Managers and Their Environments

1. Managers and Their Environments By Julius Nursyamsi

2. Environment Organization • Internal environment • External environment

3. The Organization • Organization vary in purpose and in technology • Organization with differing goals and needs • But they and any other organization have one element in common : managers

4. The Organization (cont’d) • It is manager who must coordinate the activities of the entire system (organization) or one of the many subsystem (departments) within the organization

5. The Organization Environment as a System External environment Internal environment Product Service ideas Human and Nonhuman resources Input Proses Output

6. The system concept emphasizes • The ultimate survival of the organization depends upon its ability to adapt to the demands of the environment • In meeting these demands, the total input-process-output cycle must be the focus of managerial attention

7. The Internal Environment • This section examines the environment inside the organization in which a manager must function • It includes discussions of the setting where managers work, the day-to-day activities that utilize much of their time, and some generalized skills necessary to cope with the internal environment

8. Three Management Levels • The operations level • The managerial level • The strategic level

9. The Operations Level • Any organization that produces products or services has an operations function • In the case of a physical product, there is the flow of materials and the supervision of the operations • Operations function is at the core of every organization • The managerial task here is to develop the best allocation of resources that will produce the desired output

10. The Managerial Level • As an organization increases in size someone must coordinate the activities at the operations level, as well as decide which product or services to produce • There problems are the focus of the managerial level

11. The Managerial Level (cont’d) • The managerial task - Managing the operations function - Serving as a liasion between those who produce the product or service and those who use the output • A manager must make sure it has the correct materials and also must se that output gets sold or used

12. The Strategic Level • Every organization operates in a broad social • The strategic level must make sure the managerial level operates within the bounds of society • The strategic level determines the long-range objectives and direction for the organization • How organization will interact with its environment

13. The Strategic Level (cont’d) • The organization also may seek to influence its environment througth lobbying efforts, advertising efforts or educational programs aimed at members of society

14. The level of management The environment (internal and external) The strategic level The managerial level The operations level

15. Type of Managers and Levels of Management • Top management • Middle management • First-level management • Operating employees

16. Managers and the level of management The strategic level Top management The managerial level Middle management The operations level First-level management Operating employees

17. The Skiils of Managers • Technical skiil Is the ability to use the tools, procedures or techniques of a specialized field • Human skiil Is the ability to work with and understand people. To manage people effectively must partcipate effectively with others • Conceptual skiil Is the ability to comprehed all avtivities and interests of the organization

18. Figure The Skills of Managers Top Management Middle Management First-level Management Conceptual Conceptual Conceptual Human Human Human Technical Technical Technical

19. The Roles of Managers • Interpersonal roles • Informational roles • Decisional roles

20. Interpersonal roles • There roles focus on interpersonal relationships • The there roles of figurehead, leader and liaison are a result of the manager’s formal authority • Manager is able to move into the informational roles which, in turn, lead directly to the decisional roles

21. Interpersonal roles (cont’d) • Figurehead All managerial jobs require some duties that are symbolic or ceremonial in nature • Leader The managers involves directing and coordinating the activities of subordinate • Liaison The managers involved in interpersonal relationship outside of their area of command

22. Informational Roles • The set of roles establishes the manager as the central focus for receiving and sending non routine information • The manager builds a network of interpersonal contacts • The contacts aid the manager in gathering and receiving information in the monitor role and transmitting that information in the disseminator role and spokesperson role

23. Informational Roles (cont’d) • Monitor Involves examining the environment in order to gather information, changes, opportunities and problems • Disseminator Involves providing important or privileged information to subordinates that they might not ordinarily know about or be able to obtain • Spokesperson The managers represents the unit to other people

24. Decisional roles • While developing interpersonal relationships and gathering information are important • They serve as the basic inputs to the process of decision making • In fact, some people believe these roles are a manager’s most important duties

25. Decisional roles (cont’d) • Entrepreneur The purpose of the entrepreneur role is to bring about changes for the better in the unit • Disturbance-handle Managers make decisions or take corrective action in response to pressure that is beyond their control

26. Decisional roles (cont’d) • Resource-allocator Place a managers in the position of deciding who will get what resources, there resource include money, people, time, and equipment • Negotiator A managers must bargain with other units and individuals to obtain advantages for his or her unit. The negotiations may be over work, performance, objectives, resources, or other thing influencing the unit

27. The Roles Of Managers Interpersonal roles Figurehead Leader Liaison Decisional roles Entrepreneur Disturbance Resource allocator Negotiator Informational roles Manitor Disseminator Spokesperson

28. The External Environment • No organization is self-sufficient • External environment into two categories : - Direct action components - Indirect action components

29. Direct Action Components • The major direct-action components of a manager’s external environment are the organization’s client whom it must satisfy, its competitors, and the organization and individuals that supply resources.

30. Direct Action Components • Clients For a business organization, customers are critical, and manager contantly must be aware of the present needs and emerging needs of clients. - Customers - Stundents - Patients - Citizens

31. Direct Action Components • Competitors The action of competitors have a direct impact on managers. Most managers must be concerned with two basic types of competitions - Intratype competitor Occurs between institutions engaged in the same basic activity - Intertype competitor Occurs between different types of organizations

32. Direct Action Components • Suppliers Every organization requires input from the environment in the form of raw materials, services, energy, equipment, labor and funds. They use these inputs to produce outputs

33. Figure Direct Action of the External Environment • Clients • Customers • Students • Patients • Citizens The managers And the organization Suppliers -Raw materials -Funds -Energy -People Competitors -Intratype -Intertype

34. Indirect Action Components • The indirect action components of the external environment can effect managers in at leat two ways 1. Outside organizations can have s direct influence on a organization or an indirect influence 2. Certain indirect action component can influence the climate in which the organization must function

35. Indirect Action Components • Technology • Economic • Political, legal and regulatory • Cultural and social • International

36. Direct action and indirect action components of the external environment Indirect action The manager And the organization Direct action

37. The End