DEPARTEMEN PENDIDIKAN DAN KEBUDAYAAN

UNIVERSITAS ANDALASFAKULTAS TEKNIK

JURUSAN TEKNIK INDUSTRI

RENCANA PROGRAM DAN KEGIATAN PEMBELAJARAN SEMESTER (RPKPS)

Mata Kuliah Manajemen Strategi Dosen Henmaidi, PhDKode / SKS TIN441 (2 SKS)Prasyarat - Kode Dosen HenUniversitas Andalas Status WajibFakultas Teknik Jurusan Teknik IndustriSemester VII Program Studi Teknik Industri

Konsentrasi Teknik Industri

KOMPETENSI: Mahasiswa mampu bekerjasama secara berkelompok untuk menyelesaikan masalah dengan model simulasi komputer

POKOK BAHASAN:1. Konsep dasar Manajemen Strategi2. Environtment Scanning3. Internal Scanning4. Strategy Formulation: Analisis SItuasi dan Strategi Bisnis5. Strategy Formulation: Strategi Korporasi6. Strategy Formulation: Strategi Fungsional7. Implementasi Strategi

MINGGU KE

KEMAMPUAN AKHIR YANG DIHARAPKAN

(KOMPETENSI)BAHAN KAJIAN

BENTUK PEMBELAJAR

AN

KRITERIA PENILAIAN

(INDIKATOR)

BOBOT

NILAI (%)

(1) (2) (3) (4) (5) (6)

1

Mahasiswa Memahami Tujuan Perkuliahan, Gambaran Menyeluruh serta kegiatan yang akan dijalani selama satu semester

Penjelasan RPKPS dan overview Pelaksanaan Perkuliahan

Ceramah singkat dan diskusi

2-3

Mahasiswa Memahami Konsep Dasar Manajemen Strategy: Understand the

benefits of strategic management

Understand the basic model of strategic management and its components

Understand strategic decision-making modes

Use the strategic audit as a method ofanalyzing corporate functions and

Activities

Konsep dasar Manajemen Strategi

Ceramah bervarisi, Team Game Tournamen, dan Tugas Kelompok

Pemahaman mahasiswa atas konsep Manajemen Strategi

3-4 Mahasiswa memahami dan dapat melakukan analisa lingkungan Identify the aspects

of an organization’s environment that are most strategically

Environmentalscanning andIndustry Analysis

Ceramah bervariasi, Presentasi dan diskusi Kelompok

Pemahaman atas aspek lingkungan dan kemampuan melakukan analisisKemampuan

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important Conduct an industry

analysis to understand the competitive forces that influence the intensity of rivalry within an industry

Understand how industry maturity affects

industry competitive forces

Be able to construct an EFAS table that summarizes external environmental factors

menyusun table EFAS

5-6

Apply the resource view of the firm to determine core and distinctive competencies

Use the VRIO framework and the value chain to assess an organization’s competitive advantage and how it can be sustained

Understand a company’s business model and how it could be imitated

Scan functional resources to determine their fit with a firm’s strategy

Construct an IFAS

Internal scanning:OrganizationalAnalysis

Jig-saw, Presentasi dan diskusi Tugas Kelompok

Pemahaman atas konsepKemampuan melakukan analisisKemampuan membuat table IFAS

7-8

Organize environmental and organizational information using SWOT analysis and a SFAS matrix

Generate strategic options by using the TOWS matrix

Understand the competitive and cooperative strategies

Strategy formulation:situation analysis andBusiness Strategy

Presentasi dan diskusi Tugas Kelompok

Pemahaman atas alat analisis: SWOTKemampuan menyusun strategy menggunakan TOWS matrix

UJIAN TENGAH SEMESTER 30%

9-10

Organize environmental and organizational information using SWOT analysis and a SFAS matrix

Generate strategic options by using the TOWS matrix

Understand the competitive and cooperative strategies available to corporations

Strategy formulation:corporate Strategy

Presentasi dan diskusi , Kerja Kelompok

Pemahaman atas alat analisis: SWOTKemampuan menyusun strategy menggunakan TOWS matrix

11-12 Organize strategy Presentasi dan Pemahaman

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environmental and organizational information using SWOT analysis and a SFAS matrix

Generate strategic options by using the TOWS matrix

Understand the competitive and cooperative strategies available to corporations

formulation:functional strategy andStrategic Choice

diskusi Tugas Kelompok

atas alat analisis: SWOTKemampuan menyusun strategy menggunakan TOWS matrix

13

Develop programs, budgets, and procedures to implement strategic change

Understand the importance of achieving synergy during strategy implementation

List the stages of corporate development and the structure that characterizes each stage

Identify the blocks to changing from one stage to another

Strategyimplementation:organizing for Action

Presentasi dan diskusi Tugas Kelompok

Pemahaman atas Konsep Strategy implementasi

14-16

Mampu mempresentaskan hasil kerja kelompok, dan menganalisis mengkritisi atau mempertahankan hasil kerja kelompok

