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BAB III MENENTUKAN & MENETAPKAN ARAH PERUSAHAAN
Visi Perusahaan (strategic architecture) : - Visi adalah suatu pernyataan yang menggambarkan kondisi perusahaan di masa yang akan datang - Visi merupakan cita-cita perusahaan - Visi adalah pernyataan yang menjawab pertanyaan where we are going? Visi yang disusun harus strategik. Visi Strategik adalah visi yang mudah diartikulasikan, mudah dipahami, diterima semua pihak dalam organisasi. Mengapa visi harus strategik? Visi yang dipahami dan diterima oleh semua pihak (karyawan) akan menjadi magnet yang mengikat mereka pada organisasi. Ketika karyawan memiliki komitmen tinggi dan jangka panjang pada organisasi, maka keputusan-keputusan bisnis akan dapat dihasilkan dan dilaksanakan dengan lebih mudah. Visi strategik mampu merefleksikan aspirasi manajemen dan memberikan gambaran yang jelas mengenai masa depan perusahaan, menjawab pertanyaan “where we are going?”

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Visi dapat disusun dengan menjawab beberapa pertanyaan di bawah ini: - Bisnis apa yang kita jalankan saat ini? - Bisnis apa yang ingin kita jalankan? - Apa yang diinginkan pelanggan kita? - Harapan apa yang dimiliki stakeholders - Siapa yang akan menjadi pesaing kita di masa yang akan datang? - Siapa partner kita (suplier/distributor) - Bagaimana teknologi berpengaruh terhadap industri kita?

Misi Perusahaan : menjelaskan kegunaan dan alasan mengapa suatu perusahaan ada. Biasanya memberikan gambaran yang jelas tentang cirri pokok produk yang ditawarkan dan tekhnologi yang digunakan oleh perusahaan, kebutuhan konsumen yang hendak dipenuhi & konsumen yang hendak dituju, serta karakter, pasar dimana perusahaan akan bersaing, komitmen terhadap karyawan, filosofi diri serta citra perusahaan yang diharapkan dari masyarakat.

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3 Aspek utama yg dibutuhkan seorang manajer dlm menyusun misi organisasi : 1. Memahami tentang bisnis apa yg sebenarnya dilakukan organisasi. 2. Menentukan saat yg tepat untuk merubah atau menetapkan misi organisasi. 3. Mampu mengkomunikasikan misi secara jelas 8 Karakteristik yg dapat dipakai sbg pertimbangan dlm penyusunan misi perusahaan : - Pelanggan - Produk/Jasa - Pasar - Tekhnologi - Komitmen terhadap pertumbuhan, keuntungan atau stabilitas - Konsep perusahaan - Komitmen terhadap image masyarakat - Komitmen terhadap karyawan

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Tujuan Perusahaan : Secara umum, tujuan dikategorikan ke dlm 2 jenis yaitu : 1. Tujuan umum (goals) 2. Tujuan khusus (objectives) 8 Ruang lingkup utama yg biasanya dijadikan tujuan perusahaan : 1. Market standing : Posisi perusahaan berda secara relative dibandingkan dengan para pesaing. 2. Innovation 3. Productivity 4. Resource levels 5. Profitability 6. Manager performance and attitude 7. Worker performance and attitude 8. Social responsibility

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Prinsip-prinsip penyusunan tujuan: Suitable/cocok/sesuai Feasible/Layak Achievable/dapat dicapai Flexible/lentur Motivating/memotivasi Understandable/dapat dimengerti Linkage/terkait dengan misi Measurable/dapat diukur

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CONTOH VISI DAN MISI PT TELKOM

Visi To become a leading InfoCom player in the region Telkom berupaya untuk menempatkan diri sebagai perusahaan InfoCom terkemuka di kawasan Asia Tenggara, Asia dan akan berlanjut ke kawasan Asia Pasifik. Misi Telkom mempunyai misi memberikan layanan " One Stop InfoCom " dengan jaminan bahwa pelanggan akan mendapatkan layanan terbaik, berupa kemudahan, produk dan jaringan berkualitas, dengan harga kompetitif. Telkom akan mengelola bisnis melalui praktek-praktek terbaik dengan mengoptimalisasikan sumber daya manusia yang unggul, penggunaan teknologi yang kompetitif, serta membangun kemitraan yang saling menguntungkan dan saling mendukung secara sinergis.

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PT SIDOMUNCUL

Visi: Menjadi industri jamu yang dapat memberikan manfaat pada masyarakat dan lingkungan Misi: • Meningkatkan mutu pelayanan di bidang herbal tradisional • Mengembangkan research/penelitian yang berhubungan dengan pengembangan pengobatan dengan bahan-bahan alami. • Meningkatkan kesadaran masyarakat akan pentingnya membina kesehatan melalui pola hidup sehat, pemakaian bahan-bahan alami dan pengobatan secara tradisional. • Ikut mendorong pemerintah/instnais resmi agar lebih berperan dalam pengembangan pengobatan tradisional.

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Strategic Intent : Strategic intent memiliki 3 komponen, yaitu : 1. Stretch 2. Foresight 3. Leverage

Formulasi Strategi : 1. Strategi Tingkat Korporasi (corporate strategy) : Menciptakan kombinasi multibisnis Mengelola & mendorong kinerja multibisnis Mencari bentuk kombinasi portofolio bisnis untuk membentuk sinergi Menentukan skala prioritas & alokasi sumberdaya produktif

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2. Strategi Tingkat Bisnis (business strategy) : Strategi level unit bisnis ini bisa berupa strategi di level anak perusahaan, divisi, lini produk, atau profit centre lain yang memiliki otonomi pengelolaan bisnisnya sendiri. Isu dalam strategi bisnis adalah bagaimana mengkoordinasikan fungsi-fungsi bisnis/manajemen untuk mencapai keunggulan kompetitif. Di level bisnis strategi yang diformulasikan akan berkaitan dengan posisi bisnis terhadap pesaing, bagaimana mengakomodasi perubahan tren pasar dan teknologi, dan upayaupaya mempengaruhi persaingan melalui tindakan2 strategis sepeti integrasi vertikal, atau tindakan politis seperti lobi. Strategi generik Mc. Porter adalah contoh strategi bisnis 3. Strategi Tingkat Area Fungsional (functional area strategy) : Strategi yang diformulasikan dan diimplementasikan di level fungsi manajemen dari tiap bisnis, seperti fungsi SDM, keuangan, operasional, dan pemasaran. Level ini menjadi pusat informasi manajemen strategi di level lebih atas yaitu bisnis dan korporat. Setiap unit fungsional diharuskan mengembangkan strategi bisnis agar dapat memberikan kontribusi pada kesuksesan strategi bisnis secara keseluruhan

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4. Strategi Tingkat Operasional (operating strategy) : Strategi yang diformulasikan dan diimplementasikan di unit-unit operasional seperti penjualan, distribusi, penyimpanan, promosi, persediaan, penggajian dll. Keberhasilan manager pada jajaran ini akan menentukan kelancaran proses dan kesuksesan organisasi secara keseluruhan.

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