PERAN LEADERSHIP DALAM MANAJEMEN STRATEGIS RUMAH SAKIT
4
PERAN LEADERSHIP
DALAM
MANAJEMEN STRATEGIS
RUMAH SAKIT
Dr. ADIB A YAHYA, MARS
1 DESEMBER 2016
Basic Concepts of
Strategic Management
"Effective managers live in the present – but concentrate on the future."
James L. Hayes
ETIMOLOGY
A combination of the words
stratos, which meant “army”, and
agein meaning “to lead”.
Greek Language (6th century BC)
PENGERTIAN
ETIMOLOGI :
- YUNANI :
“STRATEGOS” BERARTI :
. JENDRAL
. TENTARA
. MEMIMPIN
“STRATEGEO” BERARTI :
“ MERENCANAKAN UNTUK
MENGHANCURKAN MUSUH MELALUI PEMANFAATAN
SUMBER DAYA SECARA EFEKTIF “
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.
Strategic Management
Process of formulating,
implementing, and evaluating,
strategies to accomplish long-term
goals and sustain competitive
advantage.
The Nature of
Strategic Management
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.
Strategic Management Achieves
Organizational Success
Process of Integrating:
– management
– marketing
– finance/accounting
– production/operations
– research and development
– computer information systems
Three-Stage Process
Strategy Formulation
Strategy Implementation
Strategy Evaluation
Basic Model of
Strategic Management
Environmental
Scanning
Strategy
Formulation
Strategy
Implementation
Evaluation
and
Control
Environmental Scanning
External: Social Environment
External: Task Environment
Internal: Structure
Internal: Culture
Internal: Resources
Environmental Scanning
Opportunities & Threats (External)
Analysis of Trends:
•
Economic
•
Social
•
Cultural
•
Demographic/Environmental
•
Political, Legal, Governmental
•
Technological
•
Competitors
Strengths & Weaknesses (Internal)
Typically located in functional areas of the firm
•
Management
•
Marketing
•
Finance/Accounting
•
Production/Operations
•
Research & Development
•
Computer Information Systems
Strategy Formulation
Vision & Mission
Long-Term Objectives
Alternative Strategies
Policies / Strategy Selection
Strategy Formulation
Vision Statement –
What do we want to become?
Mission Statement –
What is our business?
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
– Avoidance of hostile takeover
Strategy Formulation …….
Key Strategic Questions
by Peter Drucker
What is our business mission?
Who are our customers?
What do our customers
consider value?
What have been our results?
What is our plan?
Strategy Formulation ……
Objectives
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”
Strategy Implementation
Programs / Annual Objectives
Budgets / Resource Allocation
Procedures / Policies
Employee Motivation
Strategy Implementation ……..
Action Stage of strategic management:
– Most difficult stage
– Mobilizing employees and managers
– Interpersonal skills are critical
– Consensus on pursuing goals
Fred R. David
Prentice Hall
Strategy Evaluation & Control
Internal Review
External Review
Measuring Performance
Strategic audit
Strategy Evaluation
Final stage of strategic management:
– All strategies subject to future modification
– Success today is no guarantee of success
tomorrow
– Success creates new and different problems
– Complacency leads to demise
Feedback/Learning Process
Internal/External Review
Revision of Decisions
Corrective Actions
Prime Task of
Strategic Management
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.
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?
Fred R. David
Prentice Hall
Integrating
Intuition and Analysis
The strategic management process
attempts to organize quantitative and
qualitative information under
conditions of uncertainty.
Fred R. David
Prentice Hall
Integrating Intuition and Analysis ………
Intuition based on:
– Past experiences
– Judgment
– Feelings
Useful for decision making
– Conditions of great uncertainty
– Conditions with little precedent
Fred R. David
Prentice Hall
Ch. 1-29
Ch. 1-29
Integrating Intuition and Analysis ………
Intuition and judgment
– Management at all levels
– Analyses are influenced
Analytical thinking and intuitive thinking
– Complement each other
Fred R. David
Prentice Hall
Generic Foresight Process
Copyright Joseph Voros, 2001
Adaptation to Change
Organizations must monitor events
– On-going process
– Internal and external events
– Timely changes
Fred R. David
Prentice Hall
Adaptation to Change ……….
Rate and magnitude of changes
– Increasing dramatically
E-commerce
Demographics
Technology
Merger-mania
– Effective Adaptation
Long-run focus
Adaptation to Change ………
Key strategic-management questions:
– What kind of business should we become?
– Are we in the right fields?
– Should we reshape our business?
– What new competitors are entering our industry?
– What strategies should we pursue?
– How are our customers changing?
