PERAN LEADERSHIP DALAM MANAJEMEN STRATEGIS RUMAH SAKIT

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PERAN LEADERSHIP

DALAM

MANAJEMEN STRATEGIS

RUMAH SAKIT

Dr. ADIB A YAHYA, MARS

Dr. ADIB A YAHYA, MARS

1 DESEMBER 2016

4

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Basic Concepts of

Strategic Management

"Effective managers live in the present – but concentrate on the future."

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ETIMOLOGY

A combination of the words

stratos,

which meant “army”, and

agein

meaning “to lead”.

Greek Language (6

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PENGERTIAN

ETIMOLOGI :

- YUNANI :

“

“STRATEGOS”STRATEGOS” BERARTI : BERARTI : . JENDRAL

. JENDRAL

. TENTARA

. MEMIMPIN

“

“STRATEGEO”STRATEGEO” BERARTI : BERARTI : “

“ MERENCANAKAN UNTUK MERENCANAKAN UNTUK

MENGHANCURKAN MUSUH MELALUI PEMANFAATAN

SUMBER DAYA SECARA EFEKTIF “

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What is Strategy?

A strategy is a

comprehensive action

plan

that identifies long-term direction

and guides resource utilization to

accomplish organizational goals

with

sustainable competitive advantage

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Process of

formulating

,

implementing

,

and

evaluating

,

strategies to accomplish long-term

goals and sustain competitive

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The Nature of

A

global perspective

is a matter of

survival for businesses.

E-commerce

is a vital strategic

management tool.

The

natural environment

is an

important strategic issue.

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Strategic Management Achieves

Organizational Success

Process of Integrating:

–

management

–

marketing

–

finance/accounting

–

production/operations

–

research and development

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Three-Stage Process

Strategy Formulation

Strategy Implementation

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Environmental

Scanning _FormulationStrategy _{Implementation}Strategy

Evaluation and Control

Basic Model of

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External: Social Environment

Environmental Scanning

External: Task Environment Internal: Structure

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Opportunities & Threats

(

External)

Analysis of Trends:

• Economic

• Social

• Cultural

• Demographic/Environmental

• Political, Legal, Governmental

• Technological

• Competitors

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Strengths & Weaknesses

(Internal)

Typically located in functional areas of the firm

• Management

• Marketing

• Finance/Accounting

• Production/Operations

• Research & Development

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Vision & Mission

Strategy Formulation

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Vision Statement –

What do we want to become?

Mission Statement –

What is our business?

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Strategy Formulation …… Strategy Formulation ……

Issues include

:

–

What new businesses to enter

–

What businesses to abandon

–

How to allocate resources

–

Expand operations or diversify

–

Enter international markets

–

Merge or form joint venture

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What is our business mission?

Who are our customers?

What do our customers

consider value?

What have been our results?

What is our plan?

Key Strategic Questions

by Peter Drucker

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The end results of planned activity:



what is to be accomplished



by when



it should be quantified if possible

“…

increase profits 10% over last year”

Objectives

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Strategy Implementation

Programs / Annual Objectives

Budgets / Resource Allocation

Procedures / Policies

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Fred R. David

Prentice Hall

Strategy Implementation ……..

Action Stage

of strategic management:

– Most difficult stage _{Most difficult stage}

– Mobilizing employees and managers_{Mobilizing employees and managers}

– Interpersonal skills _{Interpersonal skills}are criticalare critical

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Strategy Evaluation & Control

Internal Review

External Review

Measuring Performance

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Strategy Evaluation

Final stage

of strategic management:

– All strategies subject to future modification _{All strategies subject to future modification} – Success today is no guarantee of success _{Success today is no guarantee of success}

tomorrow

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Feedback/Learning Process

Internal/External Review

Revision of Decisions

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Prime Task of

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Strategic Decisions Characteristics:

Rare:

strategic decisions are unusual and

typically have no precedent to follow

Consequential:

strategic decisions

commit substantial resources and

demand a great deal of commitment from

people on all levels.

Directive:

strategic decisions set

precedents for lesser decisions and future

actions throughout an organization.

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Fred R. David

Prentice Hall

Prime Task of Strategic

Management

According to Peter Drucker…

The prime task is to think through the

overall mission of a business

Ask the question:

What is our Business?

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Fred R. David

Prentice Hall

Integrating

Intuition and Analysis

The

strategic management process

attempts to organize

quantitative and

qualitative

information under

conditions of uncertainty.

