Journal articles: 'Strategic Managemet'

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Kosztyán, Zsolt T. "CHALLENGES OF THE PROJECT PLANNING METHODS IN THE 21ST CENTURY." Problems of Management in the 21st Century 5, no. 1 (December 5, 2012): 46–60. http://dx.doi.org/10.33225/pmc/12.05.46.

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There are a lot of project planning (like Gantt chart (Gant, 1910)) and network-based scheduling methods (like CPM, PDM, GERT (see i.e. Kelley-Walker, 1959, Pritsker 1966)), they were developed for handling traditional (e.g. construction) projects. While these methods are appropriate for the operation level - logic planning, scheduling, cost and resource allocation - of traditional project managemet, these methods can hardly be used for agile and extreme project management. Network-based methods focus on operation level, while for strategic decisions other methods should be used. Matrix-based methods can be used for planning agile methods (see Kosztyán-Kiss 2010-2013), however these methods also focused on operation level. This paper introduces an improved matrix-based method, the extended Multilevel Project Expert Matrix (xMPEM) method. This method can be used not only for operation, but strategic level of project management, where typical strategic questions arise e.g. which subprojects/tasks should be completed, how to treat priorities of completion in case of defining logic planning, how to support not only traditional but agile project management approaches. In this paper a multilevel genetic algorithm (MLGA) will be specified in order to determine possible project scenarios and possible project structures. The introduced xMPEM and MLGA methods can serve as the connection between operation and the strategic level of the project management. Key words: Project Expert System, matrix-based project planning methods, multilevel project planning.

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Sutomo, Sumengen. "Manajemen Strategis Organisasi Nirlaba." Kesmas: National Public Health Journal 1, no. 4 (February 1, 2007): 176. http://dx.doi.org/10.21109/kesmas.v1i4.301.

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Banyak pimpinan organisasi nirlaba kehabisan tenaga dan waktu melakukan manajemen operasional. Mereka tidak sempat berpikir strategis mengembangkan masa depan organisasi dan memberikan pelayanan bermutu yang memuaskan pelanggan. Manajemen strategis yang merupakan proses mengembangkan tujuan, rencana strategis, dan alokasi sumber daya mencakup analisis strategi, formulasi strategi, implementasi strategi, dan evaluasi strategi. Analisis stategi mengidentifikasi kekuatan dan kelemahan internal jang terkait sumber daya, struktur organisasi, strategi dan kinerja program, serta peluang dan ancaman eksternal yang terkait faktor politik, ekonomi, sosial dan teknologi. Selanjutnya, formulasi strategi adalah proses menyiapkan rencana strategis: mengembangkan nilai, misi, visi, gol, tujuan, identifikasi isu strategis dan memilih strategi pencapaian tujuan. Strategi yang sesuai dengan struktur organisasi, budaya, kepemimpinan, alokasi sumber daya, komunikasi, hambatan internal dan eksternal, diharapkan akan mempermudah implementasi. Monitoring yang mempelajari kemajuan dan evaluasi yang mempelajari pencapaian tujuan program merupakan bagian penting upaya pencapaian tujuan. Proses manajemen strategis menghasilkan pedoman yang diperlukan untuk menghadapi perubahan internal dan eksternal dengan menggunakan bisnis metoda baru, menerapkan praktik yang terbaik dan memelihara fleksibilitas. Melalui manajemen strategis pimpinan mampu mengembangkan nilai, misi,visi dan strategi untuk menghasilkan pelayanan unggulan secara efektif dan efisien.Kata kunci : Manajemen, strategis, nirlabaAbstractIn not for profit organizations, many of the organizations’ managers and executive officers spend energy and time to work more on operational management. They do not have enough time to deal with organizations’ future development. A strategic management is a process of developing an organization’s objectives, strategic plan, and allocating resources to implement the plan. Basically a strategic management covers strategy analysis, strategy formulation, strategy implementation, and strategy evaluation. A strategy analysis is to provide information on strengths and weaknesses of internal organization factors: human resources, organization structure, program performance; and information on opportunities and threats of external organization factors, politic, economy, social, and technology. A strategy formulation is a process of developing strategic plan including organization value, mission, vision, goal, strategic objectives, strategic issues, and strategy. A strategy implementation involves with the organization structure, value, operational activities, leadership, resource allocation, and communication. Strategy evaluation includes monitoring and evaluation activities to identify progress of the program implementation and to identify program achievement and its performance. A strategic management process provides a guide for addressing internal and external organizational challenges and changes using a new bussiness method and approach for practical application and maintaining flexibilities, Through a straqtegic management, the managers and executives will be able to provide better quality of services effecively and efficienly.Keywords: Management, strategic, not for profit

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Muhamat Bakri, Sudadi. "MANAJEMEN STRATEGIK DALAM MEWUJUDKAN KUALITAS PENDIDIKAN DI MTs NEGERI 7 KEBUMEN." INSPIRASI (Jurnal Kajian dan Penelitian Pendidikan Islam) 6, no. 1 (June 29, 2022): 38. http://dx.doi.org/10.61689/inspirasi.v6i1.317.

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Manajemen strategik memiliki peran urgen dalam peningkatan kualitas pendidikan. Penelitian ini bertujuan untuk mengetahui: (1) Bagaimana perencanaan strategik dalam mewujudkan kualitas pendidikan di MTs Negeri 7 Kebumen (2) Bagaimana pelaksanaan manajemen strategik dalam mewujudkan kualitas pendidikan di MTs Negeri 7 Kebumen (3) Bagaimana evaluasi manajemen strategik dalam mewujudkan kualitas pendidikan di MTs Negeri 7 Kebumen.Penelitian ini merupakan penelitian kualitatif deskriptif, data yang dikumpulkan melalui metode observasi, wawancara, dokumentasi, triangulasi, serta dianalisis dengan teknik analisis deskriptif. Penelitian ini bertujuan untuk mengetahui proses perencanaan, pelaksanaan, dan evaluasi manajemen strategik dalam mewujudkan kualitas pendidikan di MTs Negeri 7 Kebumen. Pada kajian manajemen strategik dalam mewujudkan kualitas pendidikan di MTs Negeri 7 Kebumen ini, menunjukkan bahwa: (1) Perencanaan strategik di MTs Negeri 7 Kebumen meliputi empat kegiatan yaitu pengembangan visi, misi, dan tujuan, perencanaan jangka pendek, menengah dan panjang, identifikasi faktor internal dan eksternal, serta penyusunan strategi. (2) Pelaksanaan manajemen strategik diMTs Negeri 7 Kebumen mancakup empat kegiatan yaitu menentukan kebijakan madrasah, memotivasi pendidik dan tenaga kependidikan, mengalokasikan sumber daya manusia, dan mengembangkan budaya strategi. (3) Evaluasi manajemen strategik di MTs Negeri 7 Kebumen meliputi tiga kegiatan yaitu memonitor seluruh hasil, mengukur kinerja individu dan madrasah, mengambil langkah perbaikan. Kata Kunci : manajemen strategik, kualitas pendidikan Strategic management has an urgent role in improving the quality of education. This study aims to determine: (1) How strategic planning in realizing the quality of education in MTs Negeri 7 Kebumen (2) How to implement strategic management in realizing the quality of education in MTs Negeri 7 Kebumen (3) How to evaluate strategic management in realizing the quality of education in MTs Negeri 7 Kebumen. This research is a descriptive qualitative research, the data collected through the methods of observation, interviews, documentation, triangulation, and analyzed by descriptive analysis techniques. This study aims to determine the process of planning, implementing, and evaluating strategic management in realizing the quality of education at MTs Negeri 7 Kebumen. In this study of strategic management in realizing the quality of education at MTs Negeri 7 Kebumen, it shows that: (1) Strategic planning at MTs Negeri 7 Kebumen includes four activities, namely developing vision, mission, and goals, short, medium and long term planning, identifying factors internal and external, as well as strategy formulation. (2) The implementation of strategic management at MTs Negeri 7 Kebumen includes four activities, namely determining madrasa policies, motivating educators and education staff, allocating human resources, and developing a strategic culture. (3) Evaluation of strategic management at MTs Negeri 7 Kebumen includes three activities, namely monitoring all results, measuring individual and madrasa performance, and taking corrective steps.

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Awaliah, Dewi, Arif Rahman, and Dadang Kuswana. "Manajemen Strategik Customer Relationship Management (CRM) dalam Menjaga Loyalitas Donatur." Tadbir: Jurnal Manajemen Dakwah 5, no. 4 (December 31, 2020): 337–56. http://dx.doi.org/10.15575/tadbir.v5i4.2125.

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Penelitian ini bertujuan untuk mengetahui manajemen strategik Customer Relationship Management (CRM) dalam menjaga loyalitas donatur di lembaga zakat Sinergi Foundation. Metode yang digunakan dalam penelitian ini ialah metode deskriptif dengan pendekatan kualitatif. Hasil penelitian manajemen strategik Customer Relationship Management (CRM) dalam menjaga loyalitas donatur di Sinergi Foundation dilakukan dengan baik sesuai dengan teori tahapan manajemen strategik yaitu pengamatan atau analisis lingkungan yang terdiri dari kekuatan, kelemahan, peluang dan ancaman dilakukan oleh Sinergi Foundation sebagai bahan untuk perumusan strategi. Perumusan strategi dilakukan dengan membentuk visi misi, implementasi strategi dilakukan dengan memperkuat sisi kelembagaan dan sistem organisasi dengan meningkatkan peran divisi masing-masing, evaluasi dan pengendalian dengan melihat analisa jumlah donatur dari tahun ke tahun serta mengadakan rapat evaluasi bulanan internal. Dengan demikian, ini menunjukan bahwa manajemen strategic Customer Relationship Management (CRM) Sinergi Foundation dalam menjaga loyalitas donaturnya sudah berjalan dengan baik dan mendapatkan hasil yang optimal. This research aims to determine the strategic management of Customer Relationship Management (CRM) in maintaining the loyalty of donors in the zakat institutions of Sinergi Foundation. The method used in this research is descriptive method with qualitative approach. The result of strategic management of Customer Relationship Management (CRM) in maintaining donor loyalty in Sinergi Foundation is done well in accordance with strategic management stage theory that is observation or environmental analysis consisting of strengths, weaknesses, opportunities and threats done by Sinergi Foundation as material for strategy formulation. Strategy formulation is done by establishing mission vision, strategy implementation is done by strengthening institutional and organizational system by increasing the role of each division, evaluation and controlling by looking at the analysis of the number of donors from year to year and holding monthly internal evaluation meetings. Thus, this shows that the strategic management of Customer Relationship Management (CRM) Sinergi Foundation in maintaining donor loyalty is running well and get optimal results.

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Najib, M., and Novan Ardy Wiyani. "Strategic Management Process of Islamic Character Development of Early Children in Islamic Kindergarten." Ta'dib 21, no. 2 (December 31, 2016): 165. http://dx.doi.org/10.19109/td.v21i2.1027.

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This research is a field research by using a qualitative research approach. The purpose in this research is to find steps in strategic management process for development character of early children in Islamic kindergarten of al-Irsyad Purwokerto, Central java, Indonesia. The results showed that the process of strategic management to develop Islamic character of early children is done through four processes. First, processing of observation environmental to develop Islamic character in Islamic kindergarten. Second, strategic formulation process for development an Islamic character of early children in Islamic kindergarten. Third, implementating strategic process for develop an Islamic character of early children in Islamic kindergarten. Fourth, strategic assesment process for develop an Islamic character of early children in Islamic kindergarten.Penelitian ini adalah penelitian lapangan menggunakan pendekatan penelitian kualitatif. Tujuan dari penelitian ini adalah untuk menemukan langkah-langkah dalam proses manajemen strategik untuk membentuk karakter anak usia dini di Taman Kanak-kanak (TK) Islam al-Irsyad Purwokerto, Jawa Tengah, Indonesia. Hasil penelitian mengungkapkan bahwa proses manajemen strategik untuk membentuk karakter anak usia dini di TK Islam dilakukan melalui empat langkah. Pertama, proses pengamatan lingkungan untuk membentuk karakter Islami anak usia dini di TK Islam. Kedua, proses formulasi strategi untuk membentuk karakter anak usia dini di TK Islam. Ketiga, proses penerapan strategi untuk membentuk karakter anak usia dini di TK Islam. Keempat, proses penilaian strategik untuk membentuk karakter anak usia dini di TK Islam.

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Paramitha, Janna, and H. H. Daniel Tamburian. "Studi Manajemen Strategis Instagram @cchannel_id dalam Menjangkau Publik." Prologia 4, no. 1 (February 26, 2020): 98. http://dx.doi.org/10.24912/pr.v4i1.6440.

