Kewirausahaan dan Pengembangan Usaha dalam UPJA

SyahyutiDiklat TOT Manajemen UPJA Angkatan I

BBMKP Ciawi - 20 Februari 2017

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Materi:

1. Kewirausahaan sebagai kunci pengembangan usaha

2. Penggunaan Stakeholder Analysis untuk pengembangan usaha UPJA

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Satu,Kewirausahaan Sebagai Dasar

Pengembangan Usaha

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Kewirausahaan berkaitan dengan dua hal:

1. How to become a smart and good enterpreneur

2. How to build a smart and good company

“Ilmu kewirausahaan adalah suatu disiplin ilmu yang mempelajari tentang nilai, kemampuan dan perilaku sesorang dalam menghadapi tantangan hidup untuk memperoleh peluang dengan berbagai resiko yang mungkin dihadapi”

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Objek kewirausahaan:a. Kemampuan merumuskan tujuan hidup /

usaha.b. Kemampuan memotivasi diric. Kemampuan untuk berinisiatifd. Kemampuan berinovasie. Kemampuan untuk membentuk modal uang

dan barang modal.f. Kemampuan mental yang dilandasi agamag. Kemampuan untuk membiasakan diri dalam

mengambil hikmah pengalaman baik maupun menyakitkan.

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Karakteristik Kewirausahaan:Ciri-ciri:

1.Percaya diri2.Berorientasi pada tugas dan hasil3.Pengambil resiko dan suka tantangan4. Kemampuan kepemimpinan5. Keorisinilan6. Beroreientasi ke masa depan

Watak:

1.Keyakinan, ketidak-tergantungan, indivi-dualitas, dan optimisme2.Kebutuhan untuk ber-prestasi, berorientasi laba, tekun, kerja keras dan inisiatif.3.Kemampuan untuk mengambil resiko yang wajar4.Perilaku sbg pemimpin, bergaul dengan orang lain, menanggapi saran & kritik5.Inovatif, kreatif dan fleksibel6.Pandangan kedepan, perspektif

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HOW TO BECOME A SMART AND GOOD ENTERPRENEUR

Good enterpreuner

How to starta new business

how to builda spirit of

enterpreneurship

how to enterhow to enterthe marketthe market

HOW TO BUILD A SMART AND GOOD COMPANY

how to build a smart and good

companyquality

concept

operationalconcept

marketingconcept

Strategic andmanagement

concept

ENTERPRENEURIAL SKILL

HRDMARKETING ANDSELLING CONCEPT

MANAJEMENKEUANGAN DAN

MANAJEMEN STRATEGI

MANAJEMEN KUALITAS (ISO)

INFORMASI DANTEKNOLOGI

LOGIKA MATEMATIKADAN FILSAFAT BISNIS

(KREATIVITAS)

ENTERPRENURIAL

SKILL

Dua,

Penggunaan Stakeholder Analysis Dalam pengembangan UPJA

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Analiysis stakeholders sebagai tool dalam rekayasa kelembagaan:

• Institutional arrangements =

“different (in)formal regimes and coalitions for collective action and inter-agent coordination, ranging from public-private cooperation and contracting schemes, organizational networking to policy arrangements” (Geels, 2004; Klein & Teisman, 2000).

• Institutional arrangements, understood as the dyna mic set of formal and informal regulations and networks, are shaped by economic exchange, socio-cultural norms and political regimes, and may provide welfare, identity, solidarityand sense of belonging.

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Ada 4 hal utama dalam rekayasa kelembagaan:

1. PELAKU. Which factors contribute to or impede the emergence, reforms and breakdown of (formal and informal) institutional arrangements in development?

2. RELASI. How do institutional arrangements in the various domains, and the interrelations between them, contribute to or impede poverty alleviation, social cohesion and trust, (re)distribution (of power and wealth) and innovation?

