Manajemen Sarmag 2 Dan 3

Chapter 2 & 3
Organizational
Environments and
Cultures
Wheelen & Hunger, Strategic Mngt.
Management, by Williams
South-Western College Publishing
Copyright © 2000, Sumber lain, Modified
Blast From The Past 2
Technological Innovation in the 20th Century

1900-1910 1961-1970
✔ airplane, plastic, air conditioner ✔ video recorder, handheld
1911-1920 calculator, computer mouse
✔ mammogram, zipper, sonar 1971-1980
1921-1930 ✔ compact disc, gene splicing,
✔ talking movies, penicillin, jet laser printer
engine 1981-1990
1931-1940 ✔ MS-DOS, space shuttle, CD-
✔ radar, helicopter, computer ROM
1941-1950 1991-Today
✔ atomic bomb, bikini, transistor ✔ Pentium processor, Centrino,
1951-1960 Quad core, Mobile computing,
Java, etc
✔ DNA, oral contraceptive, Tylenol Wheelen & Hunger, Strategic Mngt.
Technology Cycle
3
S-curve pattern of innovation

Discontinuity
Performance
New
C
Technology
Effort Wheelen & Hunger, Strategic Mngt.

Adapted from Figure 10.1 Copyright © 2000, Sumber lain, Modified
4
Changing Environments
✔Environmental Change
✔Environmental Complexity
✔Environmental Munificence
✔Uncertainty

Issues Priority Matrix
5

Basic Model of 6
Strategic Management
Four Basic Elements

Strategic Decision Making Model 7

8
Strategic Decision Making, Cont.

9
Outcomes from External and Internal

Environmental Analyses
Examine opportunities Examine unique

and threats resources, capabilities,
and competencies
(sustainable competitive
advantage)
10
STRATEGIC FORMULATION
(The TOWS Matrix help you generate STRATEGY
alternatives by Matching S-W-O-T)

11
1. Environmental Scanning

12

Lingkungan Internal Perusahaan
✔Struktur Organisasi
✔Budaya Organisasi
✔Sumber daya yang dimiliki perusahaan
✴Keuangan
✴SDM yang ada
✴Sarana dan prasarana fisik

14
Industry Analysis
Porter’s 5-Forces Model, Modified

15
Organisasi dan Masyarakat
Pemerintah
Pusat
Kelompok Lembaga
Politik Hukum
Pemilik Pemerintah
Daerah
Pemasok Penyalur
Asosiasi Media
Bisnis Massa
Pesaing
Lembaga
Pendidikan
Serikat Lembaga
Buruh Konsumen
Karyawan Pelanggan

Pasar Uang Lembaga
Keuangan Copyright © 2000, Sumber lain, Modified
16
How Global Conditions

Affect Firm Value

Figure 17.6
Technological Forces
http://api.ning.com/files http://blog.karachicorner.com/blog-images

Economic Forces

http://filipspagnoli.wordpress.com/tag/education Copyright © 2000, Sumber lain, Modified
Economic Forces
GDP nominal per capita world map IMF 2008.png Wheelen & Hunger, Strategic Mngt.
20
Perkembangan Pertumbuhan Ekonomi Beberapa

Negara 1990 - 2005
15
10
5 USA
Jepang
0
Indonesia
1
6
11
16
21
26
31
36
41
46
51
56
61
-5
Thailan
-10 Singapore
-15
-20

21
Perkembangan Suku Bunga Internasional dan

Domestik 1990 - 2005
25
20
Sibor 3 bl
15
USA prime
10
SBI 3 bl
5
0
118
131
144
157
1
27
40
53
66
79
92
105
170
183
14

22
Perkembangan Tingkat Inflasi beberapa Negara 1990 -

2005
20
15
USA
10 Jepang
Indonesia
5 Thailan
Singapore
0
26
1
11
16
21
31
36
41
46
51
56
61
-5

23
Jumlah Uang Beredar (M1)

24
Perkembangan Kurs Rp terhadap Beberapa Mata

Uang Asing 1990 - 2005
16000
14000
12000 Rp/$
10000
Rp/Y
8000
Rp/Sgd
6000
4000 Rp/Euro
2000
0
1
15
29
43
57
71
85
99
113
127
141
155
183
169
Socioculture Forces

