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Kanaidi, SE., M.Si (sebagai Pemateri) Photo Bersama para Peserta
“Pelatihan STRATEGIC PLANNING” Politeknik ATMI Surakarta
...
Para Peserta secara serius mengikuti Materi
“Pelatihan STRATEGIC PLANNING” Politeknik ATMI Surakarta
di Hotel Majesty-Band...
SWOT Analysis
• The SWOT Analysis framework is a very
important and useful tool to use in
marketing Management and other
b...
• A scan of the internal and external environment
is an important part of the strategic planning
process.
• Environmental ...
A planning exercise in which managers identify:
– Internal organizational strengths and
weaknesses.
• Strengths (e.g., sup...
SWOT Analysis
• Strengths – identifying existing organisational
strengths
• Weaknesses – identifying existing organisation...
The SWOT Matrix
A strength can be a competitive
advantage like…
- Superior product
quality
- Lowest price
- Best expertise
- Location
A weakness can be a disadvantage such
as…
- A tired brand
- Inferior location
- High overheads
- A lack of R&D
An opportunity can be…
- A regulatory or tax change
- A high-profile event
(marketing opportunity)
- An untapped market
- ...
A threat can be…
- Unfavourable regulation
changes
- A new entrant into the
market
- Problems with the
economy
- Market sh...
TOWS Matrix
(from SWOT Analysis)
© Prentice Hall, 2006
Strategies that can come from SWOT Analysis…
S-O
W-O
S-T
W-T
TOWS Matrix
(from SWOT Analysis)
SWOT Interactions
MIND MAPPING
VISUAL REVISION TECHNIQUES
WHY YOU SHOULD REVISE
• Your short term memory can only hold 7 bits
of information at a time- revision helps
reinforce you...
What are mind maps?
 Mind maps are not spider diagrams.
 A mind map is a diagram used to represent
themes of understandi...
Key features of mind maps
 The process starts around a central idea or
picture
 Key themes are established through branc...
VALUES
Values
What is your definition of
Values?
 Values … are core beliefs or desires
that guide or motivate our attitudes
and ...
Values
Values can take a variety of forms. For example:
– Principles or standards
• “Service Above Self” (Rotary Club Inte...
Values
– Character Traits
• Loyalty, enthusiasm, openness to others
– Codes of Ethics
• Hippocratic Oath
• Ten Commandment...
Values
The Scout Oath and
The Scout Law
are statements of
Scouting’s Values
Values
“Acting in accord with our beliefs and
values is one of the greatest challenges
each of us faces every day.
It’s tr...
Vision Statement –
Boy Scouts of America
The Boy Scouts of America is the nation’s foremost youth program of
character dev...
Reviewing:
Values, Mission, and Vision
• Values – Core beliefs or desires that
guide or motivate our attitudes and our
act...
Strategic Business
Vision, Mission & Purpose
By : Kanaidi, SE., M.Si , cSAP
kanaidi@yahoo.com ..08122353284
31
Vision
An attractive, ideal future that is
credible yet not readily
available
What Do We Want to Become?
• A vision statement should answer the basic
question, “What do we want to become?”
2-32
What Do We Want to Become?
• The vision statement should be short,
preferably one sentence, and as many
managers as possib...
34
The Nature of the
Vision
Current
reality
Staying the course
Vision
35
What Vision Does
• Links the present to the future
• Energizes people and gains commitment
• Gives meaning to work
• Es...
NE-II-159 36
Vision
A vision is a picture of future success.
A vision forms when we think far enough ahead to
realize ther...
• Vision : A mental picture of what the organization
should look like in the future
• Visioning involves a community of pe...
NE-II-159 38
Vision
Criteria for a Meaningful Vision
 A vision engages the heart and the spirit.
 ... leads toward a wor...
NE-II-159 39
Vision
“Nothing happens unless first a dream.”
– Carl Sandburg
Example
Mission
The organization’s core broad
purpose and reason for
existence
• Two critical parts:
– Core values guide the organ...