3. KETERWAKILAN. How are different actors - e.g. in terms of gender, class, ethnicity- (mis)represented and (dis)empowered by institutional arrangements?

4. PERAN dan FUNGSI. What are the roles and functions of (horizontal) networks and (vertical) chains for social interaction, political representation and collective action?

• Pendekatan rekayasa kelembagaan, dalam penelitian dijalankan salah satunya melalui ANALISIS STAKEHOLDER. 13

Siapa kah stakeholders?

• Segenap pihak, baik individu maupun kelompok yang terkait dengan objek yang sedang dipelajari, yang berpotensi mengambil peran aktif dalam sistem sehingga akan berpengaruh dan berdampak terhadap berjalannya sistem.

• Kelompok atau individu yang dukungannya diperlukan demi kesejahteraan dan kelangsungan hidup organisasi.

• Menurut Smith (.....) stakeholder adalah “individuals, groups, or organizations that have an interest in the project and can mobilize resources to affect its outcome in some way”, atau secara lebih formal didefinisikan sebagia "Individuals and organizations who are actively involved in the project, or whose interests may be positively or negatively affected as a result of project execution or successful project completion".

• • Freeman (1984) = kelompok atau individu yang dapat mempengaruhi dan atau dipengaruhi

oleh suatu pencapaian tujuan tertentu.

• Biset (1998) = sebagai orang dengan suatu kepentingan atau perhatian pada permasalahan. 14

Jenis stakeholder:

• Stkeholder primer = yang merasakan dampak langsung atau tak langsung dari proyek atau aktivitas.

Misal: masyarakat sasaran, kelompok etnis, gender dan kelas.

• Stakeholders sekunder (intermediari) = yag bertindak atas nama stakeholders primer

Misal: pemerintah, NGO, pihak pendonor, dan berbagai interest group lain.

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Kegunaan analisis stakholders:• Membantu dalam menemukan pendekatan yang tepat dan

interaksi kondusif dengan setiap elemen masyarakat dan berbagai pihak dalam proyek

• Memahami respon stakeholders, dengan keanekaragaman karakter sosial dan kepentingan ekonomi politiknya.

• Dapat membantu perencanaan, pelaksanaan, dan evaluasi proyek menjadi lebih matang, karena dapatmengidentifikasi kunci-kunci keberhasilan.

• Membantu mengembangkan rencana pengelolaan stakeholder proyek.

• Analisis stake holder dilakukan di awal program• Identifikasi pandangan dan karakteristik dari setiap stakeholder

merupakan dasar untuk pelaksanaan kegiatan (= menyusun “profil stakeholder”).

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Meeting stakeholder needs:

• Where does your organisation create stakeholder value?

• How can you do that better?• Can you eliminate or reduce focus on processes

which do not add stakeholder value?• How do you communicate with stakeholders?• Do your communications encourage stakeholder

exchange?• Do you communicate the stakeholder value?

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Siapakah stakeholders?

• Owners, stockholders & investors

• Banks and creditors• Partners & suppliers• Buyers, customers &

prospects• Management• Employees, unions, works

councils• Competitors

• Government & regulators: local, national, international

• Professional and industry associations

• Media: local, national, trade, financial

• NGOs• Communities & other

interest groups

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Keuntungan menggunakan Stakeholder Analysis

• Get to know stakeholders better:–Relative importance, power and interests –Better managed relationships–Risks identified

• Make better strategies and decisions• Greater acceptance of organisation actions

by stakeholders

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Kerugian menggunakan Stakeholder Analysis:

• Best done on continuous basis• Assessment of analysis may be subjective• Maybe not all stakeholder interests can be

met at the same time–Focus on most important stakeholder–Balance & reconcile all interests according to

importance or urgency

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Langkah-langkah analisis stakeholder:1. Identifikasi semua stakeholder dan informasi yang terkait seperti peran,

departemen, kepentingan, pengetahuan, harapan, dan tingkat pengaruh.2. Analisis dampak atau dukungan potensial pada masing-masing

stakeholder. 3. Lakukan penilaian bagaimana stakeholder utama bereaksi atau

merespon pada berbagai situasi, bagaimana mempengaruhi mereka dalam meningkatkan dukungan mereka dan mengantisipasi dampak negatif yang mungkin muncul.