Comprehensive
Strategic Management Model
Comprehensive Strategic Management Model
External
Audit
Vision
&
Mission
Long-Term
Objectives
Internal
Audit
Generate,
Evaluate,
Select
Strategies
Implement
Strategies:
Mgmt Issues
Implement
Strategies:
Marketing,
Fin/Acct,
R&D.
Measure &
Evaluate
Performance
PERAN KEPEMIMPINAN
PERAN KEPEMIMPINAN
KEPEMIMPINAN MEMEGANG PERAN PENTING DALAM
PENGEMBANGAN STRATEGI
STRATEGI TIDAK BISA DICIPTAKAN HANYA DENGAN
ANALISIS, TETAPI PENGEMBANGANNYA DAPAT
DIPERKUAT DENGAN PENDEKATAN YANG LOGIS
PERAN KRITIS KEPEMIMPINAN :
– MENGAJUKAN PERTANYAAN YANG TEPAT KETIMBANG
MENEMUKAN JAWABAN YANG BENAR
– MENGAJUKAN ALTERNATIF KONSEP INTERPRETASI SITUASI
– BERTINDAK SELAKU KATALISATOR, MENDORONG MANAJER
UNTUK MEMIKIRKAN MASA DEPAN DENGAN CARA YANG
KREATIF
– MEMBANTU MENGENALI DAN MENYEDIAKAN INFORMASI
TENTANG ISU-ISU STRATEGIS PENTING
– MENYAMPAIKAN STRATEGI DENGAN CUKUP JELAS UNTUK
KEPENTINGAN OPERASIONALISASI
– MENGURAIKAN STRATEGI KE DALAM SUB STRATEGI,
PROGRAM-PROGRAM DAN RENCANA AKSI UNTUK
MEREALISAIKAN TIAP STRATEGI
– MEMPERTIMBANGKAN DAMPAK PERUBAHAN STRATEGI DALAM
OPERASIONAL ORGANISASI
– MENGKOMUNIKASIKAN DAN MENGENDALIKAN STRATEGI
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?”
The Strategic Management
Process
Strategic
Objectives & Inputs
Strat. Mgmt. & The External
Competitive - Environment
ness
Strategic
Competitiveness
Strategy
Implementation
Strategic
Leadership
Org.
Renewal &
Innovation
Org.Structure
&
Controls
Corporate
Governance
Strat. Mgmt . The Internal
Environment
&
Performance
Strategic
Actions
Strategic Mission
& Strategic Intent
Strategy Formulation
Bus.-Level
Strategy
Corp.-Level
Strategy
International
Strategy
Competitive
Dynamics
Acquisition &
Restructuring
Cooperative
Strategy
Strategic Leadership Presumes
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
members of opportunities and threats
Visionary leadership that entails many
characteristics such as a willingness to take risks
Managerial leadership that includes an intended
rational way of looking at the world
Strategic Leadership and
the Strategic Management Process
Effective Strategic Leadership
Shapes the formation of
Strategic Vision / Intent
and
Influences
Strategic Mission
Successful Strategic Actions
Formulation of Strategies
Yields
Implementation of Strategies
Strategic Competitiveness / Above Average Returns
Managerial Leaders
Adopt impersonal, passive
attitudes towards goals
View work as enabling process that involves some
combination of ideas & people interacting to
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
Influence only the actions & decisions of those
with whom they work
Want stability & strive to preserve existing order
Visionary Leaders
Shape ideas versus reacting to them
Influence changes in the way people think
about what is possible, desirable and necessary
Are concerned with ideas & relate to people in
intuitive & empathetic ways
More likely to make decisions based on values.
Willing to invest in human capital & creating & maintaining effective culture to ensure long term viability
Are future-oriented & concerned with risk taking
Want creativity, innovation and chaos
Strive to change the existing order
Strategic Leaders
A synergistic combination of
managerial & visionary leadership
Manages the paradox created by the use
of managerial & visionary models
Establishes the context through which stake-
holders are able to perform at peak efficiency
Willing to make candid, courageous & yet
pragmatic decisions
Solicits corrective feedback from peers,
superiors & employees about the value
of their difficult decisions
Managerial Leaders
Want stability &
to preserve the
existing order
Are comfortable
handling Shortterm day-to-day
activities
Strategic Leaders
Visionary Leaders
Manage the paradox
created by use of
managerial & visionary
leadership models
Are future-oriented
concerned with
risk-taking
Define boundaries by use
of metaphors, analogies &
models to allow for a mix of
contradictory concepts
Are not dependent
on the organisation
for their sense of
who they are
Guide without a Guide knowledge creation by Control by socialstrategic vision. encouraging contradictory
ization & sharing
Constrained by
capabilities (e.g. individual,
common norms,
values & by using group, and organizational
explicit knowledge tacit & explicit knowledge) values & beliefs
TERIMAKASIH
PERAN LEADERSHIP
DALAM
MANAJEMEN STRATEGIS
RUMAH SAKIT
Dr. ADIB A YAHYA, MARS
1 DESEMBER 2016
Basic Concepts of
Strategic Management
"Effective managers live in the present – but concentrate on the future."
