MANAJEMEN MANAJEMEN STRATEJIKSTRATEJIK

PEMERINTAHANPEMERINTAHANPengampuPengampu

Sugiyanto, SH.MPASugiyanto, SH.MPA

PENDAHULUANPENDAHULUAN

MANAGEMENTMANAGEMENT : “GETTING THINGS DONE : “GETTING THINGS DONE THROUGH OTHER PEOPLE”THROUGH OTHER PEOPLE”

THE STRATEGIC MANAGEMENTTHE STRATEGIC MANAGEMENT : : OFTEN POSES OFTEN POSES “WHAT”“WHAT” AND AND “HOW”“HOW” QUESTIONS TO MANAGERS QUESTIONS TO MANAGERS WHO WANT TO BECOME STRATEGIC LEADERSWHO WANT TO BECOME STRATEGIC LEADERS

The “WHAT” question concerns content. Strategic The “WHAT” question concerns content. Strategic leaders to know what strategics looks like and how to leaders to know what strategics looks like and how to use it to effect change in their organizations.use it to effect change in their organizations.

The “HOW” question concerns process. Strategic The “HOW” question concerns process. Strategic leaders are equally concerned with how to create a leaders are equally concerned with how to create a strategy and how to get it used by their organizations.strategy and how to get it used by their organizations.

KONSEP DAN TEORI KONSEP DAN TEORI MANAJEMEN STRATEJIKMANAJEMEN STRATEJIK Manajemen Stratejik adalah suatu cara untuk mengendalikan Manajemen Stratejik adalah suatu cara untuk mengendalikan

organisasi secara efektif dan efisien sampai pada implementasi organisasi secara efektif dan efisien sampai pada implementasi garis terdepan sedemikian rupa sehingga tujuan dan sasaran garis terdepan sedemikian rupa sehingga tujuan dan sasaran tercapai. tercapai.

Strategic Management is applied by leaders to align an organiza-Strategic Management is applied by leaders to align an organiza-tion’s direction with the organization’s aims.tion’s direction with the organization’s aims.

Sasaran manajemen stratejik adalah meningkatkan :Sasaran manajemen stratejik adalah meningkatkan : 1. Kualitas organisasi;1. Kualitas organisasi; 2. Efisiensi penganggaran;2. Efisiensi penganggaran; 3. Optimalisasi sumber daya;3. Optimalisasi sumber daya; 4. Kualitas Evaluasi Program dan Pemantauan Kinerja; serta4. Kualitas Evaluasi Program dan Pemantauan Kinerja; serta 5. Kualitas pelaporan 5. Kualitas pelaporan

BEBERAPA PENGERTIANBEBERAPA PENGERTIAN

Strategic management can be defined as the art and science Strategic management can be defined as the art and science of formulating, implementing and evaluation cross functional of formulating, implementing and evaluation cross functional decision that enable organization to achieve its objectives. decision that enable organization to achieve its objectives. As this definition implies, strategic management focuses on As this definition implies, strategic management focuses on integrating management, marketing, finance/accounting, integrating management, marketing, finance/accounting, production/operation- research and development, computer production/operation- research and development, computer information system to achieve organizational objectives information system to achieve organizational objectives (David : 1997).(David : 1997).

Dengan demikian aspek terpenting dalam Manajemen Dengan demikian aspek terpenting dalam Manajemen Stratejik adalah :Stratejik adalah :

1. Formulasi Strategi (Stratedy Formulation)1. Formulasi Strategi (Stratedy Formulation) 2. Implementasi strategi (Strategy Implementation)2. Implementasi strategi (Strategy Implementation) 3. Evaluasi Strategi (Strategy Evaluation)3. Evaluasi Strategi (Strategy Evaluation) 4. Pengintegrasian fungsi-fungsi manajemen 4. Pengintegrasian fungsi-fungsi manajemen

