MANAGER

The success of the community or nation is determined by the success of the whole
organizations contained in the life of the community or nation. Medium
organizational success is determined by the success of managers in order to achieve the goals of the organization.
How does the organization achieve its objectives depends on managerial performance
effectiveness and efficiency of managers. Own management process includes activities
yairu related planning, organizing, directing and controlling.
The organization is a collection of two or more people who are working together
with coordinated, in a structured way to achieve specific goals
or collection purposes. What is a co-ordinated, the answer is that
the division of duties and responsibilities of the job together.
Structured is the job description of each section is clear. For example Milliter
is an organization that has a strong structure (a clear job description.) RT and RW
orgsnisasi examples which have a loose structure (rules are not binding). Goal
organization varies in a deed or legal basis of establishment
organization. For example, the Company was founded with the goal of obtaining
advantage, the University was established to expand and develop science
knowledge. Society requires organization, because organizations serving the community,
allows the community to reach a goal (which by the way an individual can not
achieve it), gain knowledge and provide career.
Managers are people who perform management activities. Every manager always involve others to achieve organizational goals, if a person works alone, he's not a manager. Different managers with the Leader, someone called the manager if he is able to plan, manage and control an organization with a well, while someone called leader is usually associated with people who have high morale, high charisma and ability to motivate others who are very high.
What measure of success in the organization and the manager?.
Peter Drucker suggests 3 kinds of sizes (3 E), namely:
- Efficiency (efficiency)
"Things doing right" (doing something right).
- Economy (economic)
"Minimization + maximization"
- Effectiveness (effectiveness)
"Doing the right thing" (doing something right).
Among the three measures, according to Peter Drucker, the effectiveness is more important than efficiency
and economical, because that is important how to do things right (efficiency),
but more important is to choose the right thing (goal) to do (effectively).

According to Tom Peters and Robert Waterman in "In Search of Excellence (1982), there are 8 signs a management style that makes a business organization can become a successful organization that is:
1) Serga act (predilection to do something anything).
2) Close to the customer (their favorite study and filled).
3) Autonomy and entrepreneurship (breaking down the company into smaller companies
and encourage them to think independently and competitively).
4) Productivity through motivation of organizational members (his foster awareness of all
employees that their best efforts are important and they will also enjoy the success of the company in return).
5) Prioritize the things that are important to the progress of the business (is ready to assist,
priority-value executives emphasized that maintaining good relationships with important efforts the company concerned).
6) Abiding by the things that benefit the business.
7) The organization is simple and does not cost much overhead (keep the business
the company's most knowledgeable or Core Business / Back to Basics).
8) Firmly but tolerant of employees (strict nature coupled flexible
develop a climate of dedication to the company's core values is accompanied
with tolerance for all employees who recognize or accept the values
them.

According to Peters and Waterman, what makes an effective manager and corporate excellence,
intellectual brilliance is not a strategy, but adherence to the basic, namely:
hard work, doing something in a simple, fast acting, interacting with
customers, employees appreciate and preserve the meaning sutu mission.
Criticism of Peter and his friends is because they lack
consider other factors such as technological, cultural environment, competition and
government regulations that often affect the management style of a
organization. The weakness of the book Tom Peters ditanggapinya in 1985, he worked
by Nancy Austin, published a book "Passion for Exellence", where the book
stressed the need for a transfer of management principles of formal and too "academic" to approach a more "humane".
E. TYPE MANAGER

Type Manager, James A Stoner A.R. Edward Freeman divide the types of managers as follows:

MANAGEMENT & MANAGERS


Based on the level or levels comprising:
 First Line / First Level Managers (lower-level managers) as supervisors.
 Middle Managers (middle-level managers), who led the other managers
underneath.
 Top Management (top-level manager), who determine the policy and guidelines
for the organization in dealing with outsiders

Based on the types of activities consist of:

 Functional Managers (functional manager) is responsible for one
organizational activities.
 General Managers (General Manager), who led the organization or unit
involved with various activities.

Important tasks of managers include:

Working with and through others.
Integrating and balancing the goals of conflicting and set priorities.
Responsible and accountable. The analytical and conceptual thinking.
As a mediator.
As a politician.
As a diplomat.
As a decision-making difficult.

F. SKILLS AND THE ROLE OF MANAGERS

To carry out its functions, managers need different
abilities and skills. According to Robert L. Katz, there are 3 (three) kinds
skills of managers are:
 Technical Skill (Technical Skills)
The ability to use the equipment, procedures or techniques of a particular field.
 Human Skills (Skills Humanity)
Ability to work with others, understand and motivate and encourage other people either as individuals or groups. As members of the organization, its relations and especially his own subordinates.
 Conceptual Skill (conceptual skill)
Mental ability of managers to coordinate and integrate all interests and activities of the organization so the organization can be viewed as a unified whole.
Third is the ability and skills as important, but it interests
highly dependent on the position of manager in the level or organizational ladder. Greater technical composition to lower managers and conceptional abilities closer to top-level managers, because they have to take decisions that affect large and long term.