Kuliah iv manstra

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Internal Assessment

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Kuliah iv manstra

  1. 1. MANAJEMEN STRATEGIKULIAH IV<br />DADANG ISHAK ISKANDAR<br />STIE RATULA KOTABUMI<br />2011<br />
  2. 2. Comprehensive Strategic Management Model<br />2<br />External<br />Audit<br />Implement<br />Strategies:<br />Marketing,<br />Fin/Acct,<br />R&D, CIS<br />Generate,<br />Evaluate,<br />Select<br />Strategies<br />Implement<br />Strategies:<br />Mgmt Issues<br />Measure &<br />Evaluate<br />Performance<br />Vision <br />&<br /> Mission<br /> Statements<br />Long-Term<br />Objectives<br />Internal<br />Audit<br />
  3. 3. Internal Assessment<br />Like a product or service, the planning process itself must be managed and shaped, if it is to serve executives as a vehicle for strategic decision-making”<br /> —Robert Lenz—<br />
  4. 4. Internal Strategic Management Audit<br /><ul><li>Functional areas of the business
  5. 5. Strengths
  6. 6. Weaknesses</li></li></ul><li>Internal Audit:<br />Focuses on developing objectives and strategies to capitalize on internal strengths and overcome weaknesses <br />
  7. 7. INTERNAL COMPONENT<br />MANAGEMENT;<br />ORGANIZATIONAL CULTURE;<br />HUMAN RESOURCES/EMPLOYEE<br />MARKETING;<br />FINANCIAL/ACCOUNTING;<br />PRODUCT<br />
  8. 8. ORGANIZATIONAL CULTURE<br />Pattern of behavior developed by an organization as it learns to cope with its problem of external adaptation and internal integration…is considered valid and taught to new members <br />
  9. 9. MANAGEMENT FUNCTION<br />PLANNING<br />ORGANIZING;<br />MOTIVATING;<br />STAFFING;<br />CONTROLLING<br />
  10. 10. Stage of Strategic- Management Process When Most Important<br />Function<br />Planning<br />Strategy Formulation<br />Organizing<br />Strategy Implementation<br />Motivating<br />Strategy Implementation<br />Staffing<br />Strategy Implementation<br />Controlling<br />Strategy Evaluation<br />
  11. 11. MANAGEMENT AUDIT CHECKLIST<br />Does the firm use strategic-management concepts?<br />Are company objectives and goals measurable and well communicated?<br />Do managers at all hierarchical levels plan effectively?<br />Do managers delegate authority well?<br />Is the organization’s structure appropriate?<br />Continued....<br />
  12. 12. Are job descriptions and job specifications clear?<br />Is employee morale high?<br />Are employee turnover and absenteeism low?<br />Are organizational reward and control mechanisms effective?<br />
  13. 13. MARKETING<br />Marketing Audit Checklist (Cont’d)<br />Does the firm conduct market research?<br />Are product quality and customer service good?<br />Are the firm's products/services priced appropriately?<br />Does the firm have an effective promotion, advertising, and publicity strategy?<br />Are marketing planning and budgeting effective?<br />Do the firm’s marketing mangers have adequate experience and training?<br />© 2001 Prentice Hall<br />Ch. 4-12<br />
  14. 14. FINANCE/ACCOUNT<br />Investment decision (Capital budgeting)<br />Financing decision<br />Dividend decision<br />© 2001 Prentice Hall<br />Ch. 4-13<br />
  15. 15. Internal Assessment (Cont’d)<br />Production/Operations<br />Process<br />Capacity<br />Inventory<br />Workforce<br />Quality<br />© 2001 Prentice Hall<br />Ch. 4-14<br />
  16. 16. RESEARCH AND DEVELOPMENT<br />Development of new products before competition<br />Improving product quality<br />Improving manufacturing processes to reduce costs<br />© 2001 Prentice Hall<br />Ch. 4-15<br />

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