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Journal articles on the topic 'Strategic implementation'
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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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Sandfreni, Sandfreni, and Fransiskus Adikara. "Menyelaraskan Perencanaan Strategi Teknologi Informasi yang Didasarkan pada Strategi Manajamen Teknologi Informasi dan Strategi Bisnis." Computatio : Journal of Computer Science and Information Systems 3, no. 1 (June 18, 2019): 67. http://dx.doi.org/10.24912/computatio.v3i1.2723.
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Success in competition in a business is related to the development of core competencies, strategic alignment and long-term strategic planning in order to maintain the competitive advantage of a business. A company needs alignment between IT strategy and Business Strategy. Planning IT Strategy is the first step between the processes of a company information system and is a guideline of the company's information system and the basis of implementation. This paper aims to discuss how to make appropriate IT strategic planning. After discussing the Strategic Alignment Model and the relationship between IT strategy and business strategy, it proposes strategic IT planning models based on business strategies, which consist of IT assessment and analysis, IT planning and design as well as IT implementation and design. Then, give an example to illustrate how to make IT strategic planning using the model. Sukses dalam persaingan dalam sebuah bisnis terkait dengan pengembangan kompetensi inti, keselarasan strategi dan perencanaan strategis jangka panjang agar dapat mempertahankan keunggulan kompetitif dari sebuah bisnis. Sebuah perusahaan membutuhkan keselarasan antara strategi IT dan Strategi Bisnis. Perencanaan Strategi IT merupakan langkah pertama antara proses dari sebuah sistem informasi perusahaan dan merupakan pedoman dari system informasi perusahaan serta dasar pelaksanaan. Tulisan ini bertujuan untuk membahas bagaimana membuat perencanaan strategis IT yang tepat. Setelah membahas Model Keselarasan Strategis dan hubungan antara IT strategi dan strategi bisnis, itu mengusulkan IT strategis model perencanaan didasarkan pada strategi bisnis, yang terdiri IT penilaian dan analisis, perencanaan dan desain IT serta implementasi dan desain IT. Kemudian, memberikan contoh untuk menggambarkan bagaimana membuat perencanaan strategis IT dengan menggunakan model tersebut.
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Paisittanand, Sineenad, L. A. Digman, and Sang M. Lee. "Strategic Implementation Effectiveness." International Journal of Strategic Information Technology and Applications 1, no. 2 (April 2010): 55–81. http://dx.doi.org/10.4018/jsita.2010040104.
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The creation and the use of knowledge have been regarded as important issues for management. A wide range of studies have investigated this topic during the last decade. Notwithstanding these contributions, little systematic attention has been paid to the linkages between knowledge capabilities and strategy implementation. Drawing from knowledge capabilities theory and strategy implementation literature, two aspects of knowledge capabilities in an organization and their effect on strategy implementation effectiveness are investigated; knowledge process capabilities (KPC) and knowledge infrastructure capabilities (KIC). This study hypothesized that KPC affects strategy implementation effectiveness (SIE) and that KPC affects KIC. The third hypothesis proposed the effect of KIC on SIE by examining the mediating role played by KIC in linking KPC and SIE. 1,321 middle-managers were sent questionnaires via electronic mail and 162 were returned. The findings indicated the presence of a mediation effect of KIC on the relationship between KPC and SIE. This study provides guidelines for middle-managers to better understand how to develop activities of KPC and KIC for SIE. In this study, the authors enhance understanding of the strategic importance of knowledge in an organization, especially in the area of strategy implementation.
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Sisle, Mitch. "Strategic Plan Implementation Begins." SIMULATION 61, no. 4 (October 1993): 256. http://dx.doi.org/10.1177/003754979306100408.
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Bergadaà, Michelle. "Strategic Decisions and Implementation." Journal of Business Research 45, no. 2 (June 1999): 211–20. http://dx.doi.org/10.1016/s0148-2963(97)00225-7.
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Vayyavur, Raj. "Strategic PMO Implementation for Organizational Excellence." International Journal of Science and Research (IJSR) 9, no. 1 (January 5, 2020): 1959–62. http://dx.doi.org/10.21275/sr24820053220.
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M Arief Rahman, Alem Pameli, Maivi Kusnandar, Egga Asoka, and Yulia Hapsari. "Analisis Penerapan Manajemen Strategik dan Pengaruhnya Terhadap Kinerja Pegawai di UPTD BTIKP Disdik Sumsel." Journal of Indonesian Economic Research 1, no. 2 (December 1, 2023): 75–81. http://dx.doi.org/10.61105/jier.v1i2.67.
