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Jen Z.A. Hans, Ph.D Jen Z.A. Hans, Ph.D. ( HP: 0813-1102-8458) STRATEGIC MANAGEMENT Jen Z.A. Hans, Ph.D. Dosen Magister Manajemen.

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1 Jen Z.A. Hans, Ph.D Jen Z.A. Hans, Ph.D. ( HP: ) STRATEGIC MANAGEMENT Jen Z.A. Hans, Ph.D. Dosen Magister Manajemen Beberapa PTS Dosen Sespim & Sespati Polri Lembang Bandung Penulis Buku & Trainer Strategi Pengembangan Diri Tempat Tanggal Lahir Cirebon, 8 April 1958 Pendidikan S1 UGM Yogyakarta (1981) S2 & S3 University of Kentucky (1986 & 1990) Telp Telp Fax HP Jen Z.A. Hans, Ph.D.

2 Jen Z.A. Hans, Ph.D 2 REFERENSI 1.Abdul Wahab Abdoel Kadir, Manajemen Strategik, Primata Press: Jakarta, Covey, Stephen R. The 7 Habits of Highly Effective People. New York: Simon & Schuster, Covey, Stephen R. The 8 th : From Effectiveness to Greatness. New York: Simon & Schuster, Jen Z.A. Hans, Strategi Pengembangan Diri, Jakarta: Personal Development Training, Pearce II, John A. & Richard B. Robinson, Strategic Management: Formulation, Implementation & Control, New York: McGraw-Hill, Rhenald Kasali, Re-code Your Change DNA: Membebaskan Belenggu- Belenggu Untuk Meraih Keberhasilan Dalam Pembaharuan, Jakarta: PT Gramedia Pustaka Utama, Tung Desem Waringin, Financial Revolution, Jakarta: PT Gramedia Pustaka Utama, 2006

3 Jen Z.A. Hans, Ph.D TUGAS 1.Membuat powerpoint tentang dirimu sendiri (nama, ttl, alamat rumah, kantor, no telpon, hp, ); apa saja yang sudah diraih sampai sekarang (sdh jadi apa saja, melakukan apa saja, pergi ke mana saja & memiliki apa saja); apa yang ingin diraih di masa depan (mau jadi apa lagi, mau melakukan apa lagi, mau pergi ke mana lagi & mau memiliki apa lagi) 2.Powerpoint Motivasi Pengembangan Diri berdasarkan buku “Strategi Pengembangan Diri” Jen Z.A. Hans 3.Membaca (mengedit) semua powerpoint yang sudah dikopi dalam folder MANAJEMEN STRATEGIK JenZAHans

4 Jen Z.A. Hans, Ph.D Jen Z.A. Hans, Ph.D. ( HP: )

5 Jen Z.A. Hans, Ph.D Jen Z.A. Hans, Ph.D. ( HP: ) MANAJEMEN STRATEGIK PEARCE & ROBINSON BAGIAN SATU Tinjauan Manajemen Strategik Bab 1 Manajemen Strategik

6 Jen Z.A. Hans, Ph.D Jen Z.A. Hans, Ph.D. ( HP: ) MANAJEMEN STRATEGIK PEARCE & ROBINSON BAGIAN DUA Formulasi Strategi Bab 2 Misi Perusahaan Bab 3 Tanggung Jawab Sosial dan Etika Bisnis Bab 4 Lingkungan Eksternal Bab 5 Lingkungan Global Bab 6 Analisis Internal Bab 7 Tujuan Jangka Panjang dan Strategi Umum Bab 8 Strategi Bisnis Bab 9 Strategi Multibisnis

7 Jen Z.A. Hans, Ph.D Jen Z.A. Hans, Ph.D. ( HP: ) MANAJEMEN STRATEGIK PEARCE & ROBINSON BAGIAN TIGA Implementasi, Pengendalian dan Inovasi Strategi Bab 10 Implementasi Bab 11 Struktur Organisasi Bab 12 Kepemimpinan dan Budaya Bab 13 Pengendalian, Inovasi dan Kewirausahaan GLOSARIUM INDEKS

