Kanaidi, SE., M.Si (sebagai Pemateri) Photo Bersama para Peserta “Pelatihan LEADERSHIP & MANAGEMENT SKILL” bagi Manajer & Supervisor

PT. Pertamina (PHE ONWJ), PT. CNOOC & PTTEP Malunda Limited - Jakartadi Hotel Hyatt Regency-Bandung, 18-20 November 2015

Para Peserta “Pelatihan LEADERSHIP & MANAGEMENT SKILL” secara serius mengikuti Materi Pelatihan

di Hotel Hyatt Regency-Bandung, 18-20 November 2015

Para Peserta “Pelatihan LEADERSHIP & MANAGEMENT SKILL” secara serius mengikuti Materi Pelatihan

di Hotel Hyatt Regency-Bandung, 18-20 November 2015

Para Peserta “Pelatihan LEADERSHIP & MANAGEMENT SKILL” secara serius mengikuti Games Pelatihan

di Hotel Hyatt Regency-Bandung, 18-20 November 2015

Penyerahan Sertifikat kepada Bpk. Willy Saputra (PHE ONWJ) Peserta “Pelatihan LEADERSHIP & MANAGEMENT SKILL”

bagi Manajer & Supervisor di Hotel Hyatt Regency-Bandung, 20 November 2015

Penyerahan Sertifikat kepada Ny. Deasyana P. Puspitasari (PT CNOOC) Peserta “Pelatihan LEADERSHIP & MANAGEMENT SKILL”

bagi Manajer & Supervisor di Hotel Hyatt Regency-Bandung, 20 November 2015

Penyerahan Sertifikat kepada Ny. Nandita Galuh Guamaradewi (PT CNOOC) Peserta “Pelatihan LEADERSHIP & MANAGEMENT SKILL”

bagi Manajer & Supervisor di Hotel Hyatt Regency-Bandung, 20 November 2015

Penyerahan Sertifikat kepada Bpk. Tommy Wibowo (PTTEP Malunda Limited) Peserta “Pelatihan LEADERSHIP & MANAGEMENT SKILL”

bagi Manajer & Supervisor di Hotel Hyatt Regency-Bandung, 20 November 2015

Apa itu LEADERSHIP ?• Leadership (Kepemimpinan) adalah seni atau proses

mempengaruhi orang-orang, sehingga mereka akan berusaha mencapai tujuan kelompok dengan kemampuan dan antusias.

• Kepemimpinan adalah proses mengarahkan dan mempengaruhi kegiatan yang berhubungan dengan tugas dari anggota kelompok.

• Kepemimpinan adalah proses mengarahkan orang dan mempengaruhi aktivitas-aktivitas yang berhubungan dengan tugas dari anggota-anggota kelompok.

Memimpin orang atau mengarahkan orang atau mengatur orang dapat dikatakan “gampang-gampang susah” (bawahan sering mempunyai pendapat, pengalaman, kematangan jiwa, kemauan, dan kemampuan yang berbeda bahkan di atas pemimpin)

Memimpin vs MengelolaPemimpin (Leader) Manager

Melakukan Inovasi Mengembangkan Memberikan Inspirasi Memiliki pandangan jangka

panjang Menanyakan apa dan

mengapa Memunculkan Menantang status quo Melakukan Sesuatu yang

benar

Mengurus Mempertahankan Mengendalikan Memiliki pandangan jangka

pendek Menanyakan bagaimana dan

kapan Mengawali Menerima status quo Melakukan sesuatu dengan

benar

Gaya Kepemimpinan• Pimpinan Bebas/laissez-faire• Pimpinan Akomodatif/kekeluargaan• Pimpinan Otoriter/diktator/kompetitif• Pimpinan Kompromis/jalan tengah • Pimpinan Demokratis/partisipatif/

kolaboratif

(Blake dan Mouton)

