Chapter - 1&amp 2&amp 3&amp 4&amp 5-W&amp H.PPT Pen Gurus An Strategik

Konsep Asas Pengurusan Strategik
Bab 1 Pengurusan Strategik
OBJEKTIF BAB 1
j Memahami kebaikan Pengurusan Startegik. j Memahami bagaimana globalisasi dan perdagangan j j j j
elektronik mempengaruhi pengurusan startegik. Memahami model asas pengurusan startegik W&H Model Mengenai pasti situasi penyebab atau peristiwa pencetus kepada perubahan strategik. Memahami cara-cara membuat keputusan strategik. Menguna startegik audit sebagai cara untuk menganalisa aktiviti aktiviti dan fungsi koporat.
DEFINISI
j Pengurusan Strategik (PS):
Satu set keputusan dan tindakan pengurusan atasan yang menentukan prestasi jangkapanjang sesebuah organisasi. PS mengadungi empat elemen asas;
Penelitian/imbasan persekitaran (luaran & dalaman). Formulasi strategi (jangkapanjang & strategik). Implementasi atau pelaksanaan strategi. Penilaian dan kawalan.
j PS menekankan pemantauan dan penilaian, peluang dan
ancaman luaran dalam mengenalpasti kekuatan dan kelemahan organisasi. j Pada mulanya dipanggil Business Policy;- ditukar kepada Pengurusan strategik apabila dimasukkan bab-bab seperti perancangan strategik, imbasan persekitaran dan analisis industri.
Sejarah Perkembangan PS; Fasa - Fasa Pengurusan Strategik

j Fasa 1: Perancangan kewangan Asas. Penyediaan belajawan tahunan. Mengunakan Sedikit analisa sahaja. Maklumat dari dalaman organisasi sahaja. Tempoh: 1 tahun. j Fasa 2: Perancangan berasaskan
ramalan.
Penyediaan belanjawan 5 tahun. Perancangan lebih dari satu tahun. Selain dari maklumat dalaman, maklumat luaran juga digunakan (secara ad-hoc). Tempoh: 3 hingga 5 tahun.
4
Fasa Pengurusan Strategik (samb.)

j Fasa 3: Perancangan berasaskan luaran
(perancangan strategik).
Pengurusan atasan mengawal perancangan proses dengan melakukan perancangan strategik. Perancangan diambil alih dari pengurusan bawahan. Perancangan dilakukan oleh staf yang ditentukan oleh organisasi. Konsultan diambil untuk membantu perancangan. Teknik ramalan digunakan secara innovatif. Perancangan dilakukan di luar organisasi resort.
Fasa Pengurusan Strategik (samb)

j Fasa 4: Pengurusan strategik.
Pengurusan atasan membentuk kumpulan perancang dikalangan pengurus atasan dan bawahan dari setiap jabatan dan kumpulan kerja. Pengurusan strategik mengariskan setiap isu perancangan, penilaian, dan pengawalan.
Kelebihan Perancangan Strategik

j Kajian mendedahkan organisasi yang terlibat
j j j
dengan PS biasanya mengutungkan organisasi yang tidak terbabit dengan PS. Dengan pemadaman yang baik diantara persekitaran organisasi dengan strateginya, strukturnya, dan proses - porses memberi kesan yang positif keatas prestasi orgainsasi. Visi Strategik yang jelas untuk Syarikat. Fokus ke atas apa yang penting dan strategik. Meningkatkan kefahaman pada perubahan persekitaran yang pantas.
Persoalan PS
Untuk lebih berkesan PS tidak semestinya proses yang fomal tetapi dangan hanya soalan-soalan mudah seperti;
1. 2. Di mana kedudukan organisasi sekarang? Bukan macam mana harapan kita? Jika tiada perubahan dilakukan, di manakah organisasi akan berada dalam tempoh 1 tahun? 2 tahun? 5 tahun? 10 tahun? Adakah jawapan itu munasabah atau boleh diterima? Jika jawapan di atas tidak boleh diterima, apakah tindakan khusus yang perlu diambil? Apakah risiko dan ganjaran?
3.
CABARAN GLOBALISASI DAN PERDAGANGAN ELETRONIK KEPADA P.S.

Kesan Globalisasi j Globalisasi merupakan cabaran kepada pengurusan strategik. j Globalisasi ialah pengantarabangsaan pasaran dan kerjasama/ Corporation telah merubah cara firma-firma/syarikat-syarikat moden menjalankan perniagaan. j Untuk berada ditahap:
Ekonomi skala (economies of scale) untuk mencapai kos rendah; Seterusnya harga rendah, lebih kompetetif, Dan syarikat memikirkan pasaran global selain dari pasaran tempatan.
Contoh Nike & Reebok outsourcing.
j Semakin banyak organisasi bergerak ke arah globalisasi,
pengurusan strategik menjadi lebih penting dalam memastikan perkembangan antarabangsa dan kedudukan organisasi lebih kompetitif untuk jangka panjang. j Pembentukan regional trade association & agrements contoh EU, NAFTA, Mercosur,CAFTA, and ASEAN j Globalisasi menyebabkan organisasi berubah ke arah organisasi belajar.
9
GLOBALISASI DAN PERDAGANGAN ELEKTRONIK

Perdagangan Elektronik j Bermaksud pengunaan internet dalam perniagaan.
Dimana telah merubah pasaran global dan akan terus merubah pasaran. Merubah asas untuk persaingan secara tradisional kepada lebih strategik, terutama pada rataian nilai industri.
10
E-Commerce/E-Dagang
7 Trends:
1. 2 Internet forcing companies to transform themselves-memaksa syarikat untuk berubah atau bertukar. Market access and branding are changing, causing disintermediation of traditional distribution channels.-penghapusan orang tengah. Balance of power shifting to the consumer.-kuasa bertukar kepada pengguna. Competition is changing.-perubahan dalam persaingan. Pace of business increasing drastically. -kadar kemajuan perniagaan berubah dengan ketara dan cepat. Internet purchasing force corporations out of their traditional boundaries.- keluar dari cara lama atau tradisi lama dalam pembelian. Knowledge becoming a key asset and source of competitive
3 4 5 6.
advantage-ilmu pengetahuan jadi aset dan sumber kelebihan bersaing.
11
Impact of Environmental Sustainability: Environmental Sustainability: the use of business

practices to reduce a company s impact on the natural, physical environment
Prentice Hall, Inc. 2009
1-12
Impact of Environmental Sustainability

Risks of Climate Change include:
j Regulatory risk j Supply chain risk j Product and technology j Litigation risk j Reputational risk j Physical risk
risk
1-13
Theories of Organizational Adaptation

How organizations obtain fit within their environment: - PEST or PESTEL around the world; Theory of population ecology Organization success in niche environment is unable to adapt to changing condition go bankrupt and changed with new organization with fit to the change. Institution theory Organization able to adapt to change by imitating the successful organization. Strategic choice perspective Believed that the organization can adapt to change but has the opportunity to reshape the environment. Organizational learning theory Believed that the organization adjust defensively to environment change and used knowledge offensively to the fit between itself and its environments.
14
Adaptation to Changing Environmental Conditions

Strategic flexibility:
Demands a long-term commitment to the development and nurturing of critical resources Demands that the firm become a learning organization
15
ORGANISASI BELAJAR
(Learning Organization)
j Pengwujudan organisasi belajar adalah
fokus ke arah kebolehan atau skil bagi mencipta, mendapat, dan memindah pengetahuan; dan meminda gelagat organisasi tersebut ke arah pengetahuan baru dan tanggapan. j 4 aktiviti utama bagi organisasi belajar:
Menyelesaikan masalah secara sistematik. Menguji pendekatan baru. Belajar dari pengalaman sendiri dan yang lalu; juga pengalaman pesaing. Memindahkan pengetahuan secara cepat dan berkesan ke seluruh organisasi.
16
Organisasi Belajar (samb)

(Learning Organization)
j Organisasi belajar mengekalkan kestabilan
melalui:
Pengujian-diri. Mengujikaji.
j Organisasi yang melakukan ujikaji dan
mampu untuk belajar dari pengalaman akan lebih berjaya dari organisasi yang tiada ujikaji. j Contoh: Xerox --- mengalakkan perjumpaan kumpulan kecil bagi aktiviti dan teknik penyelesaian-masalah.
17
MODEL ASAS BAGI PENGURUSAN STRATEGIK W&H

j Empat elemen asas yang penting: Penelitian / Peimbasan persekitaran. Formulasi/Membentuk strategi. Implementasi/Pelaksanaan strategi. Penilaian dan kawalan.
18
Basic Model of Strategic Management

j (4) Empat Elemen Asas- Four Basic
Elements
19
Strategic Management Model

Environmental Scanning External
Societal Environment General Forces Task Environment Industry Analysis
Strategy Formulation
Mission
Reason for existence
Strategy Implementation
Evaluation Evaluation and Control and Control and Control
Objectives
What results to accomplish by when
Strategies
Plan to achieve the mission & objectives
Policies
Broad guidelines for decision making
Internal
Structure Chain of Command Culture Beliefs, Expectations, Values Resources Assets, Skills Competencies, Knowledge
Programs
Activities needed to accomplish a plan
Budgets
Cost of the programs
Process to monitor performance and take corrective action
Procedures
Sequence of steps needed to do the job
Performance
Feedback/Learning
20
Model Asas PS (samb)-W&H