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Nowadays digital media hold an important role in people's lives. An important role that has helped the community is the rise of digital media like Instagram.C Channel Indonesia is one of the companies engaged in digital media, which is Instagram. Strategic management on Instagram @cchannel_id is important to be done in order to know the direction of a company. The long and short term strategies of the company are the determinants of the direction the company is headed for. Strategic Direction Instagram C Channel Indonesia wants to make number one digital media for Indonesian women and build community. The purpose of this study is to find out about strategic manajemen Instagram C Channel Indonesia's in reaching the publit. The theory used in this research is the theory of strategic management, strategic communication, New Media, and trust. The research method is qualitative with case studies. Informants who are key informants deal with Strategic Social Media, Strategic Digital Media, Strategic Human Resources, Head of Media and Production, and Instagram followers of @cchannel_id. The results show that strategic communication guides the company's strategic direction by building consumer trust in the long term strategic direction determined by C Channel Indonesia. Saat ini media digital memegang peran penting dalam kehidupan masyarakat. Peran penting yang ikut membantu masyarakat adalah munculnya media digital seperti instagram. C Channel Indonesia merupakan salah satu perusahaan yang bergerak dibidang media digital salah satunya di Instagram. Manajemen strategis di instagram @cchannel_id penting untuk dilakukan agar mengetahui arah suatu perusahaan. Strategi jangka panjang dan pendek dari perusahaan adalah penentu arah yang sedang dituju perusahaan. Arah Strategis Instagram C Channel Indonesia ingin menjadikan media digital nomor satu bagi para perempuan Indonesia dan membangun komuniti. Tujuan penelitian ini adalah mengetahui studi manajemen strategis Instagram C Channel Indonesia dalam menjangkau publik. Teori yang digunakan dalam penelitian ini adalah teori manajemen strategis, komunikasi strategis, New Media, komunikasi dan Public Relations. Metode penelitian menggunakan kualitatif deskriptif. Informan yang menjadi narasumber kunci menangani Sosial Media Strategis, Media Digital Strategis, Human Resources Strategis, Head of Media and Production dan followers Instagram @cchannel_id. Hasil penelitian menunjukan bahwa komunikasi strategis menuntun arah strategis perusahaan dengan membangun kepercayaan konsumen dan menjangkau publik untuk dapat menuju ke strategi jangka panjang yang telah ditentukan oleh C Channel Indonesia.

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Hasanudin, Hasanudin, Dadang Kusnawan, and Dewi Sadiah. "Manajemen Strategik Pondok Pesantren Dalam Upaya Membentuk Santri Yang Berkarakter." Tadbir: Jurnal Manajemen Dakwah 4, no. 3 (September 30, 2019): 305–22. http://dx.doi.org/10.15575/tadbir.v4i3.1861.

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Penelitian ini bertujuan untuk menemukan kejelasan tentang formulasi strategi, implementasi strategi, dan evaluasi serta pengendalian strategi pada Pondok Pesantren Al-Masthuriyah dalam upaya membentuk santri yang berkarakter. Metode yang digunakan pada penelitian ini adalah metode deskriptif dengan pendekatana kualitatif. Pengumpulan data dilakukan dengan teknik observasi, wawancara, dan dokumentasi sehingga data dapat terkumpul dan dianalisis dengan baik. Penelitian ini menemukan bahwa manajemen strategik Pondok Pesantren Al-Masthuriyah telah diterapkan sesuai dengan tahap-tahap manajemen strategik, yaitu formulasi strategi yang didasarkan pada hasil analisis SWOT, kemudian dituangkan dalam keputusan strategi-strategi yang menjadi nilai jual inti pondok pesantren. Implementasi strategi telah berjalan dengan baik, yaitu dengan melaksanakan program-program yang tersusun, serta penerapan tata tertib santri. Evaluasi dan pengendalian strategi dilkaukan secara terus menerus oleh pimpinan, pengurus, dan karyawan dengan agenda dan jenis rapat yang berbeda. Akhirnya dari seluruh tahapan manajemen strategik yang telah ditetapkan dapat disimpulkan bahwa manajemen strategik pada Pondok Pesantren Al-Masturiyah telah dijalankan dengan baik dan menunjukan keberhasilan yang cukup signifikan dalam upaya membentuk santri yang bekarakter. This study aims to find clarity about strategy formulation, strategy implementation, and evaluation and strategy control at Al-Masthuriyah Islamic Boarding School in an effort to form santri with character. The method used in this research is descriptive method with a qualitative approach. Data collection is done by observation, interview, and documentation techniques so that the data can be collected and analyzed properly. This study found that the strategic management of Al-Masthuriyah Islamic Boarding School has been applied in accordance with the stages of strategic management, namely the formulation of strategies based on the results of the SWOT analysis, then poured into decisions on strategies that are the core selling points of Islamic boarding schools. The implementation of the strategy has been going well, namely by implementing structured programs, as well as the application of the santri code of conduct. Strategy evaluation and control are carried out continuously by leaders, management and employees with different agendas and types of meetings. Finally, from all the stages of strategic management that have been determined, it can be concluded that the strategic management at Al-Masturiyah Islamic Boarding School has been carried out well and has shown significant success in the effort to form students with character.

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Martínez-Moreno, Omaira C., Yannet Hernández-Ibarra, and Juan C. Sandoval-Zavala. "Implementando Estrategias de mercado ¿Gestión estratégica de marketing o una combinación?" Revista científica anfibios 4, no. 2 (November 10, 2021): 20–28. http://dx.doi.org/10.37979/afb.2021v4n2.91.

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Con los requerimientos del entorno empresarial de ajustarse a las necesidades de sus clientes, resulta imprescindible implementar las estrategias de marketing adecuadas para llegar al público objetivo, sin embargo, esta estrategia puede que requiera esfuerzos de otras dependencias de la organización. Es así que se pretende examinar la relación entre gestión estratégica y marketing en aspectos primordiales como el interfaz entre cuestiones estratégicas y cuestiones de marketing y cómo se gestiona en entornos prácticos, Esta propuesta va dirigida a ejecutivos de empresas, gerentes y académicos de marketing. Para tales fines se plantea una revisión de la literatura en esta temática. Los resultados que contienen están respaldados por información empírica acerca de las perspectivas convencionales sobre el contenido de marketing, gestión estratégica y toma de decisiones, también se discuten los cambios organizativos y los argumentos teóricos que han socavado en estos conceptos

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Nurfadillah, Ni'mah, Ahmad Sarbini, and Herman Herman. "Manajemen Strategik Bimbingan Manasik Haji dalam Meningkatkan Kualitas Jemaah." Tadbir: Jurnal Manajemen Dakwah 4, no. 2 (June 30, 2019): 115–32. http://dx.doi.org/10.15575/tadbir.v4i2.1827.

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ABSTRAK Penelitian ini bertujuan untuk mengetahui manajemen strategik Bimbingan Manasik Haji KBIH Masjid Raya Bandung melalui tahapan perumusan strategi, pelaksanaan strategi dan evaluasi strategi untuk meningkatkan kualitas jemaah calon haji. Agar didapatkan data yang valid penelitian ini menggunakan metode deskriptif dengan teknik pengumpulan data wawancara, observasi, dan analisis dokumen. Hasil penelitian menunjukkan bahwa manajemen strategik Bimbingan Manasik Haji di KBIH Masjid Raya Bandung yaitu melakukan pengembangan visi, misi dan tujuan untuk menjadikan jemaah haji yang mandiri, dengan melakukan Bimsik Haji yang memfokuskan terhadap teori dan praktik. Pada pelaksanaan strategi, bimsik dilakukan semaksimal mungkin oleh para pembimbing yang ahli di bidangnya. Prosedur yang dijalankan oleh KBIH Masjid Raya Bandung dimulai dari pendaftaran sampai dengan pelaksanaan ibadah haji (bimbingan di tanah air, di Arab Saudi dan pasca ibadah haji yang dikumpulkan melalui wadah Jamiatul Hujjaj). Tahapan manajemen strategik dilakukan untuk membantu KBIH menjadikan jemaah haji berkualitas. Kata Kunci: Manajemen, Strategik, Manasik, Kualitas, Jemaah ABSTRACT This study aims to determine the strategic management of the Hajj Ritual Guidanceby KBIH Bandung Great Mosque through the stages of strategy formulation, strategy implementation and strategy evaluation to enhance the quality of prospective pilgrims. In order to obtain a valid data, this study uses descriptive methods with interview, observation and document analysistechniques for collecting the data. The results shows that the strategic management of Hajj Ritual Guidance in KBIH Masjid Raya Bandung is to develop a vision, mission and goals to make an independent pilgrims, by conducting Hajj Ritual Guidancethat focuses on theory and practice. In the implementation of the strategy, Hajj Ritual Guidance carried out as much as possible by the supervisors who are experts in their fields. The procedure that is carried out by the KBIH Bandung Great Mosque starts from registration to the implementation of the pilgrimage (guidance in the homeland, in Saudi Arabia and after the pilgrimage collected through the Jamiatul Hujjajorganisation). The stages of strategic management are carried out to help KBIH make qualified pilgrims. Keywords : Management, Strategic, Manasik, Quality, Pilgrims.

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Latifah, Erlin, Yusuf Zaenal Abidin, and Ahmad Agus Sulthonie. "Manajemen Strategik Rumah Amal Salman dalam Meningkatkan Fundraising Zakat." Tadbir: Jurnal Manajemen Dakwah 2, no. 1 (March 30, 2017): 68–85. http://dx.doi.org/10.15575/tadbir.v2i1.152.

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Penelitian ini bertujuan untuk mengetahui bagaimana tahapan manajemen strategik yang dimulai dari Formulasi Strategi, Implementasi Strategi dan yang terakhir Evaluasi Strategi yang digunakan Rumah Amal Salman. Metode yang digunakan dalam penelitian ini menggunakan metode deskriptif dengan pendekatan kualitatatif. Adapun teknik pengumpulan data dengan menggunakan kajian pustaka,observasi, dan wawancara secara mendalam dengan Manajer Litbang Rumah Amal Salman sebagai data primer dan sekunder. Dari hasil penelitian menunjukan bahwa pada tahapan Formulasi Strategi tentang perumusan visi,misi dan tujuan Rumah Amal Salman dengan melakukan analisis lingkungan sekitarnya terlebih dahulu untuk mempertahankan kekuatan dan mengambil peluang yang ada sehingga bisa meminimalisir kelemahan dan ancaman yang terjadi pada lingkungan sekitar sehingga bisa meningkatkan fundraising zakat.Sedangkan pada tahap Implementasi Strategi yaitu penerapan perencanaan strategis pada program kerja jangka pendek yaitu pada program Salman Day Out Picnic, jangka menengah yaitu program Kampung bangkit, dan jangka panjang yaitu pada program Manajemen kinerja Ekselen Kriteria Zakat. Dan tahapan terakhir yaitu Evaluasi Strategi yaitu mengevaluasi seluruh kegiatan kerja yang berskala jangka pendek, jangka menengah, dan jangka panjang.Untuk menghasilkan inovasi terbaru pada perencanaan stretgis pada program berikutnya. Oleh karena itu, dapat disimpulkan bahwa manajemen strategik Rumah Amal Salman telah dijalankan dengan baik dan menunjukan keberhasilan yang signifikan dalam upaya meningkatkan Fundraising Zakat. This research aims to find out how the stages of Strategic Management that starts from Strategy Formulation, Strategy Implementation and the last Evaluasi Strategy used Rumah Amal Salman. The data collection techniques using literature review, observation and in depth interviews whit the Rumah Amal Salman research and development manager as secondary and primary data. From the result of the research indicate that in the Formulation Stage of Strategy on the Formulation of vision, mission and objectives of Rumah Amal Salman by conducting the analysis of the surrounding environment in advance to maintain the strength and take the existing opportunities so as to minimize the weaknesses and threats that occur in the surrounding environment so as to increase fundraising zakat. While at the Implementation Strategy stage is the implementation of strategic planning on short term work program that is on Salman Day Out Picnic Program, medium term that isin Kampung Bangkit, and long term that is in program of performance Management of Eccentric Criteria Of Zakat. And the last stage of the Strategy Evalution is to evaluate all work activities that are short term,medium term,and long term. To generate the latest innovations in strategic planning in thenext program. Therefore,it can beconcluded that Rumah Amal Salman Strategic Management has been well executed and shows significant success in efforts to increase the fundraising zakat.

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Siswipraptini, Puji Catur. "PERENCANAAN STRATEGIS SISTEM INFORMASI (Studi kasus : LEMIGAS)." Jurnal Ilmiah FIFO 7, no. 2 (November 1, 2015): 200. http://dx.doi.org/10.22441/fifo.v7i2.1255.

