7 Roles of SPV

The 6 Roles of A
Supervisor
Modul Pembelajaran
Supervisor Education I
- Simple - Inspiring - Performing - Phenomenal -
Ground Rules
1/1
Keselamatan & Kesehatan

Kerja
SASARAN PELATIHAN
Memahami
dan
menerapkan
konsep
supervisor yang efektif.
Memahami dan menerapkan peran dan
tanggung jawab di dalam organisasi dalam
mencapai tujuan bisnis.
Menggunakan
tujuan
organisasi
dan
menerjemahkannya ke dalam rencana tindak
lanjut untuk kelompok kerja.
Memahami
dan
menerapkan
6
Peran
Supervisor: Initiating, Directing, - Planning,
Organizing and Controlling, - Delegating, Coaching, Counseling, dan Motivating
Mengembangkan sikap kerja yang positif dan
bekerja secara efektif dalam tim.
Membangun dan membina hubungan yang
dapat dipercaya dengan bawahan, atasan, dan
rekan untuk mendorong kerjasama tim.
- Simple - Inspiring -kompetensi
Performing - Phenomenal
Mengembangkan
kepemimpinan
AGENDA
Pembukaan
Leader vs Supervisor
Initiating
Directing
Planning, Organizing, & Controlling
AGENDA
Istirahat Makan Siang
Delegating
Coaching & Counseling
Motivating
Wrap up, Feedback, Closing
Sumber Daya untuk

han Ini:
Manual Peserta
Fasilitator
YOU
Perkenalan
Nama Anda
Departemen/Divisi
Ice Breaker : Teman
Saya itu
Tantangan yang Anda
hadapi dalam
pekerjaan
Tema
n
Saya
itu
Supervisor
What is a Good
Supervisor?
What is a Bad
Supervisor?
Apa beda Leader dan

Supervisor
6 Role of Supervisor
Initiating
Task
Directing
Planning,
Organizing &
Controlling
6 Roles
Of
Supervis
or
Delegating
People
Coaching &
Counseling
Motivating
THE 6 ROLES OF A
SUPERVISOR
1
i
s
Se
Mengapa kita
membutuhkan
INITIATING?
Apa yang akan

terjadi kalau kita
tidak mengambil
inisiatif?
Start To
Love
Hambatan untuk memulai?
Bagaimana cara MEMULAI

segala sesuatu?
Apa yang akan terjadi kalau

Anda banyak bertanya
Mengapa
Siapa
Kapan
MENGAPA?????
Mengapa yang lain tidak bekerja lebih

keras?
Mengapa ini terjadi padaku?
Mengapa mereka mempersulit saya dalam
melaksanakan tugas?
Apa yang Anda rasakan?

...........................................
KAPAN????
Kapan mereka akan menangani
masalah ini?
Kapan pelanggan akan menelpon
saya kembali?
Kapan kami akan mendapatkan
informasi yang dibutuhkan untuk
mengambil keputusan?

...........................................
SIAPA?????
Siapa yang membuat kesalahan
ini?
Siapa yang tidak dapat memenuhi
deadline?
Siapa penyebab masalah ini?

...........................................
Gunakan What dan How

Bukan
Why, When dan Who
(Mencari akar masalah)
Gunakan Iniating
pada saat Project
Assignment
Memulai tindakan apapun !

Segera untuk menjalankan proyek
Sudah mendapat judul proyek
Menggerakkan tim Anda untuk
terlibat dalam proyek
Mengatasi hambatan untuk inisiatif
Mengubah perilaku untuk lebih cepat
menindaklanjuti masalah
___________________________________
THE 6 ROLES OF A
SUPERVISOR
i
Ses
GAME
Blind
Lead
Blind Lead
Directing
Mengapa
penting?
Apa yang
sering
membuat
Pengaraha
n gagal?
Kesalahan Instruksi
Sebutkan
Sebutkan Kesalahan
Kesalahan Instruksi
Instruksi Yang
Yang Pernah
Pernah Terjadi
Terjadi
di
di Unit
Unit Kerja
Kerja Anda
Anda
Apa Yang
dikerjakan
Bawahan?
Apa
Masalahn
ya?
Apa Yang
Dimaksud
Anda ?
Bagaim
ana
Solusin
ya?
KENDALA PENGARAHAN
1.
1.
Kendala
Kendala
Lingkung
Lingkung
an
an
2.
2.
Kendala
Kendala
Sikap
Sikap
4.
3. Asumsi
4.
Perbedaa
3.yang
Asumsi
Perbedaa
n
sosial
yang
salah
n sosial
budaya
- Simple
- Inspiring - Performing - Phenomenal
salah
budaya
PRAKTIK HICD
Apa yang
harus
dicapai?
Mengapa?
HASIL
INDIKAT
OR
Apa ukuran
bahwa
sudah
dicapai
dengan
baik?
DEADLINE
Bagaimana
cara
meraihnya?
Alat-alat
apa yang
diperlukan?
CARA
EXERCISE
Berikan sebuah instruksi
kepada bawahan anda
agar mereka dapat
melaksanakan pekerjaan
sesuai dengan apa yang
anda inginkan
(Skill Practice)
Gunakan Directing
pada saat Project
Assignment
Memberikan arahan dalam pekerjaan

