Jen Z.A. Hans, Ph.D
Jen Z.A. Hans, Ph.D.
STRATEGIC MANAGEMENT
Jen Z.A. Hans, Ph.D.
Dosen Magister Manajemen Beberapa PTS
Dosen Se sp im & Sespati Polri Lembang Bandung
Penulis Buku & Trainer Strategi Pengembangan Diri
Tempat Tanggal Lahir Cirebon, 8 April 1958
Pendidikan S1 UGM Yogyakarta (1981)
S2 & S3 University of Kentucky (1986 & 1990)
Telp 021-5265266 Fax 021-5265270
HP 0813-1102-8458 Email: Pedetraining@yahoo.com
Jen Z.A. Hans, Ph.D.
(Email: pedetraining@yahoo.com HP: 0813-1102-8458)
REFERENSI
Jen Z.A. Hans, Ph.D
1. Abdul Wahab Abdoel Kadir, Manajemen Strategik, Primata Press: Jakarta,
2007.
2. Covey, Stephen R. The 7 Habits of Highly Effective People. New York: Simon
& Schuster, 1986.
3. Covey, Stephen R. The 8th: From Effectiveness to Greatness. New York:
Simon & Schuster, 2006.
4. Jen Z.A. Hans, Strategi Pengembangan Diri, Jakarta: Personal Development
Training, 2006
5. Pearce II, John A. & Richard B. Robinson, Strategic Management:
Formulation, Implementation & Control, New York: McGraw-Hill, 2007
6. Rhenald Kasali, Re-code Your Change DNA: Membebaskan BelengguBelenggu Untuk Meraih Keberhasilan Dalam Pembaharuan, Jakarta: PT
Gramedia Pustaka Utama, 2007
7. Tung Desem Waringin, Financial Revolution, Jakarta: PT Gramedia Pustaka
Utama, 2006
2
TUGAS
Jen Z.A. Hans, Ph.D
1.Membuat powerpoint tentang dirimu sendiri (nama, ttl, alamat
rumah, kantor, no telpon, hp, email); apa saja yang sudah
diraih sampai sekarang (sdh jadi apa saja, melakukan apa saja,
pergi ke mana saja & memiliki apa saja); apa yang ingin diraih
di masa depan (mau jadi apa lagi, mau melakukan apa lagi,
mau pergi ke mana lagi & mau memiliki apa lagi)
2.Powerpoint Motivasi Pengembangan Diri berdasarkan buku
“Strategi Pengembangan Diri” Jen Z.A. Hans
3.Membaca (mengedit) semua powerpoint yang sudah dikopi
dalam folder MANAJEMEN STRATEGIK JenZAHans
Jen Z.A. Hans, Ph.D
Jen Z.A. Hans, Ph.D.
(Email: pedetraining@yahoo.com HP: 0813-1102-8458)
MANAJEMEN STRATEGIK PEARCE & ROBINSON
BAGIAN SATU
Tinjauan Manajemen Strategik
Bab 1 Manajemen Strategik
Jen Z.A. Hans, Ph.D.
(Email: pedetraining@yahoo.com HP: 0813-1102-8458)
Jen Z.A. Hans, Ph.D
MANAJEMEN STRATEGIK PEARCE & ROBINSON
BAGIAN DUA
Formulasi Strategi
Bab 2 Misi Perusahaan
Bab 3 Tanggung Jawab Sosial dan Etika Bisnis
Bab 4 Lingkungan Eksternal
Bab 5 Lingkungan Global
Bab 6 Analisis Internal
Bab 7 Tujuan Jangka Panjang dan Strategi Umum
Bab 8 Strategi Bisnis
Bab 9 Strategi Multibisnis
Jen Z.A. Hans, Ph.D.
(Email: pedetraining@yahoo.com HP: 0813-1102-8458)
Jen Z.A. Hans, Ph.D
MANAJEMEN STRATEGIK PEARCE & ROBINSON
Jen Z.A. Hans, Ph.D
BAGIAN TIGA
Implementasi, Pengendalian dan Inovasi Strategi
Bab 10 Implementasi
Bab 11 Struktur Organisasi
Bab 12 Kepemimpinan dan Budaya
Bab 13 Pengendalian, Inovasi dan Kewirausahaan
GLOSARIUM
INDEKS
Jen Z.A. Hans, Ph.D.