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Perencanaaan Strategis Sistem Informasi menjadi begitu penting ketika isu competitive advantage dan pencapaian target LEMIGAS menjadi fokus bagi manajemen organisasi. LEMIGAS sebagai institusi pemerintah yang bergerak di bidang penelitian dan pengembangan (litbang) kemigasan merasa perlu mengimplementasikan sistem informasi yang baik dengan tujuan untuk meningkatkan efisiensi, efektivitas, dan produktivitas organisasi. Selain itu, kurangnya integrasi data di organisasi, prioritas pengadaan Teknologi Informasi (TI) yang tidak berdasarkan kebutuhan bisnis, serta strategi teknologi yang tidak selaras menjadi isu yang mendasari kebutuhan LEMIGAS akan perencanaan strategis Sistem Informasi/Teknologi Informasi (SI/TI). Tulisan ini dibuat agar dapat menghasilkan suatu usulan Perencanaan Strategis Sistem Informasi bagi LEMIGAS yang mendukung rencana strategis (strategic plan) dan rencana bisnis (business plan) mereka. Deliverables dari proses ini adalah strategi manajemen SI/TI (IS/IT management Strategy), strategi SI bisnis (business IS strategy), dan strategi TI (IT strategy). Manajemen Strategi SI/TI mencakup usulan struktur organisasi unit TI yang baru dan beberapa prinsip penerapan TI. Sedangkan strategi SI bisnis (business IS strategy) berisi usulan aplikasi-aplikasi yang sebaiknya diimplementasikan. Selanjutnya, strategi TI menjelaskan rencana inftrastruktur TI dan strategi implementasi IS/IT di LEMIGAS.

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Heriadi, Agustono, Mohammad Suyanto, and Sudarmawan Sudarmawan. "Perencanaan Strategis Sistem Informasi STMIK Cahaya Surya Kediri." Creative Information Technology Journal 1, no. 1 (April 2, 2015): 15. http://dx.doi.org/10.24076/citec.2013v1i1.6.

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Meningkatnya jumlah perguruan tinggi mengakibatkan semakin tingginya persaingan. STMIK Cahaya Surya Kediri adalah sebuah institusi pendidikan tinggi yang memiliki satu program pendidikan S1 Sistem Informasi. Dalam industri usaha jasa, sistem informasi merupakan alat yang dapat membantu memenangkan persaingan. Perencanaan strategis sistem informasi menjadi salah satu kunci sebelum menerapkan sistem informasi dan teknologi informasi pada perusahaan. Perencanaan strategis yang tepat dapat mendukung rencana dan pengembangan bisnis perusahaan. STMIK Cahaya Surya Kediri belum memiliki perencanaan strategis sistem informasi. Bentuk perencanaan strategis sistem informasi yang akan dibahas dalam kajian ini menggunakan metodologi Ward and peppard dengan alat bantu metode analisis Value Chain untuk analisa lingkungan bisnis internal, Five Forces Model untuk analisa lingkungan bisnis eksternal, dan McFarlan Strategic Grid untuk analisa kondisi SI/TI internal saat ini. Hasil dari analisis ini mendefinisikan perencanaan strategis sistem informasi berupa strategi bisnis sistem informasi, strategi manajemen sistem informasi dan teknologi informasi, strategi sistem informasi, gap analisis sistem informasi, dan rencana implementasi.The increasing the number of college resulting in the higher competition. STMIK Cahaya Surya Kediri is an institution of higher education that have an educational program S1 Information System. In the business services industry, information system is a tool that can help win the competition. Strategic planning of information systems to be one of the key before implementing information systems and information technology in the enterprise. Proper strategic planning to support the company's plans and business development. STMIK Cahaya Surya Kediri not have a strategic planning information system. Form of strategic planning of information systems that will be discussed in this study using a methodology Ward and Peppard with aids Value Chain analysis method for internal business environment analysis, Five Forces Model for the analysis of the external business environment, and McFarlan Strategic Grid to analyze the condition of the IS/IT internal current. The results of this analysis defines the strategic planning of information systems in the form of business strategy information systems, information systems and information technology management strategy, information systems strategy, information systems gap analysis, and implementation plan.

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Ekowati, Dian. "Pengaruh Implementasi Quality Management System ISO 9001:2000 terhadap Kinerja Rumah Sakit Duren Sawit." Kesmas: National Public Health Journal 2, no. 3 (December 1, 2007): 127. http://dx.doi.org/10.21109/kesmas.v2i3.268.

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Upaya organisasi meningkatkan produksi jasa pelayanan kesehatan melalui implementasi Quality Management System ISO 9001:2000 secara sistematis, menyeluruh dan sinambung seharusnya mampu menampilkan kinerja yang efektif dan efisien. Penelitian ini bertujuan untuk memperoleh gambaran mengenai peran implementasi QMS ISO 9001:2000 terhadap kinerja Rumah Sakit Duren Sawit yang akan diukur melalui pendekatan kerangka strategis Balanced Scorecard serta identifikasi kesenjangan dalam organisasi untuk menganalisis kesiapan implementasi manajemen strategis Balanced Scorecard di Rumah Sakit Duren Sawit. Hasil penelitian menggambarkan bahwa melalui pemahaman dan implementasi yang QMS ISO 9001:2000 konsistensi, Rumah Sakit Duren Sawit mampu menghasilkan kinerja organisasi yang efektif dan efisien. serta berhasil menganalisis kesiapan Rumah Sakit Duren Sawit untuk mengimplementasikanmanajemen strategis Balanced Scorecard melalui identifikasi kesenjangan dalam mengumpulkan sumber informasi untuk mengukur indikator-indikator hasil yang merupakan rambu-rambu bagi keberhasilan pencapaian sasaran strategis organisasi.Kata kunci : QMS ISO 9001:2000, kerangka strategi, balance scorecardAbstractThe organization effort to improve health care service production through implementation of Quality Management System ISO 9001:2000 in a systematic, comprehensivelyand continuously should results in effective and efficient performance. This study objective is to observe the role of Quality Management System ISO 9001:2000 implementation on performance of Duren Sawit Hospital measured by Balance Scorecard strategic frame approach to analyze the readinessof the hospital to implement Balance Scorecard strategic management. The study results show that through understanding and consistent implementation of QMS ISO 9001:2000 Duren Sawit Hospital can produce effective and efficient organization performance. This study also provide analysis on the readiness of Duren Sawit Hospital to implement Balance Scorecard strategic management and identify the gaps of sources of information to measure indicators toachieve organization strategic objectives.Keywords : QMS ISO 9001:2000, strategic frame, balance scorecard

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Kurniawan, Asep, A. Bachrun Rifa'i, and Arif Rahman. "Manajemen Strategik Pondok Pesantren dalam Pengkaderan Da’i Berkualitas." Tadbir: Jurnal Manajemen Dakwah 1, no. 1 (March 30, 2016): 51–68. http://dx.doi.org/10.15575/tadbir.v1i1.127.

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Penelitian ini menjelaskan manajemen strategik (formulasi, implementasi serta evaluasi strategi) pada Pondok Pesantren Terpadu Darussyifa Al-fitroh dalam rangka menyiapkan kader da’i yang berkualitas. Metode yang digunakan dalam penelitian ini adalah metode deskriptif, pengumpulan data dilakukan dengan menggunakan teknik observasi, studi dokumentasi dan wawancara. Penelitian ini menemukan bahwa keputusan strategi Pondok Pesantren Terpadu Darussyifa Al-fitroh adalah mendukung kebijakan pertumbuhan yang agresif yang diformulasikan dalam strategi utama berupa pertumbuhan terkonsentrasi, berdasarkan analisis lingkungan internal dan eksternalnya, juga implementasi yang terkoordinir, baik dalam (struktural, kepemimpinan maupun budaya), disertai program, anggaran dan prosedur pelaksanaan yang jelas. Serta tingkat evaluasi strategi yang intensif sehingga inovasi dan pengendalian strategi selalu sesuai dengan tuntutan dan perubahan zaman. Sehingga dapat disimpulkan bahwa manajemen strategik pada Pondok Pesantren Terpadu Darussyifa Al-fitroh telah di jalankan dengan baik dan menunjukan keberhasilan yang signifikan dalam upaya menyiapkan kader da’i berkualitas. This study explains strategic management (the formulation, implementation and evaluation of strategies) at Darussyifa Al-fitroh Integrated Islamic Boarding School in order to prepare qualified da'i cadres. The method used in this research is descriptive method, data collection is done using observation techniques, documentation studies and interviews. This study found that the strategic decision of Darussyifa Al-fitroh Integrated Islamic Boarding School was to support aggressive growth policies formulated in the main strategy of concentrated growth, based on internal and external environmental analysis, as well as coordinated implementation, both in (structural, leadership and cultural), accompanied by clear programs, budgets and implementation procedures. As well as an intensive level of strategy evaluation so that innovation and strategy control are always in accordance with the demands and changing times. So it can be concluded that strategic management at Darussyifa Al-fitroh Integrated Islamic Boarding School has been run well and shows significant success in the effort to prepare qualified da'i cadres.

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Dressler, Marc. "Strategic Channel Management of Saint Bernhard Winery: Direct Versus Indirect Sales." Wine Business Case Research Journal 2, no. 1 (April 13, 2018): 69–83. http://dx.doi.org/10.26813/wbcrj/2018.02.01/strategic.

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Anas, Riko, and Aisyah Syafitri. "Langkah Strategis untuk Kemajuan Pendidikan." Al-Marsus : Jurnal Manajemen Pendidikan Islam 1, no. 1 (June 30, 2023): 16. http://dx.doi.org/10.30983/al-marsus.v1i1.6447.

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<div class="WordSection1"><div align="center"><table width="548" border="1" cellspacing="0" cellpadding="0"><tbody><tr><td valign="top" width="406"><p align="left"><strong><em>Abstrak</em></strong></p><p>Langkah strategis untuk kemajuan pendidikan sangat berguna sebagai bahan pertimbangan para pemangku kepentingan dalam merencanakan perencanaan pendidikan melalui langkah-langkah kunci dalam langkah strategis sehingga tujuan yang ingin dicapai dapat terlaksana dengan baik dan dapat meminimalisir resiko serta kemungkinan yang akan terjadi terutama pada zaman 4.0. Penelitian ini bertujuan menjelaskan bagaimana langkah strategis untuk kemajuan pendidikan dengan menggunakan pendekatan kepustakaan <em>(library research). </em>Penelitian ini menggali obyek penelitiannya berdasarkan beragam informasi yang bersumber dari kepustakaan (ensiklopedi, buku, jurnal ilmiah, majalah, koran dan dokumen). Penelitian ini menunjukkan bahwa kerangka pengembangan pendidikan terdiri atas lima langkah utama, di antaranya perumusan misi, asesmen lingkungan internal dan eksternal, perumusan tujuan, pemilihan strategi, dan pemeliharaan strategi. Setiap langkah dalam kerangka ini memiliki peran penting dalam merumuskan langkah strategis yang baik. Dalam era yang kompleks dan cepat berubah, lembaga pendidikan harus menerapkan langkah strategis dengan cermat untuk mencapai visi dan misi mereka. Dengan memahami konsep langkah strategis, menetapkan tujuan yang jelas, dan menerapkan analisis SWOT, lembaga pendidikan dapat mengambil langkah-langkah yang efektif untuk meningkatkan kualitas dan efisiensi pendidikan mereka. Dengan demikian, langkah strategis adalah landasan yang krusial untuk kemajuan pendidikan di masa depan.</p><p><strong>Kata Kunci : </strong>Langkah Strategis, Manajemen Strategi, Kemajuan Pendidikan</p><p> </p><p><strong><em>Abstract</em></strong><em></em></p><p><em>Strategic steps for the advancement of education are very useful as material for consideration by stakeholders in planning educational planning through key steps in strategic steps so that the goals to be achieved can be carried out properly and can minimize the risks and possibilities that will occur, especially in the 4.0 era. This study aims to explain how strategic steps are for the advancement of education using a library approach(library research). This study explores the research object based on a variety of information sourced from the literature (encyclopedias, books, scientific journals, magazines, newspapers and documents). This study shows that the educational development framework consists of five main steps, including mission formulation, internal and external environment assessment, goal formulation, strategy selection, and strategy maintenance. Each step in this framework has an important role in formulating a good strategic move. In a complex and rapidly changing era, educational institutions must carefully implement strategic steps to achieve their vision and mission. By understanding the concept of strategic moves, setting clear goals, and applying SWOT analysis, educational institutions can take effective steps to improve the quality and efficiency of their education. Thus, strategic steps are a crucial foundation for the advancement of education in the future.</em></p><p align="left"><strong><em>Keyword : </em></strong><em>Strategic Steps, Strategic Management, Education Progress</em></p></td></tr></tbody></table></div></div>

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Dewi, Ratna, and Meri Sandora. "ANALISIS MANAJEMEN STRATEGI UIN SUSKA RIAU DALAM MEMPERSIAPKAN SARJANA YANG SIAP BERSAING MENGHADAPI MEA." Jurnal EL-RIYASAH 10, no. 1 (August 20, 2019): 74. http://dx.doi.org/10.24014/jel.v10i1.7584.

