manajemen strategis_bab-1

Do the right things, do the things right

BAB 1SIFAT-DASAR MANAJEMEN

STRATEGIS

YOSRI AZWAR

There are three kinds of people in this world: those who make things happen, those who watch things to happen,

and those, who have no idea of what happened

1. MENGELOLA DI DALAM ‘LINGKUNGAN DINAMIS’2. DASAR-DASAR MANAJEMEN STRATEGIS3. DIMENSI MANAJEMEN STRATEGIS4. MANFAAT MANAJEMEN STRATEGIS5. PERSPEKTIF SISTEM6. PENTINGNYA KEPEMIMPINAN7. PEMBELAJARAN BAGI MANAJER PELAYANAN KESEHATAN

BAB 1SIFAT-DASAR MANAJEMEN STRATEGIS



1. MENGELOLA DI DALAM ‘LINGKUNGAN DINAMIS’• Menghadapi Perubahan




Manager interacting with various system and subsystem

Farmasi

Admin

Rawat Inap

Obgyn

UGD

DIREKTUR

Rekam

Medis

Komite

MedisDapur

Ikatan Profesi

Jamkesnas,

Asuransi Kesehat

an

PemasokMasyarak

at

Legislatif

Sarana Kesehatan Lain

LSM

Eksekutif

BPRS



2. DASAR-DASAR MANAJEMEN STRATEGIS• Perencanaan Jangka-Panjang ke Perencanaan Strategis• Perencanaan Strategis ke Manajemen Strategis• Manajemen Strategis pada Industri Pelayanan Kesehatan• Manajemen Strategis vs Kebijakan Perencanaan Kesehatan




3. DIMENSI MANAJEMEN STRATEGIS• Pendekatan Analitis vs Pendekatan Emergent• Kombinasi Pendekatan Analisis dan Emergent sebagai sebuah

Model• Pemikiran Strategis• Perencanaan Strategis• Mengelola Momentum Strategis




1950’s•Theory Y•Management By Objective•Quantitative Management•Diversification

1960’s•Managerial Grid•T-Groups•Matrix Management•Conglomeration•Centralization/ Decentralization

1970’s•Zero-Based Budgets•Participative Management•Portfolio Management•Quantitative MBAs

1980’s•Theory Z•One-Minute Managing•Organization Culture•Intrapreneuring•Downsizing•MBWA (Management by Wandering Around)•TQM/CQI

1990’s•Customer Focus•Quality Improvement•Reengineering•Benchmarking•Resource-Based View

2000’s•Six Sigma•Balanced Score Card•Transformational Leadership•Self-Managed Teams•Dynamic Capabilities•Virtual Organizations•Blue Oceans

Management approaches, to manage and shape theorganization – to make it better, to make it an excellent

organization



Expert Thinking at its Best Strategic Thinking at its BestFocus•Pay rigorous attention to knowledge, evidence and data – focus on understanding.•Adhere to professional standards and ways of working – the right way of doing things.

•Act on intuition and “gut feel” when data is incomplete – focus on action and moving forward.•Focus relentlessly on outcomes and results; eschew excessive process.

Knowledge•Specialize in well-defined disciplines and functions.•Respect peer review.•Utilize clear and definite prescriptions.

•Specialize in types of industry, activities or context.•Respect boss review.•Focus as much on how to move forward as on what to do.

Expert Thinking versus Strategic Thinking



Expert Thinking at its Best Strategic Thinking at its BestAuthority•Strive for sufficient information to allow predictability.•Build on extensive knowledge and experience.

•Decide on the basis of ambiguous and insufficient data.•Search for new knowledge and skills to find the best way forward.

Identity and Responsibility•Commit to, and feel responsible for, individual clients.•Act as an individual.•Take personal responsibility.

•Commit to, and feel responsible for, a group and/or organization.•Act with and through groups, teams and larger assemblies.•Take corporate and personal responsibility.

Relationships•Maintain distance and avoid extensive emotional engagement.•Engage in “no holds barred” discussions; don’t tolerate fools.•Lecture; lay out expertise.

•Maintain distance or emotional engagement, as needed.•Consider people’s feelings; exercise patience; trigger a sense of ownership.•Listen; give clear direction.

Expert Thinking versus Strategic Thinking



Strategic Thinking Map of Strategic Management

Strategic Thinking• External Orientation• Analyze Data• Question Assumptions• Generate New Ideas

Strategic PlanningSituational Analysis• External Analysis• Internal Analysis• Directional Strategies

ManagingStrategic

Momentum• Managerial Action• Strategy Evaluation• Emergent Learning• Re-initiate Strategic

Thinking

Strategy Formulation• Directional Strategies• Adaptive Strategies• Market Entry Strategies• Competitive Strategies

Planning the Implementation• Service Delivery Strategies• Support Strategies• Action Plans

ExternalEnvironment

ExternalEnvironment



STRATEGI SEBAGAI PERILAKU ORGANISASI

BudayaNilai dasar

What to do

Lingkunga

n

Eksternal

What

should do

LingkunganInternalWhat can do

Strategic Planning

Integration of what should do, what to do and

what can do

THE PLAN



Major Environment Threats Competitive Analysis

Market Understanding

Strategic Thinking

(Entrepreneurial Mode)

Opportunistic Decision Making

(Adaptive Mode)

Strategic Planning(Planning

Mode)

Strategy(A set of

consistent decisions

positioning the organization)

Strategic Thinking: Creative, entrepreneurial, insight into organization, its industry, and environmentStrategic Planning: Systematic, comprehensive approaches to developing strategiesOpportunistic Decision Making: Effective response to unexpected opportunities and problems



Intended strategy

Realized strategy

Deliberatestrategy

Emergentstrategies

Non-realizedstrategies



4. MANFAAT MANAJEMEN STRATEGIS• Manajemen Strategis bukanlah …




5. PERSPEKTIF SISTEM• Tingkat dan Orientasi Strategis




The Link Between Levels of Strategic Management

StrategicThinking

StrategicPlanning

StrategicMomentum

Corporate Level

StrategicThinking

StrategicPlanning

Managingthe Strategy

Divisional Level

Organizational Level

StrategicThinking

StrategicPlanning


Unit LevelStrategicThinking

StrategicPlanning


Operasional Level



6. PENTINGNYA KEPEMIMPINAN• Peran Leadership dalam Organisasi




7. PEMBELAJARAN BAGI MANAJER PELAYANAN KESEHATAN




Diskusi Bab 2:1. Jelaskan mengapa manajemen strategis menjadi sangat penting bagi

organisasi pelayanan kesehatan dewasa ini?2. Apa yang membedakan manajemen strategis dari pendekatan

manajemen lainnya?3. Apa itu peta berfikir strategis (strategic thinking map), apa

manfaatnya dan apa pula keterbatasannya?4. Apa kegiatan utama dari manajemen strategis, bagaimana kaitannya

dengan kegiatan lainnya?5. Siapa yang harus melakukan pemikiran strategis’ (strategic thinking)

perencanaan strategis (strategic planning), dan mengelola momentum strategis (managing the strategic momentum)

6. Coba Bedakan istilah-istilah manajemen strategis, perencanaan strategis, berfikir strategis dan momentum strategis.

7. Mengapa pendekatan sistem (system approach) penting bagi seorang pimpinan strategis?

manajemen strategis_bab-1

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