MODUL PERKULIAHAN

Strategic
Managemen
t
Pokok Bahasan:
The Job of General
Manager

Fakultas Program Studi Tatap Muka Kode MK Disusun Oleh

01
Pasca Sarjana Magister Teknik P541700006 DR Ir Iwan krisnadi MBA
Elektro

Abstract Kompetensi
The General Manager : Responsibilities — Understanding of the General
and Functions : The special Importance of Manager Role
the General Manager’s role. The Tasks of
Strategy Formulation and Implementation:
The three basic Strategic Questions. — Mastery the General Manager
Managing the Strategic Plan. The Job of skill
the General Manager: Strategy Formulation
and Entrepreurship : Defining Organization
Purpose and Mssion: The First Step in
 Setting Direction, Establishing Strategic
Objectives; The second Step in setting
Direction, Formulating Strategy ; The Third
Step is setting Direction.The Job of the
General manager: Strategy Implementation
and Administration: The Strategy
Implementation Process. Exerting
Leadership. Summary and Perspective

Abstract

• A General Manager is more than just a manager. The Job of a general manager is special . It
is unique. Why?

– Because a general manager, than any other kind of manager, is in position to

influence and shape what the organization is now and what it will become, what it
does now and what it will do later, and how well it performs now and will be in
position to perform later. As both chief entrepreneur and chief administrator, a
general manager is positioned to act as the driving force of the organization, with
capability of creating change, making things happen, and otherwise causing the
organization to be better position in its environment.

• The perspective and viewpoint of the General manager is likewise special. Why?

The GM’s role is to manage the total enterprise, and the problems and Issues that
crop up cover the whole spectrum of management

2012 Startegic managemnt

2 Dosen Penyusun: DR Ir Iwan Krisnadi MBA
Pusat Bahan Ajar dan eLearning
http://www.mercubuana.ac.id
Pembahasan
The Tasks of strategy Formulation and strategy Implementation.
Why are some enterprise outstanding succeses, while others are only modest succeses and
still other are dismal failures?

How is it that some organizations move forward with purpose and direction while others
drift?

Why are some organizations adept at seizing upon new opportunities while others watch
passively or let them slip through the cracks?

What makes an organization a winner or a loser?

What distinguishes a well- managed business from a poorly managed one?

Are there any approaches to managing an organization that seem to work better than
other?

Some extremely important managerial insight are derived from constrasting how the best-
run organizations are managed with poor run organizations are managed:

• The manager of best –run organizations :

– tend to eestablished a clear cut direction for their organization. The approach
is “doit, fix it, try it”

– take the time to formulate opportune strategic game plan

– Strive to gain an insightfulful understanding of what business they are in, who
their customers are, why buyers want or need the organization’s products or
services

– are performance-concious and results-oriented.they measures succes in term

of how well their organization is performing and its ability to compare in the
marketplace

2012 Startegic managemnt

3 Dosen Penyusun: DR Ir Iwan Krisnadi MBA
Pusat Bahan Ajar dan eLearning
http://www.mercubuana.ac.id
 • The manager of poorly -run organization are :

– often so caught up in “ putting out brush fire” and tending to paperwork and
adminitrative detail that they neglect the tasks of accessing where the
organization is now, where it ought to be headed.

– Seldom have a comprehensive game plan

– Less perspective and less knowledgeable about hows and whys of the market
for their products or services

– tend to be ocupied with bottlenecks, operating problems, policies,

procedures, and routine chores.

2012 Startegic managemnt

4 Dosen Penyusun: DR Ir Iwan Krisnadi MBA
Pusat Bahan Ajar dan eLearning
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1. The Task of Strategy Formulation and Strategy Implementation

1.1. General Manager ’s job in terms of 10 functional roles:

 Three Interpersonal Roles

• Figurehead role – representing the organization on ceremonial ocasions.

• Liason role – interacting with other managers and groups outside the
organization unit.

