1 / 60

STRATEGIC MANAGEMENT Jen Z.A. Hans, Ph.D. Dosen Magister Manajemen Beberapa PTS

Jen Z.A. Hans, Ph.D. STRATEGIC MANAGEMENT Jen Z.A. Hans, Ph.D. Dosen Magister Manajemen Beberapa PTS Dosen Sespim & Sespati Polri Lembang Bandung Penulis Buku & Trainer Strategi Pengembangan Diri Tempat Tanggal Lahir Cirebon, 8 April 1958 Pendidikan S1 UGM Yogyakarta (1981)

stephinet
Download Presentation

STRATEGIC MANAGEMENT Jen Z.A. Hans, Ph.D. Dosen Magister Manajemen Beberapa PTS

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Jen Z.A. Hans, Ph.D. STRATEGIC MANAGEMENT Jen Z.A. Hans, Ph.D. Dosen Magister Manajemen Beberapa PTS Dosen Sespim & Sespati Polri Lembang Bandung Penulis Buku & Trainer Strategi Pengembangan Diri Tempat Tanggal Lahir Cirebon, 8 April 1958 Pendidikan S1 UGM Yogyakarta (1981) S2 & S3 University of Kentucky (1986 & 1990) Telp 021-5265266 Fax 021-5265270 HP 0813-1102-8458 Email: Pedetraining@yahoo.com Jen Z.A. Hans, Ph.D. (Email: pedetraining@yahoo.com HP: 0813-1102-8458)

  2. REFERENSI • Abdul Wahab Abdoel Kadir, Manajemen Strategik, Primata Press: Jakarta, 2007. • Covey, Stephen R. The 7 Habits of Highly Effective People. New York: Simon & Schuster, 1986. • Covey, Stephen R. The 8th: From Effectiveness to Greatness. New York: Simon & Schuster, 2006. • Jen Z.A. Hans, Strategi Pengembangan Diri, Jakarta: Personal Development Training, 2006 • Pearce II, John A. & Richard B. Robinson, Strategic Management: Formulation, Implementation & Control, New York: McGraw-Hill, 2007 • Rhenald Kasali, Re-code Your Change DNA: Membebaskan Belenggu-Belenggu Untuk Meraih Keberhasilan Dalam Pembaharuan, Jakarta: PT Gramedia Pustaka Utama, 2007 • Tung Desem Waringin, Financial Revolution, Jakarta: PT Gramedia Pustaka Utama, 2006

  3. TUGAS • Membuat powerpoint tentang dirimu sendiri (nama, ttl, alamat rumah, kantor, no telpon, hp, email); apa saja yang sudah diraih sampai sekarang (sdh jadi apa saja, melakukan apa saja, pergi ke mana saja & memiliki apa saja); apa yang ingin diraih di masa depan (mau jadi apa lagi, mau melakukan apa lagi, mau pergi ke mana lagi & mau memiliki apa lagi) • Powerpoint Motivasi Pengembangan Diri berdasarkan buku “Strategi Pengembangan Diri” Jen Z.A. Hans • Membaca (mengedit) semua powerpoint yang sudah dikopi dalam folder MANAJEMEN STRATEGIK JenZAHans

  4. Jen Z.A. Hans, Ph.D. (Email: pedetraining@yahoo.com HP: 0813-1102-8458)

  5. MANAJEMEN STRATEGIK PEARCE & ROBINSON BAGIAN SATU Tinjauan Manajemen Strategik Bab 1 Manajemen Strategik Jen Z.A. Hans, Ph.D. (Email: pedetraining@yahoo.com HP: 0813-1102-8458)

  6. MANAJEMEN STRATEGIK PEARCE & ROBINSON BAGIAN DUA Formulasi Strategi Bab 2 Misi Perusahaan Bab 3 Tanggung Jawab Sosial dan Etika Bisnis Bab 4 Lingkungan Eksternal Bab 5 Lingkungan Global Bab 6 Analisis Internal Bab 7 Tujuan Jangka Panjang dan Strategi Umum Bab 8 Strategi Bisnis Bab 9 Strategi Multibisnis Jen Z.A. Hans, Ph.D. (Email: pedetraining@yahoo.com HP: 0813-1102-8458)