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Fred R. David

Prentice Hall

Prentice Hall Ch. 1-Ch. 1-2929

Integrating Intuition and Analysis ………

Integrating Intuition and Analysis ………

Intuition based on:

–

Past experiences

–

Judgment

–

Feelings

Useful for decision making

–

Conditions of great

uncertainty

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Fred R. David

Prentice Hall

Integrating Intuition and Analysis ………

Intuition and judgment

–

Management at all levels

–

Analyses are influenced

Analytical thinking and intuitive thinking

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Generic Foresight Process

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Fred R. David

Prentice Hall

Adaptation to Change

Organizations must monitor events

–

On-going process

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Adaptation to Change ……….

Rate and magnitude of changes

–

Increasing dramatically

E-commerce

Demographics

Technology

Merger-mania

–

Effective Adaptation

Long-run focus

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Adaptation to Change ………

Key strategic-management questions:

– What kind of business should we become?_{What kind of business should we become?}

– _{Are we in the right fields?}_{Are we in the right fields?}

– Should we reshape our business?_{Should we reshape our business?}

– What new competitors are entering our industry?_{What new competitors are entering our industry?}

– What strategies should we pursue?_{What strategies should we pursue?}

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Comprehensive

Strategic Management Model

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Comprehensive Strategic Management Model

Comprehensive Strategic Management Model

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PERAN KEPEMIMPINAN

KEPEMIMPINAN MEMEGANG PERAN PENTING DALAM

PENGEMBANGAN STRATEGI

STRATEGI TIDAK BISA DICIPTAKAN HANYA DENGAN

ANALISIS, TETAPI PENGEMBANGANNYA DAPAT

ANALISIS, TETAPI PENGEMBANGANNYA DAPAT

DIPERKUAT DENGAN

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PERAN KRITIS KEPEMIMPINAN :

– MENGAJUKAN MENGAJUKAN PERTANYAAN YANG TEPATPERTANYAAN YANG TEPAT KETIMBANG KETIMBANG MENEMUKAN JAWABAN YANG BENAR

MENEMUKAN JAWABAN YANG BENAR

– MENGAJUKAN MENGAJUKAN ALTERNATIF KONSEP INTERPRETASI SITUASIALTERNATIF KONSEP INTERPRETASI SITUASI

– BERTINDAK SELAKU _{BERTINDAK SELAKU}KATALISATORKATALISATOR, MENDORONG MANAJER , MENDORONG MANAJER UNTUK MEMIKIRKAN MASA DEPAN DENGAN CARA YANG

UNTUK MEMIKIRKAN MASA DEPAN DENGAN CARA YANG

KREATIF

– MEMBANTU MENGENALI DAN MENYEDIAKAN MEMBANTU MENGENALI DAN MENYEDIAKAN INFORMASIINFORMASI TENTANG ISU-ISU STRATEGIS PENTING

TENTANG ISU-ISU STRATEGIS PENTING

– MENYAMPAIKAN STRATEGI DENGAN CUKUP JELAS UNTUK MENYAMPAIKAN STRATEGI DENGAN CUKUP JELAS UNTUK

KEPENTINGAN

KEPENTINGAN OPERASIONALISASIOPERASIONALISASI

– MENGURAIKAN STRATEGI KE DALAM SUB STRATEGI, MENGURAIKAN STRATEGI KE DALAM SUB STRATEGI,

PROGRAM-PROGRAM DAN RENCANA AKSI UNTUK

PROGRAM-PROGRAM DAN RENCANA AKSI UNTUK

MEREALISAIKAN TIAP STRATEGI

– MEMPERTIMBANGKAN MEMPERTIMBANGKAN DAMPAK PERUBAHAN STRATEGIDAMPAK PERUBAHAN STRATEGI DALAM DALAM OPERASIONAL ORGANISASI

OPERASIONAL ORGANISASI

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TIAP MANAJER/LEADER SEBAGAI

BAGIAN DARI TUGASNYA HARUS

PEDULI DENGAN PERUBAHAN, INOVASI

DAN KEUNGGULAN, SERTA

MENGAJUKAN PERTANYAAN KRITIS :

–

“

SHOULD

WE BE DOING THIS IN THE

FUTURE?”

–

“

HOW

SHOULD WE BE DOING THIS?”

–

“

WHAT

NEW THINGS SHOULD WE BE

DOING?”