26
Socioculture Forces

Population Pyramid Summary for Indonesia
http://www.census.gov/ipc/www/idbpyr.html

30
31
Population Pyramid Summary for China

Socioculture
Forces

Political Forces

Natural Forces
http://1.bp.blogspot.com http://pusdiknakes.or.id/persinew/images
http://westnu.files.wordpress.com
http://bataviase.files.wordpress.com/2007/02/
03-banjir.jpg
35

36

37

38
Lingkungan Ekstern
1. PASAR YANG TERSEDIA

✔ a. Jumlah penduduk dan Pertumbuhan penduduk
✔ b. Distribusi penduduk
✔ c. Pendapatan per kapita
2. KONDISI PEREKONOMIAN
✔ a. Sumber daya alam
✔ b. Topografi
✔ c. Iklim
✔ d. Pertanian atau Industri ?
✔ e. Prasarana

39
3. LINGKUNGAN SOSIAL BUDAYA
Para ahli Antropologi telah sepakat bahwa budaya itu memiliki tiga karakteristik yakni :
✔ Budaya bukan pembawaan sejak lahir melainkan dipelajari
✔ Berbagai bentuk budaya saling berhubungan – kalau salah satu aspek budaya tersentuh, maka yang lain
akan ikut terpengaruh pula
✔ Budaya dimiliki bersama oleh anggota kelompok dan menjadi pembatas antara kelompok yang berbeda
( Edward T. Hall, 1977 )
✔
a. Nasionalisme
✔ Sebagai contoh, untuk memasarkan produk film di negara India, sebuah perusahaan film asing, mesti
mempersiapkan strategi yang terencana, mengingat nasionalisme masyaraakat India terhadap film mereka
sendir sangat besar.
b. Agama
Beberapa hal yang perlu diperhatikan oleh manajer pemasaran internasional anatara lain ( Moezamil, 1992)
aadalah sbb. :
✔ Perusahaan harus memastikan bahwa jadwal kerja dan program pemasarannya disesuaikan dengan hari
libur agama.
✔ Pola konsumsi mungkin dipengaruhi oleh kewajiban atau tabu oleh agama. Contohnya adalah ikan pada
hari Jum’at untuk ummat Katolik jaman dahulu, daging sapi untuk orang Hindu atau dagin babi bagi orang
Islam dan Yahudi. Larangan minum alkohol dalam agama Islam merupakan keuntungan bagi perusahaan
seperti Coca Cola.
✔ Peran ekonomi wanita banyak bervariasi dari satu budaya ke budaya lainnya, dan penyebab pentingnya
adalah kepercayaan agama.
✔ Sistem kasta membatasi partisipasi dalam perekonomian. Pengaruhnya tidak hanya dalam penempatan
tenaga, tetapi juga dalam program distribusi dan promosinya.
✔ Lembaga keagamaan seperti ( jaman dulu terutama ) sering dapat merintangi pengenalan produk dan
teknik baru, atau sebaliknya dapat memperlancar.
c. Tingkat pendidikan
d. Atribut produk Wheelen & Hunger, Strategic Mngt.
✔ Hal ini disebabkan arti warna-warna tersebut tidak selalu sama untukManagement, by Williams
setiap negara. Misalnya, Bagi
Amerika warna hijau melambangkan iri hati, biru melambangkan kesedihan. South-Western College Publishing
e. Sikap dan nilai
40
4. LINGKUNGAN POLITIK DAN HUKUM
a. Peranan Pemerintah
✔ Untuk mengetahui situasi lingkungan politik ( peranan pemerintah ) ini Richard
Robinson memberikan 4 pertanyaan yang dapat digunakan untuk mengevaluasi
produk yang akan dipasarkan berkaitan dengan situasi politik yang ada. Pertanyaan-
pertanyaan tersebut adalah :
✔ Apakah produk itu pernah menjadi pokok perdebatan politik mengenai cadangan
pasoknya ( minyak, fasilitas pengangkutan, pelayanan umum, dan sebagainya ) ?
✔ Apakah produk itu merupakan suatu masukan penting bagi industri lainnya ( semen,
baja, tenaga, alat mesin, dan sebagainya ) ?
✔ Apakah produk itu dari segi sosial atau politik cukup peka ( obat-obatan, makanan,
dll ) ?
✔ Apakah produk itu memiliki arti penting bagi pertahanan nasional ?

