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Mohammad Arief

Manajemen Strategik; An Overview. Mohammad Arief. Why a firm need a Strategy. Mintzberg. Setting Direction. STRATEGY. Focussing Effort. Defining the Organization. Providing Consistency. Thinking Strategically: The Three Big Strategic Questions.

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Mohammad Arief

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  1. Manajemen Strategik; An Overview Mohammad Arief

  2. Why a firm need a Strategy Mintzberg Setting Direction STRATEGY Focussing Effort Defining the Organization Providing Consistency

  3. Thinking Strategically:The Three Big Strategic Questions

  4. Strategic Management is an art and science of formulating, implementing and evaluating cross-functional decisions that enable an organization to achieve its objectives (Fred R. David, 2008). Strategic Management is the approaches to grow, attract and please clients, compete successfully and achieve targeted levels of organizational performance(Arthur A. Thompson, 2010) What is Strategic Management?

  5. In ultimate analysis Strategic Management is the Quest for Competitive Advantage. • 4 most frequently used strategic approaches: • Striving to be the industry’s low-cost provider • Outperforming rivals based on quality, diversity, style, technology, value –added services etc • Focusing on a narrow market niche • Developing capability that rivals can’t easily imitate. What is Strategic Management? (contd.)

  6. Strategic Management focuses on Integrating management, Production/operation. Financing/accounting, Marketing, Research & development, MIS What is Strategic Management?(contd.)

  7. Prime Task of Strategic Management Peter Drucker: -- Think through the overall mission of a business. Ask the key question: “What is our Business?”

  8. Integrating Intuition and Analysis The strategic management process attempts to organize quantitative and qualitative information under conditions of uncertainty

  9. Integrating Intuition and Analysis Intuition is based on: • Past experiences • Judgment • Feelings Intuition isuseful for decision making in: • Conditions of great uncertainty • Conditions with little precedent

  10. Integrating Intuition & Analysis Intuition & Judgment Involve Management at all levels Influence all Analyses

  11. Integrating Intuition & Analysis Analytical Thinking Intuitive Thinking

  12. Benefits of Strategic Management Financial Benefits • Improvement in sales • Improvement in profitability • Productivity improvement

  13. Benefits of Strategic Management Non-Financial Benefits • Improved understanding of competitors strategies • Enhanced awareness of threats • Reduced resistance to change • Enhanced problem-prevention capabilities

  14. Poor Reward Structure Fire Fighting Content with Success Overconfidence Prior Bad Experience Fear of Failure Waste of Time Why Some Firms Do No Strategic Planning ?

  15. Strategic planning to satisfy regulatory requirement, • Top management not actively supporting the strategic planning process • Failing to involve key employees in all phases of strategic planning • Becoming so engrossed in current problems that insufficient planning is done • Failing to communicate the strategy to employees who continue working in dark Why Strategic Planning/Management may fail?

  16. A Comprehensive Strategic-Management Model (fred r. David)

  17. Basic Elements of the Strategic Management Process (Wheelen & Hunger)

  18. Task 1 Task 2 Task 3 Task 4 Task 5 Develop a Strategic Vision and Mission Set Objectives Craft a Strategy to Achieve Objectives Implement and Execute Strategy Monitor, Evaluate, and Take Corrective Action Revise as Needed Revise as Needed Improve/ Change Improve/ Change Recycle as Needed The Five Tasksof Strategic Management (Thompson & strickland)

  19. Feedback Major Impact Minor Impact Feedback Proses Manajemen Strategik (Pierce Robinson) Company Mission,SocialResponsibility,and Ethics External Environment ( Global & Domestic) . Remote . Industry .Operating Internal Analysis Strategic Analysis and Choice Long-term Objective Generic and Grand Stretegies Short-term Objectives; Reward System Functional Tactics Policies Organizational Structure, Leadership and Culture Stregic Control,Innovation, and Entrepreneurship

  20. Chapter 3 External Environment Strat. Intent Inputs Strategic Strat. Mission Chapter 4 Internal Environment Strategy Formulation Strategy Implementation Chapter 11 Chapter 5 Chapter 6 Chapter 7 Chapter 12 Actions Bus. - Level Corporate Competitive Corp. - Level Structure Strategy Governance Dynamics Strategy & Control Chapter 9 Chapter 13 Chapter 14 Chapter 8 Chapter 10 Strategic International Entrepreneurship & Innovation Cooperative Strategic Acquisitions & Strategy Strategies Leadership Restructuring Chapter 2 Chapter 1 Strategic Outcomes Feedback Chapter 1 Strategic Competitiveness Above Average Returns Strategic Competitiveness The StrategicManagement Process 0

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