4 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 (6 th 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

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 MEMEGANG PERAN PENTING DALAM PENGEMBANGAN 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 Strategic Competitiven ess Strategy Implementati on Org. Strategic Leadersh Renewal & ip Innovatio Org. Structurn e& Controls Corporate Governan ce & Competitiv eness Strat. External Environm ent The Mgmt. & Internal Performan Environm ent ce Strategic Actions Strategic Mission & Strategic Intent Strategy Formulation Competiti Bus. -Level Strategy Corp. Level Strategy Internatio nal Strategy ve Dynamics Acquisition & Restructuri ng Cooperati ve 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 Shapes the. Leadership formation of Strategic Vision / Intent and Influence s Strategic Mission Successful Strategic Actions Formulation of Strategies Implementation of Strategies Yields 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 Visionary Leaders Want stability & to preserve the existing order Are comfortable handling Shortterm day-to-day activities Strategic Leaders Manage the paradox created by use of managerial & visionary leadership models Define boundaries by use of metaphors, analogies & models to allow for a mix of contradictory concepts Are future-oriented concerned with risk -taking 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