1. Penelitian / Peimbasan persekitaran:
Ialah Memantau, menilai, dan menyebarkan maklumat yang didapati dari persekitaran luaran dan dalaman kepada orang tertentu (Key person) di dalam organisasi. Faktor strategik: Merupakan elemen luaran dan dalaman yang akan menentukan masa hadapan organisasi. Analisa SWOT: (Kekuatan,kelemahan,peluang dan ancaman) Cara untuk mengenalpasti penelitian persekitaran. Persekitaran luaran: Melibatkan Peluang dan Ancaman. Persekitaran dalaman: Melibatkan Kekuatan dan Kelemahan.
21
Model Asas PS (samb)

j Pembolehubah Persekitaran:
Persekitaran societal: Kuasa ekonomi. Kuasa teknologikal. Kuasa politikal-perundangan. Kuasa sosiobudaya. Persekitaran kerja (industri): Pembekal. Pemegang saham. Kerajaan. Kumpulan khas berkepentingan. Pelanggan. Kreditor. Masyarakat. Kesatuan pengguna. Pesaing. Pekerja/kesatuan sekerja.
Persekitaran dalaman:
Struktur. Budaya. Sumber-sumber.
22
Konsep Asas Pengurusan Strategik - Pembolehubah Persekitaran
23

2.Formulasi/Pelaksanaan Strategi:
j
Membentuk rancangan jangkapanjang bagi mengurus peluang dan ancaman persekitaran dengan lebih efaktif melihat kepada kekuatan dan kelemahan syarikat/korporat.
Misi:
Fasafah organisasi. Tujuan atau alasan untuk keuwujudan organisasi. Pernyataan menerangkan tujuan penubuhan organisasi, bidang operasi, barangan/perkhidmatan yang dipasarkan, dan pasaran. Kenyataan Misi: Apa organisasi sekarang? Kenyataan Visi: Apa organisasi akan jadi?
Kenyataan misi mengalakkan perkongsian pekerja dan menerangkan pandangan umum kepada pelabur. Skop luas: Memenuhi kehendak pemilik, pelanggan, dan pekerja. Skop sempit: Menerangkan operasi utama organisasi, barangan/perkhidmatan yang diberi, teknologi yang digunakan, dan kawasan pasaran.
24

j Formulasi Strategi (samb): Objektif:
Keputusan akhir sesuatu aktiviti yang dirancang. Matlamat (Goal): pernyataan terbuka apa yang hendak dicapai tanpa menetapkan jumlah apa yang perlu dicapai dan tiada had masa untuk melengkapkannya:
Keuntungan (untung bersih). Keberkesanan (kos rendah). Penggunaan sumber (ROE & ROI).
25

j Formulasi Strategi (samb): Strategi: Perancangan utama bagaimana organisasi akan mencapai misi dan obkejtif. Strategi korporat (kestabilan, perkembangan, pemberhentian):
Arah tuju keseluruhan organisasi dalam terma umum ke arah perkembangan, dan pentadbiran perniagaan dan produk.
Strategi perniagaan (kompetitif, kooperatif):

Unit perniagaan atau tingkat produk. Menekankan penambahbaikkan.
Strategi fungsian.
Perlaksanaan fungsian untuk mencapai objektif dan strategi unit perniagaan.
26
Konsep Asas Pengurusan Strategik: Peringkat - Strategi
27

j Formulasi strategi (samb): Polisi:
Garispanduan kasar untuk pembuatan keputusan yang menghubungkan di antara formulasi strategi dengan implementasi. Organisasi menggunakan polisi bagi pekerja membuat keputusan dan mengambil tindakan ke arah misi, objektif, dan strategi.
28

3. Strategi implementasi:
Proses di mana strategi dan polisi dilaksanakan melalui program, belanjawan, dan prosedur. Program:
Pernyataan aktiviti untuk mencapai satu rancangan. Perubahan struktur organisasi merubah budaya dalaman, atau permulaan satu kajian baru.
Belanjawan:
Perjalanan aktiviti berasaskan wang; perancangan dan kawalan.
29

j Strategi implementasi (samb):
Prosedur:
Sistem turutan atau teknik yang menerangkan bagaimana sesuatu kerja dilakukan secara terperinci. Bagaimana pelbagai aktiviti yang perlu dilakukan untuk mencapai program organisasi.
30

4. Penilaian dan kawalan:
Proses di mana aktiviti dan keputusan prestasi dimantau supaya prestasi sebenar boleh dibandingkan dengan prestasi jangkaan.
31

j Maklumbalas/Proses
pembelajaran:
Diperlukan bagi menilai dan membuat pembetulan di atas setiap keputusan yang telah dilakukan.
32
PERMULAAN STRATEGI
j Diasaskan oleh Mintzberg.- berpendapat
bahawa formulasi strategi bukan proses berterusan dan juga tidak sentiasa belaku. j Situasi penyebab (triggering event):
Ketua Eksekutif baru (New CEO). Ganguan luaran(External intervention). Ancaman perubahan milik(Threat of change in ownership). Jurang prestasi (Performance gap). Titik inflection strategik(Strategic inflection point).contoh; pengenal kepada teknologi baru, polisi baru dan perubahan keperluan pengguna.
33
MEMBUAT KEPUTUSAN STRATEGIK

j Kerangka pembuatan keputusan strategi dapat
membantu dalam membuat keputusan tanpa mengira peringkat dan fungsi pekerja. j Tiga (3) ciri keputusan strategik:
Jarang- Rare : Keputusan strategik adalah ganjil dan tiada contoh untuk diikuti. Akibat-Consequential: Memerlukan penglibatan sumber dan menghendaki iltizam/komitmen dari semua peringkat. Arahan-Directive : Menetapkan pra-syarat kepada keputusan yang sedikit pada semua pringkat dalam organisasi.
34
Mode Pembuatan Keputusan StrategikMintzberg

j Mode usahawan: Keputusan dibuat oleh individu yang berkuasa. Fokus kepada peluang, masalah kedua. America Online. j Mode penyesuaian: Keputusan dibuat secara reaktif bagi mengatasi masalah. Universiti, kerajaan, hospital. j Mode perancangan: Pengumpulan secara sistematik bagi setiap maklumat, mengadakan kemungkinan. JC Penney Company.
35
Modes of Strategic Decision Making
Logical incrementalism Approach by Quinn:

View as a synthesis of the planning, adaptive, and to lesser extent the entrepreneurial modes. Top management has a clear idea of the corporations mission and objectives, but in its development of strategies, it chooses to use the interactive process in which the organization probes the future, experiments, and learns from a series of partial ( Incremental) commitment rather than through global formulations of total strategies. This approach is useful when the environment is changing rapidly and when it is important to build consensus and develop needed resources before committing an entire corporation to a specific strategy.
36
Proses Pembuatan Keputusan Strategik

1. 2. 3. 4. 5. 6. 7. 8.
Nilai keputusan prestasi sekarang. Kaji pentadbiran korporat. Teliti dan imbang persekitaran luaran. Teliti dan imbang persekitaran korporat dalaman. Analisa strategik faktor (SWOT). Hasil, nilai, dan pilih alternatif strategi terbaik. Laksanakan strategi yang dipilih. Nilai strategi yang dilaksanakan.
37
Strategic Decision Making
38
Strategic Decision Making
39
40
Tadbir-urus Korporat / Corporate Governance.

BAB 2 Pengurusan Strategik
OBJEKTIF
j Memahami peranan dan tanggungjawab lembaga
pengarah dalam tadbir-urus syarikat. j Memahami bagaimana gabungan lembaga pengarah mempengaruhi peranannya. j Membincang trend / gaya alir tadbirurus syarikat. j Menerang pentingan kepimpiman eksekutif sebagai sebahagian dari pengurusan strategik.
Tadbir-urus Korporat- Corporate Governance
43
Syarikat besar- Corporation

j Syarikat besar tempat mekanisma,
dimana pelbagai pihak boleh memberi sumbangan dari segi model, kepakaran, dan sumber tenaga untuk kepentigan bersama.
44
Corporate Governance
Defined:
Refers to the relationship among the board of directors, top management, and shareholders in determining the direction and performance of the corporation.
45
Pentadbiran Korporat
Bermaksud: j Perhubungan di antara:
Lembaga pengarah. Pengurusan atasan. Pemegang saham.
j Perhubungan di atas adalah perlu bagi
menentukan arah dan prestasi perniagaan.
PERANAN / TANGGUNGJAWAB LEMBAGA PENGARAH (LP)

j Menetapkan strategi korporat, arah, misi
atau visi. j Mengambil atau memberhentikan Ketua Eksekutif (CEO) dan Pengurusan Atasan. j Mengawal, memantau, mengawasi aktivitiaktiviti Pengurusan Atasan. j Memeriksa/mengkaji semula dan meluluskan penggunaan sumber. j Menjaga kepentingan pemegang saham.
Corporate Governance
Setting corporate strategy, overall direction, mission or vision Hiring and firing the CEO and top management Controlling, monitoring, or supervising top management Reviewing and approving the use of resources Caring for shareholder interests
Roles of The Board of Directors
48
Peranan Asas Lembaga Pengarah- (LP) dalam Pengurusan Strategik

(3) Tiga peranan asas LP dalam PS:
1. 2. Memantau: melalui jawatankuasa; LP dapat Mengetahui perkembangan dalaman dan luaran syarikat. Menegur pengurusan atasan untuk perhatian atau sesuatu yang tidak dilakukan. Menilai dan mempengaruhi: Menilai cadangan yang dikemukakan oleh pihak pengurusan; keputusan dan tindakan bersetuju atau tidak. Memberi nasihat dan cadangan; altenatif. Memulakan dan menetapkan: Mengariskan misi dan strategi tertentu kepada pihak pengurusan.
3.
Kesinambungan LP- tahap penglibatan LP dalam
PS/SM
Tinggi (Aktif)
Penglibatan dalam PS
Rendah (Pasif)
HALIMUNAN COP GETAH Tidak tahu apa Membenarkan pegawai yang perlu dilakukan, jika membuat ada; tidak tahu segala keputusan; setakat mana menurut apa penglibatan. yang dicadangkan. ULASAN MINIMA Menilai isuisu tertertentu yang dikemukakan oleh pegawai. PENGLIBATAN PENGLIBATAN KECIL AKTIF Penglibatan secara kecilan dalam prestasi atau mengulas isu-isu tertentu dalam pembuatan keputusan. Meluluskan, menyoal, dan membuat keputusan akhir bagi misi, strategi, dan objektif. Terdapat lembaga kerja. Mengadakan semakan kewangan dan pentadbiran.
PEMANGKIN Mengambil peranan dalam menentukan dan memperbaiki misi, objektif, strategi, dan polisi. Aktif dalam lembaga kerja strategi.
Board of Directors Continuum
51
Ahli-ahli lembaga pengarah