• Mission : To assist in increasing the effectiveness and
efficiency of all individuals in organization
• Our measures of ...
What Is Our Business?
• Mission statement
– a declaration of an organization’s “reason for
being.”
– answers the pivotal q...
Mission Statement
• Mission statement
– reveals what an organization wants to be and
whom it wants to serve
– Also called ...
Mission
A mission is a brief statement that reflects the core
values of an organization.
A mission communicates an organiz...
Mission Statement
A Mission Statement …
 Serves as a communication tool for an organization
 Aligns people with a purpos...
NE-II-159 46
Mission Statement
Supported by lists of Corporate Values
“To preserve and improve human life:
– “Corporate so...
NE-II-159 47
Mission Statement
Supported by lists of Corporate Values
“To make people happy:
– “No cynicism
– “Nurturing a...
NE-II-159 48
Mission Statements
• “To establish Starbucks as the premier
purveyor of the finest coffee in the world while
...
FISHBONE
“Cause-and-Effect Diagram”
By : Kanaidi, SE., M.Si , cSAP
kanaidi@yahoo.com ..0812 2353 284
Why implement this?
• It increases knowledge of the
process by helping everyone to
learn more about the factors at
work an...
STEP 1:
• Decide on the effect to be examined.
• An effect may be positive (an
objective) or negative (a problem),
dependi...
STEP 1:
Identify and clearly define the outcome or
EFFECT to be analyzed.
>POSITIVE
– pride and ownership over productive ...
STEP 2:
• Draw a horizontal arrow pointing to the right.
This is the spine.
• To the right of the arrow, write a brief
des...
STEP 3:
 Establish main causes, or categories, under
which other possible causes will be listed.
 3Ms and P – Methods, M...
STEP 3:
Identify the main CAUSES contributing to the
effect being studied.
• Write the main categories your team has
selec...
STEP 4:
• Identify as many factors or causes
possible and attach them as sub-
branches of the major branches.
• Fill in de...
STEP 5:
• You can do this by asking a
series of WHY questions.
Identify more detailed levels of causes and
continue organi...
STEP 5:
Identify more detailed levels of causes and
continue organizing them under related
causes or categories.
FROM GIVE...
STEP 6:
• It helps identify causes that warrant further
investigation.
• Use a pareto chart to determine the cause
to focu...
STEP 6:
Analyze the diagram.
– A thick cluster of items in one area may indicate a
need for further study.
– A main catego...
STEP 6:
Analyze the diagram.
• Look for causes that appear repeatedly. These
may represent root causes.
• Look for what yo...
GoalsSetting
HM MBT OKTOBER 2009 62
By : Kanaidi, SE., M.Si , cSAP
kanaidi@yahoo.com ..0812 2353 284
Goal Setting
WHY SHOULD YOU SET GOALS
• Establish your ultimate destination
• Identify the roads you can take to get there...
Goals can give employees control over their own jobs
and, at the same time, give managers a tool for
monitoring their empl...
What is a GOAL?
Goal :
The purpose toward which an endeavor is
directed; an end; an objective.
Goal Setting:
To set or adj...
1. What personal goals do I have for myself
over the next few years?
2. What skills do I want to develop in myself
to help...
Seven goal areas
Family/home
Social
Educational
Religious
Achievement/recognition
Career
Physical/health
Ω Problem Stateme...
There are three types of people
1. Ones that make things happen
2. Those that let it happen
3. And the ones that don’t kno...
Program Kerja
By : Kanaidi, SE., M.Si , cSAP
kanaidi@yahoo.com ..08122353284
Pengertian Program Kerja
• Program Kerja disebut juga Agenda Kegiatan.
Yaitu suatu rencana kegiatan organisasi yang
dibuat...
Tahapan
Penyusunan
Program Kerja
1. Research and Listening
2. Planning and Decision Making
3. Communication and Action
4. ...
