Assalamualaikum. Di sini saya sertakan hand-out tentang kursus Pengurusan Strategik yang telah saya ikuti baru-baru ini. Terimalah perkongsian ilmu bersama Dr. Dusit Jaul (Pegawai Kanan di INTAN). Ada 6 bahagian lagi yang akan menyusul kemudian. Moga dapat memberi manfaat bersama.
Program Structure.
• Introduction to strategic management
• Working on your organization’s vision, mission and goals
• Group discussions and presentation
• Setting objectives and crafting a strategy
• Levels of strategies
• Implementing strategic change in the organization through strategy execution
Upon completion of this 3 day course, you’ll get better understanding of :-
• The concept of strategic management
• The strategic management process and its related principal activities
• Key environmental factors that are creating more uncertainty/unpredictable change – thus requiring greater need for strategic management in the organization
• How organization can achieve competitive advantage through the various strategies
PART 1: Introduction to Strategic Management.
Pertinent questions in Strategic Management
• What is a strategy?
• Strategic Management defined
• Objective of Strategic Management
• Five tasks of Strategic Management
• PEST factors
Pertinent questions in Strategic Management
1. Why was your organization created?
- present achievement
- stakeholders expectation
2. Is there a vision for your organization?
3. What is your strategic intent & strategy content? (why, what, how?)
4. What about strategy creation?
- environmental scanning
- types of strategies
5. What about strategy implementation and its impact to your organization?
What is your reaction to these questions?
Driving force of change in organization
• Globalization & liberalization
• Rapid technological development
• Intellectual capital – knowledge as the source of competitive advantage
• Enhancing employee involvement
• Knowledge Management
Determinants of organization performance. Three broad factors
1.Industry context
2.National context
3.Company resources, capabilities, and strategies
* All this three factors will efect company performance
What is strategy ?
Version 1 : “A company’s strategy is a game plan management has for positioning the company in its chosen market arena, competing successfully, pleasing customers, and achieving good business performance” (Thomson Strickland, 1999)
Version 2 : “The determination of a basic long term-goal and objectives of an enterprise, and the adoption of courses of action and the allocation of resources necessary for carrying out these goals” (Alfred Chandler)
What this means is that:
• Strategy involve rational planning
• Organization chooses its goal & identify course of action
An organization’s strategy normally comprised the following:
Ø Actions to merge with or acquire a rival company, form strategic alliances, or collaborate closely with certain industry members
Ø Efforts to alter geographic coverage, integrate forward or backward, or stake out a different industry position
Ø Efforts to broaden/narrow the product line, improve product design, alter product quality, alter performance features, or modify customer service
Ø Fresh offensive moves to strengthen the company’s long-term competitive position and secure a competitive advantage
Ø Actions to respond to changing industry conditions (shifting customer preferences, new government regulations, the globalization of competition, exchange rate instability, entry or exit of new competitors
Ø Moves to diversify the company’s revenue base and enter altogether new industries or businesses
Ø Actions to strengthen the company’s resources base and competitive capabilities
Ø Moves and approaches that define how the company manages R&D, manufacturing, marketing, finance, and other key activities
Ø Defensive moves to counter the actions of competitors and defend against external threats
Ø Actions to capitalize on new opportunities (new technologies, product innovation, new trade agreements that open up foreign market
Source: Thomson Strickland, 1999
From Strategy to Strategic
The adjective STRATEGIC has 2 meanings:-
(a) Relating to, or concerned with strategy
(b) Highly important to, or an integral part of a strategy or plan of action (especially
in war)
Strategic Management Defined.Version 1
Ø “Strategic Management is a type of planning process in which the organization set its general direction and objective”
Ø Strategic Management is a tool used to determine mission, vision, values, goals, objectives roles and responsibilities of the organization.
Ø Organization must stretch far beyond where it is today
Strategic Planning Process
Mandate / Stakeholders analysis > Vision, mission > Environment analysis > Strategic issues > Vision of success
Version 2
Strategic Management is the process of specifying an organization’s objectives, developing policies and plans to achieve these objectives, and allocating resources so as to implement the plans. It is the highest level of managerial activity. It provides overall direction to the whole enterprise objectives.
Five important tasks of Strategic Management
• Forming a strategic vision – what the organization’s future business makeup will be & were the organization is headed
• Setting objectives – converting the strategic vision into specific performance, outcomes for the organization to achieve
• Crafting a strategy to achieve the desired outcomes
• Implementing & executing the chosen strategy efficiently & effectively
• Evaluating performance and initiating corrective adjustments in vision, long-term direction, objectives, strategy or implementation in light of actual experience, changing conditions, new ideas, & new opportunities
Factors that shape on organization’s strategy :
PEST, where
P – political
E – economic
S – social
T – technologies
Political factors
Political factors include government regulations and legal issues and define both formal and informal rules under which the firm must operate. Some examples include:
• Tax policy
• Employment laws
• Environmental regulations
• Trade restrictions and tariffs
• Political stability
Economic factors.
Economic factors affect the purchasing power of potential customers and the firm’s cost of capital. The following are examples of factors in the macro economy:
• Economic growth
• Interest rates
• Exchange rates
• Inflation rates
Social factors.
Social factors include the demographic and cultural aspects of the external macro environment. These factors affect customer needs and the size of potential markets. Some social factor include :
• Health consciousness
• Population growth rate
• Age distribution
• Career attitudes
• Emphasis on safety
Technological factor.
Technological factors can lower barriers to entry, reduce minimum efficient production levels, and influence outstanding decisions. Some technological factors include :
• R&D activity
• Automation
• Technology incentives
• Rate of technological change
Faced with PEST, an organization had to constantly carry out process of self analysis. PEST can be opportunities and threats. Analysis of environment under which an organization operate is referred to as SWOT analysis.(Internal strength & weaknesses, external opportunities & threat).
