Strategic Implementation
Staffing & Directing (Leading)
Materi 11 : Manajemen Strategi 29 Des 2024
UNIVERSITAS ISLAM DR KHEZ MUTTAQIEN FAKULTAS EKONOMI DAN BISNIS
PROGRAM STUDI MANAJEMEN
Staffing
• Staffing focuses on the selection and use of employees
• Talent-management policies and programs kebijakan dan program yang berkaitan dengan pengelolaan bakat karyawan di dalam suatu perusahaan
• Talent Management System (TMS) atau sistem manajemen bakat adalah platform perangkat lunak yang digunakan untuk mengelola bakat atau talenta karyawan di suatu Perusahaan dalam perekrutan, orientasi karyawan, manajemen kinerja, Pembelajaran dan pengembangan profesional, manajemen kompensasi, perencanaan suksesi
• Talent acquisition proses untuk mengidentifikasi, menarik, dan merekrut calon karyawan yang memiliki talenta terbaik untuk memenuhi kebutuhan Perusahaan
• Integration managers orang yang bertanggung jawab untuk mengkoordinasikan berbagai proses dan aktivitas manajemen proyek. Manajer integrasi juga berperan dalam menyelesaikan konflik dan memantau semua komponen proyek.
• Successful integration manager :
1) a deep knowledge of the acquiring company 2) a flexible management style
3) an ability to work in crossfunctional project teams 4) a willingness to work independently
5) Sufficient emotional and cultural intelligence to work well with people from all backgrounds
• Retrenchment strategy strategi untuk mengurangi ukuran dan lingkup bisnis untuk meminimalkan kerugian keuangan. Strategi ini juga bertujuan untuk menghasilkan sumber daya yang dapat digunakan untuk aktivitas yang lebih produktif. Dalam retrenchment strategy, perusahaan dapat melakukan pengurangan produk yang dihasilkan, pasar, fungsi-fungsi dalam perusahaan, aset dan jumlah karyawan (pemberhentian/pemecatan karyawan)
Staffing follows strategy
• Staffing requirements should follow a change in strategy promotions should be based not only on current job performance but also on whether a person has the skills and abilities to do what is needed to implement the new strategy.
• Changing Hiring and Training Requirements a corporation may find that it needs to either hire different people or retrain current employees to implement the new strategy. One way to implement a company’s business strategy, such as overall low cost, is through training and development
• Matching the Manager to the Strategy Executive characteristics influence strategic outcomes for a corporation
• Model siklus hidup pengembangan karier (Career life cycle) adalah model pengembangan karier yang sifatnya pasti. Model ini menggambarkan perjalanan karier seseorang yang dipengaruhi oleh faktor-faktor seperti usia, peristiwa hidup, keterampilan, pengalaman, kinerja dan peluang.
• Siklus karir (learning stage) :
1) learning stage experiment intensively with product lines to learn about their business 2) harvest stage reduce experimentation and increase performance
3) decline stage reduce experimentation and performance declines.
• Executive type Executives with a particular mix of skills and experiences
• Dynamic industry expert seorang ahli di industri yang memiliki kemampuan analitis dan pengetahuan yang luas di berbagai industri. Mereka juga dapat mengelola berbagai lini produk dengan karakteristik memiliki kemampuan analitis, memiliki pengetahuan yang luas tentang industri tertentu dan kompetitornya, mampu mengelola berbagai lini produk dan memiliki pengetahuan yang luas di industri lain
• Analytical portfolio manager manajer portofolio yang melakukan analisis portofolio, yaitu proses evaluasi dan manajemen investasi untuk memaksimalkan pengembalian dan meminimalkan risiko.