Presentasi Tugas Presentasi dan diskusi

KeaktifanKemampuan menyampaikan pendapat dan mempertahankan pendapat

UJIAN AKHIR SEMESTER 30%

NORMA AKADEMIK : - Kehadiran mahasiswa minimal 75% dari tatap muka.- Toleransi keterlambatan 15 menit. - Selama proses pembelajaran berlangsung HP dimatikan.- Pengumpulan tugas ditetapkan sesuai jadwal dan dilakukan sebelum pembelajaran dimulai. Bagi yang

terlambat nilai hanya dikurangi berdasarkan keterlambatan- Kecurangan selama perkuliahan baik dalam Absensi, tugas dan ujian dianggap tidak lulus.

NILAI AKHIR: Kuis 10% Tugas 30% UTS 30%UAS 30%

TUGAS TERSTRUKTUR : Studi kasus tentang strategiPenyusunan strategi perusahaan terpilih

BENTUK TUGASTugas dan presentasi dikerjakan secara berkelompok.

3. KRITERIA PENILAIAN : • Laporan (Isi, literatur, format, bahasa, kerunutan; 40%) • Presentasi (Isi, penampilan, bahasa, relevansi; 30%) • Keaktifan dan Kontribusi kerja kelompok 30%

Dibuat Diperiksa DisetujuiTanggal 30 Juli 2012 Tanggal 3 Agustus 2012 Tanggal 3 Agustus 2012Oleh Henmaidi, PhD Nama Oleh Nama Nama

Jabatan Dosen Ketua GKM Jurusan

Jabatan Ketua Jurusan Ketua GKM Jurusan

Tanda Tangan Tanda Tangan Tanda Tangan

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Tugas kasus:

INTERNET EXERCISEUntuk meningkatkan pemahaman Mahasiswa tentang manajemen strategi, secara bekelompok mahasiswa dapat memilih satu kasus/ topic dari data base internet berikut:

Tugas ini akan dipresentasikan pada waktu yang ditentukan kemudian

EXERCISE 1

What is Marriott’s Business-Level Strategy?

This exercise looks at the activities of the Marriott hotel group. Go to Marriott http://www.marriott.com and look at the home page of this well-known company. Investigate the company, its activities and its mission statement but, in particular, click on Marriott at a Glance http://www.marriott.com/glance.asp, and examine its different activities.

1. What business-level strategy(ies) is Marriott pursuing? 2. Why is Marriott pursuing these strategies? 3. What functional-level strategies does Marriott need to develop to support its business-

level strategies? 4. What stage of the industry life cycle is the hotel industry in? 5. What competitive strategies does Marriott need to pursue to achieve a competitive

advantage?

EXERCISE 2

Wireless Cable and the Cable Television Industry

This exercise looks at attempts of "line of sight" wireless cable companies like Heartland and Wireless One, and their suppliers like Pacific monoliths to establish a niche in the television cable market. First, go the websites of Wireless One and (http://www.wireless-one.com/) and Heartland (http://www.heartland-wireless.com/) two of the largest wireless cable companies to learn about the wireless cable business. In particular look at Heartland’s analysis of its business and strategy (http://www.heartlandwireless.com/investors/strategic.html) and (http://www.heartlandwireless.com/products/index.html).

1. What are the main competitive forces in the television cable environment? 2. What niche or segment of the television cable market are Heartland and Wireless One

competing in? What is their business-level strategy? 3. How successful do you think these wireless cable companies will be in establishing a

significant presence in the cable television industry?

EXERCISE 3

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Competition Between Nike and Reebok

This exercise looks at the competitive battle that has been taking place between Nike and Reebok. Take a look at the website of Nike (http://www.nikebiz.com/) search the website, examine its products and mission and be sure to click on its history http://www.nikebiz.com/story/chrono.html) and its CEO Philip Knight’s message to shareholders (http://www.nikebiz.com/invest/letter_ar.html). Then, take a look at Reebok’s website (http://www.reebok.com/corp/), and in particular its section for students which discusses its organization and strategy (http://www.reebok.com/corp/student.html). Also, do some research on these companies such as by searching Fortune’s website at (http://www.pathfinder.com/fortune/) or BusinessWeek’s website at http://bwarchive.businessweek.com) and go to the library to find copies of relevant articles.

1. What are the similarities and differences between the companies generic business-level strategies?

2. What competitive strategies are both companies using to support their business-level strategies?

3. Why has Nike been more successful than Reebok? Do you expect this to continue into the future?

EXERCISE 4

What is Sara Lee’s Strategy?