8 Jen Z.A. Hans, Ph.D Jen Z.A. Hans, Ph.D. ( HP: ) Definisi Manajemen Strategik Pearce II, John A. & Richard B. Robinson, Strategic Management: Formulation, Implementation & Control, New York: McGraw-Hill, The set of decisions & actions that results in the formulation & implementation of plans designed to achieve a company’s objectives. 2.Enam Dimensi Keputusan Strategik: 1.Membutuhkan keputusan manajemen puncak 2.Membutuhkan sumber daya dlm jumlah besar 3.Mempengaruhi kesejahteraan jangka panjang 4.Berorientasi masa depan 5.Berkonsekuensi multi fungsi dan multi bisnis 6.Mengharuskan perusahaan mempertimbangkan lingkungan eksternal

9 Jen Z.A. Hans, Ph.D Jen Z.A. Hans, Ph.D. ( HP: ) 9 Tugas Manajemen Strategik Pearce II, John A. & Richard B. Robinson, Strategic Management: Formulation, Implementation & Control, New York: McGraw-Hill, Merumuskan misi meliputi rumusan umum tentang maksud keberadaan, filosofi & tujuan. 2.Mengembangkan profil yang mencerminkan kondisi internal & kapabilitasnya. 3.Menilai lingkungan eksternal meliputi pesaing & faktor2 kontekstual umum. 4.Menganalisis opsi perusahaan dengan mencocokkan sumberdaya dengan lingkungan ekstern. 5.Mengidentifikasi opsi yang paling dikehendaki dengan mengevaluasi setiap opsi yang ada berdasarkan misi.

10 Jen Z.A. Hans, Ph.D Jen Z.A. Hans, Ph.D. ( HP: ) 9 Tugas Manajemen Strategik Pearce II, John A. & Richard B. Robinson, Strategic Management: Formulation, Implementation & Control, New York: McGraw-Hill, Memilih sasaran jangka panjang & strategi umum yang akan mencapai pilihan yang paling dikehendaki. 7.Mengembangkan sasaran tahunan & strategi jangka pendek yang sesuai dengan sasaran jangka panjang & strategi umum yang dipilih. 8.Mengimplementasikan pilihan strategik dengan cara mengalokasikan sumberdaya anggaran yang menekankan pada kesesuaian antara tugas, SDM, struktur, teknologi & sistem imbalan. 9.Mengevaluasi keberhasilan proses strategik sebagai masukan bagi pengambilan keputusan yang akan datang.

11 Jen Z.A. Hans, Ph.D Jen Z.A. Hans, Ph.D. ( HP: ) Analisis SWOT Pearce II, John A. & Richard B. Robinson, Strategic Management: Formulation, Implementation & Control, New York: McGraw-Hill, Kekuatan (Strengths) adalah sumber daya, keterampilan atau keunggulan lain relatif thd pesaing dan kebutuhan pasar yg dilayani. 2.Kelemahan (Weaknesses) adalah keterbatasan dlm sumber daya, keterampilan & kapabilitas yg secara serius menghambat kinerja efektif perusahaan. 3.Peluang (Opportunities) adalah situasi penting yg menguntungkan dlm lingkungan perusahaan. 4.Ancaman (Threats) adalah situasi penting yg tdk menguntungkan dlm lingkungan perusahaan.

12 Jen Z.A. Hans, Ph.D Jen Z.A. Hans, Ph.D. ( HP: ) Analisis & Pilihan Strategi Sel 1: Offensif (Proaktif) Sel 3: Turnaround (Pembenahan) Sel 4: Defensif (Reaktif) Sel 2: Diversifikasi (Mencari Terobosan) Kekuatan Peluang Kelemahan Ancaman

13 Jen Z.A. Hans, Ph.D Jen Z.A. Hans, Ph.D. ( HP: ) 7 Sasaran Jangka Panjang Pearce II, John A. & Richard B. Robinson, Strategic Management: Formulation, Implementation & Control, New York: McGraw-Hill, Profitabilitas 2.Produktivitas 3.Posisi bersaing 4.Pengembangan karyawan 5.Hubungan karyawan 6.Kepemimpinan teknologi 7.Tanggung jawab sosial

