STRATEGIC MANAGEMENT - penang.gov.my PSUKPP_V2.pdf · Communicates a public image to important...
Transcript of STRATEGIC MANAGEMENT - penang.gov.my PSUKPP_V2.pdf · Communicates a public image to important...
WHAT IS STRATEGY?
“The science of planning and directing large scale military operations, maneuvering forces into the most advantageous position prior to actual engagement with the enemy”.
“Know your enemy and know yourself, and in a hundred battles you will never be defeated”.
Sun TzuThe Art of War
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How does strategy fit in? strategy is the process by which individuals and
organisations make choices about scarce resources so as to satisfy wants over time in an environment of uncertainty. They are aided in this process by market and non-market forces.
Organisational Strategy “A strategy is defined as a pattern, of purposes, policies,
programmes, actions, decisions, or resource allocations that define what an organisation is, what it does, and why it does it. Strategies can vary by level function, and by time frame.”
(Bryson, 1995, p.32)
What is Management?“ is a group of people working together in a coordinated manner to achieve group results”.
“is the process of coordinating work activities so that they are completed efficiently and effectively with and through other people”.
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What is Strategic Management? A set of managerial decisions and actions that determines
the long-run performance of a organisation
It includes environmental scanning (both internal & external ), strategy formulation (strategic & long-range planning), strategy implementation, evaluation and control.
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STRATEGIC MANAGEMENTWhere are we now? Where do we want to be?
Know yourself Take actions Achieve success
Analytical Strategic choice Vision
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IN SIMPLE TERMS
A process by which top management determines the long-run direction and performance of the organisation
The process of driving the strategic planning effort to culminate in choosing and implementing various strategies to best fit the organisation’s needs
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Strategic management is much more than planning; it involves taking action and making things happen.
It involves planning, leading, organizingand control.
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Human resources
Financial resources
Physical resources
Information resources
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Co
ntr
oll
ing
Leading
Org
an
izin
g
Source: Adapted from Griffin, 2001
The Management Process
and Functions
Inputs from the
Environment
Efficient & Effective
Organizational
Performance
Decision
Making
• Products
• Services
• Goal Attainment
Planning
CANOE THEORY
The Canoe Theory: A Business Success Strategy for Leaders and
Associates by Dave Hibbard
CANOE THEORY• Think of your organization as a long canoe
• The canoe has a destination
• Everyone in the canoe has a seat and paddle
• Everyone is expected to paddle
• Those who won’t paddle have to get out of the canoe
• Those who prevent others from paddling have to re-adjust or get out of the canoe
• There are no passengers in the canoe
• The canoe theory understands crisis
• The canoe theory says you have the right to be happy
JABATAN PERKHIDMATAN AWAM
Public Service Department
TS 1
MENDAYA UPAYA:
MENINGKATKAN
KOMPETENSI,
PRESTASI,
PRODUKTIVITI &
DAYA INOVASI
PENJAWAT AWAM
TERAS
STRATEGIK
TS 2
MEREKAYASA:
MENINGKATKAN
KEUPAYAAN DAN
MEMBERI NAFAS
BAHARU KEPADA
ORGANISASI
TS 3
MERAKYATKAN:
MENINGKATKAN
KECEKAPAN
DAN
KEBERKESANAN
PENYAMPAIAN
PERKHIDMATAN
AWAM
TS 4
KETERANGKUMAN:
MEMPERLUAS
JARINGAN KERJA
& KOLABORASI
STRATEGIK (MULTIPLE-HELIX)
DALAM DAN
LUAR NEGARA
TS 5
NILAI BERSAMA:
MEMBUDAYAKAN
PATRIOTISME,
NILAI-NILAI
MURNI, ETOS
DAN INTEGRITI
KS 1
PENJAWAT AWAM
YANG
BERTENAGA,
BERILMU,
BERWIBAWA,
KOMPETEN,
INOVATIF DAN
PRODUKTIF
KEBERHASILAN
STRATEGIK
KS 2
ORGANISASI
YANG DINAMIK,
KEJAT, TERBUKA,
TANGKAS DAN
BERKEUPAYAAN
TINGGI
KS 3
PENYAMPAIAN
PERKHIDMATAN
AWAM YANG
CEPAT, TEPAT,
BERKUALITI,
PROAKTIF DAN
RESPONSIF
KS 4
KEPUTUSAN
BERSAMA (INFORMED
DECISION) DAN
RASA SEPUNYA
BERDASARKAN
KEPELBAGAIAN
PERSPEKTIF
KS 5
CINTAKAN
NEGARA,
DAYA TAHAN
YANG TINGGI,
BERETIKA DAN
BERINTEGRITI
PERKHIDMATAN AWAM YANG BERPRESTASI TINGGI, BERINTEGRITI, DINAMIK
DAN BERJIWA RAKYAT MATLAMAT
NEGARA BERPENDAPATAN TINGGI, INKLUSIF DAN LESTARI
AGENDA
TRANSFORMASI
NEGARA
VISI NASIONAL
KEUTUHAN TADBIR URUS; KETINGGIAN SEMANGAT PATRIOTISME, BUDI PEKERTI, ETIKA
KORPORAT DAN INTEGRITI; KEUPAYAAN EKOSISTEM DAN PERSEKITARAN PERKHIDMATAN
AWAM YANG HARMONI SERTA LESTARI; DAN KEMAJUAN SAINS DAN TEKNOLOGI
PRINSIP
DAN LANDASAN
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KERANGKA KERJA TRANSFORMASI JABATAN PERKHIDMATAN AWAM MALAYSIA (JPA)
WHY STRATEGIC MANAGEMENT?