  7. MANAJEMEN STRATEGIK PEARCE & ROBINSON BAGIAN TIGA Implementasi, Pengendalian dan Inovasi Strategi Bab 10 Implementasi Bab 11 Struktur Organisasi Bab 12 Kepemimpinan dan Budaya Bab 13 Pengendalian, Inovasi dan Kewirausahaan GLOSARIUM INDEKS Jen Z.A. Hans, Ph.D. (Email: pedetraining@yahoo.com HP: 0813-1102-8458)

  8. Definisi Manajemen Strategik Pearce II, John A. & Richard B. Robinson, Strategic Management: Formulation, Implementation & Control, New York: McGraw-Hill, 2007 • The set of decisions & actions that results in the formulation & implementation of plans designed to achieve a company’s objectives. • Enam Dimensi Keputusan Strategik: • Membutuhkan keputusan manajemen puncak • Membutuhkan sumber daya dlm jumlah besar • Mempengaruhi kesejahteraan jangka panjang • Berorientasi masa depan • Berkonsekuensi multi fungsi dan multi bisnis • Mengharuskan perusahaan mempertimbangkan lingkungan eksternal Jen Z.A. Hans, Ph.D. (Email: pedetraining@yahoo.com HP: 0813-1102-8458)

  9. 9 Tugas Manajemen Strategik Pearce II, John A. & Richard B. Robinson, Strategic Management: Formulation, Implementation & Control, New York: McGraw-Hill, 2007 • Merumuskan misi meliputi rumusan umum tentang maksud keberadaan, filosofi & tujuan. • Mengembangkan profil yang mencerminkan kondisi internal & kapabilitasnya. • Menilai lingkungan eksternal meliputi pesaing & faktor2 kontekstual umum. • Menganalisis opsi perusahaan dengan mencocokkan sumberdaya dengan lingkungan ekstern. • Mengidentifikasi opsi yang paling dikehendaki dengan mengevaluasi setiap opsi yang ada berdasarkan misi. Jen Z.A. Hans, Ph.D. (Email: pedetraining@yahoo.com HP: 0813-1102-8458)

  10. 9 Tugas Manajemen Strategik Pearce II, John A. & Richard B. Robinson, Strategic Management: Formulation, Implementation & Control, New York: McGraw-Hill, 2007 • Memilih sasaran jangka panjang & strategi umum yang akan mencapai pilihan yang paling dikehendaki. • Mengembangkan sasaran tahunan & strategi jangka pendek yang sesuai dengan sasaran jangka panjang & strategi umum yang dipilih. • Mengimplementasikan pilihan strategik dengan cara mengalokasikan sumberdaya anggaran yang menekankan pada kesesuaian antara tugas, SDM, struktur, teknologi & sistem imbalan. • Mengevaluasi keberhasilan proses strategik sebagai masukan bagi pengambilan keputusan yang akan datang. Jen Z.A. Hans, Ph.D. (Email: pedetraining@yahoo.com HP: 0813-1102-8458)

  11. Analisis SWOTPearce II, John A. & Richard B. Robinson, Strategic Management: Formulation, Implementation & Control, New York: McGraw-Hill, 2007 • Kekuatan (Strengths) adalah sumber daya, keterampilan atau keunggulan lain relatif thd pesaing dan kebutuhan pasar yg dilayani. • Kelemahan (Weaknesses) adalah keterbatasan dlm sumber daya, keterampilan & kapabilitas yg secara serius menghambat kinerja efektif perusahaan. • Peluang (Opportunities) adalah situasi penting yg menguntungkan dlm lingkungan perusahaan. • Ancaman (Threats) adalah situasi penting yg tdk menguntungkan dlm lingkungan perusahaan. Jen Z.A. Hans, Ph.D. (Email: pedetraining@yahoo.com HP: 0813-1102-8458)

  12. Analisis & Pilihan Strategi Peluang Sel 3: Turnaround (Pembenahan) Sel 1: Offensif (Proaktif) Kelemahan Kekuatan Sel 4: Defensif (Reaktif) Sel 2: Diversifikasi (Mencari Terobosan) Ancaman Jen Z.A. Hans, Ph.D. (Email: pedetraining@yahoo.com HP: 0813-1102-8458)

  13. 7 Sasaran Jangka Panjang Pearce II, John A. & Richard B. Robinson, Strategic Management: Formulation, Implementation & Control, New York: McGraw-Hill, 2007 • Profitabilitas • Produktivitas • Posisi bersaing • Pengembangan karyawan • Hubungan karyawan • Kepemimpinan teknologi • Tanggung jawab sosial Jen Z.A. Hans, Ph.D. (Email: pedetraining@yahoo.com HP: 0813-1102-8458)

