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PROGRAM MAGISTER MANAJEMEN

PROGRAM PASCASARJANA
STIE PANCASETIA

SLIDE 1

TUJUAN INSTRUKSIONAL UMUM

Setelah menempuh matakuliah ini, peserta didik akan


dapat menjelaskan konsep dan model manajemen strategi,
menentukan strategi korporasi, bisnis, atau strategi
jangka panjang, dan menentukan strategi fungsi, atau
strategi operasional, serta akan dapat mengevaluasi
pelaksanaan strategi.

SLIDE 2

DEFINISI
Strategic management can be defined as the art and science of formulating,
implementing, and evaluating cross-functional decisions that enable an
organization to achieve its objectives. As the definition implies, strategic
management focuses on integrating management, marketing, finance /
accounting, production / operations,
research and development, and computer information systems to achieve
organizational success. (David, F.R., 2003:5)

SLIDE 3

STAGES OF STRATEGIC MANAGEMENT


1.Strategy Formulation;
2.Strategy Implementation;
3.Strategy Evaluation.
3.1.reviewing external and internal factors that are the bases
for current strategies;
3.2.measuring performance, and
3.3.taking corrective actions. (David, F.R., 2003:5-6)

SLIDE 4

Strategic management is defined as the set of decisions and actions


That result in the formulation and impementation of plans design
To achieve a companys objectives. It comprises nine critical tasks:
1.Formulate the companys mission, including broad statements about
it purpose, philosophy, and goals.
2.Develop a company profile that reflects its internal conditions and
capabilities.
3.Assess the companys external environment, including both the
competitive and general contextual factors.
4.Analyze the companys option by matching its resources with the
external environment.
5.Identify the most desireble options by evaluating each option in
light
of the companys mission.
6.Select a set of long-term objectives and grand strategies that will
achieve the most desirable options.
7.Develop annual objectives and short-term strategies that are
compatible with the selected set of long-term objectives and
grand strategies.

SLIDE 5

8.Implement the strategic choices by means of budgeted resource


allocation in which the matching of tasks, people, structures,
technologies, and reward systems is emphasized.
9.Evaluate the success of the strategic process as an input for future
decision making. ( Pearce II and Robinson, JR., :3-4)

SLIDE 6

8.Implement the strategic choices by means of budgeted resource


allocation in which the matching of tasks, people, structures,
technologies, and reward systems is emphasized.
9.Evaluate the success of the strategic process as an input for future
decision making. ( Pearce II and Robinson, JR., 1994:3-4)

SLIDE 7

Integrating Intuition and Analysis


The strategic management process can be described as an
objective, logical, systematic approach for major decisions
in organization. It attempts to organize qualitative and
quantitative information in a way that allows effective
decisions to be made under conditions of uncertaintly. Yet,
strategic management is not a pure science that lends itself
to a nice, neat, one-two-three approach. (David, F.R., 2003:7)

SLIDE 8

KEY TERMS IN STRATEGIC MANAGEMENT


(David, F.R., 2003:8-15)
1.STRATEGISTS
2.VISION AND MISSION STATEMENTS
3.EXTERNAL OPPRTUNITIES AND THREATS
4.LONG-TERM OBJECTIVES
5.STRATEGIES
6.ANNUAL OBJECTIVES
7.POLICIES

SLIDE 9

THE STRATEGIC MANAGEMENT MODEL (David, F.R., 2003:14)


PERFORM
INTERNAL
AUDIT

ESTABLISH
LONG-TERM
OJECTIVES

VISION AND
MISSION

GENERATE,
EVALUATE,
AND SELECT
STRATEGIES

IMPLEMENT
STRATEGIES
-MANAGE
MENT ISSUES

IMPLEMENT
STRATEGIES
MARKETING,
FINANCE,
ACCOUNTING,
R&D, MIS

MEASURE
AND
EVALUATE
PERFOR
MACE

PERFORM
EXTERNAL
AUDITS

STRAT.FORMULATION

STRAT.IMPLEMENTATION

STRAT.E

SLIDE 10

STRATEGIC MANAGEMENT MODEL AND ITS COMPONENT


Company
mission
External environment:
Remote; Industry;
Operating

Company profile

possible
desired

Strategic analysis and choices

Long-term objective

Grand strategy

Annual objective

Operating strategies

Feedback
Major impact
Minor impact

Policies

Institutionalization
Of strategy

Control and evluation

Feedback

SLIDE 11

KANDUNGAN ISI SUATU MISI PERUSAHAAN (NICOR,INC.)


( Pearce II and Robinson, JR., 1994:32-33)

1.ADA ALASAN
2.TUJUAN
3.APA YANG DILAKUKAN
4.DIMANA MELAKUKAN

SLIDE 12

KOMPONEN-KOMPONEN MISI UNTUK KORPORASI


( Pearce II and Robinson, JR., 1994:34)

1.DITUJUKAN UNTUK PELANGGAN (PENGGUNA; PASAR)


2.ADA KEJELASAN PRODUK/ LAYANAN
3.JANGKAUAN GEOGRAPHIC PENYAMPAIAN PRODUK/LAYANAN
4.TEHNOLOGI (MODERNITAS)
5.MEMPERHATIKAN KEHIDUPAN
6.PHILOSIPHY (KEYAKINAN)
7.KONSEP PRIBADI (PARADIGMA YANG DIPEGANG)
8.MEMPERHATIKAN IMAGE MASYARAKAT LUAS (BERTANGGUNG
JAWAB)

SLIDE 13

INPUT PENGEMBANGAN SUATU MISI

Outside
Stakeholders

Inside
Stakeholders
Executive Officers
Board of directors
Stockholders
Employees

COMPANY
MISSION

Customers
Suppliers
Creditors
Governments
Unions
Competitors
General Public

SWOT ANALYSIS DIAGRAM


NUMEROUS
ENVIRONMENTAL
OPPORTUNITIES

CELL 3. SUPPORTS
A TURNAROUND-ORIENTED
STRATEGY

CELL 1. SUPPORTS AN AGGRESSIVE


STRATEGY

CRITICAL
INTERNAL
WEAKNESSES

CELL 4. SUPPORTS A DEFENSIVE


STRATEGY

SUBSTANTIAL
INTERNAL
STRENGTHS

CELL 2.. SUPPORTS AN A DIVERSIFICATION


STRATEGY

MAJOR
ENVIRONMENTAL
THREATS

GENERIC STRATEGIES

1.LOW-COST LEADERSHIP
2.PRODUCT DIFFERENTIATION
3.FOCUSE

GRAND STRATEGIES
1.CONCENTRATED GROWTH
2.MARKET DEVELOPMENT
3.PRODUCT DEVELOPMENT
4.INNOVATION
5.HORIZONTAL INTEGRATION
6.VERTICAL INTEGRATION
7.CONCENTRIC DIVERSIVICATION
8.CONGLOMERATIC DIVERSIVICATION
9.TURNAROUND
10.DIVESTITURE
11.LIQUIDATION