The Concept Of StrategyOnce the obj

The Concept Of Strategy
Once the objectives have been decided, the strategic decision makers are in a position to decide how to achieve them. This is a choice of strategy. Without a strategy, there is no established course to follow, no cohesive plan to produce the intended results.
Therefore, crafting and implementing a strategy for the business are core management functions. This chapter consists a discussion of the key concepts in strategic decision making. But particularly, it considers the central concept - strategy itself.

Strategy As A Field Of Study
Strategic decisions involve a determination of broad directions and the development of comprehensive plans to attain those directions. Richard Vancil has defined the concept of strategy as follows:
The strategy of an organization ... is a conceptualization expressed or implied by the organization leader, of (1) the long-term objectives or purposes of the organization, (2) the broad constraints and policies ... that currently restrict the scope of the organization's activities, and (3) the current set of plans near-term goals that have been adopted in the expectation of contributing to the achievement of the organization's objectives.
During the past thirty years the concept of strategy has become one of the everyday words of managers. However, the concept of strategy is not new. Military-diplomatic strategies have existed since prehistoric times. The term "strategy" is derived directly from the ancient Greek "strategos", which means "a general" and connoted the art and science of directing military forces. The term later was adopted in the political realm, and at the time of Machiavelli was extended to mean the planned exercise of power and influence to achieve the political ends of the state (Machiavelli 1950).
More recently, strategy has taken on new meanings and is frequently used to refer to the endeavors of various organizations, primarily business organizations, to anticipate, respond to. and generally survive in their environments.
A number of the tools of military strategy developed during World War II subsequently were employed in the business sector - make business at once more efficient and capable of achieving its goals. Military principles and strategy games provide insight to the identification strategies. However, the application of these discrete management techniques was somewhat problematic.
The corporate environment is more complex in many respects than the military, and the battle is continuous, without termination (Henderson 1979). Therefore, caution is in order when considering the more recent transposition of strategic thinking form the military sector to the business realm.
The term "strategy" as used in the military refers to the large-scale planning and directing of operations during wartime as well as peacetime. When used in the business organization, it refers to the broad, overall deployment of the firm's resources to achieve organizations objectives.
What Is Strategy
Researchers and practitioners have used the term strategy freely for other two decades. No controversy surrounds the question of its existence; no debate has arisen regarding the nature of its anchoring concepts. However, virtually everyone writing on strategy agrees that no consensus on its exists.
Strategy: Areas Of Disagreement
Peter Drucker (1954) was among the first to address the strategy issue. To him, an organization's strategy was the answer to the dual questions:
• What is our business?
• And what should it be?
After Drucker's initial statement, little attention was given to thew concept of strategy in management literature until Alfred Chandler (1962). Chandler stated a strategy is
"the determination of the basic long-term goals and objectives of an enterprise, and the adoption of courses of action and the allocation of resources necessary for carrying out these goals."
This definition did not differentiate between the processes used to formulate strategy and the concept itself.
The first two authors to focus explicitly and exclusively on the concept of strategy and the processes by which it should be developed were Kenneth Andrews (1965 , 1971) and Igor Ansoff (1965). Andrews combined both Drucker's and Chandler's ideas in his definition of strategy. For him:
"... strategy is the pattern of objectives, purposes or goals and major policies and plans for achieving these goals, stated in such way as to define what business the company is in or is to be in and the kind of company it is or is to be."
Ansoff, by contrast, viewed strategy as the "common thread" among an organization's activities and product/markets that defined the essential nature of the business that the organization was in and planned to be in the future.
Andrews' and Ansoff's discussions of strategy and the strategy formulation process differed on three major points:
1. The breadth of the concept of strategy. Here, the question was whether the concept included both tends- goals and obj

Hasil (Bahasa Indonesia) 1:

