maklumat tambahan strategik iab

8/2/2019 Maklumat Tambahan Strategik IAB

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Kepentingan Program MemperkasakanSekolah Kebangsaan (PMSK)

Rasional Selaras dengan Misi Kementerian Pelajaran Malaysia untuk

meningkatkan akses, ekuiti, kualiti dan kecekapan sertakeberkesanan pengurusan pendidikan. Maka programmemperkasakan sekolah adalah menjadi agenda utama

Kementerian Pelajaran Malaysia (Rujuk Perutusan Tahun BaruYB. Menteri Pelajaran pada 4 Januari 2005).

Selaras dengan Misi negara untuk meningkatkan martabatpendidikan setaraf kelas dunia (World Class Education),program memperkasakan sekolah adalah bersesuaian dengandapatan-dapatan kajian para sarjana dalam bidang pengurusandan kepimpinan pendidikan.




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Matlamat PMSK

Tujuan utama program memperkasakan sekolah adalah

untuk membolehkan sekolah-sekolah mencapai sertamengekalkan keberkesanan pada tahap tertinggi yang boleh(highest possible level of effectiveness) dalam menepatikeperluan-keperluan para pelajar masa kini.

Program memperkasakan sekolah ini akan menekankankepada, keberkesanan sekolah (school Effectiveness),kemajuansekolah (school improvement), peningkatan kualiti (qualityenhancement), pembangunan staf (staff development),perkongsian (partnership), keberkesanan pengurusan sumber,

dan pengurusan perubahan (management of change).




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Sistem Pengurusan KualitiPenambahbaikan yang

menyeluruh

AnalisisPersekitaran

Merekabentuk &Membina

Melaksana

Menilai

Visi, Misi&

Matlamat



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KANDUNGAN

Pengenalan: Kepentingan program memperkasakan sekolah dalamusaha untuk merealisasikan Misi Kementerian Pelajaran Malaysia danNegara.

Topik 01: Mengenal pasti beberapa pendekatan untukmemperkasakan sekolah dalam bidang pengurusan dan kepimpinansekolah/pendidikan dan pengenalan kepada konsep pengurusan

strategik. Topik 02: Teras utama: Mandat, Misi, Visi dan matlamat strategik.

Topik 03: Analisis Persekitaran (Penilaian semula pengurusan dankepimpinan sekolah).

Topik 04: Merekabentuk dan membina perancangan bagi

memperkasakan sekolah. Topik 05: Pelaksanaan perancangan strategik bagi memperkasakan

sekolah.

Topik 06: Penilaian terhadap pelaksanaan perancanganmemperkasakan sekolah.




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Apakah itu Pengurusan?

Pengurusan ialah satu proses sosialdibentuk untuk mendapatkankerjasama, penyertaan dan penglibatan

ahli-ahli dalam sesebuah organisasiuntuk mencapai sesuatu matlamat atauobjektif yang paling berkesan (Drucker,

1972)




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Apakah itu Strategi?

Strategi- perkataan Latin: Strategos (theart of generalship, or how to be aneffective general.

Sesuatu proses itu strategik apabila iamelibatkan “choosing how best torespond to circumstances of a dynamic

and sometimes hostile environment” “Being strategic requires recognising the

choices and committing to one set of responses instead of another”(Allison

&Kaye, 97)




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Strategy take account of:

long-term intentions and aspirations

the external environment

the internal strengths of an

organization

the prevailing organizational culture

expectations of stakeholders

likely future resources




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PELAN / OBJEKTIFSTRATEGI

STATUSQUO

Dimana kitasekarang?

Ke manahendak

menuju?

Bagaimanasampai ke

tujuan?

4 SOALAN STRATEGIK

Bagaimana kita tahu kita capai?




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THE PROCESS OF PLANNING ANDIMPLEMENTING STRATEGY. Itinvolves strategic analysis, strategicchoice and strategic implementation

(Fidler, 2002)

St. Planning: process involved informulating a strategic plan. This is a plan to

operationalise strategy or put strategy intopractice.

PENGURUSAN STRATEGIK…




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Victor Tan (1995)

Strategic planning is a formal processof defining business including thevision, objectives, the critical successfactors and strategies for anorganization.

This strategic process is carried out bytaking into consideration the internalstrengths and weakness of a

corporation and the challenges in theexternal environment.

Perancangan Strategik…




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Definisi Pelan Strategik

A strategic plan is a written document whichdescribes where your school wants to be inthe future (usually three to five years), andthe broad areas of activity that it willundertake to achieve this vision. It is different

from an operational plan (or workplan), whichdetails activities over the next 12 months (atleast).

These two types of plan are closely

connected, however, as the operational plansshould be moving the school towards thevision defined in the strategic plan.




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PLANNING IN THE HIERARCHY OFORGANIZATIONS

StrategicPlanning

OperationalPlanning

TopExecutives

Middle-LevelManagers

@ 2003 Pearson Education Canada Inc.

First-LevelManagers




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Pengurusan strategik bolehdianggap sebagai otak manakalaperancangan strategik merupakan

tulang belakang kepadapengurusan strategik.

(Steiner, 1979)

Hubungan antara PengurusanStrategik dan Perancangan Strategik

i ik




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Kepentingan Pengurusan Strategik kepada organisasi…

Creates a framework for determining the direction an school shouldtake to achieve its desired future,

Provides a framework for achieving competitive advantage,

Allows all school constituencies to participate and work together towards accomplishing goals,

"Raises the vision of all key participants, encouraging them to reflectcreatively on the strategic direction" of the school

Allows the dialogue between the participants improving understandingof the organization's vision, and fostering a sense of ownership of thestrategic plan, and belonging to the organization,

Aims to align the school with its environment,

Allows the school to set priorities.