Members of Board of Directors: Inside directors- Pengarah dari dalam: management directors Officers or execs employed by the firm Outside directors- Pengarah dari luar: non-management directors Execs/executives of other firms not employed by the boards corporation
52
Board of Directors
j The term outsider miss understood; so When Outsiders
can be considered Insiders; Affiliated Directors: Not really employed by the corporation, handle the legal
or insurance work for the company or are important suppliers ( thus dependent on the current management for key part of their business). A/D sometime face conflict of interest and are not likely to be objective.
Retired Executive Directors:

Used to work for the company, example past CEO.
Family Directors: Are descendants of the founder and own significant

blocks of stock( with personal agendas based on family relationship with the current CEO).
53
Teori Agensi
j Masalah-masalah yang berlaku di dalam syarikat
adalah kerana wakil (pengurusan atasan) tidak sanggup untuk memikul tanggungjawab dalam keputusan mereka, kecuali mereka memiliki sebahagian daripada korporation tersebut (pemilikkan saham).
Agency Theory
Agency Theory; The study by Berle & Means, suggested, top managers are, in effect, hired hand who may very likely be more interested in their personal welfare than that of shareholder. Example; Management might emphasize strategy, such as acquisition, by increase in size of the firm become more powerful, and to demand increased pay and benefits. Two Problem need to be look into; 1. Agency Problem Objectives of owners & agents in conflict Difficult for owners to verify agent performance 2. Risk Sharing Problem Owners & agents risk assessment in conflict
55
Stewardship Theory
j Is in contrast to the agency theory before. j Is where the executives tend to be more
motivated to act in the best interest of the corporation than their own self-interests. Theory argues that over time, senior executives tend to view the corporation as an extension of themselves.
56
Penetapan Bersama
j Mencakupi
setiap pekerja di dalam korporation tersebut dalam pembuatan keputusan di peringkat lembaga. j Jerman: Menggunakan sistem dua-ikatan Lembaga Penasihat dan Lembaga Pengurusan dalam menentukan hala tuju syarikat.
Pengarah Saling Mengunci/Interlocking Directorates.

j Seorang pengarah mempunyai kepentingan di dalam
dua atau lebih syarikat.
Board of Directors
Codetermination j The inclusion of a corporations workers on its board of directors. Interlocking Directorates:
Direct Interlocking Directorate
When two firms share a director or when an executive of one firm sits on the board of a second firm. When two corporations have directors who also serve on the board of a third firm.
Indirect Interlocking Directorate
59
PERANAN PENGURUSAN ATASAN

j Memberikan kepimpinan eksekutif:
Menyatakan idea dengan jelas. Bertindak sebagai contoh. Menekankan tahap yang tinggi dan keyakinan ke atas kebolehan pekerja.
menunjukkan
j Menguruskan proses perancangan strategik:

Memastikan dan menganalisa isu strategik keseluruhan syarikat, dan mencadangkan alternatif kepada pengurusan. Berfungsi sebagai fasilitator bagi unit perniagaan dalam proses perancangan strategik.
Board of Directors
The Impact of Sarbanes-Oxley Act on U.S. Corporate Governance. In respond to many corporate scandals since 2000. Sarbanes-Oxley Act was passed by US Congress in June 2002. Example; Failures of excesses and failed oversight at Enron, Tyco, And WorldCom. Improving Governance; Code of Ethics-applied to board of directors Evaluating Governance; Audit, Nominating, and Compensation Committees all outside directors Avoiding Governance Improvements;

Sometimes
improvement can constrain top managements ability to effectively manage the company.
61
Board of Directors
Trend in Corporate Governance:

More active in future. Trend include the following;

Review
& shaping of strategy Pressure for corporate performance Demand for executive stock ownership Outside directors increasing Impact of Sarbanes-Oxley and others.
62
Board of Directors
The Role of Top Management;

Primary responsible for the strategic management of the firm. SM involved everyone in the organization.
63
Board of Directors
Responsibilities of Top Management.

Namely
CEO, getting things done or accomplished through and with others in order to meet the corporate objectives. Job is multidimensional and is oriented toward the total organization. Vary from firm to firm and develop from analysis of mission, objectives, strategies and other key activities of the corporation. Skill diversity is important.
CEO with the support of the rest of the top management, must successfully handle two (2) primary responsibilities that are crucial to the effective strategic management of the corporation;
(1) Provide executive leadership and strategic vision (2) Manage the strategic planning process.

64
Board of Directors Executive Leadership and Strategic Vision;

Executive Leadership;

Is the directing of the activities toward the accomplishment of corporate objectives. Is the description of what the company capable of becoming. Leader who provide change and movement in an organization by providing a vision of change. (Change agents through vision for change). Example; Bill gates, at Microsoft. Three (3) Characteristics;

Strategic Vision;

Transformational leaders;

The CEO articulates a strategic vision for the corporation. The CEO presents a role for others to identify and to follow. The CEO communicates high performance standard and also shows confidence in the followers abilities to meet these standard.
65
Strategic Management Process
Strategic Planning Staff

Supports top management & business units in the strategic planning process Usually consist of 10 people. The responsibilities of the SPS; Identify & analyze company-wide strategic issues and suggest corporate strategic alternatives to top management. Facilitate business units in coordinating activities related to strategic planning process
66
Tanggungjawab Sosial bagi Pembuat Keputusan Strategik

BAB 3- PENGURUSAN STRATEGIK
67
Tanggungjawab Sosial bagi Pembuat Keputusan Strategik

j Syarikat swasta mempunyai tanggugjawab
sosial dalam mengejar keuntungan.

Pemecatan pekerja. Penutupan syarikat.
j Pandangan tanggungjawab sosial: Pandangan traditional - Friedman. Empat tanggungjawab perniagaan Carroll.
Responsibilities of a Business Firm Social Responsibility: proposes that a private

corporation has responsibilities to society that extend beyond making a profit
3-69
Pandangan Tradisional
j Kegawatan
(Friedman)
ekonomi atau inflasi; syarikat akan menurunkan harga bagi membantu mengurangkan masalah. j Membelanjakan wang syarikat bagi kepentingan awam.
Responsibilities of a Business Firm
Friedman s traditional view of a business firm: j Argues against the concept of social responsibility
Primary goal of business is profit maximization not spending shareholder money for the general social interest
3-71
Social Responsibility
Friedmans Traditional View
There is one and only one social responsibility of business to use its resources and engage in activities designed to increase its profits
72
Responsibilities of a Business Firm Carroll s four responsibilities of business: (in order of priority) j Economic j Legal j Ethical j Discretionary
3-73
Corporate Governance Archie Carrolls four (4) Responsibilities of Business:

Figure 3-1, in the text; Archie Carroll proposes that managers of business organizations have four responsibilities; in order of it priority.
Economic: Produce good and services of value to society so that the firm may repay its creditors and shareholder. Legal: Defined by governments in law that management is expected to obey. Example; hiring and promoting peoples based on their credentials rather than discriminate on non job-related characteristics such as race, gender or religion. Ethical: organizations management are to follow the generally held belief about behavior in society. Discretionary: A voluntary obligations a corporation assumes. Example, contributions, training the hard core unemployed, and providing day care center
74
4 Tanggungjawab dalam Perniagaan (Carroll)

Tanggungjawab ke atas pengurusan atasan:
1. Ekonomi: Wajib dilakukan. Menghasilkan barangan dan perkhidmatan. Syarikat boleh menjelaskan hutang dan dividen. 2. Perundangan: Mesti dilakukan. Mesti dipatuhi oleh syarikat dalam menjalankan perniagaan. 3. Etika: Perlu dilakukan. Menimbang kepecayaan dan pegangan masyarakat. 4. Pertimbangan: Mungkin dilakukan. Tanggungjawab yang dilakukan secara sukarela.
Responsibilities of Business
76
Responsibilities of a Business Firm Social capital refers to the goodwill of key stakeholders
and provides a company with:
international markets j Enhanced reputation j Competitive advantage j Cost savings
j The ability to enter local and j The ability to charge premium j j j j
prices Improved relationships with suppliers and distributors The ability to attract better talent Goodwill in the eyes of public officials Access to capital
3-77
Pemegang Saham Korporat

j Orang ramai atau kumpulan yang melibatkan
diri atau terlibat dengan pencapaian objektif bagi sesebuah organisasi. j Mempunyai kepentingan dalam syarikat.
Corporate Stakeholders Stakeholders have an interest in the business and affect

or are affected by the achievement of the firm s objectives
Enterprise strategy- articulates the firm s ethical

relationship with its stakeholders
3-79
Stakeholder Analysis- the identification of corporate

stakeholders in 3 steps:
1. Primary stakeholders have a direct connection with the corporation and have sufficient bargaining power to directly affect corporate activities 2. Secondary stakeholders have an indirect stake in the corporation but are also affected by corporate activities 3. Estimate the effect on each stakeholder from a particular strategic decision
Prentice Hall, Inc. 2009 3-80
Corporate Stakeholders
Corporate Stakeholders;
A groups
of people with interest in a business organizations
activities. They affect or are affected by the achievement of the firms objectives.
81
PEMBUATAN KEPUTUSAN BERETIKA

j Norma dan nilai budaya di antara negara
dan kaum bagi sesebuah negara adalah berbeza. j Perbezaan nilai menyebabkan sesetengah pihak tidak memahami tindakan yang telah diambil oleh pihak lain.
Contoh: Iklan rokok. Persoalannya: Bagaimanakah penerimaan masyarakat terhadap iklan rokok?
Reasons for Unethical Behavior

j j j j j
Unaware that behavior is questionable Lack of standards of conduct Different cultural norms and values Behavior-based or relationship-based governance systems Different values between business people and stakeholders
3-83
Perbandingan Moral
j Perbandingan moral menuntut bahawa
kemoralan adalah perbandingan kepada tahap personal, sosial, atau budaya.
Moral Relativism
Moral Relativism;
Morality is relative to some personal, social, or cultural standard and that there is no method for deciding whether one decision is better than another. So, MR believe that all moral decision are deeply personal and that individuals have the right to run their own lives; each person should be allowed to interpret situations and act on his or her own moral values.
Example; A Manager must put aside his or her personal beliefs and do what the role require or in the best interest of the department.
85
Moral Relativism claims that morality is

relative to some personal, social, or cultural standard and that there is not a method for deciding whether one decision is better than another
3-86
Types of Moral Relativism include:

j Nave relativism j Role relativism j Social group relativism j Cultural relativism
3-87
Tahap Perkembangan Moral

