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Edy Wuryanto

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Where are we currently?

Where do we want to go?

How will we get there?

Suatu proses dimana manajemen proses
menetapkan pengarahan jangka panjang
dari kinerja organisasi dengan menjamin
formulasinya yang hati-hati,
implementasinya yang tepat dan
evaluasi terus menerus dimana strategi
dibuat.
Manajemen organisasi berdasar pada
visi dan misi (Huber, 2009)
A set of managerial decisions and
actions that determines the long-run
performance of an organization
Memulai (merubah) bisnis penetapan
strategi sangat kritis.
Formula sukses


Membuat keputusan - arah organisasi di
masa mendatang pertumbuhan,
renewal, transformasi dan implementasi
kebijakan-kebijakan.
Di bagi strategic planning & strategy
implementation.
Strategic Planning
Membuat keputusan tentang :
Determining the organizations mission;
Formulating policies to guide the organization
in establishing objectives, choosing a
strategy, and implementing the chosen
strategy;
Establishing long-range and short-range
objectives to achieve the organizations
mission;
Determining the strategies that are to be
used in achieving the organizations mission

Strategy Implementation
Developing the organizational structure to
achieve the strategy
Identifying & quantifying the resources
required to support the achievement of the
objectives
Ensuring that the activities necessary to
accomplish the strategy are performed
effectively
Monitoring the effectiveness of the strategy
in achieving the organizations objectives.


Ch 1 -8

MANFAAT NONFINANSIAL
Enhanced awareness of threats
Improved understanding of competitors
strategies
Increased employee productivity
Reduced resistance to change
Clearer understanding of performance-
reward relationship
Enhanced problem-prevention capabilities
Manajemen organisasi tanggung jawabnya
Memantapkan iklim kerja terkait manajemen
setrategi
Menjamin desain proses sesuai dengan
karakter dan spesifikasi organisasi
Melibatkan diri dalam mengerjakan rencana
Menjami adanya evaluasi dan feedback
Melaporkan hasil proses manajemen strategi
kepada dewan direktur
Membantu pimpinan dalam melaksanakan
tanggung jawabnya
Koordinasi rencana di devisi atau bagian
Membantu manajemen puncak memaikirkan
sistem rencana
Menyiapkan analisis lingkungan bagi pedoman
untuk devisi
Mengembangkan rencana organisasi
keseluruhan untuk manajer puncak
LINGKUNGAN
EKSTERNAL
SUMBER DAYA
INTERNAL
TUJUAN
(GOAL)
FAKTOR YANG MEMPENGARUHI
STRATEGI




Statistical Institute of
Jamaica
STRATEGIC ACTION PLANNING
SWOT Analysis
VISION
STRATEGIC AREAS FOR DEVELOPMENT
STRATEGIC OBJECTIVES

Strategic
Action 4

Strategic
Action 3

MISSION
Internal Environment
Strengths
Weaknesses
- Value systems
- Culture
- Staffing
- Support systems, operating environment

The long range objectives
that will drive the
development process and
stretch the organization to
achieve them.
External Environment
Opportunities
Threats
- The changing environment
- The demand for new products
- The economic environment
- Availability of resources

Strategic
Action 2

Strategic
Action 1

EVALUATION/FEEDBACK
The reason for the
existence of the
organization &
establishes the values,
beliefs & guidelines for
the conduct of business
Mission is the reason for which the
organization exists & what it will do. It
describes the products/services to be
supplied, the markets to be served and
the technology to be applied, if critical.
Vision Statement answers the
question, What do we want to become?
It is futuristic and long term.
What business are we in now?
What business do we want to be in?
What do our customers expect of us now?
What will be the customers expectation in the future?
Who are our customer now?
Who will be our customers in the future?
Who are our current stakeholder (other than
customer)?
How will those stakeholder change in the future? What
about their expectations?
Who are our primary competitors currently?
Who will be our competitors in he future?
What about partners, now and in the future?
What will be the effect of technology?
What happening in the environment now and in the
future that may affect us?