14 Jen Z.A. Hans, Ph.D Jen Z.A. Hans, Ph.D. ( HP: ) 7 Kualitas Sasaran Jangka Panjang Pearce II, John A. & Richard B. Robinson, Strategic Management: Formulation, Implementation & Control, New York: McGraw-Hill, Dapat diterima (acceptable) 2.Fleksibel (flexible) 3.Dapat diukur (measurable) 4.Memotivasi (motivating) 5.Cocok (suitable) 6.Dapat dipahami (understandable) 7.Dapat dicapai (achievable)

15 Jen Z.A. Hans, Ph.D Jen Z.A. Hans, Ph.D. ( HP: ) Strategi Umum Pearce II, John A. & Richard B. Robinson, Strategic Management: Formulation, Implementation & Control, New York: McGraw-Hill, )Pertumbuhan terkonsentrasi 2)Pengembangan pasar 3)Pengembangan produk 4)Inovasi 5)Integrasi horizontal 6)Integrasi vertikal 7)Diversifikasi konsentrik 8)Diversifikasi konglomerat 9)Berbenah diri 10)Divestasi 11)Likuidasi 12)Bangkrut 13)Usaha patungan 14)Aliansi strategik 15)Konsorsium

16 Jen Z.A. Hans, Ph.D Jen Z.A. Hans, Ph.D. ( HP: ) Sistem Imbalan Pearce II, John A. & Richard B. Robinson, Strategic Management: Formulation, Implementation & Control, New York: McGraw-Hill, Mengaitkan imbalan dengan rencana strategik 2.Menggunakan insentif variabel sebagai bagian penting kompensasi setiap karyawan 3.Harus terkait dengan pekerjaan yang berada dalam kendali ybs 4.Berdasarkan prestasi bukan hierarki 5.Peka terhadap kesenjangan antara atas & bawah dalam organisasi 6.Adil, akurat & informatif 7.Beri imbalan secara royal bila berhasil & minimal bila tidak berhasil 8.Jangan remehkan nilai lingkungan yang memotivasi 9.Terbuka untuk perubahan (fleksibel)

17 Jen Z.A. Hans, Ph.D Jen Z.A. Hans, Ph.D. ( HP: ) Sistem Pengendalian Strategi Pearce II, John A. & Richard B. Robinson, Strategic Management: Formulation, Implementation & Control, New York: McGraw-Hill, P engendalian Strategik  Mengemudikan institusi ke arah tujuan2 strategik jangka panjangnya. 2.Pengendalian Operasional  Mengidentifikasi standar kinerja yang terkait dengan alokasi sumber daya keuangan, fisik & SDM dalam rangka pelaksanaan strateginya.

18 Jen Z.A. Hans, Ph.D Jen Z.A. Hans, Ph.D. ( HP: ) STRATEGI MUDRAJAD KUNCORO 1.Pengantar Ekonomi Strategi 2.Strategi dalam Proses Manajemen strategik 3.Lingkungan Eksternal 4.Lingkungan Internal 5.Merumuskan Visi dan Misi 6.Formulasi dan Safari Strategi 7.Strategi Bersaing 8.Strategi Korporat

19 Jen Z.A. Hans, Ph.D Jen Z.A. Hans, Ph.D. ( HP: ) STRATEGI MUDRAJAD KUNCORO 9.Strategi Internasional 10.Aliansi Strategik 11.Good Corporate Governance 12.Struktur dan Desain Organisasi 13.Kepemimpinan Strategik 14.Pengendalian Strategik 15.Evaluasi Strategi dan Kinerja

20 Jen Z.A. Hans, Ph.D Jen Z.A. Hans, Ph.D. ( HP: ) 8 KEBIASAAN SUKSES STEPHEN R. COVEY Jen Z.A. Hans, Strategi Pengembangan Diri, Jakarta: Personal Development Training, 2006 (Hal 14) 1.Proactive (Bertanggung jawab) 2.Begin with the End in Mind (Mulai dengan Akhir dalam Pikiran, Berorientasi Tujuan) 3.First Things First (Mendahulukan yang Utama, Manajemen Waktu yang Efektif) 4.Think Win-Win (Berpikir Menang-Menang) 5.Seek First to Understand Then to Be Understood (Memahami Terlebih Dahulu, Kemudian Dipahami) 6.Synergize (Kerja Sama secara Sinergistik untuk Menghasilkan Lebih) 7.Sharpen the Saw (Mengasah Gergaji, Perbaikan Diri Terus Menerus) 8.Find Your Voice & Inspire Others to Find Theirs (Temukan Panggilan Jiwamu & Ilhami Orang Lain Temukan Panggilan Jiwa Mereka)

