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INTRODUCTION

The term refers to the process of getting activities completed efficiently with and

through other people. (Stephen P. Robbins, Rolf Bergman, Ian Stagg, 1997)

Organization is a group of people with formally assigned roles who work together to

achieve the stated goals of the group. (Gary Dessler, 2001) A manager is an individual in

an organization who directs the activities of others. (Stephen P. Robbins, Rolf

Bergman, Ian Stagg, 1997)

In my opinion, management refers to the people who do it or the process to do it.

It must be applies as the root or the base for an organization. Usually, the management

related with the manager. An organization cannot run by themselves. So, the organization

must have a management. We must alert that organization not necessarily just be business

purpose. Even in a classroom, when we have a class monitor and assistant class monitor,

it is still an organization.

For example, organizations needn’t just be business firms; the definition applies

equally well to colleges, local governments, and nonprofits like the American Red Cross.

(Gary Dessler, 2001)

Efficiency is the capability of producing desired results with a minimum of

energy, time, money, materials, or other costly inputs. (R. Wayne Mondy, Shane R.

Premeaux, 1993) Effectiveness is the capability of bringing about an effect or

accomplishing a purpose, sometimes without regard to the quantity of resources

consumed in the process. (R. Wayne Mondy, Shane R. Premeaux, 1993) Efficiency is

concerned with means, and effectiveness with ends. (Stephen P. Robbins, Rolf

Bergman, Ian Stagg, 1997)

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Efficiency and effectiveness are the two common important factors in a

management. Efficiency more focuses on does the important things and right, while

effectiveness is doing the right regardless, which, is more important. The benefit of

efficiency is we can save or reduced our resources, at the same time, we can produce

minimum service or products. Furthermore, when we can reduce our resources, our

money or budget also can be reducing and the money can contribute for other purpose.

The benefit of effectiveness is we can target how far the company can go in the industry

or market that we involved in. We must have direction in our company.

MANAGEMENT FUNCTIONS

Management functions refer to planning, organizing, leading and controlling.

(Stephen P. Robbins, Rolf Bergman, Ian Stagg, 1997) Planning is the process of

determining in advance what should be accomplished and how it should be realized. (R.

Wayne Mondy, Shane R. Premeaux, 1993) Organizing is the process of delegating and

coordinating tasks and resources to achieve objectives. (Robert H. Lussier, 1997)

Leading is includes motivating subordinates, directing others, selecting the most effective

communication channels, and resolving conflicts. (Rusinah Siron, 1999) Controlling is

monitoring activities to ensure they are being accomplished, planned and correcting any

significant deviations. (Rusinah Siron, 1999)

Planning, organizing, leading and controlling are the four basic functions in a

management. Usually managers use this four important element to manage the work in an

organization. All the functions are related with each other. If one of this functions is
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missing or the managers did not apply in the organization, the result maybe did not good

as we aspect. Furthermore, the long term or short term of the goals in an organization did

not realized. For example, Puan Suri wants to produce 500 sweetmeats. Indirectly, Puan

Suri is the manager and applies the first function of management, which is planning. The

ingredients must be arranged according to their expertise and set the time for one of the

sweetmeats must be produced. That is what we call organizing. Sometimes the worker

can get tired if the period of the working time is too long. Furthermore, the workers can

get exhausted. Puan Suri applies the third functions, which is leading functions. She has

to motivate or influencing all the people in her company to get the tasks or job done. The

last function, which is controlling applies when Puan Suri check the quality of the

sweetmeats and the quotas that produced are correct.

MANAGEMENT ROLES APPROACH

Interpersonal roles are how a manager interacts with other people. (Rusinah Siron, 1999)

This skill has connection with human skill and relationships with other. The

figurehead, leader and liaison are the role for the interpersonal role category. Let say the

figurehead role. The managers use this role are the symbolic or representative of the

organization.

For example, the presentation of employee awards by a division manager at Taco

Bell is an example of the figurehead role. (Richard L. Daft, 1997)

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Informational roles are how a manager exchanges and processes information. (Rusinah

Siron, 1999)

Manager use this role to create system or activities for an information network.

