kumpulan materi training 'strategic planning" timor leste di majesty hotel bandung

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SWOT Analysis

• The SWOT Analysis framework is a very important and useful tool to use in marketing Management and other business applications.

• As a basic tool its mastery is a fundamental requirement for the marketer, entrepreneur or business person.

• A clear understanding of SWOT is required for business majors.

• A scan of the internal and external environment is an important part of the strategic planning process.

• Environmental factors internal to the firm usually can be classified as strengths (S) or weaknesses (W), and those external to the firm can be classified as opportunities (O) or threats (T).

• Such an analysis of the strategic environment is referred to as a SWOT analysis.

What is a SWOT Analysis?

A planning exercise in which managers identify:

– Internal organizational strengths and weaknesses.

• Strengths (e.g., superior marketing skills)

• Weaknesses (e.g., outdated production facilities)

– External opportunities and threats.

• Opportunities (e.g., entry into new related markets).

• Threats (increased competition)

What is a SWOT Analysis?

SWOT Analysis

• Strengths – identifying existing organisational strengths

• Weaknesses – identifying existing organisational weaknesses

• Opportunities – what market opportunities might there be for the organisation to exploit?

• Threats – where might the threats to the future success come from?

The SWOT Matrix

A strength can be a competitive advantage like…

- Superior product quality

- Lowest price

- Best expertise

- Location

A weakness can be a disadvantage such as…

- A tired brand

- Inferior location

- High overheads

- A lack of R&D

An opportunity can be…

- A regulatory or tax change

- A high-profile event (marketing opportunity)

- An untapped market

- A gap left by a failed competitor

A threat can be…

- Unfavourable regulation changes

- A new entrant into the market

- Problems with the economy

- Market shrinkage

TOWS Matrix (from SWOT Analysis)

© Prentice Hall, 2006

Strategies that can come from SWOT Analysis…

S-O

W-O

S-T

W-T

TOWS Matrix (from SWOT Analysis)

SWOT Interactions

MIND MAPPING VISUAL REVISION TECHNIQUES

WHY YOU SHOULD REVISE

• Your short term memory can only hold 7 bits of information at a time- revision helps reinforce your learning to help you prepare for your exams.

• Within 30 days, we only remember 20% of the information learnt!

• Without revision you will have wasted 2 years of your entire life!

What are mind maps?

Mind maps are not spider diagrams. A mind map is a diagram used to represent

themes of understanding linked a central key word or idea

Mind maps are, by definition, a graphical method of taking notes. Their visual basis helps one to distinguish words or ideas, often with colours and symbols.

They generally take a hierarchical or tree branch format, with ideas branching into their subsections

Key features of mind maps

The process starts around a central idea or picture

Key themes are established through branches with sub branches

Key terminology is used

Single words or phrases

Themes are connected through colours

Images reinforce meaning

It allows you to freely associate and link ideas

VALUES

Values

What is your definition of

Values?

Values … are core beliefs or desires that guide or motivate our attitudes and actions

Values

Values can take a variety of forms. For example:

– Principles or standards

• “Service Above Self” (Rotary Club International)

• “Be Prepared”

• “Do A Good Turn Daily” ...

– Personal Qualities

• Honesty

• Communication

• Being Organized

Where do we get our Values?

Values

– Character Traits

• Loyalty, enthusiasm, openness to others

– Codes of Ethics

• Hippocratic Oath

• Ten Commandments

• BSA’s Outdoor Code ...

– Goals

• Living a healthy life

• Caring for others

Values

The Scout Oath and

The Scout Law

are statements of

Scouting’s Values

Values

“Acting in accord with our beliefs and

values is one of the greatest challenges

each of us faces every day.

It’s true for individuals in all aspects of life

… and equally true for organizations of

every kind and size.”

Eric Harvey and Alexander Lucia

Vision Statement – Boy Scouts of America

The Boy Scouts of America is the nation’s foremost youth program of character development and values-based leadership training.

In the future, Scouting will continue to:

Offer young people responsible fun and adventure;

Instill in young people lifetime values and develop in them ethical character as expressed in the Scout Oath and Law.

Train young people in citizenship, service, and leadership;

Serve America’s communities and families with its quality, values-based program.

Reviewing: Values, Mission, and Vision

• Values – Core beliefs or desires that guide or motivate our attitudes and our actions.

• Mission – Encapsulates the values and articulates the overall, long-term objective.

• Vision – A picture of success and the related plan of action.

Strategic Business

Vision, Mission & Purpose

By : Kanaidi, SE., M.Si , cSAP kanaidi@yahoo.com ..08122353284

30

Vision

An attractive, ideal future that is

credible yet not readily

available

What Do We Want to Become?

• A vision statement should answer the basic question, “What do we want to become?”

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What Do We Want to Become?