21 Jen Z.A. Hans, Ph.D Jen Z.A. Hans, Ph.D. ( HP: ) Independence Dependence Interdependence PUBLIC VICTORY PRIVATE VICTORY Seek First to Understand … Then to be Understood Synergize Think Win/Win Put First Things First Be Proactive Begin with the End in Mind Sharpen the Saw THE SEVEN HABITS PARADIGM

22 Jen Z.A. Hans, Ph.D Jen Z.A. Hans, Ph.D. ( HP: ) PHYSICAL Exercise, Nutrition, Stress Management F OUR D IMENSIONS OF R ENEWAL F OUR D IMENSIONS OF R ENEWAL MENTAL Reading, Visualizing, Planning, Writing SOCIAL/EMOTIONAL Service, Empathy, Synergy, Intrinsic Security SPIRITUAL Value Clarification & Commitment, Study & Meditation

23 Jen Z.A. Hans, Ph.D Jen Z.A. Hans, Ph.D. ( HP: ) T HE U PWARD S PIRAL T HE U PWARD S PIRAL Learn Do Commit Learn Commit Do Do Learn Commit Learn Commit D o

24 Jen Z.A. Hans, Ph.D Jen Z.A. Hans, Ph.D. ( HP: ) P ROACTIVE M ODEL P ROACTIVE M ODEL StimulusResponse Freedom to Choose Self- Awareness Self- Awareness Imagination Imagination Conscience Conscience Independent Will Independent Will

25 Jen Z.A. Hans, Ph.D Jen Z.A. Hans, Ph.D. ( HP: ) Lose/Win High Low Win/Win Lose/LoseWin/Lose CONSIDERATION LowHigh COURAGE

26 Jen Z.A. Hans, Ph.D Jen Z.A. Hans, Ph.D. ( HP: ) L EVELS OF C OMMUNICATION L EVELS OF C OMMUNICATION TRUST Synergistic (Win/Win) Synergistic (Win/Win) COOPERATION Respectful (Compromise) Respectful (Compromise) Defensive (Win/Lose or Lose/Win) Defensive (Win/Lose or Lose/Win) Low High LowHigh

27 Jen Z.A. Hans, Ph.D Jen Z.A. Hans, Ph.D. ( HP: ) P ARADIGM S HIFTS A BREAK FROM TRADITIONAL WISDOM A BREAK FROM TRADITIONAL WISDOM TOWARD 7 HABITS PRINCIPLES TOWARD 7 HABITS PRINCIPLES H abit 1 H abit 1 We are a product of our environment and upbringing. H abit 2 H abit 2 Society is the source of our values. H abit 3 H abit 3 Reactive to the tyranny of the urgent. Acted upon by the environment. H abit 4 H abit 4 Win-lose. One-sided benefit. H abit 5 H abit 5 Fight, flight, or compromise when faced with conflict. H abit 6 H abit 6 Differences are threats. Independence is the highest value. Unity means sameness. H abit 7 H abit 7 Entropy. Burnout on one track - typically work. We are a product of our choices to our environment and upbringing. Values are self-chosen and provide foundation for decision making. Values flow out of principles. Actions flow from that which is important. Win-win. Mutual benefit. Communication solves problems. Differences are values and are opportunities for synergy. Continuous self-renewal and self- improvement.

