"MANAGEMENT AS ART, SCIENCE, AND PROFESSION"

Nama: Sandy
Jurusan: Hotel Management
NIM: 2011145002

Management is both art and science. It is the art of making people more effective than they would have been without you. The science is in how you do that. There are four basic pillars: plan, organize, direct, and monitor. The Profession is very important too, Why you being to the manager?because that is your profession, because that is your skill, because you can manage it.

Make Them More Effective
Four workers can make 6 units in an eight-hour shift without a manager. If I hire you to manage them and they still make 6 units a day, what is the benefit to my business of having hired you? On the other hand, if they now make 8 units per day, you, the manager, have value.
The same analogy applies to service, or retail, or teaching, or any other kind of work. Can your group handle more customer calls with you than without? Sell higher value merchandise? Impart knowledge more effectively? etc. That is the value of management - making a group of individual more effective.So that's why you becoming to the next leader?because you must be Manage all about business.

1. PLAN
Management starts with planning. Good management starts with good planning. And proper prior planning prevents… well, you know the rest of that one.Without a plan you will never succeed. If you happen to make it to the goal, it will have been by luck or chance and is not repeatable. You may make it as a flash-in-the-pan, an overnight sensation, but you will never have the track record of accomplishments of which success is made.
Figure out what your goal is (or listen when your boss tells you). Then figure out the best way to get there. What resources do you have? What can you get? Compare strengths and weaknesses of individuals and other resources. Will putting four workers on a task that takes 14 hours cost less than renting a machine that can do the same task with one worker in 6 hours? If you change the first shift from an 8 AM start to a 10 AM start, can they handle the early evening rush so you don't have to hire an extra person for the second shift?
Look at all the probable scenarios. Plan for them. Figure out the worst possible scenario and plan for that too. Evaluate your different plans and develop what, in your best judgement, will work the best and what you will do if it doesn't. 
TIP: One of the most often overlooked management planning tools is the most effective. Ask the people doing the work for their input.

2. ORGANIZE
Now that you have a plan, you have to make it happen. Is everything ready ahead of your group so the right stuff will get to your group at the right time? Is your group prepared to do its part of the plan? Is the downstream organization ready for what your group will deliver and when it will arrive?Are the workers trained? Are they motivated? Do they have the equipment they need? Are there spare parts available for the equipment? Has purchasing ordered the material? Is it the right stuff? Will it get here on the appropriate schedule?
Do the legwork to make sure everything needed to execute the plan is ready to go, or will be when it is needed. Check back to make sure that everyone understands their role and the importance of their role to the overall success.

3.DIRECT
Now flip the "ON" switch. Tell people what they need to do. I like to think of this part like conducting an orchestra. Everyone in the orchestra has the music in front of them. They know which section is playing which piece and when. They know when to come in, what to play, and when to stop again. The conductor cues each section to make the music happen. That's your job here. You've given all your musicians (workers) the sheet music (the plan). You have the right number of musicians (workers) in each section (department), and you've arranged the sections on stage so the music will sound best (you have organized the work). Now you need only to tap the podium lightly with your baton to get their attention and give the downbeat.

4.MONITOR
Now that you have everything moving, you have to keep an eye on things. Make sure everything is going according to the plan. When it isn't going according to plan, you need to step in and adjust the plan, just as the orchestra conductor will adjust the tempo.Problems will come up. Someone will get sick. A part won't be delivered on time. A key customer will go bankrupt. That is why you developed a contingency plan in the first place. You, as the manager, have to be always aware of what's going on so you can make the adjustments required.
This is an iterative process. When something is out of sync, you need to Plan a fix, Organize the resources to make it work, Direct the people who will make it happen, and continue to Monitor the effect of the change.

Is It Worth It
Managing people is not easy. However, it can be done successfully. And it can be a very rewarding experience. Remember that management, like any other skill, is something that you can improve at with study and practice.

" WHY YOU NEED MANAGEMENT?"(Tugas Basic Management)

 Nama: Sandy
Jurusan: Hotel Management
NIM: 2011145002


A disciplined project management process is important to any project.  Project managers are expected to deliver results, on time (if not sooner) and on budget.  Solid project planning reduces the risks associated with any project you take on.  Here are ten reasons why you need project management:

1. Control Scope Creep and Manage Change

Small changes in demands occur on every project.  They come from management, the customer, your project team, suppliers, or other stakeholders.  Individually, they may appear acceptable, but collectively these project demands can add up to a significant project expansion (referred to as “scope creep”) that can overrun your budget.  As a project manager, if you effectively manage the scope of your project, you have a better than even chance of effectively managing project resources — time, money, etc. — and managing change.

2. Deliver Project Results On Time and On Budget

Project planning starts with a well thought out business case justification that usually includes some type of cost calculation associated with Return On Investment (ROI).  Once these measures are established, it is up to the project manager to ensure that on-time, on-budget performance is maintained; otherwise, the project will never produce the expected results.  That’s what good project management is all about.

3. Focus the Project Team on the Solution

The project team can easily drift off topic and spend too much time on the wrong tasks.  A good project manager keeps the project team focused by using a clear and concise project charter, resolving barriers, or shielding the team from unnecessary interference.

4. Obtain Project Buy-In from Disparate Groups

As President Lincoln once said, “Public sentiment is everything. With it, nothing can fail; without it, nothing can succeed.” A good project manager uses the tools in the initiation phase of project management to collect user requirements, project constraints, and a feasibility study to build a strong business case justification.  Using input from various sources, the project manager overcomes dissent and obtains buy-in by communicating the project benefits as the different stakeholder groups see them.

5. Define the Critical Path to Optimally Complete your Project

Every project is made up of a series of connected activities, each of which has its own constraints.  The project manager identifies the critical path of activities — the optimal sequence of actions that best ensure the project’s successful completion.

6. Provide a Process for Estimating Project Resources, Time, and Costs

Using project management software, previous project experiences, and a solid project initiation phase can provide the discipline needed to reduce project estimating errors, increasing the likelihood that the project will finish on time and on budget.

7. Communicate Project Progress, Risks, and Changes

As a project progresses, stakeholders must be kept informed of the outcomes, changes, stumbling blocks, or successes that the project experiences.  Project management creates a project communication plan to address these communication issues, provide a format, and lay out a process for execution.

8. Surface and Explore Project Assumptions

All projects are based on assumptions to some extent.  A good project manager delves into user requirements, project constraints, and management expectations to understand what is said and what is not said.  Relying on too many unconfirmed assumptions can invalidate a project schedule or, worse, sink the project.

9. Prepare for Unexpected Project Issues

Every project runs into unforeseen issues, such as changes in market conditions, and is hit with random cause variability.  Experienced project managers plan for the unexpected by lining up alternative courses of action.

10. Document, Transfer, and Apply Lessons Learned from Your Projects

The last phase of project management focuses on “closing out” the project.  The project manager reviews how well each prior phase — project initiation, project planning, project execution, and project monitoring and control — was performed.  As part of good knowledge management, all project review notes should be dissected and analyzed for patterns, trends, and opportunities for improvement.  These “lessons learned” should be documented and communicated to other project managers before starting the next project.

The Top Ten Reasons Why You Need Project Management

1. Control scope creep and manage change;
2. Deliver project results on time and on budget;
3. Focus the project team on the solution;
4. Obtain project buy-in from disparate groups;
5. Define the critical path to optimally complete your project;
6. Provide a process for estimating project resources, time, and costs;
7. Communicate project progress, risks, and changes;
8. Surface and explore project assumptions;
9. Prepare for unexpected project issues; and
10. Document, transfer, and apply lessons learned from your projects.