(Email: pedetraining@yahoo.com HP: 0813-1102-8458)
Definisi Manajemen Strategik
Pearce II, John A. & Richard B. Robinson, Strategic Management: Formulation,
Implementation & Control, New York: McGraw-Hill, 2007
Jen Z.A. Hans, Ph.D
1. The set of decisions & actions that results in the
formulation & implementation of plans designed to
achieve a company’s objectives.
2. Enam Dimensi Keputusan Strategik:
1.
2.
3.
4.
5.
6.
Membutuhkan keputusan manajemen puncak
Membutuhkan sumber daya dlm jumlah besar
Mempengaruhi kesejahteraan jangka panjang
Berorientasi masa depan
Berkonsekuensi multi fungsi dan multi bisnis
Mengharuskan perusahaan mempertimbangkan lingkungan eksternal
Jen Z.A. Hans, Ph.D.
(Email: pedetraining@yahoo.com HP: 0813-1102-8458)
9 Tugas Manajemen Strategik
Pearce II, John A. & Richard B. Robinson, Strategic Management: Formulation,
Implementation & Control, New York: McGraw-Hill, 2007
Jen Z.A. Hans, Ph.D
1. Merumuskan misi meliputi rumusan umum tentang maksud
keberadaan, filosofi & tujuan.
2. Mengembangkan profil yang mencerminkan kondisi internal
& kapabilitasnya.
3. Menilai lingkungan eksternal meliputi pesaing & faktor2
kontekstual umum.
4. Menganalisis opsi perusahaan dengan mencocokkan
sumberdaya dengan lingkungan ekstern.
5. Mengidentifikasi opsi yang paling dikehendaki dengan
mengevaluasi setiap opsi yang ada berdasarkan misi.
Jen Z.A. Hans, Ph.D.
(Email: pedetraining@yahoo.com HP: 0813-1102-8458)
9 Tugas Manajemen Strategik
Pearce II, John A. & Richard B. Robinson, Strategic Management: Formulation,
Implementation & Control, New York: McGraw-Hill, 2007
Jen Z.A. Hans, Ph.D
6. Memilih sasaran jangka panjang & strategi umum yang akan
mencapai pilihan yang paling dikehendaki.
7. Mengembangkan sasaran tahunan & strategi jangka pendek yang
sesuai dengan sasaran jangka panjang & strategi umum yang
dipilih.
8. Mengimplementasikan
pilihan
strategik
dengan
cara
mengalokasikan sumberdaya anggaran yang menekankan pada
kesesuaian antara tugas, SDM, struktur, teknologi & sistem
imbalan.
9. Mengevaluasi keberhasilan proses strategik sebagai masukan bagi
pengambilan keputusan yang akan datang.
Jen Z.A. Hans, Ph.D.
(Email: pedetraining@yahoo.com HP: 0813-1102-8458)
Analisis SWOT
Pearce II, John A. & Richard B. Robinson, Strategic Management: Formulation,
Implementation & Control, New York: McGraw-Hill, 2007
Jen Z.A. Hans, Ph.D
1. Kekuatan (Strengths) adalah sumber daya, keterampilan atau
keunggulan lain relatif thd pesaing dan kebutuhan pasar yg
dilayani.
2. Kelemahan (Weaknesses) adalah keterbatasan dlm sumber
daya, keterampilan & kapabilitas yg secara serius menghambat
kinerja efektif perusahaan.
3. Peluang
(Opportunities)
adalah
situasi
penting
yg
menguntungkan dlm lingkungan perusahaan.
4. Ancaman (Threats) adalah situasi penting yg tdk
menguntungkan dlm lingkungan perusahaan.
Jen Z.A. Hans, Ph.D.
(Email: pedetraining@yahoo.com HP: 0813-1102-8458)
Analisis & Pilihan Strategi
Jen Z.A. Hans, Ph.D
Peluang
Sel 3: Turnaround
(Pembenahan)
Sel 1: Offensif
(Proaktif)
Kelemahan
Kekuatan
Sel 4: Defensif
(Reaktif)
Sel 2: Diversifikasi
(Mencari Terobosan)
Ancaman
Jen Z.A. Hans, Ph.D.