• Leader role – establishing relatonship with subordinates(motivating,

supervising) and exercising formal authority within the organizational unit.

 Three Informational Roles

• Monitor role – receiving and colecting information from both inside and
outside the organizational unit.

• Diseminator role—transmitting information to members within the

organizational unit.

• Spokesman role – informing those outside organizational unit

 Four Decision-Related Roles

• Innovator role – initiating cahnge

• Resource allocation role— deciding where efforts and energies wil be

directed

• Negotiator role – dealing with situations involving negotiations on behalf of

the organization

• Disturbance-handler role—taking change when crises arise and the

organization is thretened.

2012 Startegic managemnt

5 Dosen Penyusun: DR Ir Iwan Krisnadi MBA
Pusat Bahan Ajar dan eLearning
http://www.mercubuana.ac.id
 1.2 The three Basic Strategic Questions .

The strategic Plan of an organizational subunit is composite, systematic blueprint of

management’s answer to three basic strategic questions facing any enterprise :

1. What will we do and for whom will we do it?

( Note : A thoughful answer to this question defines the organization’s purpose
and mission and decides the issue of “what is our business, what it will be, and
what should it be?”)
Untuk apa kita ada ?
[ MISI ]
2. What objectives do we want to achieve ?
( Note : The setting of objectives reveals what priorities are to be observed, what
kind of performance is expexted, and what results are to be accomplished
through the organization’s chosen activities)
kemana kita menuju / Sasaran?
[ VISI ]
3. How are we going to manage the organization’s activities so to achieve the
choses objectives?
(Note: A comprehensive answer to this question indicates the strategy of how the
organization will be positioned in its ovweral environment and what “the game
plan” is for approaching market, competing against rivals, and otherwise
operating the organization in a successful manner)
Bagaimana cara mencapai sasaran ?
[ STRATEGI ]

2012 Startegic managemnt

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Pusat Bahan Ajar dan eLearning
http://www.mercubuana.ac.id
 1.3 Managing the Strategic Plan

The Job of managing an organization’s strategic plan has two distinct elements:

1. Formulating the Strategic Plan ( and reformulating it whenever

circumtances dictate)
2. Implementing and executing the startegic Plan.

Strategy Formation and entrepreneurship.

The General management task of formulating a strategic plan is primarily

entrepreneurial in character and focus.

Strategy Implementation and administration.

The second big piece of the General manager’s Job is implementing and
executing the chosen strategic plan.

Entrepreneurship versus Administration.

What is the key determinant of organization success : good entrepreunership

(strategy formation) or good adminitration (strategy iimplementation)?

In one sense , the entrepreneurial task of strategy formation is more crucial to

organization performance than is the administrative task of strategy
implementation. The reason are powerful and simple : An organization simply
cannot be succesful or outstanding or winner if it is doing the worng things-
irrespective of how efficient and well – adminitered it may be.

2012 Startegic managemnt

7 Dosen Penyusun: DR Ir Iwan Krisnadi MBA
Pusat Bahan Ajar dan eLearning
http://www.mercubuana.ac.id
 1.4. The Job of The General manager : Strategy Formulation and entrepreneurship.

As chief entrepreneur, a general manager necessarily prisides over and has a

heavy hand in all direction-setting decisions for his or her area of organizational
responsibility.

Three key components comprise the entrepreneurial process of givig direction to

organization:

1. Defining purpose and mission

2. Establishing objectives
3. Formulating a strategy to achieve the objectives.

Step 1 : Step 2 :
+
An
Step 3 :
Defining Establishing
=
Organzation’s
+ + Formulating A
purpose and
mission
Strategic
Objectives
Strategy
= strategic plan

Figure 1.1 . Setting Organization Direction and Performing the Entrepreneurial Function

2012 Startegic managemnt

8 Dosen Penyusun: DR Ir Iwan Krisnadi MBA
Pusat Bahan Ajar dan eLearning
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1.5. The Job of The General manager : Strategy Implementation and Administration.