ARTI PENTING STRATEGI DALAM ARTI PENTING STRATEGI DALAM ORGANISASI PUBLIK DAN SEKTOR ORGANISASI PUBLIK DAN SEKTOR PRIVAT NIRLABA/QUASI PUBLIKPRIVAT NIRLABA/QUASI PUBLIK

Konsep Organisasi Publik dan Organisasi Konsep Organisasi Publik dan Organisasi Sektor Ketiga/Sektor Privat Non-provit/Quasi Sektor Ketiga/Sektor Privat Non-provit/Quasi Publik : Penelusuran dari Konsep Negara dan Publik : Penelusuran dari Konsep Negara dan perkembangannya;perkembangannya;

Kebutuhan akan manajemen stratejik dalam Kebutuhan akan manajemen stratejik dalam organisasi publik dan sektor privat nirlaba organisasi publik dan sektor privat nirlaba adalah adanya tantangan yang dihadapi para adalah adanya tantangan yang dihadapi para pemimpinnya untuk melakukan reenergize dan pemimpinnya untuk melakukan reenergize dan melakukan perubahan dalam organisasi.melakukan perubahan dalam organisasi.

ASUMSI SEKTOR PRIVATASUMSI SEKTOR PRIVAT

CLEAR GOALSCLEAR GOALS PROFIT/ECONOMIC PURPOSESPROFIT/ECONOMIC PURPOSES UNLIMITED AUTHORITY TO ACTUNLIMITED AUTHORITY TO ACT SECRET DEVELOPMENTSECRET DEVELOPMENT LIMITED RESPONSIBILITY FOR ACTIONSLIMITED RESPONSIBILITY FOR ACTIONS OVERSIGHT THROUGH MARKET OVERSIGHT THROUGH MARKET

MECHANISM THAT SIGNAL FINANCIAL MECHANISM THAT SIGNAL FINANCIAL RESULTRESULT

STRATEGIC MANAGEMENTSTRATEGIC MANAGEMENT

IS NOT PLANNING TECHNIQUESIS NOT PLANNING TECHNIQUES CORPORATE STRATEGYCORPORATE STRATEGY BUSINESS POLICYBUSINESS POLICY STRATEGIC MANAGEMENTSTRATEGIC MANAGEMENT ORGANIZATIONAL POLICYORGANIZATIONAL POLICY CORPORATE POLICYCORPORATE POLICY

CHARACTERISTICCHARACTERISTIC

CASE OF INGVAR Kamprad (IKEA) 1991CASE OF INGVAR Kamprad (IKEA) 19911.1. CONCERNED WITH THE SCOPE ORGANIZATIONS’ CONCERNED WITH THE SCOPE ORGANIZATIONS’

ACTIVITIESACTIVITIES2.2. STRATEGY IS TO DO WITH THE MATCHING OF THE STRATEGY IS TO DO WITH THE MATCHING OF THE

ACTIVITIES OF AN ORGANIZATION TO THE ACTIVITIES OF AN ORGANIZATION TO THE ENVINRONMENT IN WHICH IT OPERATESENVINRONMENT IN WHICH IT OPERATES

3.3. MATCHING OF THE ORG’S ACTIVITIES TO ITS RESURCES MATCHING OF THE ORG’S ACTIVITIES TO ITS RESURCES CAPABILITYCAPABILITY

4.4. HAVE MAJOR RESOURCE IMPLICATION FOR AN HAVE MAJOR RESOURCE IMPLICATION FOR AN ORGANIZATIONORGANIZATION

5.5. TO AFFECT OPERATIONAL DECISIONTO AFFECT OPERATIONAL DECISION6.6. BE AFECTED NOT ONLY BY ENV. FORCES AND BE AFECTED NOT ONLY BY ENV. FORCES AND

RESOURCES AVAIBILITY – BUT ALSO WHO HAVE POWER RESOURCES AVAIBILITY – BUT ALSO WHO HAVE POWER IN AND AROUND THE ORG.IN AND AROUND THE ORG.