Memberikan instruksi yang lebih jelas
kepada tim kerja
Memberikan solusi bagi bawahan
ketika instruksi tidak berjalan dengan
baik
Memperbaiki dan meningkatkan
ketrampilan untuk pengarahan yang
lebih baik.
- Simple - Inspiring - Performing - Phenomenal ___________________________________
THE 6 ROLES OF A
SUPERVISOR
i
Ses
Planning
Mengapa
penting?
Apa yang
terjadi
kalau kita
gagal
merencana
kan?
Group Discussion
Apa yang sering

membuat Planning Anda
gagal?
MANFAAT PERENCANAAN
Membantu
melaksanakan lebih
banyak dengan
sumber sedikit
Mempengaruhi
produktifitas
orang lain
Menjadi
proaktif, tdk
sekedar
reaktif
Strategi
s
s
i
n
e
J
g
n
i
n
n
a
l
P
Operasio
nal
6 LANGKAH MEMBUAT
PLANNING
1. Proyeksi dan Latar
Belakang
2. Sasaran yang ingin
dicapai
3. Program kerja
4. Jadwal Kerja
5. Anggaran yang
diperlukan
6. Prosedur dan
kebijakan
yang harus
- Simple - Inspiring - Performing - Phenomenal diikuti
Contoh Kasus Planning
Rinai adalah Supervisor Distribusi

untuk Area Menteng Jakarta di
kantor wilayah Distribusi Jakarta
Jaya.
Rinai memiliki 2 bawahan staff
operasional
Pada saat ini, Rinai diminta untuk
menjadi koordinator untuk sosialisasi
pasang baru / tambah daya.
Bagaimana Rinai membuat
perencanaan tersebut ?
1. Proyeksi dan Latar Belakang

Unit AP2B akan pindah ke kantor baru
Waktu yang diberikan adalah 2 minggu
2. Sasaran yang ingin dicapai

Dapat melaksanakan pindah kantor dalam
waktu 2 minggu
Memastikan operasional kantor dari sisi :
Koordinasi pemindahan barang dan invetaris
AP2B
Koordinasi pemindahan barang personal
karyawan
Kelancaran operasional AP2B
Kesiapan infrastruktur & IT
3. Program Kerja
Merencanakan rencana pindahan
Mencari dan menetapkan kebutuhan
logistik (kendaraan,dll)
Pemetaan Posisi SDM
Inventaris barang
Bongkar pasang dan instalasi
Sosialisasi tanggal pindahan kepada
seluruh karyawan
Proses pindahan
Pengawasan dan evaluasi proses pindahan
4. Jadwal Kerja
No
Aktivita
s
PIC
1
2
3
1
0
1
1
1
2
1
3
1
4
5. Anggaran yang diperlukan

Sewa kendaraan : 20 juta
Biaya lembur : 5 juta
Administrasi : 2 juta
6. Prosedur dan Kebijakan

Memastikan aturan keselamatan kerja
dipatuhi
Memastikan penunjukkan vendor
menjalankan prinsip PLN Bersih
Menjamin ketepatan inventaris barang dan
infrastuktur
Menjamin proses bongkar pasang dan
instalasi tepat waktu
Memastikan tidak ada keluhan dari
karyawan
- Simple - Inspiring
- Performing - Phenomenal
- tidak
Menjamin
operasional
AP2B
EXERCISE
Create your own planning
Gunakan Planning
pada saat Project
Assignment
Memastikan seluruh langkah

perencanaan project assignment
Dapat menentukan batas waktu dan
penanggung jawab kegiatan secara
benar
Menjadikan perencanaan sebagai
langkah acuan dalam menjalankan
pelaksanaan proyek
___________________________________
THE 6 ROLES OF A
SUPERVISOR
i
Ses
Delegating
Mengapa
penting?
Apa yang
akan terjadi
kalau kita
tdk
mendelegas
ikan
pekerjaan
kita?
Group Discussion
Apakah yang membuat

Anda tidak
mendelegasikan tugas
tersebut kepada
bawahan Anda?
EXERCISE
1. Tugas-tugas apakah yang
biasanya anda lakukan dalam
pekerjaan sehari-hari
2. Manakah yang dapat
didelegasikan?
3. Mengapa selama ini tugas
tersebut tidak didelegasikan?
4. Apa yang akan anda lakukan utk
bisa mendelegasikan tugas
tersebut?
TINGKAT EMPOWERMENT
Tingkat 1: Menunggu sampai disuruh
Tingkat 2: Menanyakan apa yang harus
dilakukan
Tingkat 3: Memberikan rekomendasi
Tingkat 4: Melakukan dan langsung
melaporkan
kepada atasan
Tingkat 5: Melakukan dan melaporkan
secara reguler
Gunakan Delegating
pada saat Project
Assignment
Memastikan proses delegasi dapat

dijalankan.
Memastikan seluruh kegiatan dapat
dikerjakan oleh penanggung jawab
Memahami tugas tugas yang dapat
didelegasikan
Mempercepat proses penyelesaian
proyek dengan delegasi secara tepat
___________________________________
THE 6 ROLES OF A
SUPERVISOR
i
Ses
Diskusi
Coaching &
Counseling
Mengapa
penting?
Apa yang
terjadi
kalau kita
tdk
melakukan
coaching &
counseling?
COACHING - COUNSELING
Coaching :
Proses mendorong
anak buah untuk
memiliki kompetensi
keterampilan, dengan
cukup waktu, fasilitas
dan kesempatan
Counseling :
Proses mengatasi
masalah perilaku
yang dapat
mempengaruhi
kinerja.
Video : Coaching &

