manajemen strategik full

8/18/2019 Manajemen Strategik Full

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POKOK BAHASAN ANTARA LAIN :LINGKUNGAN ALAMLINGKUNGAN SOSIALLINGKUNGAN TUGAS:ANALISIS INDUSTRICOMPETITIVE INTELEGENCE(KECERDASAN DALAM BERTANDING)


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A$a"#.#. L#$%k&$%a$I$t !$a"

KELOMPOK

DISUSUN OLEH:

A!#5 S#a+a W#* *D ./ N&!'a"a.a!#L&k'a$ Na.&t# $


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Internal ForcesInternal Forces

ManagementManagementMarketingMarketing

DistributionDistribution

Production/

Operations

Production/

OperationsResearch &DevelopmentResearch &Development

PurchasingPurchasing

ManufacturingManufacturing


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•

Strategic Intent :• A*a"a+ ' 'a$5aatka$ .&' ! *a/a

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• Strategic Mission :• A*a"a+ - !$/ataa$ t&4&a$ &$#k *a$

"#$%k&- - !a.# - !&.a+aa$ *a"a'"#$%k&- -! *&k *a$ -a.a!


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•

Daya saing strategis dicapai apabila sebuahperusahaan dengan baik merumuskan sertamenerapkan strategi pencipta nilai.

• Keunggulan bersaing diperoleh ketika perusahaanmampu menjadikan banyak aktivitas berlainan yangdilakukan oleh perusahaan digabungkan dalam suaturantai yang dapat memberikan konstribusi nilai yangmemberikan margin maksimal bagi perusahaan( melaksanakan aktivitas-aktivitas yang penting secara

strategis dengan lebih murah atau lebih baik dibandingpesaing).


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D#5 ! $.#a.D#5 ! $.#a. ##•

D#5 ! $.#a.# a*a"a+ ' $%a' #" - "a$%%a$ . a%a# t#t#k- !+at#a$ &ta'a0 St!at %# #$# ' $#t#k !atka$ -a*a' ' a$%&$ - !. -.# - ' "# aka$ k &$%&"a$ k&a"#ta.,* .a#$ -! *&k, t k$ " %#, 4a!#$%a$ *#.t!# &.#, #'a% !at,

a+a$ ata& - "a/a$a$0• P !./a!ata$ &$t&k .t!at %# #$# a*a"a+ :

• Ketrampilan dan Sumberdaya Umum yang di perlukan – kemampuan pemasaran yang kuat – bakat yang kreatif – perekayasaan produk – kemampuan yang kuat dalam riset dasar – reputasi korporat untuk kepemimpinan mutu dan

teknologi – strategi yang lama dalam industri atau gabungan yang

unik dari ketrampilan yang diambil dari usaha-usaha yanglain – kerjasama yang kuat dari saluran-saluran.

• Persyaratan Organisasi Umum – koordinasi yang kuat antara fungsi-fungsi dalam riset dan

pengembangan produk dan pemasaran. – Pengukuran dan insentif yang subyektif. – Suka menarik tenaga yang kreatif.


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. a%a# .&' ! k '- t $.# k+&.&.0

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C $t• Ga &$%a$ #a/a . "&!&+ akt#2#ta. *#

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PROFIL PERUSAHAANANALISIS INTERN PERUSAHAAN

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BUDAYAB&*a/a P !&.a+aa$ a*a"a+ . k&'-&"a$ k /ak#$a$, +a!a-a$ *a$

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P .#.# *a$ S %' $ta.#

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.a'a "a#$0

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KEUANGAN T&%a. 'a$a4 ! k &a$%a$ a*a"a+ ' $% "a *a$a0 Ma$a4 !

k &a$%a$ ' $ $t&ka$ .&' ! *a$ - $%%&$aa$ *a$a /a$%t ! a#k *a$ ' $% $*a"#ka$ - $%%&$aa$$/a0

P $% ta+&a$ *a$ k %&$aa$ t k$#k %a* (al Bu#+e( !+(- $%a$%%a!a$ ' *a") ' !&-aka$ .&' ! *a/a k &a$%a$ /a$%