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Abstract At present universities are faced with a variety of very complex problems. One of the problems for universities is their ability to create quality human resources, who are able to compete against the AEC. To see how UIN Suska Riau's strategy in preparing graduates who are ready to compete against the AEC, the research team used qualitative methods, by gathering information from all policy makers starting from the department level (study program), faculty to university level, amounting to 72 people. By referring to the theory of strategy management conveyed by Hunger, the research team obtained the answer of this research that the strategy management of UIN Suska Riau in preparing scholars who are ready to compete against the MEA is contained in the 2014-2033 UIN Suska Riau strategic plan that answers the needs and challenges of globalization which includes several the processes include environmental observation (external and internal), preparation of vision, mission, and objectives of UIN Suska Riau, making strategic formulations, implementing them and evaluating and controlling the implementation of ongoing activities / programs. However, from the information gathered by the research team, in the process of implementing strategic management there are still many problems that cause the process to not be carried out effectively.Keywords; Strategy Management, MEAAbstrakPada saat ini perguruan tinggi dihadapkan pada berbagai macam persoalan yang sangat kompleks. Salah satu persoalan bagi perguruan tinggi adalah kemampuannya menciptakan sumber daya manusia yang berkualitas, yang mampu bersaing menghadapi MEA. Untuk melihat bagaimana strategi UIN Suska Riau dalam mempersiapkan sarjana yang siap bersaing menghadapi MEA, tim peneliti menggunakan metode kualitatif, dengan menggali informasi dari seluruh pengambil kebijakan mulai dari tingkat jurusan (prodi), fakultas sampai tingkat universitas yang berjumlah 72 orang. Dengan nerujuk kepada teori manajemen strategi yang sampaikan oleh Hunger, tim peneliti memperoleh jawaban penelitian ini bahwa manajemen strategi UIN Suska Riau dalam mempersiapkan sarjana yang siap bersaing menghadapi MEA tertuang dalam rencana strategi UIN Suska Riau 2014-2033 yang menjawab kebutuhan dan tantangan globalisasi yang mencakup beberapa proses diantaranya pengamatan lingkungan (eksternal dan internal), penyusunan visi, misi, dan tujuan UIN Suska Riau, membuat formulasi strategis, mengimplementasikannya dan melakukan evaluasi dan pengendalian terhadap pelaksanaan kegiatan/program yang sedang berjalan. Namun dari informasi yang dikumpulkan tim peneliti, pada proses pengimplementasian manajemen strategis masih banyak terdapat beberapa permasalahan yang menyebabkan proses tersebut tidak terlaksana secara efektif. Kata Kunci; Manajemen Strategi, MEA

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Manisha gaur, Manisha gaur. "Cost and Strategic Management - Application, Framework and Strategies for the Growth of Sme Sector." Indian Journal of Applied Research 1, no. 9 (October 1, 2011): 154–56. http://dx.doi.org/10.15373/2249555x/jun2012/55.

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Samsidar, Eri, and Ahmad Nazir. "RENCANA STRATEGIS DAN RENCANA OPERASIONAL DALAM LEMBAGA PENDIDIKAN ISLAM." Al-Khair Journal : Management, Education, And Law 1, no. 1 (October 8, 2021): 11. http://dx.doi.org/10.29300/kh.v1i1.5444.

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Abstrak: Rencana strategis masih lemah dalam mengelola kondisi saat ini dan proyeksi kondisi masa depan, seperti perencanaan jangka panjang atau jangka menengah dalam menentukan tujuan dan sasaran strategis, dan rencana operasional masih lemah pada tingkat sumberdaya manusia. Menggunakan metode kualitatif deskriptif. Tujuan tulisan ini memetakan dan menganalisis rencana strategis dan rencana operasional dalam lembaga pendidikan Islam. Hasilnya menunjukkan; Pertama, rencana strategis sebagai kebijakan penting sebagai dasar dalam membuat program kelembagaan dalam merumuskan visi, misi dan tujuan dengan melibatkan stakeholders. Rencana strategis sebagai usaha sistematis dan formal suatu lembaga untuk memperjelas sasaran utama, kebijakan-kebijakan dan strategi. Kedua, Rencana operasional sebagai penerapan program pencapaian visi, misi dan tujuan berupa langkah nyata dalam pengoperasionalan sebuah lembaga pendidikan Islam, dan Ketiga, Hubungan rencana strategis dengan rencana operasional merupakan satu kesatuan dan tidak dapat dipisahkan dalam pengembangan lembaga pendidikan. Penulis dapat menyarankan dalam penulisan ini untuk melibat perspektif unsur kepemimpinan dan pengelola dengan mengakomodasi pengalaman dan masalah yang dihadapi dalam mengelola rencana strategis dan rencana operasional dalam lembaga pendidikan Islam, sehingga solusi yang menyeluruh dapat ditemukan. Kata Kunci: Rencana Strategis, Rencana Operasional, Lembaga Pendidikan Islam. Abstract: Strategic plans are still weak in managing current conditions and projected future conditions, such as long-term or medium-term planning in determining strategic goals and objectives, and operational plans are still weak at the human resource level. Using descriptive qualitative method. The purpose of this paper is to map and analyze strategic plans and operational plans in Islamic educational institutions. The results show; First, the strategic plan as an important policy as the basis for making institutional programs in formulating vision, mission and goals by involving stakeholders. Strategic plan as a systematic and formal effort of an institution to clarify the main objectives, policies and strategies. Second, the operational plan as the implementation of the program to achieve the vision, mission and goals in the form of concrete steps in the operation of an Islamic educational institution, and Third, the relationship between the strategic plan and the operational plan is an integral part and cannot be separated in the development of educational institutions. The author can suggest in this paper to involve the perspective of leadership and management elements by accommodating the experiences and problems encountered in managing strategic plans and operational plans in Islamic educational institutions, so that a comprehensive solution can be found.Keywords: Strategic Plan, Operational Plan, Islamic Educational Institution.

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Kholili, Ahmad Nurdin, and Syarief Fajaruddin. "Manajemen strategik peningkatan mutu lembaga pendidikan Muhammadiyah di Kabupaten Gunungkidul." Jurnal Akuntabilitas Manajemen Pendidikan 8, no. 1 (July 14, 2020): 53–69. http://dx.doi.org/10.21831/jamp.v8i1.31630.

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Penelitian ini bertujuan untuk: 1.) Mengkaji implementasi manajemen strategik peningkatan mutu lembaga pendidikan Muhammadiyah di SMP Al-Mujahidin dan SMP Muhammadiyah Semin Kabupaten Gunungkidul; dan 2.) Menemukan formulasi alternatif manajemen strategik lembaga pendidikan Muhammadiyah dalam meningkatkan mutu sekolah di Kabupaten Gunungkidul. Penelitian ini adalah penelitian studi kasus yang bersifat kualitatif, dengan mengunakan metode observasi, interview dan dokumentasi terhadap dua lembaga pendidikan Muhammadiyah. Teknik analisis data menggunakan teori Miles dan Huberman dengan tahapan reduksi data, penyajian data dan kesimpulan. Hasil penelitian menunjukkan bahwa implementasi manajemen strategik yang dilakukan oleh SMP Muhammadiyah Al-Mujahidin dan SMP Muhammadiyah Semin melibatkan semua stakeholder. Sekolah terlebih dahulu merumuskan visi misi sekolah dengan mempertimbangkan faktor internal dan eksternal lingkungan sekolah, dilanjutkan merumuskan tujuan dan target mutu sekolah diikuti dengan penentuan strategi yang akan digunakan oleh sekolah demi terealisasinya semua target mutu yang disepakati. Implementasi strategi yang dilakukan SMP Muhammadiyah Al-Mujahidin dan SMP Muhammadiyah Semin dalam meningkatkan mutu sekolah adalah dengan menjabarkan dan melaksanakan semua strategi yang telah dirumuskan dalam bentuk kegiatan-kegiatan terprogram dan terukur. Evaluasi strategi yang digunakan SMP Muhammadiyah Al-Mujahidin dan SMP Muhammadiyah Semin adalah melalui rapat formal maupun informal. AbstractThe objective of the present study is to: 1.) Review the implementation of strategic management for the improvement of the Muhammadiyah educational institution quality in the context of Al-Mujahidin Junior High School and Muhammadiyah Junior High School Semin, the Regency of Gunungkidul; and 2.) Identify the alternative formula for the implementation of the strategic management within the Muhammadiyah educational institution quality toward the improvement of the school quality in the Regency of Gunungkidul. The nature of the study is qualitative research using observation, interview, and documentation with two Muhammadiyah educational institutions as the objects of the study. Throughout the data analysis, the technique that has been implemented is the data analysis technique proposed by Miles & Huberman under the following sequence: (1) data reduction; (2) data presentation; and (3) conclusions. The results of the study show that the implementation of strategic management by the Al-Mujahidin Junior High School and the Muhammadiyah Junior High School Semin has involved all stakeholders. The two Muhammadiyah educational institutions formulate the school vision and the school mission in the very first place with considerations toward the internal factors and the external factors of the school environment. Then, the two Muhammadiyah educational institutions proceed to the formulation of the objectives and the targets for the school quality followed by the definition of the school strategy in achieving all of the quality targets that have been formulated. Furthermore, the strategic management by the Al-Mujahidin Junior High School and the Muhammadiyah Junior High School Semin in improving the school quality is elaborating and implementing all strategies that have been formulated in the form of programmed and measured activities. The strategies will be evaluated by the Al-Mujahidin Junior High School and the Muhammadiyah Junior High School Semin through the mechanism of both formal and informal meetings.

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Lesnikova, Petra, Jarmila Schmidtova, and Izabela Cichocka. "Strategy formulation activities with emphasis on strategic management tools and techniques in Slovak companies." Problems and Perspectives in Management 21, no. 3 (July 11, 2023): 54–68. http://dx.doi.org/10.21511/ppm.21(3).2023.05.

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The importance and benefits of strategic management in the business sphere are declared in studies worldwide. It represents an extensive area for research. The purpose of this paper is to evaluate the strategy formulation activities as well as the strategic management tools and techniques used by Slovak companies. Data on 365 manufacturing companies were obtained through an online questionnaire during 2020–2021. Selected methods of inductive statistics helped to analyze the data (the Pearson chi-square test and interval estimates for population proportion). The results show that the potential of analyzed strategy formulation activities is not filled in the Slovak companies. Enterprises only perform certain activities, and attention is focused mainly on setting strategic goals. It prevails a small orientation to sustainable development in strategic goals (only 22% of enterprises). The most used strategic management tools and techniques consist of an analysis of company resources, SWOT analysis, and customer satisfaction. From the point of view of the manufacturing area, no significant differences are defined in the use of the tools. The future management directions should include a variety of strategic management tools from the external environment. At the same time, the given tools should be supplemented with newer strategic tools ensuring flexibility and adaptation to dynamically changing conditions. AcknowledgmentWe wish to thank project VEGA: Scientific Grant Agency of the Ministry of Education, Science, Research and Sport of the Slovak Republic (Project No.1/0093/23 Research on the circular economy potential in the Slovak business environment in the production of innovative products based on recycled materials wood – rubber – plastic).

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Teguh Widayanto, Mutinda, Dedi Joko Hermawan, Junaidi, and Mohammad Natsir. "Implementasi Manajemen Strategik dan Hubungannya Dengan Keberlangsungan (Going Concern) Usaha." SKETSA BISNIS 7, no. 2 (December 30, 2020): 72–83. http://dx.doi.org/10.35891/jsb.v7i2.2306.

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This research analyze how far The Micro, Small and Medium Enterprises (MSME) implement Strategic Management in their business and to examine the relationship between Strategic Management Implementation and Business Going Concern. The population is the MSMEs in Probolinggo Regency, and the sample selection uses purposive sampling. The Hypothesis Testing is to see the relationship between Strategic Management Implementation and Going Concern using the Structural Equation Model (SEM) approach based on Partial Least Square (PLS). The results show that the level of Strategic Management Implementation is at a high level, while the results of statistical tests show that there is a significant positive effect between Strategic Management Implementation and Business Going Concern. Refers to this reseach, the effort to enhance the MSMEs understanding on Strategic management should be done in order they could maintain and surviving their business. _________________________________________________________________ Penelitian ini menganalisis sejauh mana UMKM mengimplementasikan Manajemen Strategik dalam aktivitas usaha mereka dan menguji bagaimanakah hubungan antara Implementasi Manajemen Strategik dengan Keberlangsungan (Going Concern) Usaha. Populasi penelitian ini adalah UMKM yang ada di Kabupaten Probolinggo, purposive sampling adalah metode pemilihan sampel yang digunakan yaitu dilakukan dengan pertimbangan kriteria tertentu. Pengujian Hipotesis untuk melihat hubungan Implementasi Manajemen Strategik dengan Keberlangsungan (Going Concern) Usaha dilakukan dengan pendekatan SEM (Structural Equation Model) berbasis PLS (Partial Least Square). Hasil penelitian menunjukkan bahwa tingkat Implementasi Manajemen Strategik berada pada kategori tinggi, hasil uji statistik menunjukkan bahwa terdapat pengaruh positif yang signifikan antara Implementasi Manajemen Strategik dengan Keberlangsungan (Going Concern) Usaha.

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Suriansha, Reza, and Hendro Sasongko. "Enterprise Architecture Management and its Role in Corporate Strategic Management." Journal of Economics and Business UBS 11, no. 1 (June 20, 2022): 72–78. http://dx.doi.org/10.52644/joeb.v11i1.83.

