MANAJEMEN STRATEGIK SEKTOR PUBLIK MATERI I KULIAH AP 2007/2008 UNIVERSITAS GUNADARMA
endahuluan :
Administrasi publik merupakan fenomena kajian yang strategik di dalam penyelenggaraan negara sebagai akibat dari adanya perubahan dan kecenderungan global, sehingga menuntut agar lembagalembaga pemerintah menjadi lebih profesional dalam menjalankan misinya dan terbebas dari proses politik praktis.
endahuluan
Why do some firms succeed while others fail?
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A central objective of strategic management is to learn why this happens.
What is strategy?
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An action a company takes to attain superior performance.
What is the strategic management process?
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The process by which managers choose a set of strategies for the enterprise to pursue its vision.
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Mission z
Sets out why the organization exists and what it should be doing.
Major goals z
Specify what the organization hopes to fulfill in the medium to long term.
Secondary goals z
Are objectives to be attained that lead to superior performance.
ahapan Perubahan Organisasi
Pertumbuhan melalui kreativitas – Krisis kepemimpinan Pertumbuhan melalui pengarahan – krisis otonomi Pertumbuhan melalui desentralisasi – krisis pengawasan Pertumbuhan melalui koodinasi – krisis birokrasi Pertumbuhan melalui kolaborasi – krisis afiliasi
Organisasi sebagai suatu istem
Organisasi sebagai sistem : merupakan kesatuan input – proses – output, dan sebagai kesatuan entitas yg dipengaruhi dan berhubungan dengan lingkungannya Bagi manajer/pemerintah daerah akan memudahkan pengelolaan internal organisasi dan memudahkan adaptasi organisasi dengan lingkungannya
3 pertanyaan kunci strategis:
Di mana organisasi sekarang? Jika tidak ada perubahan yang dibuat,di mana perusahaan akan berada dalam eberapa tahun ini? Jika jawabannya tidak dapat iterima,tindakan khusus apa yang ebaiknya dilakukan oleh manajemen?
uang lingkup dan Model anajemen Strategik
Manstra sebagai bidang ilmu menggabungkan kebijakan bisnis dengan lingkungan dan tekanan strategis. Meliputi:pengamatan lingkungan,perumusan strategi,implementasi strategi dan evaluasi serta pengendalian Tiga karakteristik keputusan strategi: Rare, Consequential,danDirective
volusi Manajemen Strategis • B.Henderson (BCG) :peningkatan resiko kesalahan,biaya,memburuknya ekonomi adalah penyebab manajer profesional melakukan manajemen strategis secara serius. •Gluck, Kaufmandan Walleck:empat tahap manajemen strategis yaitu perencanaan keuangan dasar(1950an),perencanaan berbasis peramalan(1960an),perencanaan beorientasi keluar(analisis industri dan posisi persaingan-1973-1974)dan manajemen strategis •Pemicu perubahan strategis: (H.Mintzberg) : CEO baru,intervensi institusi eksternal,ancaman perubahan
engertian
Strategi adalah kerangka atau rencana yg mengintegrasikan tujuan-tujuan kebijakan dan tindakan/program organisasi Strategi adalah rencana tentang apa yg ingin dicapai atau hendak menjadi apa suatu organisasi di masa datang Strategi adalah pola tindakan dan alokasi sbdy yg dirancang u/ mencapai tujuan Strategi adalah pilihan tentang apa yg ingin dicapai dan bagaimana cara mencapainya
ola Strategi
Perumusan Strategi: z •Misi z •Tujuan z •Strategi z •Kebijakan z
Implementasi Strategi: •Program •Anggaran •Prosedur
trategic Planning
zRational
planning by top management?
Basic Strategic Planning Model Defining the Mission and Setting Top-Level Goals External Analysis of Opportunities and Threats Internal Analysis of Strengths and Weaknesses Selection of Appropriate Strategies
he Main Components of he Strategic lanning rocess
xternal Analysis
dentify strategic opportunities and threats in e operating environment.
Immediate (Industry) Macroenvironment
National
nternal Analysis
dentify strengths
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Quality and quantity of resources available Distinctive competencies
dentify weaknesses
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Inadequate resources Managerial and organizational deficiencies
WOT and Strategic Choice zStrengths
and Weaknesses zOpportunities and Threats (SWOT Analysis)
Strategic Choice Business Functional Global Corporate
usiness-Level Strategies
Cost leadership
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Attaining, then using the lowest total cost basis as a competitive advantage.
Differentiation
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Using product features or services to distinguish the firm’s offerings from its competitors.
Market niche focus
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Concentrating competitively on a specific market segment.
unctional-Level Strategies
Focus is on improving the effectiveness of perations within a company.
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Manufacturing Marketing Materials management Research and development Human resources
lobal-Level Strategies
Multidomestic nternational Global Transnational
orporate-Level Strategies
Vertical integration Diversification Strategic alliances Acquisitions New ventures Business portfolio structuring
trategy Implementation
Designing organizational structure Designing control systems
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Market and output controls Bureaucratic controls Control through organizational culture Rewards and incentives
Structure
Controls
Matching strategy, structure, d controls
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Congruence (fit) among strategy, structure, and controls
Strategy
Managing Strategic Change
The only constant is change. Success requires adapting strategy and ructure to a changing world. The feedback loop in Corporate rategic planning. Operational
Business
trategic Managers
General managers
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Responsible for the overall (strategic) performance and health of the total organization.
Operations managers
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Responsible for specific business functions or operations.
trategic Managers for All Levels
trategic Leadership zVision,
eloquence, and consistency zCommitment to the vision zBeing well informed zWillingness to delegate and empower zAstute use of power zEmotional intelligence
trategy as an Emergent rocess
Strategy making in an unpredictable world
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Creates the necessity for flexible strategic approaches.
Strategy making by lower-level managers
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Strategy evolves through autonomous action.
Serendipity and strategy
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Accidental discoveries and happenstances can have dramatic effects on strategic direction.
ntended and emergent strategies
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Realized strategies are combinations of intended and emergent strategies.
ntended and Emergent trategies
The Strategic Management Process for ntended and Emergent Strategies
trategic Planning in Practice
Planning under uncertainty
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Scenario planning for dynamic environmental change
vory tower planning
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Lack of contact with operational realities The importance of involving operating managers Procedural justice in the decision-making process z Engagement, explanation, and expectations
Planning for the present: Strategic Intent
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Recognition of the static nature of the strategic fit model Strategic intent in focusing the organization on winning by achieving stretch goals
mproving Strategic Decision Making
Cognitive biases systematically influence the tionality of decision makers.
roupthink and Strategic ecisions
Pitfalls of groupthink
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Failing to question underlying assumptions. Coalescing around a single person or policy. Filtering out conflicting information. Developing after-the-fact rationalizations. Having an emotional (nonobjective) commitment to an action.
echniques for Improving Decision Making
Two decisionmaking processes hat counteract ognitive biases nd groupthink.
Manfaat perumusan strategi
Mendorong pemahaman terhadap situasi Mengatasi konflik karena arah pengembangan yg tidak jelas Pendayagunaan dan alokasi sbdaya terbatas Memenangkan kompetisi Mampu mencapai keinginan dan memecahkan permasalahan besar
ahapan perumusan Strategi
Fred David : manajemen strategi adalah seni dan ilmu untuk formulasi, implementasi dan evaluasi keputusan yg bersifat lintas fungsional yg digunakan sebagai panduan bg fungsi sbdy manusia, pemasaran, keuangan dan lain-lain agar dapat mencapai tujuannya
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By : Peni Sawitri