- $t#$%0

Da2#* H&$% ! J :9 9


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OPERASI (PEMANUFAKTURAN ATAU JASA)

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t !t $t& -a*a +a!%a /a$% .&*a+ *#t $t&ka$ -&"a *a$

*a"a' 8akt& /a$% .&*a+ *# a%#ka$

Da2#* H&$% ! J :9 >


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SISTEM INFORMASI T&%a. &ta'a 'a$a4 ! #$5 !'a.# a*a"a+ ' !a$1a$% *a$' $% " "a a"#!a$ #$5 !'a.# *a"a' !%a$#.a.# * $%a$ 1a!a3

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*#.#'-a$ *a$ *#%a &$%ka$ *a"a' .&at& ' t * t !t $t&. +#$%%a $a$t#$/a *a-at ' $4a*# 4a8a a$ ata.

- !ta$/aa$3- !ta$/aa$ - !a.# $a" *a$ .t!at %#.

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.#.t ' #$5 !'a.# *a-at ' ' a$t& -a!a 'a$a4 ! *a!# ! a%a#+#!a!k# &$t&k ' ' &at k -&t&.a$3k -&t&.a$ !&t#$(t !-! %!a')0• .#.t ' #$5 !'a.# *a-at ' $/ *#aka$ #$5 !'a.# /a$% - !"&

a%# 'a$a4 ' $ &$t&k ' ' &at .&at& k -&t&.a$ .t!at %#.(t#*ak t !-! %!a')0

Da2#* H&$% ! J :9


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90 SIGIT PURNOMO0 NUR VITRIANI

;0 TURAH HANDAYANI


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# $

%

&

90 STRATEGI DIREKSIONAL

0 STRATEGI PERTUMBUHAN;0 ANALISIS PORTOFOLIO>0 CORPORATE PARENTING


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Perusahaan yang melakukan bisnis harusterus tumbuh agar dapat bertahan.

Pertumbuhan yang berkelanjutan berartipenjualan yang meningkat

Perusahaan dapat tumbuh melalui

pengembangan internal denganmelakukan ekspansi secara global atausecara domestik

#. Merger'. (kuisisi&. (liansi strategis


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A-aka+ - !t&' &+a$ 2 !t#ka" " #+ a#k*a!#-a*a - !t&' &+a$ + !#. $ta"

A-aka+ - !t&' &+a$ #$! !$a" " #+ a#k

*a!# - !t&' &+a$ k.t !$a"

B !k $aa$ * $%a$ .t!at %# *#2 !.#7ka.#'aka - $ "#t#a$ ' $/#'-&"ka$ a+8a

+& &$%a$ a$ta!a k t !ka#ta$ *a$ k#$ !4aa*a"a+ k&!2a "#$# !


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#. Strategi stabilitas'. Strategi berhenti sejenak atauberlanjut dengan )aspada

&. Strategi tidak berubah*. Strategi laba%. Strategi pengurangan$. Strategi berputar+. Strategi perusahaan terikat,. Strategi jual habis atau di estasi

. Strategi kebangkrutan atau likuidasi


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M !&-aka$ a"at a$t& *a"a'' $% ' a$%ka$ .t!at %# - !&.a+aa$-a*a - !&.a+aa$ '&"t# #.$#.0

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o Mat!#k - !t&' &+a$ -a$%.a BCGo

La/a! #.$#. GE ( % $ !a" " kt!#k )


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&$#t #.$#. *#'a$a k#$ !4a *a-at*#t#$%katka$

;0M $%a$a"#.a . !a-a a#k #$*&k- !&.a+aa$ ' '#"#k# k . .&a#a$* $%a$&$#t #.$#.