James L. Hayes
ETIMOLOGY
A combination of the words
stratos, which meant “army”, and
agein meaning “to lead”.
Greek Language (6th century BC)
PENGERTIAN
ETIMOLOGI :
- YUNANI :
“STRATEGOS” BERARTI :
. JENDRAL
. TENTARA
. MEMIMPIN
“STRATEGEO” BERARTI :
“ MERENCANAKAN UNTUK
MENGHANCURKAN MUSUH MELALUI PEMANFAATAN
SUMBER DAYA SECARA EFEKTIF “
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.
Strategic Management
Process of formulating,
implementing, and evaluating,
strategies to accomplish long-term
goals and sustain competitive
advantage.
The Nature of
Strategic Management
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.
Strategic Management Achieves
Organizational Success
Process of Integrating:
– management
– marketing
– finance/accounting
– production/operations
– research and development
– computer information systems
Three-Stage Process
Strategy Formulation
Strategy Implementation
Strategy Evaluation
Basic Model of
Strategic Management
Environmental
Scanning
Strategy
Formulation
Strategy
Implementation
Evaluation
and
Control
Environmental Scanning
External: Social Environment
External: Task Environment
Internal: Structure
Internal: Culture
Internal: Resources
Environmental Scanning
Opportunities & Threats (External)
Analysis of Trends:
•
Economic
•
Social
•
Cultural
•
Demographic/Environmental
•
Political, Legal, Governmental
•
Technological
•
Competitors
Strengths & Weaknesses (Internal)
Typically located in functional areas of the firm
•
Management
•
Marketing
•
Finance/Accounting
•
Production/Operations
•
Research & Development
•
Computer Information Systems
Strategy Formulation
Vision & Mission
Long-Term Objectives
Alternative Strategies
Policies / Strategy Selection
Strategy Formulation
Vision Statement –
What do we want to become?
Mission Statement –
What is our business?
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
– Avoidance of hostile takeover
Strategy Formulation …….
Key Strategic Questions
by Peter Drucker
What is our business mission?
Who are our customers?
What do our customers
consider value?
What have been our results?
What is our plan?
Strategy Formulation ……
Objectives
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”
Strategy Implementation
Programs / Annual Objectives
Budgets / Resource Allocation
Procedures / Policies
Employee Motivation
Strategy Implementation ……..
Action Stage of strategic management:
– Most difficult stage
– Mobilizing employees and managers
– Interpersonal skills are critical
– Consensus on pursuing goals
Fred R. David
Prentice Hall
Strategy Evaluation & Control
Internal Review
External Review
Measuring Performance
Strategic audit
Strategy Evaluation
Final stage of strategic management:
– All strategies subject to future modification
– Success today is no guarantee of success
tomorrow
– Success creates new and different problems
– Complacency leads to demise
Feedback/Learning Process
Internal/External Review
Revision of Decisions
Corrective Actions
Prime Task of
Strategic Management
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.
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?
Fred R. David
Prentice Hall
Integrating
Intuition and Analysis
The strategic management process
attempts to organize quantitative and
qualitative information under
conditions of uncertainty.
Fred R. David
Prentice Hall
Integrating Intuition and Analysis ………
Intuition based on:
– Past experiences
– Judgment
– Feelings
Useful for decision making
– Conditions of great uncertainty
– Conditions with little precedent
Fred R. David
Prentice Hall
Ch. 1-29
Ch. 1-29
Integrating Intuition and Analysis ………
Intuition and judgment
– Management at all levels
– Analyses are influenced
Analytical thinking and intuitive thinking
– Complement each other
Fred R. David
Prentice Hall
Generic Foresight Process
Copyright Joseph Voros, 2001
Adaptation to Change
Organizations must monitor events
– On-going process
– Internal and external events
– Timely changes
Fred R. David
Prentice Hall
Adaptation to Change ……….
Rate and magnitude of changes
– Increasing dramatically
E-commerce
Demographics
Technology
Merger-mania
– Effective Adaptation
Long-run focus
Adaptation to Change ………
Key strategic-management questions:
– What kind of business should we become?
– Are we in the right fields?
– Should we reshape our business?
– What new competitors are entering our industry?
– What strategies should we pursue?
– How are our customers changing?