(Kohlberg)
j Pra-kebiasaan: Berkenaan diri sendiri. Mengelakkan diri dari didenda. j Kebiasaan: Berkenaan undang-undang dan normanorma. j Prinsip: Berkenaan nilai umum. Menetapkan tahap moral yang melebihi norma atau perundangan.
Kohlbergs Levels of Moral Development Kohlbergs Level of Moral Development Model; 1. Preconventional level:

Characterized by a concern for self Evaluate behavior on the basis of Personal interest Avoidance of punishment or quid pro quo. Characterized consideration of societys values (Society Laws and norms). Action are justified by an external code of conduct Characterized by adherence to internal moral code An individual at this level looks beyond the norms and laws to universal values or principles.
89
2. Conventional level :

3. Principled level

Social Responsibility
Code of Ethics:
Specifies how an organization expects its employees to behave while on the job.
90
ASPEK ETIKA
Kod Etika: j Menetapkan bagaimana syarikat mahukan pekerjanya bergelagat ketika bekerja. j Kod etika mengalakkan gelagat/tindakan yang beretika. j Latihan dan seminar mengenai kod etika.
Encouraging Ethical Behavior

j Code of Ethics- specifies how an organization expects its employees to behave while on the job j Whistleblowers- employees who report illegal or unethical behavior on the part of others
3-92
Key Terms in Ethical Behavior Ethics- the consensually accepted standards of behavior
for an occupation, trade, or profession
Morality- the precepts of personal behavior based on

religious or philosophical grounds
Law is the formal codes that permit or forbid certain

behaviors and may or may not enforce ethics or morality
3-93
Approaches to Ethical Behavior Utilitarian- actions are judged by consequences Individual rights- fundamental rights should be
respected
Justice- decisions must be equitable, fair and impartial in

the distribution of costs and benefits to individuals or groups
3-94
Approaches to Ethical Behavior Cavanagh s questions to solve ethical problems:

Utility- does it optimize the satisfactions of the stakeholders? 2. Rights- Does it respect the rights of the individuals involved 3. Justice- Is it consistent with the canons of justice?
1.
3-95
Approaches to Ethical Behavior Kant s categorical imperatives:

Actions are ethical only if the person is willing for the same action to be taken by everyone who is in a similar situation 2. Never treat another person simply as a means but always as an end
1.
3-96
Pendekatan Kepada Gelagat Beretika

j Pendekatan faedah:
Tindakan dan rancangan bergantung kepada keputusan. Tindak-tanduk menjurus ke arah yang diingini.
j Pendekatan hak individu:

Keputusan tindakan perlu dilakukan jika menganggu hak orang lain.
j Pendekatan keadilan:
Pengagihan. Saksama. Diperoleh kembali. Ganti rugi.
Encouraging Ethical Behavior
Three (3) basic approaches to Ethical Behavior:

1.
2.
3.
Utilitarian: proposed that actions and plans should be judged by their consequences. Individual Rights Proposed that human being have certain fundamental rights in all decisions. Justice Proposed that the decision makers be equitable fair, and impartial in distribution of cost, and benefit to individual and groups. in equitable fashion.
98
GAYA PENTADBIRAN KORPORAT

Tinggi Tahap Penglibatan oleh Pengurusan Atasan
Pengurusan Pengusaha Pengurusan Kelam-kabut

Rendah
Pengurusan Perkongsian Pengurusan Boneka

Tinggi
Tahap Penglibatan oleh Lembaga Pengarah
Styles of Corporate Governance

Styles of Corporate Governance
High Degree of Involvement by Top Management Entrepreneurship Management Chaos Management Partnership Management Marionette Management Low
Low
High
Degree of Involvement by Board of Directors
100
Meneliti Persekitaran & Analisa Industri

OBJEKTIF
j Meneliti Persekitaran. j Analisa Industri. j Ramalan.

Mission
Objectives
Strategies
Policies
Internal
Programs
Budgets
Procedures
Performance
Feedback/Learning
103
MENELITI PERSEKITARAN
j Memantau, menilai, dan menyebar maklumat dari
persekitaran luaran dan dalaman kepada pentadbiran atasan syarikat. j Ketidaktentuan Persekitaran:
Tahap kerumitan. Tahap perubahan.

-dari persekitaran luaran organisasi
Identifying External Environmental Variables

j j j
Natural environment Societal environment Task environment
4-105
Identifying External Environmental Variables Natural environment

j j j
Physical resources Wildlife Climate
4-106
Identifying External Environmental Variables Societal environment- social systems that influence
long-term decisions
j j j j
Economic forces Technological forces Political-legal forces Sociocultural forces
4-107
Identifying External Environmental Variables Task environment- groups that directly affect a
j j j j j j j j
corporation and are affected by the corporation Government Local communities Suppliers Competitors Customers Creditors Unions Special interest groups/trade associations
Identifying External Environmental Variables Industry analysis- an in-depth examination of key factors within a corporation s task environment
4-109
STEEP Analysis- monitoring trends in the societal and natural environments

SocioculturalTechnologicalEconomicEcologicalPolitical-legal forces
4-110
Trends in Economic Forces:

Interest rates Home sales Oil prices Emerging markets BRIC countries Eastern Europe
4-111
4-112
Trends in Technological Forces:

Portable information devices and electronic networking Alternative energy sources Precision farming Virtual personal assistants Genetically altered organisms Smart, mobile robots
4-113
Trends in Political-Legal Forces:

Enforcement of U.S. antitrust laws/ in the case of Malaysia our trade/ taxes/ others Taxation and labor laws Government bureaucracy World Trade Organization
4-114
Trends in Sociocultural Forces:

Demographics Increasing environmental awareness Growing health consciousness Expanding seniors market Impact of Gen Y Declining mass market Changing pace and location of life Changing household composition Increasing diversity of workforce and markets
4-115
4-116
4-117
4-118
Identifying External Strategic Factors:
Issues priority matrix- used to identify and analyze

developments in the external environment
External strategic factors- key environmental trends

that are judged to have both a medium to high probability of occurrence and a medium to high probability of impact on the corporation
4-119
Environmental Scanning
120
Mengenal Pembolehubah Persekitaran Luaran

j Persekitaran Kemasyarakatan:
Ekonomi: Mengawal pertukaran barangan, wang, tenaga, dan maklumat. Teknologi: Menghasilkan cara-cara mengatasi masalah. Politik-Perundangan: Memberikan kuasa, dan memberikan kekangan dan mengawal perundangan. Sosiobudaya: Menentukan nilai, moral, dan budaya sesebuah masyarakat.
Pembolehubah Ekonomi
j Corak KNK. j Kadar faedah. j Permintaan wang. j Kadar inflasi. j Tahap pengangguran. j Kawalan gaji/harga. j Nilai matawang: Kenaikan/penurunan. j Ketersediaan tenaga dan kos. j Pendapatan: Lebihan dan pertimbangan.
Pembolehubah Teknologi
j Jumlah perbelanjaan kerajaan ke arah R&D. j Jumlah perbelanjaan industri ke arah R&D. j Fokus perkembangan teknologi. j Perlindungan patent. j Barangan baru. j Perkembangan dalam peralihan teknologi dari
makmal ke pasaran. j Penambahbaikkan pengeluaran melalui automasi.
Pembolehubah Politik-Perundangan
j j j j j j j
Regulasi antitrust. Perundangan bagi melindungai persekitaran. Perundangan berkaitan cukai. Insentif khas. Regulasi dagangan asing. Pandangan terhadap syarikat asing. Perundangan mengenai pengambilan dan kenaikkan pangkat. j Kestabilan kerajaan.
Pembolehubah Sosiobudaya
j j j j j j j j j
Perubahan citarasa. Jangkaan kerjaya. Pergerakkan persatuan pengguna. Kadar pembentukan keluarga. Kadar pertumbuhan penduduk. Taburan usia penduduk. Perubahan penduduk. Jangka hayat penduduk. Kadar kelahiran.
Meneliti Persekitaran Luaran

Analisa Persekitaran Kemasyarakatan Ekonomi, Teknologi, Politik-Perundangan, Sosiobudaya
Analisa Kumpulan Berkepentigan. Analisa Kemasyarakatan. Analisa Pasaran. Analisa Persaingan. Analisa Pembekal. Analisa Kerajaan Pemilihan Faktor Strategik: Peluang (Opportunities) Halangan (Threats).
External Environment
127
Societal Environment
Important Variables
Economic
GDP trends Interest rates Money supply Inflation rates Unemployment levels Wage/price controls Devaluation/revaluation Energy availability and cost Disposable and discretionary income
Technological
Total government spending for R&D Total industry spending for R&D Focus of technological efforts Patent protection New products New developments in technology transfer from lab to marketplace Productivity improvements through automation
Political-Legal
Antitrust regulations Environmental protection laws Tax laws Special incentives Foreign trade regulations Attitudes toward foreign companies Laws on hiring and promotion Stability of government
Sociocultural
Lifestyle changes Career expectations Consumer activism Rate of family formation Growth rate of population Age distribution of population Regional shifts in population Life expectancies Birth rates
128
External Environment Identifying External Strategic Factors

Factors influencing the choice:
Personal values of managers Functional experience of managers Success of current strategies Strategic myopia
Willingness to reject unfamiliar as well as negative information
129
Strategik: Isu dan Faktor

j Isu strategik: Halatuju yang berkemungkinan yang akan mempengaruhi persekitaran akan datang. j Faktor strategik: Isu-isu strategik yang mempunyai kemungkinan akan berulang. Berkemungkinan tinggi akan mempengaruhi syarikat.