• Introduction to strategic management
• Working on your organization’s vision, mission and goals
• Group discussions and presentation
• Setting objectives and crafting a strategy
• Levels of strategies
• Implementing strategic change in the organization through strategy execution
Upon completion of this 3 day course, you’ll get better understanding of :-
• The concept of strategic management
• The strategic management process and its related principal activities
• Key environmental factors that are creating more uncertainty/unpredictable change – thus requiring greater need for strategic management in the organization
• How organization can achieve competitive advantage through the various strategies
PART 1: Introduction to Strategic Management.
Pertinent questions in Strategic Management
• What is a strategy?
• Strategic Management defined
• Objective of Strategic Management
• Five tasks of Strategic Management
• PEST factors
Pertinent questions in Strategic Management
1. Why was your organization created?
- present achievement
- stakeholders expectation
2. Is there a vision for your organization?
3. What is your strategic intent & strategy content? (why, what, how?)
4. What about strategy creation?
- environmental scanning
- types of strategies
5. What about strategy implementation and its impact to your organization?
What is your reaction to these questions?
Driving force of change in organization
• Globalization & liberalization
• Rapid technological development
• Intellectual capital – knowledge as the source of competitive advantage
• Enhancing employee involvement
• Knowledge Management
Determinants of organization performance. Three broad factors
1.Industry context
2.National context
3.Company resources, capabilities, and strategies
* All this three factors will efect company performance
What is strategy ?
Version 1 : “A company’s strategy is a game plan management has for positioning the company in its chosen market arena, competing successfully, pleasing customers, and achieving good business performance” (Thomson Strickland, 1999)
Version 2 : “The determination of a basic long term-goal and objectives of an enterprise, and the adoption of courses of action and the allocation of resources necessary for carrying out these goals” (Alfred Chandler)
What this means is that:
• Strategy involve rational planning
• Organization chooses its goal & identify course of action
An organization’s strategy normally comprised the following:
Ø Actions to merge with or acquire a rival company, form strategic alliances, or collaborate closely with certain industry members
Ø Efforts to alter geographic coverage, integrate forward or backward, or stake out a different industry position
Ø Efforts to broaden/narrow the product line, improve product design, alter product quality, alter performance features, or modify customer service
Ø Fresh offensive moves to strengthen the company’s long-term competitive position and secure a competitive advantage
Ø Actions to respond to changing industry conditions (shifting customer preferences, new government regulations, the globalization of competition, exchange rate instability, entry or exit of new competitors
Ø Moves to diversify the company’s revenue base and enter altogether new industries or businesses
Ø Actions to strengthen the company’s resources base and competitive capabilities
Ø Moves and approaches that define how the company manages R&D, manufacturing, marketing, finance, and other key activities
Ø Defensive moves to counter the actions of competitors and defend against external threats
Ø Actions to capitalize on new opportunities (new technologies, product innovation, new trade agreements that open up foreign market
Source: Thomson Strickland, 1999
From Strategy to Strategic
The adjective STRATEGIC has 2 meanings:-
(a) Relating to, or concerned with strategy
(b) Highly important to, or an integral part of a strategy or plan of action (especially
in war)
Strategic Management Defined.Version 1
Ø “Strategic Management is a type of planning process in which the organization set its general direction and objective”
Ø Strategic Management is a tool used to determine mission, vision, values, goals, objectives roles and responsibilities of the organization.
Ø Organization must stretch far beyond where it is today
Strategic Planning Process
Mandate / Stakeholders analysis > Vision, mission > Environment analysis > Strategic issues > Vision of success
Version 2
Strategic Management is the process of specifying an organization’s objectives, developing policies and plans to achieve these objectives, and allocating resources so as to implement the plans. It is the highest level of managerial activity. It provides overall direction to the whole enterprise objectives.
Five important tasks of Strategic Management
• Forming a strategic vision – what the organization’s future business makeup will be & were the organization is headed
• Setting objectives – converting the strategic vision into specific performance, outcomes for the organization to achieve
• Crafting a strategy to achieve the desired outcomes
• Implementing & executing the chosen strategy efficiently & effectively
• Evaluating performance and initiating corrective adjustments in vision, long-term direction, objectives, strategy or implementation in light of actual experience, changing conditions, new ideas, & new opportunities
Factors that shape on organization’s strategy :
PEST, where
P – political
E – economic
S – social
T – technologies
Political factors
Political factors include government regulations and legal issues and define both formal and informal rules under which the firm must operate. Some examples include:
• Tax policy
• Employment laws
• Environmental regulations
• Trade restrictions and tariffs
• Political stability
Economic factors.
Economic factors affect the purchasing power of potential customers and the firm’s cost of capital. The following are examples of factors in the macro economy:
• Economic growth
• Interest rates
• Exchange rates
• Inflation rates
Social factors.
Social factors include the demographic and cultural aspects of the external macro environment. These factors affect customer needs and the size of potential markets. Some social factor include :
• Health consciousness
• Population growth rate
• Age distribution
• Career attitudes
• Emphasis on safety
Technological factor.
Technological factors can lower barriers to entry, reduce minimum efficient production levels, and influence outstanding decisions. Some technological factors include :
• R&D activity
• Automation
• Technology incentives
• Rate of technological change
Faced with PEST, an organization had to constantly carry out process of self analysis. PEST can be opportunities and threats. Analysis of environment under which an organization operate is referred to as SWOT analysis.(Internal strength & weaknesses, external opportunities & threat).
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