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T ". A$a"#.#. &$t&k ' $%%a' a!ka$.#t&a.# /a$% . *a$% aka$ *#+a*a-# " +

!%a$#.a.#, B&ka$


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Strength /S0 /Kekuatan0 1eakness /10 /Kelemahan0 Opportunity /O0

/kesempatan0

2hreat /20 /(ncaman0


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t#*ak ' $*&k&$% *a"a' ' $1a-a# t&4&a$t !. &t0


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T&4&a$ . "&!&+ $t#ta. #.$#. T+ 7!.t -!# !#t/ 5 ! a"" 1 '-a$/

* 1#.# $.


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0 M $#$%katka$ -! 7t * 2#* $ a%#- ' %a$% .a+a';0 M $#$%katka$ k -&a.a$ ka!/a8a$

*a"a' k !4a>0 M ' !#ka$ 'a$5aat a%# "#$%k&$%a$

'a./a!akat


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D 7$#.#: T 1! at .&.ta#$a " , " $%3t !', a$*

" $% "a.t#$% %! 8t+ 5 2a"& 5 !1&.t ' !., .+a! + "* !., a$* a""'-" / .


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90C&.t ' !M $1#-taka$ $#"a# /a$% " #+ t#$%%#

a%# k $.&' $ *a!#-a*a $#"a# /a$%*#1#-taka$ " + -#+ak - .a#$%0Ka!/a8a$ O!%a$#.a.#

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PERUSAHAAN


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STRATEGI FUNGSIONALSTRATEGI FUNGSIONAL

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INTERNATIONAL

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Managementproblems andrisk




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S i Sk l Ti k


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95/194

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97/194

International Corporatelevel strategy

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INTERNATIONAL


98/194

E$2#! $' $ta" T! $*.I. Ke)ajiban dari keasingan

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Gl b l M k t E tGl b l M k t E t


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Kelompok 7Septia Handayani (2012930035)

Zulfikar ramadhan (2012930044)diandra (2012930003)


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pakah peren!anaan yan" #aik $udah !ukup% pakah peren!anaan $trate"i$ merupakan

pro$e$ &$ekali'pakai %


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Formulasi Strategi Implementasi Strategi

emfoku$kan pada $um#er dayayan" akan di"unakan

emfoku$kan pada $um#er dayayan" digunakan selama organisasiberjalan

emfoku$kan pada efektivitas emfoku$kan pada efisiensi*ro$e$ intelektual *ro$e$ operasional

em#utuhkan keterampilanintuitif dan analisis

em#utuhkan keterampilanmotivasi dan kepemimpinan

en"koordina$i beberapa individu dalam or"ani$a$i

en"koordina$i seluruh individu dalam or"ani$a$i


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Ke#i+akanKe#i+akan adalah pedoman, metode, pro$edur, aturan,#entuk, dan praktik admini$tratif $pe$ifik yan" ditetapkanuntuk mendukun" dan mendoron" upaya menu+u pen!apaian

tu+uan ter$uratKe#i+akan menetapkan #ata$'#ata$, ham#atan, dan limit ata$#era"am +eni$ tindakan admini$tratif yan" dapat diam#iluntuk mem#eri $ank$i dan pen"har"aan ata$ perilaku indi-idu


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+auh dari implementa$i Karya/an yan" terli#at tidak mempunyai kapa#ilita$ untuk

melak$anakan peker+aannya *eker+aan ditin"kat #a/ah tidak mendapat pelatihan yan"

!ukup aktor lin"kun"an ek$ternal yan" tidak terkendalikan

men!iptakan ma$alah u"a$ kun!i .mplementa$i tidak didefini$ikan den"an #aik Si$tem informa$i tidak dapat memantau ke"iatan $e!ara

le#ih #aik


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loka$i $um#er daya merupakan ke"iatan utama darimana+emen $trate"i$

aktor yan" men"ham#at aloka$i $um#er daya yan"efektif

*erlindun"an #erle#ihan ata$ $um#er daya*enekanan yan" terlalu #e$ar pada kriteria keuan"an+an"ka pendek*olitik or"ani$a$i