4-131
Issues Priority Matrix- One way to identify and analyze development in external environment:.
j
Identify likely trends:

Societal and task environments Strategic environmental issues
j j
Assess probability of trends occurring

From Low to High
Ascertain likely impact of trends on the corporation

From Low to High
132
4-133
Issues Priority Matrix

Probable Impact on Corporation High Medium Low
High Priority Probability of Occurrence
High Priority
Medium Priority
High Priority
Medium Priority
Low Priority
Medium Priority
Low Priority
Low Priority
134
External Strategic Factors
Defined: Key environmental trends that are judged to have both a medium to high probability of occurrence and a medium to high probability of impact on the corporation.
135
Industry- a group of firms that produces a similar product or service Porter s 5 forces:
Threat of new entrants Rivalry among existing firms Threat of substitute products Bargaining power of buyers Bargaining power of suppliers Relative power of other stakeholders (added)
4-136
4-137
Industry Analysis
Industry is defined as:
A group of firms producing a similar product or service, such as soft drinks or financial services.
138
Industry Analysis
139
ANALISA INDUSTRI
- Analisa persaingan: MODEL LIMA KUASA PORTER
Sepertimana diterangkan dalam rajah sebelumnya. MLKP- merupakan pendekatan yang digunakan untuk membangunkan strategi-strategi dalam industri. Persaingan yang tinggi akan memberi kesan pada pulangan yang rendah dalam industri.Menurut POTER, sifat persaingan dalam sasuatu industri boleh dilihat dalam bentuk lima kuasa: j Halangan kemasukkan ke industri. j Persaingan di antara syarikat. j Ancaman penggantian barangan/ perkhidmatan. j Kuasa rundingan pembeli. j Kuasa rundingan pembekal. j Kuasa pihak berkepentingan (kerajaan, masyarakat, NGO)*.
Halangan Kemasukkan Ke Industri

j Skala Ekonomi: Mengatasi masalah kos. j Perbezaan produk: Penggunaan pengiklanan dan j j j j j
promosi. Keperluan kapital: Pelaburan besar. Peralihan kos: Perubahan dari satu program ke progam lain. Saluran pengedaran. Kekurangan kos (tidak bergantung kepada saiz). Polisi kerajaan.
Persaingan di antara Syarikat

j Jumlah pesaing. j Kadar pertumbuhan industri. j Ciri-ciri barangan atau perkhidmatan. j Jumlah kos tetap. j Kemampuan. j Halangan keluar dari industri. j Kepelbagaian saingan.
Ancaman Penggantian Barangan/ Perkhidmatan

j Pelbagai barangan kelihatan berlainan,
tetapi boleh memenuhi kehendak pengguna sama seperti barangan lain.

Fax Perkhidmatan kourier. Nutrasweet Gula. Kopi Teh.
Kuasa Rundingan Pembeli

j Mempengaruhi industri melalui
keupayaan untuk:
Menurunkan harga. Meminta kualiti terbaik atau lebih perkhidmatan. Mempermainkan pesaing di antara satu sama lain.
Kuasa Rundingan Pembekal

j Berkeupayaan untuk menaikkan harga. menurunkan kualiti.
Kuasa Pihak Berkepentingan

j Kepentingan bergantung kepada isu-isu
persekitaran industri.
Kerajaan. Masyarakat. NGO.
ANALISA INDUSTRI Perkembangan Industri

j Industri serpihan: Tiada syarikat yang memiliki pasaran yang besar, setiap syarikat hanya memiliki sediki pasaran dari industri. j Industri pengukuhan: Dikawal oleh syarikat besar, menggunakan teknik membezakan barangan.
Industry Analysis
Industry Evolution
Fragmented Industry
No firm has large market share and each firm serves only a small piece of the total market in competition with others.
Consolidated Industry
Dominated by a few large firms, each of which struggles to differentiate its products from the competition.
148
Continuum of International Industries

Multidomestic Global
Industry in which companies tailor their products to the specific needs of consumers in a particular country. Retailing Insurance Banking
Industry in which companies manufacture and sell the same products, with only minor adjustments made for individual countries around the world. Automobiles Tires Television sets
149
Industry Analysis
Global Industries Industry primarily multidomestic or primarily global based on:
Pressure for coordination
Within the multinationals in that industry
Pressure for local responsiveness

Individual country markets
150
ANALISA INDUSTRI Industri Antarabangsa

j Multidomestik:
Industri membekalkan barangan kepada keperluan tertentu pengguna. Contoh: Peruncitan, insuran, kewangan.
j Global:
Industri di mana syarikat membuat dan menjual barangan yang sama, dengan sedikit atau tanpa pembetulan kepada negara-negara di seluruh dunia. Contoh: Kenderaan, tayar, set television.
ANALISA INDUSTRI Risiko Industri Antarabangsa

j Kebanyakan firma membentukan rangkaian infomasi dan
sistem komputer untuk menilai dan mengkelaskan risiko pelaburan.

j Sistem yang dibentuk adalah untuk menilai risiko politik dan
ekonomi. Contoh : Indek kestabilan politik Indek risiko persekitaran perniagaan. Dan sebagainya
j Walau apa pun, firma mesti membentuk cara menilai risikonya
sendiri.
152
Industry Analysis
Strategic Groups
Defined: A set of business units or firms that pursue similar strategies with similar resources.
153
Strategic Groups-
154
Industry Analysis
Strategic Types
Defined: Category of firms based on a common strategic orientation and a combination of structure, culture, and processes consistent with that strategy.
155
ANALISA INDUSTRI Jenis Strategik: Syarikat

Dikategorikan satu daripada 4 jenis orientasi strategik am: j Pembela (defender):
Barangan terhad. Menumpukan ke arah menambahbaikkan operasi pengeluaran. j Pencari (prospector): Barangan tambahan. Menumpukan ke arah innovasi barangan dan peluang pasaran. j Penganalisa (analyzer): Beroperasi di dua tempat yang berlainan barangan. j Perengang (reactor): Tiada ketetapan hubungan strategi-struktur-budaya.
Industry Analysis
Strategic Types Categorized by one of four strategic orientations:
Defenders Prospectors:
general
Companies with a limited product line; focus on improving efficiency of current operations Companies with fairly broad product lines; focus on product innovation and market opportunities.
Analyzers:
Corporations that operate in at least two different productmarket areas one stable and one variable.
Reactors:
Corporations that lack a consistent strategy-structure-culture relationship.
157
Industry Matrix
Key Success Factors 1 Weight 2 Company A Rating 3 Company A Weighted Score 4 Company B Rating 5 Company B Weighted Score 6
Total
1.00
Source: T. L. Wheelen and J. D. Hunger, Industry Matrix. Copyright 2001 by Wheelen and Hunger Associates. Reprinted by permission.
158
Gateway KSFs Market share Inventory sys Fin position Prod. Quality Cons. Loyalty Sales Distr Global Exp. Org. Structure Wt 0.15 0.08 0.10 0.08 0.02 0.10 0.15 0.05 Rating 3 2 2 3 3 3 3 3 Wtd Score 0.45 0.16 0.20 0.24 0.06 0.30 0.45 0.15 Gateway KSFs (contd) Prod. Capacity E-commerce Customer Serv Price competitive Mgt. experience Wt 0.04 0.10 0.10 0.02 0.01 Rating 3 3 3 4 2 Wtd Score 0.12 0.30 0.30 0.08 0.02 Rating 3 3 2 1 4 Rating 2 2 3 4 3 2 2 3
Apple Wtd Score 0.30 0.16 0.30 0.32 0.06 0.20 0.30 0.15 Apple Wtd Score 0.12 0.30 0.20 0.02 0.04 Rating 3 3 4 3 2 Rating 4 4 3 3 4 3 4 3
Dell Wtd Score 0.60 0.32 0.30 0.24 0.08 0.30 0.60 0.15 Dell Wtd Score 0.12 0.30 0.40 0.06 0.02
Total
1.00
2.83
2.47
3.49
159
External Factor Analysis Summary (EFAS)

Notes: 1. List opportunities and threats (510) in column 1. 2. Weight each factor from 1.0 (Most Important) to 0.0 (Not Important) in Column 2 based on that factors probable impact on the companys strategic position. The total weights must sum to 1.00. 3. Rate each factor from 5 (Outstanding) to 1 (Poor) in Column 3 based on the companys response to that factor. 4. Multiply each factors weight times its rating to obtain each factors weighted score in Column 4. 5. Use Column 5 (comments) for rationale used for each factor. 6. Add the weighted scores to obtain the total weighted score for the company in Column 4. This tells how well the company is responding to the strategic factors in its external environment.
Source: T. L. Wheelen and J. D. Hunger, External Strategic Factors Analysis Summary (EFAS). Copyright 1991 by Wheelen and Hunger Associates. Reprinted by permission.
160
External Factor Analysis Summary (EFAS)

External Factors Opportunities 1 Weighted Score 3 4
Weight 2
Rating
Comments 5
Threats
Total Weighted Score
1.00
Notes: 1. List opportunities and threats (510) in column 1. 2. Weight each factor from 1.0 (Most Important) to 0.0 (Not Important) in Column 2 based on that factors probable impact on the companys strategic position. The total weights must sum to 1.00. 3. Rate each factor from 5 (Outstanding) to 1 (Poor) in Column 3 based on the companys response to that factor. 4. Multiply each factors weight times its rating to obtain each factors weighted score in Column 4. 5. Use Column 5 (comments) for rationale used for each factor. 6. Add the weighted scores to obtain the total weighted score for the company in Column 4. This tells how well the company is responding to the strategic factors in its external environment. Source: T. L. Wheelen and J. D. Hunger, External Strategic Factors Analysis Summary (EFAS). Copyright 1991 by Wheelen and Hunger Associates. Reprinted by permission.
161
External Factor Analysis Summary (EFAS) Maytag Example