• The vision statement should be short, preferably one sentence, and as many managers as possible should have input into developing the statement.

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The Nature of the Vision

Current

reality

Staying the course

Vision

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What Vision Does

• Links the present to the future

• Energizes people and gains commitment

• Gives meaning to work

• Establishes a standard of excellence and integrity

NE-II-159 35

Vision

A vision is a picture of future success.

A vision forms when we think far enough ahead to realize there will be important challenges that

we can prepare for now.

• Vision : A mental picture of what the organization should look like in the future

• Visioning involves a community of people developing ideas and setting the stage.

Defining Vision

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Vision

Criteria for a Meaningful Vision

A vision engages the heart and the spirit.

... leads toward a worthwhile goal.

... gives meaning to an effort.

... is simple.

... is attainable.

... can change over time.

NE-II-159 38

Vision

“Nothing happens unless first a dream.”

– Carl Sandburg

Example

Mission

The organization’s core broad

purpose and reason for

existence

• Two critical parts:

– Core values guide the organization

– Core purpose is why the organization exists

• Mission : To assist in increasing the effectiveness and

efficiency of all individuals in organization • Our measures of success is based on the improvement of

job behaviors, job performance, problem solved, cost savings to organization, product quantity, product quality, lower absenteeism, lower turnover and customer satisfaction of product/service we provide.

Defining Mission

What Is Our Business?

• Mission statement

– a declaration of an organization’s “reason for being.”

– answers the pivotal question “What is our business?”

– essential for effectively establishing objectives and formulating strategies

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Mission Statement

• Mission statement

– reveals what an organization wants to be and whom it wants to serve

– Also called a creed statement, a statement of purpose, a statement of philosophy, a statement of beliefs, and a statement of business principles

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Mission

A mission is a brief statement that reflects the core values of an organization.

A mission communicates an organization’s long-term objectives

– why the organization exists.

Mission Statement

A Mission Statement … Serves as a communication tool for an organization

Aligns people with a purpose; it fosters commitment and unity

Defines directions for change and growth

Acts as an evaluation tool to help measure activities and programs

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Mission Statement Supported by lists of Corporate Values

“To preserve and improve human life:

– “Corporate social responsibility

– “Unequivocal excellence in all aspects of the company

– “Science-based innovation

– “Honesty and integrity

– “Profit, but profit from work that benefits humanity” – Merck

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Mission Statement Supported by lists of Corporate Values

“To make people happy:

– “No cynicism

– “Nurturing and promulgation of ‘wholesome American values’

– “Creativity, dreams, and imagination

– “Fanatical attention to consistency and detail

– “Preservation and control of the Disney ‘magic’” – Walt Disney

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Mission Statements

• “To establish Starbucks as the premier purveyor of the finest coffee in the world while maintaining our uncompromising principles as we grow” – Starbucks Coffee

• “To solve unsolved problems innovatively” – 3M

• “To offer all the fine customers in our territories all of their household needs in a manner in which they continue to think of us fondly” – Wal-Mart

Example

FISHBONE

“Cause-and-Effect Diagram”

By : Kanaidi, SE., M.Si , cSAP kanaidi@yahoo.com ..0812 2353 284

Why implement this?

• It increases knowledge of the process by helping everyone to learn more about the factors at work and how they relate.

• It identifies areas where data should be collected for further study.

> EXAMPLE OF A BUSINESS PROCESS >

STEP 1:

• Decide on the effect to be examined.

• An effect may be positive (an

objective) or negative (a problem),

depending upon the issue that is being discussed.

Identify and clearly define the outcome or EFFECT to be analyzed.

> PUTTING ‘CAUSE-AND-EFFECT’ DIAGRAM’ TO TEST: STEP 2 >

STEP 1: Identify and clearly define the outcome or EFFECT to be analyzed.

>POSITIVE

– pride and ownership over productive areas

– upbeat atmosphere that encourages the participation of the group

> NEGATIVE

– justifying why the problem occurred and placing blame

– easier for a team to focus on what causes a problem than what causes an excellent outcome

– concentrate on things that can go wrong may foster a more relaxed atmosphere which sometimes enhances group participation

> PUTTING ‘CAUSE-AND-EFFECT’ DIAGRAM’ TO TEST: STEP 2 >

STEP 2:

• Draw a horizontal arrow pointing to the

right. This is the spine.

• To the right of the arrow, write a brief

description of the effect or outcome

which results from the process.

• Draw a box around the description of the

effect.

Draw the SPINE and create the EFFECT box.

> CAUSE-AND-EFFECT DIAGRAM , updated with STEPS 1 & 2 >

STEP 3:

Establish main causes, or categories, under which other possible causes will be listed.

3Ms and P – Methods, Materials, Machinery, and People

4Ps – Policies, Procedures, People, and Plant

Environment

Identify the main CAUSES contributing to the effect being studied.