Hal-hal yang perlu
diperhatikan dalam
penyusunan
program kerja
1. SWOT analysis
 Strenght (kekuatan organisasi)
Sejauhmana organisasi memiliki kemampuan serta keunggulan
baik SDM maupu...
2. Waktu
Kapan kegiatan akan dilaksanakan, time
schedule dibuatkan
3. Siapa yang melaksanakan dan apa tugas-
tugasnya
Pemb...
• Setelah program kerja disusun, maka dibahas
pada “rapat kerja” selanjutnya dikembangkan
melalui pembagian tugas (organiz...
Hal ini sesuai dengan “Fungsi
Manajemen” :
• Planning
• Organizing and Staffing
• Directing
• Controlling
By : Kanaidi, SE., M.Si , cSAP
kanaidi@yahoo.com ..0812 2353 284
Dignity Action Plan – Planning Process Steps
Step 1
Identify and describe a
DIGNITY PROBLEM
Step 2
What are the CAUSES?
St...
Action Planning Step 5: Create the Plan - Goals & Objectives (C)
Have you a clear GOAL? (Single clear sentence of overall ...
Action Planning Step 5: Create the Plan - Goals & Objectives (D)
Have you a clear GOAL? (Single clear sentence of overall ...
Objectives of M&E
• Informing budget allocation decisions
• Supporting government planning at the national, sub
national, ...
Building blocks of the supply side
• Improve Statistics and National Statistical Systems:
– household surveys, sectoral su...
Effective Utilization of the System
Increasing Demand
• Increase the consciousness of potential users of what the system o...
What should a M&E System Measure?
Source: Adapted from ADB (2006) Introduction to Results Management, p. 7
World Bank (200...
Pelatihan "STRATEGIC PLANNING" bagi para Dosen Politeknik ATMI Surakarta di Hotel Majesty-Bandung, 21-22 Januari 2016 (Kan...
Pelatihan "STRATEGIC PLANNING" bagi para Dosen Politeknik ATMI Surakarta di Hotel Majesty-Bandung, 21-22 Januari 2016 (Kan...
Pelatihan "STRATEGIC PLANNING" bagi para Dosen Politeknik ATMI Surakarta di Hotel Majesty-Bandung, 21-22 Januari 2016 (Kan...
Pelatihan "STRATEGIC PLANNING" bagi para Dosen Politeknik ATMI Surakarta di Hotel Majesty-Bandung, 21-22 Januari 2016 (Kan...
Pelatihan "STRATEGIC PLANNING" bagi para Dosen Politeknik ATMI Surakarta di Hotel Majesty-Bandung, 21-22 Januari 2016 (Kan...
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Pelatihan "STRATEGIC PLANNING" bagi para Dosen Politeknik ATMI Surakarta di Hotel Majesty-Bandung, 21-22 Januari 2016 (Kanaidi, SE., M.Si., cSAP sebagai Pembicara)

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Pemateri : Kanaidi, SE., M.Si., cSAP
HP. +62 812 2353 284, +62 878 2298 4716 Telp/Fax : +62 22-4267749
e-mail : kanaidi963@gmail.com atau kanaidi@yahoo.com
WA. : 0812 2353 284

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Pelatihan "STRATEGIC PLANNING" bagi para Dosen Politeknik ATMI Surakarta di Hotel Majesty-Bandung, 21-22 Januari 2016 (Kanaidi, SE., M.Si., cSAP sebagai Pembicara)

  1. 1. Kanaidi, SE., M.Si (sebagai Pemateri) Photo Bersama para Peserta “Pelatihan STRATEGIC PLANNING” Politeknik ATMI Surakarta di Hotel Majesty-Bandung, 21-22 Januari 2016
  2. 2. Para Peserta secara serius mengikuti Materi “Pelatihan STRATEGIC PLANNING” Politeknik ATMI Surakarta di Hotel Majesty-Bandung, 21-22 Januari 2016
  3. 3. SWOT Analysis • The SWOT Analysis framework is a very important and useful tool to use in marketing Management and other business applications. • As a basic tool its mastery is a fundamental requirement for the marketer, entrepreneur or business person. • A clear understanding of SWOT is required for business majors.
