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Special Issuesin Strategic
Management
CriticalFunctions for
Strategic
Management
StrategicManagement and
TQM
StrategicManagement of
InternationalOperations
StrategicManagement
Social andEthical
Dimension
The FinanceFunction and
StartegicManagement
Operations andStrategic
Management
The MarketingFunction and
StartegicManagement
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Special Issuesin Strategic
Management
CriticalFunctions for
Strategic
Management
StrategicManagement and
TQM
StrategicManagement
Social andEthical
Dimension
The FinanceFunction and
StartegicManagement
Operations andStrategic
Management
Isu-isuGlobal Organisasi
DuniaPendidikan
MampuBersaing
dalamKancahGlobal
PeningkatanMutu dan
TujuanPendidikan
Nasional
Strategi OperasiPada Organisasi
Pendidikan
ManajemenStrategic
AnalisisLingkungan
GlobalFormulasi
ImplementasiEvaluasi
Plan, Organizing,Actuating,Controling
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HistorisDevelopment
of TQM
Concept ofTQM
Applying TQMMethods
TQM in StrategicManagement
TQM dalamKonteks
Pendidikan StrategicManagement and
Total Quality
Management
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HistorisDevelopment
of TQM
Concept ofTQM
Applying TQMMethods
TQM in StrategicManagement
TQM dalamKonteks
Pendidikan StrategicManagement and
Total Quality
Management
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HistorisDevelopment
of TQM
Concept ofTQM
Applying TQMMethods
TQM in StrategicManagement
TQM dalamKonteks
Pendidikan StrategicManagement and
Total Quality
Management
What is quality?Dictionary has many definitions: “Essential characteristic,”
“Superior,” etc. Some definitions that have gained wideacceptance in various organizations: “ Quality is customersatisfaction ,” “Quality is Fitness for Use .”
The American National Standards Institute (ANSI) and theAmerican Society for Quality (ASQ) define quality as:
“The totality of features and characteristics of a product or service that bears on its ability to satisfy given needs. ”
What is TQM?A comprehensive, organization-wide effort to improve thequality of products and services, applicable to all organizations.
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At organizational level , we need to ask following questions:Which products and services meet your expectations?Which products and services you need that you are not currentlyreceiving?
At process level , we need to ask:What products and services are most important to the externalcustomer?What processes produce those products and services?What are the key inputs to those processes?Which processes have most significant effects on theorganization’s performance standards?
At the individual job level , we should ask:What is required by the customer?How can the requirements be measured?What is the specific standard for each measure?
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The Deming PhilosophyDefinition of quality, “A product or a service possesses
quality if it helps somebody and enjoys a good and
sustainable market.”
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Improve quality Decrease cost becauseof less rework, fewermistakes.
Productivity improves
Capture the marketwith better qualityand reduced cost.
Stay inbusiness
Long-termcompetitivestrength
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William Edwards Deming (October 14 , 1900–December 20 , 1993) was an American statistician , college professor, author, lecturer,
and consultant. Deming is widely credited withimproving production in the United Statesduring World War II , although he is perhapsbest known for his work in Japan .
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Joseph Moses Juran (December 24 , 1904 – February 28 , 2008) was a 20th century management consultant who is principally
remembered as an evangelist for quality andquality management , writing severalinfluential books on these subjects.
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Philip Bayard "Phil" Crosby , ( June 18 , 1926–August 18 , 2001) was a businessman andauthor who contributed to management theory
and quality management practices.Crosby initiated the Zero Defects program atthe Martin Company Orlando, Florida plant.As the quality control manager of the Pershingmissile program, Crosby was credited with a 25percent reduction in the overall rejection rateand a 30 percent reduction in scrap costs.
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HistorisDevelopment
of TQM
Concept ofTQM
Applying TQMMethods
TQM in StrategicManagement
TQM dalamKonteks
Pendidikan StrategicManagement and
Total Quality
Ma nagement
What is quality?Dictionary has many definitions: “Essential characteristic,”
“Superior,” etc. Some definitions that have gained wideacceptance in various organizations: “ Quality is customersatisfaction ,” “Quality is Fitness for Use .”
The American National Standards Institute (ANSI) and theAmerican Society for Quality (ASQ) define quality as:
“The totality of features and characteristics of a product or service that bears on its ability to satisfy given needs. ”
What is TQM?A comprehensive, organization-wide effort to improve thequality of products and services, applicable to all organizations.