Weighted Score 3
4 5 1 2 2 4 4 3 1 2 .80 .50 .05 .10 .20 .40 .40 .45 .05 .20
External Factors Opportunities

Economic integration of European Community Demographics favor quality appliances Economic development of Asia Opening of Eastern Europe Trend to Super Stores
Weight 1
.20 .10 .05 .05 .10 .10 .10 .15 .05 .10
Rating 2
Comments 4
Acquisition of Hoover Maytag quality Low Maytag presence Will take time Maytag weak in this channel Well positioned Well positioned Hoover weak globally Questionable Only Asian presence is Australia
Threats Increasing government regulations

Strong U.S. competition Whirlpool and Electrolux strong globally New product advances Japanese appliance companies
Total Scores
1.00
3.15
162
RAMALAN
j Penelitian persekitaran membolehkan data-data
dari persekitaran sekarang dan tren akan datang dibentang dan dibincangkan. j Gerakhati dan nasib baik adalah diperhatikan dalam membuat ramalan untuk meramalkan tren akan datang. j Keputusan ramalan adalah berdasarkan kepada angaran-angaran yang mungkin atau tidak sahih.
Bahaya Ramalan
j Kebanyakkan
ramalan
menyebabkan kesilapan. j Formulasi dan perlaksanaan strategi hadapan berdasarkan anggaran semasa. j Perancangan jangkapanjang adalah diasaskan ke atas apa yang akan berlaku di masa hadapan.
Teknik Ramalan
Teknik ramalan:
Pelenturan (extrapolation): Memanjangkan tren sekarang ke masa hadapan. Percambahan pemikiran (brainstorming): Pendekatan Pandangan pakar (expert opinion), Model statistik (statistical modeling): Teknik kuantitatif. Senario penulisan (scenario writing).
Industry Analysis
Forecasting Techniques: j Extrapolation j Brainstorming j Expert opinion j Statistical modeling j Scenario writing
166
Peranan Ramalan
Meneliti Persekiratan Andaian kepada Perancangan Strategik dan Pembuatan Keputusan
Tren dan Fesyen Sekarang
Ramalan Tren Hadapan & Fesyen
STRATEGIC MANAGEMENT & BUSINESS POLICY
Environmental scanning- the monitoring, evaluation

and dissemination of information from the external and internal environments to key people within the corporation
4-169

j j j
Natural environment Societal environment Task environment
4-170
Identifying External Environmental Variables Natural environment

j j j
Physical resources Wildlife Climate
4-171
Identifying External Environmental Variables Societal environment- social systems that influence
long-term decisions
j j j j
Economic forces Technological forces Political-legal forces Sociocultural forces
4-172
Identifying External Environmental Variables Task environment- groups that directly affect a
j j j j j j j j
corporation and are affected by the corporation Government Local communities Suppliers Competitors Customers Creditors Unions Special interest groups/trade associations
Identifying External Environmental Variables Industry analysis- an in-depth examination of key factors within a corporation s task environment
4-174
STEEP Analysis- monitoring trends in the societal and natural environments

SocioculturalTechnologicalEconomicEcologicalPolitical-legal forces
4-175
Trends in Economic Forces:

Interest rates Home sales Oil prices Emerging markets BRIC countries Eastern Europe
4-176
4-177
Trends in Technological Forces:

Portable information devices and electronic networking Alternative energy sources Precision farming Virtual personal assistants Genetically altered organisms Smart, mobile robots
4-178
Trends in Political-Legal Forces:

Enforcement of U.S. antitrust laws Taxation and labor laws Government bureaucracy World Trade Organization
4-179
Trends in Sociocultural Forces:

Demographics Increasing environmental awareness Growing health consciousness Expanding seniors market Impact of Gen Y Declining mass market Changing pace and location of life Changing household composition Increasing diversity of workforce and markets
4-180
4-181
4-182
4-183


4-184
4-185
Industry- a group of firms that produces a similar product or service Porter s 5 forces:
Threat of new entrants Rivalry among existing firms Threat of substitute products Bargaining power of buyers Bargaining power of suppliers Relative power of other stakeholders (added)
4-186
4-187
Threat of new entrants- new entrants to an

industry bring new capacity, a desire to gain market share and substantial resources
4-188
Entry barrier- an obstruction that makes it difficult for

a company to enter an industry
j j j j
Economies of scale Product differentiation Capital requirements Switching costs
Access to distribution channels Cost disadvantages due to size Government policies
4-189
Rivalry Among Existing Firms- new entrants to an

industry bring new capacity, a desire to gain market share and substantial resources Number of competitors Rate of industry growth Product or service characteristics Amount of fixed costs Capacity Height of exit barriers Diversity of rivals
j j j j j j j
4-190
Threat of Substitute Products or Services-
products that appear different but can satisfy the same need as another product
4-191
Bargaining Power of Buyers- ability of buyers to

force prices down, bargain for higher quality, play competitors against each other
j j j j j j j
Large purchases Backward integration Alternative suppliers Low cost to change suppliers Product represents a high percentage of buyer s cost Buyer earns low profits Product is unimportant to buyer
Bargaining Power of Suppliers- ability of suppliers

to raise prices or reduce quality
j j j j j
Industry is dominated by a few companies Unique product or service Substitutes are not readily available Ability to forward integrate Unimportance of product or service to the industry
4-193
Relative Power of Other Stakeholders

j j j j j j j j
Government Local communities Creditors Trade associations Special interest groups Unions Shareholders Complementors- products that work well with a firm s product
4-194
Industry Evolution
j
Fragmented industry- no firm has a large

market share and each firm only serves a small piece of the total market in competition with other firms
Consolidated industry- domination by a few

large firms, each struggles to differentiate products from its competition
4-195
Categorizing International Industries

j
country or group of countries
Multi-domestic Industries- specific to each Global Industries- operate worldwide with
multinational companies making only small adjustments for country-specific circumstances
primarily coordinate their activities within regions

Regional industries- multinational companies
4-196
4-197
Strategic group- a set of business units or firms that

pursue similar strategies with similar resources
4-198
4-199
Strategic Types
j j j j
Defenders- focus on improving efficiency Prospectors- focus on product innovation and

market opportunities market areas
Analyzers- focus on at least two different product Reactors- lack a consistent strategy-structure-
culture relationship
4-200
Hypercompetition Creates a condition of disequilibrium and change

j
Competitive advantage comes from:

knowledge of environment willingness to take risks Cannibalization of own products
4-201
Key success factors- variables that can significantly

affect the overall competitive positions of companies within an industry
Industry matrix- summarizes the key success factors

within a particular industry
4-202
4-203
Using Key Success Factors to Create an Industry Matrix Competitive intelligence (business intelligence)- a
formal program of gathering information on a company s competitors Sources of competitive intelligence: Information brokers Internet Industrial espionage Investigatory services
j j j j
Monitoring Competitors for Strategic Planning Primary activity of competitive intelligence is to monitor competitors Competitors organizations that offer same, similar, or
substitute products or services in the business areas in which a particular company operates
4-205
j j
Forecasting is based on a set of assumptions Faulty underlying assumptions are the most frequent cause of forecasting errors Useful forecasting techniques
j j j j
Extrapolation Brainstorming Expert opinion Industry Scenario
Delphi technique Statistical modeling Prediction markets Cross impact analysis
4-206
4-207
4-208
Penelitian Dalaman: Analisa Organisasi

Objektif
j Pendekatan Berdasarkan-Sumber
(Resource-Based). j Analisa Raintaian-Nilai (Value-Chain). j Penelitian Sumber Fungsian.

Mission
Objectives
Strategies
Policies
Internal
Programs
Budgets
Procedures
Performance
Feedback/Learning
211
PENDEKATAN BERDASARKAN-SUMBER (Resourced-Based)

Penelitian dan analisa persekitaran luaran adalah untuk mencari peluang dan ancaman, tidak cukup untuk menjamin atau memberi dayasaing yang kompetitif kepada syarikat. Dengan itu penanalisa syarikat perlu melihat kepada faktor strategik dalaman syarikat.
Faktor strategik dalaman: Mengenalpasti keupayaan dan kelemahan syarikat. Faktor kritikal dalam menentukan keupayaan syarikat dalam mengambil peluang dan menanggani ancaman. Analisa persekitaran dalaman juga dirujuk sebagai analisa organisasi, yang bertujuan untuk mengenaipasti dan membentuk sumber dan kompintensi organisasi.
Sumber/(Resources)
j Definasi:
Merupakan aset, keupayaan, proses, skil, atau pengetahuan mengawal oleh sesebuah syarikat.
j Sumber adalah keupayaan:

Apabila ia memberi kelebihan dayasaing kepada syarikat.
j Sumber adalah kelemahan:

Apabila syarikat lemah dalam membuat sesuatu/tiada dayasaing. Tiada mempunyai keupayaan untuk melakukan walaupun pesaing berupaya untuk melakukannya.
Kerangka Analisa VRIO oleh (Barney)

4 persoalan untuk dianalisa:
Nilai (Value): Adakah ia memberikan kelebihan dayasaing? Jarang/Unik (Rareness): Adakah Pesaing lain memilikinya? Meniru (Imitability): Adakah ia memlibatkan Kos tinggi bagi pesaing untuk meniru? Organisasi (Oraganization): Adakah organisasi sedia untuk menggunakan /mengekploitasi sumber?
Kerangka VRIO (samb.)

