Manajemen Stratejik
OVERVIEW MANAJEMEN STRATEJIK
Program Studi Manajemen Rumah Sakit Program Pascasarjana Universitas Muhammadiyah Yogyakarta
26 Februari 2022
Dosen:
Dr. Dr. Nur Hidayah, S.E., M.M.
Relationships Between Key External Forces and an Organization
Economic forces Social, cultural, demographic, and environment
natural forces
Political, legal, and governmental
forces
Technological forces
Competitive forces
Economic forces Social, cultural, demographic, and environment
natural forces
Political, legal, and governmental
forces
Technological forces
Competitive forces
Competitors
Suppliers
Distributors
Creditors
Customers
Employees
Communities
Managers
Stockholders
Labor unions
Governments
Trade associations
Special interest groups
Products
Services
Markets
Natural environment
Competitors
Suppliers
Distributors
Creditors
Customers
Employees
Communities
Managers
Stockholders
Labor unions
Governments
Trade associations
Special interest groups
Products
Services
Markets
Natural environment
AN
ORGANIZA TION’S
OPPORTUN ITIES AND THREATS AN
ORGANIZA TION’S
OPPORTUN ITIES AND THREATS
David, 2011
5
Umum Analisis Lingkungan - Ekternal & Internal
Analisis Kinerja dan Postur Strategik Analisis Kinerja dan
Postur Strategik
Analisis Lingkungan Internal [ALI]
Analisis Lingkungan Eksternal [ALE]
F O
M HR
TIROCA VCA
E S
P T
C2 C3
C1 C4
S F A S
Sumber: Manajemen Strategik, Popy Rufaidah, hal 67
Catatan:
VCA: Value Chain Analysis;
TIROCA: Tangible, Intangible Resources, Organizational Capability MFOHR: Manufacture, Finance, Organization, and Human Resource IFAS: Internal Strategic Factors Summary
I F AS I F AS
E F AS E F A S
6
A Resource
Hunger and Wheelen, 2000
Controlled by
Corporation Asset
Compe tency
Process Skill
knowledge
7
Resource Based Approach/View (RBA/V)
Resource Based Approach/View
To analysis the firm’s resour functions: Marketing, Finance, Operation, Human Resource [MFOHR]
Goals: Maping the position of the firm compare to other firms.
Tools to identifay RBA/V: Value Chain Analysis (VCA) dan TIROCA
Capabilities : Firm capability to exploitate the resources
8
Komponen Analisis Internal
Discovering Core Competencies
Resources
• Tangible
• Intangible
Capabilities Core
Competencies
Competitive Advantage
Strategic Competitiveness
Four Criteria of Sustainable
Advantages
• Valuable
• Rare
• Costly to Imitate
• Nonsubstitutable
Value Chain Analysis
9
2. Resources: TIROCA
Sumber: Manajemen Strategik, Popy Rufaidah, diubah
Finansial Physical
Modern Pabrik cs
Teknologi
Rahasia Dagang
Organisasi
Efektif Renstra Cash Account
Lokasi pabrik Paten/HAKI Unggul Int Ctrl Piutang
Mesin Canggih Merk Dagang Unggul Sist Eval Kapasitas Meminjam
T
an gible Res
ourc
es urces eso e R angibl T
I
nta ngib
R le eso
urces esources R e ntangibl I
O
rg an izational
and
Ca
pab ility
O
rgan izational an
d
Ca
pability
Human Resource Inovasi & Kreatif Ahli Ilmiah
Reputasi
Nama Merk Pengalaman&mampu
Ahli Teknis Reputasi dg Pemasok-Pelanggan
Dapat Dipercaya
Ide Kreatif Produk Andal/Mutu Produk Tim Kerja Efektif
Adapt to Cust. Prod dev Process
Inovasi produk/
HRM Process
Rekrut, motivasi, pertahankan Pelayanan Prima
jasa Modal SDM
10
Evaluate The Importance of The Resources
Hunger and Wheelen, 2000
the internal strategic
factors
strength and
weeknesse s
the future of the company
will help deter maine will help deter maine
11
Internal Strategic Factors dan Tahapan Analisis Strategi
Critical strengths and weaknesses that are likely to determine if the firm will be able to take advantage of opportunities while avoiding threats
Internal Strategic Factors
Strategy Analyze Steps
1 2 3 4 5
Identify firms strengths and weakness by:
– Identify and classify resources
– Combine/Integrate resources into capabilities
Identify
resource gaps invest in
weaknesses Combine firm’s
strengths into specific core competencies / Distinctive Competencies
Appraise profit potential of resources / capabilities
(Competencies) to sustain
competitive
Select strategy that best exploits your competencies (Resources and Capabilities)
Kode Faktor Strategis Bobot Rating Score O.1 Memenuhi hak setiap orang untuk
memperoleh yankes 0.16 4 0.6395
O.2 Meningkatkan kesejahteraan
masyarakat melalui Yankes 0.12 4 0.4733 O.3 Memenuhi hak atas jaminan sosial
bagi setiap orang 0.09 4 0.36814
O.4 Perubahan gaya hidup masyarakat 0.08 3 0.23488 O.5 Membangun citra positif untuk
rumah sakit 0.13 4 0.53729
External Factors Analysis Summary (EFAS)
T.1 Peraturan BPJS sering berubah-ubah
0.11 4 0.44237 T.2 Tuntutan ketepatan klaim BPJS
0.11 4 0.44895
T.3 Banyak klaim BPJS yang tertuda
pembayarannya 0.07 3 0.20174
T.4 Pengetahuan masyarakat tentang JKN
masih rendah 0.07 3 0.2158
T.5 Banyak rumah sakit di Yogyakarta yang
kerjasama dg BPJS 0.06 3 0.16543
Jumlah 1
Total Score 3.72739
External Factors Analysis Summary (EFAS) Cont
Kod e
Faktor Strategis Bobot Rating Score S.1 Budaya Kerja &
Keteladanan 0.13 4
0.50941 S.2 Loyalitas Pelanggan 0.14 4 0.56211 S.3 Kompetensi SDM
profesional 0.12 4
0.47804 S.4 Mempunyai kapasitas
Tim Casemix yang solid 0.19 4
0.7478 S.5 Diferensiasi produk 0.06 4 0.2522
Internal Factors Analysis Summary (IFAS)
W.1
Banyak variasi
tatalaksana medis layanan BPJS
0.13 4
0.5069 W.2
Kompetensi manajerial
kurang 0.05 4
0.20263 W.3
Antri menunggu dokter
lama 0.06 3
0.18021 W.4
Dokter spesialis sering
terlambat 0.07 4
0.26035 W.5 Ruang perawatan sering
penuh 0.06 3
0.18021 Total Score 3.87986
Internal Factors Analysis Summary (IFAS) Cont
Posisi Pilihan Strategi Sistem Casemix
17
Analisis & Pilihan Strategi
Sel 1: Offensif (Proaktif)
Sel 3: Turnaround (Pembenahan)
Sel 4: Defensif (Reaktif)
Sel 2: Diversifikasi (Mencari Terobosan)
Kekuatan Peluang
Kelemahan
Ancaman
19
Comparing Measures Of The Resources With Measures Of...