Konsep strategiSetelah tujuan telah diputuskan, para pembuat keputusan strategis berada dalam posisi untuk memutuskan bagaimana untuk mencapai mereka. Ini adalah pilihan strategi. Tanpa strategi, ada tidak ada lapangan yang didirikan untuk mengikuti, tidak ada rencana yang kohesif untuk menghasilkan hasil yang diinginkan.Oleh karena itu, kerajinan dan menerapkan strategi untuk bisnis adalah fungsi-fungsi manajemen inti. Bab ini terdiri diskusi tentang konsep-konsep kunci dalam pengambilan keputusan strategis. Tapi terutama, ia menganggap konsep sentral - strategi itu sendiri.Strategi sebagai ladang studiKeputusan-keputusan strategis melibatkan penentuan arah luas dan pengembangan rencana komprehensif untuk mencapai arah tersebut. Richard Vancil telah mendefinisikan konsep strategi sebagai berikut:Strategi organisasi... adalah konseptualisasi dinyatakan atau tersirat oleh pemimpin organisasi, tujuan jangka panjang (1) atau tujuan organisasi, (2) luas kendala dan kebijakan... yang saat ini membatasi lingkup kegiatan organisasi, dan set (3) saat ini rencana jangka pendek tujuan yang telah diadopsi dalam pengharapan berkontribusi terhadap pencapaian tujuan organisasi.Selama tiga puluh tahun konsep strategi telah menjadi salah satu kata sehari-hari dari manajer. Namun, konsep strategi ini tidak baru. Strategi militer-diplomatik telah ada sejak zaman prasejarah. Istilah "strategi" berasal langsung dari Yunani kuno "strategos", yang berarti "umum" dan connoted seni dan ilmu mengarahkan kekuatan militer. Istilah kemudian diadopsi di bidang politik, dan pada saat Machiavelli diperpanjang untuk berarti rencana pelaksanaan kekuasaan dan pengaruh untuk mencapai ujung politik negara (Machiavelli 1950).Baru-baru ini, strategi telah diambil pada makna baru dan sering digunakan untuk merujuk pada upaya dari berbagai organisasi, terutama bisnis organisasi, untuk mengantisipasi, menanggapi. dan biasanya bertahan di lingkungan mereka.Sejumlah alat-alat strategi militer yang dikembangkan selama Perang Dunia II kemudian dipekerjakan di sektor bisnis - melakukan bisnis di sekali lebih efisien dan mampu mencapai tujuannya. Prinsip-prinsip militer dan permainan strategi memberikan wawasan untuk identifikasi strategi. Namun, penerapan teknik manajemen diskrit ini adalah agak bermasalah.Lingkungan perusahaan lebih kompleks dalam banyak hal dari militer, dan pertempuran terus-menerus, tanpa penghentian (Henderson 1979). Oleh karena itu, hati-hati adalah agar ketika mempertimbangkan transposisi lebih baru bentuk pemikiran strategis sektor militer untuk dunia bisnis.Istilah "strategi" seperti yang digunakan dalam militer mengacu pada skala besar perencanaan dan mengarahkan operasi selama masa perang serta masa damai. Ketika digunakan dalam organisasi bisnis, mengacu pada luas, keseluruhan penyebaran sumber daya perusahaan untuk mencapai tujuan organisasi.Apakah strategiPeneliti dan praktisi telah menggunakan strategi jangka bebas selama dua dekade lain. Tidak kontroversi mengelilingi pertanyaan keberadaannya; ada perdebatan telah muncul mengenai sifat konsep penahan. Namun, hampir semua orang yang menulis pada strategi setuju bahwa ada konsensus pada yang ada.Strategi: Daerah yang berbedaPeter Drucker (1954) adalah di antara yang pertama untuk mengatasi masalah strategi. Kepadanya, strategi organisasi adalah jawaban untuk pertanyaan-pertanyaan ganda:• Apa adalah bisnis kami?• Dan apa yang harus itu?Setelah pernyataan awal Drucker's, sedikit perhatian diberikan kepada konsep ciri khas strategi manajemen sastra sampai Alfred Chandler (1962). Chandler menyatakan strategi"penentuan tujuan jangka panjang dasar dan tujuan perusahaan, dan adopsi tindakan dan alokasi sumber daya yang diperlukan untuk melaksanakan tujuan tersebut."Definisi ini tidak membedakan proses yang digunakan untuk merumuskan strategi dan konsep itu sendiri.The first two authors to focus explicitly and exclusively on the concept of strategy and the processes by which it should be developed were Kenneth Andrews (1965 , 1971) and Igor Ansoff (1965). Andrews combined both Drucker's and Chandler's ideas in his definition of strategy. For him:"... strategy is the pattern of objectives, purposes or goals and major policies and plans for achieving these goals, stated in such way as to define what business the company is in or is to be in and the kind of company it is or is to be."Ansoff, by contrast, viewed strategy as the "common thread" among an organization's activities and product/markets that defined the essential nature of the business that the organization was in and planned to be in the future.Andrews' and Ansoff's discussions of strategy and the strategy formulation process differed on three major points:1. The breadth of the concept of strategy. Here, the question was whether the concept included both tends- goals and obj