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Enterprise Architecture (EA) merupakan salah satu aspek penting dalam mengintegrasikan sistem informasi manajemen perusahaan secara terstruktur. Akan tetapi, peneliti berpendapat banyak perusahaan belum mengimplementasikan sistem EA secara maksimal. Saat ini, perusahaan hanya mengimplementasikan aktivitas EA dalam mengintegrasikan operasional perusahaan dengan penggunaan teknologi, sedangkan EA secara luas mencakup proses bisnis sehingga perusahaan dapat mengembangkan strategi dalam meningkatkan bisnisnya. Tujuan penelitian ini adalah 1. Untuk memberikan gambaran rinci tentang EA sebagai instrumen potensial untuk manajemen strategis perusahaan 2. Untuk mengetahui dukungan yang dapat diberikan oleh manajemen EA, sebagai praktik keseluruhan dalam mengembangkan dan memelihara EA dalam manajemen strategis perusahaan dan pada konsepsi apa arsitektur bisnis ini didasarkan 3. Untuk menganalisis manajemen EA yang perlu dikembangkan untuk meresapi manajemen strategis perusahaan dengan lebih dalam. Penelitian ini menggunakan metode wawancara semi terstruktur dengan menggunakan tiga faktor yaitu motivasi bisnis, model bisnis dan eksekusi bisnis. Kesimpulan penelitian ini adalah adanya tiga lapisan kerangka kerja yang saling terkait, yaitu motivasi bisnis, model bisnis dan eksekusi bisnis. EA telah diterapkan dalam tugas manajemen strategis perusahaan seperti dalam analisis strategis, pilihan strategis, desain eksekusi bisnis, penilaian kesiapan transformasi bisnis, perencanaan implementasi strategis, tinjauan strategi dan tata kelola strategis.

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Susilawati, Made. "Akuntansi Manajemen Strategik Pada Koperasi (Strategic Management Accounting In Cooperatives)." Akutansi Bisnis & Manajemen ( ABM ) 29, no. 2 (October 3, 2022): 102. http://dx.doi.org/10.35606/jabm.v29i2.1107.

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The purpose of this study is to examine how important strategic management accounting is in advancing cooperatives. This study uses a qualitative method through a case study approach. Data were collected through interviews, observation, and literature study. The object of the research is the application of strategic management accounting in cooperatives. The findings of this study are management accounting strategies contribute to advancing cooperatives, but there are still few cooperatives that apply strategic management accounting strategies due to constraints on understanding the roles and functions of cooperative elements, recruiting members and selecting cooperative management, capital, systems and technology, and commitment. These obstacles can be overcome by implementing strategic management accounting which stimulates to collect information, analyze, interpret, recommend solution strategies, and communicate to cooperative management so that they can be used as considerations related to decision making in planning, controlling, evaluating, and continual improvement.

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Alam, Agum Restu, Saeful Anwar, and Asep Iwan Setiawan. "Manajemen Strategis Pendayagunaan Zakat Infak dan Shadaqah dalam Pengentasan Kemiskinan." Tadbir: Jurnal Manajemen Dakwah 4, no. 4 (December 31, 2019): 363–86. http://dx.doi.org/10.15575/tadbir.v4i4.1554.

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Tujuan dari penelitian ini untuk mengetahui bagaimana keberhasilan MAI dalam mengentaskan kemiskinan melalui program bina dengan pendayagunaan zakat, infak dan shadaqah yang produktif serta tahapan Manajemen Strategis yang ada di MAI. Metode yang digunakan adalah metodeideskriptif dengan pendekatan kualitatif, dengan teknik pengumpulan data yang dihimpun melalui teknik observasi, wawancara, studi dokumen dan studi pustaka. Hasil penelitian menunjukan bahwa proses pendayagunaan MAI pada tahapan Analisis Lingkungan telah dilakukan untuk memaksimalkan kekuatan dan memanfaatkan peluang yang ada sehingga dapat meminimalisir kelemahan dan ancaman sehingga proses pendayagunaan dapat mengentaskan kemiskinan. Tahapan Formulasi Strategi berupa perumusan visi, tujuan, strategi, dan kebijakan telah diprogram secara sistematis. Selanjutnya Implementasi Strategi dengan membuat lima program utama yang dibuat secara matang dan profesional. Terakhir tahapan Evaluasi dan Pengendalian Strategi dengan melakukan evaluasi secara berkala dan sistematis sehingga pengendalian program dapat dilakukan dengan baik sesuai prosedur. Kata Kunci: Manajemen Strategis; Pendayagunaan; Zakat; Kemiskinan. The purpose of this study is to find out how the success of MAI in alleviating poverty through community development programs by utilizing productive zakat, infaq and shadaqah as well as the stages of Strategic Management in MAI. The method used is a descriptive method with a qualitative approach, with data collection techniques collected through observation, interviews, document studies and literature studies. The results showed that the process of utilizing the MAI at the Environmental Analysis stage had been carried out to maximize strengths and take advantage of existing opportunities so as to minimize weaknesses and threats so that the empowerment process could reduce poverty. The Stages of Strategy Formulation in the form of vision, goals, strategies and policies have been systematically programmed. Next Implementation Strategy by making five main programs that are made in a mature and professional manner. The last step is the Evaluation and Control Strategy by conducting periodic and systematic evaluations so that program control can be carried out properly according to procedures.Keywords: Strategic Management; Utilization; Alms; Poverty.

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Krisnugrahanto, Pratomo Aji, and Denny Zulkaidi. "Strategi Terintegrasi untuk Pengelolaan Kawasan Cagar Budaya di Kota Surakarta." KALPATARU 29, no. 2 (November 30, 2020): 65–86. http://dx.doi.org/10.24832/kpt.v29i2.623.

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Abstract. Every cultural heritage has different strategic management depends on its context. This research focused on the lack of good management strategy for Cultural Heritage Area in Surakarta City. The aims of this study is to formulate an integrated strategic management for cultural heritage areas in Surakarta City. This research used qualitative exploratory methodology with inductive approach. Primary data were obtained from field observations and interviews with sources related to cultural preservations, while secondary data were obtained from Surakarta City planning documents. The strategic management aimed for the community and government, therefore the internal variable is the condition of four aspects strategic management owned by the community and the city government, while the external variable is from outside the community and the city government. This research produces 73 strategy formulations which are summarized into 43 formulations based on the predicated similarity. The designation of strategy for managing Cultural Heritage Area is divided into two parts, which are 13 strategies for the scale of Surakarta City and 30 strategies for each region. Management integration can be seen from these strategies that are divided into each aspect to support the management of Cultural Heritage Area in Surakarta City. Keywords: Strategic Management, Cultural Heritage Area, Surakarta City Abstrak. Setiap cagar budaya membutuhkan strategi pengelolaan yang berbeda sesuai dengan konteks cagar budaya. Keberadaan bangunan dan kawasan cagar budaya menjadi permasalahan tersendiri bagi perkembangan kota Surakarta. Sampai saat ini, kota Surakarta belum memiliki strategi pengelolaan kawasan cagar budaya yang terintegrasi. Penelitian ini merumuskan strategi pengelolaan kawasan cagar budaya yang terintegrasi di kota Surakarta. Metode penelitian yang digunakan adalah eksploratif kualitatif dengan pendekatan induktif. Data primer diperoleh dari observasi KCB dan wawancara dengan narasumber terkait cagar budaya, sedangkan data sekunder diperoleh dari dokumen perencanaan kota Surakarta. Strategi pengelolaan ditujukan masyarakat dan Pemerintah Kota Surakarta sehingga variabel internal adalah kondisi aspek strategi pengelolaan yang dimiliki masyarakat dan pemerintah kota, sedangkan variabel eksternal adalah kondisi aspek strategi pengelolaan dari luar masyarakat dan pemerintah kota. Penelitian ini menghasilkan 73 rumusan strategi yang kemudian diringkas menjadi 43 rumusan berdasarkan kesamaan predikat dan makna. Peruntukan strategi terbagi dalam 13 strategi pengelolaan kawasan cagar budaya untuk skala kota Surakarta, 30 strategi pengelolaan kawasan cagar budaya untuk setiap kawasan. Integrasi pengelolaan dapat diketahui dari adanya 17 strategi yang merupakan ringkasan dari 43 strategi dan digolongkan sesuai aspek pengelolaan kawasan cagar budaya. Kata kunci: Strategi Pengelolaan, Kawasan Cagar Budaya, Kota Surakarta

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Hron, J. "Knowledge and strategic management." Agricultural Economics (Zemědělská ekonomika) 52, No. 3 (February 17, 2012): 101–6. http://dx.doi.org/10.17221/5001-agricecon.

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The article summarizes recent developments in the field of knowledge management and its vital influence on strategic management. Knowledge has become a resource of key importance with regard to the competitive advantage of a business. It thus strengthens the resource-based view of competitive advantage and develops it further by providing guidelines for developing, storing, and sharing knowledge within a business with the use of the concept of organisational learning. Tacit and explicit knowledge is distinguished in order to differentiate their contribution towards the competitiveness of a business. Based on these developments major trends affecting current development of strategic management are defined as well as recommendations drawn from the experience of leading subjects in the field.

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Maddinsyah, Ali, Dayat Hidayat, Juhaeri Juhaeri, Denies Susanto, and Denok Sunarsi. "DESAIN FORMULASI DAN IMPLEMENTASI BISNIS STRATEGIK DENGAN PENDEKATAN BUSINESS MODEL CANVAS (BMC) TERINTEGRASI KERANGKA INTEGRATED PERFORMANCE MANAGEMENT SYSTEM (IPMS) PADA KOPERASI ASPERINDO." Inovasi 7, no. 2 (December 8, 2020): 67. http://dx.doi.org/10.32493/inovasi.v7i2.p67-76.8141.

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ABSTRAK Tujuan dari penelitian untuk menciptakan, merancang dan membuat desain formulasi bisnis strategik dengan menggunakan pendekatan elemen Business Model Canvas (BMC) dan kerangka Integrated Performance Management System (IPMS) sehingga dapat di implementasikan secara tepat pada Koperasi Asperindo. Metode yang digunakan yaitu teknik pengumpulan dilakukan dengan teknik trianggulasi (gabungan), analisis data bersifat induktif/kualitatif. Hasil analisis redesain BMC Koperasi Asperindo didapat 5 komponen yang harus dioptimalisasi diantaranya : Value Propotions. Customer Relations Channels, Key Resource dan Key Partners. Setelah itu mengintegrasikan BMC dengan perancangan kinerja Koperasi Asperindo dengan metode IPMS Framework. Sistem manajemen kinerja dibuat agar sesuai dengan visi, misi dan strategi koperasi. Karena itu, Analisis SWOT dan BMC serta peta strategi digunakan untuk mendapatkan kinerja variabel yang sesuai untuk keberhasilan usaha Koperasi Asperindo. hasil perancangan pengukuran kinerja koperasi dihasilkan 31 sasaran strategis (KPI Koperasi Asperindo). Hasil tersebut merupakan terjemahan dari 9 elemen Building BMC redesain koperasi. Dalam membuat skema penerapan IPMS terdapat lima langkah utama, yaitu: mengembangkan strategi, merencanakan strategi, menyelaraskan organisasi, implementasi, & monitoring dan pembelajaran.Kata Kunci : Koperasi, Logistik, SWOT, QSPM, BMC, IPMS, AHP, KPI, Peta Strategi

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Alomar, Iyad, and Nejmeddine Abdallah. "The challenges facing the aviation industry managers in crisis. Logistics management strategies and teamwork management." Systemy Logistyczne Wojsk 56, no. 1 (September 30, 2022): 67–82. http://dx.doi.org/10.37055/slw/155067.

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W niniejszym artykule autorzy przedstawiają ogólny przegląd wpływu kryzysu pandemicznego na branżę lotniczą. Obecny kryzys pandemiczny poważnie wpływa na branżę lotniczą, a w konsekwencji na łańcuch logistyczny na całym świecie, zwłaszcza w drugiej połowie 2019 roku i na początku 2020 roku. Ponieważ branża lotnicza odgrywa bardzo istotną rolę w logistyce transportowej na całym świecie, autorzy przeanalizowali również wpływ sposobu zarządzania przedsiębiorstwem w czasie kryzysu na radzenie sobie z trudnościami i zmniejszenie całkowitych strat firmy. Uważają oni, że dobry i skuteczny menedżer, który określa strategię firmy i jej postrzeganie, jest w stanie uratować branżę poprzez znalezienie alternatywnych metod i narzędzi w technice i technologii utrzymania działalności i zmniejszenia całkowitych strat. Zdolność kierownictwa do bycia zwinnym sprawdza się w takich sytuacjach poprzez dobór odpowiedniego zespołu i polityki. Autorzy przeprowadzili badanie, aby odpowiedzieć na dwa główne pytania: która ze strategii zarządzania jest bardziej adaptacyjna dla organizacji lotniczych w sytuacjach kryzysowych? I jaki jest wpływ zarządzania zespołem na strategię zarządzania w sytuacjach kryzysowych? Z badania wynika, że najlepszą strategią zarządzania organizacjami zajmującymi się obsługą techniczną i naprawami konserwacja, naprawa i dostawa (ang. maintance, repair, operation) są sojusze. Ponadto badanie wskazuje na znaczenie zarządzania pracą zespołową w sytuacjach kryzysowych dla radzenia sobie z negatywnymi konsekwencjami.

