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Kanaidi, SE., M.Si(sebagai Pemateri) Photo Bersama para Peserta
Pelatihan STRATEGIC PLANNING Politeknik ATMI Surakarta
di Hotel Majesty-Bandung, 21-22 Januari 2016
http://www.slideshare.net/KenKanaidi/pelatihan-strategic-planning-politeknik-atmi-surakarta-di-hotel-majestybandung-2122-januari-2016
http://www.slideshare.net/KenKanaidi/pelatihan-strategic-planning-politeknik-atmi-surakarta-di-hotel-majestybandung-2122-januari-2016http://www.slideshare.net/KenKanaidi/pelatihan-strategic-planning-politeknik-atmi-surakarta-di-hotel-majestybandung-2122-januari-2016http://www.slideshare.net/KenKanaidi/pelatihan-strategic-planning-politeknik-atmi-surakarta-di-hotel-majestybandung-2122-januari-2016http://www.slideshare.net/KenKanaidi/pelatihan-strategic-planning-politeknik-atmi-surakarta-di-hotel-majestybandung-2122-januari-2016http://www.slideshare.net/KenKanaidi/pelatihan-strategic-planning-politeknik-atmi-surakarta-di-hotel-majestybandung-2122-januari-2016http://www.slideshare.net/KenKanaidi/pelatihan-strategic-planning-politeknik-atmi-surakarta-di-hotel-majestybandung-2122-januari-2016http://www.slideshare.net/KenKanaidi/pelatihan-strategic-planning-politeknik-atmi-surakarta-di-hotel-majestybandung-2122-januari-2016http://www.slideshare.net/KenKanaidi/pelatihan-strategic-planning-politeknik-atmi-surakarta-di-hotel-majestybandung-2122-januari-2016http://www.slideshare.net/KenKanaidi/pelatihan-strategic-planning-politeknik-atmi-surakarta-di-hotel-majestybandung-2122-januari-2016http://www.slideshare.net/KenKanaidi/pelatihan-strategic-planning-politeknik-atmi-surakarta-di-hotel-majestybandung-2122-januari-2016http://www.slideshare.net/KenKanaidi/pelatihan-strategic-planning-politeknik-atmi-surakarta-di-hotel-majestybandung-2122-januari-2016http://www.slideshare.net/KenKanaidi/pelatihan-strategic-planning-politeknik-atmi-surakarta-di-hotel-majestybandung-2122-januari-2016http://www.slideshare.net/KenKanaidi/pelatihan-strategic-planning-politeknik-atmi-surakarta-di-hotel-majestybandung-2122-januari-2016http://www.slideshare.net/KenKanaidi/pelatihan-strategic-planning-politeknik-atmi-surakarta-di-hotel-majestybandung-2122-januari-2016http://www.slideshare.net/KenKanaidi/pelatihan-strategic-planning-politeknik-atmi-surakarta-di-hotel-majestybandung-2122-januari-2016http://www.slideshare.net/KenKanaidi/pelatihan-strategic-planning-politeknik-atmi-surakarta-di-hotel-majestybandung-2122-januari-2016http://www.slideshare.net/KenKanaidi/pelatihan-strategic-planning-politeknik-atmi-surakarta-di-hotel-majestybandung-2122-januari-2016http://www.slideshare.net/KenKanaidi/pelatihan-strategic-planning-politeknik-atmi-surakarta-di-hotel-majestybandung-2122-januari-2016http://www.slideshare.net/KenKanaidi/pelatihan-strategic-planning-politeknik-atmi-surakarta-di-hotel-majestybandung-2122-januari-2016http://www.slideshare.net/KenKanaidi/pelatihan-strategic-planning-politeknik-atmi-surakarta-di-hotel-majestybandung-2122-januari-2016http://www.slideshare.net/KenKanaidi/pelatihan-strategic-planning-politeknik-atmi-surakarta-di-hotel-majestybandung-2122-januari-2016http://www.slideshare.net/KenKanaidi/pelatihan-strategic-planning-politeknik-atmi-surakarta-di-hotel-majestybandung-2122-januari-2016http://www.slideshare.net/KenKanaidi/pelatihan-strategic-planning-politeknik-atmi-surakarta-di-hotel-majestybandung-2122-januari-2016http://www.slideshare.net/KenKanaidi/pelatihan-strategic-planning-politeknik-atmi-surakarta-di-hotel-majestybandung-2122-januari-2016http://www.slideshare.net/KenKanaidi/pelatihan-strategic-planning-politeknik-atmi-surakarta-di-hotel-majestybandung-2122-januari-2016http://www.slideshare.net/KenKanaidi/pelatihan-strategic-planning-politeknik-atmi-surakarta-di-hotel-majestybandung-2122-januari-2016 -
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Para Peserta secara serius mengikuti Materi
Pelatihan STRATEGIC PLANNING Politeknik ATMI Surakarta
di Hotel Majesty-Bandung, 21-22 Januari 2016
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SWOT Analysis
The SWOT Analysis framework is a veryimportant 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 businessperson.