j Jawapan: YA. j Sumber tersebut merupakan kekuatan / keupayaan dan
Distinctive competence kepada syarikat untuk bersaing. j Menilai kekuatan/Keupayaan dan kelemahan untuk menentukan masa hadapan syarikat bolih dibuat dengan membandingkan syarikat :
Prestasi dahulu. Pesaing utama. Keseluruhan industri.
Grant s (5) Steps Resource Base to Strategy Analysis/ Teknik Pengekalan Kekuatan / Keupayaan Dayasaing (Grant)
j Mengenalpasti dan kelaskan sumber-sumber syarikat j
j j
dalam menentukan kekuatan dan kelemahan. Gabungkan kekuatan syarikat kepada satu keupayaan khas: Keupayaan korporat. Corporate capabilities or called Core Competencies Menilai keupayaan keuntungan yang boleh didapati dari sumber-sumber dan keupayaan-keupayaan. Pilih strategi yang terbaik untuk mengeksploitasikan sumber-sumber dan keupayaan-keupayaan yang ada ke arah peluang-peluang luaran. Mengenalpasti jurang sumber dan melabur untuk memperbaiki kelemahan.
Penentuan dalam Mengekalkan Kelebihan/Dayasaing j Ketahanan:

Kadar di mana sumber dan keupayaan syarikat berkurangan atau menjadi lapuk. Mengatasi teknologi baru. j Peniruan: Kadar di mana sumber dan keupayaan syarikat boleh ditiru oleh pesaing. Syarat-syarat peniruan akan berlaku: Ketelusan: Kecepatan pesaing dalam memahami hubungkait di antara sumber dan keupayaan strategi. Pemindahan: Keupayaan pesaing untuk mendapatkan sumber dan keupayaan untuk bersaing. Penyalinan: Keupayaan pesaing dalam menyalin sumber dan keupayaan.
Pengekalan Berterusan
j Cara menentukan samaada sumber dan keupayaan syarikat
boleh bertahan atau ditiru oleh pesaing.

Sumber pusingan perlahan: [Mudah ditiru] Mudah ditiru, bergantung kepada idea (Walkman Sony). Sumber pusingan biasa: Pengeluaran banyak, skala ekonomi, proses yang rumit (Proton) Sumber pusingan cepat: [Susah ditiru] Dikawal rapi, berpatent, jenama (Pisaucukur Gillette).
ANALISA RANTAIAN-NILAI
(Value-Chain Analysis)
j Permulaan dalam menganalisa organisasi.

Mengetahui kedudukan produk di sepanjang rantaian-nilai.
j Definasi Rantaian-Nilai:
Satu set hubungkait aktiviti yang menghasilkan nilai yang bermula dari bahan mentah (dari pembekal), bergerak dalam bentuk aktiviti bersiri yang menghasilkan nilai tambahan; melibatkan pengeluaran dan pemasaran barangan atau perkhidmatan, dan berakhir dengan penjual; yang menjual barangan siap kepada pelanggan.
Rantaian-Nilai: Pembuatan Barangan

Bahan Mentah Pengilangan Utama Penciptaan
Pembuat Barangan
Pengedar
Penjual
Analisa Rantaian-Nilai Industri

j 2 segmen:
Huluan (upsetram). Hiliran (downstream). j Contoh: Petronas:

Huluan: Aktiviti carigali, menghantar minyak ke kilang penapis. Hiliran: Penapisan minyak, menghantar minyak kepada penjual.
j Pusat graviti/(Center of Gravity)
Sebahagian dari rantaian-nilai yang amat penting bagi syarikat ; dan juga kedudukan di mana kepakaran dan keupayaan berpusat. Titik permulaan.
Analisa Rantaian-Nilai Korporat (Porter)

Setiap syarikat menpunyai Rantaian Nilai Dalaman nya sendiri; seperti berikut; Aktiviti utama:
Logistik kemasukkan. Operasi. Logistik keluaran. Pemasaran dan jualan. Perkhidmatan Perolehan. Perkembangan teknologi. Pengurusan sumber manusia. Infrastruktur organisasi.
Aktiviti sokongan:
Corporate Value Chain
223
Corporate Value Chain Analysis

j j
Examine each product lines value chain

Core competencies & core deficiencies
Examine the linkages within each product lines value chain

Connections between the way one value activity is performed and the cost of performance of another activity
Examine the synergies among the value chains of different product lines or business units
Economies of scope
224
PENELITIAN SUMBER-SUMBER FUNGSIAN

j Cara mudah untuk menganalisa rantaian-nilai syarikat
Kekuatan. Kelemahan.
bermula dengan menganalisa fungsian tradisional untuk mengenalpasti potensi:
j PENELITIAN SUMBER-SUMBER FUNGSIAN di
buat dengan ;
Struktur organisasional asas. Budaya korporat. dan Isu isu strategik seperti : Pemasaran, Kewangan, R&D, Operasi, Sumber Manusia, Sistem Informasi.
Struktur Organisasional Asas

j Struktur mudah:
Perniagaan kecil; satu/dua talian barangan. Tiada fungsian atau kategori produk.
j Struktur fungsian:
Perniagaan sederhana; beberapa talian produk. Pekerja adalah pakar dari segi fungsian.
j Struktur divisional:
Perniagaan besar; banyak talian produk dalam pelbagai industri.
Basic Organizational Structures: Simple and Functional

I. Simple Structure Owner-Manager
Workers
II. Functional Structure Top Management
Manufacturing
Sales
Finance
Personnel
227
Struktur Organisasional Asas (samb)

j Unit perniagaan strategik (SBU):
Modifikasi struktur divisional. Mempunyai penumpuan kepada satu produk/ barangan sahaja. Desentralisasi.
j Struktur konglomerat:
Perniagaan besar; mempunyai banyak barangan bagi pelbagai industri yang tidak berkaitan. Diversifikasi.
Basic Structures of Corporations: Divisional

III. Divisional Structure* Top Management
Product Division A
Product Division B
Manufacturing
Finance
Manufacturing
Finance
Sales
Personnel
Sales
Personnel
*Conglomerate structure is a variant of the division structure.
229
Budaya Korporat
j Definasi:
Kumpulan kepercayaan, tanggapan, dan nilai yang dipelajari dan dikongsi bersama dengan pekerja di dalam syarikat; dan tersebar di dalam syarikat dan diperturunkan kepada pekerja baru.
j Sifat-sifat:
Budaya kesungguhan (kedalaman): Tahap di mana pekerja sesebuah unit menerima norma, nilai, atau sebarang budaya yang ada kaitan. Budaya integrasi (keluasan): Tahap di mana unit-unit berkongsi budaya yang sama.
Corporate Culture
Defined:
Collection of beliefs, expectations, and values learned and shared by a corporations members and transmitted from one generation of employees to another.
231
Corporate Culture
Distinct Attributes
1. Cultural intensity
Degree to which members of a unit accept the norms, values, or other culture content associated with the unit.
2. Cultural integration
Extent to which units throughout organization share a common culture. an
232
Corporate Culture
Important Functions
j Sense of identity for employees j Generate employee commitment j Stability of organization j Guide for appropriate behavior
233
Isu Strategik Pemasaran

j Penumpuan:
Kedudukan pasaran dan sementasi: Kedudukan pasaran: Pelanggan kita? Kawasan penumpuan pasaran? Segmentasi pasaran: Kelebihan pemasaran? Pengenalan produk/perkhidmatan baru? Percangahan produk sendiri? Campuran pemasaran: Kombinasi: produk, tempat, promosi, dan harga (4Ps). Kitaran hayat produk: Pergerakkan produk dari pengenalan hingga kematangan. Pemetaan di antara jualan (RM) dengan masa.
Strategic Marketing Issues

Market Position:
Who are our customers?
Market Segmentation:
Niches, new product development
Marketing Mix:
Combination of key variables under the corporations control used to affect demand and gain competitive advantage.
235
Marketing Mix Variables

Product
Quality Features Options Style Brand name Packaging Sizes Services Warranties Returns
Place
Channels Coverage Locations Inventory Transport
Promotion
Advertising Personal selling Sales promotion Publicity
Price
List price Discounts Allowances Payment periods Credit terms
Source: Philip Kotler, Marketing Management: Analysis, Planning, and Control, 4th ed. (Englewood Cliffs, N.J.: Prentice-Hall, 1980), p. 89. Copyright 1980. Reprinted by permission of Prentice-Hall, Inc.
236
The Product Life Cycle

*The right end of the Growth stage is often called Competitive Turbulence because of price and distribution competition that shakes out the weaker competitors. For further information, see C. R. Wasson, Dynamic Competitive Strategy and Product Life Cycles, 3rd ed. (Austin, Tex.: Austin Press, 1978).
Introduction
Growth* Time
Maturity
Decline
237
Isu Strategik Kewangan

Pungurus Kewangan yang menentukan punca terbaik kewangan, cara mengunanya dan mengawalnya j Penumpuan: Sumber kewangan: Dalaman dan luaran. Penggunaan dana: Aliran kewangan. Pengawalan kewangan: Audit. j Pengumpilan (leverage) kewangan: Ratio: Jumlah Hutang kepada Jumlah Aset. Bagaimana hutang digunakan untuk meningkatkan pulangan kepada pelabur. Penghasilan kewangan dari dalaman dan luaran. j Belanjawan kapital: Menganalisa dan menyusun kedudukan pelaburan-pelaburan yang berpotensi di dalam aset tetap. Tempoh pulangan (ROI), kadar pulangan (ROR), titik pulangan (BEP).
Strategic Financial Issues

Financial Leverage:
Ratio of total debt to total assets.
Capital Budgeting:
Analyzing and ranking possible investments in fixed assets.
239
Isu Strategik R&D

Pengurus R&D bertangungjawab untuk ; j Tugas pengurusan:
Pemilihan altenatif teknologi baru: Membina cara penerimaan dan pengunaan teknologi baru: Penempatan sumber untuk kejayaan pengunaan teknologi baru:
j Penumpuan:
Penekanan R&D, kecekapan teknologikal, dan pemindahan teknologi: Campuran R&D: Kesan pemberhentian strategi teknologikal:
Strategic R&D Issues