(Email: pedetraining@yahoo.com HP: 0813-1102-8458)
7 Sasaran Jangka Panjang
Pearce II, John A. & Richard B. Robinson, Strategic Management: Formulation,
Implementation & Control, New York: McGraw-Hill, 2007
1. Profitabilitas
2. Produktivitas
3. Posisi bersaing
4. Pengembangan karyawan
5. Hubungan karyawan
6. Kepemimpinan teknologi
7. Tanggung jawab sosial
Jen Z.A. Hans, Ph.D.
(Email: pedetraining@yahoo.com HP: 0813-1102-8458)
Jen Z.A. Hans, Ph.D
7 Kualitas Sasaran Jangka Panjang
Pearce II, John A. & Richard B. Robinson, Strategic Management: Formulation,
Implementation & Control, New York: McGraw-Hill, 2007
1. Dapat diterima (acceptable)
2. Fleksibel (flexible)
3. Dapat diukur (measurable)
4. Memotivasi (motivating)
5. Cocok (suitable)
6. Dapat dipahami (understandable)
7. Dapat dicapai (achievable)
Jen Z.A. Hans, Ph.D.
(Email: pedetraining@yahoo.com HP: 0813-1102-8458)
Jen Z.A. Hans, Ph.D
Strategi Umum
Pearce II, John A. & Richard B. Robinson, Strategic Management: Formulation,
Implementation & Control, New York: McGraw-Hill, 2007
1) Pertumbuhan terkonsentrasi
2)Pengembangan pasar
3)Pengembangan produk
4)Inovasi
5)Integrasi horizontal
6)Integrasi vertikal
7)Diversifikasi konsentrik
Jen Z.A. Hans, Ph.D
8)Diversifikasi konglomerat
9)Berbenah diri
10)Divestasi
11)Likuidasi
12)Bangkrut
13)Usaha patungan
14)Aliansi strategik
15)Konsorsium
Jen Z.A. Hans, Ph.D.
(Email: pedetraining@yahoo.com HP: 0813-1102-8458)
Sistem Imbalan
Pearce II, John A. & Richard B. Robinson, Strategic Management: Formulation,
Implementation & Control, New York: McGraw-Hill, 2007
Jen Z.A. Hans, Ph.D
1. Mengaitkan imbalan dengan rencana strategik
2. Menggunakan insentif variabel sebagai bagian penting kompensasi
setiap karyawan
3. Harus terkait dengan pekerjaan yang berada dalam kendali ybs
4. Berdasarkan prestasi bukan hierarki
5. Peka terhadap kesenjangan antara atas & bawah dalam organisasi
6. Adil, akurat & informatif
7. Beri imbalan secara royal bila berhasil & minimal bila tidak
berhasil
8. Jangan remehkan nilai lingkungan yang memotivasi
9. Terbuka untuk perubahan (fleksibel)
Jen Z.A. Hans, Ph.D.
(Email: pedetraining@yahoo.com HP: 0813-1102-8458)
Sistem Pengendalian Strategi
Pearce II, John A. & Richard B. Robinson, Strategic Management: Formulation,
Implementation & Control, New York: McGraw-Hill, 2007
Jen Z.A. Hans, Ph.D
1. Pengendalian Strategik  Mengemudikan institusi ke arah
tujuan2 strategik jangka panjangnya.
2. Pengendalian Operasional  Mengidentifikasi standar
kinerja yang terkait dengan alokasi sumber daya keuangan,
fisik & SDM dalam rangka pelaksanaan strateginya.
Jen Z.A. Hans, Ph.D.
(Email: pedetraining@yahoo.com HP: 0813-1102-8458)
STRATEGI MUDRAJAD KUNCORO
Jen Z.A. Hans, Ph.D
1.Pengantar Ekonomi Strategi
2.Strategi dalam Proses Manajemen strategik
3.Lingkungan Eksternal
4.Lingkungan Internal
5.Merumuskan Visi dan Misi
6.Formulasi dan Safari Strategi
7.Strategi Bersaing
8.Strategi Korporat
Jen Z.A. Hans, Ph.D.