A clear understanding of SWOT is required
for business majors.
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A scan of the internal and external environmentis 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
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A planning exercise in which managers identify: Internalorganizational strengths and
weaknesses.
Strengths (e.g., superior marketing skills)
Weaknesses (e.g., outdated production
facilities)
Externalopportunities and threats.
Opportunities (e.g., entry into new related
markets).
Threats (increased competition)
What is a SWOT Analysis
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SWOT Analysis
Strengthsidentifying existing organisational
strengths
Weaknessesidentifying existing organisational
weaknesses Opportunitieswhat market opportunities might
there be
for the organisation to exploit?
Threatswhere might the threats
to the future success come from?
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The SWOT Matrix
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A strength can be a competitive
advantage like
- Superior product
quality- Lowest price
- Best expertise
- Location
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A weakness can be a disadvantage suchas
- A tired brand
- Inferior location- High overheads
- A lack of R&D
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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
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A threat can be
- Unfavourable regulation
changes
- A new entrant into themarket
- Problems with the
economy
- Market shrinkage
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TOWS Matrix
(from SWOT Analysis)
Prentice Hall, 2006
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Strategies that can come from SWOT Analysis
S-O
W-O
S-T
W-T
TOWS Matrix
(from SWOT Analysis)
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SWOT Interactions
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MIND MAPPINGVISUAL REVISION TECHNIQUES
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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!
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What are mind maps?
Mind maps are not spider diagrams.
A mind map is a diagram used to representthemes of understanding linked a central keyword or idea
Mind maps are, by definition, a graphical methodof taking notes. Their visual basis helps one todistinguish words or ideas, often with colours andsymbols.
They generally take a hierarchical or tree branchformat, with ideas branching into theirsubsections
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Key features of mind maps
The process starts around a central idea orpicture
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
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V LU S
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Values
What is your definition of
Values?Values are core beliefs or desires
that guide or motivate our attitudes
and actions
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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?
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Values
Character Traits
Loyalty, enthusiasm, openness to others
Codes of Ethics
Hippocratic Oath
Ten Commandments
BSAs Outdoor Code ...
Goals
Living a healthy life
Caring for others
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Values
The Scout Oath and
The Scout Law
are statements of
Scoutings Values
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Values
Acting in accord with our beliefs and
values is one of the greatest challenges
each of us faces every day.
Its true for individuals in all aspects of life
and equally true for organizations of
every kind and size.
Eric Harvey and Alexander Lucia
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Vision Statement
Boy Scouts of America
The Boy Scouts of America is the nations 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 Americas communities and families with its quality,values-based program.
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Reviewing:
Values, Mission, and Vision
ValuesCore beliefs or desires thatguide or motivate our attitudes and our
actions. MissionEncapsulates the values and
articulates the overall, long-term
objective. VisionA picture of success and therelated plan of action.