Comprehensive
Strategic Management Model
Comprehensive Strategic Management Model
External
Audit
Vision
&
Mission
Long-Term
Objectives
Internal
Audit
Generate,
Evaluate,
Select
Strategies
Implement
Strategies:
Mgmt Issues
Implement
Strategies:
Marketing,
Fin/Acct,
R&D.
Measure &
Evaluate
Performance
PERAN KEPEMIMPINAN
PERAN KEPEMIMPINAN
KEPEMIMPINAN MEMEGANG PERAN PENTING DALAM
PENGEMBANGAN STRATEGI
STRATEGI TIDAK BISA DICIPTAKAN HANYA DENGAN
ANALISIS, TETAPI PENGEMBANGANNYA DAPAT
DIPERKUAT DENGAN PENDEKATAN YANG LOGIS
PERAN KRITIS KEPEMIMPINAN :
– MENGAJUKAN PERTANYAAN YANG TEPAT KETIMBANG
MENEMUKAN JAWABAN YANG BENAR
– MENGAJUKAN ALTERNATIF KONSEP INTERPRETASI SITUASI
– BERTINDAK SELAKU KATALISATOR, MENDORONG MANAJER
UNTUK MEMIKIRKAN MASA DEPAN DENGAN CARA YANG
KREATIF
– MEMBANTU MENGENALI DAN MENYEDIAKAN INFORMASI
TENTANG ISU-ISU STRATEGIS PENTING
– MENYAMPAIKAN STRATEGI DENGAN CUKUP JELAS UNTUK
KEPENTINGAN OPERASIONALISASI
– MENGURAIKAN STRATEGI KE DALAM SUB STRATEGI,
PROGRAM-PROGRAM DAN RENCANA AKSI UNTUK
MEREALISAIKAN TIAP STRATEGI
– MEMPERTIMBANGKAN DAMPAK PERUBAHAN STRATEGI DALAM
OPERASIONAL ORGANISASI
– MENGKOMUNIKASIKAN DAN MENGENDALIKAN STRATEGI
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?”
The Strategic Management
Process
Strategic
Objectives & Inputs
Strat. Mgmt. & The External
Competitive - Environment
ness
Strategic
Competitiveness
Strategy
Implementation
Strategic
Leadership
Org.
Renewal &
Innovation
Org.Structure
&
Controls
Corporate
Governance
Strat. Mgmt . The Internal
Environment
&
Performance
Strategic
Actions
Strategic Mission
& Strategic Intent
Strategy Formulation
Bus.-Level
Strategy
Corp.-Level
Strategy
International
Strategy
Competitive
Dynamics
Acquisition &
Restructuring
Cooperative
Strategy
Strategic Leadership Presumes
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
members of opportunities and threats
Visionary leadership that entails many
characteristics such as a willingness to take risks
Managerial leadership that includes an intended
rational way of looking at the world
Strategic Leadership and
the Strategic Management Process
Effective Strategic Leadership
Shapes the formation of
Strategic Vision / Intent
and
Influences
Strategic Mission
Successful Strategic Actions
Formulation of Strategies
Yields
Implementation of Strategies
Strategic Competitiveness / Above Average Returns
Managerial Leaders
Adopt impersonal, passive
attitudes towards goals
View work as enabling process that involves some
combination of ideas & people interacting to
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
Influence only the actions & decisions of those
with whom they work
Want stability & strive to preserve existing order
Visionary Leaders
Shape ideas versus reacting to them
Influence changes in the way people think
about what is possible, desirable and necessary
Are concerned with ideas & relate to people in
intuitive & empathetic ways
More likely to make decisions based on values.
Willing to invest in human capital & creating & maintaining effective culture to ensure long term viability
Are future-oriented & concerned with risk taking
Want creativity, innovation and chaos
Strive to change the existing order
Strategic Leaders
A synergistic combination of
managerial & visionary leadership
Manages the paradox created by the use
of managerial & visionary models
Establishes the context through which stake-
holders are able to perform at peak efficiency
Willing to make candid, courageous & yet
pragmatic decisions
Solicits corrective feedback from peers,
superiors & employees about the value
of their difficult decisions
Managerial Leaders
Want stability &
to preserve the
existing order
Are comfortable
handling Shortterm day-to-day
activities
Strategic Leaders
Visionary Leaders
Manage the paradox
created by use of
managerial & visionary
leadership models
Are future-oriented
concerned with
risk-taking
Define boundaries by use
of metaphors, analogies &
models to allow for a mix of
contradictory concepts
Are not dependent
on the organisation
for their sense of
who they are
Guide without a Guide knowledge creation by Control by socialstrategic vision. encouraging contradictory
ization & sharing
Constrained by
capabilities (e.g. individual,
common norms,
values & by using group, and organizational
explicit knowledge tacit & explicit knowledge) values & beliefs
TERIMAKASIH