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The Strategic Management

The Strategic Management

Process Process Bus.-Level Strategy Competitive Dynamics Corp.-Level Strategy Acquisition & Restructuring International Strategy Cooperative Strategy Strategy Formulation Corporate Governance Org.Structure & Controls Org. Renewal & Innovation Strategy Implementation Strategic

Actions

Strat. Mgmt. & Competitive -ness

Strat. Mgmt . & Performance The External Environment The Internal Environment Strategic

Competitiveness Strategic Mission _{& Strategic Intent}

Strategic Objectives & Inputs

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Strategic Leadership Presumes

An ability to influence

An ability to influence

those with whom one works

The leader understands the

emergent strategy process

A shared vision of what the organization is to be

Agreement among senior manger & board

Agreement among senior manger & board

members of opportunities and threats

Visionary leadership that entails many

characteristics such as a willingness to take risks

Managerial leadership that includes an intended

Managerial leadership that includes an intended

rational way of looking at the world

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and

Influences

Strategic Leadership and

the Strategic Management Process

Strategic Vision/Intent Strategic Mission

Shapes the formation of

Formulation of Strategies Implementation of Strategies

Strategic Competitiveness / Above Average Returns

Yields

Successful Strategic Actions

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Managerial Leaders

Adopt impersonal, passive

Adopt impersonal, passive

attitudes towards goals

View work as enabling process that involves some

combination of ideas & people interacting to

establish strategies & make decisions

establish strategies & make decisions

Relate to other people according to their role in the

decision making process

Maintain a low level of emotional involvement in

these relationships

these relationships

Influence only the actions & decisions of those

with whom they work

Want stability & strive to preserve existing order

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Visionary Leaders

_{Shape ideas versus reacting to them}_{Shape ideas versus reacting to them}

_{Influence changes in the way people think}_{Influence changes in the way people think}

about what is possible, desirable and necessary

about what is possible, desirable and necessary

_{Are concerned with ideas & relate to people in}_{Are concerned with ideas & relate to people in}

intuitive & empathetic ways

_{More likely to make decisions based on values.}_{More likely to make decisions based on values.}

_{Willing to invest in human capital & creating & main-}_{Willing to invest in human capital & creating &}

main-taining effective culture to ensure long term viability

taining effective culture to ensure long term viability

_{Are future-oriented & concerned with risk taking}_{Are future-oriented & concerned with risk taking} _{Want creativity, innovation and chaos}_{Want creativity, innovation and chaos}

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Strategic Leaders

_{A synergistic combination of}_{A synergistic combination of}

managerial & visionary leadership

managerial & visionary leadership

_{Manages the paradox created by the use}_{Manages the paradox created by the use}

of managerial & visionary models

_{Establishes the context through which stake-}_{Establishes the context through which}

stake-holders are able to perform at peak efficiency

holders are able to perform at peak efficiency

_{Willing to make candid, courageous & yet}_{Willing to make candid, courageous & yet}

pragmatic decisions

pragmatic decisions

_{Solicits corrective feedback from peers,}_{Solicits corrective feedback from peers,}

superiors & employees about the value

of their difficult decisions

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Want stability &

to preserve the

existing order

existing order

Guide without a

strategic vision.

Constrained by

values & by using

explicit knowledge

Guide

Guide knowledgeknowledge creationcreation by by encouraging contradictory

encouraging contradictory

capabilities (e.g. individual,

capabilities (e.g. individual,

group, and organizational

tacit & explicit knowledge)

tacit & explicit knowledge) Are comfortable Are comfortable handling handling Short-term day-to-day term day-to-day activities activities Managerial Leaders

Managerial Leaders

Strategic Leaders

Visionary LeadersVisionary Leaders

Define boundaries by use

Define boundaries by use

of metaphors, analogies &

models to allow for a mix

models to allow for a mix of of contradictory concepts

contradictory concepts Want stability &

to preserve the

existing order

existing order

Guide without a

Constrained by

explicit knowledge explicit knowledge Are comfortable Are comfortable handling handling Short-term day-to-day term day-to-day activities activities

to preserve the

to preserve the

existing order

Guide without a

Constrained by

explicit knowledge explicit knowledge Are comfortable Are comfortable handling handling Short-term day-to-day term day-to-day activities activities

Manage the paradox

Manage the paradox

created by use of

managerial & visionary

leadership models

Control by social- Control by social- ization & sharing ization & sharing

common norms, common norms,

values & beliefs values & beliefs

Are not dependent Are not dependent on the organisation on the organisation for their sense of for their sense of who they are

who they are

Are future-oriented Are future-oriented concerned with concerned with risk-taking risk-taking

Control by social-

ization & sharing

common norms,

values & beliefs

Are not dependent

Are not dependent

on the organisation

for their sense of

who they are

Control by social- Control by social- ization & sharing ization & sharing

common norms, common norms,

values & beliefs values & beliefs

Are not dependent Are not dependent on the organisation on the organisation for their sense of for their sense of who they are

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