Menjadikan seseorang pengurus itu sebagai pemimpin yang cemerlang; melakukan perkara yang betul,dengan betul, untuk orang/pihak yang betul, padatempat yang betul, pada masa yang betul dan dalambajet yang betul.




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MANAGERS & LEADERS SPENDTHEIR TIME

(A,B,C & D) MANAGEMENTMODEL

(Kurstedt & Tompkins)

A. ADMINISTER THE BUSINESS, DO THEJOB

B. BUILD THE BUSINESS, IMPROVE

C. CATER TO CRISES, FIGHT FIRE

D. DO THE DUMB THINGS




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PARETO PRINCIPLE

20% OF ACTIVITIES ACCOUNT

80% OF THE VALUE (SERIOUSCONSEQUENCES FORCOMPLETION OR NON

COMPLETION




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1920- Harvard Business School – Strategic

Planning

1950 and mid-1970s: boom time ( design school-

Chandler)End 1970- suffering

Emerged as corporate planning

1980s: Under influence of the Entrepreneurial

School and Positioning SchoolTerm change to Strategic Management

EvolusiPengurusan Strategik

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EvolusiPengurusan Strategik

AsasPerancanganKewangan

•Jangka

pendek •Belanjawan

tahunan

PerancanganKorporat

• Analisispersekitaran

•3 tahun

PerancanganStrategik

• Analisispersekitaran

•5 tahun

•Tulangbelakang

PengurusanStrategik

PengurusanStrategik

•Strategik PSM (HRM)

•Pengurusanatasan



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3 levels of Strategy



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10 „schools‟ of strategy Mintzberg et al (1998) identified 10 „schools‟ of strategy research which

have developed since strategic management emerged as a field of study during the 1960s:

1. The Design School - strategy as a process of conception 2. The Planning School - strategy as a formal process 3. The Positioning School - strategy as an analytical process 4. The Entrepreneurial School - strategy as a visionary process 5. The Cognitive School - strategy as a mental process 6. The Learning School - strategy as an emergent process 7. The Power School - strategy as a process of negotiation 8. The Cultural School - strategy as a collective process 9. The Environmental School - strategy as a reactive process 10. The Configuration School - strategy as a process of

transformation

10 D i t St t S h l



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10 Dominant Strategy Schools



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Model Baru Peng. Strategik



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KESIMPULAN

Pengurusan dan perancangan strategik adalah berkaitan membuat keputusan.

Keputusan yang dibuat pada hari ini, amatpenting untuk hari esok dan masa depan.

Kesilapan seorang doktor, mungkin hilangsatu nyawa, tetapi…

Kesilapan seorang pendidik, akan merosak satu generasi.



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Proses Pertama

k i i i di



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Aktiviti PersediaanPerancangan

Memberi penjelasan/kefahaman tentangtujuan membina perancangan strategik (initial agreement) dan faedahnya kepadaorganisasi (Rujuk nota edaran 1- Artikel oleh Muhd.

Bustaman, Jurnal IAB, 1997.) Bentuk jawatankuasa kerja, lantik „the

champion/Pengurus‟,

Beri penjelasan tentang peranan dan tugas

setiap ahli

Semak tahap‟readiness to plan‟/ „conditionfor success‟ (avoid pitfalls) (Rujuk helaian kerja

1a)



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Ringkasan maklumat/potfolioorganisasi

Kenal pasti isu-isu strategik yang

perlu dikumpul maklumat (Rujuk

helaian kerja 1b)

Pilih pendekatan proses pembinaanperancangan strategik yang sesuai

Bina plan kerja/aktiviti bagipembangunan perancangan strategik (termasuk program „retreat‟ jika ada)



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KOMPONEN TERAS(THE CORE)



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FOKUS KANDUNGAN

Menjawab Persoalan Utama Berikut: 1. Apakah tujuan penubuhan @ fungsi utama

organisasi anda & sasaran (pelanggan)nya? (Siapakahanda?) (MANDAT & MISI)

2. Kemanakah arah tuju yang ingin dicapai (masadepan) & bagaimana tujuan ini akan dicapai? (VISI)

3. Apakah matlamat-matlamat strategik bagimemperkasakan sekolah anda? (MATLAMAT)

4. Apakah Nilai/prinsip yang dipegang bersama? 5. Apakah Piagam Pelanggan organisasi anda?

6. Apakah Moto, Logo & Warna Organisasi anda?

eras tama trateg ag



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eras tama trateg agorganisasi awam:

Mandat

Misi

Visi Matlamat Strategik



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1. ANALISIS MANDAT

Apakah itu Mandat? „An official command or instruction‟/

Authority to pursue a policy or course of action‟

+ Tauliah

+Apa yang mesti dibuat bagi tujuanmemenuhi tanggungjawab dan misinya

-+ Garis panduan tanggungjawab umumsesebuah organisasi



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Sumber Mandat

Akta Pendidikan 1996 Dasar-Dasar Kerajaan

Arahan Ketua Organisasi (cth KPPM)



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Ia adalah satu pernyataan ringkas danpadat yang menjelaskan perkara berikut:

a. Tujuan atau sebab ditubuhkanorganisasi anda? (What is our basic

purpose or Why do we exist?)