(Email: pedetraining@yahoo.com HP: 0813-1102-8458)
STRATEGI MUDRAJAD KUNCORO
9.Strategi Internasional
10.Aliansi Strategik
11.Good Corporate Governance
12.Struktur dan Desain Organisasi
13.Kepemimpinan Strategik
14.Pengendalian Strategik
15.Evaluasi Strategi dan Kinerja
Jen Z.A. Hans, Ph.D.
(Email: pedetraining@yahoo.com HP: 0813-1102-8458)
Jen Z.A. Hans, Ph.D
8 KEBIASAAN SUKSES STEPHEN R. COVEY
Jen Z.A. Hans, Strategi Pengembangan Diri, Jakarta:
Personal Development Training, 2006 (Hal 14)
1. Proactive (Bertanggung jawab)
2. Begin with the End in Mind (Mulai dengan Akhir dalam Pikiran,
Berorientasi Tujuan)
3. First Things First (Mendahulukan yang Utama, Manajemen Waktu
yang Efektif)
4. Think Win-Win (Berpikir Menang-Menang)
5. Seek First to Understand Then to Be Understood (Memahami
Terlebih Dahulu, Kemudian Dipahami)
6. Synergize (Kerja Sama secara Sinergistik untuk Menghasilkan
Lebih)
7. Sharpen the Saw (Mengasah Gergaji, Perbaikan Diri Terus
Menerus)
8. Find Your Voice & Inspire Others to Find Theirs (Temukan
Panggilan Jiwamu & Ilhami Orang Lain Temukan Panggilan Jiwa
Mereka)
Jen Z.A. Hans, Ph.D.
(Email: pedetraining@yahoo.com HP: 0813-1102-8458)
Jen Z.A. Hans, Ph.D
THE SEVEN HABITS PARADIGM
Jen Z.A. Hans, Ph.D
Interdependence
Seek First to
Understand
… Then to be
Understood
Synergize
PUBLIC
VICTORY
Think Win/Win
Independence
Put First
Things First
Be
Proactive
PRIVATE
VICTORY
Begin with
the End in Mind
Dependence
Jen Z.A. Hans, Ph.D.
(Email: pedetraining@yahoo.com HP: 0813-1102-8458)
FOUR DIMENSIONS OF RENEWAL
PHYSICAL
Jen Z.A. Hans, Ph.D
Exercise, Nutrition,
Stress Management
MENTAL
SOCIAL/EMOTIONAL
Reading, Visualizing,
Planning, Writing
Service, Empathy,
Synergy, Intrinsic Security
SPIRITUAL
Value Clarification
Jen Z.A. Hans, Ph.D.
&
Commitment,
Study
(Email: pedetraining@yahoo.com HP: 0813-1102-8458)
& Meditation
THE UPWARD SPIRAL
Jen Z.A. Hans, Ph.D
Commit
Do
Learn
Commit
Do
Learn
Do
Commit
Learn
Do
Commit
Learn
Jen Z.A. Hans, Ph.D.
(Email: pedetraining@yahoo.com HP: 0813-1102-8458)
PROACTIVE MODEL
Stimulus
Freedom
to
Choose
Jen Z.A. Hans, Ph.D
Response
Independent
Will
SelfAwareness
Imagination
Conscience
Jen Z.A. Hans, Ph.D.
(Email: pedetraining@yahoo.com HP: 0813-1102-8458)
High
Lose/Win
Win/Win
Lose/Lose
Win/Lose
Lo
w
CONSIDERATION
Jen Z.A. Hans, Ph.D
Low
Jen Z.A. Hans, Ph.D.
(Email: pedetraining@yahoo.com HP: 0813-1102-8458)
COURAGE
High
LEVELS OF COMMUNICATION
Jen Z.A. Hans, Ph.D
High
Synergistic (Win/Win)
TRUST
Respectful (Compromise)
Defensive (Win/Lose or Lose/Win)
Low
Low
Jen Z.A. Hans, Ph.D.
(Email: pedetraining@yahoo.com HP: 0813-1102-8458)
COOPERATION
High
PARADIGM SHIFTS
A BREAK FROM
TRADITIONAL WISDOM
Habit 1
Habit 2
We are a product of our environment
and upbringing.
Society is the source of our values.
TOWARD
7 HABITS PRINCIPLES
Jen Z.A. Hans, Ph.D
We are a product of our choices to our
environment and upbringing.
