DEPARTEMEN PENDIDIKAN DAN KEBUDAYAAN

UNIVERSITAS ANDALAS

FAKULTAS TEKNIK

JURUSAN TEKNIK INDUSTRI

RENCANA PROGRAM DAN KEGIATAN PEMBELAJARAN SEMESTER (RPKPS)
Mata Kuliah Kode / SKS Prasyarat Universitas Fakultas Semester Manajemen Strategi TIN441 (2 SKS) Andalas Teknik VII Dosen Kode Dosen Status Jurusan Program Studi Konsentrasi Henmaidi, PhD Hen Wajib Teknik Industri Teknik Industri Teknik Industri

KOMPETENSI: Mahasiswa mampu bekerjasama secara berkelompok untuk menyelesaikan masalah dengan model simulasi komputer POKOK BAHASAN: 1. Konsep dasar Manajemen Strategi 2. Environtment Scanning 3. Internal Scanning 4. Strategy Formulation: Analisis SItuasi dan Strategi Bisnis 5. Strategy Formulation: Strategi Korporasi 6. Strategy Formulation: Strategi Fungsional 7. Implementasi Strategi

MINGGU KE (1)

KEMAMPUAN AKHIR YANG DIHARAPKAN (KOMPETENSI) (2) Mahasiswa Memahami Tujuan Perkuliahan, Gambaran Menyeluruh serta kegiatan yang akan dijalani selama satu semester Mahasiswa Memahami Konsep Dasar Manajemen Strategy: Understand the benefits of strategic management Understand the basic model of strategic management and its components Understand strategic decision-making modes Use the strategic audit as a method ofanalyzing corporate functions and Activities Mahasiswa memahami dan dapat melakukan analisa lingkungan Identify the aspects of an organizations environment that are most strategically important Conduct an industry analysis to understand the competitive forces

BAHAN KAJIAN

BENTUK PEMBELAJARA N (4)

KRITERIA PENILAIAN (INDIKATOR) (5)

BOBOT NILAI (%) (6)

(3) Penjelasan RPKPS dan overview Pelaksanaan Perkuliahan

Ceramah singkat dan diskusi

2-3

Konsep dasar Manajemen Strategi

Ceramah bervarisi, Team Game Tournamen, dan Tugas Kelompok

Pemahaman mahasiswa atas konsep Manajemen Strategi

3-4

Environmental scanning and Industry Analysis

Ceramah bervariasi, Presentasi dan diskusi Kelompok

Pemahaman atas aspek lingkungan dan kemampuan melakukan analisis Kemampuan menyusun table EFAS

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that influence the intensity of rivalry within an industry Understand how industry maturity affects industry competitive forces Be able to construct an EFAS table that summarizes external environmental factors Apply the resource view of the firm to determine core and distinctive competencies Use the VRIO framework and the value chain to assess an organizations competitive advantage and how it can be sustained Understand a companys business model and how it could be imitated Scan functional resources to determine their fit with a firms strategy Construct an IFAS Organize environmental and organizational information using SWOT analysis and a SFAS matrix Generate strategic options by using the TOWS matrix Understand the competitive and cooperative strategies

5-6

Internal scanning: Organizational Analysis

Jig-saw, Presentasi dan diskusi Tugas Kelompok

Pemahaman atas konsep Kemampuan melakukan analisis Kemampuan membuat table IFAS

7-8

Strategy formulation: situation analysis and Business Strategy

Presentasi dan diskusi Tugas Kelompok

Pemahaman atas alat analisis: SWOT Kemampuan menyusun strategy menggunakan TOWS matrix

UJIAN TENGAH SEMESTER Organize environmental and organizational information using SWOT analysis and a SFAS matrix Generate strategic options by using the TOWS matrix Understand the competitive and cooperative strategies available to corporations Organize environmental and organizational information using SWOT analysis and a SFAS matrix Generate strategic options by using the TOWS matrix Understand the competitive and cooperative strategies

30%

9-10

Strategy formulation: corporate Strategy

Presentasi dan diskusi , Kerja Kelompok

Pemahaman atas alat analisis: SWOT Kemampuan menyusun strategy menggunakan TOWS matrix

11-12

strategy formulation: functional strategy and Strategic Choice

Presentasi dan diskusi Tugas Kelompok

Pemahaman atas alat analisis: SWOT Kemampuan menyusun strategy menggunakan TOWS matrix

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available to corporations

13

Develop programs, budgets, and procedures to implement strategic change Understand the importance of achieving synergy during strategy implementation List the stages of corporate development and the structure that characterizes each stage Identify the blocks to changing from one stage to another