Counseling
Diskusi :
Apa yang dapat Anda
simpulkan mengenai
peran Anda dalam
coaching & counseling?
How is
Coachin
g Work?
Gunakan Coaching &

Counseling pada saat Project
Assignment
Mengembangkan kemampuan
bawahan Anda
Mengatasi masalah kinerja di unit
kerja Anda
Mengelola kegiatan academy pada
saat project assignment
Menyempatkan diri untuk investasi
waktu dalam pengembangan SDM di
unit kerja Anda
- Simple - Inspiring - Performing - Phenomenal _____________________________________
THE 6 ROLES OF A
SUPERVISOR
i
Ses
Diskusi
Mengapa Memotivasi
bawahan itu penting?
Group Discussion
Apakah yang SUDAH

Anda lakukan selama ini
untuk memotivasi anak
buah Anda?
Motivatin
g
Mengapa
perlu?
Apa yang
membuat
orang
termotiva
si?
BAYANGKAN
Apa yang membuat
anda termotivasi di
tempat kerja ?
Apa yang akan
membuat anda
kurang
bersemangat dan
tidak termotivasi di
tempat kerja?
Mengenali Bawahan
Anda
1. Apakah bawahan anda termotivasi,
apa tanda-tandanya?
2. Apakah bawahan anda tidak
termotivasi, apa tanda-tandanya?
Buatlah sebuah
pembicaraan singkat
untuk memotivasi
bawahan Anda dalam
bekerja
Gunakan Motivating pada

saat Project Assignment
Menyemangati tim kerja Anda
Memastikan agar motivasi anggota
tim Anda tetap tinggi dalam
menyelesaikan kegiatan project
assignment
Mengatasi masalah motivasi pada
saat menjalankan project assignment
Memahami kebutuhan anggota tim
dalam menjalanlan project
- Simple - Inspiring - Performing - Phenomenal assignment
Kesimpulan
Pembelajaran
form
Apa yang anda

peroleh ?
Apa rencana
tindakan anda ?
65
Managers vs. Leaders

Managers
Focus on
things
Do things right
Plan
Organize
Direct
Control
Follows the
Leaders
Focus on people
Do the right
things
Inspire
Influence
Motivate
Build
Shape entities
Common Activities
Planning
Organizing
Directing
Controlling
Planning
Manager
Planning
Budgeting
Sets targets
Establishes
detailed steps
Allocates
resources
Leader
Devises
strategy
Sets direction
Creates vision
Organizing
Manager
Creates
structure
Job
descriptions
Staffing
Hierarchy
Delegates
Training
Leader
Gets people on
board for
strategy
Communication
Networks
Directing Work
Manager
Solves
problems
Negotiates
Brings to
consensus
Leader
Empowers
people
Cheerleade
r
Controlling
Manager
Implements
control
systems
Performance
measures
Identifies
variances
Fixes
variances
Leader
Motivate
Inspire
Gives sense of
accomplishme
nt
A good leader and

supervisor:
Fosters trust;
Builds people rather than tears them
down;
Is supportive;
Is consistent;
Is caring;
Uses time wisely;
Is persistent to their goals;
Is willing to compromise;
Allows as much freedom is possible;
Is creative.
72
Formal Leaders
Individuals who occupy
organizational offices or positions
which have power as part of the
position.
73
Managers and
Supervisors
Top Management
Responsibilities
Chief executive officer (CEO)
Strategic planning (one- to ten-year plans)
President
Major financial and operational decisions
Chief operating officer (COO)
Organization-wide personnel and human resource

decisions
Major public relations and marketing messages
Chief financial officer (CFO)

Senior vice president; vice president
General manager
Division head
Overseeing major emergencies and crisis management

events
Middle Management
Responsibilities
Functional manager
Intermediate planning (six months to two years)
Product-line manager
Logistical and operational decisions
Department head
Budget decisions
Store manager
Facilities planning
Staffing and human resource decisions
Handling isolated crisis management events
Managers and
Supervisors (contd)
Lower Management
Responsibilities
Unit manager
Operational planning (one week to one year)
Branch manager
Meeting production goals/quotas
Department supervisor
Customer service
First-line supervisor
Coordinating staffing and work schedules
Shift manager or supervisor
Personnel and job-assignment decisions
Team leader
Organizing training, orientation, and team-building activities
Project manager
Unit-level facilities/resource planning and purchasing