Values are self-chosen and provide
foundation for decision making. Values
flow out of principles.
Actions flow from that which is important.
Habit 3
Reactive to the tyranny of the urgent.
Acted upon by the environment.
Habit 4
Win-lose.
One-sided benefit.
Win-win.
Mutual benefit.
Habit 5
Fight, flight, or compromise when faced
with conflict.
Communication solves problems.
Habit 6
Differences are threats. Independence is
the highest value. Unity means
sameness.
Differences are values and are
opportunities for synergy.
Habit 7
Entropy.
Jen Z.A. Hans, Ph.D. Continuous self-renewal and self(Email: pedetraining@yahoo.com HP: 0813-1102-8458)
Burnout on one track - typically work.
improvement.
BE PROACTIVE
Jen Z.A. Hans, Ph.D
I can forgive, forget, and let
go of past injustices
I choose my attitude,
emotions, and moods
I’m the creative force of my life
I’m aware that I’m responsible
Jen Z.A. Hans, Ph.D.
(Email: pedetraining@yahoo.com HP: 0813-1102-8458)
SEVEN HABITS OF
HIGHLY EFFECTIVE PEOPLE
EFFECTIVE PEOPLE
Jen Z.A. Hans, Ph.D
INEFFECTIVE PEOPLE
HABIT 1
Be
Proactive:
Proactive
people take responsibility
for their own lives. They
determine the agendas they
will follow and choose their
response to what happens
around them.
Be Reactive: Reactive people
don’t take responsibility for
their own lives. They feel
victimized, a product of
circumstances, their past, and
other people. They do not see
as the creative force of their
lives.
Jen Z.A. Hans, Ph.D.
(Email: pedetraining@yahoo.com HP: 0813-1102-8458)
SEVEN HABITS OF
HIGHLY EFFECTIVE PEOPLE
EFFECTIVE PEOPLE
Jen Z.A. Hans, Ph.D
INEFFECTIVE PEOPLE
HABIT 2
Begin with the End in Mind: Begin with No End in Mind:
These people use personal
vision, correct principles, and
their deep sense of personal
meaning to accomplish tasks
in a positive and effective
way. They live life based on
self-chosen values and are
guided by their personal
mission statement.
These people lack personal
vision
and
have
not
developed a deep sense of
personal
meaning
and
purpose. They have not paid
the price to develop a mission
statement and thus live life
based on society’s values
instead of self-chosen values.
Jen Z.A. Hans, Ph.D.
(Email: pedetraining@yahoo.com HP: 0813-1102-8458)
SEVEN HABITS OF
HIGHLY EFFECTIVE PEOPLE
EFFECTIVE PEOPLE
Jen Z.A. Hans, Ph.D
INEFFECTIVE PEOPLE
HABIT 3
Put First Things First: These
people exercise discipline,
and they plan and execute
according to priorities. They
also “walk their talk” and
spend significant time in
Quadrant II.
Put Second Things First: These
people are crisis managers who
are unable to stay focused on
high-leverage tasks because of
their
preoccupation
with
circumstances, their past, or
other people. They are caught up
in the “thick of thin things” and
are driven by the urgent.
Jen Z.A. Hans, Ph.D.
(Email: pedetraining@yahoo.com HP: 0813-1102-8458)
SEVEN HABITS OF
HIGHLY EFFECTIVE PEOPLE
EFFECTIVE PEOPLE
Jen Z.A. Hans, Ph.D
INEFFECTIVE PEOPLE
HABIT 4
Think Win-Win: These people Think
have an abundance mentality
and the spirit of cooperation.
They
achieve
effective
communication and high trust
levels in their Emotional Bank
Accounts with others, resulting
in rewarding relationships and
greater power to influence.
Win-Lose
or
Lose-Win:
These people have a scarcity
mentality and see life as a zerosum game. They have ineffective
communication skills and low
trust levels in their Emotional
Bank Accounts with others,
resulting in a defensive mentality
and adversarial feelings.
Jen Z.A. Hans, Ph.D.
