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MANA G EMEN T

MANA G EMEN T. Para eksekutif, konsultan dan dosen sekolah bisnis sepakat bahwa saat ini perencanaan strategis adalah issu manajemen yang paling penting dan akan tetap demikian untuk lima tahun mendatang. Reference. Fred R David , STRATEGIC MANAGEMENT CONCEPT , Prentice Hall, 9th edition

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MANA G EMEN T

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  1. MANAGEMENT Para eksekutif, konsultan dan dosen sekolah bisnis sepakat bahwa saat ini perencanaan strategis adalah issu manajemen yang paling penting dan akan tetap demikian untuk lima tahun mendatang

  2. Reference • Fred R David, STRATEGIC MANAGEMENT CONCEPT, Prentice Hall, 9th edition • James A.F.Stoner, MANAGEMENT, • Dr.HB.Siswanto,Msi, MANAJEMEN, Bumi Aksara,Jakarta, 2005

  3. Outline • INTRODUCTION OF MANAGEMENT • MANAGING INTERNAL OPERATIONS • BLUE OCEANS STRATEGY • BENCHMARKING • BUSINESS PROCESS REENGINEERING • TOTAL QUALITY MANAGEMENT • SIX SIGMA CONTROLL • P-O-A-C APPROACH • DECISION MAKING THEORY • MOTIVATIONAL THEORY

  4. WHAT IS MANAGEMENT ? • The term MANAGEMENT refers to the process of coordinating and integrating work activities so that they are completed efficiently and effectively with and through other people

  5. MANAJEMEN Meliputi kegiatan-kegiatan Perencanaan, Pengorganisasian, Pengarahan dan Pengendalian dari sebuah perusahaan / organisasi untuk mencapai tujuan tertentu • Manajemen = POAC = Fungsi Manajemen • PLANNING • ORGANIZING • ACTUATING / DIRECTING • CONTROLLING

  6. MANAJEMEN STRATEGI • BAGAIMANA MENCAPAI DAN MEMPERTAHANKAN KEUNGGULAN KOMPETITIF

  7. DEFINISI • ILMU PERUMUSAN , PELAKSANAAN DAN EVALUASI KEPUTUSAN LINTAS FUNGSI YANG MEMUNGKINKAN ORGANISASI MENCAPAI TUJUANNYA

  8. PELAKSANAAN STRATEGI • PENETAPAN SASARAN • MEMBUAT KEBIJAKAN • MEMOTIVASI KARYAWAN • MENGALOKASIKAN SUMBER DAYA

  9. 5 TUGAS • MENGEMBANGKAN VISI DAN MISI STRATEGIS • MERUMUSKAN TUJUAN • MEMFORMULASIKAN STRATEGI • IMPLEMENTASI DAN EKSEKUSI STRATEGI • MENGEVALUASI KINERJA DAN MELAKUKAN TINDAKAN PERBAIKAN

  10. BERFIKIR STRATEGIK • DIMANA KITA SEKARANG ? • MAU KEMANA ORGANISASI / BISNIS KITA ? • BAGAIMANA KITA MAU MENCAPAINYA ?

  11. . • STRATEGY IS AN INTEGRATED AND COORDINATED SET OF COMMITMENTS AND COMPETENCIES AND GAIN A COMPETITIVE ADVANTAGE

  12. VISION • VISI HARUS MENJAWAB PERTANYAAN DASAR “INGIN MENJADI APAKAH KITA” (alihbahasa David 2005) • VISI HARUS MENJAWAB “WHERE WE ARE GOING?” (Thompson 2005) • VISI “ADALAH MODEL MENTAL TENTANG KEADAAN MASA DATANG” (alihbahasa Allison 2005)

  13. . • STRATEGIC VISION merefleksikan aspirasi manajemen untuk organisasi dan bisnisnya, memberikan gambaran “Where Are Going” dan memberikan spesifik tentang rencana bisnis masa datang

  14. MISION • RUMUSAN MISI MELUKISKAN “MAKSUD, KEGIATAN UTAMA YANG DILAKUKAN DAN NILAI-NILAI DALAM ORGANISASI” (alihbahasa Allison 2005) • PERNYATAAN MISI MENJAWAB “APAKAH KEGIATAN UTAMA ORGANISASI KITA” (alihbahasa David 2005)

  15. . • MISI MENJELASKAN “WHO WE ARE AND WHAT WE DO” ( Thompson 2005) • MISI MEMBERITAHUKAN “SIAPA KITA DAN APA YANG KITA LAKUKAN” (alihbahasa D.Hunger 2003)

  16. . • MISSION STATEMENT SCOPE BISNIS PERUSAHAAN SAAT INI, MENGGAMBARKAN “WHO WE ARE & WHAT WE DO”, STRESING PADA APA PRODUK SAAT INI, PELAYANAN YANG DIBERIKAN, BENTUK TEKNOLOGINYA DAN CAPABILITY PERUSAHAAN

  17. . • CHARACTERISTICS OF GOOD MISSION STATEMENT : • MARKET ORIENTED • REALISTIC • SPECIFIC • FIT MARKET ENVIRONTMENT • DISTINCTIVE COMPETENCIES • MOTIVATING

  18. MISSION vs STRATEGIC VISION • A mission statement concerns • “WHO WE ARE AND WHAT WE DO” • A strategic vision concerns a firm’s future business path “ WHERE WE ARE GOING”

  19. EXAMPLE • MICROSOFT CORPORATION • EMPOWER PEOPLE THROUGH GREAT SOFTWARE ANYTIME, ANYPLACE AND ON ANY DEVICE

  20. UNIVERSITI UTARA MALAYSIA • VISI making universiti utara malaysia an excellent, ideal and worls class management • MISI  to accomplish the university charter and objectives to be the centre of academic excellent, which produces human resource with the capability and commitment to build the nation

  21. OBJECTIVES STRATEGIC • Annual growth in earnings per share of 10% or better on average • A return on stockholders equity of 20-25% • A return on capital employed of 27% or better and ; • Have at least 30% of sales come from products introduced in the past four years

  22. CRAFTING A STRATEGY • INVOLVES DECIDING HOW TO : • Respond to changing buyer preferences • Respond to new market conditions • Grow the business over the long term • Achieve performance targets • Outcompete rivals

  23. The Hows that define a firm’s strategy • How to grow the business • How to please customers • How to outcompete rivals • How to respond to changing market conditions • How to manage each functional piece of the business and develop needed organizational capabilities • How to achieve strategic and financial objectives

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