  14. 7 Kualitas Sasaran Jangka Panjang Pearce II, John A. & Richard B. Robinson, Strategic Management: Formulation, Implementation & Control, New York: McGraw-Hill, 2007 • Dapat diterima (acceptable) • Fleksibel (flexible) • Dapat diukur (measurable) • Memotivasi (motivating) • Cocok (suitable) • Dapat dipahami (understandable) • Dapat dicapai (achievable) Jen Z.A. Hans, Ph.D. (Email: pedetraining@yahoo.com HP: 0813-1102-8458)

  15. Pertumbuhan terkonsentrasi Pengembangan pasar Pengembangan produk Inovasi Integrasi horizontal Integrasi vertikal Diversifikasi konsentrik Diversifikasi konglomerat Berbenah diri Divestasi Likuidasi Bangkrut Usaha patungan Aliansi strategik Konsorsium Strategi Umum Pearce II, John A. & Richard B. Robinson, Strategic Management: Formulation, Implementation & Control, New York: McGraw-Hill, 2007 Jen Z.A. Hans, Ph.D. (Email: pedetraining@yahoo.com HP: 0813-1102-8458)

  16. Sistem ImbalanPearce II, John A. & Richard B. Robinson, Strategic Management: Formulation, Implementation & Control, New York: McGraw-Hill, 2007 • Mengaitkan imbalan dengan rencana strategik • Menggunakan insentif variabel sebagai bagian penting kompensasi setiap karyawan • Harus terkait dengan pekerjaan yang berada dalam kendali ybs • Berdasarkan prestasi bukan hierarki • Peka terhadap kesenjangan antara atas & bawah dalam organisasi • Adil, akurat & informatif • Beri imbalan secara royal bila berhasil & minimal bila tidak berhasil • Jangan remehkan nilai lingkungan yang memotivasi • Terbuka untuk perubahan (fleksibel) Jen Z.A. Hans, Ph.D. (Email: pedetraining@yahoo.com HP: 0813-1102-8458)

  17. Sistem Pengendalian StrategiPearce II, John A. & Richard B. Robinson, Strategic Management: Formulation, Implementation & Control, New York: McGraw-Hill, 2007 • Pengendalian Strategik  Mengemudikan institusi ke arah tujuan2 strategik jangka panjangnya. • Pengendalian Operasional  Mengidentifikasi standar kinerja yang terkait dengan alokasi sumber daya keuangan, fisik & SDM dalam rangka pelaksanaan strateginya. Jen Z.A. Hans, Ph.D. (Email: pedetraining@yahoo.com HP: 0813-1102-8458)

  18. STRATEGI MUDRAJAD KUNCORO • Pengantar Ekonomi Strategi • Strategi dalam Proses Manajemen strategik • Lingkungan Eksternal • Lingkungan Internal • Merumuskan Visi dan Misi • Formulasi dan Safari Strategi • Strategi Bersaing • Strategi Korporat Jen Z.A. Hans, Ph.D. (Email: pedetraining@yahoo.com HP: 0813-1102-8458)

  19. STRATEGI MUDRAJAD KUNCORO • Strategi Internasional • Aliansi Strategik • Good Corporate Governance • Struktur dan Desain Organisasi • Kepemimpinan Strategik • Pengendalian Strategik • Evaluasi Strategi dan Kinerja Jen Z.A. Hans, Ph.D. (Email: pedetraining@yahoo.com HP: 0813-1102-8458)

  20. 8 KEBIASAAN SUKSES STEPHEN R. COVEYJen Z.A. Hans,Strategi Pengembangan Diri, Jakarta: Personal Development Training, 2006(Hal 14) • Proactive (Bertanggung jawab) • Begin with the End in Mind (Mulai dengan Akhir dalam Pikiran, Berorientasi Tujuan) • First Things First (Mendahulukan yang Utama, Manajemen Waktu yang Efektif) • Think Win-Win (Berpikir Menang-Menang) • Seek First to Understand Then to Be Understood (Memahami Terlebih Dahulu, Kemudian Dipahami) • Synergize (Kerja Sama secara Sinergistik untuk Menghasilkan Lebih) • Sharpen the Saw (Mengasah Gergaji, Perbaikan Diri Terus Menerus) • Find Your Voice & Inspire Others to Find Theirs (Temukan Panggilan Jiwamu & Ilhami Orang Lain Temukan Panggilan Jiwa Mereka) Jen Z.A. Hans, Ph.D. (Email: pedetraining@yahoo.com HP: 0813-1102-8458)

