• The application of management skills change as
managers move up the hierarchy

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 Relationship of
Skills to Management

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 When Skills Fail!!!

• Missteps and unethical behavior have been in

the news
• Common management failures:
– Not LISTENING to customers
– Misinterpreting signals from MARKETplace
– Not building TEAMS
– Inability to EXECUTE strategies
– Failure to comprehend and ADAPT to change
– Poor communication and INTERPERSONAL SKILLS

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 Top Causes of
Manager Failure

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 Management Types: Vertical

• Top managers are responsible for the entire

organization

• Middle managers are responsible for business

units

• First-line managers are responsible for

production of goods and services

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 Management Types: Horizontal

• Functional Managers are responsible for

departments that perform specific tasks

• General Managers are responsible for several

departments

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 1.5 Management Levels We
gonna talk
about these
people the
whole
semester!!

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 Making The Leap: Becoming
A New Manager

• Organizations often promote star performers to

management
• Becoming a manager is a transformation
– Move from being a doer to a coordinator
• Many new managers expect more freedom to
make changes
• Successful managers build teams and networks
• Many make the transformation “trial by fire”

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1.6 From Individual Performer
to Manager

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 Do You Really Want
to Be A Manager?

 The increased workload

 The challenge of supervising former peers
 The headache of responsibility for other people
 Being caught in the middle
 cabaran workload
 peningkatan menyelia bekas ketua
 tanggungjawab untuk orang lain
 terperangkap di tengah-tengah
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 Manager Activities

Adventures in multitasking
– Activity characterized by variety, fragmentation, and
brevity
– Less than nine minutes on most activities
– Managers shift gears quickly
Life on speed dial
– Work at unrelenting pace
– Interrupted by disturbances
– Always working (catching up)

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 Ten Manager Roles

Informational Decisional
 Monitor (pemantau)
 Entrepreneur
 Disseminator (penyebar)
 Disturbance
 Spokesperson (penyampai)
Handler
Interpersonal
 Resource
 Figurehead Allocator
 Leader
 Negotiator
 Liaison (perwakilan)

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 Manager Roles

• Manager roles are important to

understand but they are not discrete
activities

• Management can’t be practiced as

independent parts

• Managers need time to plan and think

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1.8 Hierarchical Levels and
Importance of Roles

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 Managing in Small Business and
Nonprofit Organizations

Small businesses are growing

– Inadequate management skills is a threat
– The roles for small business managers differ
– Entrepreneurs must promote the business
Nonprofits need management talent
– Apply the four functions of management to make social
impact
– More focus on costs
– Need to measure intangibles like “improving public
health”

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 Innovative Management for
the New Workplace

• Rapid environmental shifts:

– Technology
– Globalization
– Shifting social values

• In the new workplace, work is

free-flowing and flexible

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 1.9 Transition to a
New Workplace

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 New Management Competencies

• Collaboration across functions, levels, customers,

and companies
• Experimentation and learning are key values

• Knowledge and information sharing

More challenges and changes are on the horizon!

This is an exciting time in management.

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