Rapid environmental changes
Increased stakeholder demands
Resource constraints
Organisational complexity
These forces require us to:
Think strategically
Formulate effective strategies
Implement strategies, and
Evaluate performance and outcomes
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The Benefits of Strategic Management
The 3 most highly rated benefits of strategic management are:
Clearer sense of strategic vision for the organisation
Sharper focus on what is strategically important
Improved understanding of a rapidly changing environment
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• Encourage forward thinking
• Provide clear direction and objective
• Facilitate allocation of resources
• Facilitate internal communication and
cooperation
• Identify new opportunities for exploitation
• Prepare for threats
• Avoid human and organisational inertia
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THE STRATEGIC MANAGEMENT PROCESS
REQUIRES THE INVOLVEMENT OF KEY
PEOPLE IN AN ORGANISATION AND IT
MUST BE DONE ON A CONTINUAL BASIS
Five Tasks of Strategic Management
1. Defining business, stating a mission & forming a strategic vision
2. Setting measurable objectives
3. Crafting a strategy to achieve objectives
4. Implementing & executing strategy
5. Evaluating performance, reviewing new development & initiating corrective adjustments.
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STRATEGIC
MANAGEMENT
Environmental
Analysis
Strategy
FormulationStrategy
Implementation
Evaluation &
Control
PESTELS
McKinsey 7’S
Stakeholders
Analysis
SWOT
Mission
Vision
Policy
Objectives
smart
STRATEGIC MANAGEMENT
FRAMEWORK
Strategy Canvas
Ishikawa
Fish Bone
Types of Stakeholders
Stakeholder Type 4
Mixed Blessing
Strategy:
Collaborate
Stakeholder Type 3
Nonsupportive
Strategy:
Defend
Stakeholder Type 1
Supportive
Strategy:
Involve
Stakeholder Type 2
Marginal
Strategy:
Monitor
High
Low
Stakeholder’s
Potential for
Cooperation
With Organization
High Low
Stakeholder’s Potential for Threat to Organization
?
Stakeholder Analysis
• Who - people who have control or will be affected (+/-) by the change
• View of Change - how will they be affected
• Reaction - what are they doing (avoiding, creating barriers, highjacking, supporting)
• Impact - positively, negatively or neutral
• Power - to influence (H, M, L)
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Stakeholder Analysis• Reasons - for resistance or support (failed to
benefit, fear, other more pressing priorities)
• Benefits (Influential Others) - allies who may
not have immediate benefit but critical for
long-term
• Strategy - what needs to be done to make the
change happens
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Ishikawa Diagram/AnalysisFor Administrative & Service
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Problems/issues
PoliciesPeople
EquipmentProcedures
Strategy Canvas for Developing Excellence Workers
High
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Low Centralised
Power
Human
Factor
System/
Procedures
No information
Up-dated
Unconducive
Learning
environment
Mechanistic
structure
Current Curve
Desired Curve
The Four Action
Framework
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A New
Value Curve
REDUCE
Which factors
should be
reduced well
below the industry’s
standard?
ELIMINATE
Which of the factors
that the industry
takes for granted
should be eliminated
CREATE
Which factors
should be
created that the industry
has never offered?