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Widyantoro, Pindarko Hanung, and Chris Rudianto. "Perencanaan Strategis Sistem Informasi Menggunakan Metode Ward & Peppard (Studi Kasus : CV. Berkah Rezki Solusindo)." JATISI (Jurnal Teknik Informatika dan Sistem Informasi) 9, no. 4 (December 13, 2022): 3238–49. http://dx.doi.org/10.35957/jatisi.v9i4.2755.

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CV. Berkah Rezki Solusindo merupakan perusahaan yang bergerak di bidang jasa percetakan. Dalam proses pengelolaan data pesanan dan bahan baku, CV. Berkah Rezki Solusindo masih menggunakan metode pencatatan buku sehingga kinerja menjadi tidak efektif dan efisien. Proses pemasaran yang dilakukan CV. Berkah Rezki Solusindo juga masih dilakukan secara manual, hingga belum menarik pelanggan dalam cakupan yang luas. Dari permasalahan yang ada di CV. Berkah Rezki Solusindo, penerapan SI/TI dapat membantu proses bisnis dan pemasaran pada perusahaan. Dengan adanya SI/TI, CV. Berkah Rezki Solusindo dapat mengelola data pesanan dengan efektif dan efisien serta dapat membantu kegiatan pemasaran dengan memanfaatkan internet dalam melakukan promosi produk. Untuk mendapatkan sistem informasi manajemen yang efektif dan efisien, perlu adanya perencanaan strategis yang baik. Maka dari itu dilakukan penelitian tentang perencanaan strategis sistem informasi dengan menggunakan metode Ward & Peppard. Dalam penelitian ini digunakan beberapa tools yang digunakan untuk analisis yaitu SWOT, Value Chain, CSF, dan McFarlan Strategic Grid. Berdasarkan dari hasil penelitian, strategi bisnis dan strategi manajemen SI/TI dapat digunakan oleh CV. Berkah Rezki Solusindo untuk mengembangkan SDM, pasar, dan produk.

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Najmudin, Moh Adi Rifan, Syamsuddin Syamsuddin, and Asep Iwan Setiawan. "Manajemen Strategi Corp Dakwah Santri Al-Jawami dalam Pengkaderan Dai Berkualitas." Tadbir: Jurnal Manajemen Dakwah 4, no. 3 (September 30, 2019): 323–42. http://dx.doi.org/10.15575/tadbir.v4i3.1701.

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Penelitian ini bertujuan: (1) Untuk mengetahui formulasi Corp Dakwah Santri Al-Jawami dalam menyiapkan kader da’i yang berkualitas. (2) Untuk mengetahui implementasi Corp Dakwah Santri Al-Jawami dalam menyiapkan kader da’i yang berkualitas. Penelitian ini merupakan penelitian kualitatif dengan menggunakan metode deskriptif. Pengumpulan data menggunakan teknik observasi, wawancara dan dokumentasi. Analisis data menggunakan penafsiran logika yang dihubungkan dengan konteks Manajemen Dakwah. Hasil penelitian menunjukan bahwa formulasi strategi Corp Dakwah Santri Al-Jawami (CDSA) didasarkan pada hasil analisis SWOT yang kemudian dituangkan dalam keputusan strategi-strategi yang menjadi nilai inti Organisasi. Implementasi yang terkoordinir, baik dalam struktural, kepemimpinan maupun budaya. Disertai dengan program, anggaran dan prosedur pelaksanaanya yang jelas. Penelitian ini bisa disimpulkan bahwa manajemen strategi pada Organisasi Corp Dakwah Santri Al-Jawami (CDSA) dalam menyiapkan kader da’i telah menggunakan Manajemen Strategis. This research aims: (1) To find out the formulation of Corp Dakwah Santri Al-Jawami in preparing a qualified preacher cadre. (2) To find out the implementation of Corp Dakwah Santri Al-Jawami in preparing qualified preacher cadres. This research is a qualitative study using descriptive methods. Data collection uses observation, interview and documentation techniques. Data analysis uses logical interpretation related to the context of Da'wah Management. The results showed that the strategy formulation of Corp Dakwah Santri Al-Jawami (CDSA) was based on the results of the SWOT analysis which was then outlined in the decision of the strategies that became the Organization's core values. Coordinated implementation, both structural, leadership and culture. Accompanied by a clear program, budget and implementation procedures. This research can be concluded that the strategic management of the Da'wah Santri Al-Jawami Corp Organization (CDSA) in preparing cadre preachers has used Strategic Management.

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Ilyas, Ilyas. "Revitalisasi Peran Srategis Sekretaris Daerah Dalam Mengakselerasi Reformasi Birokrasi." Kalabbirang Law Journal 2, no. 2 (September 15, 2020): 162–81. http://dx.doi.org/10.35877/454ri.kalabbirang146.

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Penelitian ini mengkaji revitalisasi peran strategis Sekretaris Daerah dalam akselerasi reformasi birokrasi, dengan metode penelitian deskriptif kualitatif, dan desain penelitian evaluatif, analitik, eksploratif, eksplanatif dan komparative, serta teknik analisis kualitatif. Hasilnya, secara umum dan keseluruhan, ada 8 (delapan) dimensi pokok dan utama satu kesatuan kelompok peran strategis seorang Sekretaris Daerah dalam birokrasi pemerintahan yaitu: (1) Pemimpin (Leader) birokrasi dan ASN. (2) Manajer (Manager) birokrasi dan ASN, (3) Konseptor, konsultan, desainer, formulator kebijakan daerah, organisasi birokrasi dan ASN, (4) Administrator birokrasi, ASN dan pelayanan public, (5) Koordinator, komunikator, fasilitator, mediator, motivator, dinamisator, energisator organisasi birokrasi, ASN dan pelayanan public, (6) Supervisor, educator, trainer, learner, advocator, promotor dan empower organisasi birokrasi, ASN dan pelayanan public, (7) Implementor dan eksekutor kebijakan organisasi birokrasi, ASN dan pelayanan public, (8) Controller, monitor dan evaluator organisasi birokrasi, ASN dan pelayanan publik. Model revitalisasi peran strategis Sekretaris Daerah dalam akselerasi reformasi birokrasi adalah revitalisasi peran Sekda sebagai aktor Reinventer Government, Leader Manager birokrasi, Entrepreuner birokrasi, aktor New Public Management (NPM), aktor Strategi Banishing Bureucracy reformasi birokrasi, dan aktor reformasi birokrasi berbasis kearifan budaya lokal. Disarankan untuk mempertimbangkan penerapan model revitalisasi peran strategis Sekretaris Daerah dalam akselerasi reformasi birokrasi tersebut. This research explore revitalization a strategic role of Local Secretary owned Local Government to accelerate bureaucracy reformation, by use a qualitative descriptive as method, and an evaluative, analytic, explorative, explanative and comparative as investigation design, and a qualitative as analyses. Results, by all dan generally, there are eight main dimensions as unity at strategic role played by Local Government Secretary within government bureaucracy include: (1) Leader, (2) Manager, (3) Conseptor, consultant, designer and formulator for local policy and officer or employment, (4) Administrator for public service and employment, (5) Coordinator, communikator, facilitator, mediator, motivator, dynamisator, energizer, (6) Supervisor, educator, trainer, learner, advocator, promotor and empower for bureaucracy, public service and employment, (7) Implementor and executor, (8) Controller, monitor and evaluator. Revitalization model of strategic role of Local Government Secretrary to accelerate bureaucracy reformation are revitalization as Reinventer Government actor, Leader Manager, Entrepreuner, New Public Management (NPM) actor, Banishing Bureucracy Strategy actor, and actor bureaucracy reformation based local wisdom. Recommended to actualize those revitalization model as mentioned above in order to accelerate any strategic role of Local Government Secretary into bureaucracy reformation it.

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Rochmawati, Wuni, Ibrahim Bafadal, and Agus Timan. "Manajemen Strategik dalam Program Online Learning pada Masa Pandemi Covid-19 di Pendidikan Anak Usia Dini." Jurnal Pendidikan: Teori, Penelitian, dan Pengembangan 6, no. 7 (July 15, 2021): 1144. http://dx.doi.org/10.17977/jptpp.v6i7.14936.

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<div align="center"><table width="645" border="1" cellspacing="0" cellpadding="0"><tbody><tr><td valign="top" width="439"><p><strong>Abstract:</strong> The government issued a policy to implement distance learning in response to the Covid-19 pandemic, including in early childhood level. The purpose of this study is to find out how the Ceria Montessori School and the Nasional Montessori School conduct strategic management into online learning programs during the Covid-19 pandemic. By using qualitative research methods, it was found that these two schools implemented strategic management into online learning programs by going through several stages, namely: (1) analysis of the school environment related to online learning programs, both from internal and external factors; (2) the formulation of online learning program strategies; (3) implementation of online learning program strategies; (4) evaluation and control of online learning program strategies.</p><p class="Abstract"><strong>Abstrak:</strong> Pemerintah mengeluarkan kebijakan untuk melaksanakan PJJ sebagai respon dari kondisi pandemi Covid-19, tidak terkecuali untuk jenjang PAUD. Tujuan dari penelitian ini ialah untuk mengetahui bagaimana sekolah Ceria Montessori School dan Nasional Montessori melakukan manajemen strategik ke dalam program <em>online learning </em>selama masa pandemi Covid-19 ini. Dengan menggunakan metode penelitian kualitatif, ditemukan hasil penelitian bahwa kedua sekolah ini mengimplementasikan manajemen strategik ke dalam program <em>online learning </em>dengan melakukan beberapa tahapan, yaitu: (1) analisis lingkungan sekolah yang berkenaan dengan program <em>online learning</em>, baik dari faktor internal dan eksternal; (2) formulasi strategi program <em>online learning</em>; (3) implementasi strategi program <em>online learning</em>; (4) evaluasi dan kontrol strategi program <em>online learning.</em></p></td></tr></tbody></table></div>

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Kamaludin, Kamaludin, and Sri Wahyuningsih. "Strategic Plan for Survival of Shallot Farmers' Business Capital Management." Jurnal Economia 18, no. 1 (April 30, 2022): 16–27. http://dx.doi.org/10.21831/economia.v18i1.37806.

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AbstractThe objective of this research was to obtain a theoretical concept related to a strategic plan for business capital management for shallot farmers using rainfed lowland planting media. This research used a qualitative research method with the main focus of analyzing the management of the business capital of shallot farmers using rainfed rice-growing media. Data collection techniques used in this research were observation, interviews, and documentation using triangulation techniques to ensure the validity of the data obtained. The theory of strategic survival plan is the result and novelty of this research. The theory of strategic survival plan is the management of business capital where all the actions taken by shallot farmers using rainfed rice planting media try everything they can to obtain onion seeds as initial capital.Keywords: Business Capital Management, Shallot Farmers, Rainfed Rice Fields, Survival Strategic Plan.Rencana Strategis Bertahan pada Pengelolaan Modal Usaha Petani Bawang Merah AbstrakTujuan penelitian ini adalah untuk memperoleh sebuah konsep teori terkait rencana strategis pengelolaan modal usaha bagi petani bawang merah yang menggunakan media tanam sawah tadah hujan. Penelitian ini menggunakan metode penelitian kualitatif dengan fokus utama yaitu menganalisis tata kelola modal usaha petani bawang merah yang menggunakan media tanam sawah tadah hujan. Teknik pengumpulan data yang digunakan dalam penelitian ini adalah dengan menggunakan observasi, wawancara, dan dokumentasi dengan menggunakan triangulasi teknik untuk memastikan validitas data yang diperoleh. Teori rencana strategis bertahan merupakan hasil dan kebaruan dalam penelitian ini. Teori rencana strategis bertahan adalah tata kelola modal usaha dimana segala tindakan yang dilakukan oleh petani bawang merah dengan menggunakan media tanam sawah tadah hujan berusaha dengan segala cara untuk dapat memperoleh bibit bawang sebagai modal awal. Kata kunci: Sawah Tadah Hujan, Petani Bawang Merah, Rencana Strategis Bertahan, Tata Kelola Modal Usaha

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Hadijaya, Yusuf, Inom Nasution, and Suhairi Suhairi. "Implementation of the Balanced Score Card to Achieve Strategic Goals in the State Islamic Religious Colleges." Jurnal Pendidikan Islam 7, no. 2 (January 18, 2019): 281–301. http://dx.doi.org/10.14421/jpi.2018.72.281-301.