  4. 4. • A scan of the internal and external environment is an important part of the strategic planning process. • Environmental factors internal to the firm usually can be classified as strengths (S) or weaknesses (W), and those external to the firm can be classified as opportunities (O) or threats (T). • Such an analysis of the strategic environment is referred to as a SWOT analysis. What is a SWOT Analysis?
  5. 5. A planning exercise in which managers identify: – Internal organizational strengths and weaknesses. • Strengths (e.g., superior marketing skills) • Weaknesses (e.g., outdated production facilities) – External opportunities and threats. • Opportunities (e.g., entry into new related markets). • Threats (increased competition) What is a SWOT Analysis?
  6. 6. SWOT Analysis • Strengths – identifying existing organisational strengths • Weaknesses – identifying existing organisational weaknesses • Opportunities – what market opportunities might there be for the organisation to exploit? • Threats – where might the threats to the future success come from?
  7. 7. The SWOT Matrix
  8. 8. A strength can be a competitive advantage like… - Superior product quality - Lowest price - Best expertise - Location
  9. 9. A weakness can be a disadvantage such as… - A tired brand - Inferior location - High overheads - A lack of R&D
  10. 10. An opportunity can be… - A regulatory or tax change - A high-profile event (marketing opportunity) - An untapped market - A gap left by a failed competitor
  11. 11. A threat can be… - Unfavourable regulation changes - A new entrant into the market - Problems with the economy - Market shrinkage
  12. 12. TOWS Matrix (from SWOT Analysis) © Prentice Hall, 2006
  13. 13. Strategies that can come from SWOT Analysis… S-O W-O S-T W-T TOWS Matrix (from SWOT Analysis)
  14. 14. SWOT Interactions
  15. 15. MIND MAPPING VISUAL REVISION TECHNIQUES
  16. 16. WHY YOU SHOULD REVISE • Your short term memory can only hold 7 bits of information at a time- revision helps reinforce your learning to help you prepare for your exams. • Within 30 days, we only remember 20% of the information learnt! • Without revision you will have wasted 2 years of your entire life!
  17. 17. What are mind maps?  Mind maps are not spider diagrams.  A mind map is a diagram used to represent themes of understanding linked a central key word or idea  Mind maps are, by definition, a graphical method of taking notes. Their visual basis helps one to distinguish words or ideas, often with colours and symbols.  They generally take a hierarchical or tree branch format, with ideas branching into their subsections
  18. 18. Key features of mind maps  The process starts around a central idea or picture  Key themes are established through branches with sub branches  Key terminology is used  Single words or phrases  Themes are connected through colours  Images reinforce meaning  It allows you to freely associate and link ideas
  19. 19. VALUES
  20. 20. Values What is your definition of Values?  Values … are core beliefs or desires that guide or motivate our attitudes and actions
  21. 21. Values Values can take a variety of forms. For example: – Principles or standards • “Service Above Self” (Rotary Club International) • “Be Prepared” • “Do A Good Turn Daily” ... – Personal Qualities • Honesty • Communication • Being Organized Where do we get our Values?
  22. 22. Values – Character Traits • Loyalty, enthusiasm, openness to others – Codes of Ethics • Hippocratic Oath • Ten Commandments • BSA’s Outdoor Code ... – Goals • Living a healthy life • Caring for others
  23. 23. Values The Scout Oath and The Scout Law are statements of Scouting’s Values
  24. 24. Values “Acting in accord with our beliefs and values is one of the greatest challenges each of us faces every day. It’s true for individuals in all aspects of life … and equally true for organizations of every kind and size.” Eric Harvey and Alexander Lucia
  25. 25. Vision Statement – Boy Scouts of America The Boy Scouts of America is the nation’s foremost youth program of character development and values-based leadership training. In the future, Scouting will continue to:  Offer young people responsible fun and adventure;  Instill in young people lifetime values and develop in them ethical character as expressed in the Scout Oath and Law.  Train young people in citizenship, service, and leadership;  Serve America’s communities and families with its quality, values-based program.
