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