Strengths
Weaknesses
Value systems
Culture
Staffing human resource management
Organizational Capital
Support systems in the operating
environment
Financial capital
Opportunities
Threats
The changing environment
The demand for new products &
competition
The economic environment
Availability of resources
The culture of the population
The regulatory framework
STRATEGI LEVEL
Perusahaan : apa bisnis organisasi yang
dialokasikan ? Bgm sumber daya bisnis
tersebut ?
Global
Fungsional
Bisnis : bgm individu/unit dipilih untuk
kompetisi industri spesifik ? Bgm sumber
daya dialokasikan ?
TINGKATAN/
URAIAN
PERUSAHAAN BISNIS FUNGSIONAL
Tingkat
tanggung jawab
manajemen
Manajemen
puncak
Manajer
menengah atas
atau manajer
divisi atau
manajer puncak
untuk
perusahaan
produk tunggal
Operator fungsi
manajer
Bidang Dalam
organisasi
Single bisnis
atau perusahaan
tunggal
Area fungsional
Area geografis
Area produk
Area pelanggan
Jangka waktu Jangka panjang
3-5 tahun
Jangka
menengah 1-3
tahun
Jangka pendek
0-1 tahun
Spesifikasi Statemen umum
atau
pengarahan dan
maksud tujuan
Konkret dan
orientasi
operasional
Orientasi
pelaksanaan
kegiatan
Vertical integration
Diversification
Strategic alliances
Acquisitions
New ventures
Business portfolio
restructuring
Multidomestic
International
Global
Transnational
Focus is on improving the effectiveness
of operations within a company.
Manufacturing
Marketing
Materials management
Research and development
Human resources
Cost leadership
Attaining, then using the lowest total cost
basis as a competitive advantage.
Differentiation
Using product features or services to
distinguish the firms offerings from its
competitors.
Market niche focus
Concentrating competitively on
a specific market segment.
IMPLEMENTASI
STRATEGI
Designing organizational structure
Designing control systems
Market and output controls
Bureaucratic controls
Control through organizational culture
Rewards and incentives
Matching strategy, structure,
and controls
Congruence (fit) among strategy,
structure, and controls
Structure
Strategy
Controls
PERUBAHAN MANAJEMEN
STRATEGI
The only constant is change.
Success requires adapting strategy
and structure to a changing world.
The feedback loop in
strategic planning.
Corporate
Functional
Business
Operational
STRATEGI KEPEMIMPINAN
Vision, eloquence, and consistency
Commitment to the vision
Being well informed
Willingness to delegate and empower
Astute use of power
Emotional intelligence

FAKTOR YANG MEMPENGARUHI
KEBERHASILAN PERUBAHAN MANAJEMEN
STRAREGI DALAM KEPERAWATAN
FAKTOR STRATEGI
Change appropriateness (Par et al., 2011)
Vision clarity (Par et al., 2011, Fagerstrom and Salmela, 2010)
Change efficacy (Par et al., 2011)
The presence of an effective project champion (Par et al.,
2011, Gallagher et al., 2010)
Culture management and change (Konteh et al., 2011, Trerise,
2010);
Overall sense of progressiveness in the department
(Stoller, 2010)
Celebrating wins (Stoller, 2010)
Systematic use of change management processes
(Nystrm, 2009)
Systems based approaches to change and improvement
(Johnson et al., 2009)
Micro politics (Ward et al., 1998)
FAKTOR ORGANISASI
A range of change and development strategies (Par et al.,
2011, Christensen, 2009, Simpson and Doig, 2007)
Organisational flexibility (Par et al., 2011)
Recruiting of staff with skills in service transformation,
redesigning roles (Macfarlane et al., 2011)
Creating new roles (Macfarlane et al., 2011)
Enhancing workforce planning (Macfarlane et al., 2011)
Linking staff development to local needs (Macfarlane et al., 2011)
Creating opportunities for shared learning and
knowledge exchange (Macfarlane et al., 2011, Bess et al., 2011, Carr and Clarke,
2010, Tolson et al., 2008, Taylor and Wright, 2004)
Clear outcome and performance measures (Almaden et al., 2011,
Masso et al., 2010, Gertner et al., 2010, Gabrielson, 2009).
FAKTOR MANAJEMEN
Senior management involvement in and support of
change and practice development strategies (Par et al., 2011,
Currie et al., 2007)
Effective, strategic leadership (Stoller, 2010, Baillie and Gallagher, 2010,
Caccia-Bava et al., 2009)
Awareness of clinicians attitudes, motivation and
concerns about change, and their willingness to
participate in the change process (McMurray et al., 2010, McEwan et al.,
2010, Baillie and Gallagher, 2010)
Building credibility and trust through transparent
communication (Chreim et al., 2010, Carr et al., 2009)
Involvement of key stakeholders (Kitson, 2009, Eve, 2004).
FAKTOR TEAMWORK/KLINIS
Weighing up of burden and benefit for specific
professional groups (Par et al., 2011)
Collective self-efficacy (Par et al., 2011)
Employee involvement in and commitment to the change
and practice development (Stoller, 2010, Nystrm, 2009) (Pryor and Buzio,
2010)
Professional competence and self awareness on the
part of professionals (McCormack et al., 2010b)
Adequate preparation for change (Badge et al., 2010)
Staff feel ownership of change (Kingdon, 2009, Dempsey, 2008).