  26. 26. Reviewing: Values, Mission, and Vision • Values – Core beliefs or desires that guide or motivate our attitudes and our actions. • Mission – Encapsulates the values and articulates the overall, long-term objective. • Vision – A picture of success and the related plan of action.
  27. 27. Strategic Business Vision, Mission & Purpose By : Kanaidi, SE., M.Si , cSAP kanaidi@yahoo.com ..08122353284
  28. 28. 31 Vision An attractive, ideal future that is credible yet not readily available
  29. 29. What Do We Want to Become? • A vision statement should answer the basic question, “What do we want to become?” 2-32
  30. 30. What Do We Want to Become? • The vision statement should be short, preferably one sentence, and as many managers as possible should have input into developing the statement. 2-33
  31. 31. 34 The Nature of the Vision Current reality Staying the course Vision
  32. 32. 35 What Vision Does • Links the present to the future • Energizes people and gains commitment • Gives meaning to work • Establishes a standard of excellence and integrity
  33. 33. NE-II-159 36 Vision A vision is a picture of future success. A vision forms when we think far enough ahead to realize there will be important challenges that we can prepare for now.
  34. 34. • Vision : A mental picture of what the organization should look like in the future • Visioning involves a community of people developing ideas and setting the stage. Defining Vision
  35. 35. NE-II-159 38 Vision Criteria for a Meaningful Vision  A vision engages the heart and the spirit.  ... leads toward a worthwhile goal.  ... gives meaning to an effort.  ... is simple.  ... is attainable.  ... can change over time.
  36. 36. NE-II-159 39 Vision “Nothing happens unless first a dream.” – Carl Sandburg Example
  37. 37. Mission The organization’s core broad purpose and reason for existence • Two critical parts: – Core values guide the organization – Core purpose is why the organization exists
  38. 38. • Mission : To assist in increasing the effectiveness and efficiency of all individuals in organization • Our measures of success is based on the improvement of job behaviors, job performance, problem solved, cost savings to organization, product quantity, product quality, lower absenteeism, lower turnover and customer satisfaction of product/service we provide. Defining Mission
  39. 39. What Is Our Business? • Mission statement – a declaration of an organization’s “reason for being.” – answers the pivotal question “What is our business?” – essential for effectively establishing objectives and formulating strategies 2-42
  40. 40. Mission Statement • Mission statement – reveals what an organization wants to be and whom it wants to serve – Also called a creed statement, a statement of purpose, a statement of philosophy, a statement of beliefs, and a statement of business principles 2-43
  41. 41. Mission A mission is a brief statement that reflects the core values of an organization. A mission communicates an organization’s long- term objectives – why the organization exists.
