MANAGEMENT

1. MANAGEMENT

2. KABUL PRASETYO 1111011068 CHRISTIN IDA NINGSIH 1111011069 LIESIAN WINDA 1111011070 LINTANG DAMARJATI 1111011071

3. Management is a science and art, why so named because the two are inseparable. Management as a science, because it has been studied for a long time, and has been organized into a theory. This is because in it describes the management of symptoms, these symptoms are then examined using the scientific method is formulated in the form of principles embodies in the form of a theory. Moderate management as an art, here the view that in the work necessary to achieve a goal together with others, well, how to instruct the others to cooperate. By the very nature of human activity in general is managing (set) to set up an art needed here, how others need to work towards a common goal.

4. What do you think makes a good manager? Which four of the following qualities do you think are the most important? A personal choice of qualities: D. Being able to communicate with people F. Being able to motivate and inspire and lead people H. Being competent: knowing one’s job perfectly, as well as the work of one’s subordinates J. Having good idea

5. Are there any qualities that you think should be added to this list? Corrective to  achieve goals

6. Which of these qualities can be acquired? Which must you be born with? I think A,B,and C is the must Being descisive: able to make quick decicion Being efficient: doing things quickly, not leaving task unfinished,having a tidy desk,and so on C. Being friendly and sociable

7. 1b Reading This text summarizes some of Peter Drucker’s view on management. As you read about his description of the work of a manager, decide whether the five different functions he mentions require the four qualities you selected in your discussion, or others you did not choose. Drucker’s first point (setting objectives and developing strategies) prasumably requires qualities: having good ideas, being competent, being logical, rational, analytical, and being decisive The second point (organizing) presumably also requires : being competent, being logical, rational, analytical and being persuasive.

8. The third point (motivation and communication) embraces: being able to motivate and inspire and lead people, being able to communicate with people and being persuasive and probably being friendly and sociable. And the fourth point (measuring performance) probably requires : being competent, and being logical, rational, and analytical. The fifth point (developing people) might requires: being competent, being able to motivate, and inspire and lead people, being able to communicate with people and being persuasive.

9. 1c Vocabulary 1. Managers have to decide how best to allocate the human, physical and capital resources available to them. 2. Managers-logically-have to make sure that the jobs and task given to their subordinates are manageable. 3. There is no point in setting objectives if you don’t communicate them to your staff. 4. Managers have to supervise their subordinates, and to measure, and try to improve, their performance. 5. Managers have to check whether objectives and targets are being achived. 6. A top managers whose performance is unsatisfactory can be dismissed by the company’s board of directors. 7. Top managers are responsiblefor the innovations that will allow a company to adapt to a changing world.

10. 1d Vocabulary Allocate resources/people Communicate information/decisions Develop strategies/people/subordinates Make decisions Measure performance Motivate people Perform jobs Set objectives Supervise subordinates

11. 2 Meetings One can either work or meet. One cannot do both at the same time What do you think Peter Drucker means by this comment? In your experience-at work, or doing group projects at college-is that true? How much of the working week do you think managers should spend in meetings? Drucker obviously believes that work is largely something that is done individually and that meetings are not work, but mereley preparation for it, or consolidation after it.

12. 2a Reading Read the computer journalist Robert X. Cringely’s description of the management style at IBM. Is he positive or negative about IBM’s working culture? Robert Cringely’s history of the personal computer industry is very informative, in places very critical, and also very funny. In this extract, he is extremely negative about IBM,saying that they put much too much effort into management and worrying about the possibility of making bad decisions, and not enough into producing good, competitively-priced product.

13. 2b Comprehension Every IBM employee’s ambition is apparently to become a manager It seems as if the people who work for IBM are more interested in being regarded as a manager than as a computer designer or technician. IBM makes management the company’s single biggest business IBM’s corporate culture seems to place more emphasis on management than on developing and selling the company’s products. IBM executives manage the design and writing of software IBM’s managers don’t actually do the work of designing and writing software themselves, but organize and supervise the people who do it.

14. 4. IBM products aren’t often very competitive IBM products are rarely as good or as cheap as similar products made by their competitor. The safety net at IBM is so big it is hard to make a bad decision There is an extensive hierarchyand a system of checks and controls which ensures that bad decisions are generally avoided (but good decisions also take a very long time to make). This will be the source of the company’s ultimate downfall The slowness of IBM’s decisions-making process (and the consequent lack of competitiveness of their products) will eventually destroy the company

15. 2c Vocabulary Find words in the text that mean the same as the words or expression below Seemingly = apparently Computer programs = software Work,time and energy = effort Computers (and other machines) = hardware Young workers still learning their jobs = trainees Knowledge and skill = expertise Level or strata = layers To make certain that something is true = verify Corrected or slightly changed = amended Collapse or failure = down fall

16. 3d Discussion After reading and hearing about management, do you think you have the right skills to be a manager? Would you be able, for example, to set objectives, motivate and coordinate the staff, and manage a department store, or a computer manufacture? Basiclly every individual has the potential to become managers. However, to become a good manager who can motivate staff, control and influence others there are several criteria a good manager are has the soul leader. And profit-oriented comperate objective, innovative, objective, splurge on the company, capable of working climate conductive etc.

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