  21. THE SEVEN HABITS PARADIGM Interdependence Seek First to Understand … Then to be Understood Synergize PUBLIC VICTORY Sharpen the Saw Think Win/Win Independence Put First Things First PRIVATE VICTORY Be Proactive Begin with the End in Mind Dependence Jen Z.A. Hans, Ph.D. (Email: pedetraining@yahoo.com HP: 0813-1102-8458)

  22. FOUR DIMENSIONS OF RENEWAL PHYSICAL Exercise, Nutrition, Stress Management MENTAL Reading, Visualizing, Planning, Writing SOCIAL/EMOTIONAL Service, Empathy, Synergy, Intrinsic Security SPIRITUAL Value Clarification & Commitment, Study & Meditation Jen Z.A. Hans, Ph.D. (Email: pedetraining@yahoo.com HP: 0813-1102-8458)

  23. THE UPWARD SPIRAL Commit Do Learn Commit Do Learn Do Commit Learn Do Commit Learn Jen Z.A. Hans, Ph.D. (Email: pedetraining@yahoo.com HP: 0813-1102-8458)

  24. PROACTIVE MODEL Stimulus Freedom to Choose Response Independent Will Self- Awareness Imagination Conscience Jen Z.A. Hans, Ph.D. (Email: pedetraining@yahoo.com HP: 0813-1102-8458)

  25. High Lose/Win Win/Win CONSIDERATION Lose/Lose Win/Lose Low Low High Jen Z.A. Hans, Ph.D. (Email: pedetraining@yahoo.com HP: 0813-1102-8458) COURAGE

  26. LEVELS OF COMMUNICATION High Synergistic (Win/Win) TRUST Respectful (Compromise) Defensive (Win/Lose or Lose/Win) Low Low High Jen Z.A. Hans, Ph.D. (Email: pedetraining@yahoo.com HP: 0813-1102-8458) COOPERATION

  27. PARADIGM SHIFTS A BREAK FROM TRADITIONAL WISDOM TOWARD 7 HABITS PRINCIPLES Habit 1 We are a product of our environment and upbringing. We are a product of our choices to our environment and upbringing. Habit 2 Values are self-chosen and provide foundation for decision making. Values flow out of principles. Society is the source of our values. Habit 3 Reactive to the tyranny of the urgent. Acted upon by the environment. Actions flow from that which is important. Habit 4 Win-win. Mutual benefit. Win-lose. One-sided benefit. Habit 5 Fight, flight, or compromise when faced with conflict. Communication solves problems. Habit 6 Differences are threats. Independence is the highest value. Unity means sameness. Differences are values and are opportunities for synergy. Habit 7 Entropy. Burnout on one track - typically work. Continuous self-renewal and self-improvement. Jen Z.A. Hans, Ph.D. (Email: pedetraining@yahoo.com HP: 0813-1102-8458)

  28. BE PROACTIVE I can forgive, forget, and let go of past injustices I choose my attitude, emotions, and moods I’m the creative force of my life I’m aware that I’m responsible Jen Z.A. Hans, Ph.D. (Email: pedetraining@yahoo.com HP: 0813-1102-8458)

  29. SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE EFFECTIVE PEOPLE INEFFECTIVE PEOPLE HABIT 1 Be Reactive: Reactive people don’t take responsibility for their own lives. They feel victimized, a product of circumstances, their past, and other people. They do not see as the creative force of their lives. Be Proactive: Proactive people take responsibility for their own lives. They determine the agendas they will follow and choose their response to what happens around them. Jen Z.A. Hans, Ph.D. (Email: pedetraining@yahoo.com HP: 0813-1102-8458)

  30. SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE EFFECTIVE PEOPLE INEFFECTIVE PEOPLE HABIT 2 Begin with the End in Mind: These people use personal vision, correct principles, and their deep sense of personal meaning to accomplish tasks in a positive and effective way. They live life based on self-chosen values and are guided by their personal mission statement. Begin with No End in Mind: These people lack personal vision and have not developed a deep sense of personal meaning and purpose. They have not paid the price to develop a mission statement and thus live life based on society’s values instead of self-chosen values. Jen Z.A. Hans, Ph.D. (Email: pedetraining@yahoo.com HP: 0813-1102-8458)