  42. 42. Mission Statement A Mission Statement …  Serves as a communication tool for an organization  Aligns people with a purpose; it fosters commitment and unity  Defines directions for change and growth  Acts as an evaluation tool to help measure activities and programs
  43. 43. NE-II-159 46 Mission Statement Supported by lists of Corporate Values “To preserve and improve human life: – “Corporate social responsibility – “Unequivocal excellence in all aspects of the company – “Science-based innovation – “Honesty and integrity – “Profit, but profit from work that benefits humanity” – Merck
  44. 44. NE-II-159 47 Mission Statement Supported by lists of Corporate Values “To make people happy: – “No cynicism – “Nurturing and promulgation of ‘wholesome American values’ – “Creativity, dreams, and imagination – “Fanatical attention to consistency and detail – “Preservation and control of the Disney ‘magic’” – Walt Disney
  45. 45. NE-II-159 48 Mission Statements • “To establish Starbucks as the premier purveyor of the finest coffee in the world while maintaining our uncompromising principles as we grow” – Starbucks Coffee • “To solve unsolved problems innovatively” – 3M • “To offer all the fine customers in our territories all of their household needs in a manner in which they continue to think of us fondly” – Wal-Mart Example
  46. 46. FISHBONE “Cause-and-Effect Diagram” By : Kanaidi, SE., M.Si , cSAP kanaidi@yahoo.com ..0812 2353 284
  47. 47. Why implement this? • It increases knowledge of the process by helping everyone to learn more about the factors at work and how they relate. • It identifies areas where data should be collected for further study. > EXAMPLE OF A BUSINESS PROCESS >
  48. 48. STEP 1: • Decide on the effect to be examined. • An effect may be positive (an objective) or negative (a problem), depending upon the issue that is being discussed. Identify and clearly define the outcome or EFFECT to be analyzed. > PUTTING ‘CAUSE-AND-EFFECT’ DIAGRAM’ TO TEST: STEP 2 >
  49. 49. STEP 1: Identify and clearly define the outcome or EFFECT to be analyzed. >POSITIVE – pride and ownership over productive areas – upbeat atmosphere that encourages the participation of the group > NEGATIVE – justifying why the problem occurred and placing blame – easier for a team to focus on what causes a problem than what causes an excellent outcome – concentrate on things that can go wrong may foster a more relaxed atmosphere which sometimes enhances group participation > PUTTING ‘CAUSE-AND-EFFECT’ DIAGRAM’ TO TEST: STEP 2 >
  50. 50. STEP 2: • Draw a horizontal arrow pointing to the right. This is the spine. • To the right of the arrow, write a brief description of the effect or outcome which results from the process. • Draw a box around the description of the effect. Draw the SPINE and create the EFFECT box. > CAUSE-AND-EFFECT DIAGRAM , updated with STEPS 1 & 2 >
  51. 51. STEP 3:  Establish main causes, or categories, under which other possible causes will be listed.  3Ms and P – Methods, Materials, Machinery, and People  4Ps – Policies, Procedures, People, and Plant  Environment Identify the main CAUSES contributing to the effect being studied. > CAUSE-AND-EFFECT DIAGRAM , updated with STEPS 1, 2 & 3 >
  52. 52. STEP 3: Identify the main CAUSES contributing to the effect being studied. • Write the main categories your team has selected to the left of the effect box. Draw some above and below the spine. • Draw a box around each category label and use a diagonal line to form a branch from the box to the spine. > CAUSE-AND-EFFECT DIAGRAM , updated with STEPS 1, 2 & 3 >
  53. 53. STEP 4: • Identify as many factors or causes possible and attach them as sub- branches of the major branches. • Fill in detail for each cause. For each major branch, identify other specific factors which may be the CAUSES of the EFFECT. > CAUSE-AND-EFFECT DIAGRAM , updated with STEPS 1, 2, 3 & 4 >
  54. 54. STEP 5: • You can do this by asking a series of WHY questions. Identify more detailed levels of causes and continue organizing them under related causes or categories. > CAUSE-AND-EFFECT DIAGRAM , updated with STEPS 1, 2, 3, 4 & 5 >
  55. 55. STEP 5: Identify more detailed levels of causes and continue organizing them under related causes or categories. FROM GIVEN EXAMPLE: Q: Why is there an invalid list of updates? A: Because the data was mixed up. Q: Why was the data mixed up? A: There was a problem with the manual organization of the files. Q: Why is there a problem with the manual organization of the files? A: Because there are no back-up files and since it was manually prearranged, inaccuracy is inevitable. > CAUSE-AND-EFFECT DIAGRAM , updated with STEPS 1, 2, 3, 4 & 5 >