The General Manager’s task is one of putting the strategic plan into operation and making it
work as well as conditions allow is much more time consuming than formulating strategy.

Four Things come into play in implementing strategy :

1. Identifying the administrative requirements of the chosen strategy and addressing the
recurring issues associated with these task.
2. Creating “fits” between strategy on the one hand and the conduct of internal
organizational activities on the other hand
3. Driving the pace, tone, and style of implementation ;and
4. Tailoring implementation to the specifics of the organization’s situation.

HOW TO PERFORM THE CENTRAL

ADMINISTRATIVE TASKS ASSOCIATED WITH HOW TO BE RESPONSIVE TO THE
STRATEGY IMPLEMENTATION: OVERALL ORGANIZATIONAL SITUATION
• Organization building IN WHICH IMPLEMENTATION : MUST TAKE PLACE

• Allocating resources The degree of strategic change

• Galvanizing commitment The type of strategy
• Installing support systems
“current condition
Culture “
• Exerting strategic Internal problem
leadership

ACTION AGENDA FOR

IMPLEMENTING STRATEGY

What to do now

What to do later

HOW TO ALIGN AND COORDINATE What require s much time and WAYS FOR THE GENERAL
INTERNAL ORGANIZATION PROCESSES TO MANAGER TO APPROACH THE
FIT THE REQUIREMENT OF STRATEGY:
IMPLEMENTATION TASK:

Organization skill & capabilities

Push hard for rapid change or accept
gradual incremental adjustment
Structure
Use concensus or authoritative decision
making
Policies & procedures

Adopt a high profile or a low profile

Rewards and incentive

Be tough and aloof or friendly and down-

Beliefs, shared values, attitudes,

Figure 1.2 An overview of How the strategy Implementation pieces fit together

2012 Startegic managemnt

9 Dosen Penyusun: DR Ir Iwan Krisnadi MBA
Pusat Bahan Ajar dan eLearning
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1.5 Summary and Perspective

This introduction to the General Manager’s Job of Strategy management has

stressed the basic elements in managing the total enterprise and , in particular , how
performance of the management function contributes to making an organizational successful
and effective in what it does. The Job of managing the total enterprise has five identifiable
phases :

1. Defining organization purpose and mission

2. Establishing objectives
3. Formulasting a strategy
4. Implementing and executing the chosen strategic plan
5. Evaluating and reformulating the strategic plan in the light of actual experience,
changing conditions , and new priorities.

Pha Pha Pha Pha Pha

Setting strategies Implementin
Defining (target levels
g and Evaluating and
of corporate/ Formulating a
organization reformulating
purpose and
business corporate executing the
performance business strategy the strategic
mission and target market
strategy plan
position game plan

Redefine as Revise as Reformulate Rework as Recycle to

phase 1,2,3, or 4,
needed needed as needed needed as needed

Figure 1.3 The ongoing Process of Strategic Management

2012 Startegic managemnt

10 Dosen Penyusun: DR Ir Iwan Krisnadi MBA
Pusat Bahan Ajar dan eLearning
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Daftar Pustaka

Andrews, Kenneth R. The concept of Corporate Strategy.Rev.ed Homewood III: Richard D.

Irwin, 1980, chap 1

Barnard, Chester I. The Function of the Excecutive. Cambridge, Mass ,: Harvard University
Press, 1938, chaps. 15,16, and 17

Kotter, John P. The General Managers, New York: Free Press , 1982

Mintzberg, Henry. “The Manager’s Job: Folklore and Fact.” Harvard Business Review 53, no
4 (July-August 1975),pp. 49-61

Thompson, Arthur A, Jr and Strickland III, Strategic Management:Concepts and cases,

Business Publications Inc, 1984, chap 1.

2012 Startegic managemnt

11 Dosen Penyusun: DR Ir Iwan Krisnadi MBA
Pusat Bahan Ajar dan eLearning
http://www.mercubuana.ac.id