Leadership Task

Tasks, Functions, Problems and Skill Managers in The

Organization
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By
Group III
-Doni Setiawan Sinaga
Jonni Hendika Harianja
Fahriza Ghozali Alkaf

English Education Class A

2019
Faculty Language an Arts
Medan State University
Definition of Auth/Tupoksi

Auth is the abbreviation of the words Task, Principal and Function. The term Task, Principal
and Function if abbreviated to become Auth. The Auth acronym (Task, Principal and Function)
is an informal acronym / acronym in Indonesian.

Concepts of Principal Tasks and Functions

General Duties and Functions in general are things that must even be done by an organization
member or employee in an agency on a regular basis in accordance with its ability to complete
work programs that have been made based on the goals, vision and mission of an organization.
Each employee should carry out more detailed activities that are carried out clearly and in each
section or unit. The details of the tasks are classified into practical and concrete units according
to the abilities and demands of the community. Principal Tasks and functions (TUPOKSI) is an
interrelated unitary between Principal Tasks and Functions. Even in the statutory regulations it is
often mentioned that an organization carries out functions in the context of carrying out a main
task.

Main tasks

The main task where the definition of the task itself has been explained previously is an
obligation that must be done, work that is a responsibility, an order to do or do something in
order to achieve a goal.
The definition of the task according to experts, that is Dale Yoder in moekijat (1998: 9),"The
Term Task is frequently used to describe one portion or element in a job " While Stone in
Moekijat (1998: 10), suggested that "A task is a specific work activity carried out to achieve a
specific purpose" (A task is a special work activity carried out to achieve a certain goal)

Based on the definition of the task above, we can conclude that the main task is the most
important and routine work or activity carried out by employees in an organization that provides
an overview of the scope or complexity of positions or organizations in order to achieve certain
goals.

Function

Understanding the function according to the Complete Indonesian Dictionary is the usefulness
of a thing, its usefulness and its work done. Based on the understanding of each of the main task
words and functions above, it can be concluded that the definition of the main tasks and
functions (TUPOKSI) is a unit of work or activity carried out by employees who have specific
aspects and are interrelated with each other according to their nature or its implementation to
achieve certain goals in an organization. Following are the duties and functions of a manager in a
company. The duty of a manager
Ø Lead the organization.

Ø Manage and control the organization.

Ø Developing the organization.

Ø Overcoming various problems faced by the organization.

Ø Increases the sense of responsibility.

Ø Evaluating organizational activities.

Ø Explore and develop the resources of the organization or company.

Manager function

PLANNING

Activities compile plans, objectives, policies, procedures, budgets, and company programs.
With planning, managers try to look ahead, calculate possibilities, describe activities and make a
priority sequence to achieve goals.

ORGANIZING (ORGANIZING)

Creating a structure with integrated parts so that the relationships between the parts can be
fused. Organizing also means the division of work between one person and another person,
between one unit with another unit and between one part with another part.

ACTUATING (MOVEMENT / INSTRUCTION)

A managerial leadership function to maximize work effectiveness and efficiency and to create
a healthy and dynamic work environment.

CONTROLLING

Activities to assess and control the course of activities in order to achieve goals. The manager
oversees whether the implementation and the results are in accordance with what has been
planned. whether there needs to be repair and so forth.
Function and Role of Managers

a. The function of a manager is:

1) Understand the company's vision and mission.

2) Must describe the vision and mission to the goal.

· Objectives are formulated on two grounds:

a) Vision and mission

b) Anticipate (estimate) about the future

· Objectives must meet four conditions:

a) Measurable, there are data and numbers

b) Chalenging (against), should not be easily achieved so that work motivation will be raised.

c) Realistic (can be realized), according to ability

d) Time frame (time period).

3) Formulate actions that must be taken to achieve (make a plan or plan).

4) Make an effort to provide resources in implementing the plans that have been made.

5) Lead the implementation of plans so that employees can work with high motivation.

6) Control the implementation of activities and use of resources so that plans are made to run as
they should.

7) Preparing to face contingency (preparing to deal with things that are unexpected.

The role of a manager is:

The role of a manager (Management Role) includes the following:

1. Interpersonal Role

Managers must be able to have a role in dealing with other parties.

· Head Figure: managers must be able to represent the unit they lead.