RAISE
Which factors
should be raised well
above the industry’s
standard?
What is a strategic plan? A Strategic Plan maps out
Where organisation is heading
Short and long range performance targets
Actions of management to achieve outcomes
A Strategic Plan consists of A strategic vision & mission
Performance objectives
Comprehensive strategy for achieving the objectives
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Mission Statements Statements that explain who we are
Statements that explain our direction, our purpose, our reason for being exist What difference do we make?
Statements that explain what makes us unique Values
People
Combination of products and services
Vision StatementA statement that clearly defines the organisation’s
“reason” for being in business
Should significantly stretch the resources and capabilities of the organisation
Should inspire people in the organisation to achieve things they never thought possible
Should unite people in the organisation toward the pursuit of one common goal
Components of a Vision Statement
Core ideology Core Values - timeless guiding principles
Core Purpose - reason for being exist
Envisioned future Big Hairy Audacious Goals (BHAG) -
clearly articulated goals
Vivid description - a description of what success and the future will be like
Recognition of service to stakeholders
Mission Statement• The mission statement of an organization is
normally short, to the point, and contains the following elements:– Provides a concise statement of why the
organisation exists, and what it is to achieve;
– States the purpose and identity of the organisation;
– Defines the organisation's values and philosophy.
Strategic Visioning It is a description of what the organisation is
capable of becoming or would like to become ……
Strategic vision is dynamic process.
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Mission Mission is a purpose or reason for the
organisation’s existence.
It tells what the organisation is providing to the society.
It promotes a sense of shared expectations in employees.
Communicates a public image to important stakeholder groups.
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Developing a Vision & Mission Begins with thinking strategically
About organisation’s future makeup &
Forming vision of organisation’s future in 5-10 years
Task is to
Inject sense of purpose into organisation’s activities
Provide LONG-TERM DIRECTION
Give organisation STRONG IDENTITY
Decide “WHO we are, WHAT we do & WHERE we are heading”
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Developing a Vision & Mission
An organization’s MISSION
Reflects management’s vision of what organisation seeks to do & becomes
Provides a clear view of what organisation is trying to accomplish for its customers
Indicates intent to stake but a particular business position
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Specific questions that help form strategic vision
What business are we in now?
What business do we want to be in?
What will our customers want in future?
What are expectations of our stakeholders?
Who will be our future competitors?
What should our competitive scope be?
How will technology impact our organisation?
What environmental scenarios are possible?
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Why a shared vision matters A strategic vision widely shared among all
employees functions similar to how a magnet aligns iron filings
When all employees are committed to firm’s long-term direction, optimum choices on business decisions are more likely
Individuals & teams know intent of firm’s strategic vision
Daily execution f strategy is improved
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VISI
Mengukuhkan keluarga ke arah pewujudan masyarakat penyayang,
penduduk berkualiti dan bangsa Malaysia yang progresif.
MISI
LPPKN komited untuk bertindak sebagai agensi utama dalam menjadikan
Malaysia sebagai negara yang berperibadi mulia hasil daripada keluarga
yang kukuh, berakhlak, sihat, berilmu dan harmoni.
Sumber: http://www.lppkn.gov.my/index.php?lang=ms
Dicipta pada Khamis, 08 Mac 2012
Vision Statement
To be a Leading Oil and Gas Multinational of Choice
Mission Statement
• We are a business entity
• Petroleum is our core business
• Our primary responsibility is to develop and add value to this
national resource
• Our objective is to contribute to the well-being of the people and the
nation
VISI
Pentadbir Cukai Terunggul
MISI
Memberikan perkhidmatan percukaian yang berkualiti dan
berintegriti ke arah meningkatkan pematuhan sukarela
Lembaga Hasil Dalam Negeri Malaysia
Company Principle (Mission Statement)
Maintaining a global viewpoint, we are dedicated to
supplying products of the highest quality, yet at a
reasonable price for worldwide customer satisfaction.
Company Philosophy
Providing joys to the world through new challengesAnd the realization of dreams
Our vision
To be the largest low cost airline in Asia and serving the 3 billion people who are
currently underserved with poor connectivity and high fares.
Our mission
• To be the best company to work for whereby employees are treated as part of a
big family
• Create a globally recognized ASEAN brand
• To attain the lowest cost so that everyone can fly with AirAsia
• Maintain the highest quality product, embracing technology to reduce cost and
enhance service levels
Visi
Untuk menjadi institusi pembelajaran sektor awam yang unggul.