> CAUSE-AND-EFFECT DIAGRAM , updated with STEPS 1, 2 & 3 >

STEP 3: Identify the main CAUSES contributing to the effect being studied.

• Write the main categories your team has selected to the left of the effect box. Draw some above and below the spine.

• Draw a box around each category label and use a diagonal line to form a branch from the box to the spine.

> CAUSE-AND-EFFECT DIAGRAM , updated with STEPS 1, 2 & 3 >

STEP 4:

• Identify as many factors or causes possible and attach them as sub-

branches of the major branches.

• Fill in detail for each cause.

For each major branch, identify other specific factors which may be the CAUSES of the EFFECT.

> CAUSE-AND-EFFECT DIAGRAM , updated with STEPS 1, 2, 3 & 4 >

STEP 5:

• You can do this by asking a series of WHY questions.

Identify more detailed levels of causes and continue organizing them under related causes or categories.

> CAUSE-AND-EFFECT DIAGRAM , updated with STEPS 1, 2, 3, 4 & 5 >

STEP 5: Identify more detailed levels of causes and continue organizing them under related causes or categories.

FROM GIVEN EXAMPLE:

Q: Why is there an invalid list of updates?

A: Because the data was mixed up.

Q: Why was the data mixed up?

A: There was a problem with the manual organization of the files.

Q: Why is there a problem with the manual organization of the files?

A: Because there are no back-up files and since it was manually prearranged, inaccuracy is inevitable.

> CAUSE-AND-EFFECT DIAGRAM , updated with STEPS 1, 2, 3, 4 & 5 >

STEP 6:

• It helps identify causes that warrant

further investigation.

• Use a pareto chart to determine the

cause to focus on first.

• See the “balance” of your diagram,

checking for comparable levels of

detail for most of the categories.

Analyze the diagram.

> CAUSE-AND-EFFECT DIAGRAM , completed >

STEP 6: Analyze the diagram.

– A thick cluster of items in one area may indicate a need for further study.

– A main category having only a few specific causes may indicate a need for further identification of causes.

– If several major branches have only a few sub-branches, you may need to combine them under a single category.

> CAUSE-AND-EFFECT DIAGRAM , completed >

STEP 6: Analyze the diagram.

• Look for causes that appear repeatedly. These may represent root causes.

• Look for what you can measure in each cause so you can quantify the effects of any changes you make.

• Most importantly, identify and circle the causes that you can take action on.

> CAUSE-AND-EFFECT DIAGRAM , completed >

Goals Setting

HM MBT OKTOBER 2009 61

By : Kanaidi, SE., M.Si , cSAP

kanaidi@yahoo.com ..0812 2353 284

Goal Setting

WHY SHOULD YOU SET GOALS

• Establish your ultimate destination

• Identify the roads you can take to get there

• Know when you have arrived at your goal

“The person who starts out going nowhere,

generally gets there”

- Dale Carnegie

Ω Problem Statement Ω Mapping Ω Strategic Direction Conclusion

Goals can give employees control over their own jobs

and, at the same time, give managers a tool for

monitoring their employees’ performance.

What is a GOAL?

Goal :

The purpose toward which an endeavor is

directed; an end; an objective.

Goal Setting:

To set or adjust for proper functioning.

Ω Problem Statement Ω Mapping Ω Strategic Direction Conclusion

Setting goals is a means of identifying and plotting how you are going to achieve your aims in life. By writing down your goals you are committing yourself to accomplishing them; therefore, make sure that your goals are important to YOU!!!!!

1. What personal goals do I have for myself over the next few years?

2. What skills do I want to develop in myself to help me achieve my goals?

3. What opportunities are there that I can

leverage to gain the skills needed to achieve my goals?

4. What will I do when I return home from

this conference to take advantage of these opportunities? What can I do RIGHT NOW?

Question?

(Apa yang akan Anda capai dlm wkt dekat ini?)

(Kemampuan apa saja…….. utk mencapainya?)

(Peluang apa saja….Kemampuan ---tercapai?)

Format Setting GOAL

Seven goal areas

Family/home

Social

Educational

Religious

Achievement/recognition

Career

Physical/health

Ω Problem Statement Ω Mapping Ω Strategic Direction Conclusion

There are three types of people

1. Ones that make things happen

2. Those that let it happen

3. And the ones that don’t know what happened.

What one are you going to be?

Ω Problem Statement Ω Mapping Ω Strategic Direction Conclusion

Program Kerja

By : Kanaidi, SE., M.Si , cSAP kanaidi@yahoo.com ..08122353284

Pengertian Program Kerja

• Program Kerja disebut juga Agenda Kegiatan. Yaitu suatu rencana kegiatan organisasi yang dibuat untuk jangka waktu tertentu yang disepakati oleh pengurus organisasi.