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Performance Management in State Islamic Religious Colleges (PTKIN) Indonesia are still often ignoring the identification of stakeholders and the primary performance indicator of management measurement goal. The Balanced Score Card (BSC) as a management approach translates the direction of Higher Education developing into an action based on the initiatives identity number and management measurement goal systems. In the context aims to determine the implementation of the Balanced Score Card at PTKIN with four perspectives which are connected as part of the chain driving to achieve the strategic point of Higher Education and performance of higher education results model. This research is qualitative research with the technique of data collection on observation, in-depth interviews, and documentation. The results paper shows that the Balanced Score Card is the performance integrating on management system at UIN Jakarta, UIN Yogyakarta, and UIN North Sumatera through the making of Score Cards with the processing of strategy maps to achieve its strategic point of higher education objectives. The Map Strategy is preparing as a companion model for its BSC implementation management goal of Higher Education. Keywords: Balanced Scorecard, Strategic Objectives, Initiatives, and Performance Indicators Abstrak Manajemen Kinerja di banyak Perguruan Tinggi Keagamaan Islam Negeri (PTKIN) di Indonesia masih sering mengabaikan identifikasi stakeholders dan sistem pengukuran indikator kinerja utama. Balanced Score Card (BSC) sebagai sebuah pendekatan manajemen menerjemahkan arah pengembangan Perguruan Tinggi pada aksi yang dilandasi oleh identifikasi inisiatif dan sistem pengukuran. Dalam konteks ini, penelitian ini bertujuan untuk mengetahui implementasi Balanced Score Card di PTKIN dalam empat perspektif yang dihubungkan sebagai bagian dari rantai pendorong untuk mencapai tujuan-tujuan strategis dan hasil capaian kinerja. Penelitian ini merupakan penelitian kualitatif dengan teknik pengumpulan berupa observasi, wawancara, dan dokumentasi. Hasil penelitian menunjukkan bahwa BSC diintegrasikan dalam sistem manajemen kinerja di UIN Jakarta, UIN Yogyakarta, dan UIN Sumatera Utara melalui pembuatan score cards dan/atau peta strategi dalam mencapai tujuan-tujuan strategis. Kata Kunci: Balanced Score Card, Tujuan Strategies, Inisiatif, dan Indikator Kinerja

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Eri Purwanti, Nurhadi Kusuma, and Ruly Nadian Sari. "IMPLEMENTASI MANAJEMEN STRATEGIS DALAM UPAYA PENINGKATAN MUTU PENDIDIKAN DI PONDOK PESANTREN." Jurnal Manajemen Pendidikan Islam Al-Idarah 3, no. 2 (May 17, 2020): 85–92. http://dx.doi.org/10.54892/jmpialidarah.v3i2.39.

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Abstract The purpose of this study is to know the implementation of strategic management in an effort to improve the quality of education in Pondok Pesantren. This research use descriptive, analytic, qualitative method by using field study (field research) in data collection. From the results of research can be concluded: the implementation of strategic management in an effort to improve the quality of education in Pondok Pesantren, has been done well. Efforts to improve the quality of education in boarding schools increased and directed, because the implementation of strategic management made in boarding school can be implemented and the goal is achieved well. Abstrak Tujuan penelitian tersebut adalah ingin mengetahui penerapan manajemen strategis dalam upaya peningkatan mutu pendidikan di Pondok Pesantren. Penelitian ini menggunakan metode deskriptif, analitik, kualitatif dengan menggunakan studi lapangan (field research) dalam pengumpulan data. Dari hasil penelitin dapat disimpulkan: penerapan manajemen strategis dalam upaya peningkatan mutu pendidikan di Pondok Pesantren, sudah terlaksana dengan baik. Usaha kegiatan peningkatan mutu pendidikan di pondok pesantren semakin meningkat dan terarah, karena penerapan manajemen strategis yang dibuat di pondok pesantren dapat dilaksanakan dan tujuannya tercapai dengan baik. Kata Kunci: Abstract The purpose of this study is to know the implementation of strategic management in an effort to improve the quality of education in Pondok Pesantren. This research use descriptive, analytic, qualitative method by using field study (field research) in data collection. From the results of research can be concluded: the implementation of strategic management in an effort to improve the quality of education in Pondok Pesantren, has been done well. Efforts to improve the quality of education in boarding schools increased and directed, because the implementation of strategic management made in boarding school can be implemented and the goal is achieved well. Abstrak Tujuan penelitian tersebut adalah ingin mengetahui penerapan manajemen strategis dalam upaya peningkatan mutu pendidikan di Pondok Pesantren. Penelitian ini menggunakan metode deskriptif, analitik, kualitatif dengan menggunakan studi lapangan (field research) dalam pengumpulan data. Dari hasil penelitin dapat disimpulkan: penerapan manajemen strategis dalam upaya peningkatan mutu pendidikan di Pondok Pesantren, sudah terlaksana dengan baik. Usaha kegiatan peningkatan mutu pendidikan di pondok pesantren semakin meningkat dan terarah, karena penerapan manajemen strategis yang dibuat di pondok pesantren dapat dilaksanakan dan tujuannya tercapai dengan baik. Kata Kunci: Manajemen Strategis, Peningkatan Mutu

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Boccardelli, Paolo, Chiara Acciarini, and Enzo Peruffo. "Dinamismo ambientale, esperienza digitale del board, e cambiamento strategico delle imprese. L'integrazione tra Dynamic Managerial Capabilities e Resource Dependence Theory." CORPORATE GOVERNANCE AND RESEARCH & DEVELOPMENT STUDIES, no. 2 (January 2022): 25–43. http://dx.doi.org/10.3280/cgrds2-2021oa12343.

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A partire dalla considerazione che il cambiamento strategico rappresenta una tema centrale negli studi di management e strategia, lo studio si propone di investigare le decisioni strategiche delle imprese in contesti caratterizzati da elevati livelli di dinamismo. Inoltre, l'introduzione in letteratura della variabile che misura l'esperienza digitale del board, intesa come rapporto tra membri con esperienza professionale in ambiti digital-related e il totale dei componenti del board, consente di valutare l'impatto sul metodo (fusioni e acquisizioni, alleanze strategiche e joint venture) e sull'ampiezza (diversificazione e internazionalizzazione) del cambiamento strategico. I risultati dimostrano l'associazione non solo tra maggiore dinamismo ambientale e cambiamento esperienza digitale del board e lo stesso cambiamento strategico d'impresa. Le implicazioni teoriche e pratiche consentono di apprezzare il coinvolgimento del board non solo nel controllo, ma anche nella direzione strategica dell'impresa, e di comprendere come le imprese decidano di orchestrare il proprio set di capacità dinamiche per allinearsi ai cambiamenti esterni. 

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Djordjevic, Branislav. "The Nature of Strategic Management." Archives of Business Research 2, no. 4 (August 30, 2014): 28–39. http://dx.doi.org/10.14738/abr.24.178.

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Warlizasusi, Jumira. "Analisis Perencanaan Strategis, Rencana Strategis dan Manajemen Strategis STAIN Curup 2015-2019." Tadbir : Jurnal Studi Manajemen Pendidikan 2, no. 2 (December 31, 2018): 155. http://dx.doi.org/10.29240/jsmp.v2i2.664.

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The strategics plan is a guideline for a short plan.the strategic plan isn’t as holy as the holy book till it couldn’t be changed.depend on the route record of this strategics plan,it can be evaluated.for it implementation, RKA oftenly not according to the strategic plan. even it found that RKA is more priority than the strategic plan.so it considered like useless thing and it only needed if it necessary. component of agency performance appraisal, and the proo of the documentation for evidence it’s realistic as same as planned (has a track record exist). Arranging the strategic plan of STAIN Curup process during 2015-2019 it started with mapping the activities until 2014. besides of this situation, it could be known all of the troubles and the defiances which it has influence the functions and the main assignment. more over, it needed the analysis about the influence of strategic environment which it involved. even it direct or indirect, with main assignment or a function, although it internal or external. the influence of internal strategic would be trasformated into the strength and the weakness, so the influence of external strategic will be transformating into the opportunities and the treath. By considering of this influence environment strategic change, it propose the rules of wisdom to reach the performance’s target inside arranging strategic plan of STAIN Curup 2015-2019. to clear the main assignment and it function’s way, the vision it would be formulated and described into yhe mission side.based on vision and mission, it formulated the purpose , target, priority,strategy and the wisdom’s way. The strategic plan of STAIN Curup in 2015-2019 need to analyzed for get the understanding complex has been reached. began from analyzing the strategic planning, strategic plan and strategic management, analyzing design of organization as the initial supply to plan the strategic, analyze of building the capability of natural resource and evolving structural organization, analyze the payment and suspension organization system,analyze of matching the internal process and learn process in an organization,analyze centralization and decentralization inside strategic management,analyze the strategic when control and analyzing management change and organization learners. Keywords: Strategic Planning, Strategics Plan, Strategic Management

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Diana Syafitri, Diana Syafitri, Ahmad Sarbini, and Yuliani Yuliani. "Manajemen Strategi LAZISMU Jawa Barat dalam Mengelola Dana Zakat." Tadbir: Jurnal Manajemen Dakwah 6, no. 1 (March 31, 2021): 57–76. http://dx.doi.org/10.15575/tadbir.v6i1.2383.

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Penelitian ini bertujuan untuk mengetahui bagaimana manajemen strategi di LAZISMU Jawa Barat, khususnya dalam mengelola dana zakat. Penelitian ini bertolak dari pemikiran Riva’i dalam Eddy Yunus bahwa manajemen strategi yang terdiri dari tiga proses yaitu: (1) Perumusan strategi, (2) Penerapan strategi, (3) Evaluasi. Metode yang digunakan dalam penelitian ini adalah metode deskriptif. Teknik pengumpulan data dengan observasi dan wawancara. Berdasarkan temuan ini dapat disimpulkan bahwa manajemen strategi di LAZISMU Jawa Barat terdiri dari tiga proses: Pertama, perumusan strategi yang meliputi perumusan visi dan misi, analisis lingkungan, menentukan tujuan dan sasaran serta berakhir dengan penentuan strategi. Kedua, penerapan strategi yang meliputi pengorganisasian, sinergi fungsional yang mengatur pelaksanaan program, dan prosedur program pengelolaan dana zakat mulai dari pengumpulan, pendistribusian serta pendayagunaan zakat produktif. Ketiga, evaluasi strategi dari proses perumusan dan penerapan strategi. This study aims to determine how strategic management in LAZISMU West Java, especially in managing zakat funds. This research is based on Riva'i's thought in Yunus that strategic management consists of three processes, namely: (1) strategy formulation, (2) strategy implementation, (3) evaluation. The method used in this research is descriptive method. Data collection techniques by observation and interviews. Based on these findings, it can be concluded that strategic management in LAZISMU West Java consists of three processes: First, the formulation of a strategy which includes the formulation of a vision and mission, environmental analysis, determining goals and objectives and ending with determining the strategy. Second, the implementation of strategies that include organizing, functional synergy that regulates program implementation, and program procedures for zakat fund management starting from the collection, distribution and utilization of productive zakat. Third, evaluation of strategies from the process of strategy formulation and implementation.

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Abu Talib, Zuraidah, Che Su Mustaffa, and Syamsyul Anuar Ismail. "STRATEGIC COMMUNICATION OF ALUMNI CENTER, UNIVERSITI UTARA MALAYSIA: STRATEGIES TOWARD THE RELATIONSHIPS OF ALUMNI LOYALTY." International Journal of Law, Government and Communication 7, no. 30 (December 31, 2022): 280–97. http://dx.doi.org/10.35631/ijlgc.730023.

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Most alumni studies were studied with a theoretical background involving microeconomic strategies, charity contribution literature, management, marketing relations, marketing services, science education, and integrative approaches. Research in the field of communication strategy in determining alumni loyalty that is directly related to the field and theoretical communication is minimal. There is no empirical evidence from the point of view of strategic communication that proves the relationship between the university's efforts and alumni's contribution to the university. Some studies have suggested the application of customer relationship management in universities. Through customer relationship management, analysis of communication needs between the university, students, and alumni can be identified. Therefore, this paper aims to describe the communication strategy carried out by the University through the Alumni Center to establish good relations with the alumni. This study was carried out using a qualitative method which is interviews. An interview session was held with the Director of the Alumni Center, six former Directors, and an administrative officer who has served the Alumni Center for several years since its establishment. The results of the study found that various strategies have been carried out by the UUM Alumni Center that can be linked to communication strategies. These include the channel strategy, message strategy, branding strategy, collaboration strategy, and social marketing strategy. The results of this study contribute to strategic communication, considering that the fields of marketing management, economics, and educational science mostly pioneer the highlights of alumni research literature.

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Febriana, Nisa, and Meirinawati Meirinawati. "MANAJEMEN STRATEGI PEGELOLAAN DESA AGROWISATA OLEH BADAN USAHA MILIK DESA (BUMDES) PADA MASA PANDEMI COVID-19 DI DESA WATESARI KECAMATAN BALONGBENDO KABUPATEN SIDOARJO." Publika 9, no. 3 (March 26, 2021): 29–42. http://dx.doi.org/10.26740/publika.v9n3.p29-42.

