Post on 09-Sep-2018
endahuluan :
Administrasi publik merupakan fenomenakajian yang strategik di dalampenyelenggaraan negara sebagai akibat dariadanya perubahan dan kecenderunganglobal, sehingga menuntut agar lembaga-lembaga pemerintah menjadi lebihprofesional dalam menjalankan misinya danterbebas dari proses politik praktis.
endahuluanWhy do some firms succeed while others fail?
A central objective of strategic management is to learn why this happens.
What is strategy?An action a company takes to attain superior performance.
What is the strategic management process?The process by which managers choose a set of strategies for the enterprise to pursue its vision.
MissionSets out why the organization exists and what it should be doing.
Major goalsSpecify what the organization hopesto fulfill in the medium to long term.
Secondary goalsAre objectives to be attained that lead to superior performance.
ahapan Perubahan Organisasi
Pertumbuhan melalui kreativitas – KrisiskepemimpinanPertumbuhan melalui pengarahan – krisisotonomiPertumbuhan melalui desentralisasi – krisispengawasanPertumbuhan melalui koodinasi – krisisbirokrasiPertumbuhan melalui kolaborasi – krisisafiliasiP t b h l l i li i
Organisasi sebagai suatuistem
Organisasi sebagai sistem : merupakankesatuan input – proses – output, dansebagai kesatuan entitas yg dipengaruhi danberhubungan dengan lingkungannyaBagi manajer/pemerintah daerah akanmemudahkan pengelolaan internal organisasidan memudahkan adaptasi organisasidengan lingkungannya
3 pertanyaan kunci strategis:
Di mana organisasi sekarang? Jika tidak ada perubahan yang dibuat,di
mana perusahaan akan berada dalameberapa tahun ini? Jika jawabannya tidak dapatiterima,tindakan khusus apa yang ebaiknya dilakukan oleh manajemen?
uang lingkup dan Model anajemen Strategik
Manstra sebagai bidang ilmumenggabungkan kebijakan bisnis denganlingkungan dan tekanan strategis. Meliputi:pengamatan lingkungan,perumusanstrategi,implementasi strategi dan evaluasiserta pengendalianTiga karakteristik keputusan strategi: Rare, Consequential,danDirective
volusi Manajemen Strategis
• B.Henderson (BCG) :peningkatan resikokesalahan,biaya,memburuknya ekonomi adalahpenyebab manajer profesional melakukan manajemenstrategis secara serius. •Gluck, Kaufmandan Walleck:empat tahap manajemenstrategis yaitu perencanaan keuangan dasar(1950-an),perencanaan berbasis peramalan(1960-an),perencanaan beorientasi keluar(analisis industridan posisi persaingan-1973-1974)dan manajemenstrategis•Pemicu perubahan strategis: (H.Mintzberg) : CEO baru,intervensi institusi eksternal,ancaman perubahan
engertianStrategi adalah kerangka atau rencana ygmengintegrasikan tujuan-tujuan kebijakan dantindakan/program organisasiStrategi adalah rencana tentang apa yg ingindicapai atau hendak menjadi apa suatu organisasidi masa datangStrategi adalah pola tindakan dan alokasi sbdy ygdirancang u/ mencapai tujuanStrategi adalah pilihan tentang apa yg ingin dicapaidan bagaimana cara mencapainya
ola StrategiPerumusan Strategi:
•Misi•Tujuan•Strategi•Kebijakan
Implementasi Strategi: •Program •Anggaran•Prosedur
Defining the Mission and Setting TopDefining the Mission and Setting Top--Level GoalsLevel Goals
External Analysis of Opportunities and ThreatsExternal Analysis of Opportunities and Threats
Internal Analysis of Strengths and WeaknessesInternal Analysis of Strengths and Weaknesses
Selection of Appropriate StrategiesSelection of Appropriate Strategies
trategic PlanningRational planning by top management?
Basic Strategic Planning ModelBasic Strategic Planning Model
xternal Analysis
dentify strategic opportunities and threats in e operating environment.
MacroenvironmentMacroenvironment NationalNational
Immediate (Industry)Immediate (Industry)
nternal Analysis
dentify strengthsQuality and quantity of resources availableDistinctive competencies
dentify weaknessesInadequate resourcesManagerial and organizational deficiencies
Strengths and WeaknessesOpportunities and Threats
(SWOT Analysis)
Strategic ChoiceStrategic ChoiceBusinessBusiness
FunctionalFunctionalGlobalGlobal
CorporateCorporate
WOT and Strategic Choice
usiness-Level Strategies
Cost leadershipAttaining, then using the lowest total cost basis as a competitive advantage.
DifferentiationUsing product features or services to distinguish the firm’s offerings from its competitors.
Market niche focusConcentrating competitively on a specific market segment.
unctional-Level Strategies
Focus is on improving the effectiveness of perations within a company.
ManufacturingMarketingMaterials managementResearch and developmentHuman resources
orporate-Level Strategies
Vertical integrationDiversificationStrategic alliancesAcquisitionsNew venturesBusiness portfolio structuring
trategy ImplementationDesigning organizational structureDesigning control systems
Market and output controlsBureaucratic controlsControl through organizational cultureRewards and incentives
Matching strategy, structure, d controls
Congruence (fit) among strategy, structure, and controls
StructureStructure
StrategyStrategy
ControlsControls
Managing Strategic Change
The only constant is change.Success requires adapting strategy and ructure to a changing world.The feedback loop in rategic planning. CorporateCorporate
BusinessBusinessOperationalOperational
trategic Managers
General managersResponsible for the overall (strategic) performance and health of the total organization.
Operations managersResponsible for specific businessfunctions or operations.
trategic Leadership
Vision, eloquence, and consistencyCommitment to the vision
Being well informedWillingness to
delegate and empowerAstute use of power
Emotional intelligence
trategy as an Emergent rocess
Strategy making in an unpredictable worldCreates the necessity for flexible strategic approaches.
Strategy making by lower-level managersStrategy evolves through autonomous action.
Serendipity and strategyAccidental discoveries and happenstances can have dramatic effects on strategic direction.
ntended and emergent strategiesRealized strategies are combinations of intended and emergent strategies.
trategic Planning in PracticePlanning under uncertainty
Scenario planning for dynamic environmental changevory tower planning
Lack of contact with operational realitiesThe importance of involving operating managersProcedural justice in the decision-making process
Engagement, explanation, and expectationsPlanning for the present: Strategic Intent
Recognition of the static nature of the strategic fit modelStrategic intent in focusing the organization on winning by achieving stretch goals
mproving Strategic Decision Making
Cognitive biases systematically influence the tionality of decision makers.
roupthink and Strategic ecisions
Pitfalls of groupthinkFailing to question underlying assumptions.Coalescing around a single person or policy.Filtering out conflicting information.Developing after-the-fact rationalizations.Having an emotional (nonobjective) commitment to an action.
echniques for Improving Decision Making
Two decision-making processeshat counteractognitive biases nd groupthink.
Manfaat perumusan strategi
Mendorong pemahaman terhadap situasiMengatasi konflik karena arahpengembangan yg tidak jelasPendayagunaan dan alokasi sbdaya terbatasMemenangkan kompetisiMampu mencapai keinginan danmemecahkan permasalahan besar
ahapan perumusan Strategi
Fred David : manajemen strategi adalah senidan ilmu untuk formulasi, implementasi danevaluasi keputusan yg bersifat lintasfungsional yg digunakan sebagai panduan bgfungsi sbdy manusia, pemasaran, keuangandan lain-lain agar dapat mencapai tujuannya