7.7. TO AFFECT THE LONG-TERM DIRECTIONSTO AFFECT THE LONG-TERM DIRECTIONS

sTRATEGYsTRATEGY

Strategy is the direction an scope of an Strategy is the direction an scope of an organization over the longterm : ideally, organization over the longterm : ideally, which matches its resource to its which matches its resource to its changing enviroment, and in particular its changing enviroment, and in particular its market, customer or clients so as to meet market, customer or clients so as to meet stakeholder expectation stakeholder expectation

BOZEMAN (1987)BOZEMAN (1987)

Pada dasarnya semua organisasi adalah Pada dasarnya semua organisasi adalah organisasi publik – karena sedikit banyak organisasi publik – karena sedikit banyak ada pengaruh dari ada pengaruh dari KEKUASAAN PUBLIKKEKUASAAN PUBLIK

Lebih-lebih setelah ada kesepakatan Lebih-lebih setelah ada kesepakatan bahwa yang dimaksud organisasi publik bahwa yang dimaksud organisasi publik bukan lagi = instansi pemerintah bukan lagi = instansi pemerintah third third sector organizatioan sector organizatioan

PLUBIC -- PRIVATEPLUBIC -- PRIVATE

Public (Latin) : ‘of the peoplePublic (Latin) : ‘of the people

mengenai rakyat/masyarakat mengenai rakyat/masyarakat

sebagai warganegara – berhadapan sebagai warganegara – berhadapan

dengan negara.dengan negara.

Private : ‘set apart’ (bagian terpisah Private : ‘set apart’ (bagian terpisah

dari masyarakat).dari masyarakat).

PUBLIC -- PRIVATE PUBLIC -- PRIVATE

PUBLIK: sekumpulan orang/manusia PUBLIK: sekumpulan orang/manusia dalam hubungannya/kapasitasnya selaku dalam hubungannya/kapasitasnya selaku penyandang kepentingan komunal dari penyandang kepentingan komunal dari kewarganegaraan suatu negara.kewarganegaraan suatu negara.

PRIVATE: orang per orang dalam PRIVATE: orang per orang dalam kapasitas individu berhadapan dengan kapasitas individu berhadapan dengan individu lainindividu lain

BERBAGAI TANTANGAN BERBAGAI TANTANGAN PERUBAHAN PERUBAHAN

Each organization, however, was able to apply Each organization, however, was able to apply strategic management to one degree or another and strategic management to one degree or another and cope with the turbulent conditions that were forcing cope with the turbulent conditions that were forcing change.change.

Example/Cases :Example/Cases : 1. National Center for Assault Prevention1. National Center for Assault Prevention 2. State Historical Society2. State Historical Society 3. The State Bureau of Worker’s Compensation 3. The State Bureau of Worker’s Compensation 4. County Public Library4. County Public Library

TRIGGERSTRIGGERS

1.1. New or Growing OrganizationsNew or Growing Organizations2.2. Need to Stabilie FundingNeed to Stabilie Funding3.3. Desire to grow ServiceDesire to grow Service4.4. Expanded Roles Thrust on an OrganizationExpanded Roles Thrust on an Organization5.5. Board EducationBoard Education6.6. Leadership ChangesLeadership Changes7.7. Legal Mandates for PlanningLegal Mandates for Planning8.8. Demands for IntegrationDemands for Integration9.9. Coordinations of ActionCoordinations of Action10.10. Being Caught in a RutBeing Caught in a Rut11.11. Political ThreatsPolitical Threats12.12. Visions of What Might BeVisions of What Might Be

WHAT WE DOWHAT WE DO

1.1. Understanding HistoryUnderstanding History

2.2. Exploring The SituationExploring The Situation

3.3. Uncovering IssuesUncovering Issues

4.4. Identifying StrategyIdentifying Strategy

5.5. Assessing FeasibilityAssessing Feasibility

6.6. Implementing Strategic ChangeImplementing Strategic Change

FACTORS THAT CAPTURE FACTORS THAT CAPTURE PUBLIC-PRIVATE DIFFERENCESPUBLIC-PRIVATE DIFFERENCES

1.1. Environmental Factors: Market - Environmental Factors: Market - Constraints - Political influenceConstraints - Political influence