R&D Intensity:
Spending on R&D as a percentage of sales revenue.
Technological Competence:
Development and use of innovative technology.
Technology Transfer:
Process of taking new technology from the lab to the marketplace.
241
Isu Strategik R&D (samb)

j Ketekunan R&D:
Pengawalan pasaran. Peruntukan dan penggunaan R&D.
j Kecekapan teknologikal:
Pembangunan dan penggunaan teknologi. Sumber manusia yang menangani.
j Pemindahan teknologi:
Dari makmal kepada pelanggan.

j Campuran R&D: R&D Asas: Penggunaan makmal. R&D Produk: Penumpuan kepada pemasaran. R&D Kejuruteraan: Penekanan kejuruteraan, penumpuan kepada pengawalan kualiti, pembangunan rekabentuk, dan penambahbaikkan peralatan pengeluaran. R&D Campuran: Pengabungan R&D di atas bergantung kepada strategi.

j Kesan pemberhentian strategi teknologikal: Keputusan untuk memberhentikan penggunaan teknologi. Keputusan untuk menghasilkan teknologi baru. Keputusan untuk menerima teknologi baru.
Technological Discontinuity
What the S-Curves Reveal
Product Performance
Mature Technology New Technology
Research Effort/Expenditure
In the corporate planning process, it is generally assumed that incremental progress in technology will occur. But past developments in a given technology cannot be extrapolated into the future, because every technology has its limits. The key to competitiveness is to determine when to shift resources to a technology with more potential.
Source: P. Pascarella, Are You Investing in the Wrong Technology? Industry Week (July 25, 1983), p. 38. Copyright 1983 Penton/IPC. All rights reserved. Reprinted by permission.
245
Isu Strategik Operasi

j Tujuan utama operasi ialah untuk menghasilkan
produk/perkhidmatan dengan penggunaan sistem tertentu yang mana akan menghasilkan jumlah tertentu produk/perkhidmatan tersebut, pada kos tertentu, dalam masa yang dikehendaki. j Sistem sela: Proses berturutan, tetapi kerja dan turutan adalah berbeza. j Sistem berterusan: Produk boleh dipasang atau diproses secara berterusan.
Strategic Operations Issues

Intermittent systems:
Manufacturing systems where items are normally processed sequentially but the work and sequence of the process vary.
Continuous systems:
Laid out as lines where products are continuously assembled or processed.
247
Isu Strategik Sumber Manusia

j Kerja kumpulan: Ketua dan pekerja bawahan. j Perhubungan industri: Pengurusan hendaklah
bekerjasama dengan kesatuan sekerja. j Penambahbaik kualiti tempat kerja. j Kepelbagaian pekerja: Berlainan bangsa dan budaya.
Strategic HRM Issues

Teams Autonomous (self-managing) Cross-functional Concurrent engineering Unionization 13.9% of labor force overall 12% of private labor force Temporary Workers Increase flexibility; avoid layoffs
249
Strategic HRM Issues

Quality of Worklife
Participative problem solving Restructuring work Innovative reward systems Improvements in work environment
Human Diversity
Different races, cultures and backgrounds in the workplace.
250
Strategic Information Systems Issues
j Automate back-office processes j Automate individual tasks j Enhance key business functions j Develop competitive advantages
251
Strategic Information Systems Issues

j Intranet: Information network within an organization that also has access to the external worldwide Internet. j Extranet: Information network within an organization available to key suppliers and customers.
252
Isu Strategik Sistem Maklumat

j Internet:
Capaian maklumat tanpa sempadan.
j Intranet:
Pengaliran maklumat di dalam organisasi.
Impact of the Internet

j Virtual Teams: Groups of geographically and/or organizationally dispersed coworkers that are assembled using a combination of telecommunications and information technologies to accomplish an organizational task.
254
Impact of the Internet

Virtual Teams
Flatter organizational structures Turbulent environments Employee autonomy Higher knowledge requirements Globalization of trade
255
Internal Factor Analysis Summary (IFAS)
Internal Factors Strengths 1
Weight 2
Rating 3
Weighted Score 4
Comments 5
Weaknesses
1.00
256
Internal Factor Analysis Summary (IFAS): Maytag as Example
Internal Factors Weight Strengths

Quality Maytag culture Experienced top management Vertical integration Employee relations Hoovers international orientation
Rating 2 3
5 4 4 3 3
Weighted Score 4
.75 .20 .40 .15 .45
Comments 5
Quality key to success Know appliances Dedicated factories Good, but deteriorating Hoover name in cleaners
1
.15 .05 .10 .05 .15
Weaknesses
Process-oriented R&D Distribution channels Financial position Global positioning .05 .05 .15 .20 2 2 2 2
.10 .10 .30 .40
Manufacturing facilities
.05
.20
Slow on new products Superstores replacing small dealers High debt load Hoover weak outside the United Kingdom and Australia Investing now
1.00
3.05
257
IFAS Gateway Computers (2003) Key Internal Factors Strengths 1. Several new senior executive with world-class skills and leadership experience 2. Continuous decline in operating costs and cost of goods sold 3. Well-known brand name 4. Consumer Reports (Sept 2002) recommended Gateway 500X as #1 5. As a direct seller, Gateway holds high brand recognition IFAS Gateway Computers (2003) Key Internal Factors Strengths (contd) 6. Gateway is diversifying into non-PC products 7. Good relationship with its suppliers. 8. Economies of scale, the 6th largest PC maker I the world 9. Gateway retails stores excellent 0.10 0.05 0.05 0.05 3 4 4 3 0.30 0.20 0.20 0.15 Weight Rating Wtd Score 0.05 0.05 0.05 0.10 0.05 4 3 3 4 3 0.40 0.15 0.15 0.40 0.15 Weight Rating Wtd Score
258
IFAS Gateway Computers (2003) Key Internal Factors Weaknesses 1. High operating expense (22% of revenue vs. 10% for Dell) 2. Almost no budget for R&D vs. Dells 18% of revenue 3. Low return on assets ratio 4. No niche market 0.05 0.10 0.025 0.025 3 1 1 2 0.15 0.05 0.10 0.05 Weight Rating Wtd Score
IFAS Gateway Computers (2003) Key Internal Factors Weaknesses (contd) 5. Shortage of cash due to successive losses 6. Limited number Gateway stores 7. Weak performance in overseas market 0.10 0.05 0.10 2 2 2 0.20 0.10 0.20 Weight Rating Wtd Score
TOTAL
1.00
2.85
259

Chapter - 1&amp 2&amp 3&amp 4&amp 5-W&amp H.PPT Pen Gurus An Strategik

Diunggah oleh

Informasi Dokumen

Judul Asli

Hak Cipta

Format Tersedia

Bagikan dokumen Ini

Bagikan atau Tanam Dokumen

Opsi Berbagi

Apakah menurut Anda dokumen ini bermanfaat?

Apakah konten ini tidak pantas?

Hak Cipta:

Format Tersedia

Chapter - 1&amp 2&amp 3&amp 4&amp 5-W&amp H.PPT Pen Gurus An Strategik

Diunggah oleh

Hak Cipta:

Format Tersedia

Konsep Asas Pengurusan Strategik

Bab 1 Pengurusan Strategik

j PS menekankan pemantauan dan penilaian, peluang dan

Sejarah Perkembangan PS; Fasa - Fasa Pengurusan Strategik

Fasa Pengurusan Strategik (samb.)

Fasa Pengurusan Strategik (samb)

Kelebihan Perancangan Strategik

CABARAN GLOBALISASI DAN PERDAGANGAN ELETRONIK KEPADA P.S.

j Semakin banyak organisasi bergerak ke arah globalisasi,

GLOBALISASI DAN PERDAGANGAN ELEKTRONIK

advantage-ilmu pengetahuan jadi aset dan sumber kelebihan bersaing.

Impact of Environmental Sustainability: Environmental Sustainability: the use of business

Prentice Hall, Inc. 2009

Impact of Environmental Sustainability

Prentice Hall, Inc. 2009

Theories of Organizational Adaptation

Adaptation to Changing Environmental Conditions

j Pengwujudan organisasi belajar adalah

Organisasi Belajar (samb)

j Organisasi belajar mengekalkan kestabilan

j Organisasi yang melakukan ujikaji dan

MODEL ASAS BAGI PENGURUSAN STRATEGIK W&H

Basic Model of Strategic Management

Strategic Management Model

Evaluation Evaluation and Control and Control and Control

Process to monitor performance and take corrective action

Model Asas PS (samb)-W&H

Model Asas PS (samb)

Konsep Asas Pengurusan Strategik - Pembolehubah Persekitaran

Model Asas PS (samb)

Model Asas PS (samb)

Model Asas PS (samb)

Strategi perniagaan (kompetitif, kooperatif):

Konsep Asas Pengurusan Strategik: Peringkat - Strategi

Model Asas PS (samb)

Model Asas PS (samb)

Model Asas PS (samb)

Model Asas PS (samb)

Model Asas PS (samb)

MEMBUAT KEPUTUSAN STRATEGIK

Mode Pembuatan Keputusan StrategikMintzberg

Modes of Strategic Decision Making

Logical incrementalism Approach by Quinn:

Proses Pembuatan Keputusan Strategik

Strategic Decision Making

Strategic Decision Making

Tadbir-urus Korporat / Corporate Governance.

Tadbir-urus Korporat- Corporate Governance

Syarikat besar- Corporation

j Perhubungan di atas adalah perlu bagi

menentukan arah dan prestasi perniagaan.

PERANAN / TANGGUNGJAWAB LEMBAGA PENGARAH (LP)

Roles of The Board of Directors

Peranan Asas Lembaga Pengarah- (LP) dalam Pengurusan Strategik

Kesinambungan LP- tahap penglibatan LP dalam

Board of Directors Continuum

Ahli-ahli lembaga pengarah

Retired Executive Directors:

Family Directors: Are descendants of the founder and own significant

Pengarah Saling Mengunci/Interlocking Directorates.

dua atau lebih syarikat.

Indirect Interlocking Directorate

PERANAN PENGURUSAN ATASAN