Kepada siapa perkhidmatan diberikan?(pelanggan) (Who we serve? , as our

customers: geography, segments, names) Apakah yang hasil akhir yang diingini?

(What we produce- outcome benefits:products, services, uses)

Apakah itu MISI?

Why is a mission statement



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Why is a mission statementimportant?

A good mission statement helps to ensurethat everyone in the school is workingtowards the same direction.

A strong and inspiring statement is alsoimportant for representing the school tomembers, donors, volunteers and the

public. It will tell them that your schoolhas a clear direction and knows what itis doing.



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Contoh Pernyataan MISI

INSTITUT TADBIRAN

AWAM NEGARA

(INTAN)

Untuk membangun sumbermanusia dalam sektor awammelalui latihan berkualiti

CIRI CIRI MISI



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CIRI-CIRI MISI YANG BAIK

Ringkas dan mudah diingati.

Jelas dan difahami oleh semua.

Menjawab persoalan “What”, “Who” & “How”

Elakan pengunaan bahasa yang sukar difahami(bombastik)

menggambarkan kepakaran unik organisasi.

Lebih luas (broad) bagi membolehkan pelaksanaan

yang fleksibel kepada situasi yang diinginkan.

Cukup spesifik untuk menjadi panduan kepada warga

organisasi membuat keputusan.



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Semuanya bermula di sini…

Vision without action is merely a dream Action without vision just passes the time,

BUT Vision with action can change the world

Joel Barker (The Power of Vision, 1991)



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Metafora…

Komponen penting dalam



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Komponen penting dalampernyataan Visi/Wawasan

1. Menerangkan tujuan kewujudan, kerja utama &

pelanggan sasaran sesebuah organisasi (Misinya)

2. Keunggulan masa depan yang unik

(Kekuatan yang memberikan sesebuah organisasi itu

kelebihan. Ia mentakrifkan kelebihan & kecemerlangan organisasi)

3. Nilai-nilai yang dikongsi bersama.(Kepercayaan, prinsip moral, dan falsafah yang

membentuk budaya organisasi)

CONTOH PERNYATAAN



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CONTOH PERNYATAAN VISI

INTAN akan

menjadi pusatlatihan bertaraf

dunia

CONTOH PERNYATAAN



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Penilaian Tahap Kecekapan @ Hak Cipta Terpelihara

1. INTAN

Vision Towards becoming a world class public sector training institution.

Mission To develop human resource in the public sector through quality training.

2. .UPSI

VISI

Menjadi Universiti yang bitara, cemerlang dalam kepemimpinan pendidikanberlandaskan kegemilangan sejarah serta menerajui perubahan global.MISI

Menjana dan menatar ilmu menerusi pengajaran,penyelidikan, penerbitan, perundingan dan khidmat masyarakat,dalam konteks pembangunan insan untuk mencapai wawasan negara.

CONTOH PERNYATAAN



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IAB akan menjadi penerajuutama dalam latihan

pengurusan dan kepimpinanpendidikan menjelang tahun

2010



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Hala Tuju Organisasi

Mengapa pentingnya Visi ?



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KUASAWAWASAN

MenetapkanHaluan Penyemarak

motivasi &komitmen staf

Mengintegrasiorganisasi

MemberikanPengertianMeningkatkan

daya kepimpinan

Merungkai paradigma

Pemangkinprestasi

Meningkatkankemampuan

untuk berubah

8 NILAI STRATEGIK VISI

Garis Panduan Untuk Membina



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Garis Panduan Untuk MembinaPernyataan VISI? (1)

1. Libatkan pemikiran strategik berkaitan: Membuat anjakan paradigma dan

berfikiran futuristik Kemana hendak dibawa hala tujuan

sekolah anda?

2. Tetapkan posisi kejayaan masahadapan untuk lima tahun kehadapan.

3. Bertanya apakah identiti sekolah yang

akan dibina untuk masa depan.



Ciri-Ciri Pernyataan VISI yang



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Ciri Ciri Pernyataan VISI yangbaik

6. Jelas menyatakan tahap perubahan yangdiinginkanmasa depan atau Menggambarkankejayaan yang hendak dicapai. (Benchmark perubahan)

7. Mencabar dan bermotivasi („driving force‟ )

8. Ringkas dan mudah difahami untuk dihayatioleh SEMUA warga dalam organisasi. 9. Lebih fleksibel untuk dibentuk agar

organisasi sentiasa pantas dan berdaya tahanbagi menghadapi kesulitan

10. Dikongsi dengan stakeholders , pelanggan,pembekal, komuniti dsb.11. Jelas hubunganya dengan pernyataan misi



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Bagaimana Untuk Membina VISIStrategik? (Kaedah pilihan)

Guna Soalan-Soalan Berikut: a. Bagaimana sekolah anda akan bertambah baik atau berubah

jika kita berjaya mencapai tujuan yang diinginkan? b. Apakah perkhidmatan yang utama yang patut kita terus

sediakan, berubah, atau mula untuk ditawarkan pada tigake lima tahun kehadapan?

C. Apakah perkara yang berkaitan dengan pengurusan,

staf, sumber, fasiliti, sistem pengurusan perlu kitalaksanakan lebih baik untuk mencapai kejayaanperubahan yang diinginkan? Atau Adakah kita telahmembuat penilaian persekitaran dalaman dan luarankeatas sekolah anda?

D. Bagaimana kita boleh menjadi lebih cekap dan

berkesan dalam memberikan perkhidmatan kita? E. Apakah perkara atau ciri-ciri (watak) yang menjadikan

sekolah kita begitu unik, berbeza dari sekolah lain? F. Apakah yang pihak pelanggan dan „stakeholders” beri

pertimbangan utama kepada perkhidmatan kita? Atau Apakah yang mereka mahu atau harapkan dari kita?



