Edy Wuryanto

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Where are we currently?

Where do we want to go?

How will we get there?

• Suatu proses dimana manajemen proses menetapkan pengarahan jangka panjang dari kinerja organisasi dengan menjamin formulasinya yang hati-hati, implementasinya yang tepat dan evaluasi terus menerus dimana strategi dibuat.

• Manajemen organisasi berdasar pada visi dan misi (Huber, 2009)

• A set of managerial decisions and actions that determines the long-run performance of an organization

• Memulai (merubah) bisnis – penetapan strategi sangat kritis.

• Formula sukses

• Membuat keputusan - arah organisasi di masa mendatang – pertumbuhan, renewal, transformasi dan implementasi kebijakan-kebijakan.

• Di bagi – strategic planning & strategy implementation.

Strategic Planning

Membuat keputusan tentang :• Determining the organization’s mission;• Formulating policies to guide the organization in

establishing objectives, choosing a strategy, and implementing the chosen strategy;

• Establishing long-range and short-range objectives to achieve the organization’s mission;

• Determining the strategies that are to be used in achieving the organization’s mission

Strategy Implementation

• Developing the organizational structure to achieve the strategy

• Identifying & quantifying the resources required to support the achievement of the objectives

• Ensuring that the activities necessary to accomplish the strategy are performed effectively

• Monitoring the effectiveness of the strategy in achieving the organization’s objectives.

Ch 1 -8

• MANFAAT NONFINANSIAL– Enhanced awareness of threats– Improved understanding of competitors’

strategies– Increased employee productivity– Reduced resistance to change– Clearer understanding of performance-reward

relationship– Enhanced problem-prevention capabilities

• Manajemen organisasi – tanggung jawabnya• Memantapkan iklim kerja terkait manajemen setrategi• Menjamin desain proses sesuai dengan karakter dan

spesifikasi organisasi• Melibatkan diri dalam mengerjakan rencana• Menjami adanya evaluasi dan feedback• Melaporkan hasil proses manajemen strategi kepada

dewan direktur

• Membantu pimpinan dalam melaksanakan tanggung jawabnya

• Koordinasi rencana di devisi atau bagian• Membantu manajemen puncak memaikirkan sistem

rencana• Menyiapkan analisis lingkungan bagi pedoman untuk

devisi• Mengembangkan rencana organisasi keseluruhan

untuk manajer puncak

FAKTOR YANG MEMPENGARUHI STRATEGI…

Statistical Institute of Jamaica

STRATEGIC ACTION PLANNING

SWOT Analysis

VISION

STRATEGIC AREAS FOR DEVELOPMENTSTRATEGIC OBJECTIVES

Strategic Action 4

Strategic Action 3

MISSION

Internal EnvironmentStrengthsWeaknesses- Value systems- Culture- Staffing- Support systems, operating environment

The long range objectives that will drive the development process and stretch the organization to achieve them.

External EnvironmentOpportunitiesThreats- The changing environment- The demand for new products- The economic environment- Availability of resources

Strategic Action 2

Strategic Action 1

EVALUATION/FEEDBACK

The reason for the existence of the organization & establishes the values, beliefs & guidelines for the conduct of business

• Mission is the reason for which the organization exists & what it will do. It describes the products/services to be supplied, the markets to be served and the technology to be applied, if critical.

• Vision Statement answers the question, What do we want to become? It is futuristic and long term.

• What business are we in now?• What business do we want to be in?• What do our customers expect of us now?• What will be the customers’ expectation in the future?• Who are our customer now?• Who will be our customers in the future?• Who are our current stakeholder (other than customer)?• How will those stakeholder change in the future? What about their expectations?• Who are our primary competitors currently?• Who will be our competitors in he future?• What about partners, now and in the future?• What will be the effect of technology?• What happening in the environment now and in the future that may affect us?

• Strengths• Weaknesses

– Value systems– Culture– Staffing – human resource management– Organizational Capital– Support systems in the operating environment– Financial capital

• Opportunities• Threats

– The changing environment– The demand for new products & competition– The economic environment– Availability of resources– The culture of the population– The regulatory framework

• STRATEGI LEVEL – Perusahaan : apa bisnis organisasi yang

dialokasikan ? Bgm sumber daya bisnis tersebut ?

– Global– Fungsional– Bisnis : bgm individu/unit dipilih untuk

kompetisi industri spesifik ? Bgm sumber daya dialokasikan ?

