Elyana Mahardhika - 2206041171

CHAPTER 1
MANAGEMENT, MANAGERS, AND CAREERS

1.1 CAREER READINESS TODAY

Globalization means we can work everywhere, but we must compete with people
from everywhere. Below are sets of skills, competencies, aspirations, and goals that will
advance one’s career success.

1.1.1 Talent
People and their talents are the ultimate foundations of organizational performance,
known as intellectual capital which is the brainpower or shared knowledge of an
organization’s employees. Intellectual capital is an organization’s strategic asset to transform
human creativity, insight, and decision making into performance, also personal asset that
makes employees valuable to employers.
Intellectual capital equation:
Intellectual Capital=Competency ×Commitment
Competency represents job-related capabilities (talents), while commitment
represents how hard someone works to apply his/her capabilities to tasks.
The information age has been dominated by knowledge workers whose minds are
critical assets to employers because they will be able to do well in a smart workforce that
needs both high concept and high touch, this adds up to intellectual capital of an
organization.

1.1.2 Technology
In the fourth industrial age, maintaining a high Tech IQ (ability to use technology and
stay updated) is critical. Everything needs tech nowadays, jadi jangan gaptek.

1.1.3 Globalization
Globalization is the worldwide interdependence of resource flows, product markets,
and business competition. This worries govt leaders regarding national identities & nations’
competitiveness. Job migration is also an issue, it’s when firms shift jobs from a home
country to foreign ones. The flip side of job migration is reshoring.
1.1.4 Ethics
Ethics set moral standards of what is “good” and “right” in one’s behavior. Modern
businesses are expected to pay attention to integrity & ethical leadership at all levels, social
responsibility, and sustainability. Last but not least, corporate governance (tata kelola
perusahaan) also plays a big role as ethics indicator, whether the company’s top management
is excellent at controlling organizational performance (financial, ethical, sustainability) or
not.

1.1.5 Diversity
Workforce diversity reflects differences with respect to gender, age, race, ethnicity,
religion, sexual orientation, and able-bodiedness. Diversity tends to cause prejudice that
eventually leads to discrimination. One of the example is the leaking pipeline problem, it
occurs when women face obstacles that cause them to drop out of upward career paths. If this
problem keeps going, it will create the glass ceiling effect which is an invisible ceiling
(barrier) that prevent the career advancement of women and minorities.

1.1.6 Careers and Connections

In a free-agent and on-demand economy, people change jobs often and take “gigs”
on flexible contracts. The shamrock organization analogy consists of 3 types of worker: 1)
Permanent full-time employees who follow standard career paths (they are shrinking fast and
start to replaced by freelancers and part-timers), 2) Freelancers who offers specialized skills
on a contract basis, and 3) Temporary part-timers. One should maintain its self-management
(ability to understand oneself, exercise initiative, accept responsibility, and learn from
experience). Some of early career survival skills are mastery, networking,
entrepreneurship, entrepreneurship, technology, marketing, and renewal.

1.2 ORGANIZATIONS
Organization is a complex system of people working together to achieve a common
purpose or goal.

1.2.1 Organizational Purpose

The main purpose of any organization is to provide goods or services valued to
customers and clients, doesn’t matter it is profit-oriented or not.
1.2.2 Organizational as Systems
All organizations are open systems that interact with their environments. Feedbacks
from the environment indicates how well an organization is doing.

1.2.3 Organizational Performance

Value creation may lead businesses to earn profit or nonprofit organizations to add
wealthy to society. Value is created when an organization’s operation adds value to the
original cost of resource inputs.
1. Resource Inputs (The environment supplies)
2. Transformation Process (The organization creates value)
3. Product outputs (The environment consumes)
Three of the most common ways to assess performance are productivity (quantity and
quality of work), performance effectiveness (output measere), and performance efficiency
(input measure).

1.3 MANAGERS
High performing organizations treat people as valuable strategic assets.

1.3.1 What Is a Manager?

Managers directly supports, activates, and is responsible for the work of others

1.3.2 Levels of Managers

1. Board of Directors make sure the organization is run right
2. Top Managers are responsible for performance of an organization as a whole.
3. Middle Managers oversee large departments or divisions
4. Team Leaders supervise non-managerial workers.
1.3.3 Types of Managers
1. Line managers for activities that directly affect outputs (e.g. president)
2. Staff managers support line workers (e.g. CFO, CHRO, etc.)
 3. Functional managers for a single area activity (e.g. finance, marketing, etc.)
4. General managers cover complex functional areas (e.g. retail manager)
5. Administrators are managers in public & nonprofit organizations.

1.3.4 Managerial Performance

Accountability requires ones (managers) to show results to higher authority, while
effective managers help others achieve high performance and satisfaction in their work.
These dual concern introduces QWL (Quality of Work Life) as an indicator of the overall
quality of human experiences at work.
QWL includes:
1. Respect 4. Opportunities to learn & use new skills
2. Fair pay 5. Room to grow and progress in a career
3. Safe working conditions 6. Protection of individual rights

1.3.5 Changing Nature of Managerial Work

The upside-down pyramid

1.4 THE MANAGEMENT PROCESS

Managers help organizations achieve high performance through the four functions of
management: planning, organizing, leading, and controlling.
1.4.1 Functions of Management
1. Planning : setting goals and objectives, also how to accomplish them.
2. Organizing : arranging tasks, people, and othe resources to accomplish work.
3. Leading : raising enthusiasm and directing efforts to achieve goals.
4. Controlling : measuring performance & taking action to ensure desired results.

1.4.2 Managerial Roles and Activities

1.4.3 Managerial Agendas, Networks, and Social Capital

1. Agenda setting : develops actions priorities for accomplishing goals and plans.
2. Networking : positive relationships with people who can help advance agendas.
3. Social Capital : capacity to get things done with help of others.

1.5 SKILLS FOR CAREER SUCCESS

A skill is the ability to translate knowledge into action that results in desired
performance.

1.5.1 Lifelong Learning and Learning Agility

Learning begins with self-awareness, which is having a real (unbiased) understanding
of one’s strengths and weaknesses. Learning agility is a willingness to grow, learn, and have
curiosity.

1.5.2 Management Skills

1.5.3 Career Readiness Skills
One can track its career readiness using SWOT analysis.