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Desa Agrowisata Watesari merupakan salah satu Desa Wisata yang terdampak pandemi Corona Virus Disease (Covid-19) yang terjadi pada bulan maret 2020. Kementerian Kesehatan menetapkan keputusan menteri kesehatan republik indonesia nomor hk.01.07/menkes/382/2020 tentang protokol kesehatan bagi masyarakat di tempat dan fasilitas umum dalam rangka pencegahan dan pengendalian corona virus disease 2019 (covid-19) yang mengharuskan penerapan protokol kesehatan oleh masyarakat dalam melakukan kegiatan di tempat umum untuk menekan laju penyebaran virus Covid-19. Aturan serta kebijakan baru pemerintah dalam upaya penekanan penyebaran virus ini menyebabkan penurunan jumlah wisatawan pada Desa Agrowisata watesari. Adanya pengalihan Dana Desa untuk penanganan Covid-19 menyebabkan kurangnya dana operasional yang dimiliki Desa Agrowisata watesari ini, sehingga hal tersebut menyebabkan terhambatnya pengelolaan wisata. Penelitian ini memiliki tujuan untuk mengetahui manajemen strategi BUMDES “Bina Sejahtrea” dalam mengelola Desa Agrowiasata Watesari pada saat pandemi Covid-19. Metode penelitian yang digunakan yaitu deskriptif kualitatif. Pada penelitian ini menggunakan teori manajemen strategis Fred.R.David dengan berfokus pada formulasi strategi, implementasi strategi serta evaluasi strategi. Dengan melihat faktor kekuatan, kelemahan, peluang serta hambatan dari Desa Agrowisata Watesari. Teknik pengumpulan data yang digunakan yaitu wawancara,obsersavi, serta dokumentasi. Hasil penelitian menunjukkan bahwa manajemen strategi yang dilakukan BUMDES “Bina Sejahtera” dalam proses pengelolaan wisata di masa pandemi ini masih belum berjalan maksimal sesuai dengan konsep manajemen strategi menurut Fred.R.David, namun tetap memaksimalkan proses pengelolaan secara umum. Hal ini disebabkan karena masih terhambatnya pengelolaan Desa Agrowisata watesari di masa pandemi saat ini akibat kurangnya dana yang disebabkan oleh pengalihan Dana Desa untuk penanggulangan Covid-19 serta menurunnya jumlah pengunjung, maka dari itu BUMDes Watesari beserta Pemerintah desa watsaeri berupaya memaksimalkan pengelolaan wisata dengan tetap membuka wisata namun dengan penerapan protokol kesehatan serta memaksimalkan segala pengelolaan wisata dengan pengeluaran yang minimal. Kata Kunci: manajemen strategi, desa wisata, agrowisata Watesari agro tourism villages is one of the tourism villages affected by Corona Virus Disease (Covid-19) pandemic that occurred in March 2020. The Ministry of Health stipulates a decree of the Minister of Health of the Republic of Indonesia number hk.01.07 / menkes / 382/2020 concerning health protocols for the community in public places and facilities in the context of preventing and controlling the corona virus disease 2019 (covid-19) which requires the implementation of health protocols by the public in carrying out activities in public places to reduce the rate of spread of the Covid-19 virus. New government regulations and policies in an effort to suppress the spread of this virus have caused a decrease in the number of tourists in Watesari Agro-tourism Village. The transfer of Village Funds for handling Covid-19 resulted in a lack of operational funds owned by the Watesari Agro-tourism Village, so that it hampered tourism management. This study aims to determine the management strategy of the BUMDES "Bina Sejahtrea" in managing Agrowiasata Watesari Village during the Covid-19 pandemic. The research method used is descriptive qualitative. This study uses Fred.R.David's strategic management theory by focusing on strategy formulation, strategy implementation and strategy evaluation. By looking at the strengths, weaknesses, opportunities and obstacles of the Watesari Agro-tourism Village. The data collection techniques used were interviews, observation, and documentation. The results of the study indicate that the strategic management carried out by BUMDES "Bina Sejahtera" in the tourism management process during this pandemic is still not running optimally according to the concept of strategic management according to Fred.R.David, but still maximizes the general management process. This is because the management of Watesari Agro-tourism Village is still obstructed during the current pandemic due to a lack of funds caused by the transfer of Village Funds for Covid-19 prevention and the decline in the number of visitors, therefore BUMDes Watesari and watsaeri village government seeks to maximize tourism management by keeping tourism open but with the application of health protocols and maximizing all management tourism with minimal expenditure.. Keywords: strategic management, tourism villages, agro-tourism

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Djausal, Gita Paramita, Alia Larasati, and Lilih Muflihah. "STRATEGI PARIWISATA EKOLOGIS DALAM TANTANGAN MASA PANDEMIK COVID-19." Jurnal Perspektif Bisnis 3, no. 1 (June 12, 2020): 57–61. http://dx.doi.org/10.23960/jpb.v3i1.15.

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Sektor pariwisata terkena dampak di masa pandemik covid-19. Hal ini disebabkan oleh minimnya mobilitas masyarakat untuk menghindari penyebaran virus. Pengelolaan destinasi pariwisata ekologis patut mendukung pelestarian lingkungan dan secara bersamaan memberikan pengalaman kepada wisatawan. Terdapat dua isu utama pada masa pandemik; isu kesehatan dan keterbatasan mobilitas wisatawan. Hal tersebut yang mendorong munculnya dua isu strategis yang menjadi pertimbangan; strategi adaptasi internal (pengembangan produk turunan hasil konservasi) dan strategi wisata daring (perancangan wisata daring). ABSTRACT Tourism is affected by the covid-19 pandemic. It is caused by the limitation of people mobility in order to reduce the spread of the virus. Ecological tourism destinations management should support the environmental preservation and also give experience to the tourists. There are two main issues on this pandemic; health issue and limitation of tourist’s mobility. This condition, bring up two strategic issues for consideration; strategy on internal adaptation (improvement on derivative products of nature resources) and strategy on online tourism (designing online tourism).

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Karsam, Karsam. "Pengaruh Strategi Bisnis Terhadap Sistem Pengendalian Manajemen – Studi pada BUMN Kategori Industri Strategis di Indonesia." Jurnal Dinamika Akuntansi dan Bisnis 4, no. 1 (March 29, 2017): 113–24. http://dx.doi.org/10.24815/jdab.v4i1.6792.

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The objective of this study is to investigate the influence of business strategy for management control system. The study was carried out on twelve state-owned enterprises strategic industries (BUMNIS) in Indonesia between 2015 and 2016. The studied BUMNIS were selected based on criteria. The data was collected from questionaires that filled by top managements, the board of directors and internal control unit staff. In total, there were sixty respondents and 100% respondent rate. Structural Equation Modelling (SEM) with PLS approach was used to analysis the survey results. This study demonstrates that business strategy has an impact on management control systems of studied BUMNIS.

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LUKIANOVA, Valentyna, Tetiana HOLOVACH, and Iryna ZAKRYZHEVSKA. "THEORETICAL PRINCIPLES OF THE FORMATION OF THE ECONOMIC STRATEGY OF THE ENTERPRISE IN THE CONTEXT OF STRATEGIC MANAGEMENT." Herald of Khmelnytskyi National University. Economic sciences 316, no. 2 (April 27, 2023): 167–71. http://dx.doi.org/10.31891/2307-5740-2023-316-2-26.

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The article examines scientific developments in the field of strategic management. Conscious strategic management allows the management of the enterprise to respond constructively to changes in its economic activity, to identify new opportunities and negative trends; evaluate alternative prospects for development in the future. The classification of scientific schools of strategy formation, which are based on different ideas about the determinants of strategic management, is presented. Each enterprise has its own configuration of initial strategic processes. Scientists have developed a wide range of enterprise management strategies. Enterprise management strategies are characterized by a constant focus on development, the desire to predict the future, and the direction to increase the efficiency of the enterprise. The article justifies the necessity of using a system of strategies. Theoretical approaches to development methodology, formation of a system of strategies for achieving enterprise goals are considered. It has been established that the economic strategy plays the most important role in combining individual elements of the general strategy of the enterprise. It is the main prerequisite for maintaining a high level of efficiency of the enterprise and its competitiveness. The process of forming an economic strategy includes interrelated stages: assessment of the current financial state of the enterprise and existing economic strategy; formation of a set of possible economic strategies; direct selection of an economic strategy using a comparative analysis based on certain principles and criteria. When forming an economic strategy, it is necessary to take into account the organizational and production features of the enterprise, in particular, the industry, goals, potential and resource opportunities, etc. The strategy must be adjusted taking into account the influence of external and internal environmental factors.

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Malaikosa, Yes Matheos Lasarus. "STRATEGI KEPALA SEKOLAH DALAM MENGIMPLEMENTASIKAN MANAJEMEN BERBASIS SEKOLAH UNTUK MENINGKATKAN MUTU SEKOLAH." Idaarah: Jurnal Manajemen Pendidikan 5, no. 1 (April 13, 2021): 1. http://dx.doi.org/10.24252/idaarah.v5i1.20270.

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Abstract: Principal Strategies in Implementing School Based Management to Improve School Quality This study aims to obtain an overview of the principal's strategy in implementing school-based management to improve school quality. Education has a strategic role in preparing the quality of human resources to respond to the industrial revolution 4.0. This research uses a qualitative approach with a multi-case study design, the researcher tries to understand the meaning of events and interactions by involving the principal, teachers, students, school staff, as well as the business world and the industrial world, so that researchers can understand the concepts and strategies related to the principal's strategy in implementing school-based management to improve school quality. The findings of the study show that school principals are able to implement SBM to improve the quality of education, by directly involving teachers, education staff, students, school committees, parents, alumni, stakeholders and the community to formulate a vision, mission, and objectives, as well as strategic targets for SMA Negeri 1 Kupang and Giovanni Catholic High School. Implementing SBM, the principal in an objective, transparent and accountable manner in conducting ongoing evaluations of short and long term programs, and always sending program implementation reports to all parties including stakeholders.Abstrak: Strategi Kepala Sekolah dalam Mengimplementasikan Manajemen Berbasis Sekolah untuk Meningkatkan Mutu Sekolah Penelitian ini bertujuan untuk memperoleh gambaran mengenai strategi kepala sekolah dalam mengimplementasikan manajemen berbasis sekolah untuk meningkatkan mutu sekolah. Pendidikan memiliki peran strategis untuk menyiapkan kualitas sumber daya manusia dalam merespon revolusi industri 4.0. Penelitian ini menggunakan pendekatan kualitatif dengan rancangan studi multikasus. Peneliti berusaha memahami makna peristiwa serta interaksi dengan melibatkan kepala sekolah, guru, peserta didik, staf sekolah, serta dunia usaha dan industri, sehingga peneliti dapat memahami konsep serta strategi kepala sekolah dalam mengimplementasikan manajemen berbasis sekolah untuk meningkatkan mutu sekolah. Temuan penelitian menunjukkan bahwa kepala sekolah mampu mengimplementasikan MBS dalam meningkatkan mutu pendidikan dengan melibatkan langsung guru, tenaga kependidikan, peserta didik, komite sekolah, orang tua, alumni, dan stakeholder serta masyarakat untuk merumuskan visi, misi, dan tujuan, serta sasaran strategis pada SMA Negeri 1 Kupang dan SMA Katolik Giovanni. Implementasi MBS yang dilakukan kepala sekolah secara objektif, transparan dan akuntabel dalam melakukan evaluasi secara berkelanjutan terhadap program jangka pendek dan jangka panjang, serta selalu mengirim laporan pelaksanaan program kepada semua pihak termasuk stakeholder.

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Zaitsev, Yurii. "Political economy of modern strategic management." Social and labour relations: theory and practice 12, no. 1 (November 30, 2022): 41–49. http://dx.doi.org/10.21511/slrtp.12(1).2022.04.

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The article explores the actual problem of the development of a new architectonics of the world economy and the world community, the problem of theoretical, methodological, paradigmatic changes in the system of managing these processes at the micro and macro levels. The aim of the article is a comprehensive study of modern strategic management from the standpoint of the political and economic orientation of its functions, which allows us to redefine the role of strategic management in managing the future of specific objects in a new reality that is born as a result of the rapid integration of artificial intelligence into production and management processes and in resolving contradictions of object management on the platform of the globalized digital economy. The use of philosophical, institutional, systemic, civilization, and interdisciplinary approaches to the analysis of the socio-economic nature of modern strategic management and its functions made it possible to outline and define their pluralistic, polysystemic essence and role, to substantiate the possibility of recognizing a new direction in the modern political economy of management. The article accumulates a system of arguments in favor of such a scientific position.

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Ulwiyah, Nur, Agus Zainul Fitri, Imam Mutaqin, Galuh Tisna Widiana, Miftakhul Ilmi Suwignya Putra, Indra Kusuma Wardani, and Siti Asiah. "Strategic Management in Non-Profit Organization." International Journal of Research Publication and Reviews 4, no. 3 (March 2023): 352–57. http://dx.doi.org/10.55248/gengpi.2023.31642.

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Mjaku, Gentiana, and Ph D. c. "Strategic Management and Strategic Leadership." International Journal of Scientific and Research Publications (IJSRP) 10, no. 8 (August 24, 2020): 914–18. http://dx.doi.org/10.29322/ijsrp.10.08.2020.p104113.

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Stoney, Christopher. "Strategic management or strategic Taylorism?" International Journal of Public Sector Management 14, no. 1 (February 2001): 27–42. http://dx.doi.org/10.1108/09513550110387057.

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Journal articles on the topic 'Strategic Managemet'

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