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Strategic management is crucial in the Regional Technical Implementation Unit of the Education Communication Information Technology Centre (UPTD BTIKP) of South Sumatra Disdik, given technological changes and demands for quality education services. This study was conducted using a qualitative method with objects in UPTD BTIKP highlighting the implementation of strategic management, identifying challenges in its integration into daily practice. The analysis shows a significant positive impact on employee performance through active involvement in strategy formulation and implementation. Recommendations include improving coordination, optimising information technology, and increasing employee capacity. The findings can serve as a foundation for similar educational organisations to strengthen strategic management, create a dynamic work environment and improve sustainable performance. Manajemen strategik sangat krusial dalam Unit Pelaksana Teknis Daerah Balai Teknologi Informasi Komunikasi Pendidikan (UPTD BTIKP) Disdik Sumsel, mengingat perubahan teknologi dan tuntutan layanan pendidikan berkualitas. Metode penelitian ini dilakukan dengan metode kualitatif dengan objek di UPTD BTIKP menyoroti penerapan manajemen strategik, mengidentifikasi tantangan dalam integrasinya ke dalam praktik sehari-hari. Analisis menunjukkan dampak positif yang signifikan pada kinerja pegawai melalui keterlibatan aktif dalam perumusan dan implementasi strategi. Rekomendasi mencakup peningkatan koordinasi, optimalisasi teknologi informasi, dan peningkatan kapasitas pegawai. Temuan ini dapat menjadi landasan bagi organisasi pendidikan serupa untuk memperkuat strategi manajemen, menciptakan lingkungan kerja dinamis, dan meningkatkan kinerja berkelanjutan.
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Mišanková, Mária, and Katarína Kočišová. "Strategic Implementation as a Part of Strategic Management." Procedia - Social and Behavioral Sciences 110 (January 2014): 861–70. http://dx.doi.org/10.1016/j.sbspro.2013.12.931.
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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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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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Rapert, Molly Inhofe, Anne Velliquette, and Judith A. Garretson. "The strategic implementation process: evoking strategic consensus through communication." Journal of Business Research 55, no. 4 (April 2002): 301–10. http://dx.doi.org/10.1016/s0148-2963(00)00157-0.
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Ali, Albadri Albaloula, and Abdulrahman Saleh Aldogiher. "Developing effective strategic communication for sustainable strategic implementation performance." International Journal of Innovative Research and Scientific Studies 8, no. 2 (April 11, 2025): 3744–50. https://doi.org/10.53894/ijirss.v8i2.6104.
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The study’s objective is to examine strategy communication (SC) issues during the strategy implementation (SI) process and how to set up effective SC for sustainable implementation performance. The methodology is based on a review of the literature and an examination of related studies that have addressed the impact of SC on SI. The study found that SC is one of the top ten factors that influence SI, either positively or negatively. Some research emphasized communication and its elements as an individual factor, while others attributed the impact to communication characteristics. Also, the majority of those to whom SC is directed are from corporate or top management to lower managers, and occasionally to non-managerial levels. Some research has identified the SC tools and methods employed, whereas others have not. The number of examined studies is minimal, which limits the findings. The implication is that selected studies examined many types of organizations, which broadens the scope to include numerous industries of varying characteristics. This study examines SC alone as a factor affecting the SI process, whereas several earlier studies, if not all, looked at SC in conjunction with other relevant factors. The framework and model have added value to the strategy management field.
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Graham, Lou, and Lance B. Eliot. "Strategic Tips for Case Implementation." Information Systems Management 13, no. 2 (January 1996): 86–88. http://dx.doi.org/10.1080/10580539608906994.
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Harafonova, O. I., and R. V. Yankovoi. "IMPLEMENTATION OF STRATEGIC ALTERNATIVES AND STRATEGIES FOR CHANGES TO ENTERPRISES UNDER CRISIS CONDITIONS." SCIENTIFIC BULLETIN OF POLISSIA 2, no. 2(10) (2017): 57–60. http://dx.doi.org/10.25140/2410-9576-2017-2-2(10)-57-60.
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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.
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 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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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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ARROMAL, M. FARIS, and MUH HANIF. "IMPLEMENTASI MANAJEMEN STRATEGI UNTUK PENINGKATAN MUTU PENDIDIKAN DI MAN 2 BREBES." TEACHING : Jurnal Inovasi Keguruan dan Ilmu Pendidikan 4, no. 2 (June 28, 2024): 65–75. http://dx.doi.org/10.51878/teaching.v4i2.2967.
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This study aims to provide an overview of how the implementation of strategic management in order to improve the quality of education in one of the educational institutions, namely in MAN 2 Brebes. The research method used is qualitative with data collection techniques of interviews with principals, teachers, students, and parents, direct observation of the learning process and interaction in the school environment, and study documentation. The results showed that school principals play a crucial role in formulating visions, developing strategies, and motivating school residents to achieve educational excellence. The implementation of effective strategic management enables MAN 2 Brebes to improve student achievement through responsive curriculum development, periodic monitoring and evaluation, as well as active participation of parents in the education of their children. Analysis of the external and internal environment with SWOT analysis also provides a deep understanding of the factors affecting the effectiveness of strategic management in this school. This research makes an important contribution to the understanding of the implementation of management strategies in improving the quality of education and can be the basis for the development of sustainable education strategies. ABSTRAKPenelitian ini bertujuan untuk memberikan gambaran bagaimana implementasi manajemen strategik dalam rangka meningkatkan mutu pendidikan di salah satu lembaga pendidikan yakni di MAN 2 Brebes. Metode penelitian yang digunakan adalah kualitatif dengan teknik pengambilan data wawancara dengan kepala madrasah, guru, tenaga kependidikan, dan siswa, serta observasi langsung terhadap proses pembelajaran dan interaksi di lingkungan madrasah, dan dokumenasi studi. Hasil penelitian menunjukkan bahwa kepala madrasah memainkan peran krusial dalam merumuskan visi, mengembangkan strategi, dan memotivasi warga madrasah untuk mencapai keunggulan pendidikan. Implementasi manajemen strategis yang efektif memungkinkan MAN 2 Brebes untuk meningkatkan prestasi siswa melalui pengembangan kurikulum responsif, monitoring dan evaluasi berkala, serta partisipasi aktif orang tua dalam pendidikan anak-anak mereka. Analisis lingkungan eksternal dan internal dengan analisis SWOT juga memberikan pemahaman yang mendalam tentang faktor-faktor yang memengaruhi efektivitas manajemen strategis di madrasah ini. Penelitian ini memberikan kontribusi penting untuk pemahaman tentang implementasi manajemen strategi dalam meningkatkan mutu pendidikan dan dapat menjadi dasar bagi pengembangan strategi pendidikan yang berkelanjutan.