Day-to-day and local crisis management
Enforcing job safety regulations and accident reporting
Why do people want to

become supervisors?
Prestige and Status

Increased Salaries
A Desire to Be a Change Agent
Increased Opportunity for
Creativity
Increased Capacity to Give
A Desire to Control People
76
What do supervisors do?
77
Supervisors:
Translate the policies and objectives
of the agency into specific work
duties and timelines;
Select the jobs to be completed;
Assign workers who will complete the
jobs;
Determine when the jobs will be
completed;
Review whether or not the work is
being completed and up to agency
- Simple - Inspiring - Performing - Phenomenal standards;
78
Educate workers on the goals and

objectives of the agency;
Assure that employees behave in a
manner as though they accept them;
Resolve conflict:
between workers;
Between the agency and workers;
Between units within the agency;
The supervisor is the bridge between
higher levels of administration and the
worker.
79
Supervisors:
Introduce new workers to the agency
and help new workers find their
place;
Act as liaison between various
agencies sharing policy and solving
problems in terms of such things as
client referral.
80
What kind of supervisor

will you be?
81
Supervisors Play Many

Roles
Trainer
Trainer
Coach
Coach
Planner
Planner
Controller
Controller
Scheduler
Scheduler
Motivator
Motivator
Supervisory
Supervisory
Roles
Rolesand
and
Responsibilities
Responsibilities
Leader
Leader
Recruiter
Recruiter
Essential Skills for Successful

Supervisors
Communication
CommunicationSkills
Skills
Political
PoliticalSkills
Skills
Entrepreneurial
EntrepreneurialThinking
Thinking
and
Creativity
Skills
and Creativity Skills
Delegation
DelegationSkills
Skills
Decision-Making
Decision-MakingSkills
Skills
Essential
Essential
Supervisory
Supervisory
Skills
Skills
Computer/Technology
Computer/Technology
Skills
Skills
Technical
TechnicalSkills
Skills
Emotional
EmotionalIntelligence
Intelligenceand
and
Self-awareness
Self-awareness
Team-Building
Team-Buildingand
and
Leadership
Skills
Leadership Skills
Administrative
AdministrativeSkills
Skills
Time
TimeManagement
ManagementSkills
Skills
Managerial skills for Supervisor

Technical skills. Job know-how, knowledge of the industry and
its particular processes, equipment, and problems.
Administrative skills. Knowledge of the entire organization and
how it is coordinated, knowledge of its information and records
system, capacity to interact with key constituents (often called
stakeholders), and ability to plan and control work.
Interpersonal skills. Knowledge of human behavior and the
ability to work effectively with individuals and groups-peers and
superiors as well as subordinates.
The Supervisors Role

in Management
Planning
Organizin
g
Controllin
g
Goals
Staffing
Leading
The Supervisors Role in Management

Planning.
This is the function of setting goals and objectives and
converting them into specific plans. For a supervisor, the
outcomes of planning include
operating schedules,
quality specifications,
expense budgets
timetables, and
deadlines.
The planning process also establishes policies,
standard operating procedures, regulations, and rules.
Organizing.
In performing this function, a supervisor lines up all
available resources, including departmental tools,
equipment, materials, and especiallythe
workforce. It is at this stage that the organizational
structure of a department is designed and its work
is divided up into jobs.
Staffing.
This is the function by which supervisors figuratively
put flesh on the organizational structure. Supervisors
first figure out exactly how many and what kinds of
employees a department will need to carry out its
work. They then interview. Select, and train those
people who apropriate to be most suitable to fill the
open jobs
Leading.
This function gets the blood flowing in an
organization. Supervisors energize the vital
human resources of their department by
providing motivation, communication, and
leadership.
Controlling.
Once departmental plans are set in motion, supervisors
must periodically keep score on how well the plans are
working out. To do so, supervisors:
measure results,
compare them with what was expected,
judge how important the differences may be, and then
take whatever action is needed to bring results into line.
Controlling is closely linked to planning (as Figure 1-1
shows), because control actions are guided by the goals
established during the planning process.
The principle of Management

1. Work should be divided so that each person will perform a
specialized portion. In making a sailboat, for instance, one person
will lay up the hull, another caulk, and another make sails. This
division of work provide clarity in job assignments and help workers
increase their skill levels
2. Managers must have the right authority to give orders and
instruction, but they must also accept responsibility for weather the
work is done correctly
3. Managers are responsible for exacting discipline and building morale
among members of their workforce, but they must reciprocate by
offering something of value. Said another way, if you want loyalty
and cooperation from employees, you must be loyal and cooperative
in return.
4. An individual should have only one boss. Fayol called this unity of
command. Experience bears this out: if an employee reports to more
than one superior, confusion and conflict are likely to result.