W. Deming J.M. Juran P. Crosby Basic orientation towardquality
Technical Process Motivational
What is quality? Nonfaulty systems Fitness for use; freedomfrom trouble
Conformance torequirements
Who is responsible forquality?
Management Management Management
Importance of customerrequirements as standard
Very important Very important; customersat each step of product lifecycle
Very important
Goal of quality Meet/exceed customer
needs; continuousimprovement
Please customer;
continuous improvement
Continuous improvement;
zero defects
Methods for achievingquality
Statistical; constancy of purpose; continualimprovement; cooperation
between functions
Cost of quality; qualitytrilogy: planning, control,improvement
14-point framework;
Chief elements ofimplementation
14-point program Breakthrough projects;quality council; qualityteams
14-step program ; cost ofquality; qualitymanagement "maturitygrid"
Role of training Very important formanagers and workers
Very important formanagers and employees
Very important formanagers and employees
For additional details, see The W. Edwards Deming Juran Institute Philip Crosby Associates II
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StrategicManagement and
Total QualityManagement
Karakteristik :1. Customer – Driven Definition of Quality2. Strong Quality Leadership3. Continous Improvement4. Reliancen on facts, data and analysis5. Employee Participaion
Sistem Manajemen Mutu ISO sebagai salah satu metodaaplikasi TQM. :1. ISO 90012. ISO 90023. ISO 9003
Dampak o TQM :Mampu Meningkat kinerja, keuntungan, kepuasanpelanggan, quality, efektivitas cost dan hubungan antaremploeye
PLYI
NG
TQM
METHO
D
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Created by International Organization forStandardization (IOS) which was created in 1946 tostandardize quality requirement within the Europeanmarket.
IOS initially composed of representatives from 91countries: probably most wide base for qualitystandards.
Adopted a series of written quality standards in 1987(first revised in 1994, and more recently (and
significantly) in 2000 ).Prefix “ISO” in the name refers to the scientific term“ iso” for equal . Thus, certified organizations areassured to have quality equal to their peers.
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Defines quality systems standards based on the premise that certain generic characteristics ofmanagement principles can be standardized .And that a well-designed, well-implemented andwell managed quality system provides confidencethat outputs will meet customer expectations andrequirements .Standards are recognized by 100 countries including
Japan and USA.Intended to apply to all types of businesses.(Recently, B2B firm bestroute.com became the firste-commerce company to get ISO certification .)
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Created to meet five objectives:1. Achieve, maintain, and seek to continuously
improve product quality in relation to therequirements.
2. Improve the quality of operations to continuallymeet customers’ and stakeholders’ needs.
3. Provide confidence to internal management thatquality requirements are being met.
4. Provide confidence to the customers that qualityrequirements are being met.
5. Provide confidence that quality systemrequirements are fulfilled.
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Consists of three documents1. ISO 9000 – Fundamentals and vocabulary.
2.ISO 9001 – Requirements.Organized in four sections: ManagementResponsibility; Resource Management; ProductRealization; and Measurement, Analysis andImprovement.
3. ISO 9004 – Guidelines for performanceimprovements.
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Principle 1: Customer FocusPrinciple 2: LeadershipPrinciple 3: Involvement of people
Principle 4: Process approachPrinciple 5: Systems approach for managementPrinciple 6: Continual improvementPrinciple 7: Factual approach to decision makingPrinciple 8: Mutually beneficial supplierrelationships.
