MANAGER IN HER COMPANY
The definition of manager is the person or someone who should be able to make the people in the organization who have different characteristics, cultural background, but they have their respective characteristics are consistent with the objectives (goals) and technologies.
And the duty of a manager is how to integrate a variety of variables (characteristics, culture, education, etc.) into same purpose organization by adjustment mechanism.
The necessary mechanisms to unify the variables above are shown on below :
• Direction that include decision making, policy, supervision,etc.
• Plan of organization and employment.
• Selection, training, appraisal, and development.
• Communications systems and control.
• Reward System.
Task Manager is as follows:
make a plan, develop and implement strategies for improvement organization (including specific relevant areas with structure organization,etc.)
Establish and maintain appropriate systems for measuring important aspects of organization performance.
Monitoring, measure and make a report about plans of organization development and achievements on forms / formats and the agreed time frame
Conducting direct subordinates working arrangements (which do direct report to them)
Managing and controlling output of budgets per department based on budgets approved
be a liaison with functional managers / other department managers to understand all important aspects of improvement organization, and make sure they have appropriate and sufficient information about the objectives / goals and achievements of the development organization
keep awareness and knowledge of up to date theory about improvement organization,the methods and provide a reasonable interpretation to directors, managers and staff on the organization.
make sure every activity have a story and integrated with the requirements of the organization for the quality management, health and safety, legal requirements, policies and general duty of environment care.
Managers Skills
This picture shows the skills required managers at every level.
Robert L. Katz in the 1970 suggested that every manager needs at least three basic skills.
1. Conceptional skills
Top manager must have the skills to create concepts and ideas for the progress of the organization. And then the ideas and concepts should be translated into a plan of activities to fulfill the idea or concept. The process of translation of ideas into a concrete work plan or we usually called “planning process” or “planning”. Therefore, conceptual skills as well as a skill to make the plan work.
2. Humanity skills
managers should have communication skills or skills related to other people, also called humanity skills. Persuasive communication should always be created by managers to subordinates that they lead. With a persuasive communication, friendly, and fatherly will make employees feel valued and then they will be open to the boss. Communication skills required at the level of top management, middle, or bottom.
3. Technical skills
These skills are generally a provision for managers at lower levels. This technical skill is the ability to perform a specific job, for example using a computer program, fix the engine, making chairs, accounting,etc.
Rick W. Griffin added two basic skills that need to be owned by managers:
1. Skills for management Time
It is a skill that refers to the ability of a manager to use the time they have wisely. Griffin makes a case Lew Frankfort of Coach. In 2004, as manager, Frankfort paid $ 2,000,000 per year. If he worked for 50 hours per week with 2 weeks vacation time, then every hour Frankfort get salary is $ 800 per hour and $ 13 per minute. So we can see that every minute is wasted would be very detrimental to the company. Most managers, get a smaller salary than Frankfort. However, time that they have is a valuable asset, and if they wasted it means disadvantage for the company and reduce the productivity of company.
2. Decision-making skills
Is the ability to define problems and determine the best way to solve them. Decision-making ability is the most important for a manager, especially for top manager. Griffin proposed three steps in making a decision. First, a manager must define the problem and looking for alternatives, which can be taken to resolve it. Second, managers must evaluate every alternatives and choose an alternative that is considered the best alternative. And lastly, managers must implement alternative that has been his choice as well as monitoring and evaluate them to stay on the right rule.