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Agustina, Rubhan Masykur, Eti Hadiati, and Koderi. "Manajemen Strategis dalam Penerapan ISO 21001:2018 di Madrasah." Peradaban Journal of Interdisciplinary Educational Research 2, no. 1 (March 4, 2024): 55–72. http://dx.doi.org/10.59001/pjier.v2i1.151.
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Madrasah in Indonesia often face challenges in improving the quality of education, especially regarding management, curriculum, teacher quality, and community participation. The ISO 21001:2018 standard is important as it can help madrasah improve the quality of educational management and provide the best services for students. This article highlights the importance of strategic management in the implementation of this standard, clarifying strategic management steps such as environmental analysis, strategy formulation, strategy implementation, and strategy evaluation that can be applied in the madrasah context. With this approach, it is hoped that madrasah can be more effective in meeting the established educational quality standards. Madrasah di Indonesia seringkali menghadapi kendala dalam peningkatan kualitas pendidikan, terutama terkait manajemen, kurikulum, kualitas tenaga pendidik, dan partisipasi masyarakat. Standar ISO 21001:2018 menjadi penting karena dapat membantu madrasah meningkatkan kualitas pengelolaan pendidikan dan memberikan pelayanan terbaik bagi peserta didik. Artikel ini menggarisbawahi pentingnya manajemen strategis dalam implementasi standar ini, memperjelas langkah-langkah manajemen strategis seperti analisis lingkungan, formulasi strategi, implementasi strategi, dan evaluasi strategi yang dapat diterapkan dalam konteks madrasah. Dengan pendekatan ini, diharapkan madrasah dapat lebih efektif dalam memenuhi standar mutu pendidikan yang ditetapkan.
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Maulida, Tarita. "KEPEMIMPINAN TRANSAKSIONAL, PENGAMBILAN KEPUTUSAN DAN IMPLEMENTASI RENCANA STRATEGIS." Jurnal Administrasi Pendidikan 14, no. 1 (October 11, 2017): 141–53. http://dx.doi.org/10.17509/jap.v24i1.6524.
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Implementasi rencana strategis merupakan tahap paling sulit karena merupakan proses berbagai strategi dan kebijakan berubah menjadi tindakan melalui pengembangan program, anggaran dan prosedur sehingga diperlukan sumber daya yang baik. Hasil penelitian menunjukan bahwa kepemimpinan transaksional yang diikuti dengan kemampuan pengambilan keputusan yang baik berpengaruh positif dan efektif terhadap implementasi rencana strategis. Kondisi tersebut dimungkinkan karena kepala sekolah transaksional mampu melaksanakan pengambilan keputusan dengan baik mengenai siapa yang akan melaksanakan, apa yang harus dilaksanakan dan bagaimana sumber daya manusia bertanggung jawab terhadap implementasi rencana strategis.Strategic plan implementation phase is the most difficult due process is different strategy and policy measures to be change through the development programs, budgets and procedures resources needed so good. The study results showed that transactional leadership followed by the ability of a good decision making positive influence and effective implementation of strategic plan. It’s possible because transaksional principalship able to do with good decision on who is going to implement, what should be done and how human resources responsible for implementation of strategic plan.
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정은정. "The role of strategic human resource development in strategic implementation of strategic management." Korean Journal of Human Resource Development Quarterly 15, no. 3 (August 2013): 1–27. http://dx.doi.org/10.18211/kjhrdq.2013.15.3.001.
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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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Riungu, Festus Kinyua, Thomas A. Senaji, and Hellen Nkirote Mugambi. "Strategy Implementation." Africa Journal of Technical and Vocational Education and Training 4, no. 1 (October 24, 2019): 197–208. https://doi.org/10.69641/afritvet.2019.4194.
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Education plays a critical role in ensuring the survival of any nation in the global economic setup leading to emphasis on quality outcomes of education. Strategic management practice is a very critical factor for any organization’s survival in the modern competitive operating environment. The purpose of the study was to establish whether schools adopt strategic management practices and their influence on competitive academic performance. Strategic management practices were decomposed into specific objectives of environmental scanning, strategy formulation, strategy implementation and strategy control. The study concentrated on the role of strategy implementation on competitive academic performance of secondary schools. It was conducted in eastern counties of Kenya namely, Meru, Embu, Tharaka Nithi, Kitui and Machakos informed by stakeholder and human resource-based theories of strategic management. The study adopted cross-sectional survey design with a target population of principals of secondary schools in eastern counties with a frame of 919. The counties were divided into strata with a sample of 273 drawn based on survey monkey formula. The counties were further stratified and random samples drawn from each stratum. Data collection was through questionnaires, analyzed by descriptive and inferential statistics. The findings indicated that schools had intricate programmes for strategy implementation and processes which when followed enabled the schools to remain competitive. Overall strategy implementation practice was found to have a significant influence on competitive academic performance. It is recommended that strategic management training be extended to all school principals with emphasis on strategy implementation because the input of employees who are strategy implementers determine performance. Participation in strategy implementation should be through shared responsibility enabling the heads of departments to shoulder responsibility for the outcomes. Finally, the study recommends that principals should be allowed to complete at least two cycles of strategic management in one school for their strategy implementation capabilities to be reflected in academic performance and hence used for making and implementation of proper decisions.