• Program kerja harus dibuat secara sistematis, terpadu, terperinci serta terarah, sebab program kerja sebagai pegangan dalam mencapai tujuan organisasi

Tahapan Penyusunan Program Kerja

1. Research and Listening

2. Planning and Decision Making

3. Communication and Action

4. Evaluation

Hal-hal yang perlu diperhatikan dalam

penyusunan program kerja

1. SWOT analysis

Strenght (kekuatan organisasi)

Sejauhmana organisasi memiliki kemampuan serta keunggulan baik SDM maupun SDA

Weeknesses (kelemahan organisasi)

Setiap organisasi memiliki kelemahan, bagaimana mengatasinya.

Opportunity (peluang bagi organisasi)

Organisasi menganalisis peluang-peluang untuk mencapai target atau sasaran (goals)

Threats (ancaman bagi organisasi)

Organisasi menganalisis serta mampu mengantisipasi ancaman Internal dan Ekternal yang dimungkinkan akan terjadi

2. Waktu

Kapan kegiatan akan dilaksanakan, time schedule dibuatkan

3. Siapa yang melaksanakan dan apa tugas-tugasnya

Pembagian tugas sesuai kompetensi yang dimiliki anggota, serta dibuatkan deskripsi tugas (job description)

4. Program kerja yang dibuat harus lebih baik dari realisasi kerja periode sebelumnya.

• Setelah program kerja disusun, maka dibahas pada “rapat kerja” selanjutnya dikembangkan melalui pembagian tugas (organizing and staffing), pemimpin menetapkan “target kerja” yang harus dicapai sesuai dengan tugas masing-masing anggota organisasi, dalam proses kerjanya diberikan arahan (directing) serta dilakukan pengawasan (controlling) agar terarah sesuai program yang telah dibuat bersama.

Hal ini sesuai dengan “Fungsi Manajemen” :

• Planning

• Organizing and Staffing

• Directing

• Controlling

By : Kanaidi, SE., M.Si , cSAP kanaidi@yahoo.com ..0812 2353 284

Dignity Action Plan – Planning Process Steps

Step 1

Identify and describe aDIGNITY PROBLEM

Step 2

What are the CAUSES?

Step 3

What are the FACTORS?

Step 5

Create ACTION PLAN(and carry it out)

Step 6

Were you SUCCESSFUL?

Step 4

What are my OPTIONS?

If not ...try again!

Action Planning Step 5: Create the Plan - Goals & Objectives (C)

Have you a clear GOAL? (Single clear sentence of overall target)

What are your OBJECTIVES? Are your Objectives SMART?

• Specific

• Measurable

• Achievable

• Realistic

• Timed

Action Planning Step 5: Create the Plan - Goals & Objectives (D)

Have you a clear GOAL? (Single clear sentence of overall target) What are your OBJECTIVES? Are your Objectives SMART?

• Specific

• Measurable

• Achievable

• Realistic

• Timed

• Inspiring • Enthusiasm Generating • Sustainable

SMARTIES !

Objectives of M&E

• Informing budget allocation decisions • Supporting government planning at the national, sub

national, local and sectoral level • Helping the management of programs and the provision

of public services. Element of any results based management system

• Accountability of local governments and central

agencies

Building blocks of the supply side

• Improve Statistics and National Statistical Systems: – household surveys, sectoral surveys and censuses

– Better administrative records and sectoral statistics

– Integration of systems for the production of input and outcome indicators

– Increasing need for regional and local level data

• To feed the production/maintenance of these tools – Sectoral/program Monitoring systems

– Central Monitoring systems (Systems of presidential goals).

– Performance evaluation systems.

– Process evaluations

– Rapid Assessments

– Impact evaluation

– Ex-ante evaluations of investment projects

Effective Utilization of the System Increasing Demand

• Increase the consciousness of potential users of what the system offers

and its importance (congress, NGO’s, academia etc)

• Set standards of quality of information which create trust

• Foster a strong communication channels between producers and users.

• Produce information (data , indicators, evaluations) which will be used

• Incentives for managers, sectoral officials, budget officials, congress, etc. so that they use the information

• One or more leaders who persuade and motivate the government to keep advancing in this area

What should a M&E System Measure?

Source: Adapted from ADB (2006) Introduction to Results Management, p. 7 World Bank (2001) PRSP Sourcebook, p. 108.

Access to, use of, and satisfaction with

services

Effects on dimensions of well-being

Goods and services produced

Tasks undertaken to transform inputs to

outputs

Financial, human and material resources

Outcomes

Impact

Outputs

Activities

Inputs

School enrollment rates

Improve literacy

Number of schools built; textbooks, etc.

Building of schools Distribution of textbooks, etc.

Spending on primary education

Indicative Example: The Results Chain