Helaian kerja (V1):



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Helaian kerja (V1):Pembinaan Pernyataan Visi (1)

Nota Proses Kerja Bagaimana Untuk Menjalankan

Aktiviti:

1. Edarkan helaian kerja pembinaanpernyataan visi kepada peserta/staff lebih awal sebelum mesyuarat.

2. Minta mereka menerangkan visikejayaan yang diinginkan

Helaian kerja (V1):



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Helaian kerja (V1):Pembinaan Pernyataan Visi (2)

3. Jika jumlah peserta (ahli) yang hadirmesyuarat kecil, jemput merekabacakan visinya dan rekod pada papan

tanda, dan jika pada kumpulan besar,bahagikan kepada kumpulan kecil dankerja secara berkumpulan.

4. Gambaran kejayaan yangdipersetujui dibuat penambah



V l



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Values

Values are about how we have learnt tothink things ought to be or people ought

to behave, especially in terms ofqualities such as honesty, integrity andopenness

B li f



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Beliefs

Beliefs are the assumptions we make aboutourselves, about others in the world and about howwe expect things to be. Beliefs are about how wethink things really are, what we think is really trueand what therefore expect as likely consequencesthat will follow from our behavior.

2 types beliefs:

1. Empowering Beliefs: related to excellence and

how it could be achieved.2. Limiting Beliefs: your behavior is not what you

want, but you think you cannot change it. Change,replace or discard completely such beliefs!



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Misi & Visi secara implisit

Piagam Pelanggan Moto atau Slogan

Logo organisasi

Warna Organisasi



Rehat



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Analisis Persekitaran Strategik:S l l i




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Soalan-soalan penting

1.

Where are we now?2. What are our stakeholders needs?

3. What do our assessment data tellus?

4. What are we doing well?

5. What can we improve

6. External opportunities/threats?

7. What is happening in the externalenvironments? Trends?




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Jenis-Jenis Analisis

1. Matrik KLAP (SWOT) 2. Matrik Portfolio (BSG/ GEC)

3. Analisis Senario

4. Matrik NDTS (Space)

5. Analisis Titik Pulangan Modal

6. PEST (Persekitaran Luar)

A li i KLAP/ SWOT




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S W

O T

8.10

Apakah Kekuatan (S), Kelemahan (W), Peluang (O) dan Ancaman (T)

Organisasi?

Analisis KLAP/ SWOT

Rujuk Nota Edaran 3: Case Study: TOWS

What is a SWOT analysis?




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y

A SWOT analysis is a way of assessing your school‟s

internal strengths and weaknesses, and the externalopportunities and threats.

It can help you to answer the following questions:1. How can your school use its strengths to make best

use of opportunities?

2. How can your school use its strengths to avertthreats?

3. Should you invest in a programme which is weak, butwhich offers some opportunities, or should you closeit?

4. How should you respond to a weakness in the schoolthat makes it vulnerable to a threat?



SWOT Analysis -Know What To Look For




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Know What To Look For

Potential Resource

Strengths

Potential Resource

Weaknesses

Potential Institution

Opportunities

Potential External

Threats

• Powerful strategy

• Strong financialcondition

• Strong brand nameimage/reputation

• Widely recognizedmarket leader

• Proprietarytechnology

• Cost advantages

• Strong advertising

• Product innovationskills

• Good customerservice

• Better productquality

• Alliances or JVs

• No clear strategicdirection

• Obsolete facilities

• Weak balancesheet; excess debt

• Higher overallcosts than rivals

• Missing some keyskills/competencies

• Subpar profits

• Internal operatingproblems . . .

• Falling behind inR&D

• Too narrowproduct line

• Weak marketingskills

• Serving additionalcustomer groups

• Expanding to newgeographic areas

• Expanding productline

• Transferring skillsto new products

• Vertical integration

• Take market sharefrom rivals

• Acquisition ofrivals

• Alliances or JVs toexpand coverage

• Openings to exploitnew technologies

• Openings to extendbrand name/image

• Entry of potent newcompetitors

• Loss of sales tosubstitutes

• Slowing marketgrowth

• Adverse shifts inexchange rates &trade policies

• Costly newregulations

• Vulnerability tobusiness cycle

• Growing leverage

of customers orsuppliers

• Reduced buyerneeds for product

• Demographicchanges

How to undertake a SWOT




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analysis

There are two main stages to a SWOTanalysis: gathering information andanalysing it.

Note: It is important to plan at the starthow you will undertake these tasks andwho will be involved.



Bagaimana maklumat




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dikumpul?

Semakan dokumen dan rekod Kajian:

Soalselidik

Temubual Pemerhatian

Hasil-hasil penyelidikan

Sorotan literatur



Identifying Resource Weaknessesand Competitive Deficiencies




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and Competitive Deficiencies

A weakness is something anorganization lacks, does poorly, or acondition placing it at a disadvantage

Resource weaknesses relate to

Deficiencies in know-how orexpertise or competencies

Lack of important physical,organizational, or intangible assets

Missing capabilities in key areasResource weaknesses and deficiencies are competitive

liabilities !

Maklumat PersekitaranLuaran Strategik




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Luaran Strategik

Think about external events that affect your school. These

can be political, economic, social, technological, demographicand legal, including changing needs of customer/ people,increased competition, changing regulations, or new interestin a particular problem by potential customers . Think aboutwhere you can obtain information about external events.

