BAB 1

SIFAT-DASAR MANAJEMEN
STRATEGIS
YOSRI AZWAR

Do the right things, do the

things right

BAB 1

SIFAT-DASAR MANAJEMEN STRATEGIS

1.
2.
3.
4.
5.
6.
7.

MENGELOLA DI DALAM LINGKUNGAN DINAMIS

DASAR-DASAR MANAJEMEN STRATEGIS
DIMENSI MANAJEMEN STRATEGIS
MANFAAT MANAJEMEN STRATEGIS
PERSPEKTIF SISTEM
PENTINGNYA KEPEMIMPINAN
PEMBELAJARAN BAGI MANAJER PELAYANAN KESEHATAN

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

BAB 1

SIFAT-DASAR MANAJEMEN STRATEGIS

1. MENGELOLA DI DALAM LINGKUNGAN DINAMIS
. Menghadapi Perubahan

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

Manager interacting with various system and

subsystem
Ikatan
Profesi
Reka
m
Medis

Eksek
utif

Rawat
Inap

Legisla
tif

LSM

Masyarak
at

Farma
si
UGD

DIREKTUR

Komit
e
Medis

Jamkesn
as,
Asuransi
Kesehat
an

Obgyn

Dapur
Admin

BPRS

Sarana
Kesehat
an Lain

Pemaso
k

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

BAB 1

SIFAT-DASAR MANAJEMEN STRATEGIS

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

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

BAB 1

SIFAT-DASAR MANAJEMEN STRATEGIS

3. DIMENSI MANAJEMEN STRATEGIS
. Pendekatan Analitis vs Pendekatan Emergent
. Kombinasi Pendekatan Analisis dan Emergent sebagai sebuah
Model
. Pemikiran Strategis
. Perencanaan Strategis
. Mengelola Momentum Strategis

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

Management approaches, to manage and shape the

organization to make it better, to make it an excellent
organization
1950s
Theory Y
Management By
Objective
Quantitative
Management
Diversification

1960s
Managerial Grid
T-Groups
Matrix Management
Conglomeration
Centralization/
Decentralization

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

1980s
1990s
2000s
Theory Z
Customer Focus
Six Sigma
One-Minute
Quality Improvement Balanced Score Card
Reengineering
Transformational
Managing
Organization Culture Benchmarking
Leadership
Intrapreneuring
Resource-Based
Self-Managed Teams
Downsizing
View
Dynamic Capabilities
MBWA (Management
Virtual Organizations
Blue Oceans
by Wandering
Around)
TQM/CQI
There are
three kinds of people in this world: those who make things happen, those who watch
things to happen,

Expert Thinking versus Strategic Thinking

Expert Thinking at its
Best
Focus
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.

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

Strategic Thinking at its

Best
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.

Specialize in types of industry,

activities or context.
Respect boss review.
Focus as much on how to move
forward as on what to do.

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

Expert Thinking versus Strategic Thinking

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

Identity and Responsibility

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

Relationships

Strategic Thinking at its

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

Maintain distance or emotional

Maintain distance and avoid
engagement, as needed.
extensive emotional engagement.
Consider peoples feelings; exercise
Engage in no holds barred
There are three kinds of people in this world: those who make things happen, those who watch
patience; trigger a sense of
discussions; dont tolerate fools.things to happen,
ownership.

Strategic Thinking Map of Strategic

Management
Strategic Planning
Situational Analysis

External
Environment

External Analysis
Internal Analysis
Directional Strategies

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

Strategy Formulation

Directional Strategies
Adaptive Strategies
Market Entry Strategies
Competitive Strategies

External
Environment

Managing
Managing
Strategic
Strategic
Momentum
Momentum

Managerial
Managerial Action
Action
Strategy
Strategy Evaluation
Evaluation
Emergent
Emergent Learning
Learning
Re-initiate
Strategic
Re-initiate Strategic
Thinking
Thinking
Planning the Implementation
Service Delivery Strategies
Support Strategies
Action Plans

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

STRATEGI

SEBAGAI PERILAKU ORGANISASI

Budaya
Nilai dasar

ga
n
ku
g
n
Li
n
l
a
n
er
t
s
Ek
at o
h
W dd
ul
o
sh

What to do

Strategic
Planning

an
g
un l
k
a
g
Lin tern
In
do
n
a
tc
a
Wh

Integration of
what should do,
what to do and
what can do
THE PLAN
There are three kinds of people in this world: those who make things happen, those who watch
things to happen,

Strategic
Thinking
(Entrepreneur
ial Mode)

Strategy
(A set of
consistent
decisions
positioning the
Strategic
organization)
Planning
(Planning
Mode)

Opportunistic
Decision
Making
(Adaptive
Mode)

Market Understanding
Major Environment Threats
Competitive Analysis

Strategic Thinking: Creative, entrepreneurial, insight into organization, its

industry, and environment
Strategic Planning: Systematic, comprehensive approaches to developing
strategies
Opportunistic
Making:
response
unexpected
opportunities
There are threeDecision
kinds of people
in thisEffective
world: those
who maketo
things
happen, those
who watch
things to happen,
and problems

Intended strategy

De
l
str ibera
ate te
gy

Realized strategy

Non-realized
strategies
Emergent
strategies

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

BAB 1

SIFAT-DASAR MANAJEMEN STRATEGIS

4. MANFAAT MANAJEMEN STRATEGIS
. Manajemen Strategis bukanlah

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

BAB 1

SIFAT-DASAR MANAJEMEN STRATEGIS

5. PERSPEKTIF SISTEM
. Tingkat dan Orientasi Strategis

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

The Link Between Levels of Strategic Management

Strategic
Strategic
Thinking
Thinking

Corporate Level

Strategic
Strategic
Momentum
Momentum

Strategic
Strategic
Planning
Planning
Strategic
Strategic
Thinking
Thinking

Managing
Managing
the
the Strategy
Strategy

Divisional Level
Strategic
Strategic
Planning
Planning
Strategic
Strategic
Thinking
Thinking

Managing
Managing
the
the Strategy
Strategy

Strategic
Strategic
Planning
Planning

Organizational
Level
Operasional
Level

Strategic
Strategic
Thinking
Thinking
Managing
Managing
the
the Strategy
Strategy

Unit Level
Strategic
Strategic
Planning
Planning

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

BAB 1

SIFAT-DASAR MANAJEMEN STRATEGIS

6. PENTINGNYA KEPEMIMPINAN
. Peran Leadership dalam Organisasi

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

BAB 1

SIFAT-DASAR MANAJEMEN STRATEGIS

7. PEMBELAJARAN BAGI MANAJER PELAYANAN KESEHATAN

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

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