15

Gaya KEPEMIMPINAN & PEMECAHAN Masalah

KOMPETISI

HINDAR

KOMPROMI

KOLABORASI

AKOMODASI

KURANG

TEGAS

SANGAT

TEGAS

TINGKAT

KETEGASAN

TIDAK ADA KERJASAMA KERJASAMA SANGAT ERAT

TINGKATAN KERJASAMA

Effective Service Leadership Training

By : Kanaidi, SE., M.Si , cSAP kanaidi@yahoo.com ..08122353284

Service Leadership

The Service-Profit Chain

Target MarketService Concept

Operating strategy and service delivery system

Employees

Loyalty

Satisfaction

Capability

Service Quality

Productivity and Output Quality

Customers

Satisfaction Loyalty

Revenue growth

Profitability

• Workplace design• Job design• Selection and development• Rewards and recognition• Information and communication• Tools for serving customers

Quality and productivityImprovements yield higher service qualityand lower costs

• Lifetime value• Retention• Repeat business• Referral

Service Value

• Attractive value• Service designed

and delivered to meet targeted customers’ needs

2 13

4 - 7

Internal External

Links in the Service-Profit Chain 1. Customer loyalty drives profitability and growth2. Customer satisfaction drives customer loyalty3. Value drives customer satisfaction4. Employee productivity and retention drive value5. Employee loyalty drives productivity 6. Employee satisfaction drives loyalty and productivity7. Internal quality drives employee satisfaction8. Top management leadership underlies chain’s success

Leadership, Culture, and Climate (2)• Organizational climate

– The tangible surface layer on top of the organization’s underlying culture

– Factors of influence:• Flexibility, responsibility, standards that people

set, perceived aptness of rewards, clarity people have about mission and values, level of commitment to a common purpose

• Creating a new climate for service, based on understanding of what is needed for market success, may require – Radical rethinking of HRM activities,

operational procedures, and the firm’s reward and recognition policies

TopMgnt

MiddleManagement

Front-liner

Customers

TopMgnt

MiddleManagement

Front-liner

Customers

C u

s t o

m e

r s

C u s t o m e r s

(b) Modern Customer-oriented Organization Chart (a) Traditional Organization Chart

Bagan organisasi Modern Berorientasi Pelanggan

GoalsSetting

HM MBT OKTOBER 2009

By : Kanaidi, SE., M.Si, cSAP kanaidi@yahoo.com ..08122353284 22 22

Goal Setting

WHY SHOULD YOU SET GOALS

• Establish your ultimate destination• Identify the roads you can take to get there• Know when you have arrived at your goal

“The person who starts out going nowhere, generally gets there”

- Dale Carnegie

Ω Problem Statement Ω Mapping Ω Strategic Direction Conclusion

Goals can give employees control over their own jobs and, at the same time, give managers a tool for

monitoring their employees’ performance.

“If I had 8 hours to chop down a tree,

I’d spend 6 sharpening my ax”

Abraham Lincoln

Ω Problem Statement Ω Mapping Ω Strategic Direction Conclusion

Why People Do Not Set Goals

• Do not understand the importance of goals. • Do not know how to set goals. • Fear of rejection. • Fear of failure.

Ω Problem Statement Ω Mapping Ω Strategic Direction Conclusion

What is a GOAL?Goal : The purpose toward which an endeavor is directed; an end; an objective.

Goal Setting: To set or adjust for proper functioning.

Ω Problem Statement Ω Mapping Ω Strategic Direction Conclusion

Setting goals is a means of identifying and plotting how you are going to achieve your aims in life. By writing down your goals you are committing yourself to accomplishing them; therefore, make sure that your goals are important to YOU!!!!!

Seven goal areas

Family/homeSocial

EducationalReligious

Achievement/recognitionCareer

Physical/health

Ω Problem Statement Ω Mapping Ω Strategic Direction Conclusion

There are three types of people

1. Ones that make things happen2. Those that let it happen3. And the ones that don’t know what

happened.

What one are you going to be?

Ω Problem Statement Ω Mapping Ω Strategic Direction Conclusion

“Work Planning & Scheduling”

LEADERSHIP & MANAGEMENT SKILL TRAINING

By : Kanaidi, SE., M.Si , cSAP kanaidi@yahoo.com ..08122353284

31

Pengertian PERENCANAAN (PLANNING)

Perencanaan adalah menentukan sasaran yang ingin dicapai, tindakan yang seharusnnya dilaksanakan, bentuk organisasi yang tepat utk mencapainya, dan orang-orang yang bertanggung-jawab terhadap kegiatan yang akan dilaksanakan.