The main questions to ask are: 1. What changes are taking place outside the school that

might help us to achieve our mission? (opportunities)

2. What changes outside the school do we need to guardagainst or prepare for? (threats)

Skop Maklumat Persekitaran Luaran

St t ik PEST




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Strategik: PEST

Political Legislation and Regulation

International relations, world peace

Economic

Economic cycles, recession, boom

Currency rates, interest rates, tariff/taxes/quotas Capital, labour and commodity markets

Social

Demographics, foreigners

Tastes, fashion, perception, worldview

Environmental awareness

Technological

Process effect development

Product capability

ICT




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Think about quantitative information(such as records containing statistics)as well as qualitative (such ascomments about your programmes

from staff, beneficiaries, and otherstakeholders).

Qualitative information can be gainedthrough interviews, group discussions,field observations, reviews of writtenmaterials and questionnaires.

2. Analyse the information




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After gathering the information you will need to

identify strengths, weaknesses, opportunities andthreats, and analyse how they link with each other. You may want to convene a workshop for staff todiscuss these issues.

Questions to ask are: • How can you build on your strengths?

• How can you minimise or eliminate yourweaknesses?

• Do any of the external issues provide anopportunity for your school?

• Do any external issues threaten to hold back yourschool?




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Analisis Dalaman /LuaranBidang/Aspek Kekuatan/

Peluang

Kelemahan/

Ancaman

KurikulumHEM

Ko-kurikulum

Pentadbiran & Infrastrukturfizikal

Komuniti

Matrik penilaian SWOT




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Matrik penilaian SWOT

Bil. Faktor kekuatan Kadar

Kepentingan(a)

Keupayaan

(1-4)

(b)

Jumlah

Skor(a x b)

S/W

1.

2

34

5

6

7

8

9

10

.05

.10

.05

.15

.05

05

.05

.05

.05

.05

4

4

34

3

3

3

4

3

3

.20

.40

.15

.60

.15

.15

.15

.20

.15

.15

atr pen a an(samb)




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(samb)

Bil. Faktor kelemahan Kadar

Kepentingan(a)

Keupayaan

(1-4)

(b)

Jumlah

Skor(a x b)

S/W

1.

2

34

5

JUMLAH

.05

.05

.05

.10

.10

_____

1.00

1

2

21

1

.05

.10

.10

.10

.10

_____

2.75

QUALITY TOOLS (Rujuk Nota-




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Tool Kit)

Problem analysis Process analysis

Force Field Analysis

Cause & Effect Diagram Pareto Analysis

Gap Analysis

Root Cause Evaluation Matrix

Hasil Analisis Persekitaran




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Hasil Analisis Persekitaran

1. Sejauh manakahstrategi-

strategi yang

sedia adaberkesan?

Analisis Persekitaran Strategik




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Melibatkan DUA langkah

Kenal pasti strategi-strategi digunakansekarang

Kaji indikator kepadastrategi-strategi danprestasi kejayaan.






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Indikator Penting yang Menunjukkan

Keberkesanan Strategi

Ada usaha-usahapenambahbaikan berterusan

Imej dan reputasi yang tinggi dikalangan stakeholders

Peranan-peranan kepimpinan

untuk meningkatkanpenggunaan teknologi, kualiti,inovasi dsb.


Dari Analisis PersekitaranStrategik




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Strategik…

2. Apakah isu-isu strategik

yang sedang dihadapi olehorganisasi?




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KENALPASTI ISU-ISU




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STRATEGIK Strategic issues is a strength, weakness,

opportunity, or threat – or problem oropportunity- that has or will have the potential tohave a significant impact on the institution orstakeholders (Sevier, 2000).

The other is knowing exactly why the schoolexists (Smith, 94) .

Something we need to respond to, something wecan‟t ignore. Something you need to deal with

(Sevier, 2000) (the good, the bad & the Ugly)

Stating the IssuesCl l d P i l




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Clearly and Precisely

A well-stated issue involves such phrases as “What should be done about …….?”

“How to …….?”

“Whether to …….?”

“Should we …….?”

Issues need to be precise, specific,and “cut straight to the chase”

Issues on the “the worry list” raise questions about

What actions need to be considered

What to think about doing



How to triggers to issues?




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gg

POTENTIAL ISSUEOF HOW TOHANDLE

(defensive strategy)

POTENTIAL ISSUEFOR CORRECTINGWEAKNESS

(Turn-aroundstartegy)

WEAKNESSES

POTENTIAL ISSUETO FIND HOW THIS

HELPS(diversificationstrategy)

POTENTIALISSUE FOR

EXPLOTATION

(aggressivestrategy)

STRENGTHS

THREATS OPPORTUNITIES SWOT ANALYSIS



MatlamatStrategik



Indikator Prestasi



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Definition: Benchmarks, targets,standards or other measures used toevaluate the quality of product andservices.



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OBJEKTIF



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1. Objektif ialah sesuatu yang perludicapai berdasarkan sasaran yangditetapkan.