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Welch, Teresa D., and Todd B. Smith. "Strategic Planning." Nursing Administration Quarterly 47, no. 4 (October 2023): 283–88. http://dx.doi.org/10.1097/naq.0000000000000597.
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Successful organizations depend on strategic thinkers who understand strategic planning and strategic management. These strategic leaders can proactively manage the constant environmental changes to position their organizations for a competitive advantage and avoid acting in a reactive and defensive manner. However, while organizations are often adept at developing extensive strategic plans, implementation of the plan is often poor or without a definitive strategy. This article addresses key strategies for successful implementation of changes to bring about sustainable cultural change in an organization to meet the organization's overall strategic goals, specifically through the use of implementation science.
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Nirmayanthi, Andi, Mohammad Ali Fadlalla Abdalla, Mardhiah Hasan, and St Syamsudduha. "Implementasi Manajemen Strategik Berbasis Sekolah." Cognoscere: Jurnal Komunikasi dan Media Pendidikan 2, no. 3 (July 2, 2024): 1–10. http://dx.doi.org/10.61292/cognoscere.214.
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The implementation of School-Based Strategic Management (SBMS) aims to improve the quality of education through granting greater autonomy to schools. The implementation of SBM involves all stakeholders in the decision-making process, including the principal, teachers, students, parents and the community. This strategy focuses on managing school resources based on local potential and needs and emphasizes the active participation of all stakeholders. The strategic management process of SBM includes the formulation, implementation and evaluation of strategies that are tailored to school conditions. The successful implementation of SBM is strongly influenced by the quality of human resources, the availability of funds, adequate facilities and community support. With a flexible and sustainable approach, SBM can be an effective tool in improving the quality of education and facing challenges in an ever-evolving educational environment. Abstrak Implementasi Manajemen Strategik Berbasis Sekolah (MBS) bertujuan untuk meningkatkan mutu pendidikan melalui pemberian otonomi yang lebih besar kepada sekolah. Penerapan MBS melibatkan seluruh pemangku kepentingan dalam proses pengambilan keputusan, termasuk kepala sekolah, guru, siswa, orang tua, dan masyarakat. Strategi ini berfokus pada pengelolaan sumber daya sekolah berdasarkan potensi dan kebutuhan lokal, serta menekankan pada partisipasi aktif seluruh pihak terkait. Proses manajemen strategik MBS meliputi perumusan, implementasi, dan evaluasi strategi yang disesuaikan dengan kondisi sekolah. Keberhasilan implementasi MBS sangat dipengaruhi oleh kualitas sumber daya manusia, ketersediaan dana, fasilitas yang memadai, serta dukungan masyarakat. Dengan pendekatan yang fleksibel dan berkelanjutan, MBS dapat menjadi alat yang efektif dalam meningkatkan mutu pendidikan dan menghadapi tantangan dalam lingkungan pendidikan yang terus berkembang. Keywords: Strategik, Berbasis Sekolah, Mutu Pendidikan
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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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Alotaibi, Nood Salem, and Nadia A. Abdelmegeed Abdelwahed. "Strategic Behaviours In Municipal Decision-Making: A Strategic Approach." Journal of Law and Sustainable Development 11, no. 12 (December 27, 2023): e2321. http://dx.doi.org/10.55908/sdgs.v11i12.2321.
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Purpose: The present study explores an effective strategy implementation in the municipality of Saudi Arabia. The study also recognizes the mediating effect of planning success in the study. Design/Methodology/ Approach: The researchers conducted the study using quantitative methods, which applied the survey questionnaire to get responses from management-level employees working in the municipality Eastern Province Region of Saudi Arabia. Finally, the analysis utilized 274 samples to conclude it. Findings: Using SEM through AMOS, the study's outcomes significantly affect strategic behaviours, resource allocation, institutional policies and planning success in an effective strategy implementation. Moreover, the planning success factor mediates the association between strategic behaviour, resource allocation and effective strategy implementation. On the other hand, planning success negatively mediates the association between institutional policies and effective strategy implementation. Research, practical and social implications: The study findings would support cultivating a culture of flexibility and prioritizing collaborative approaches for effective strategy implementation. The results also help efficiently allocate critical resources, prioritize strategic investments, and maintain flexibility in resource reallocation to align with evolving strategic goals. Finally, it guides the development of policies with practical strategies, encourages calculated risk-taking, and establishes robust monitoring mechanisms with transparent communication to ensure successful strategy implementation. Originality/ value: This study fills the gaps in the empirical assessment among Saudi municipalities.