28 Jen Z.A. Hans, Ph.D Jen Z.A. Hans, Ph.D. ( HP: ) B E P ROACTIVE B E P ROACTIVE I can forgive, forget, and let go of past injustices I’m aware that I’m responsible I’m the creative force of my life I choose my attitude, emotions, and moods

29 Jen Z.A. Hans, Ph.D Jen Z.A. Hans, Ph.D. ( HP: ) S EVEN H ABITS OF H IGHLY E FFECTIVE P EOPLE S EVEN H ABITS OF H IGHLY E FFECTIVE P EOPLE E FFECTIVE P EOPLE E FFECTIVE P EOPLE I NEFFECTIVE P EOPLE I NEFFECTIVE P EOPLE HABIT 1 HABIT 1 Be Proactive: Proactive people take responsibility for their own lives. They determine the agendas they will follow and choose their response to what happens around them. Be Reactive: Reactive people don’t take responsibility for their own lives. They feel victimized, a product of circumstances, their past, and other people. They do not see as the creative force of their lives.

30 Jen Z.A. Hans, Ph.D Jen Z.A. Hans, Ph.D. ( HP: ) Begin with the End in Mind: These people use personal vision, correct principles, and their deep sense of personal meaning to accomplish tasks in a positive and effective way. They live life based on self-chosen values and are guided by their personal mission statement. Begin with No End in Mind: These people lack personal vision and have not developed a deep sense of personal meaning and purpose. They have not paid the price to develop a mission statement and thus live life based on society’s values instead of self-chosen values. HABIT 2 HABIT 2 S EVEN H ABITS OF H IGHLY E FFECTIVE P EOPLE S EVEN H ABITS OF H IGHLY E FFECTIVE P EOPLE E FFECTIVE P EOPLE I NEFFECTIVE P EOPLE

31 Jen Z.A. Hans, Ph.D Jen Z.A. Hans, Ph.D. ( HP: ) Put First Things First: These people exercise discipline, and they plan and execute according to priorities. They also “walk their talk” and spend significant time in Quadrant II. Put Second Things First: These people are crisis managers who are unable to stay focused on high-leverage tasks because of their preoccupation with circumstances, their past, or other people. They are caught up in the “thick of thin things” and are driven by the urgent. HABIT 3 HABIT 3 S EVEN H ABITS OF H IGHLY E FFECTIVE P EOPLE S EVEN H ABITS OF H IGHLY E FFECTIVE P EOPLE E FFECTIVE P EOPLE I NEFFECTIVE P EOPLE

32 Jen Z.A. Hans, Ph.D Jen Z.A. Hans, Ph.D. ( HP: ) Think Win-Win: These people have an abundance mentality and the spirit of cooperation. They achieve effective communication and high trust levels in their Emotional Bank Accounts with others, resulting in rewarding relationships and greater power to influence. Think Win-Lose or Lose-Win: These people have a scarcity mentality and see life as a zero- sum game. They have ineffective communication skills and low trust levels in their Emotional Bank Accounts with others, resulting in a defensive mentality and adversarial feelings. HABIT 4 HABIT 4 S EVEN H ABITS OF H IGHLY E FFECTIVE P EOPLE S EVEN H ABITS OF H IGHLY E FFECTIVE P EOPLE E FFECTIVE P EOPLE I NEFFECTIVE P EOPLE

33 Jen Z.A. Hans, Ph.D Jen Z.A. Hans, Ph.D. ( HP: ) Seek First to Understand, Then to Be Understood: Through perceptive observation and empathic listening, these non- judgmental people are intent on learning the needs, interests, and concerns of others. They are then able to courageously state their own needs and wants. Seek First to Be Understood: These people put forth their point of view based solely on their auto-biography and motives, without attempting to understand others first. They blindly prescribe without first diagnosing the problem. HABIT 5 HABIT 5 S EVEN H ABITS OF H IGHLY E FFECTIVE P EOPLE S EVEN H ABITS OF H IGHLY E FFECTIVE P EOPLE E FFECTIVE P EOPLE I NEFFECTIVE P EOPLE

34 Jen Z.A. Hans, Ph.D Jen Z.A. Hans, Ph.D. ( HP: ) Synergize: Effective people know that the whole is greater than the sum of the parts. They value and benefit from differences in others, which results in creative cooperation and team-work. Compromise, Fight, or Flight: Ineffective people believe the whole is less than the sum of the parts. They try to “clone” other people in their own image. Differences in others are looked upon as threats. HABIT 6 HABIT 6 S EVEN H ABITS OF H IGHLY E FFECTIVE P EOPLE S EVEN H ABITS OF H IGHLY E FFECTIVE P EOPLE E FFECTIVE P EOPLE I NEFFECTIVE P EOPLE