2. Hasil Khusus yang ingin dicapai oleh

organisasinya semasa melaksanakanmisi asasnya (David, 2003)

epent ngan e t yangbaik



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Menentukan arah

Membantu proses penilaian yang tepat

Mendedahkan keutamaan

Fokus kepada penyelarasan

Mengawal

Memotivasi pihak terlibat

OBJEKTIF



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CIRI-CIRI OBJEKTIF YANG BAIK:

• Specific (khusus)

• Measureable (boleh diukur)• Attainable (boleh dicapai)

• Reliable (boleh dipercayai/konsisten)

• Time frame (berjangkamasa)

Penilaian Tahap Kecekapan: @ Hak Cipta Terpelihara

OBJEKTIF



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DUA bentuk objektif:

• Objektif yang perlu dicapai untukjangka masa melebihi darisetahun dikenali sebagai - jangkapanjang (David,2003)

• Objektif yang perlu dicapai untuk untuk

jangka masa kurang dari setahun seperti

pelan taktikal/pelan tindakan dikenalisebagai jangka pendek)

OBJEKTIF



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SPM

2004 2005 2006 2007 2008

% % % % %

PMR

% % % % %

JANGKA PANJANG



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Qualities of Long-Term Objectives

Criteria usedin preparing

objectives

Acceptable

Flexible

Measurable

MotivatingSuitable

Understandable

Achievable



Perhatian?



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Objektif sering bertukar/dikelirukandengan Matlamat.

Setiap satu objektif mesti menyokongsekurang-kurangnya Matlamat/Isu dandisokong/dihubungkaitkan dengansekurang-kurangnya satustrategi(cara/mean untuk mencapai

objektif berkaitan)

QUALITY TOOLS



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Tree diagram Decision analysis

Critical success factors

Relations diagram

Process analysis

Gap analysis

Mission Statement

Kaizen



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Mintzberg‟s 5 P‟s



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Strategy can be characterised as a

Ploy

Position Perspective

Plan

Pattern

Outwitting a rival

Place in the market

A powerful group

A consciously intended course

of action, general or specific



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strategy as encompassingdirection-setting, broad aggregated

agendas, perspective to view thefuture and a template againstwhich to evaluate current activities

(Davies, 2004)

Pembinaan Strategi



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Strategi organisasi mesti berkaitdengan:

Cara merealisasikan VISI & MISIstrategik.

Cara merealisasikan matlamat & objektif strategik organisasi.

Cara melaksanakan perancangan

dengan berkesan.

Dua Faktor PenentuPemilihan Strategi



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FAKTOR KOMUNITISOSIAL, POLITIK,PERUNDANGAN

PELUANG & CABARANTERHADAP

ORGANISASI

KEKUATAN SUMBER,

KEMAMPUANDAN KELEMAHAN

NILAI DAN

BUDAYAORGANISASI YANG DIKONGSI

PERANANSTAF PENTING

PERSEKITARAN STRATEGIK ORGANISASI

TENTUKAN

KERELEVANANFAKTOR LUAR

& DALAM

KENAL

PASTI& NILAIKAN

ALTERNATIF

JANAKANSTRATEGI

PERSAINGANDAN PERANANSTAKEHOLDER

FAKTOR LUARAN

FAKTOR DALAMAN



e n -te n pem anstrategi



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Senario analisis

Matrik KLAP/SWOT

Matrik NDTS/SPACE

Matrik BCG

Matrik GEC

Matrik strategi

Utama

Analisis Titik PulangModal

Keluk Pengalaman Sinergi dan sumber



SWOT ANALYSIS ANDGRAND STRATEGIES



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OrganizationalGrowth

Strategies

OrganizationalStability

Strategies

OrganizationalRetrenchment

Strategies

AbundantEnvironmentalOpportunities

CriticalEnvironmental

Threats

OrganizationalStability

Strategies

C r i t i c a l

W e

a k n e s s e s

V a l u a

b l e

S t r e n g t h s

Environmental Status

F i r m

S t a t u s

© 2003 Pearson Education Canada Inc.

PENJANAAN STRATEGIMENGGUNAKAN SWOT MATRIKS



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INTERNALENVIRONMENT

S-O STRATEGIES

USE STRENGTHS TO TAKE ADVANTAGE OF OPPORTUNITIES

W-O STRATEGIES

OVERCOME WEAKNESSES BY TAKING ADVANTAGE

OF OPPORTUNITIES

STRENGTHS

1.

2. LIST STRENGTHS

3.

4,

WEAKNESSES

1.

2. LIST WEAKNESSES

3.

4.

OPPORTUNITIES

1.2. LIST OPPORTUNITIES

3.

4.

THREATS

1.

2. LIST THREATS

3.

4,

S-T STRATEGIES

USE STRENGTHS TO AVOID THREATS

W-T STRATEGIES

MINIMIZE WEAKNESSES AND AVOID THREATS

EXTERNAL

ENVIRONMENT



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Helaian Kerja 15

Strategi-Strategi

Utama

o Kenal pasti dan nilai strategi-strategi utama yang

dipilih.

Isu Strategik

(Nyatakan

dalam bentuk

soalan)

Strategi

Cadangan

Andaian, fakta,

nilai yang

menyokong strategi

ini?

Apakah halangan

yang mungkin

dihadapi bila

dilaksanakan

strategi ini?

Apa yang

menjadi

pendorong anda

memilih strategi

ini?



Ciri-Ciri Pelan Tindakan YangBaik



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Nyatakan aktiviti-aktiviti (tindakan) yang dicadangkan

Siapakah yang bertanggungjawab? Tempoh masa pelaksanaan Indikator pengukuran prestasi atau output Sumber yang diperlukan

Adalah lebih baik disertakan bersama pada setiaphelaian jadual perkara seperti: 1. Strategi 2. Matlamat Strategik atau objektif (bagi

memperlihatkan hubungannya)

3. Elemen dalam Visi dan Misi. Tip: Pastikan setiap tindakan/aktiviti dihubungkait

sekurang-kurangnya satu strategi.