· Leader: managers must be able to effectively lead their subordinates.

· Liaison: managers can liaise with other units / organizations.

2. Informational Role (role of information)

· Monitoring: managers must be able to play a role in monitoring the activities of the units they
lead in the context of production activities and data collection.

· Disseminator: managers must play a role in conveying the information collected to those who
need it.

· Spoke person: the manager must have a role in conveying the policies / decisions of his higher
leadership to the subordinates he leads in a way that is easily understood (can convey desires,
aspirations, and proposals to the leader).

3. Decision Making

The manager must play a role in making decisions from the problems that arise in the
organizational unit he dreams of. Every decision contains risks that must be taken into account.
However, a manager must not back down to make a decision.

· Enterperneur (entrepreneur): the manager must play a role in seeing opportunities that arise,
making decisions to take advantage of these opportunities for the organization / unit he dreams
of.

Disturbance Handler: managers must play a role in making decisions to overcome disturbances.

· Resource Allocator: managers must play a role in making resource allocation decisions.

Negotiator: the manager must play a role in making decisions in negotiating with other units.

According to Sugiyanto Wiryoputro the roles of the manager, which he adapted from
Ranupandojo, were as follows:

1. As a producer.

2. As an administrator.

3. As an entrepreneur.

4. As an integrator.

Henry Mintzberg, a management science research expert, suggested that there are ten roles
played by managers in their workplaces. He then grouped the ten roles into three groups.

1. Interpersonal roles, which involve people and other obligations, which are ceremonial and
symbolic. This role includes the role as a figure for subordinates, leaders, and liaison.
2. Informational roles, including the role of managers as monitors and disseminators of
information, as well as the role of spokespersons.

3. The role of decision making, including the role of an entrepreneur, problem solver, resource
divisor, and negotiator.

Mintzberg then concluded that in general the activities carried out by managers were to interact
with other people.

The Manager's Problem

The problem of a manager is:

1. Managers always face uncertainty about the future.

2. Always face the problem of limited resources.

To deal with this problem, we can use one of three approaches:

· Entrepreneurial Approach (entrepreneurial approach).

Characteristic: intuitive and aggressive

The result is highly dependent on the accuracy of the filing (higher risk).

· Adaptive Approach (adjustment approach).

Feature: conservative and waiting for the situation to develop

The result of this approach is without a pattern and the company is always a follower.

· Planning Approach.

Feature: using a structural and systematic approach

The result of this approach is planned growth.

Skill (Manager) Skills

Robert L. Katz in the 1970s suggested that every manager needed a minimum of three basic
skills. The three skills are:

a. Conceptual skills

The top level manager (top manager) must have the skills to create concepts, ideas and ideas for
the betterment of the organization. The ideas or concepts and concepts must then be translated
into a plan of activities to realize the ideas or concepts. The process of translating ideas into
concrete work plans is usually referred to as the planning process. Therefore, conceptual skills
are also skills for making work plans.

b. Skills relating to others (humanity skills)

In addition to conceptual abilities, managers also need to be equipped with communication skills
or skills in dealing with others, also called humanitarian skills. Persuasive communication must
always be created by managers against subordinates they lead. Persuasive, friendly, and fatherly
communication will make employees feel valued and then they will be open to their superiors.
Communication skills are needed, both at the top, middle and bottom management levels.

c. Technical skills (technical skills)

This skill is generally a provision for managers at lower levels. This technical skill is the ability
to carry out a particular job, for example using a computer program, repairing a machine, making
a chair, accounting and others.

In addition to the three basic skills above, Ricky W. Griffin added two basic skills that managers
need to have, namely:

1. Time management skills.

Is a skill that refers to the ability of a manager to use his time wisely. Owned time is a valuable
asset, and wasting it means wasting money and reducing company productivity.

2. Decision making skills.

Is the ability to define problems and determine the best way to solve them. The ability to make
decisions is paramount for a manager, especially for a group of top managers (top managers).

Griffin proposes three steps in making decision. First, a manager must define the problem and
look for alternatives that can be taken to solve it. Second, managers must evaluate each
alternative and choose an alternative that is considered the best. And finally, the manager must
implement the alternatives he has chosen and oversee and evaluate them to stay on the right
track.