5. Every organization should have only one master plan, one set of
overriding goals. Such unity of direction is lost if the purchasing
department, for example, slows down the production
departments output by buying materials from a less costly bus
undependable supplier when the companys commitment is to
ship orders on time.
6. Similar to the principle of unity of direction is Fayols insistence
that all individuals, especially managers, place their personal
interests second to those of the total organization.
7. Pay and rewards (remuneration) should reflect each persons
efforts and, more important, each persons contribution to the
organizations goal. Each employee should be paid according to
individual worth rather than at the whim of a manager who might
be inclined to play favourit

8.
Orders and instructions should flow down a chain of command from

the higher manager to the lower one. Fayol also said that formal
communication and complaints should move upward in the same
channel. In practice, however, it has proved to be a good idea to
permit and encourage the exchange of work information sideways
between the department as well. The real trouble seems to occur
when a manager bypasses a supervisor with instructions to an
employee or when an employee goes over a supervisors head to
register a complaint. This is known as blindsiding.
9.
Employees should be treated equally and fairly. Fayol called this
equity. It invites dissatisfaction and conflict among employees, for
example, when a supervisor gives one employee a break while
sticking to the rule for another.
10. Manager should encourage initiative among employees. Other things
being equal, a manager who allows some flexibility on the part of
subordinates is infinitely superior to one cannot do so. This classic
principle forms the basis for the modern practice of empowerment.
What personal characteristic does higher management look

for in selecting supervisor?
Job related technical competence:
Job knowledge
Grasp of financial information
Result orientation
Career-related skills
Problem solving
Communication
Leadership
Teachability (rapid and willing learner)
Ability to adapt to change
Capacity to build a cohesive team
Capacity to present oneself professionally in public
Personal characteristics:
Integrity and credibility

Tenacity, dedication, and perseverance
Flexibility
Risk-taking propensity
Willingness to take initiative
Tolerance for stress
Positive attitude
Dependability and reliability
Creativity
Energy and good health.
How is
supervisory
performance
judged by
higher
management?
Input: Management of Resources

Facilities and equipment.
Example are a certain amount of floor space, desks, benches,
chairs, tools, production machinery, and computer terminals.
Supervisors job is to keep these resources operating
productively and prevent their misuse.
Energy, power, and utilities.
Among these resources are heat, light, air conditioning,
electricity, gas, water, and compressed air. Conservation is the
principal measure of effectiveness here.
Materials and supplies.
used are raw materials, parts, and assemblies used to make a
product and operating supplies such as lubricants, stationery,
computer disks, paper clips, and masking tape. Getting the
most from all of your materials and holding waste to the
minimum are the prime measure here.
Input: Management of Resources

Human Resources. This refers to the workforce in general and to
your employees in particular. Your biggest job is to see that these
people are present, trained, productively engaged, and challenged
at all times.
Information. Examples are the information made available by staff
departments and found in operating manuals, in specifications
sheets, and on computer screens. Your success often depends on
how well you can utilize the data and know how made available to
you through these sources
Money. All these resources can be measured by how much they
cost, although the actual cash will rarely flow through your hands.
Nevertheless, supervisors are expected to be prudent in decisions
that affect expenditures and often have to justify those decisions
in terms of savings or other benefits
Output: Attainment of the Results

Quantity. Specifically, your department will be expected to turn out a
certain amount of work per day, per week, and per month. It will be
expected that this will be done on time, to specifications, and within
budget.
Quality and workmanship. Output volume alone is not enough. You
will also be judged by the quality of the work your employees
perform, weather it is measured in terms of the number of product
defects, service errors, or customer complaints.
Costs and budget control. Your output and quality efforts will always
be restricted by the amount of money you can spend to carry them
out. Universally, supervisors are asked to search for ways to lower
costs even further.
Management of human resources. You will face many potential
problems in the area of employees turnover theft, tardiness,
absenteeism, discipline and moral. Managing these dimensions of
employee satisfaction and behavior will be a key element of your
overall success.
Supervisors as the keystone

in the organizational arch.
Kinds of pressures that supervisor will face

Internal forces.
As an employee concerns only for self concern:
self-satisfaction in term of pay, job satisfaction,
and work-life balance
As a manager should place the organizations
goals above all other job-related concerns:
meeting quotas, quality, and cost standards
The employees who do he work
About him or herself.
External forces
Higher managers expectations
Lower employees: needs and demands
The pressures can be handled best when a supervisor:

Admits the need for help, and seeks it from peers,
boss, and employees
Provide a strong role model for employees by
demonstrating good work habits
Anticipates both changes and crises, and prepare
for them
Listens a lot and minimizes arguments with others
Learns to handle the inevitable stress from the job
SUPERVISORS TASKS IN BALANCE
Apa yang Perusahaan

harapkan dari SPV?
Stay aware of the big picture
Create a productive environment
for your employees
Make decisions on your own
Implement new programs and
methods
Inform your people about company
policies and procedures
- Simple - Inspiring - Performing - Phenomenal Teach effectively
The Role of the