b. Perkembangan Teknologi Informasi
✔ Masalah Pendirian.
✔ Untuk mendirikan sebuah usaha /perusahaan di negara lain, maka perlu diperhatikan
suasana dan kecenderungan perkembangan politik yang sedang dan akan terjadi di
negara tersebut.
c. Paten dan Merek Dagang.
d. Perlindungan dan Penyelesaian Perselisihan. Wheelen & Hunger, Strategic Mngt.
✔ Interntional Chamber of Commerce, American Arbitration Management,
Association,by Williams
dll.
e. Perpajakan. Copyright © 2000, Sumber lain, Modified
5. ISNIS INTERNASIONAL / GLOBALISASI 41
✔ Perkembangan Dunia
✔ “Jika suatu negara menginginkan kemakmuran / kesejahteraan bagi rakyat dan bangsanya,
hendaknya ia melakukan perdagangan dengan negara lainnya ”
Faktor yang menyebabkan suatu negara memerlukan negara lain :

✔ Tidak Setiap Sumber Daya yang Dibutuhkan, Dimiliki Negara
✔ Untuk Memperluas Pasar
✔ Untuk Memperoleh Devisa
✔ Untuk Keperluan Alih Teknologi
✔ Mendapatkan Keuntungan dengan Adanya Spesialisasi
✔ Hal lain yang perlu diperhatikan :

a. Mata Uang yang Berbeda
b. Kondisi Goegrafis
c. Kebijaksanaan Pemerintah
d. Kondisi Pasar Tujuan
✔ Kualitas yang minimal tidak dibawah produk lokal
✔ Harga yang besaing
✔ Pilihan produk yang cukup
✔ Pelayanan pasca penjualan yang baik
✔ Ketersediaan/kontinuitas produk yang cukup
✔ Akrab lingkungan dan sesuai dengan kultur setempat Wheelen & Hunger, Strategic Mngt.
✔ Memiliki nilai lebih dibanding produk pesaing Management, by Williams
e. Kemampuan Perusahaan South-Western College Publishing
42
Beberapa Fakta Tentang Risiko
✔ NEGARA % RESIKO YANG HILANG

✔
✔ AMERIKA 73,0
✔ INGGRIS 65,5
✔ ITALIA 60,0
✔ ARGENTINA 19,0
✔ BRASIL 31,0
✔ INDONESIA 19,0

Chapter 8 The Manager as a
Planner and
Strategist

Copyright © 2000, Sumber
by lain, Modified
PowerPoint Presentation Charlie Cook
© Copyright The McGraw-Hill Companies, Inc., 2003. All rights reserved.
Planning
Defining the organization’s goals,
establishing an overall strategy,
and developing a hierarchy of
plans to achieve goals
Robbins et al., Fundamentals of Management, 4th Canadian Wheelen & Hunger, Strategic Mngt.
Edition FOM 5.5
©2005 Pearson Education Canada, Inc. South-Western College Publishing
Setting Goals
Specific
Measurable
Attainable
Realistic
Timely

GAMBARAN VISI PERUSAHAAN
“Alice” in Wonder Land

Dalam perjalanannya, Alice tertesesat di hutan, dan menghadapi beberapa pilihan jalan yang harus dilalui.
Untunglah ia bertemu sahabatnya, seekor keledai. Bertanyalah ia kepada sahabatnya tersebut :
Alice :
“ Sahabatku, tolong tunjukkan kepada saya jalan mana yang harus saya ambil agar tidak
tersesat lagi ? “
Si keledai :
“ Sebelum saya tunjukkan jalan, maukah Alice memberitahukan akan pergi kemana ? “
Alice :
“ Itulah masalahnya, Saya tidak tahu mau pergi kemana ….“
Si keledai :
“ Jika engkau tidak tahu mau kemana, maka jalan mana saja yang akan kamu pilih tidak
akan membuat engkau tersesat. Toh Alice tidak mempunyai tujuan / tempat yang hendak
dituju… “
VISI :
Suatu keinginan perusahaan terhadap keadaan di masa datang yang diinginkan/dicita-citakan
oleh seluruh personel perusahaan dari jenjang yang paling atas sampai yang by
Management, paaling
Williamsbawah (
sampai pesuruh sekalipun ) South-Western College Publishing
47
Three Mission Statements