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Chysara, Daris Iqbal, Carni Trisnawati, and Aida Karimah PS. "The Implementation of Strategic Management in The Wilayatul Hisbah Institution in Enforcing Islamic Sharia." Islam Transformatif : Journal of Islamic Studies 8, no. 1 (June 30, 2024): 90–104. https://doi.org/10.30983/it.v8i1.7986.
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Abstract Aceh is a region that has the authority to regulate and implement Sharia by-law as a local government. The Islamic Sharia in Aceh is carried out by the Wilayatul Hisbah institution as a special authority that ensures the implementation of Islamic Sharia as it should be. As a government institution, Wilayatul Hisbah itself applies organizational management, particularly in strategy. This study aims to find out and understand how the formulation of the Wilayatul Hisbah strategy in Banda Aceh City in the Enforcement of Islamic Law, to know the implementation of the Wilayatul Hisbah strategy in Banda Aceh City, and to know the evaluation of strategies carried out by the Wilayatul Hisbah Institution of Banda Aceh City which is oriented towards the enforcement of Islamic law in Banda Aceh. The research method used is a descriptive method with a qualitative approach. The findings of this article reveal thatthe formulation and implementation carried out by the Wilayatul Hisbah institution of Banda Aceh City has been carried out following the basic values of strategic management governance, which takes into account long-term, medium-term, and short-term strategies outlined in the institution's Strategic Plan and the applicable Standard Operating Procedures, and in accordance with the principles of equality and justice. Abstrak Aceh adalah wilayah yang diberi kewenangan untuk mengatur dan menerapkan hukum sesuai dengan hukum Islam dalam kehidupan pemerintahannya sendiri. syariat Islam di Aceh dijalankan oleh Lembaga Wilayatul Hisbah sebagai otoritas khusus yang memastikan syariat Islam berjalan dengan sebagaimana mestinya, sebagai lembaga pemerintahan, Wilayatul Hisbah sendiri menerapkan manajemen organisasi, terkhusus dalam aspek strategi. Penelitian ini bertujuan untuk mengetahui dan memahami bagaimana perumusan strategi Wilayatul Hisbah di Kota Banda Aceh dalam Penegakan Hukum Islam, mengetahui implementasi strategi Wilayatul Hisbah di Kota Banda Aceh, dan mengetahui evaluasi strategi yang dilakukan oleh Lembaga Wilayatul Hisbah Kota Banda Aceh yang berorientasi pada penegakan hukum Islam di Banda Aceh. Metode penelitian yang digunakan adalah metode deskriptif dengan pendekatan kualitatif berdasarkan hasil analisis yang didapatkan, perumusan dan implementasi yang dilakukan oleh Lembaga Wilayatul Hisbah Kota Banda Aceh telah dilaksanakan sesuai dengan nilai-nilai dasar tata kelola manajemen strategis yang memperhitungkan strategi jangka panjang, jangka menengah, dan jangka pendek yang tertuang dalam Rencana Strategis lembaga dan Standar Operasional Prosedur yang berlaku, dan sesuai dengan asas kesetaraan dan keadilan.
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Supriatna, Tjahya. "Implementasi Peraturan Pemerintah (PP) No. 43 Tahun 2014 Tentang Peraturan Pelaksanaan Undang-Undang(UU) No.6 Tahun 2014 Tentang Desa Di Kecamatan Losari Kabupaten Brebes Jawa Tengah." Jurnal Wahana Bina Pemerintahan 2, no. 2 (November 29, 2015): 51–58. http://dx.doi.org/10.55745/jwbp.v2i2.20.
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The Implementation Policy Rural Number 6 year 2014 and Implementattion Regulatiion Rural Number 43 Year 2014 is reform to Govermental Regulation Rural Number 72 year 2005. In the implementatioin is needs of policy operational regulation and local regulation that Ministry of Home Affair, Governor and Regency. The Implementation Policy Rural Number 6 year 2014 and Implementation Regulation Rural Number 43 Year 2014 is have strategic policy and planning, socialization, empowering to aparatur of governmental hieracy and social institution in the regency, city, rural and urban in Indonesia. Manya scholars essential that the implementation of policy governmental is functional and principle a goverment is very strategic to support and accountability should be good governance. The data support the believe than objective should be regarding is lack preception, knowledge and orientation of aparatur and rural than Implementation Policy Rural.
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EJOH, Ejiro, and Patrick A. OMOILE. "SHARED VALUES AND STRATEGIC IMPLEMENTATION SUCCESS." Journal of Public Administration, Finance and Law 29 (2023): 122–29. http://dx.doi.org/10.47743/jopafl-2023-29-11.
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In this seminar work, we delve into the critical relationship between shared values and the success of strategic implementation in organizations. We explore the significance of shared values as the core beliefs and principles that unite employees and stakeholders, contributing to successful strategic implementation. Furthermore, the paper examines the impact of shared values on strategic implementation outcomes and how they help achieve organizational strategic goals. Additionally, we outline effective strategies to cultivate a shared values culture within organizations, fostering an environment where shared values thrive.
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Ejoh, Ejiro, and Patrick A. Omoile. "Shared Values and Strategic Implementation Success." International Journal of Public Administration Studies 3, no. 2 (January 10, 2024): 70. http://dx.doi.org/10.29103/ijpas.v3i2.13893.