35 Jen Z.A. Hans, Ph.D Jen Z.A. Hans, Ph.D. ( HP: ) Sharpen the Saw: Effective people are involved in self- renewal and self-improvement in the physical, mental, spiritual, and social-emotional areas, which enhance all areas off their life and nurture the other six habits. Wear Out the Saw: Ineffective people fall back, lose their interest, and get disordered. They lack a program of self- renewal and self-improvement and eventually lose the cutting edge they once had. HABIT 7 HABIT 7 S EVEN H ABITS OF H IGHLY E FFECTIVE P EOPLE S EVEN H ABITS OF H IGHLY E FFECTIVE P EOPLE E FFECTIVE P EOPLE I NEFFECTIVE P EOPLE

36 Jen Z.A. Hans, Ph.D Jen Z.A. Hans, Ph.D. ( HP: ) CIRCLE OF INFLUENCE

37 Jen Z.A. Hans, Ph.D Jen Z.A. Hans, Ph.D. ( HP: ) CIRCLE OF INFLUENCE

38 Jen Z.A. Hans, Ph.D Jen Z.A. Hans, Ph.D. ( HP: ) S EVEN P RINCIPLES UPON W HICH THE S EVEN H ABITS A RE B ASED S EVEN P RINCIPLES UPON W HICH THE S EVEN H ABITS A RE B ASEDThe Seven Habits center on timeless and universal principles of personal, interpersonal, managerial, and organizational effectiveness. Listed below are the seven principles upon which the Seven Habits are based- principles which are in our circle of influence.

39 Jen Z.A. Hans, Ph.D Jen Z.A. Hans, Ph.D. ( HP: ) 1.The principle of continuous learning, of self- reeducation - the discipline that drives us toward the values we believe in. Such constant learning is required in today’s world, in light of the fact that many of us can expect to work in up to five radically different fields before we retire. 2.The principle of service, of giving oneself to others, of helping to facilitate other people’s work. S EVEN P RINCIPLES UPON W HICH THE S EVEN H ABITS A RE B ASED S EVEN P RINCIPLES UPON W HICH THE S EVEN H ABITS A RE B ASED

40 Jen Z.A. Hans, Ph.D Jen Z.A. Hans, Ph.D. ( HP: ) 3.The principle of staying positive and optimistic, radiating positive energy - including avoiding the four emotional cancers (criticizing complaining, comparing, and competing). 4.The principle of affirmation of others - treating people as proactive individuals who have great potential. S EVEN P RINCIPLES UPON W HICH THE S EVEN H ABITS A RE B ASED S EVEN P RINCIPLES UPON W HICH THE S EVEN H ABITS A RE B ASED

41 Jen Z.A. Hans, Ph.D Jen Z.A. Hans, Ph.D. ( HP: ) 5.The principle of balance - the ability to identify our various roles and to spend appropriate amounts of time in, and focus on, all the important roles and dimensions of our life. Success in one area of our life cannot compensate for neglect or failure in other areas of our life. S EVEN P RINCIPLES UPON W HICH THE S EVEN H ABITS A RE B ASED S EVEN P RINCIPLES UPON W HICH THE S EVEN H ABITS A RE B ASED

42 Jen Z.A. Hans, Ph.D Jen Z.A. Hans, Ph.D. ( HP: ) 6.The balance of spontaneity and serendipity - the ability to experience life with a sense of adventure, excitement, and fresh rediscovery, instead of trying to find a serious side to things that have no serious side. 7.The principle of consistent self-renewal and self- improvement in the four dimensions of one’s life: physical, mental, spiritual, and social- emotional. S EVEN P RINCIPLES UPON W HICH THE S EVEN H ABITS A RE B ASED S EVEN P RINCIPLES UPON W HICH THE S EVEN H ABITS A RE B ASED