Misi
Untuk membangunkan modal insan sektor awam yangkompeten melalui pembelajaran yang berkualiti.
Visi PSUKPP
Menjadi sebuah organisasi awam bertaraf antarabangsa menjelang 2015.
Misi
Memacu kegemilangan organisasi melalui sistem tadbir urus yang cekap, akauntabiliti dan telus.
EVALUATING AND SELECTING STRATEGIES
SUITABILITY: Does it exploit organisational strengths and
opportunities? Does it overcome weaknesses and threats? Does it match objectives and values?
FEASIBILITY: Can the strategy be funded? Can the organisation perform to the required level?
ADEQUACY AND ACCEPTABILITY: Will the strategy achieve the objectives? Will the strategy be acceptable to all stakeholders?
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•Programmes: Activities and steps needed
to accomplish a plan
•Budgets: Organisation’s financial
allocation and detailed cost of
each programme
•Procedures: Standard Operating
Procedures (SOP) describe in
detail how a particular task or
job is to be done
Assessing Organizational Readiness for Strategy Implementation
Stakeholder Outcomes
How adequately is the organisation meeting the needs of all its stakeholders-customers, employees, and investors?
Strategic Tasks
What are the strategic tasks for the organizations?
Is the top team clear on and in agreement with the strategic tasks?
Is the rest of the organization clear on and in agreement with the strategic tasks?
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Assessing Organizational Readiness for Strategy Implementation
Organizational Capabilities
Does the organization have appropriate levels of coordination or teamwork among the individuals and groups critical to accomplishing a given strategic task?
Does the organization have access to the necessary technical and managerial competencies to accomplish the task?
Is there the necessary level of commitment to accomplish the strategic task?
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Evaluation and Control:
Organisation’s activities, performance and results are monitored
Actual performance is compared with the
desired performance
Able to pinpoint weaknesses of previous strategic plan
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Good Strategic Plan • Address critical performance
issues
• Create the right balance between what the organization is capable of doing vs. what the organization would like to do
Good Strategic Plan
• Cover a sufficient time period to close the performance gap
• Visionary – convey a desired future end state
A Good Strategic Plan Should
• Flexible – allow and accommodate change
• Guide decision making at lower levels
Environmental
Analysis
Strategy
FormulationStrategy
Implementation
Evaluation &
Control
Budgets
Programmes
Procedures
PESTELS McKinsey 7’S
Stakeholders
Analysis
SWOT
Mission
Vision
Policy
Objectives
smart
STRATEGIC MANAGEMENT
FRAMEWORK
Strategy Canvas
Ishikawa
Fish Bone
Scenario
Building
STRATEGIC
MANAGEMENT
PROGRAM/AKTIVITI/INISIATIF
OBJEKTIFTEMPOH
MASAPELAKSANA
OUTCOME/KPI
L A N G K A H S T R A T E G I K / S T R A T E G I : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
KANDUNGAN BUKU
Pelan Strategik
i. Perutusan Ketua Organisasi
ii. Ringkasan Eksekutif
iii. Pengenalan
iv. Visi, Misi dan Objektif
v. Peranan dan Fungsi
vi. Kod Etika
vii. Nilai-nilai Teras
viii. Hala Tuju dan Rasional Pelan Strategik
ix. Cabaran-cabaran
x. Strategi Teras
xi. Pelaksanaan Strategi
xii. Penutup
xiii. Pelan Tindakan Strategik - Lampiran A DO
CU
ME
NT
AT
ION
“The thicker the planning document, the more useless it will be”(Brent Davies: 1999)
• PRAKATA
• SEJARAH
• PUNCA KUASA
• PERANAN
• STAKEHOLDERS DAN PELANGGAN
• SENARIO PERUBAHAN PERSEKITARAN
• AGENDA TRANSFORMASI MAMPU
• VISI, MISI DAN MOTO
• NILAI TERAS SEPUNYA
• TUMPUAN STRATEGIK MAMPU
• TERAS STRATEGIK MAMPU
• STRATEGI DAN PELAN TINDAKAN
• RANGKAIAN STRATEGIK
• ELEMEN PENENTU KEJAYAAN
• PENUTUP
KANDUNGAN PELAN STRATEGIK MAMPU