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In this seminar work, we delve into the critical relationship between shared values and the success of strategic implementation in organizations. We explore the significance of shared values as the core beliefs and principles that unite employees and stakeholders, contributing to successful strategic implementation. Furthermore, the paper examines the impact of shared values on strategic implementation outcomes and how they help achieve organizational strategic goals. Additionally, we outline effective strategies to cultivate a shared values culture within organizations, fostering an environment where shared values thrive.
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Yen, David C., H. Joseph Wen, Binshan Lin, and David C. Chou. "Groupware: a strategic analysis and implementation." Industrial Management & Data Systems 99, no. 2 (March 1999): 64–70. http://dx.doi.org/10.1108/02635579910243879.
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Ursell, Jan. "Strategic alliances: Formation, implementation and evolution." Long Range Planning 26, no. 2 (April 1993): 130–31. http://dx.doi.org/10.1016/0024-6301(93)90148-9.
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Elbanna, Amany R. "Strategic Systems Implementation: Diffusion through Drift." Journal of Information Technology 23, no. 2 (June 2008): 89–96. http://dx.doi.org/10.1057/palgrave.jit.2000130.
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The adoption of Enterprise Resource Planning (ERP) systems follows various paths in organisations and achieves diverse results. The traditional models of diffusion of innovation applied in information systems are not sufficient to explain such variations in adoption. This study examines the process of drift in an ERP project to answer the questions of how and why drift tends to occur in such projects. It applies Actor Network Theory to interpret the data. This analytical lens reveals that a software implementation project's fate depends on each move it takes and each party involved in handling that move. Every handling of the project by different parties could present either a positive modality (that strengthens it and pushes it forward on its track) or a negative modality (that weakens its initial form and drags it onto a different direction). The study provides an alternative view of diffusion, and an explanation of drift in the ERP case that could be extended to other technological projects. It invites practitioners to monitor the various movements of their projects and to allow strategic drift in order to achieve a successful implementation.
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Rose, Kenneth H. "A Strategic-Oriented Implementation of Projects." Project Management Journal 45, no. 5 (September 15, 2014): e4-e4. http://dx.doi.org/10.1002/pmj.21453.
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Tjandra, Ellysa, Ridi Ferdiana, and Sri Suning Kusumawardani. "Strategic implementation of outcome-based education." Contemporary Educational Researches Journal 14, no. 2 (May 20, 2024): 120–32. http://dx.doi.org/10.18844/cerj.v14i2.9444.
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The paradigm of higher education in Indonesia is currently changing to Outcome-Based Education, which focuses on the curriculum's accomplishment of student outcomes. Measurement of the degree of learning accomplishment in a course requires the use of a learning outcome attainment method, and providing student skills achievement reports in programming courses is crucial to improving student success in computer science study programs. This study proposes a standardized learning outcome measurement technique to provide a comprehensive course learning outcome attainment with student skills categorization, and course success level, after conducting an interview, focused group discussion, and evaluations with experts. This method includes performance indicators and acceptance criteria via Course Learning Outcome value, Course Learning Outcome level, Course Success Rate level, and student skills, which operate at the study program's course level. The researchers performed the overall attainment process using the direct attainment method. The measurement model proposed has been successfully accepted and implemented in 7 study programs in 11 universities in Indonesia. Keywords: Attainment; course outcome; outcome-based education; student categorization; student skills.
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Chenoy, Neville C., Mary Jean Morrison, and Donald R. Carlow. "A Process for Implementation of the Strategic Plan: From Strategic Planning toward Strategic Management." Healthcare Management Forum 4, no. 3 (October 1991): 20–26. http://dx.doi.org/10.1016/s0840-4704(10)61251-3.
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Peter, Paul Kgatitsoe. "ENABLING FACTORS IN STRATEGIC PLAN IMPLEMENTATION: THE NORTH-WEST DEPARTMENT OF EDUCATION." Social Sciences and Education Research Review 10, no. 2 (December 1, 2023): 212–22. https://doi.org/10.5281/zenodo.15254271.
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The strategic plan implementation challenges faced by the North West Department of Education were examined in this article. It listed and described the department's key strategy implementation factors. The effectiveness of these strategies was evaluated by the researcher using scholarly discourse, documentary analysis, and a qualitative survey. Tool performance was also looked at. The data was examined by Atlas/T17. Data was gathered through in-depth interviews and content analyses. The Okomus theory of strategy implementation was employed.
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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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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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O’Regan, Nicholas, and Abby Ghobadian. "Formal strategic planning." Business Process Management Journal 8, no. 5 (December 1, 2002): 416–29. http://dx.doi.org/10.1108/14637150210449102.
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The literature contends that the lack of strategic business planning is a major drawback in the implementation of business process initiatives such as total quality management. In addition, it is evident that strategic planning firms achieve better performance than other firms. However, strategic planning often fails due to problems or barriers encountered at the implementation stage. It is unclear from the limited research carried out to date what actions, if any, firms can take to minimise or eliminate these barriers. This paper examines the concept of strategic planning and identifies the barriers to its implementation. It considers the suitability of formal strategic planning as the key to eliminating or reducing implementation barriers by comparing the extent to which the barriers are experienced in formal and non‐formal planning firms. The paper also examines the extent to which the barriers are experienced by high and low performing firms.
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Garcia-Vidal, Gelmar, Alexander Sanchez-Rodriguez, Reyner Perez-Campdesuner, Rodobaldo Martinez-Vivar, and Laritza Guzman-Vilar. "Understanding the obstacles to successful strategic management implementation in Ecuadorian SMEs." Problems and Perspectives in Management 22, no. 3 (September 26, 2024): 616–27. http://dx.doi.org/10.21511/ppm.22(3).2024.47.