Figure 8.4
48
Sets Standards to
Provides
Facilitate
Direction
Control
Reasons
for Planning
Minimizes Waste Reduces the

and Redundancy Impact of Change
49
Specific Plans
Directional Plans
50
Three Steps in Planning

Figure 8.1
51
Planning Process Stages

✔ Determining the Organization’s Mission and Goals
✴ Defining the organization’s overriding purpose
and its goals.
✔ Formulating strategy
✴ Managers analyze current situation and develop
the strategies needed to achieve the mission.
✔ Implementing strategy
✴ Managers must decide how to allocate resources
between groups to ensure the strategy is
achieved.
Figure 5.2 52
Types of Planning

53
Levels of Planning at General Electric

Figure 8.3
54
Planning and Strategy Formulation

Figure 8.5
55
Strategi Tingkat Bisnis apa yg. Akan diterjuni ?

Apa harapan setiap unit bisnis ?
Korporasi Bagaimana alokasi sumber daya ?
Bgm. Perusahaan harus bersaing ?

Strategi Tingkat Unit Strategi Tingkat Unit Produk yg. Bg,. Yang akan ditawarkan ?
Bisnis Bisnis Pasar mana yang akan dilayani ?
Strategi Tingkat Strategi Tingkat Bgm. memproduksinya ?

Bgm memasarkannya ?
Fungsional Fungsional Bgm. Mengendalikan SDM ?
Bgm. Memperoleh bahan baku yg. baik ?

Strategi Tingkat Strategi Tingkat Bgm. Skeduling produksinya ?
Operasional Operasional

56
What is Change?
✔Alterations in people
✔Alterations in structure
✔Alterations in technology

57
Categories of Change
(Exhibit 13-1)
STRUCTURE
Authority PEOPLE
TECHNOLOGY
relationships
Coordinating Attitudes
Work processes
mechanisms Expectations
Work methods
Job redesign Perceptions
Equipment
Spans of Behaviour
control
58
Lewin’s Three-Step Process
Unfreezing Changing Refreezing
The “Calm Waters” Metaphor

59
External Forces of Change
✔Marketplace
✔Government laws and regulations
✔Technology
✔Economic

Changes in Political and Economic 60
Forces

Figure 6.4
61
Change: Organizational and Individual Perspectives
✔ Types of Organizational Change

✴ Anticipatory changes: planned changes based on
expected situations.
✴ Reactive changes: changes made in response to
unexpected situations.
✴ Incremental changes: subsystem adjustments
required to keep the organization on course.
✴ Strategic changes: altering the overall shape or
direction of the organization.

62
Why Do Employees Resist Change?

✔ Surprise
✴ Unannounced significant changes threaten
employees’ sense of balance in the workplace.
✔ Inertia
✴ Employees have a desire to maintain a safe, secure,
and predictable status quo.
✔ Misunderstanding and lack of skills
✴ Without introductory or remedial training, change
may be perceived negatively.

63
Why Do Employees Resist Change? (cont’d)
✔ Emotional Side Effects

✴ Forced acceptance of change can create a sense of
powerlessness, anger, and passive resistance to
change.
✔ Lack of Trust
✴ Promises of improvement mean nothing if
employees do not trust management.
✔ Fear of Failure
✴ Employees are intimidated by change and doubt
their abilities to meet new challenges.
64
Why Do Employees
Resist Change? (cont’d)
✔ Personality Conflicts
✴ Managers who are disliked by their managers are
poor conduits for change.
✔ Poor Timing
✴ Other events can conspire to create resentment about
a particular change.
✔ Lack of Tact
✴ No showing sensitivity to feelings can create
resistance to change.

65
Why Do Employees Resist Change? (cont’d)
✔ Threat to Job Status/Security

✴ Employees worry that any change may threaten
their job or security.
✔ Breakup of Work Group
✴ Changes can tear apart established on-the-job social
relationships.
✔ Competing Commitments
✴ Change can disrupt employees in their pursuit of
other goals.