(1) the company past performance,
(2) the company’s key competitors, and
(3) the industry as a whole
Strength and
Weekness
The Resource that is Significanly Difference Strategic Decision
Hunger and Wheelen, 2000
20
The Resource-Based model of Above Average Returns
• Kapabilitas dikembangkan dan perlu dikelola dengan baik untuk mendapatkan tingkat
pengembalian di atas rata-rata.
• Perusahaan memiliki Resource yang berbeda- beda dan harus mengembangkan kapabilitas yang unik.
•
Apabila Resource ini dimiliki perusahaan dan tidak dimiliki oleh perusahaan lain maka hal ini dapat disebut
keunggulan kompetitif (Competitive Advantage)
Wheelen - Prentice Hall, Inc. © 2006 21
The Roots of Competitive Advantage
The Resource-Based Model of Above-Average Returns
Superior Returns Strategy Implementation
An Attractive Industry Competitive
Advantage Capability
Resources
Superior returns: earning of above-average returns
Identify the firm’s resources. Study its strengths and weaknesses compared with those of competitors
What do the capabilities allow the firm to do better than its competitors
Capacity of an integrated set of resources to integratively
perform a task or activity
Inputs into a firm’s production process
Select a strategy -- to utilize its
resources and capabilities relative to opportunities in the ext. environment
Strategic actions taken to earn above-average returns Locate an attractive industry. opportunities that can be
exploited by the firm’s resources & capabilities Determine the potential of the firm’s
resources and capabilities in terms of a competitive advantage
Ability of a firm to outperform its rivals
Hitt, Ireland Copyright © 2004 South-Western. All rights reserved. 22
23
Analisis VRIN atau VRIO untuk Keunggulan Kompetitif
Copyright © 2004 South-Western. All rights reserved. 24
Resources and Capabilities, Core Competencies, and Outcomes
Core
Competencies
Competitive Advantage
Value Creation
Above Average Returns
Valuable
Rare
Costly to Imitate
Nonsubstitutable
25
Tabel:
TIROCA (Tangible, Intangible Resources, Organizational Capabilities Analysis)
Valuable Rare Difficult Non- Implications
to Imitate Substituable for Competitiveness
No No No No Competitive disadvantage
Yes No No No Competitive parity
Yes Yes No No Temporary competitive advantage
Yes Yes Yes Yes Sustainable competitive advantage
Apakah resource atau capability memiliki kriteria…?
Source; Adapted from J. Barney, “Firm Resources a Sustained Competitive Advantage, ‘ Journal of Management 17 (1991), pp. 99-120.
V R I N
26
Continuum of Sustainability
Sustainability of Competitive Advantage
Wheelen - Prentice Hall, Inc. © 2006
Strategy Map: Represents How the Organization Creates Value Kaplan and Norton, 2004
Ronchetti, 2006
Abadi, et al, 2012
Abadi, et al, 2012
37
Referensi
Dess, Gregory G, G.T. (Tom) Lumpkin, Alan B. Eisner (2008), Strategic Management, New York:
McGraw-Hill Irwin.
Hitt, Ireland, Hoskisson, Rowe, Sheppard, (2011), Canada: Nelson.
Hunger, J. David, and Thomas L. Wheelen (2012), Strategic Management, New Jersey: Prentice-Hall.
Pearce II, John A. & Richard B. Robinson, Strategic Management: Formulation,
Implementation & Control, New York: McGraw- Hill, 2007
Rufaidah, Popy (2012), Manajemen Strategik, Bandung: Humaniora.
Ronchetti, Jan L. An Integrated Balanced Scorecard Strategic Planning Model for
Nonprofit Organizations, Journal of Practical Consulting, Vol. 1 Iss. 1, 2006, pp. 25-35
© 2006 School of Global Leadership & Entrepreneurship, Regent University ISSN 1930-806X
Abadi , Elaheh Enteshari Najaf, Ali Karbasi Najaf Abadi , Iraj Soltani , 2012,
Strategic Planning Model Formulation Based on Balanced Score Card: A Case Study, International Journal of Academic Research in Business and Social Sciences July
2012, Vol. 2, No. 7 ISSN: 2222-6990
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