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Despite full recognition of strategic management in the success of small and medium-sized enterprises (SMEs), little attention has been paid to the factors that contribute to the failure of its implementation in the Ecuadorian context. Therefore, the purpose of this study is to investigate the obstacles that hinder the successful implementation of strategic management in SMEs in Ecuador. A quantitative study approach was employed. The initial sample comprised 105 entrepreneurs, who were administered a checklist to evaluate the status of strategic planning implementation within their organizations. Based on their responses, nine entrepreneurs were selected for in-depth analysis, categorized as follows: three entrepreneurs with a high level of strategic management implementation, three with a moderate level of implementation, and three with minimal or no strategic management practices. This identified the primary obstacles to effective strategic management implementation. Finally, a comprehensive survey was applied to all participants to quantify these barriers, which allowed the construction of the final model used for the subsequent analysis. Through structural equation modeling, the study demonstrated that these obstacles negatively and significantly correlated with the level of strategic management implementation, revealing that businesses with minimal or no implementation experienced significantly different sales performance compared to those with higher levels of strategic management practices.
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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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Rajasekhara Reddy Syamagari. "Comprehensive Guide to SAP FICO Implementation: A Strategic Approach." International Journal of Scientific Research in Computer Science, Engineering and Information Technology 11, no. 1 (February 10, 2025): 2018–25. https://doi.org/10.32628/cseit251112212.
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This article examines the strategic implementation of SAP FICO (Financial Accounting and Controlling) modules within enterprise resource planning systems, focusing on its evolution from basic Material Requirements Planning to sophisticated financial integration platforms. The article analyzes implementation frameworks across various organizational contexts, particularly emphasizing manufacturing sector applications. The article investigates critical success factors throughout different implementation phases, including project planning, system design, configuration, testing, data migration, training, and post-implementation support. Through extensive analysis of multiple case studies and empirical research, this article demonstrates how structured implementation approaches significantly improve financial operations, enhance reporting accuracy, and streamline business processes. The article highlights the importance of change management strategies, stakeholder engagement, and comprehensive training programs in achieving successful SAP FICO implementations. Additionally, the article provides insights into post-implementation support frameworks and their impact on long-term system effectiveness and user satisfaction.
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Shukurov, Ibodullo Murodullaevich, Liliya Ilxomovna Achilova, R. Kim Aleksandr, Viktoriya Men, and Rustam Anvarkhujaev. "STRATEGIC MANAGEMENT IMPLEMENTATION PROCESS IN HEALTH CARE INSTITUTIONS." International conference on multidisciplinary science 1, no. 3 (October 7, 2023): 32–37. https://doi.org/10.5281/zenodo.8417344.
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The concept of strategic management has been substantiated. The key tasks of strategic management of the state medical institution have been defined. The urgency of implementation of strategic management in public medical institutions has been proved. The structure of the strategic management process in the state clinical hospital has been substantiated. The main stages of implementing strategic management in a public hospital are described: the development of operational plans for the implementation of strategic goals is determined. The objectives and practical activities of the strategic committee as a management body for the development of medical institutions are substantiated.
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Talari, Mohammad, and Marzie Azarbayejani. "Presenting the conditions and requirements pattern for the implementation of open strategy." Journal of Strategic Management Studies 14, no. 54 (June 7, 2023): 245–64. https://doi.org/10.22034/smsj.2022.329303.1623.
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<strong>Introduction</strong><strong>: </strong>Entering the fourth generation of industries with the advent of transformational technologies and the wider use of the Internet and information technology has led organizations to become more and more open approaches in various fields. An open approach to strategy using the IT infrastructure and with the aim of increasing transparency and attracting more participation of stakeholders inside and outside the organization offers a new discourse of strategy creation [40]. Open strategy puts aside all traditional boundaries of the organization and moves in a clear direction with a new approach. This strategy refers to strategic methods that are mostly comprehensive and transparent and include a wider range of internal and external actors than closed and traditional methods of strategy development [49]. In fact, this view of open strategy states that open strategy is a dynamic set of methods that enable internal and external factors of the organization to have more transparency, cooperation and flexibility, and more balance and scope. To be achieved within the organization as well as outside the organization [48].<strong>Methodology: </strong>In order to obtain research objective, a qualitative approach used. The strategy of this research is grounded theory and the purpose of descriptive research and data collection method is semi-structured interview. The statistical population of the research is experts in the field of strategic management who have experienced at least once in strategic planning projects. The sampling method is purposeful and theoretical. In this method, the coding process begins immediately after the first interview and based on that, it decides where and who obtained the next data to develop the emerging theory [16]. Based on the coding done in the tenth interview, we reached a theoretical saturation, but to ensure the interviews continued until the 12th interview.<strong>Results and Discussion:</strong> Research results show the increasing stakeholder participation and involvement in strategic planning processes can create 1) new knowledge, 2) strategy acceptance and 4) strategy commitment to implementation. Then the quality of strategic decisions will be upgrade, but the implementation of this approach within the organization and different levels of strategy are definitely a challenging task for organizations [41] and require special requirements inside and outside the organization. Results show that the central category of research is the implementation of open strategy, which includes a set of conditions and requirements for the implementation of open strategy that need to realized for the proper implementation of this strategy. These requirements include the following: Strategic agreement, strategic review, idea acquisition process, strategic culture building, strategic discourse building, strategic cognition, and development of appropriate communication technologies, strategic preparation and support, strategic fit.