4. Analisis, mencakup:. – Memperjelas pihak-pihak yang merupakan stakeholder proyek.– Temukan dan selaraskan harapan stakeholder dan dampak individual pada

proyek.– Identifikasi garis besar persyaratan yang dibutuhkan yang mungkin akan

terjadi dalam proses – Kaitkan kebutuhan dengan harapan untuk mengantisipasi risiko kegiatan

perencanaan dan respon terhadap risiko.– Pelajari rencana komunikasi dalam strategi proyek.

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Identifikasi awal seluruh stakeholder:

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Stakeholder Analysis: ListStakeholders Key

InterestsImportance to

ProjectInfluence on project

Participation

Primary

Secondary

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Model-model Klasifikasi:

1. Power vs interest2. Power vs influence3. Power vs dinamism4. Influence vs importance5. Influnece vs support6. Infleunce vs interest7. Influence vs impact

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Model 1: tingkat kekuasaan (power) vs ketertarikannya (interest) terhadap proyek:

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Power / Interest Matrix:

Stakeholders in group A: Need only minimum effort an monitoring

Stakeholders in group B: Should be kept informed as they may be able to influence more powerful stakeholdersStakeholders in group C: Are powerful, but level of interest is low. Generally expected to be passive, but may move into group D on an issue of particular interestStakeholders in group D: Are both powerful and interested. Their co-operation is of key importance for new strategies

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Model 2. Power vs Influence

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Model 3. Power vs dinamism

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Model 4: tingkat pengaruhnya (influence) vs kepentingan (importance)

Project Managers will need good working relationships with these stakeholders to ensure support for project activities

May need special initiatives if needs are to be met. The Target Group should be here

Influential stakeholders but with less importance for outputs. They affect outcome of activities and need careful management

The interests of these should be monitored to ensure that they are not negatively affected

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Model 5: pengaruhnya (influence) vs tingkat dukungan (support)

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Model 6: influence vs interest

Setting Stakeholder Communications Strategy

Level of Interest

Low High

Level of Influence

Low Apply Minimal Effort Keep Informed

High Active Communications Active Communications and Engagement

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Model 7. Influence vs Impact

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Hasil analisis:

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Perkirakan outline dan risiko (Outline assumptions and risks).

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Tentukan tingkat partisipasi stakeholder (Define stakeholder participation)

• Nilai tingkat partisipasi stakholders dan informasi kebutuhannya.

• Memperjelas peran kunci stakeholder

• Menentukan sebanyak mungkin saat berpartisipasinya.

• Matriks partisipasi merupakan metode yang dapat membantu manajer proyek dalam mengkategorikan strategi mereka untuk melibatkan stakeholders.

• Tahap siklus harus mencerminkan tahapan proyek, demikian juga jenis partisipasinya.

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Examples of Stakeholder Engagement Profiles

36Adapted from Bourne, 2015

The Power, Legitimacy and Urgency Model

Maps stakeholder behaviour according to its balance of three characteristics:

Power: Of the stakeholder to influence the organisation

Legitimacy: of the relationship in terms of desirability or appropriateness

Urgency: The expectations of the stakeholder in terms of criticality and time-sensitivity

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Stakeholder behaviour is mapped into 7 types38

Latent Stakeholders (Groups 1, 2 & 3): Sub-divided into ‘dormant’, ‘discretionary’, or ‘demanding’ stakeholders

Expectant Stakeholders (Groups 4, 5 & 6): Sub-divided into ‘dominant’, ‘dangerous’, or ‘dependent’ stakeholders

Definitive Stakeholders (Group 7): have all three characteristics and should command a high level of management attention

Note: management’s assessment of each stakeholders position is still subjective!