66
Reducing Resistance to Change

✔Education and communication
✔Participation
✔Facilitation and support
✔Negotiation
✔Manipulation and co-optation
✔Coercion --> Have to do

Managing Teams

68
When Selected Companies Began

Using Work Teams
Boeing 1987
Caterpillar 1986
Champion International 1985
Cummings Engine 1973
Digital Equipment 1982
Ford 1982
General Electric 1985
LTV Steel 1985
Procter & Gamble 1962
Adapted From Table 13.1 South-Western College Publishing
The Advantages of Teams
69
Increased:
Product Speed and

Customer and Efficiency in
Satisfaction Service Product
Quality Development
Employee Satisfaction Cross

Training
70
The Disadvantages of Teams
Initially
Social Self-Limiting
High
Loafing Behavior
Turnover
Legal Risk
71
When to Use Teams

Use Teams When: Don’t Use Teams When:
✔ There is a clear ✔ There is no clear
purpose purpose
✔ The job can’t be done ✔ The job can be done
individually individually
✔ Team-base rewards ✔ Only individual-based
are possible rewards exist
✔ Ample resources ✔ Resources are scarce
exist ✔ Management controls
✔ Teams have authority Wheelen & Hunger, Strategic Mngt.
Adapted From Table 13.4 South-Western College Publishing
Back to the Future 72
Is Your Office Ready for Teamwork?
✔Office layout may hinder teamwork

✔Use low-rise, rather than high-rise office
buildings
✔Open offices with fewer walls and barriers

73
Work Team Characteristics
Norms Cohesiveness Size Conflict
Stages of Team Development

74
Stages of Team Development

Team Performance
Performing
Norming De-Norming
Storming De-Storming
Forming De-Forming
Time Wheelen & Hunger, Strategic Mngt.

Motivation

76
What Would You Do?

✔What motivates employees?
✔How can you get them excited about
their work?
✔How can you improve morale?

77
Components of Motivation
Direction
Initiation Persistence

78
A Basic Model of Work Motivation

and Performance
Effort
•Initiation
•Direction Performance
•Persistence

Adapted From Figure 16.2 Copyright © 2000, Sumber lain, Modified
79
Effort and Performance

Job Performance = Motivation X Ability X Situational Constraints
✔Job performance
✴how well someone performs the job
✔Motivation
✴effort put forth on the job
✔Ability
✴capability to do the job
✔Situational Constraints
✴external factors affecting performance
Needs Classification of Different 80
Theories
Maslow’s Alderfer’s McClelland’s
Hierarchy ERG Learned Needs
Higher Self-Actualization Growth Power
Order Esteem Achievement
Needs Belongingness Relatedness Affiliation
Lower
Safety
Order
Physiological Existence
Needs

Adapted From Table 16.1 Copyright © 2000, Sumber lain, Modified
81
Adding Need Satisfaction to the

Model
Energized Effort
Unsatisfied •Initiation
Tension to Take •Direction
Need
Action •Persistence
Satisfaction Performance

Leadership

83
Managers versus Leaders

Managers Leaders
• Do things right • Do the right thing

• Status quo • Change
• Short-term • Long-term
• Means • Ends
• Builders • Architects
• Problem solving • Inspiring & motivating

84
Leadership Traits
Drive
Desire to
Lead
Self-
Honesty/ confidence
Integrity
Knowledge
Emotional of the
Stability Cognitive Business
Ability
85
Fiedler’s Contingency Theory
Situational
Favorableness
Group
=
Performance
Leadership Style

86
Situational Favorableness
✔How a particular situation affects a

leader’s ability to lead
✔Three factors
✴Leader-member relations
✴Task structure
✴Position power

87
Situational Favorableness
Leader- Good Good Good Good Poor Poor Poor

Member
Relations
Task High High Low Low High High Low
Structure
Position Strong Weak Strong Weak Strong Weak Strong
Power
Situation I II III IV V VI VII
Favorable Moderately Favorable Unfavorable

88
Leadership Styles
✔Directive
✴clarifying expectations and guidelines
✔Supportive
✴being friendly and approachable
✔Participative
✴allowing input on decisions
✔Achievement-Oriented
✴setting challenging goals
When to Use Each of the Four 89
Leadership Styles
Directive Leadership Supportive Leadership
• Unstructured tasks • Structured, simple, repetitive
• Inexperienced workers tasks
• Workers with low perceived ability • Stressful, frustrating tasks
• Workers with external locus of • When workers lack confidence
control • Clear formal authority system
• Unclear formal authority system
Participative Leadership Achievement-Oriented Leadership