2.2. Transactional Factors: Coerciveness – Transactional Factors: Coerciveness – Public Scrunity – Scope of ImpactPublic Scrunity – Scope of Impact

3.3. Organizational/Internal Process: Goals Organizational/Internal Process: Goals – Authority limit – Performance – Authority limit – Performance ExpectationExpectation

STRATEGIC MANAGEMENTSTRATEGIC MANAGEMENT

Is the management of the process of strategic Is the management of the process of strategic decision making.decision making.

STRATEGY:STRATEGY: is about the long-term direction of an is about the long-term direction of an organizationorganization, it , it

is tipically thought of in terms of major decisions is tipically thought of in terms of major decisions about the futureabout the future

- is not one-off major changes- is not one-off major changes - in terms of continuity- in terms of continuity

a high degree of an integrated to involve major changea high degree of an integrated to involve major change

uncertainity approach in organizationsuncertainity approach in organizations

STRATEGYSTRATEGY

IS THE DIRECTION AND SCOPE OF AN IS THE DIRECTION AND SCOPE OF AN ORGANIZATION OVER THE LONG TERM: ORGANIZATION OVER THE LONG TERM: IDEALLY WHICH MATCHES ITS IDEALLY WHICH MATCHES ITS RESOURCES TO ITS CHANGING RESOURCES TO ITS CHANGING ENVIRONMENT, AND IN PARTICULAR ITS ENVIRONMENT, AND IN PARTICULAR ITS MARKETS, CUSTOMERS OR CLIENTS SO MARKETS, CUSTOMERS OR CLIENTS SO AS TO MEET STAKE-HOLDERS AS TO MEET STAKE-HOLDERS EXPECTATIONSEXPECTATIONS

- complex in nature- complex in nature - not same with aspects of management - not same with aspects of management (POAC) (POAC)

HOW STATEGY IS USED?HOW STATEGY IS USED?

1.1. PLANPLAN : in stretegic management, planning is : in stretegic management, planning is carried out to ensure that the objectives of an carried out to ensure that the objectives of an organization are met organization are met

2.2. PLOYPLOY : as a ploy, strategy can be used to otwit : as a ploy, strategy can be used to otwit an opponentan opponent

3.3. PATTERNPATTERN : stream of actions : stream of actions strategy is made strategy is made up of both emergent and intended ideas.up of both emergent and intended ideas.

4.4. POSITIONPOSITION : explores the environment to find : explores the environment to find service or products that seem neededservice or products that seem needed

5.5. PERSPECTIVEPERSPECTIVE : the produts or services thought : the produts or services thought to be of high priority and how they are regarded to be of high priority and how they are regarded by members of importat constituencies.by members of importat constituencies.

STRATEGI :STRATEGI :

Alat untuk mencapai tujuan org. dalam kaitannya dengan tujuan Alat untuk mencapai tujuan org. dalam kaitannya dengan tujuan jangka panjang, program tindak lanjut serta prioritas alokasi sumber jangka panjang, program tindak lanjut serta prioritas alokasi sumber daya (Chandler, 1962).daya (Chandler, 1962).

Kebijakan atau aturan baru yang akan memandu proses Kebijakan atau aturan baru yang akan memandu proses pengembangan dan perkembangan suatu organisasi (Ansoff, 1988).pengembangan dan perkembangan suatu organisasi (Ansoff, 1988).

Konsep multidimensional yang mencakup seluruh aktivitas kritikal Konsep multidimensional yang mencakup seluruh aktivitas kritikal dari suatu org./perusahaan (Hax and Majluf, 1991).dari suatu org./perusahaan (Hax and Majluf, 1991).