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Salience Model

40www.slideshare.net

Tiga, Membangun kerjasama dan

jaringan:

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Process to Identify Existing and/or Form New ProducerGroups:

• Selection Process 1: Production and/or market-oriented groups existIdentify, evaluate and select groups of farmers already engaged in some level of commodity production and potentially.

• Selection Process 2: Socially-oriented groups existFocus on groups that are not currently engaged in commodity production but have the capacity and interest to become involved.

• Selection Process 3: Farmers are not organized into groupsUsed to bring together individuals with common business and economic objectives to form new producer groups and cooperatives.

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Selection Proses 1: Production and/or market-oriented groups exist

•Step 1: Identify Existing Groups•Step 2: Narrow the List•Step 3: Conduct Background Check•Step 4: Conduct Initial Site Visit•Step 5: Decide Which Groups to Explore Further•Step 6: Hold Introductory Group Meeting•Step 7: Make Final Decisions on Groups•Step 8: Convene a Mobilization/Kickoff Meeting with Each Group•Step 9: Conduct Group Baseline Evaluation

Selection Process 2: Socially-oriented Groups Exist

Step 1: Identify Existing GroupsSteps 2 – 9: Follow the same procedures as Selection Process 1

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Selection Process 3: Farmers are Not Organized into Groups

Step 1: Evaluate the Potential for Forming GroupsStep 2: Conduct Field Visits to Talk with FarmersStep 3: Ground-truth Information ReceivedStep 4: Organize a Community MeetingStep 5: Conduct Internal Selection MeetingStep 6: Conduct Community AssessmentStep 7: Hold Discussions with Various StakeholdersStep 8: Convene Internal Team MeetingStep 9: Launch the Project in the CommunityStep 10: Undertake an Internal Review and Selection of ApplicationsStep 11: Hold Kick-off Meeting with the Group

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Managing the Partnership:1. Agree on format and procedures for review of progress indicators. Open communication and

feedback are critical to any partnership. Expectations should be set up front as to how feedback will be given among parties.

2. Identify primary points of contact from each party.3. Set a schedule for regular review of the partnership.4. Consider developing a work plan (simple or detailed, with timelines, outputs, deliverables, etc.)

to provide more structure to the relationship.5. Document all communications related to the PA, including e-mails, meeting minutes and notes

from oral conversations.

6. Provide open, balanced feedback on the partnership as it progresses. This should include what is going well, what is not going well and what could be done differently (by all parties).

7. Openly discuss the issue if one or more of the parties is not meeting their commitments as defined by the MOU/PA. Action plans to get the partnership back on track should be developed, documented and signed.

8. In case one or more of the parties wishes to terminate or suspend the partnership, follow the terms and procedures outlined in the MOU/PA.

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Kunci sukses berkerjasama:

1. Adequate planning2. Shared vision, mission and goals3. Communication and transparency among members

and leaders4. Regular business meetings5. Sound economic rationale, business plan and practices6. Adequate financial recourses7. Leadership with integrity and appropriate skills8. Linkages with other cooperatives

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Hal yang harus diwaspadai dalam kerjasama:

1. Lack of clearly identified mission. 2. Lack of democracy.3. Lack of strategic planning. 4. Lack of proper governance. 5. Lack of financing. 6. Failure to identify and minimize risks. 7. Inadequate communications.8. Outside influences

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Untuk menyusun bisnis plan:

1. Why are farmers interested in forming a cooperative?

2. What is the goal of the group?3. What products does the group want to sell?4. Where will they be sold?5. How will the group accomplish this goal?6. When does the group hope to reach this goal?

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Outline Business Plan :

1. Purpose and Objective2. Type of Business3. Product4. Customers5. Competitors6. Management7. Source of Funds8. Budget9. Cash Flow (recommended, but not required)10. Bylaws (usually an annex)

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