TINGKATAN/URAIAN

PERUSAHAAN BISNIS FUNGSIONAL

Tingkat tanggung jawab manajemen

Manajemen puncak

Manajer menengah atas atau manajer divisi atau manajer puncak untuk perusahaan produk tunggal

Operator fungsi manajer

Bidang Dalam organisasi Single bisnis atau perusahaan tunggal

Area fungsionalArea geografisArea produkArea pelanggan

Jangka waktu Jangka panjang 3-5 tahun

Jangka menengah 1-3 tahun

Jangka pendek 0-1 tahun

Spesifikasi Statemen umum atau pengarahan dan maksud tujuan

Konkret dan orientasi operasional

Orientasi pelaksanaan kegiatan

• Vertical integration• Diversification• Strategic alliances• Acquisitions• New ventures• Business portfolio

restructuring

• Multidomestic• International• Global• Transnational

• Focus is on improving the effectiveness of operations within a company.– Manufacturing– Marketing– Materials management– Research and development– Human resources

• Cost leadership– Attaining, then using the lowest total cost basis

as a competitive advantage.• Differentiation

– Using product features or services to distinguish the firm’s offerings from its competitors.

• Market niche focus– Concentrating competitively on

a specific market segment.

IMPLEMENTASI STRATEGI• Designing organizational structure• Designing control systems

– Market and output controls– Bureaucratic controls– Control through organizational culture– Rewards and incentives

• Matching strategy, structure, and controls– Congruence (fit) among strategy,

structure, and controls

StructureStructure

StrategyStrategy

ControlsControls

PERUBAHAN MANAJEMEN STRATEGI

• The only constant is change.• Success requires adapting strategy and

structure to a changing world.• The feedback loop in

strategic planning.CorporateCorporate

FunctionalFunctional

BusinessBusinessOperationalOperational

STRATEGI KEPEMIMPINAN• Vision, eloquence, and consistency• Commitment to the vision• Being well informed• Willingness to delegate and empower• Astute use of power• Emotional intelligence

FAKTOR YANG MEMPENGARUHI KEBERHASILAN PERUBAHAN MANAJEMEN STRAREGI DALAM

KEPERAWATAN

FAKTOR STRATEGI•Change appropriateness (Paré et al., 2011)•Vision clarity (Paré et al., 2011, Fagerstrom and Salmela, 2010)•Change efficacy (Paré et al., 2011)•The presence of an effective project champion (Paré et al., 2011, Gallagher et al., 2010)•Culture management and change (Konteh et al., 2011, Trerise, 2010); •Overall sense of progressiveness in the department (Stoller, 2010) •Celebrating wins (Stoller, 2010) •Systematic use of change management processes (Nyström, 2009)•Systems based approaches to change and improvement (Johnson et al., 2009)•Micro politics (Ward et al., 1998)

FAKTOR ORGANISASI

•A range of change and development strategies (Paré et al., 2011, Christensen, 2009, Simpson and Doig, 2007)

•Organisational flexibility (Paré et al., 2011)

•Recruiting of staff with skills in service transformation, redesigning roles (Macfarlane et al., 2011)

•Creating new roles (Macfarlane et al., 2011) •Enhancing workforce planning (Macfarlane et al., 2011)

•Linking staff development to local needs (Macfarlane et al., 2011)

•Creating opportunities for shared learning and knowledge exchange (Macfarlane et al., 2011, Bess et al., 2011, Carr and Clarke, 2010, Tolson et al., 2008, Taylor and Wright, 2004)

•Clear outcome and performance measures (Almaden et al., 2011, Masso et al., 2010, Gertner et al., 2010, Gabrielson, 2009).

FAKTOR MANAJEMEN•Senior management involvement in and support of change and practice development strategies (Paré et al., 2011, Currie et al., 2007)

•Effective, strategic leadership (Stoller, 2010, Baillie and Gallagher, 2010, Caccia-Bava et al., 2009)

•Awareness of clinicians’ attitudes, motivation and concerns about change, and their willingness to participate in the change process (McMurray et al., 2010, McEwan et al., 2010, Baillie and Gallagher, 2010)

•Building credibility and trust through transparent communication (Chreim et al., 2010, Carr et al., 2009)

•Involvement of key stakeholders (Kitson, 2009, Eve, 2004).

FAKTOR TEAMWORK/KLINIS

•Weighing up of burden and benefit for specific professional groups (Paré et al., 2011)

•Collective self-efficacy (Paré et al., 2011)

•Employee involvement in and commitment to the change and practice development (Stoller, 2010, Nyström, 2009) (Pryor and Buzio, 2010)

•Professional competence and self awareness on the part of professionals (McCormack et al., 2010b)

•Adequate preparation for change (Badge et al., 2010)

•Staff feel ownership of change (Kingdon, 2009, Dempsey, 2008).