43 Jen Z.A. Hans, Ph.D Jen Z.A. Hans, Ph.D. ( HP: ) Knowledge (what to, why to) Desire (want to) Skills (how to) HABITS E FFECTIVE H ABITS E FFECTIVE H ABITS

44 Jen Z.A. Hans, Ph.D Jen Z.A. Hans, Ph.D. ( HP: ) J UDGEMENT CHARACTER Integrity Maturity Abundance Mentality Interdependency COMPETENCE Technical skills Qualifications Knowledge Experience

45 Jen Z.A. Hans, Ph.D Jen Z.A. Hans, Ph.D. ( HP: ) FOUR UNIQUE HUMAN ENDOWMENTS 1.Self-awareness 2.Conscience 3.Imagination 4.Willpower

46 Jen Z.A. Hans, Ph.D Jen Z.A. Hans, Ph.D. ( HP: ) F OUR U NIQUE H UMAN E NDOWMENTS F OUR U NIQUE H UMAN E NDOWMENTS1. S elf-Awareness We begin to become self-aware and explore the programs we are living out. We come to realize that we stand apart from our programming and can even examine it. We also realize that between stimulus and response, we have the freedom to choose. This self-awareness then leads to the ability to look at other unique endowments in our secret life.

47 Jen Z.A. Hans, Ph.D Jen Z.A. Hans, Ph.D. ( HP: ) Our conscience is our internal sense of right and wrong, our “moral nature.” It is the “greater harmonizer” and “balance wheel” of all the principles that govern our behavior. Our conscience gives us a sense of the degree to which our thoughts and actions are in harmony with our principles. 2. C onscience F OUR U NIQUE H UMAN E NDOWMENTS F OUR U NIQUE H UMAN E NDOWMENTS

48 Jen Z.A. Hans, Ph.D Jen Z.A. Hans, Ph.D. ( HP: ) We can visit the power of the mind to create or to imagine that which does not exist now. In that imagination lie our faith and our hope for the future. We look at what is possible, what we can envision. 3. P ower P ower of Imagination F OUR U NIQUE H UMAN E NDOWMENTS F OUR U NIQUE H UMAN E NDOWMENTS

49 Jen Z.A. Hans, Ph.D Jen Z.A. Hans, Ph.D. ( HP: ) Willpower refers to our determination, our resoluteness - our ability to act based solely on our self-awareness. We ask ourselves, “Am I really willing to the distance on my mission statement?” “Am I willing to walk my talk?” “Am I really willing to put first things first in spite of external distractions and pressures?” “Am I going to live a life of total integrity?” 4. W illpower W illpower or Independent Will F OUR U NIQUE H UMAN E NDOWMENTS F OUR U NIQUE H UMAN E NDOWMENTS

50 Jen Z.A. Hans, Ph.D Jen Z.A. Hans, Ph.D. ( HP: ) Developing a mission statement is foundational to Habit 2, Begin with the End in Mind. It sets general guidelines for our life based on our values and our roles and goals. There are four basic characteristics of good mission statements, whether they be personal, family, or organizational mission statements. B ASIC C HARACTERISTICS OF G OOD M ISSION S TATEMENTS B ASIC C HARACTERISTICS OF G OOD M ISSION S TATEMENTS

51 Jen Z.A. Hans, Ph.D Jen Z.A. Hans, Ph.D. ( HP: ) 1. A mission statement should be timeless and changeless. Because goals are not timeless, they should not be included. Mission statements should be based upon unchanging core principles that operate regardless of present realities or situations. This changeless core will enable us to live with changes inside other people and inside the environment. As our consciousness grows and we mature, we will gradually strengthen, deepen, and improve our mission statement. Nevertheless, we should always initially write our mission statement as if it will never change - as if it were timeless. B ASIC C HARACTERISTICS OF G OOD M ISSION S TATEMENTS B ASIC C HARACTERISTICS OF G OOD M ISSION S TATEMENTS