The monitor, disseminator and spokesperson are the role for the informational role

category. Let say the monitor role. The activity of this role is seeking current information

such market, environment from different sources.

For example, Puan Suri is a sweetmeats maker. She must find the suitable market

or place to promote and sell her products.

Decisional roles are how a manager uses information in decision-making. (Rusinah

Siron, 1999)

Managers must reflect or take action and make decision rapidly. This role often

uses conceptual as well as human skills. The entrepreneur, disturbance handler, resource

allocator and negotiator are the role for the decisional role category. Let say the

negotiator role. The activity of this role is representative from the organization to with

negotiates with other side to gain some result.

For example, the manager meets and formally negotiates with others supplier

about a late delivery. So that it will not happen again. If not, it will effect our production.
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SKILLS APPROACH

Conceptual skill is the cognitive ability to see the organization as a whole and the

relationship among its parts. (Richard L. Daft, 1997)

This skill is similarity with imagination. It helps the managers’ ability to think out

of the box. The managers must conclude all the factors around him / her like social

environment. Usually, the managers at the top need the conceptual skill. The example for

the managers at the top is executive vice president, president, managing directors, chief

operating officer (COO) and many more.

For example, Microsoft Corporation, the giant software company, reflects the

conceptual skills of its founder and chairman, Bill Gates. Overall business are clearly

stated and effectively communicated throughout the company, contributing of

Microsoft’s leadership reputation and billion dollars revenue. While actively participating

in and coordinating small units devoted to functional areas such as programming and

marketing. Gates spread his concepts for Microsoft by delegating to a cadre of strong

managers. (Richard L. Daft, 1997)

Human skill is the manager’s ability to work with and through other people and to work

efficiently as a group member. (Richard L. Daft, 1997)

The manager has good connection when he / she applies this skill. It becomes

more important with the increase in globalization and workforce diversity. Manager can

increase the confident of the organization and develop healthy environment.

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For example, Barry Merkin, chairman of Dresher, Inc., the largest U.S.

manufacturer of brass beds, is a cheerleader for his employees. He visits the plant floor

and uses humor and hoopla to motivate them (Richard L. Daft, 1997)

Technical skill is the understanding of and proficiency in the performance of specific

tasks. (Richard L. Daft, 1997)

The manager must know the function of the work and to solve specific problems.

This skill needed by the manager who gets promoted to their first management job

because of their technical skill. But the skill become trifling compare to the human skill

and conceptual skill according to the hierarchy when the manager get promoted. It is

important because it involved big cost if mistakes happen.

For example Rodney Mott, plant manager at Nucor Corp.’s new Hickman,

Arkansas, steel mill needed technical skills to decide on the installation of a new $50

million caster, which turns liquid metal into bands of steel. (Richard L. Daft, 1997)
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CONCLUSION

Each organization has its own goals or purpose that leads the organization

towards reach its own target. I agree with the statement that managers play an important

role in managing a particular organization towards its objectives. With the combining of

the management functions, skill approach and managers’ roles approach, it completes all

the particular or features in an organization. Furthermore, efficiency and effectiveness is

the catalyst of the success in an organization.

I encourage that manager must be a role model for the organization. So that

corruption will not happen in an organization. Nowadays managers did not show their

best performance and good manner among their workers. The effect is badly can happen.

I suggest that we must strengthen and absorb an Islamic way in the organization, and the

manager must have strong Islamic background. So that he or she can lead the

organization to the right way.

(1,468 words)
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REFERENCE

Management 4th edition, Richard L. Daft, The Dryden Press, 1997, USA.

Management, Stephen P. Robbins, Rolf Bergman, Ian Stagg, Prentice Hall, 1997,
Australia.

Management Concepts, Practice and Skills, 6th edition, R. Wayne Mondy, Shane R.
Premeaux, Allyn and Bacon Publisher, 1993, Massachutes

Management Concepts, Applications, Skill Development, Robert H. Lussier, 1997, Ohio.

Management, Concepts Practices and Skills, R. Wayne Mondy, Shane R. Premeaux,

1980, Massachutes.

Note Guidance Organizational Behavior, Universiti Tenaga Nasional, College of

Business Management, Rusinah Siron, 1999, Malaysia.