Supervisor
Setting goals
Demonstrating effective behaviors
Decision-making
Managing Change
Time Management
Communication Skills
Effective Meeting Skills
Motivation
Delegation
Training
Perilaku Efektif SPV
Sabar
Toleran
Tenggang rasa (sensitivity)
Empathy
Memutuskan
Sense of humor
Apa yang diinginkan

pegawai dari SPV?
1.
2.
3.
4.
5.
Apresiasi
Pengakuan
Keterlibatan dengan perusahaan
Lingkungan kerja yang nyaman
Uang
Apa lagi?
Security and stability
Social needs
Independence
Take action to get ideas

and plans accepted
Get employee support
Convince your supervisor and
senior management
Bagaimana menyikapi
tuntutan pegawai?
Bersikaplah santun, bersahabat dan tuntukan
rasa tertarik
Tawarkan bantuan/asistensi jika perlu
Dengarkan dengan kesabaran
Amati pekerjaannya dan berikan umpan balik
Tetapkan goals secara rasional
Power mana yang anda

miliki?
1. Position Power
Berhubungan dengan posisi
Berbentuk authority
Harus digunakan dengan hati2 jangan overuse
2. Knowledge Power
Berhubungan dengan kepemilikan pengetahuan, keahlian dan
pengalaman terhadap pekerjaan2 bawahan
3. Character & Personality Power
Power karena memiliki strong sense of self esteem, self
confidence & honesty
Kadang dalam personality power, karena manifestasi dari inner
qualities yang membuat orang lain menjadi tertarik.
Kadang sebagai character power, karena inner qualities seperti
integritas, honesty, ethical framework, fairness yang
menghasilkan ciri pembawaan (personality trait) yang menjadi
disegani.
Case study
Employees Needs
Opportunity for self-improvement on the job

Freedom from close supervision
Ample time for socializing
Freedom to take breaks without following a schedule
Opportunity to express oneself in group situations
Change to have some enjoyment on the job
Opportunity to rotate among different tasks
Credit for accomplishment
Involvement in the decision making
Knowing what is going on
Opportunity to use limited work time for personal business
Chance to learn supervisors jobs
Opportunity to talk about personal problems
Chance to extend coffee and lunch breaks without asking permission.
Opportunity to use the telephone for (local) personal calls
Assurance that the job is secure
Having a supervisor who is accessible
Knowing about changes in advance
Selecting ones own vocation schedule
Learning new things from ones supervisor
Others.
Managements Needs
Quality work
High productivity
Acceptable attendant record
Creativity
Cooperative attitude toward co-workers
Cooperative attitude toward management
Desire to learn
Self-motivation
Willingness to accept new assignments
Willingness to pitch in during emergencies and, if necessary,
work overtime
Willingness to teach co-workers
Tolerance of problem co-workers
Minimum of socializing on the job
Control over misuse of the telephone for personal reasons
Awareness of safety regulations
A consistently positive attitude
others
MEMENUHI LEGITIMATE NEEDS PEGAWAI

Pegawai memiliki kebutuhan sesuai dengan yang diinginkan
Makin banyak kebutuhan yang dapat dipenuhi makin tinggi
komitmen yang diberikan
Kebutuhan mana saja yang harus dipenuhi? Adalah
kebutuhan yang legitimate :
INTRINSIK: Berhubungan dengan kepuasan di tempat
kerja
EKSTRINSIK: Kompensasi
Kebutuhan Pegawai menurut kacamata

Employers
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
Good wages
Job security
Promotion/growth opportunity
Good working conditions
Interseting work
Personal loyalty to workers
Tactful discipline
Full appreciation for work done
Sympathetic help on personal problems
Feeling in on things
Yang paling penting menurut pegawai

1.
2.
3.
4.
5.
Interesting work
Full appreciation for work done
Feeling in on things
Job security
Good wages
Menurut herzberg, hal-hal sperti good wages, good working

conditions & proper/fair supervision meskipun penting tetapi
tidak meningkatkan motivasi dan komitmen, tetapi meniadakan
hal-hal tersebut juga akan mendemotivasi pegawai.
Motivator adalah yang termasuk dalam top three dari apa yang
dibutuhkan pegawai termasuk growth opportunity dan
increased responsibility yang lebih menekankan pada intrinsik
bagi pegawai dan nilai serta kepuasan yang ia dapat dari kerja
itu sendiri.
Membentu pegawai meperoleh nilai di

tempat kerja
Pegawai menginginkan lebih dari sekedar uang, benefit, keamanan,

promosi, pengakuan dan mendapatkan hak pensiun.
Ia ingin menjadi bagian yang penting, menjadi bagian yang lebh
besar dari kepentingannya sendiri. Ia akan merasa berbeda jika
menjadi bagian dari movement, wave dan team. tidak sekedar
keberhasilan pribadi tetapi dapat mendedikasikan diri untuk sesuatu
yang lebih besar (self actualizing).
Membangkitkan Energy Positive di

Tempat Kerja
Menjaga jalur komunikasi tetap hidup

Menyediakan kendaraan untuk dapat memberikan reward
Membuat keputusan-keputusan yang baik
Memenuhi kebutuhan pegawai (legitimate needs)
Membantu pegawai untuk mendapatkan nilai di tempat kerja
Dengan menggunakan power yang dimiliki, memimpin
perusahaan untuk mencapai tingkat produktivitas yang
tinggi dan sukses sejalan dengan misi perusahaan.
Apa yang penting bagi pegawai?