Strategy implementation: organizing for Action

Presentasi dan diskusi Tugas Kelompok

Pemahaman atas Konsep Strategy implementasi

14-16

Mampu mempresentaskan hasil kerja kelompok, dan menganalisis mengkritisi atau mempertahankan hasil kerja kelompok

Presentasi Tugas

Presentasi dan diskusi

Keaktifan Kemampuan menyampaikan pendapat dan mempertahankan pendapat 30%

UJIAN AKHIR SEMESTER

NORMA AKADEMIK : - Kehadiran mahasiswa minimal 75% dari tatap muka. - Toleransi keterlambatan 15 menit. - Selama proses pembelajaran berlangsung HP dimatikan. - Pengumpulan tugas ditetapkan sesuai jadwal dan dilakukan sebelum pembelajaran dimulai. Bagi yang terlambat nilai hanya dikurangi berdasarkan keterlambatan - Kecurangan selama perkuliahan baik dalam Absensi, tugas dan ujian dianggap tidak lulus. NILAI AKHIR: Kuis Tugas UTS UAS 10% 30% 30% 30%

TUGAS TERSTRUKTUR : Studi kasus tentang strategi Penyusunan strategi perusahaan terpilih BENTUK TUGAS Tugas dan presentasi dikerjakan secara berkelompok. 3. KRITERIA PENILAIAN : Laporan (Isi, literatur, format, bahasa, kerunutan; 40%) Presentasi (Isi, penampilan, bahasa, relevansi; 30%) Keaktifan dan Kontribusi kerja kelompok 30%
Dibuat 30 Juli 2012 Henmaidi, PhD Dosen Diperiksa 3 Agustus 2012 Oleh Jabatan Disetujui 3 Agustus 2012 Nama Ketua GKM Jurusan

Tanggal Oleh Jabatan

Tanggal Nama Ketua GKM Jurusan

Tanggal Nama Ketua Jurusan

Tanda Tangan

Tanda Tangan

Tanda Tangan

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Tugas kasus: INTERNET EXERCISE Untuk meningkatkan pemahaman Mahasiswa tentang manajemen strategi, secara bekelompok mahasiswa dapat memilih satu kasus/ topic dari data base internet berikut: Tugas ini akan dipresentasikan pada waktu yang ditentukan kemudian EXERCISE 1 What is Marriotts Business-Level Strategy? This exercise looks at the activities of the Marriott hotel group. Go to Marriott http://www.marriott.com and look at the home page of this well-known company. Investigate the company, its activities and its mission statement but, in particular, click on Marriott at a Glance http://www.marriott.com/glance.asp, and examine its different activities. 1. What business-level strategy(ies) is Marriott pursuing? 2. Why is Marriott pursuing these strategies? 3. What functional-level strategies does Marriott need to develop to support its businesslevel strategies? 4. What stage of the industry life cycle is the hotel industry in? 5. What competitive strategies does Marriott need to pursue to achieve a competitive advantage? EXERCISE 2 Wireless Cable and the Cable Television Industry This exercise looks at attempts of "line of sight" wireless cable companies like Heartland and Wireless One, and their suppliers like Pacific monoliths to establish a niche in the television cable market. First, go the websites of Wireless One and (http://www.wireless-one.com/) and Heartland (http://www.heartland-wireless.com/) two of the largest wireless cable companies to learn about the wireless cable business. In particular look at Heartlands analysis of its business and strategy (http://www.heartlandwireless.com/investors/strategic.html) and (http://www.heartlandwireless.com/products/index.html). 1. What are the main competitive forces in the television cable environment? 2. What niche or segment of the television cable market are Heartland and Wireless One competing in? What is their business-level strategy? 3. How successful do you think these wireless cable companies will be in establishing a significant presence in the cable television industry?

