"HOW TO CARE THE EPLOYEES"

Nama: Sandy
Jurusan: Hotel Management
NIM:2011145002


When you think about it, the success of any facet of your business can almost always be traced back to motivated employees. From productivity and profitability to recruiting and retention, hardworking and happy employees lead to triumph.
Unfortunately, motivating people is far from an exact science. There's no secret formula, no set calculation, no work sheet to fill out. In fact, motivation can be as individual as the employees who work for you. One employee may be motivated only by money. Another may appreciate personal recognition for a job well done. Still another may work harder if she has equity in the business.
But you can boil down employee motivation to one basic ideal: finding out what your employees want and finding a way to give it to them or to enable them to earn it. Here we've gathered some of the best and most interesting motivational techniques used by successful entrepreneurs. We hope they'll motivate you, too.

Corporate Culture

Managing One-to-One

Operating under the premise that no two workers are alike, companies that are practicing one-to-one management are figuring out what makes each of their employees tick.

In A Former Life: S. Kenneth Kannappan

CEO S. Kenneth Kannappan discusses how he discovered the key to motivating employees while working at his first job.

It's All in the Details

How do you build morale and a sense of corporate responsibility? In surprisingly small ways.

Hands On: All Together Now

Sure, new ideas are important, but how do you get employees to set aside time to brainstorm?

The Coolest Small Company in America

Why are high-powered M.B.A.'s getting off the fast track to work for a $13-million food company in Ann Arbor?

A Fun Read

Zingerman's entertaining employee manual is proof positive of its deep belief in people and its fascination with management.

How To Uncover Employee Potential

How can you unearth and nurture your employees' strengths? Here are a few tips to help you achieve that goal.

Six Coaching Strategies You Can Apply in the Workplace

Here are six key tools you can use to teach and motivate employees.

Morale Boosters

Measuring Morale

There's only one way to know how good morale really is in your company: ask the people who work there.

Street Smarts: The Tournament

Morale took a real beating this fall. But there's nothing that lifts the spirits like some friendly competition.

Revving Up the "P" Word (Productivity)

Though productivity is often defined in numbers, it relies very heavily upon people and their attitudes.

Leading in Hard Times

CEOs offer 10 tips for leading your company through bleak times.

Non-Cash Incentives

Low-Cost Ways to Build Employee Commitment

Consider the power of the five I's.

It Takes More Than Pay to Keep Good Workers

Companies are finding a number of ways to expand responsiveness and flexibility beyond traditional compensation programs to retain top employees.

Incentives for All Generations

The one-size-fits-all approach no longer suits today's multigenerational workplaces. Check this list of desired perks for mature workers, baby boomers, Gen Xers, and more.

Winter Holiday Rewards

The hectic holiday season is the time to show off a well-thought-out reward strategy that helps yourworkforce stay motivated and focused.

Perks You Can Afford

In this classic Inc. article, take a look at some unique employee benefits that can help you create an environment your workers won't want to leave.

Motivation by Compensation

Trust but Verify

In addition to providing valuable information on the company's 20 restaurants, the Noodles & Co. secret shopper program is used as a motivational tool.

The Store that Stark Built

Not only does every employee at Debra's Natural Gourmet have a management role, in a move unheard of in retail, profits are shared amongst the team.

In a Former Life: Alan Schultz

This CEO learned a valuable lesson during his past life as a steelworker: A company should compensate its sales force based on fair and reachable short-term goals.

Hands On: Showing Up

Are your workers not in the habit of showing up everyday? Try instituting a bonus system to encourage perfect attendance.

Turn Motivation Inside Out

Inside sales teams often go unrecognized and unrewarded. To motivate them and build a winning sales team all around, reward sales support staffers with commissions, too.

Goals, Roles, Pay, and Performance

If you've promised goal-based compensation, you need to clearly communicate roles, goals, and paths; otherwise, you may end up with disgruntled employees.

Turbocharge Your Bonus Plan

Take a regular bonus plan and add a kicker—an increase in the payout if certain targets are met.

Creating a Fun Workplace

The Right Staff

The CEO of Inc. 500 company Lander International has fostered a happy, effective workforce by encouraging employees to integrate work with their outside interests and hobbies.

Have Fun, Make Money

Herb Kelleher, cofounder of Southwest Airlines, explains how company parties help produce better customer service and happier employees.

Fun at Work: Enliven Your Culture

Motivation expert Bob Nelson says that entertained employees are motivated and productive employees. Here are five quick-and-dirty tips for livening up your business.

Hook, Line, and Sinker

Disciples of Fish are bringing the happiness revolution to corporate Indonesia.

"EXAMPLES OF CASE INVOLVING ORDER MANAGEMENT STRUCTURE"

Nama: Sandy
Jurusan: Hotel Management
NIM:2011145002

Hari Wibowo  has a position as Department Head of Technician  Planning. In this capacity, he handled the coordination of activities between departments, operation, production and technical. Project concerned with the purchase of heavy equipment and ordering the plant a new plant being built by the company. It mainly deals with the supervision of the costs associated with equipment purchased that is sometimes just left for some weeks  wrapped in a new plant site before being installed. Hari Wibowo's employee have been analyzing the construction department scheduling procedures and procedures of operation plus the purchase department and the design specifications of equipment specified by the engineering department. He argues that millions of dollars can be saved by the company each year when the construction and operation of the department willing to accept a formal planning procedures and the purchase of which she suggests. He felt confident that his analysis is correct the problem and analysis on the potential cost savings are accurate.

After the project presentation in front of the other participants in the Department of Planning, he was very pleased that the group and led the department to assess the project as a project that "makes sense", and good. After that, he and his boss Hari Wibowo directly explain his proposal to his superiors, the Deputy Director. He hoped against hope to soon know the results of the executive management committee meeting to discuss the proposed new procedures proposed by the Deputy Director.

Two weeks later the Deputy Director, call Wibowo And Him to his office and told that the planning procedures and recommend purchases that he had submitted to the executive management committee and was discussed together with the President Director and all Dep. Head.  Finally They’re approved his proposal.

"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.