Contoh Format Pelan Tindakan



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Bil Tindakan Tanggungjawab(pelaksana)

Tempohmasa

Sumber(kos,manusia,alat)

Output Petunjuk Prestasi

PelanKontingensi

Catatan

1

2

VISI / MISI /ISU STRATEGIK (salah

satu)

MATLAMAT STRATEGIK

INDIKATOR PRESTASI ATAU Faktor Kritikal Kejayaan CSF)

OBJEKTIF

STRATEGI



Pelan Kontigensi



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Contingency planning (cp) is a

technique that aims to reduce oreradicate uncertainty from strategicand operational planning (BTEC-UK, 96)

CP are attempts to answer the „what if?‟ questionsabout major issues that can seriously affect anschool and the achievement of its long-termsuccess.

CP can be made at any level (Strategic level,Operational level & Individual level)

Including- securing data & system software



Approaches proposed toidentify contingency



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y g y

Causal forecasting

A combination of research and

judgement Judgement

Predictive forecasting

Research



Ciri-Ciri Pemimpin Strategik (1)



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Understand the environment. To understand

the strategic context for planning, leaders need tounderstand the environment – global to local- andidentify major trends for the organization.

Revisit the mission. Develop a powerful andshared mission.

Answer three fundamental questions: What isour business? Who is our customer? and Whatdoes the customer value?

Communicate the vision. Leaders communicatethe vision until it permeates the outer edges of the

corporation. Ban the hierarchy.

Ciri-Ciri Pemimpin Strategik (2)



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Challenge your belief. There are no sacred cows. For business orgovernment one of the most difficult tasks is the planned

abandonment of what works today, but will have little meaning forthe future.

Dispersed leadership. The more power you give away the morepower you have, leadership has little to do with power andeverything to do with responsibility, you share responsibility.

No matter what you call it just do it. Leaders need to lead byexample with clear consistent messages, great involvement of people in decisions that affect them, and pushing shared decisionmaking across to the outer circles of the corporation. The missionbecomes theirs; the investment is theirs; the energy flows, anddispersed leadership becomes a reality.

The power of language. People today need a covenant, not acontract.

Lead from the front. Do not push from the rear. Do not be askillful fence sitter. Walk the talk, never break a promise.Communicate the vision.[1]

[1] Frances Hesselbein, “Strategic Leadership,” Executive Excellence 11.8 (Aug 1994):13-17.

Resistance to Change in theWorkplace: Main Reasons



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Fear of the unknown. Change implies uncertainty,and uncertainty is uncomfortable. Not knowing whatmay potentially happen often leads to heightenedanxiety. Resisting change is one of the anxiety-reducing actions.1

Fear of failure. The new order may require skill and

abilities that may be beyond our capabilities. There isresistance to trying a new approach as people knowhow to operate in the existing order, but fear theywill not be able to the new skills and behavior thatwill be required of them.

Disagreement with the need for change.Associates may feel that the new direction is a wrongdirection.



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Losing something of value. All associates want to

know how the change will affect them. If peoplebelieve they will wind up losing as a result of thechange, they will resist.

Misunderstanding and lack of trust. People resistchange when they do not understand its implicationsand perceive that it might cost them much more thanthey gain. Such situations often occur when trust islacking between the person initiating the change andthe employees.2

Inertia. Change requires effort, oftentimes, asignificant one. So, don't underestimate the power of

fatigue and burnout.

Strategies for Dealing with Resistance toChange



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Approach

1. Education & communication

2. Participation & involvement

3. Facilitation & support

4. Negotiation & agreement

5. Manipulation & cooperation

6. Explicit & implicit coercion

Commonly Used in

Situations 1. Where there is lack of information or

inaccurate information and analysis

Where initiators do not have all theinformation they need to design thechange, and where others haveconsiderable power to resist

Where people are resisting because ofadjustment problems

Where someone, or some group, havinga considerable power to resist will clearlyloose out in a change

Where other tactics will not work, or aretoo expensive

Where speed is essential, and the

change initiators possess considerablepower

Monitoring StrategyImplementation



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Developing an effective strategic plan is only

"half the battle.“ Getting it implemented is theother half -- completing the tactics (actionsteps) to accomplish the strategies andobjectives within the plan.

An important part of strategy implementationis monitoring -- taking periodic looks at "howit's going" in implementing your strategic plan.

Monitoring the implementation of your strategic planis important for a number of reasons.



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First, it helps to assure that your efforts conform

to the plan. That you're actually performing theaction steps you intended. That you're "on track."

Second, you've got to be sure the results youachieve correspond to our quantified objectives..

That you're accomplishing what you intended.Monitoring helps here too.

Third, monitoring allows for corrective action. Formaking the necessary changes along the way. To"fine tune," not only your strategies, but yourplanning process as well.



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And since monitoring is part of a control process,

it encourages improved performance. Knowingthey'll be measured stimulates employees to do abetter job. Thus, through mid-course correction,monitoring helps produce better plans.

Finally, and most importantly, monitoring

provides the essential link between the writtenplan and the day-to-day operation of yourbusiness. It demonstrates to all that "you reallyare managing the business according to yourplan". Monitoring the plan makes your entire

planning effort a tangible reality rather than aonce-a-year academic exercise.

Getting "Back on Track"



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But let's be realistic. Not all will go perfectly well. Some of your actionsteps will be off target. Some of your strategies won't work. Some of

your objectives will be missed. What then? What corrective actions canyou take?