This exercise requires you to take a close look at Sara Lee’s business and corporate-level strategies. Explore Sara Lee’s website (http://www.saralee.com/homepage.html). And in particular closely study Sara Lee’s history at (http://www.saralee.com/history) and its timeline.

1. How has Sara Lee’s corporate-level strategy evolved over time?

2. How does Sara Lee’s corporate-level strategy support its business-level strategy?

3. Look at Sara Lee’s recent annual reports, search for recent articles on Sara Lee, and decide how successful Sara Lee’s strategies are today.

EXERCISE 5

Avon’s Global Strategy

This exercise takes a close look at the way Avon has been developing its strategies to take advantage of the opportunities provided by technological developments like the internet and a huge global marketplace. Explore Avon’s website http://www.avon.com/, and in particular click on http://www.avon.com/about/financial/company/background.html, and look at each of the content areas here.

1. Chart the development of Avon’s functional- and business- level strategies over time. What are the main elements of its strategies?

2. What are Avon’s current domestic competitive strategies? 3. What are Avon’s current global competitive strategies?

EXERCISE 6

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VIACOM: What is its Corporate Level Strategy?

This exercise asks you to study the underlying rationale behind Viacom’s choice of businesses. Go to Viacom’s web site (http://www.viacom.com), and in particular study the different businesses that Viacom is in (http://www.viacom.com/online.tin) Study these different businesses, and then go to (http://www.viacom.com/business.tin)to see how Viacom organizes these businesses into divisions, click on each of these businesses and analyze their activities.

Next, explore Viacom’s website, look at facts and figures, management, recent press releases, and in particular, read CEO Sumner Redstone’s speech about Viacom’s global activities (http://www.viacom.com/forbes.tin).

1. What are Viacom’s corporate-level strategies? 2. Why is Viacom pursuing these strategies? 3. Search the web for recent news about Viacom to find out how successful Viacom has

been in creating value from these strategies. 4. Would you buy stock in Viacom at this time?

EXERCISE 7

Mergers and Acquisitions at WorldCom

This exercise examines the merger and acquisitions activities of telecommunications giant WorldCom which just took over MCI. Take a look at WorldCom’s website (http://www.wcom.com/home.shtml).

Be sure to look at WorldCom’s CEO Bernard Ebbers, letter to shareholders, (http://www.wcom.com/investor_relations/annual_reports/1996/ar19962-6.shtml)

its timeline, and read some of its recent press releases (http://www.wcom.com/home.shtml/about_the_company/press_releases/current_release).

1. What is WorldCom’s business-level strategy(ies)? 2. What is WorldCom’s corporate-level strategy(ies)? 3. How does WorldCom’s merger and acquisition activities support its business- and

corporate-level strategies? 4. How do you think WorldCom’s strategies will develop over the next decade?

EXERCISE 8

Xerox’s Strategic Alliances

This exercise looks at the linkages that Xerox has formed with other high tech companies. Go to Xerox, the document company’s website (http://www.xerox.com), click on About Xerox, click on facts, and read about this companies products, and the way it is organized. Then, make your way to the page that discusses Xerox’s strategic alliances (http://www.xerox.com/factbook/1997/alliance.htm). Study, the nature of the alliances, click on the links to Xerox’s partners to see what products they provide that have value to Xerox and answer following questions.

1. How does Xerox’s choice of strategic alliances support its functional-level strategies?

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2. How does Xerox’s choice of strategic alliances support its business-level strategies? 3. How does Xerox’s choice of strategic alliances support its corporate-level strategies? 4. What kinds of risks does Xerox face in establishing and managing its alliances?

EXERCISE 9

Bertelsmann’s Strategy and Structure

This exercise asks you to take a look at the global media operations of the German company, Bertelsmann. Explore Bertelsmann’s website (http://www.bertelsmann.de/english, look at its annual report, and in particular, click on Bertelsmann "At a Glance"  (http://www.bertelsmann.de/english/portrait/blick.html), and then click on its activities and  corporate concept.  (http://www.bertelsmann.de/english/portrait/unternehmenskonzeption.html)

1. What is Bertelsmann’s corporate–level strategy? 2. What kind of organizational structure does Bertelsmann’s use? 3. What advantages and disadvantages does this structure have for managing its strategy?

EXERCISE 10

Control and Culture at Hewlett-Packard

This exercise takes a look at the culture of one of the most successful high tech companies in the U.S., Hewlett-Packard. (http://www.hp.com/) Explore Hewlett-Packard’s website. In particular, click on the sections contained in "About Hewlett-Packard" (http://www.hp.com/abouthp), and especially on the section about the "Hewlett-Packard Way" (http://www.hp.com/abouthp/hpway.html)

1. What are the main elements of the Hewlett-Packard Way? 2. How does the Hewlett-Packard Way help create an organizational culture that can help

it to achieve its objectives?

In what ways does the Hewlett-Packard Way create a competitive advantage for the company?

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