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Strategic Business
Vision, Mission & Purpose
By :Kanaidi, SE., M.Si , cSAP
[email protected] ..08122353284
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31
Vision
An attractive, ideal future that is
credible yet not readily
available
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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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34
The Nature of the
Vision
Current
reality
Staying the course
Vision
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35
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
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NE-II-159 36
Vision
A visionis a picture of future success.
A vision forms when we think far enough ahead torealize there will be important challenges that
we can prepare for now.
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Vision: A mental picture of what the organizationshould look like in the future
Visioning involves a community of people developing
ideas and setting the stage.
Defining Vision
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NE-II-159 38
Vision
Criteria for a Meaningful Vision
A visionengages the heart and the spirit.
... leads toward a worthwhile goal.
... gives meaning to an effort.
... is simple.
... is attainable. ... can change over time.
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NE-II-159 39
Vision
Nothing happens unless first a dream.
Carl Sandburg
Example
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Mission
The organizations core broadpurpose and reason for
existence
Two critical parts:
Core values guide the organization
Core purpose is why the organization exists
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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, costsavings to organization, product quantity, product quality,lower absenteeism, lower turnover and customersatisfaction of product/service we provide.
Defining Mission
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What Is Our Business?
Mission statement
a declaration of an organizations reason for
being.
answers the pivotal question What is ourbusiness?
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 ofpurpose, a statement of philosophy, a statement
of beliefs, and a statement of business principles
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Mission
A missionis a brief statement that reflects the core
values of an organization.
A missioncommunicates an organizations long-
term objectives
why the organization exists.
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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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NE-II-159
46
Mission StatementSupported 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 benefitshumanity Merck
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NE-II-159
47
Mission StatementSupported 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 Disneymagic Walt Disney
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NE-II-159
48
Mission Statements
To establish Starbucks as the premierpurveyor of the finest coffee in the world whilemaintaining our uncompromising principles aswe grow Starbucks Coffee
To solve unsolved problems innovatively 3M
To offer all the fine customers in ourterritories all of their household needs in amanner in which they continue to think of usfondly Wal-Mart
Example
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FISHBONECause-and-Effect Diagram
By :Kanaidi, SE., M.Si , cSAP
[email protected] ..0812 2353 284
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Why implement this?
It increases knowledge of theprocess by helping everyoneto learn more about thefactors at work and how theyrelate.
It identifies areas where data
should be collected for furtherstudy.
EXAMPLE OF A BUSINESS PROCESS
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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 orEFFECT to be analyzed.
PUTTING CAUSE-AND-EFFECT DIAGRAM TO TEST: STEP 2
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STEP 1:
Identify and clearly define the outcome orEFFECT 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
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STEP 2:
Draw a horizontal arrow pointing to the
right. This is the spine.
To the right of the arrow, write a briefdescription of the effect or outcome
which results from the process. Draw a box around the description of the
effect.
Draw the SPINE and createthe EFFECT box.
CAUSE-AND-EFFECT DIAGRAM, updated with STEPS 1 & 2
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STEP 3:
Establish main causes, or categories,
under which other possible causes will belisted.
3Ms and PMethods, Materials,Machinery, and People
4PsPolicies, Procedures, People, andPlant
Environment
Identify the main CAUSES contributing to theeffect being studied.
CAUSE-AND-EFFECT DIAGRAM, updated with STEPS 1, 2 & 3
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STEP 3:
Identify the main CAUSES contributing to theeffect being studied.
Write the main categories your team has
selected to the left of the effect box. Draw someabove and below the spine.
Draw a box around each category label and use
a diagonal line to form a branch from the box tothe spine.
CAUSE-AND-EFFECT DIAGRAM, updated with STEPS 1, 2 & 3
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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 otherspecific factors which may be the CAUSES of
the EFFECT.
CAUSE-AND-EFFECT DIAGRAM, updated with STEPS 1, 2, 3 & 4
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STEP 5:
You can do this by asking a
series of WHY questions.
Identify more detailed levels of causes andcontinue organizing them under related
causes or categories.