• Experienced workers • Unchallenging tasks
• Workers with high perceived
ability
• Workers with internal locus of
control
• Workers not satisfied with rewards
• Complex tasks Wheelen & Hunger, Strategic Mngt.
Decision Styles
Style Explanation
AI - Autocratic Solve the problem yourself using the information

you have.
AII - Less autocratic Obtain the needed information from workers; then
solve the problem yourself. Workers provide
information but not alternatives.
C1- Consultative Share the problem with workers individually
(but not as a group), seeking suggestions &
possible alternatives. Solve the problem yourself.
CII - More consultative Share the problem with workers as a group, seeking
suggestions & possible alternatives. Solve yourself.
GII - Group decision Share the problem with workers as a group,
seeking suggestions & possible alternatives.
Attempt to reach a consensus & be willing
Wheelen to Strategic Mngt.
& Hunger,
accept & implement the workers’South-Western
solution. College Publishing
91
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Chapter 2 & 3

Technological Innovation in the 20th Century

S-curve pattern of innovation

Effort Wheelen & Hunger, Strategic Mngt.

Wheelen & Hunger, Strategic Mngt.

Wheelen & Hunger, Strategic Mngt.

Four Basic Elements

Wheelen & Hunger, Strategic Mngt.

Wheelen & Hunger, Strategic Mngt.

Wheelen & Hunger, Strategic Mngt.

Outcomes from External and Internal

Examine opportunities Examine unique

Wheelen & Hunger, Strategic Mngt.

Wheelen & Hunger, Strategic Mngt.

Wheelen & Hunger, Strategic Mngt.

Wheelen & Hunger, Strategic Mngt.

Wheelen & Hunger, Strategic Mngt.

Wheelen & Hunger, Strategic Mngt.

How Global Conditions

Wheelen & Hunger, Strategic Mngt.

Wheelen & Hunger, Strategic Mngt.

Wheelen & Hunger, Strategic Mngt.

Perkembangan Pertumbuhan Ekonomi Beberapa

Wheelen & Hunger, Strategic Mngt.

Perkembangan Suku Bunga Internasional dan

Wheelen & Hunger, Strategic Mngt.

Perkembangan Tingkat Inflasi beberapa Negara 1990 -

Wheelen & Hunger, Strategic Mngt.

Jumlah Uang Beredar (M1)

Wheelen & Hunger, Strategic Mngt.

Perkembangan Kurs Rp terhadap Beberapa Mata

Wheelen & Hunger, Strategic Mngt.

Wheelen & Hunger, Strategic Mngt.

Wheelen & Hunger, Strategic Mngt.

Wheelen & Hunger, Strategic Mngt.

Wheelen & Hunger, Strategic Mngt.

Wheelen & Hunger, Strategic Mngt.

Wheelen & Hunger, Strategic Mngt.

Wheelen & Hunger, Strategic Mngt.

Wheelen & Hunger, Strategic Mngt.

1. PASAR YANG TERSEDIA

Wheelen & Hunger, Strategic Mngt.

4. LINGKUNGAN POLITIK DAN HUKUM

Faktor yang menyebabkan suatu negara memerlukan negara lain :

✔ Hal lain yang perlu diperhatikan :

Beberapa Fakta Tentang Risiko

✔ NEGARA % RESIKO YANG HILANG

Wheelen & Hunger, Strategic Mngt.

Wheelen & Hunger, Strategic Mngt.

Wheelen & Hunger, Strategic Mngt.

“Alice” in Wonder Land

Three Mission Statements

Wheelen & Hunger, Strategic Mngt.

Minimizes Waste Reduces the

Three Steps in Planning

Wheelen & Hunger, Strategic Mngt.

Planning Process Stages

Wheelen & Hunger, Strategic Mngt.

Levels of Planning at General Electric

Wheelen & Hunger, Strategic Mngt.

Planning and Strategy Formulation

Wheelen & Hunger, Strategic Mngt.

Strategi Tingkat Bisnis apa yg. Akan diterjuni ?