  31. SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE EFFECTIVE PEOPLE INEFFECTIVE PEOPLE HABIT 3 Put Second Things First: These people are crisis managers who are unable to stay focused on high-leverage tasks because of their preoccupation with circumstances, their past, or other people. They are caught up in the “thick of thin things” and are driven by the urgent. Put First Things First: These people exercise discipline, and they plan and execute according to priorities. They also “walk their talk” and spend significant time in Quadrant II. Jen Z.A. Hans, Ph.D. (Email: pedetraining@yahoo.com HP: 0813-1102-8458)

  32. SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE EFFECTIVE PEOPLE INEFFECTIVE PEOPLE HABIT 4 Think Win-Lose or Lose-Win: These people have a scarcity mentality and see life as a zero-sum game. They have ineffective communication skills and low trust levels in their Emotional Bank Accounts with others, resulting in a defensive mentality and adversarial feelings. Think Win-Win: These people have an abundance mentality and the spirit of cooperation. They achieve effective communication and high trust levels in their Emotional Bank Accounts with others, resulting in rewarding relationships and greater power to influence. Jen Z.A. Hans, Ph.D. (Email: pedetraining@yahoo.com HP: 0813-1102-8458)

  33. SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE EFFECTIVE PEOPLE INEFFECTIVE PEOPLE HABIT 5 Seek First to Understand, Then to Be Understood: Through perceptive observation and empathic listening, these non-judgmental people are intent on learning the needs, interests, and concerns of others. They are then able to courageously state their own needs and wants. Seek First to Be Understood: These people put forth their point of view based solely on their auto-biography and motives, without attempting to understand others first. They blindly prescribe without first diagnosing the problem. Jen Z.A. Hans, Ph.D. (Email: pedetraining@yahoo.com HP: 0813-1102-8458)

  34. SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE EFFECTIVE PEOPLE INEFFECTIVE PEOPLE HABIT 6 Synergize: Effective people know that the whole is greater than the sum of the parts. They value and benefit from differences in others, which results in creative cooperation and team-work. Compromise, Fight, or Flight: Ineffective people believe the whole is less than the sum of the parts. They try to “clone” other people in their own image. Differences in others are looked upon as threats. Jen Z.A. Hans, Ph.D. (Email: pedetraining@yahoo.com HP: 0813-1102-8458)

  35. SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE EFFECTIVE PEOPLE INEFFECTIVE PEOPLE HABIT 7 Sharpen the Saw: Effective people are involved in self-renewal and self-improvement in the physical, mental, spiritual, and social-emotional areas, which enhance all areas off their life and nurture the other six habits. Wear Out the Saw: Ineffective people fall back, lose their interest, and get disordered. They lack a program of self-renewal and self-improvement and eventually lose the cutting edge they once had. Jen Z.A. Hans, Ph.D. (Email: pedetraining@yahoo.com HP: 0813-1102-8458)

  36. CIRCLE OF CONCERN CIRCLE OF INFLUENCE Jen Z.A. Hans, Ph.D. (Email: pedetraining@yahoo.com HP: 0813-1102-8458)

  37. CIRCLE OF CONCERN CIRCLE OF INFLUENCE Jen Z.A. Hans, Ph.D. (Email: pedetraining@yahoo.com HP: 0813-1102-8458)

  38. SEVEN PRINCIPLES UPON WHICH THE SEVEN HABITS ARE BASED The Seven Habits center on timeless and universal principles of personal, interpersonal, managerial, and organizational effectiveness. Listed below are the seven principles upon which the Seven Habits are based-principles which are in our circle of influence. Jen Z.A. Hans, Ph.D. (Email: pedetraining@yahoo.com HP: 0813-1102-8458)

  39. SEVEN PRINCIPLES UPON WHICH THE SEVEN HABITS ARE BASED 1. The principle of continuous learning, of self- reeducation - the discipline that drives us toward the values we believe in. Such constant learning is required in today’s world, in light of the fact that many of us can expect to work in up to five radically different fields before we retire. 2. The principle of service, of giving oneself to others, of helping to facilitate other people’s work. Jen Z.A. Hans, Ph.D. (Email: pedetraining@yahoo.com HP: 0813-1102-8458)