• A corporation choosing to follow a stability strategy would probably want as its CEO a cautious profit planner a person with a conservative style, a production or engineering background, and experience with controlling budgets, capital expenditures, inventories, and standardization procedures
• Turnaround specialist orang yang membantu perusahaan untuk keluar dari kesulitan keuangan dan kembali menjadi perusahaan yang stabil secara keuangan
• Studies have found a link between the type of CEO and a firm’s overall strategic type. Successful prospector firms tended to be headed by CEOs from research/engineering and general management backgrounds. High- performance defenders tended to have CEOs with accounting/finance, manufacturing/production, and general management experience.
Analyzers tended to have CEOs with a marketing/sales background
• Strategic type a category of firms based on a common strategic orientation and a combination of structure, culture, and processes consistent with that strategy. These general types have the following characteristics :
– Defenders companies with a limited product line that focus on improving the efficiency of their existing operations
– Prospectors companies with fairly broad product lines that focus on product innovation and market opportunities
– Analyzers corporations that operate in at least two different product-market areas, one stable and one variable
– Reactors corporations that lack a consistent strategy-structure- culture relationship.
Selection and development
• Executive Succession: Insiders vs. Outsiders
• Identifying Abilities and Potential
Problems in Retrenchment
• Eliminate unnecessary work instead of making across-the- board
• Contract out work that others can do cheaper
• Plan for long-run efficiencies
• Communicate the reasons for actions
• Invest in the remaining employees
• Develop value-added jobs to balance out job elimination
Leading
• How leaders manage corporate culture
• emphasizes the use of programs to better align employee interests and attitudes with a new strategy
• coaching people to use their abilities and skills most
effectively and efficiently to achieve organizational objectives
Assessing Strategy-Culture Compatibility
• Is the proposed strategy compatible with the company’s current culture?
• Can the culture be easily modified to make it more compatible with the new strategy
• Is management willing and able to make major organizational changes and accept probable delays and a likely increase in costs?
• Is management still committed to implementing the
strategy?
Assessing Strategy–Culture Compatibility
Managing Cultural Change through Communication
• The CEO and other top managers had a strategic vision of what the company could become and communicated that vision to employees at all levels
• The vision was translated into the key elements
necessary to accomplish that vision.
Managing Diverse Cultures Following an Acquisition
• Integration involves a relatively balanced give-and-take of cultural and managerial practices between the merger partners, and no strong imposition of cultural change on either company.
• Assimilation involves the domination of one organization over the other
• Separation is characterized by a separation of the two companies’
cultures.
• Deculturation involves the disintegration of one company’s culture
resulting from unwanted and extreme pressure from the other to impose
its culture and practices.
Managing Diverse Cultures Following
an Acquisition
Action Planning
• Utilize an action planning framework to implement an organization’s MBO and TQM initiatives
• Action plan berisi informasi sbb :
– Specific actions to be taken to make the program operational – Dates to begin and end each action
– Person (identified by name and title) responsible for carrying out each action
– Person responsible for monitoring the timeliness and effectiveness of each action
– Expected financial and physical consequences of each action
– Contingency plans
Management by Objectives (MBO)
• MBO a technique that encourages participative decision making through shared goal setting at all organizational levels and performance assessment based on the achievement of stated objectives
• The MBO process involves:
1) Establishing and communicating organizational objectives.
2) Setting individual objectives (through superior-subordinate interaction) that help implement organizational ones.
3) Developing an action plan of activities needed to achieve the objectives.
4) Periodically (at least quarterly) reviewing performance as it relates to the objectives and including the results in the annual performance appraisal.
Total Quality Management (TQM)
• TQM) is an operational philosophy committed to customer satisfaction and continuous improvement. TQM is committed to quality/excellence and to being the best in all functions.
• Because TQM aims to reduce costs and improve quality, it can be used as a program to implement an overall low-cost or a differentiation business strategy.
• Many TQM principles have been incorporated into the ISO 9000 series of standards and certifications.
• TQM’s essential ingredients are :
– An intense focus on customer satisfaction – Internal as well as external customers
– Accurate measurement of every critical variable in a company’s operations
– Continuous improvement of products and services – New work relationships based on trust and teamwork