Perencanaan adalah proses penetapan tujuan dan cara-cara atau tindakan yang tepat untuk mencapai tujuan (the process of establishing goals and suitable course of action for achieving those goals).

Ω Problem Statement Ω Strategic Direction Conclusion Solution

32

Perencanaan menyangkut tentang :

Apa yang akan dilakukan ? Bagaimana melakukannya ? Kapan melakukannnya ? Siapa yang akan melakukan ? Mengapa dilakukan ? Dimana akan dilakukan ?

Ω Problem Statement Ω Strategic Direction Conclusion Solution

33

Unsur-Unsur Perencanaan

Sasaran Peramalan Pembuatan Keputusan Pemilihan Pendekatan

Ω Problem Statement Ω Strategic Direction Conclusion Solution

34

Pentingnya Perencanaan

Mengurangi ketidakpastian dan perubahan-perubahan di waktu yad.

Memusatkan perhatian kepada sasaran. Menjamin proses pencapaian tujuan

terlaksana secara ekonomis. Memudahkan pengawasan.

Ω Problem Statement Ω Strategic Direction Conclusion Solution

35

Proses PENGENDALIAN

PenetapanStandar

Pengukuranprestasi kerja

Tidak berbuat apa - apa

Membetulkan penyimpangan

Apakahprestasi sdh

sesuai dengan standar

1 23

4

Ya

Tidak

36

Penetapan Tujuan

Tujuan adalah suatu sasaran atau hasil akhir yang ingin dicapai oleh suatu organisasi di masa depan(Goal is a future target or end result that an organization wish is to achieve).

Ω Problem Statement Ω Strategic Direction Conclusion Solution

Ω Problem Statement Ω Mapping Ω Strategic Direction Conclusion

Diagnose your Time Utilities

Presented by :

Kanaidi, SE, M.Sikanaidi@yahoo.com

?1

The Value of Time A resource for all leaders(Time is) the most valuable thing a man can spend.

Theophrastus

“An inch of time cannot be bought with an inch of gold.” Chinese proverb

Dost thou love life? Then do not squander time, for that’s the stuff life is made of. Benjamin Franklin

Time is the coin of your life. It is the only coin you have, and only you can determine how it will be spent. Be careful lest you let other people spend it for you.

Carl Sandburg

Ω Problem Statement Ω Mapping Ω Strategic Direction Conclusion

The Utility of Time– There is never enough time, unless you’re serving it.

Malcolm Forbes

– Employ thy time well, if thou meanst to get leisure. Benjamin Franklin

– To save time is to lengthen life. Author Unknown

– It usually takes a long time to find a short way. Anonymous

– “It has been my observation that most people get ahead during the time that others waste.” Henry Ford

Ω Problem Statement Ω Mapping Ω Strategic Direction Conclusion

KENALI KARAKTER SANG WAKTU

Waktu terus berjalan ke depan

Waktu menciptakan perangkap bagi mereka yang gagal

Hubungan waktu dan manusia bersifat subjektif

Ω Problem Statement Ω Mapping Ω Strategic Direction Conclusion

“Bad time management = STRESS”

Time and Priorities

“Set priorities for your goals. A major part of successful living lies in the ability to put first things first. Indeed, the reason most major goals are not achieved is that we spend our time doing second things first.”

Robert McKain

Ω Problem Statement Ω Mapping Ω Strategic Direction Conclusion

Tick When I Should Tock?(bergerak bila seharusnya Anda bergerak)

HUKUM PARETO

80/20 Rule : 20 % kegiatan

menyumbang pada 80% hasil,

dan 80% dari kegiatan menyumbang 20% hasil sisanya.

Ω Problem Statement Ω Mapping Ω Strategic Direction Conclusion

SKALA PRIORITASMana yang Anda prioritaskan?

– Yang menyenangkan ATAU– Yang menguntungkan

Laksanakan kegiatan berdasarkan urutan prioritasnya

Ω Problem Statement Ω Mapping Ω Strategic Direction Conclusion

Benefits of Effective Time Management?