  40. SEVEN PRINCIPLES UPON WHICH THE SEVEN HABITS ARE BASED 3. The principle of staying positive and optimistic, radiating positive energy - including avoiding the four emotional cancers (criticizing complaining, comparing, and competing). 4. The principle of affirmation of others - treating people as proactive individuals who have great potential. Jen Z.A. Hans, Ph.D. (Email: pedetraining@yahoo.com HP: 0813-1102-8458)

  41. SEVEN PRINCIPLES UPON WHICH THE SEVEN HABITS ARE BASED 5. The principle of balance - the ability to identify our various roles and to spend appropriate amounts of time in, and focus on, all the important roles and dimensions of our life. Success in one area of our life cannot compensate for neglect or failure in other areas of our life. Jen Z.A. Hans, Ph.D. (Email: pedetraining@yahoo.com HP: 0813-1102-8458)

  42. SEVEN PRINCIPLES UPON WHICH THE SEVEN HABITS ARE BASED 6. The balance of spontaneity and serendipity - the ability to experience life with a sense of adventure, excitement, and fresh rediscovery, instead of trying to find a serious side to things that have no serious side. 7. The principle of consistent self-renewal and self- improvement in the four dimensions of one’s life: physical, mental, spiritual, and social- emotional. Jen Z.A. Hans, Ph.D. (Email: pedetraining@yahoo.com HP: 0813-1102-8458)

  43. EFFECTIVE HABITS Knowledge (what to, why to) HABITS Desire (want to) Skills (how to) Jen Z.A. Hans, Ph.D. (Email: pedetraining@yahoo.com HP: 0813-1102-8458)

  44. CHARACTER Integrity  Maturity  Abundance Mentality  Interdependency COMPETENCE Technical skills  Qualifications  Knowledge  Experience JUDGEMENT Jen Z.A. Hans, Ph.D. (Email: pedetraining@yahoo.com HP: 0813-1102-8458)

  45. PUBLIC LIFE PRIVATE LIFE SECRET LIFE FOUR UNIQUE HUMAN ENDOWMENTS 1. Self-awareness 2. Conscience 3. Imagination 4. Willpower Jen Z.A. Hans, Ph.D. (Email: pedetraining@yahoo.com HP: 0813-1102-8458)

  46. FOUR UNIQUE HUMAN ENDOWMENTS 1. Self-Awareness We begin to become self-aware and explore the programs we are living out. We come to realize that we stand apart from our programming and can even examine it. We also realize that between stimulus and response, we have the freedom to choose. This self-awareness then leads to the ability to look at other unique endowments in our secret life. Jen Z.A. Hans, Ph.D. (Email: pedetraining@yahoo.com HP: 0813-1102-8458)

  47. FOUR UNIQUE HUMAN ENDOWMENTS 2. Conscience Our conscience is our internal sense of right and wrong, our “moral nature.” It is the “greater harmonizer” and “balance wheel” of all the principles that govern our behavior. Our conscience gives us a sense of the degree to which our thoughts and actions are in harmony with our principles. Jen Z.A. Hans, Ph.D. (Email: pedetraining@yahoo.com HP: 0813-1102-8458)

  48. FOUR UNIQUE HUMAN ENDOWMENTS 3. Power of Imagination We can visit the power of the mind to create or to imagine that which does not exist now. In that imagination lie our faith and our hope for the future. We look at what is possible, what we can envision. Jen Z.A. Hans, Ph.D. (Email: pedetraining@yahoo.com HP: 0813-1102-8458)

  49. FOUR UNIQUE HUMAN ENDOWMENTS 4. Willpower or Independent Will Willpower refers to our determination, our resoluteness - our ability to act based solely on our self-awareness. We ask ourselves, “Am I really willing to to the distance on my mission statement?” “Am I willing to walk my talk?” “Am I really willing to put first things first in spite of external distractions and pressures?” “Am I going to live a life of total integrity?” Jen Z.A. Hans, Ph.D. (Email: pedetraining@yahoo.com HP: 0813-1102-8458)

  50. BASIC CHARACTERISTICS OF GOOD MISSION STATEMENTS Developing a mission statement is foundational to Habit 2, Begin with the End in Mind. It sets general guidelines for our life based on our values and our roles and goals. There are four basic characteristics of good mission statements, whether they be personal, family, or organizational mission statements. Jen Z.A. Hans, Ph.D. (Email: pedetraining@yahoo.com HP: 0813-1102-8458)

More Related