Riset terkini terhadap pegawai baru menyatakan:
Apa yang penting bagi pegawai baru:
Diatas kepentingan dasar tersebut mereka juga menginginkan:
Unsur-unsur Kinerja
Performance = Motivation x Ability x
Expectations
Apa yang bisa dilakukan Supervisor?
Berkomunikasi dengan rasa hormat dengan

yang bersangkutan
Tetapkan goals apa
Berikan feedback positif
Rangsang terjadinya Kompetisi
Selenggarakan training dan beri informasi
dengan cepat
Bangun self-responsibility dan slf-control
3-4
- Simple - Inspiring - Performing - Phenomenal Informasikan Ekspektasi apa yang diharapkan
Prinsip-prinsip
melakukan Positive
Feedback
Berikan positive feedback upaya perbaikan dan kerja baik
Lakukan sesegera mungkin.
Komunikasikan positive feedback secepatnya.
Positive feedback harus spesifik.
Jangan memberikan pernyataan yang berlebihan atau
terlalu mimim
Jagalah positive feedback secara alami.
Buatlah feedback yang diberiakn berdasarkan ukuran
tertentu untuk mempermudah tindak lanjut dan atau
perbaikan
7-5
Positive Feedback
Dengan melakukan feedback maka,
Terbiasa mencari permasalahan dan
mengatasinya
Bisa melihat/menilai pegawai yang
mengerjakan pekerjaan dengan baik
Positive feedback dapat memperkuat
cara kerja yang baik
7-3
Manfaat melakukan
postive feedback
Pegawai akan memahami hal-hal
khusus yang menghasilkan kinerja
baik.
Pegawai akan cencerung mengulang
hal-hal yang dihargai
Umpan balik (feedback) dapat
membangun positive culture serta
membuka komunikasi yang terbuka
7-4
Petunjuk untuk memberikan

feedback dengan baik
Lakukan secepatnya jangan menunda
Berangkatlah dari tujuan
Dialog gunakan feedback sebagai
tanggungjawab bersama
Capailah pemahaman bersama,
dapatkan informasi-informasi baru serta
gali fakta yang terjadi
Jangan terlalu terpaku pada form
Jaga emosi
Hargai perbedaan
How to Improve the Quality of Feedback Conversations
Are explicit or
implicit
Change over
time
Build on our
personal and
professional
histories
Are the
foundation
for effective
feedback
Are
desired
and
undesired
Are known
or possible
Often
initiate
action
Affect your
work and
interaction
with others
EXPECTATION
S
Desired
behaviors and
outcomes
CONSEQUENCE
S/
OUTCOME
Known or
possible effects
of continued
behavior
OBSERVATIONS
Neutral facts
or occurrences
(behaviors and
outcomes)
ASSESSMENTS
Personal
interpretations
or evaluations of
a set of
observations
Are in the past

Are actions
you completed
Are exactly
what others
saw, heard,
etc.
Are not
assessments
Are
unavoidable
Are not facts
Are not
observations
Often create
resistance
Can produce a
sense of
urgency
Should be
owned by
the giver
BAD BOSSES
1. Ditakuti pegawai
2. Micromanage
3. Tidak mengendalikan stress tetapi Stress mengendalikan
anda
4. Jaga jarak dengan Tim
5. Sering tidak berada di tempat
6. Tidak memahami bawahan (passion, dream & ambition)
7. Tidak memikirkan investasi untuk kemajuan bawahan
8. Lebih me-manage kebawah ketimbang keatas
9. Tidak memberikan pesan-pesan tegas
10. Tidak mau bertanggungjawab (throwing others under
the bus
11. Tidak paham mengenai manajemen
12. Mencari-cari feedback
13. Mudah mengelak
5 langkah pendelegasian
kewenangan
1. Sesuaikan dengan prioritas
2. Match-kan antara kebutuhan dengan kesiapan dan kemampuan
Pegawai memiliki knowledge untuk melaksanakan tugas
Pegawai termotivasi untuk melaksamakan
Dapat melaksanakan
3. Berikan tanggungjawabnya
Jelaskan tugas-tugas serta hasil yang diharapkan
Identifikasi kebutuhan training
Identifikasi sumberdaya yang diperlukan (material, information,
budget)
4. Empower/berikan kewenangan (utk mengumpukan sumberdaya
dan mengambil keputusan)
5. Tetapkan akuntabilitasnya (accountable untuk penyelesaian tugas:
menetapkan standar kinerja & timetable, menyiapkan laporan,
mengukur progress report dst)
Kelebihan Pendelegasian
Pendelegasian perlu perencanaan yang matang dan hati-hati,
akan tetapi jika dilaksanakan dengan baik memberikan
keuntungan sbb:
Pegawai menjadi aktif dan dapat diandalkan
Meningkatkan produktifitas dan kualitas
Dapat menekan biaya
Lebih inovatif
Komitmen pegawai meningkat
What Is Coaching?
Informal one-to-one or
small group
interaction
Encouraging,
advising, motivating,
and developing
Essential
supervisory tool
Philosophy of
employee
management
Purposes of Coaching
Inform
Inform
Teach
Teach
Guide
Guide
Recognize
Recognize
Purposes of Coaching (cont.)