CAUSE-AND-EFFECT DIAGRAM , updated with STEPS 1, 2, 3, 4 & 5
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STEP 5:
Identify more detailed levels of causes andcontinue 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
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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 ofdetail for most of the categories.
Analyze the diagram.
CAUSE-AND-EFFECT DIAGRAM, completed
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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 causesmay 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
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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 causesthat you can take action on.
CAUSE-AND-EFFECT DIAGRAM, completed
G l
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GoalsSetting
HM MBT OKTOBER 2009 62
By : Kanaidi, SE., M.Si , cSAP
[email protected] ..0812 2353 284
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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
Problem Statement Mapping Strategic Direction Conclusion
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Goals can give employees control over their own jobs
and, at the same time, give managers a tool for
monitoring their employees performance.
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Question?
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1. What personalgoals do I have for myself
over the next few years?
2. What skillsdo I want to develop in myself
to help me achieve my goals?
3. Whatopportunitiesare there that I canleverage to gain the skills needed to
achieve my goals?
4. What will I do when I return home from
this conference to take advantageof 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 Settin GOAL
Seven goal areas
http://localhost/var/www/apps/conversion/tmp/scratch_5/2.1a.%20FORMAT_PRAKTEK%20Setting%20GOAL.docxhttp://localhost/var/www/apps/conversion/tmp/scratch_5/2.1a.%20FORMAT_PRAKTEK%20Setting%20GOAL.docx -
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Seven goal areas
Family/homeSocial
Educational
Religious
Achievement/recognition
Career
Physical/health
Problem Statement Mapping Strategic Direction Conclusion
There are three typesof people
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yp p p
1. Ones that make things happen
2. Those that let it happen
3. And the ones that dont knowwhathappened.
What one are you going to be?
Problem Statement Mapping Strategic Direction Conclusion
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Program Kerja
By :Kanaidi, SE., M.Si , cSAP
[email protected] ..08122353284
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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 dalammencapai tujuan organisasi
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Tahapan
PenyusunanProgram Kerja
1. Research and Listening
2. Planning and Decision Making
3. Communication and Action
4. Evaluation
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Hal-hal yang perludiperhatikan dalam
penyusunanprogram kerja
1. SWOT analysis
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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
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2. Waktu
Kapan kegiatan akan dilaksanakan, timescheduledibuatkan
3. Siapa yang melaksanakan dan apa tugas-
tugasnyaPembagian 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
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Setelah program kerja disusun, maka dibahas
pada rapat kerja selanjutnya dikembangkan
melalui pembagian tugas (organizing andstaffing), 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.
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Hal ini sesuai dengan Fungsi
Manajemen :
Planning
Organizing and Staffing Directing
Controlling
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By :Kanaidi, SE., M.Si , cSAP
[email protected] ..0812 2353 284
Dignity Action PlanPlanning Process Steps
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Step 1
Identify and describe a
DIGNITY PROBLEM
Step 2
What are theCAUSES?
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)
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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)
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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 !
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Objectives of M&E
Informing budget allocation decisions
Supporting government planning at the national, subnational, local and sectoral level
Helping the management of programs and the provisionof public services. Element of any results basedmanagement system
Accountability of local governments and centralagencies
Building blocks of the supply side
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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
Eff ti Utili ti f th S t
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Effective Utilization of the SystemIncreasing Demand
Increase the consciousness of potential users of what the system offersand its importance (congress, NGOs, 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 tokeep advancing in this area
What should a M&E System Measure?
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What should a M&E System Measure?
Source: Adapted from ADB (2006) Introduction to Results Management, p. 7World Bank (2001) PRSP Sourcebook, p. 108.
Access to, use of, andsatisfaction with
services
Effects on dimensions ofwell-being
Goods and servicesproduced
Tasks undertaken totransform inputs to
outputs
Financial, human andmaterial resources
Outcomes
Impact
Outputs
Activities
Inputs
School enrollmentrates
Improve literacy
Number of schoolsbuilt; textbooks, etc.
Building of schoolsDistribution of
textbooks, etc.
Spending onprimary education
Indicative Example:The Results Chain
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