52 Jen Z.A. Hans, Ph.D Jen Z.A. Hans, Ph.D. ( HP: ) 2.A mission statement should deal with both ends and means. Ends have to do with what we are about. Means have to do with how we go about achieving those ends. Principles are what we implements to achieve those ends. Ends and means are inseparable. In truth, ends preexist in the means. “You’ll never achieve a worthy end through unworthy means.” B ASIC C HARACTERISTICS OF G OOD M ISSION S TATEMENTS B ASIC C HARACTERISTICS OF G OOD M ISSION S TATEMENTS

53 Jen Z.A. Hans, Ph.D Jen Z.A. Hans, Ph.D. ( HP: ) 3.A mission statement should deal with all four of our basic needs: a.To live (our physical and economic needs)b.To love and to be loved (our cultural and social ends) c. To learn (our needs to grow, develop, be recognized, and be useful) d.To leave a legacy (our spiritual need for meaning, for feeling that life matters, that we add value and make a difference. B ASIC C HARACTERISTICS OF G OOD M ISSION S TATEMENTS B ASIC C HARACTERISTICS OF G OOD M ISSION S TATEMENTS

54 Jen Z.A. Hans, Ph.D Jen Z.A. Hans, Ph.D. ( HP: ) 4.A mission statement should deal with all the significant roles of our life, such as a parent, teacher, manager, neighbor, and so forth. “Internalizing” our mission statement will also help us get a clear understanding of what is truly important. Goethe once said, “Things which matter most must never be at the mercy of things which matter least.” This means that we learn how to say no at appropriate times. Every time we say yes to something that is of little or no importance, we are saying no to something that is more important. Almost every day, most of us are caught in circumstances where we should say no but don’t. We often lack the ability to utter a firm but gracious no. B ASIC C HARACTERISTICS OF G OOD M ISSION S TATEMENTS B ASIC C HARACTERISTICS OF G OOD M ISSION S TATEMENTS

55 Jen Z.A. Hans, Ph.D Jen Z.A. Hans, Ph.D. ( HP: ) S IX L EVELS OF I NITIATIVE S IX L EVELS OF I NITIATIVE 1 Wait for instructions 2 Ask for instructions 3 Bring recommendations 4 Use own judgement, report immediately 5 Use own judgement, report routinely 6 Use own judgement, not necessary to report

56 Jen Z.A. Hans, Ph.D Jen Z.A. Hans, Ph.D. ( HP: ). Crisis. Pressing problems. Deadline-driven projects, meetings, preparations. Preparation. Prevention. Values clarification. Planning. Relationship building. True re-creation. Empowerment. Interruptions, some phone calls. Some mail, some reports. Some meetings. Many proximate, pressing matters. Many popular activities. Trivia, busywork. Some phone calls. Time wasters. “Escape” activities. Irrelevant mail. Excessive TV III IIIIV UrgentNot Urgent Important Not Important

57 Jen Z.A. Hans, Ph.D Jen Z.A. Hans, Ph.D. ( HP: ) Duplicity Unkindness Violated expectations Outside stress and pressures Time wasters Interruptions Pressing problems Crises P ERSONAL I MMUNE S YSTEM P ERSONAL I MMUNE S YSTEM Live the Seven Habits Spend time in Quadrant II Follow correct principles Control own life Maintain high Emotional Bank Account with self and others Maintain reserve capacity Be resilient Empower and serve others Communicate Empathically Synergize with others using a win-win approach

58 Jen Z.A. Hans, Ph.D Jen Z.A. Hans, Ph.D. ( HP: ) EMOTIONAL BANK ACCOUNT KEEP PROMISES APOLOGIZE CLARIFY EXPECTATIONS TREAT OTHER KINDLY UNDERSTAND OTHERS LOYALITY TO THE ABSENT

59 Jen Z.A. Hans, Ph.D Jen Z.A. Hans, Ph.D. ( HP: ) Menilai DNA Perubahan Anda Rhenald Kasali, Re-Code Your Change DNA, Jakarta: Gramedia, Bagian I 2.Bagian II 3.Bagian III 4.Bagian IV 5.Bagian V

60 Jen Z.A. Hans, Ph.D Jen Z.A. Hans, Ph.D. ( HP: ) Dendam Terbaik RHENALD KASALI 1.PELAJARAN APA SAJA YANG DAPAT DIPETIK? 2.? 3.? 4.?


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