  56. 56. STEP 6: • It helps identify causes that warrant further investigation. • Use a pareto chart to determine the cause to focus on first. • See the “balance” of your diagram, checking for comparable levels of detail for most of the categories. Analyze the diagram. > CAUSE-AND-EFFECT DIAGRAM , completed >
  57. 57. STEP 6: Analyze the diagram. – A thick cluster of items in one area may indicate a need for further study. – A main category having only a few specific causes may indicate a need for further identification of causes. – If several major branches have only a few sub- branches, you may need to combine them under a single category. > CAUSE-AND-EFFECT DIAGRAM , completed >
  58. 58. STEP 6: Analyze the diagram. • Look for causes that appear repeatedly. These may represent root causes. • Look for what you can measure in each cause so you can quantify the effects of any changes you make. • Most importantly, identify and circle the causes that you can take action on. > CAUSE-AND-EFFECT DIAGRAM , completed >
  59. 59. GoalsSetting HM MBT OKTOBER 2009 62 By : Kanaidi, SE., M.Si , cSAP kanaidi@yahoo.com ..0812 2353 284
  60. 60. Goal Setting WHY SHOULD YOU SET GOALS • Establish your ultimate destination • Identify the roads you can take to get there • Know when you have arrived at your goal “The person who starts out going nowhere, generally gets there” - Dale Carnegie Ω Problem StatementΩ Mapping Ω Strategic Direction ►►► Conclusion
  61. 61. Goals can give employees control over their own jobs and, at the same time, give managers a tool for monitoring their employees’ performance.
  62. 62. What is a GOAL? Goal : The purpose toward which an endeavor is directed; an end; an objective. Goal Setting: To set or adjust for proper functioning. Ω Problem StatementΩ Mapping Ω Strategic Direction ►►► Conclusion Setting goals is a means of identifying and plotting how you are going to achieve your aims in life. By writing down your goals you are committing yourself to accomplishing them; therefore, make sure that your goals are important to YOU!!!!!
  63. 63. 1. What personal goals do I have for myself over the next few years? 2. What skills do I want to develop in myself to help me achieve my goals? 3. What opportunities are there that I can leverage to gain the skills needed to achieve my goals? 4. What will I do when I return home from this conference to take advantage of these opportunities? What can I do RIGHT NOW? Question? (Apa yang akan Anda capai dlm wkt dekat ini?) (Kemampuan apa saja…….. utk mencapainya?) (Peluang apa saja….Kemampuan ---tercapai?) Format Setting GOAL
  64. 64. Seven goal areas Family/home Social Educational Religious Achievement/recognition Career Physical/health Ω Problem StatementΩ Mapping Ω Strategic Direction ►►► Conclusion
  65. 65. There are three types of people 1. Ones that make things happen 2. Those that let it happen 3. And the ones that don’t know what happened. What one are you going to be? Ω Problem StatementΩ Mapping Ω Strategic Direction ►►► Conclusion
  66. 66. Program Kerja By : Kanaidi, SE., M.Si , cSAP kanaidi@yahoo.com ..08122353284
  67. 67. Pengertian Program Kerja • Program Kerja disebut juga Agenda Kegiatan. Yaitu suatu rencana kegiatan organisasi yang dibuat untuk jangka waktu tertentu yang disepakati oleh pengurus organisasi. • Program kerja harus dibuat secara sistematis, terpadu, terperinci serta terarah, sebab program kerja sebagai pegangan dalam mencapai tujuan organisasi
  68. 68. Tahapan Penyusunan Program Kerja 1. Research and Listening 2. Planning and Decision Making 3. Communication and Action 4. Evaluation
  69. 69. Hal-hal yang perlu diperhatikan dalam penyusunan program kerja
  70. 70. 1. SWOT analysis  Strenght (kekuatan organisasi) Sejauhmana organisasi memiliki kemampuan serta keunggulan baik SDM maupun SDA  Weeknesses (kelemahan organisasi) Setiap organisasi memiliki kelemahan, bagaimana mengatasinya.  Opportunity (peluang bagi organisasi) Organisasi menganalisis peluang-peluang untuk mencapai target atau sasaran (goals)  Threats (ancaman bagi organisasi) Organisasi menganalisis serta mampu mengantisipasi ancaman Internal dan Ekternal yang dimungkinkan akan terjadi
  71. 71. 2. Waktu Kapan kegiatan akan dilaksanakan, time schedule dibuatkan 3. Siapa yang melaksanakan dan apa tugas- tugasnya Pembagian tugas sesuai kompetensi yang dimiliki anggota, serta dibuatkan deskripsi tugas (job description) 4. Program kerja yang dibuat harus lebih baik dari realisasi kerja periode sebelumnya.