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TQM In The Strategic ManagementProcess
1.Environmental Analysis and TQM2.Organizational Direction and TQM3.Strategi Formulation and TQM4.Strategi Implementation and TQM5.Strategi Control and TQM
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Menurut Hadari Nawawi (2005 : 138 – 141), beberapasumber – sumber kualitas dalam TQM:1. Komitmen Pucuk Pimpinan (Kepala Sekolah) terhadap
kualitas.2. Sistem Informasi Manajemen.3. Sumber daya Manusia yang potensial4. Keterlibatan semua fungsi
5. Filsafat perbaikan kualitas secara berkesinambungan
Dimensi kualitas :1. Dimensi Kerja Organisasi2. Iklim Kerja3. Nilai tambah4. Kesesuaian degan spesifikasi5. Kualitas pelayanan dan daya tahan hasil pembagunan6. Persepsi masyarakat
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Menurut Hadari Nawawi (2005 : 138 – 141), beberapasumber – sumber kualitas dalam TQM:1. Komitmen Pucuk Pimpinan (Kepala Sekolah) terhadap
kualitas.2. Sistem Informasi Manajemen.3. Sumber daya Manusia yang potensial4. Keterlibatan semua fungsi
5. Filsafat perbaikan kualitas secara berkesinambungan
Dimensi kualitas :1. Dimensi Kerja Organisasi2. Iklim Kerja3. Nilai tambah4. Kesesuaian degan spesifikasi5. Kualitas pelayanan dan daya tahan hasil pembagunan6. Persepsi masyarakat
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MANAGEMENT OFPROCESSQUALITY
HUMAN RESOURCEDEVELOPMENT AND
MANAGEMENT
STRATEGICQUALITY
PLANNING
INFORMATION AND ANALYSIS
CUSTOMERFOCUS AND
SATISFACTION
QUALITY AND
OPERATIONALRESULTS
SENIOREXECUTIVE
LEADERSHIP
System Approach for TQM
Driver
System
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Special Issuesin Strategic
Management
CriticalFunctions for
StrategicManagement
StrategicManagement and
TQM
StrategicManagement of
InternationalOperations
StrategicManagement
Social andEthical
Dimension
The FinanceFunction and
StartegicManagement
Operations andStrategic
Management
The MarketingFunction and
StartegicManagement
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Social and EthicalDimension
Stake HolderResponsibility
1. To attempt to increase the value of theorganization.
2. The supliers of mateial and resellersof product, to deal fairly with them
3. Lenders of capital to repay them4. Government agencies and society, to
abide by laws5. Interest groups, to consider, their
arguments.6. Employesss and unions. To provide
safe work, envirotments and
recognize their right7. Consumers, to provide safe productsand market them effciently
8. Competitors, to avoid practices thatrestrain trade
9. Local communicaties and society atlarge, to avoid practices that harm theenvironment
SocialResponsibility
Infleunce onBussines Practices
Managing SocialResponsibility
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PhilantropicResponsibili
ty
EthicalResponsibilty
LegalResponsibilty
EconomicResponsibility
PoliticalInfluence
LegalInfluence
CompetitiveInfluence
EthicalInfluence
BusinessPractice/Education
Practice
• Environtmental Analysis and OrganizationalDirection
• Strategi Formulation• Staregi• Implementation•
Startegic Control
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O P E R A T I O N A N D
S T R A T E G I C
M A
N A G E M E N T
1. Operation Function : Providing a Productof Service
2. Other Function3. The marketing Function4. The Finance Function5. Supporting function6. Independence of Function7. Manufcturing Function
OPERATION
OPERATION IN
SATRETGIC
MANAGEMENT
1. Strategy Decicion for Operation2. Product Design
Manufacturing operations : capaciy, facilities,technology, vertical integration, work force,
quaity, production planning material,organization structure
Non Manufacturing : the product, or out put,desired from the operation system of a non
manufacturin.
THE FINANCE FUNCTION AND
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THE FINANCE FUNCTION ANDSTRATEGIC MANAGEMENT
FinancialRatio
AnalysisBreak-Even
Analysis
1. Liquidity Ratio2. Activity Ratio3. Profitability
Ratios4. Calculating Ratios5. Comparing Ratios
Is a simple method forinvestigating the potentialvalue of proposed investmentBreak even point (in units) =
=Total Fixed CostContribution Margin= FC
SP-VC
Net PresentValue
Analysis
Can be used to investigatethe value of a proposedinvestment to anorganization or to
compare alternativeinvestment to determinewhich is better from afinancial point of view
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T H E M A R K E T I N G A N D S T R A T E G
I C
M A N A G E M E N T
Analyze Consumer /Product Relationship
Select MarketSegmentation Strategi
Design a Marketingmix Strategy
Implement an Control theMarketing Strategy
Startegic Marketing Process
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1. Product Strategy2. Strategy Product lives
CommercializationMarket MaturityMarket decline/produc deletion
3. Reason for Product Succes:Competitive differential advantage
4. Pricing StrategyConsumer , organization andcompetitive Characteristic
5. Promotion StrategyObjectives, formulating anddeveloping promotion budgets
6. Chanel StartegyDistribution coverage, Channelcontrol, total distribution cost,chanel flexibility
1. Geographic
Segmentation2. DemographicSegmentation
3. PsycographicSegementation
4. BenefitSegmentation