You can take one of four corrective actions.

First, you can change your schedule -- slip your due date.

Second, you can change the tactics you're performing to implement

your strategy. Third, you can change your strategy.

Finally, as a last resort, you can compromise your objective. Each ofthese corrective actions is applicable under specific circumstances. Let's see....



continue



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2. Is strategy driving the decisionsmade in our organizations. How are your decisions consistent with the

strategy?

How are you institutionalizing strategy in yourarea of responsibility to ensure coherenceand consistency?

Continue (3)



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3. Are the environmental assumptions wemade during strategy formulation still valid?

4. Is our strategy viable? Is it driving our

success in the marketplace? Use Balanced Score Card to monitor results in the key

areas. Kaplan & Norton recommended in 4 areas:

Financial performance

Customer knowledge Internal business processes

Learning and growth.

What is the Balanced Scorecard?



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The Balanced Scorecard is a set of measures that are directly linked to theorganization‟s strategy. It directs an

organization to link its own long-termstrategy with tangible goals andactions.



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TYPES OF CONTROL@ Pearson Education Canada Inc.



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Input OutputProcesses

Anticipatesproblems

FeedforwardControl

Correctsproblems

afterthey occur

Feedback Control

Correctsproblems as

they happen

ConcurrentControl

© 2003 Pearson Education Canada Inc.



PROSES KAWALAN



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Kawalan melibatkan EMPAT langkah

Andaikan bahawa standard prestasi telahwujud, contohnya:

Objektif khusus telah ditentukan dalam

perancangan Kaedah Pengukuran:

Pemerhatian perorangan (memerlukanliputan luas)

Management By Walking Around

(MBWA / WAYS) Masalah- berat sebelah (biased).

BERSAMBUNG

PROSES KAWALAN



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Laporan Statistik – (senang dilihat dan

berguna untuk melihat perhubungan antarapembolehubah)

Masalah-tidak semuanya boleh diukurdengan mudah.

Laporan Mulut – (merangkum mesyuarat,panggilan telefon dll.)

Masalah-sukar untuk menapismaklumat.

Laporan Bertulis – (lebih komprehensif

dan bermaklumat) Mudah menyimpan dan mengakses.

Strategic Measurement?



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The identification, development,communication, collection andassessment of selected outcomemeasures that are directly linked to the

organization‟s performance of itsmission and attainment of its vision.

PENILAIAN STRATEGI



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Dua jenis penilaian:

Penilaian pencapaian objektif jangka panjang

Penilaian pencapaian objektif jangka pendek



Keys to successful StrategicMeasurement



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Keys To Success

Assign roles & responsibility Use measurement to

understand the organization

Use measurement to providean integrated, focused viewof the future

Update the measurementsystem

Use measurement to providequality feedback to thestrategic management

process

Facts to Failure

No accountability Focus only on efficiencies

Use to many measures

Focus on the bottom-line only

Use measurement to control

Never review measures

Fail to use measurement tomake strategic, fact-baseddecisions;use only for control

Renewing The Strategy



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1. It must confirm that the deviation--say,…

2. The team must undertake its review

without succumbing to blaming,posturing, and finger pointing.

Team must rally to its shared vision.

Updating strategy according to thenature of threat.



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Pusingan Semula ProsesPerancangan Strategik

Recommendation onrevisiting the plan



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In the Pre-Planning Phase:

Create interview questions based on the topmanagement expectation and maturity of the organization

Conduct focus groups to gather managerand supporting staff input

Conduct customer review

Analyze recent result survey result, &

performance Understand result of measurement analysis



Bagaimana jika Pemimpinbaru?



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Advice: Wait to revisit the strategic plan untilthe new leader:

Assesses the strategic plan and its impact

Understands the process of strategic planning

Talks with staff and customers

Has a sense of major internal issues

Has a sense of external drivers

Is well enough informed about theorganization to make strategic decision





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5. Gagal untuk mengunakan apa yang

dirancang dalam plan perancangan strategik sebagai satu piawaian (standards) untuk mengukur prestasi pengurusan organisasi.

6. Gagal untuk membina iklim dalamanorganisasi yang sesuai dan mengalakkansetiap ahli berfikir secara kreatif dan tidak

menghalang kepada perancangan yangsistematik.





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9. Pihak pengurusan atasan gagal untuk

menyemak atau mengenalpasti jabatan ataubahagian manakah yang perlu dibinaperancangan jangka panjang .

10. Pihak pengurusan atasan menolak mekanisma perancangan formal tetapi lebihyakin hanya kepada membuat keputusan

secara intuitif yang mana akan menimbulkankonflik dengan perancangan formal.

Why strategic plans eitherfailed or did not live up toexpectations





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expectations

The need for planning was not widely felt oninstitution.

The leader (headmaster/principal) did notaggressively, actively,& vocally support the planningprocess.

The planning structure was too complicated, took toolong, & focused too squarely on processes and not onpeople.

Plans fails when they are on paper rather thanimprinted in people‟s minds.

Think final results of planning is not a product, but anon going process (good planning does not havefinality)

Why strategic plans eitherfailed or did not live up toexpectations (2)





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expectations (2)

The plan was not built on a realistic situationalanalysis.

The goals were unrealistic or unmeasurable The plan was not well funded

Key people were not in place to help implement theplan. The demands of day-to-day activities got in the way

of implementing the plan Senior administrators dislike making tough choices

and shy away from making unpopular decisions; and The plan did not capture the imagination of the

institutions and its stakeholders.

maklumat tambahan strategik iab

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