SKILLS, TIME APPLICATION AND WORK VALUES OF MANAGERS

AishaAllan Yuda Patria Lai Wie

Andriati SuryadewiBunga Ratnasari H.

Hanhan Hudaya

business manager

group manager

enterprise manager

functional manager

managing managers

enterprise manager

functional manager

group manager

managing managers

business manager

SKILLSTIME APPLICATIONWORKING VALUES

MANAGING MANAGERS - FUNCTIONAL MANAGERSSKILLS

MANAGING MANAGERS FUNCTIONAL MANAGERS

Selecting and training first-line managers Taking other functional concerns and needs into consideration.

Holding first-line managers accountable for managerial work

Understand the organization's long-term goals

Assigning managerial and leadership work to them, measuring their progress as managers, and coaching them

Think strategically and manage with the whole function

Managing the boundaries that separate units which report directly and with other parts of the business

Leadership maturity

MANAGING MANAGERS - FUNCTIONAL MANAGERSTIME APPLICATION

MANAGING MANAGERS FUNCTIONAL MANAGERS

Time for Subordinate Participating in business team meetings

Set Priorities Working with other functional managers

MANAGING MANAGERS - FUNCTIONAL MANAGERSWORK VALUE

MANAGING MANAGERS FUNCTIONAL MANAGERS

Spend less time on individual work and more time on managing

Focused exclusively on technical strengths to make everything work

Think beyond their function and concern themselves with strategic issues

Manager’s visibility exist primarily within their function

Adapting value integrity Teamwork with other functions

FUNCTIONAL MANAGERS - BUSINESS MANAGERSSKILLS

FUNCTIONAL MANAGERS BUSINESS MANAGERS

Taking other functional concerns and needs into consideration.

Building business character, strategy, and integrating all functional work

Understand the organization's long-term goals

Focus on the balance between short-term operating results and longer-term business positioning and achieve both.

Think strategically and manage with the whole function

Able to see a clear link between their efforts and marketplace results

Leadership maturity

FUNCTIONAL MANAGERS - BUSINESS MANAGERSTIME APPLICATION

FUNCTIONAL MANAGERS BUSINESS MANAGERS

Participating in business team meetings Appropriate balance between spending time working upwards in the organization, externally, visiting customers, and so on.

Working with other functional managers Reserve time for reflection and analysis.

FUNCTIONAL MANAGERS - BUSINESS MANAGERSWORK VALUES

FUNCTIONAL MANAGERS BUSINESS MANAGERS

Focused exclusively on technical strengths to make everything work

Valuing, directing and energizing all functional departments appropriately.

Manager’s visibility exist primarily within their function

Trust, accept advice, and receive feedback from all functional managers and take action from it.

Teamwork with other functions Being highly visible through all departments.

BUSINESS MANAGERS – GROUP MANAGERSSKILLS

BUSINESS MANAGERS GROUP MANAGER

Building business character, strategy, and integrating all functional work

Strategy Evaluation (Asking, Analyze, Applying)

Focus on the balance between short-term operating results and longer-term business positioning and achieve both.

Portfolio Strategy

Able to see a clear link between their efforts and marketplace results

Astute (Thinking, Objective Look, Judgment)

Coaching Business Managers (Developing Group Executives)

BUSINESS MANAGERS – GROUP MANAGERSTIME APPLICATION

BUSINESS MANAGERS GROUP MANAGER

Appropriate balance between spending time working upwards in the organization, externally, visiting customers, and so on.

Managing and developing business managers

Reserve time for reflection and analysis. Longer time spans to prepare for bigger decisions, greater risks, and uncertainties

BUSINESS MANAGERS – GROUP MANAGERSWORK VALUES

BUSINESS MANAGERS GROUP MANAGER

Valuing, directing and energizing all functional departments appropriately.

Maintaining the relationship between the business and corporation

Trust, accept advice, and receive feedback from all functional managers and take action from it.

Factor the complexities of running multiple businesses, thinking in terms of community, industry, government, and ceremonial.

Being highly visible through all departments.

Not as visible as business managers, some smaller companies don’t have a group manager.

GROUP MANAGERS – ENTERPRISE MANAGERSSKILLS

GROUP MANAGER ENTERPRISE MANAGERS

Strategy Evaluation (Asking, Analyze, Applying)

Visionary and long term thinking

Portfolio Strategy Managing an Enterprise totally. Responsible to multiple constituencies: boards, wall street, investors, partners, workforce, shareholders, reports, local communities

Astute (Thinking, Objective Look, Judgment)

Priority

Coaching Business Managers (Developing Group Executives)

Team assembling and leading

GROUP MANAGERS – ENTERPRISE MANAGERSTIME APPLICATION

GROUP MANAGER ENTERPRISE MANAGER

Managing and developing business managers

Value short-term and long-term results

Longer time spans to prepare for bigger decisions, greater risks, and uncertainties

Develop the skill to balance the enterpriseInvest the time required to achieve this balance

People who have gone through earlier passages successfully

GROUP MANAGERS – ENTERPRISE MANAGERSWORK VALUES

GROUP MANAGER ENTERPRISE MANAGER

Maintaining the relationship between the business and corporation

Setting enterprise direction

Factor the complexities of running multiple businesses, thinking in terms of community, industry, government, and ceremonial.

Managing the enterprise in a broader, global context

Not as visible as business managers, some smaller companies don’t have a group manager.

The “cover” of the company

Delivering consistent, predictable top and bottom line results