  72. 72. • Setelah program kerja disusun, maka dibahas pada “rapat kerja” selanjutnya dikembangkan melalui pembagian tugas (organizing and staffing), pemimpin menetapkan “target kerja” yang harus dicapai sesuai dengan tugas masing-masing anggota organisasi, dalam proses kerjanya diberikan arahan (directing) serta dilakukan pengawasan (controlling) agar terarah sesuai program yang telah dibuat bersama.
  73. 73. Hal ini sesuai dengan “Fungsi Manajemen” : • Planning • Organizing and Staffing • Directing • Controlling
  74. 74. By : Kanaidi, SE., M.Si , cSAP kanaidi@yahoo.com ..0812 2353 284
  75. 75. Dignity Action Plan – Planning Process Steps Step 1 Identify and describe a DIGNITY PROBLEM Step 2 What are the CAUSES? Step 3 What are the FACTORS? Step 5 Create ACTION PLAN (and carry it out) Step 6 Were you SUCCESSFUL? Step 4 What are my OPTIONS? If not ... try again!
  76. 76. Action Planning Step 5: Create the Plan - Goals & Objectives (C) Have you a clear GOAL? (Single clear sentence of overall target) What are your OBJECTIVES? Are your Objectives SMART? • Specific • Measurable • Achievable • Realistic • Timed
  77. 77. Action Planning Step 5: Create the Plan - Goals & Objectives (D) Have you a clear GOAL? (Single clear sentence of overall target) What are your OBJECTIVES? Are your Objectives SMART? • Specific • Measurable • Achievable • Realistic • Timed • Inspiring • Enthusiasm Generating • Sustainable SMARTIES !
  78. 78. Objectives of M&E • Informing budget allocation decisions • Supporting government planning at the national, sub national, local and sectoral level • Helping the management of programs and the provision of public services. Element of any results based management system • Accountability of local governments and central agencies
  79. 79. Building blocks of the supply side • Improve Statistics and National Statistical Systems: – household surveys, sectoral surveys and censuses – Better administrative records and sectoral statistics – Integration of systems for the production of input and outcome indicators – Increasing need for regional and local level data • To feed the production/maintenance of these tools – Sectoral/program Monitoring systems – Central Monitoring systems (Systems of presidential goals). – Performance evaluation systems. – Process evaluations – Rapid Assessments – Impact evaluation – Ex-ante evaluations of investment projects
  80. 80. Effective Utilization of the System Increasing Demand • Increase the consciousness of potential users of what the system offers and its importance (congress, NGO’s, academia etc) • Set standards of quality of information which create trust • Foster a strong communication channels between producers and users. • Produce information (data , indicators, evaluations) which will be used • Incentives for managers, sectoral officials, budget officials, congress, etc. so that they use the information • One or more leaders who persuade and motivate the government to keep advancing in this area
  81. 81. What should a M&E System Measure? Source: Adapted from ADB (2006) Introduction to Results Management, p. 7 World Bank (2001) PRSP Sourcebook, p. 108. Access to, use of, and satisfaction with services Effects on dimensions of well-being Goods and services produced Tasks undertaken to transform inputs to outputs Financial, human and material resources Outcomes Impact Outputs Activities Inputs School enrollment rates Improve literacy Number of schools built; textbooks, etc. Building of schools Distribution of textbooks, etc. Spending on primary education Indicative Example:The Results Chain

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