<strong>Conclusion:</strong> The purpose of this study is to identify the requirements for the implementation of open strategy, which has stated the necessary conditions for the implementation of open strategy. In this research, using the apparent approach (Glaser) and through interviews with research experts, 9 categories (strategic agreement, strategic review, idea acquisition process, strategic culture building, strategic discourse, strategic cognition, and strategic communication technologies), Strategic readiness and support, and strategic appropriateness) extracted as requirements for the implementation of open strategy. These categories include 19 components and 80 open codes. Involvement of internal and external stakeholders can provide the conditions for successful implementation by implementing a clear understanding of the requirements and conditions for the implementation of open strategy and the importance of these conditions in the process of opening organizations. Open strategy, through information transparency within the organization, stakeholder participation and cooperation and the use of information technology tools, witness the alignment with environmental changes, improve the overall quality of decisions, better management, balance of development and implementation Strategies, improving innovation processes and improving the overall performance of the organization. Managers can lead to a sustainable competitive advantage in organizations with a strategic process. Research in this area often focuses on the concept of open strategy [7, 52] and its challenges and benefits [1, 4], and less research has been done on the requirements of open strategy implementation. In their research, Amrollahi and Rolandes (2015) and (2018) sought to design a method for open strategy planning that is consistent with the present study in terms of the process approach they have in their research. Dubois and Kepler (2017) in their study emphasize the opening of strategy through communities that supports the process of strategic discourse in this study.
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Suharto, Suharto. "Strategic Leadership: Effective Leadership in Strategic Management." Jurnal Ilmiah Multidisiplin Indonesia (JIM-ID) 2, no. 01 (January 21, 2023): 38–44. http://dx.doi.org/10.58471/esaprom.v2i01.3959.
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Strategic leadership is defined as the ability of a leader to direct an organization in achieving its strategic goals by utilizing resources optimally. This research aims to investigate the role of strategic leadership in the context of strategic management and its impact on organizational effectiveness. This research uses a qualitative approach with descriptive methods. The results of this research indicate that the implementation of strategic leadership has a significant positive impact on the organization's success in achieving long-term goals. Leaders who apply a strategic approach, with a deep understanding of the vision and mission, analysis of the business environment, and the ability to formulate innovative strategies, play a key role in guiding the team and creating clear direction. Leaders' flexibility and adaptability in facing changes in the business environment, along with intelligent strategic decision-making abilities, have been proven to make a positive contribution to organizational success. Performance monitoring and evaluation of strategy implementation results confirm that effective strategic leaders are able to create a work environment that supports innovation and empowers teams to achieve optimal results.
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Adeyemo, Kabiru Aderemi, and John O. Egbuji. "The Tasks of Strategies in the Behavioural Implementation of Strategy." Journal of Development Administration Volume 3, No. 1 June 2010 (June 2, 2010): 220. https://doi.org/10.5281/zenodo.10909438.
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Abstract This paper examines the tasks of strategists in the behavioral implementation of strategy and asserts that the future of strategy is leadership. It argues that the tasks of strategists in leadership positions should be rather seen and appreciated from the standpoint of the varied strategic leadership tasks at the beck and call of strategic leaders during turbulent times. Specifically, it posits that there are strategic leadership tasks that develop the personal and interpersonal qualities that become a strategist's motivational foundation while his / her leadership position lasted and, went further to propose that six strategic leadership tasks will take precedence over and above all other strategies. These are: [1] identification of the current enterprise position and deciding on a direction. [2] A review of the enterprise changing external world and internal company resources |3| Differentiated strategies of vision and mission. [4] Policies. [5] Leadership purpose and enterprise resources. [6] Industry leadership position. The paper argues that strategic leadership is not only important to the company or organization, but is also geared towards the overall development of the nation. The paper argues further that strategic leadership is a human factor, -which builds a group together and motivates them towards goal attainment. The paper contends that strategic leadership understands human problems and takes them into consideration in directing and managing employees for action. The paper argues further that besides leadership, there are other aspects of strategy implementation that have an impact on the behaviour of strategists in implementing the chosen strategies. These, in the words of Kazmi (2005: 353], are: |1] Corporate culture. [2] Corporate politics and usc of power. |3] Personal values and business ethics. [4) Social responsibility. The paper concludes that perhaps the single most important strategy for implementing the chosen strategies lies in motivating the organizational people you supervise by treating them the same way you wish to be treated: as responsible professionals irrespective of their hierarchical position in the organization.
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Eckhard, Steffen. "No Strategic Fit in Peacebuilding Policy Implementation?" der moderne staat – Zeitschrift für Public Policy, Recht und Management 9, no. 1 (May 30, 2016): 83–99. http://dx.doi.org/10.3224/dms.v9i1.23643.
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Piech, Henryk, and Grzegorz Grodzki. "Strategic analysis of implementation assets and threats." Journal of Applied Mathematics and Computational Mechanics 18, no. 2 (June 2019): 65–74. http://dx.doi.org/10.17512/jamcm.2019.2.06.
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