Motivate
Motivate
Assist
Assist
Develop
Develop
Empower
Empower
Benefits of Coaching
Improves
qualityquality
and
Improves
and
productivity
productivity
Boosts enthusiasm
and
morale enthusiasm
Boosts
Strengthens relationships
morale
andand
communication
Increases
job satisfaction
Strengthens
Improves
teamwork
relationships
Builds trust and enhances
and communication
loyalty
Increases job
satisfaction
Improves teamwork
Builds trust and
Coaching Is an Important Part

of Your Job
Helps you to keep in
touch with workers
Lets you get closer
to employees
Allows you to work
with employees
Uses everyday
situations to improve
performance
Positive &
Enthusiastic
Good
Listener
QUALITIES
OF A
GOOD COACH
Good
Communicator
Observant
Knowledgeable
Supportive
Empowerin
QUALITIES
g
OF A
Patient
GOOD COACH
(cont.)
Respectful
Tactful
Effective Coaching
Is Immediate
Coaching is often
spontaneous
Coaching is most
effective when it
closely follows
events or behavior
Effective Coaching
Is Specific
What
is done
donewell
welland
andwhat
what
What is
needs
improvement
needs improvement
Required
skillsand
andknowledge
knowledge
Required skills
Standards
ofgood
goodperformance
Standards of
performance
Significance of the job
Significance
of the job
Corrective action
Corrective action
Effective Coaching
Is Interactive
Discuss rather
than lecture or
give orders
Ask questions
Listen to what the
employee has to
say
Pay attention to
body language,
too
Motivasi Kerja
Suatu hal yg berasal dari internal
individu yg menimbulkan dorongan
atau semangat untuk bekerja keras.
Faktor Yang Mempengaruhi

Faktor intrinsik,
faktor-faktor yang memuaskan dan timbul
dari dirinya sendiri.
Indikator keinginan untuk berprestasi,
untuk maju, memiliki kehidupan pribadi.
Faktor ekstrinsik,
faktor-faktor dari luar
Indikator pekerjaan itu sendiri, status
kerja, tempat pekerjaan, keamanan
pekerjaan, gaji, atau penghasilan yang
layak, pengakuan dan penghargaan
kepercayaan melakukan pekerjaan,
kepemimpinan yang baik dan adil, dan
kebijaksanaan administrasi
ELEMEN PENGGERAK MOTIVASI

MOTIVASI seseorang akan ditentukan oleh
STIMULUS-nya = Mesin penggerak motivasi
seseorang sehingga menimbulkan pengaruh prilaku
orang yang bersangkutan.
ACHIEVEMENT = Kinerja
RECOGNITION = Penghargaan
CHALLENGE = Tantangan
RESPONSIBILITY = Tanggungjawab
DEVELOPMENT = Pengembangan
INVOLVEMENT = Keterlibatan
OPPORTUNITY = Kesempatan
Maslows Hierarchy of Needs
Summary of Herzbergs MotivatorHygiene Findings
How to Analyze PerformanceMotivation Problems

7 Roles of SPV

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The 6 Roles of A

- Simple - Inspiring - Performing - Phenomenal -

- Simple - Inspiring - Performing - Phenomenal -

Keselamatan & Kesehatan

- Simple - Inspiring - Performing - Phenomenal -

- Simple - Inspiring - Performing - Phenomenal -

- Simple - Inspiring - Performing - Phenomenal -

Sumber Daya untuk

- Simple - Inspiring - Performing - Phenomenal -

Apa beda Leader dan

- Simple - Inspiring - Performing - Phenomenal -

- Simple - Inspiring - Performing - Phenomenal -

- Simple - Inspiring - Performing - Phenomenal -

Apa yang akan

Hambatan untuk memulai?

Bagaimana cara MEMULAI

Apa yang akan terjadi kalau

- Simple - Inspiring - Performing - Phenomenal -

Mengapa yang lain tidak bekerja lebih

Apa yang Anda rasakan?

Apa yang Anda rasakan?

Apa yang Anda rasakan?

Gunakan What dan How

Memulai tindakan apapun !

- Simple - Inspiring - Performing - Phenomenal -

- Simple - Inspiring - Performing - Phenomenal -

Memberikan arahan dalam pekerjaan

- Simple - Inspiring - Performing - Phenomenal -

Apa yang sering

Contoh Kasus Planning

Rinai adalah Supervisor Distribusi

1. Proyeksi dan Latar Belakang

- Simple - Inspiring - Performing - Phenomenal -

2. Sasaran yang ingin dicapai

- Simple - Inspiring - Performing - Phenomenal -

- Simple - Inspiring - Performing - Phenomenal -

5. Anggaran yang diperlukan

- Simple - Inspiring - Performing - Phenomenal -

6. Prosedur dan Kebijakan

Create your own planning

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- Simple - Inspiring - Performing - Phenomenal -

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- Simple - Inspiring - Performing - Phenomenal -

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- Simple - Inspiring - Performing - Phenomenal -

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- Simple - Inspiring - Performing - Phenomenal -

Apakah yang SUDAH

Gunakan Motivating pada

Apa yang anda

Managers vs. Leaders

- Simple - Inspiring - Performing - Phenomenal -

A good leader and

- Simple - Inspiring - Performing - Phenomenal -

Chief executive officer (CEO)

Strategic planning (one- to ten-year plans)

Major financial and operational decisions

Chief operating officer (COO)

Organization-wide personnel and human resource

Chief financial officer (CFO)

Overseeing major emergencies and crisis management