Grand plan atau kebijakan suatu org./perusahaan.Grand plan atau kebijakan suatu org./perusahaan. Strategi pada dasarnya alat untuk mencapai tujuan perusahaan, Strategi pada dasarnya alat untuk mencapai tujuan perusahaan,

dengan karakteristik :dengan karakteristik : - unified, menyatukan seluruh bagian dari perusahaan- unified, menyatukan seluruh bagian dari perusahaan - comprehensive, yaitu mencakup keseluruhan aspek dari - comprehensive, yaitu mencakup keseluruhan aspek dari organisasiorganisasi - Integral, yaitu straegi akan cocok/sesuai dengan seluruh tingkatan - Integral, yaitu straegi akan cocok/sesuai dengan seluruh tingkatan manajemen (korporasi, bisnis, dan fungsional).manajemen (korporasi, bisnis, dan fungsional).

Strategic Management vs Strategic Management vs Operational ManagementOperational Management

Ambiguity RoutinizedAmbiguity Routinized ComplexityComplexity Non-routineNon-routine Organization wide Operationally specificOrganization wide Operationally specific FundamentalFundamental Significant change Small-scale changeSignificant change Small-scale change Environmental Resource drivenEnvironmental Resource driven

expectation drivenexpectation driven

LEVEL OF STRATEGY :LEVEL OF STRATEGY :

1.1. Corporate Strategy Corporate Strategy : - overall scope of the : - overall scope of the org. – structural & fiancial term – alokasi org. – structural & fiancial term – alokasi resourcesresources

2.2. Competitive Strategy :Competitive Strategy : - How to compete in - How to compete in a market : profitability, product/service a market : profitability, product/service developmentdevelopment

3.3. Operational Strategy : - Operational Strategy : - How the different How the different function of the enterprise : maketing, finance, function of the enterprise : maketing, finance, manufacturing, dsb.manufacturing, dsb.

THE NATURE OF THE NATURE OF STRATEGYSTRATEGY

STRATEGY AS STRATEGY AS FOCUSFOCUS

STRATEGY AS STRATEGY AS CONSISTENCYCONSISTENCY

STRATEGY AS STRATEGY AS PURPOSEPURPOSE

LOGFRAME (Kerangka LOGFRAME (Kerangka Logis)Logis)

ADALAH SEBUAH JABARAN YANG ADALAH SEBUAH JABARAN YANG MEMUDAHKAN DALAM PERENCANA-MEMUDAHKAN DALAM PERENCANA-AN YANG MANA DI SINI DITETAPKAN AN YANG MANA DI SINI DITETAPKAN TARGET DENGAN MEMAKAI PENDE-TARGET DENGAN MEMAKAI PENDE-KATAN STRATEGIK YANG MERUPA-KATAN STRATEGIK YANG MERUPA-KAN DAFTAR KEINGINAN PERENCA-KAN DAFTAR KEINGINAN PERENCA-NA SEBAGAI CERMINAN DARI NA SEBAGAI CERMINAN DARI KEINGINAN ORGANISASI KEINGINAN ORGANISASI

LOGFRAMELOGFRAME

ALAT BANTU DALAM PERUMUSAN ALAT BANTU DALAM PERUMUSAN DAN MERENCANAKAN AKTIVITS DAN MERENCANAKAN AKTIVITS REGIONALREGIONAL

NEGARANEGARA

MASYARAKATMASYARAKATPENGUASAPENGUASA

DUNIA USAHA

DUNIA USAHA

TERITORTERITORII

RESOURCRESOURCEE

WILAYAHWILAYAH

PUBLIC PUBLIC SERVICESERVICE

ORGANISASI PELAYANAN DALAM ORGANISASI PELAYANAN DALAM NEGARANEGARA

PUBLIKPUBLIK

SEKTOR IISEKTOR IIDUNIA USAHADUNIA USAHA

SEKTOR IIISEKTOR IIIQUASI PRIVAT / PUBLIKQUASI PRIVAT / PUBLIK

SEKTOR ISEKTOR I100% PUBLIK100% PUBLIK

PELAYANAN BISNISPELAYANAN BISNIS

PELAYANAN PUBLIKPELAYANAN PUBLIK