Sa$aran $trate"i yan" ka#urKeen""anan men"am#il ri$iko


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Konflik dapat lahir di mana $a+a, kapan $a+a, danmeli#atkan $iapa $a+a dalam mana+emen $trate"i$

i"a pendekatan dalam mana+emen konflik*en"hindaran ( avoidance ) pen"a#aian per$oalan den"anharapan konflik akan $ele$ai den"an $endirinya #i$adilakukan +u"a den"an memi$ahkan aktor yan" #erkonflik

efu$i ( defusion ) tidak menekankan per#edaan antarpihakyan" #erkonflik kompromi media$i

Konfronta$i mempertukarkan pihak'pihak yan" #erkonflik$e#a"ai pem#ela+aran


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Struktur akan memen"aruhi aloka$i $um#er daya 6iri'!iri $truktur yan" tidak efektif

erlalu #anyak hirarkierlalu #anyak rapat yan" diikuti oleh terlalu #anyak

pe$ertaerlalu #anyak perhatian yan" difoku$kan untuk

menyele$aikan konflik'konflik antardepartemenerlalu lua$ rentan" kendali

erlalu #anyak tu+uan yan" tidak dapat di!apai


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e$trukturi$a$i pada da$arnya merupakan ke"iatanmen"uran"i $truktur yan" ada dalam or"ani$a$i

e$trukturi$a$i $erin" dilakukan den"an men""unakani$tilah #er#eda'#eda

Downsi ing!ightsi ingDelayering

e$trukturi$a$i dalam $ektor pu#lik poten$ialmelahirkan konflik


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!eengineering menyan"kut menyu$un ulan"atau meran!an" ulan" tu"a$, ker+a, danpro$e$ demi penin"katan atau per#aikan#iaya, kualita$, layanan, dan ke!epatan

Se!ara teoriti$, poten$i konflik pada pro$e$reengineering le#ih ke!il daripadare$trukturi$a$i


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idak ada hu#un"an yan" pa$ti antara $i$tempen""a+ian den"an kiner+a $trate"i

kan tetapi, mem#erikan #onu$ ata$pen!apaian tu+uan tahunan dan tu+uan+an"ka pan+an" merupakan hal yan" la8im


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udaya or"ani$a$i yan" memen"aruhi $trate"i dapat

di#entuk den"an memperhatikan hal'hal #erikutilo$ofi pendirian or"ani$a$ie$ain ruan" dan #an"unanem#eri teladan, pen"a+aran, pelatihan oleh pimpinan

Si$tem kompen$a$i dan $tatu$Ki$ah, le"enda, mito$, dan perumpamaan men"enai oran"'oran" dan ke+adian pentin"

pa yan" diperhatikan, diukur, dikendalikan pimpinan

eak$i pimpinan terhadap peri$ti/a pentin"


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red a-id, Strategic Management , ter+ onoSunardi Manajemen Strategis# Konsep , :akarta*ener#it Salem#a ;mpat, 2009


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Kelompok ,!isusun oleh5 :ulia 6osa de)i"udaepah6oidah lina

Kepemimpinan Strategis5

Membangun LearningOrganization


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Kepemimpinan stratejikadalah kemampuan untukmengantisipasi memberiinspirasi mempertahankan;eksibilitas danmemberdayakan orang lainuntuk menciptakan perubahanstratejik yang diinginkan

Kepemimpinan stratejik perlu


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Kepemimpinan stratejik perludikembangkan karena5◦ Kepemimpinan stratejik

merupakan syarat bagi suksestidaknya strategi

◦ 7anyak organisasi yangkinerjanya buruk akibat tidakdipimpin dengan baik atau

terlalu banyak diatur


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2ugas bagi seorang pemimpinadalah mengarahkan

komitmen semua orang dalamsuatu perusahaan dan parastakeholder di luar perusahaanuntuk meraih perubahan danmengimplementasikan strategiyang dirumuskan


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Pemimpin mengarahkan

komitmen untuk mencapaiperubahan dengan tiga akti itasutama yang saling berkaitan5klari3kasi maksud stratejik/ strategic intent 0mengembangkan organisasi danmembentuk budaya perusahaan


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