EXERCISE 3 Competition Between Nike and Reebok This exercise looks at the competitive battle that has been taking place between Nike and Reebok. Take a look at the website of Nike (http://www.nikebiz.com/) search the website, examine its products and mission and be sure to click on its history
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http://www.nikebiz.com/story/chrono.html) and its CEO Philip Knights message to shareholders (http://www.nikebiz.com/invest/letter_ar.html). Then, take a look at Reeboks website (http://www.reebok.com/corp/), and in particular its section for students which discusses its organization and strategy (http://www.reebok.com/corp/student.html). Also, do some research on these companies such as by searching Fortunes website at (http://www.pathfinder.com/fortune/) or BusinessWeeks website at http://bwarchive.businessweek.com) and go to the library to find copies of relevant articles. 1. What are the similarities and differences between the companies generic business-level strategies? 2. What competitive strategies are both companies using to support their business-level strategies? 3. Why has Nike been more successful than Reebok? Do you expect this to continue into the future? EXERCISE 4 What is Sara Lees Strategy? This exercise requires you to take a close look at Sara Lees business and corporate-level strategies. Explore Sara Lees website (http://www.saralee.com/homepage.html). And in particular closely study Sara Lees history at (http://www.saralee.com/history) and its timeline. 1. How has Sara Lees corporate-level strategy evolved over time? 2. How does Sara Lees corporate-level strategy support its business-level strategy? 3. Look at Sara Lees recent annual reports, search for recent articles on Sara Lee, and decide how successful Sara Lees strategies are today. EXERCISE 5 Avons Global Strategy This exercise takes a close look at the way Avon has been developing its strategies to take advantage of the opportunities provided by technological developments like the internet and a huge global marketplace. Explore Avons website http://www.avon.com/, and in particular click on http://www.avon.com/about/financial/company/background.html, and look at each of the content areas here. 1. Chart the development of Avons functional- and business- level strategies over time. What are the main elements of its strategies? 2. What are Avons current domestic competitive strategies? 3. What are Avons current global competitive strategies? EXERCISE 6 VIACOM: What is its Corporate Level Strategy? This exercise asks you to study the underlying rationale behind Viacoms choice of businesses. Go to Viacoms web site (http://www.viacom.com), and in particular study the different businesses that Viacom is in (http://www.viacom.com/online.tin) Study these
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different businesses, and then go to (http://www.viacom.com/business.tin)to see how Viacom organizes these businesses into divisions, click on each of these businesses and analyze their activities. Next, explore Viacoms website, look at facts and figures, management, recent press releases, and in particular, read CEO Sumner Redstones speech about Viacoms global activities (http://www.viacom.com/forbes.tin). 1. What are Viacoms corporate-level strategies? 2. Why is Viacom pursuing these strategies? 3. Search the web for recent news about Viacom to find out how successful Viacom has been in creating value from these strategies. 4. Would you buy stock in Viacom at this time? EXERCISE 7 Mergers and Acquisitions at WorldCom This exercise examines the merger and acquisitions activities of telecommunications giant WorldCom which just took over MCI. Take a look at WorldComs website (http://www.wcom.com/home.shtml). Be sure to look at WorldComs CEO Bernard Ebbers, letter to shareholders, (http://www.wcom.com/investor_relations/annual_reports/1996/ar19962-6.shtml) its timeline, and read some of its recent press releases (http://www.wcom.com/home.shtml/about_the_company/press_releases/current_release). 1. What is WorldComs business-level strategy(ies)? 2. What is WorldComs corporate-level strategy(ies)? 3. How does WorldComs merger and acquisition activities support its business- and corporate-level strategies? 4. How do you think WorldComs strategies will develop over the next decade? EXERCISE 8 Xeroxs Strategic Alliances This exercise looks at the linkages that Xerox has formed with other high tech companies. Go to Xerox, the document companys website (http://www.xerox.com), click on About Xerox, click on facts, and read about this companies products, and the way it is organized. Then, make your way to the page that discusses Xeroxs strategic alliances (http://www.xerox.com/factbook/1997/alliance.htm). Study, the nature of the alliances, click on the links to Xeroxs partners to see what products they provide that have value to Xerox and answer following questions. 1. 2. 3. 4. How does Xeroxs choice of strategic alliances support its functional-level strategies? How does Xeroxs choice of strategic alliances support its business-level strategies? How does Xeroxs choice of strategic alliances support its corporate-level strategies? What kinds of risks does Xerox face in establishing and managing its alliances?

EXERCISE 9
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Bertelsmanns Strategy and Structure This exercise asks you to take a look at the global media operations of the German company, Bertelsmann. Explore Bertelsmanns website (http://www.bertelsmann.de/english, look at its annual report, and in particular, click on Bertelsmann "At a Glance" (http://www.bertelsmann.de/english/portrait/blick.html), and then click on its activities and corporate concept. (http://www.bertelsmann.de/english/portrait/unternehmenskonzeption.html) 1. What is Bertelsmanns corporatelevel strategy? 2. What kind of organizational structure does Bertelsmanns use? 3. What advantages and disadvantages does this structure have for managing its strategy? EXERCISE 10 Control and Culture at Hewlett-Packard This exercise takes a look at the culture of one of the most successful high tech companies in the U.S., Hewlett-Packard. (http://www.hp.com/) Explore Hewlett-Packards website. In particular, click on the sections contained in "About Hewlett-Packard" (http://www.hp.com/abouthp), and especially on the section about the "Hewlett-Packard Way" (http://www.hp.com/abouthp/hpway.html) 1. What are the main elements of the Hewlett-Packard Way? 2. How does the Hewlett-Packard Way help create an organizational culture that can help it to achieve its objectives? In what ways does the Hewlett-Packard Way create a competitive advantage for the company?

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