strategi management.ppt
TRANSCRIPT
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THE NATURE OF
STRATEGIC MANAGEMENT
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Without a strategy, an organization islike a ship without a rudder, goingaround in circles. Its like a tramp ; itshas no place to go
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WHAT IS ?
Strategic management is the art and science of formulating,
implementing and evaluating cross-functional decisions that will
enable an organization to achieve its objectives. It is the process
of specifying the organization's objectives, developing policies
and plans to achieve these objectives, and allocating resourcesto implement the policies and plans to achieve the organization's
objectives. Strategic management, therefore, combines the
activities of the various functional areas of a business to achieve
organizational objectives. It is the highest level of managerial
activity, usually formulated by the Board of directors andperformed by the organization's Chief Executive Officer(CEO)
and executive team. Strategic management provides overall
direction to the enterprise and is closely related to the field of
Organization Studies
http://en.wikipedia.org/wiki/Organizationhttp://en.wikipedia.org/wiki/Board_of_directorshttp://en.wikipedia.org/wiki/Chief_Executive_Officerhttp://en.wikipedia.org/wiki/Teamhttp://en.wikipedia.org/wiki/Organization_Studieshttp://en.wikipedia.org/wiki/Organization_Studieshttp://en.wikipedia.org/wiki/Teamhttp://en.wikipedia.org/wiki/Chief_Executive_Officerhttp://en.wikipedia.org/wiki/Board_of_directorshttp://en.wikipedia.org/wiki/Organization -
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DEFINING strategic management as the
art and science of formulating,
implementing, and evaluating cross-
functional decisions that enable an
organization to achieve its objective (David
p 5)
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Pengambilan keputusan
Past experiences, judgment and feeling,
intuition
Qualitative and quantitative information
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Long term objective
A specific results that an organization
seeks to achieve in pursuing its basic
mission
More than one year
Measurable, quantitative, challenging,
realistic, consistent and prioritized
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Annual objective
Short term milestones that organizations
must achieve to reach long term objective
Max one year
Measurable, quantitative, challenging,
realistic, consistent and prioritized
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MANAGEMENT LEVELS
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St t i t i
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Strategic management is a
combination of three main
processesStrategy formulation Performing a situation analysis, self-evaluation and competitor analysis:
both internal and external; both micro-environmental and macro-environmental.
Concurrent with this assessment, objectives are set. This involves craftingvision statements (long term view of a possible future), mission statements
(the role that the organization gives itself in society), overall corporateobjectives (both financial and strategic), strategic business unit objectives(both financial and strategic), and tactical objectives.
These objectives should, in the light of the situation analysis, suggest astrategic plan. The plan provides the details of how to achieve theseobjectives.
This three-step strategy formulation process is sometimes referred to as
determining where you are now, determining where you want to go, andthen determining how to get there. These three questions are the essenceofstrategic planning. SWOT Analysis: I/O Economics for the externalfactors and RBV for the internal factors.
St t i t i
http://en.wikipedia.org/wiki/Strategic_planninghttp://en.wikipedia.org/wiki/SWOT_Analysishttp://en.wikipedia.org/wiki/RBVhttp://en.wikipedia.org/wiki/RBVhttp://en.wikipedia.org/wiki/SWOT_Analysishttp://en.wikipedia.org/wiki/Strategic_planning -
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Strategic management is a
combination of three main
processesStrategy implementation Allocation of sufficient resources (financial, personnel, time, technology
support)
Establishing a chain of command or some alternative structure (such ascross functional teams)
Assigning responsibility of specific tasks or processes to specific individuals
or groups It also involves managing the process. This includes monitoring results,
comparing to benchmarks and best practices, evaluating the efficacy andefficiency of the process, controlling for variances, and making adjustmentsto the process as necessary.
When implementing specific programs, this involves acquiring the requisiteresources, developing the process, training, process testing,
documentation, and integration with (and/or conversion from) legacyprocesses.
Strategy evaluation
Measuring the effectiveness of the organizational strategy.It's extremelyimportant to undergo SWOT to figure out theStrength,weaknesses,opportunities and threat of both internal and externalto the entity in question.
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Definitions of strategy
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HARLEY DAVIDSON OWNER
CLUB
Our competitors try to imitate our motorcycles but they cant copy the intangibles that
making owning a harley davidson a life-fulfilling experience. We determine whats original
and authentic. Theyre duplicating hardware but they can only copy where weve been.They have no idea where were going
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STRATEGY
FORMULATION
DEVELOP
MISSION
STATEMENT
ESTABLISH
LONG TERM
OBJECTIVE
GENERATE,
EVALUATE,
AND SELECT
STRATEGIES
ESTABLISH
POLICIES AND
ANNUAL
OBJECTIVE
ALLOCATE
RESOURCES
MEASURE
AND
EVALUATEPREFORMANCE
PERFORM
EXTERNAL
AUDIT
PERFORM
INTERNAL
AUDIT
A COMPREHENSIVE STRATEGIC - MANAGEMENT MODEL Sumber : Fred R David. 1998. Strategic
Management Concepts & Cases. Seventh Editon hal 14
FEEDBACK
STRATEGY
EVALUATIONSTRATEGY
IMPELEMENTATION
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