(Email: pedetraining@yahoo.com HP: 0813-1102-8458)
SEVEN HABITS OF
HIGHLY EFFECTIVE PEOPLE
EFFECTIVE PEOPLE
Jen Z.A. Hans, Ph.D
INEFFECTIVE PEOPLE
HABIT 5
Seek First to Understand, Then
to Be Understood: Through
perceptive observation and
empathic listening, these nonjudgmental people are intent
on
learning
the
needs,
interests, and concerns of
others. They are then able to
courageously state their own
needs and wants.
Seek First to Be Understood:
These people put forth their
point of view based solely on
their
auto-biography
and
motives, without attempting
to understand others first.
They blindly prescribe without
first diagnosing the problem.
Jen Z.A. Hans, Ph.D.
(Email: pedetraining@yahoo.com HP: 0813-1102-8458)
SEVEN HABITS OF
HIGHLY EFFECTIVE PEOPLE
EFFECTIVE PEOPLE
Jen Z.A. Hans, Ph.D
INEFFECTIVE PEOPLE
HABIT 6
Synergize: Effective people
know that the whole is
greater than the sum of the
parts. They value and
benefit from differences in
others, which results in
creative cooperation and
team-work.
Compromise, Fight, or Flight:
Ineffective people believe the
whole is less than the sum of
the parts. They try to “clone”
other people in their own image.
Differences in others are looked
upon as threats.
Jen Z.A. Hans, Ph.D.
(Email: pedetraining@yahoo.com HP: 0813-1102-8458)
SEVEN HABITS OF
HIGHLY EFFECTIVE PEOPLE
EFFECTIVE PEOPLE
Jen Z.A. Hans, Ph.D
INEFFECTIVE PEOPLE
HABIT 7
Sharpen the Saw: Effective
people are involved in selfrenewal and self-improvement
in
the
physical,
mental,
spiritual, and social-emotional
areas, which enhance all areas
off their life and nurture the
other six habits.
Wear Out the Saw: Ineffective
people fall back, lose their
interest, and get disordered.
They lack a program of selfrenewal and self-improvement
and eventually lose the cutting
edge they once had.
Jen Z.A. Hans, Ph.D.
(Email: pedetraining@yahoo.com HP: 0813-1102-8458)
Jen Z.A. Hans, Ph.D
CIRCLE OF
INFLUENCE
Jen Z.A. Hans, Ph.D.
(Email: pedetraining@yahoo.com HP: 0813-1102-8458)
Jen Z.A. Hans, Ph.D
CIRCLE OF
INFLUENCE
Jen Z.A. Hans, Ph.D.
(Email: pedetraining@yahoo.com HP: 0813-1102-8458)
SEVEN PRINCIPLES UPON
WHICH THE SEVEN HABITS ARE BASED
Jen Z.A. Hans, Ph.D
The Seven Habits center on timeless
and universal principles of personal,
interpersonal, managerial, and
organizational effectiveness. Listed
below are the seven principles upon
which the Seven Habits are basedprinciples which are in our circle of
influence.
Jen Z.A. Hans, Ph.D.
(Email: pedetraining@yahoo.com HP: 0813-1102-8458)
SEVEN PRINCIPLES UPON
WHICH THE SEVEN HABITS ARE BASED
Jen Z.A. Hans, Ph.D
1.
The principle of continuous learning, of selfreeducation - the discipline that drives us toward the
values we believe in. Such constant learning is
required in today’s world, in light of the fact that
many of us can expect to work in up to five radically
different fields before we retire.
2.
The principle of service, of giving oneself to others,
of helping to facilitate other people’s work.
Jen Z.A. Hans, Ph.D.
(Email: pedetraining@yahoo.com HP: 0813-1102-8458)
SEVEN PRINCIPLES UPON
WHICH THE SEVEN HABITS ARE BASED
3.
4.
Jen Z.A. Hans, Ph.D
The principle of staying positive and optimistic,
radiating positive energy - including avoiding
the four emotional cancers (criticizing complaining,
comparing, and competing).
The principle of affirmation of others - treating
people as proactive individuals who have great
potential.
Jen Z.A. Hans, Ph.D.
(Email: pedetraining@yahoo.com HP: 0813-1102-8458)
SEVEN PRINCIPLES UPON
WHICH THE SEVEN HABITS ARE BASED
5.
Jen Z.A. Hans, Ph.D
The principle of balance - the ability to identify
our various roles and to spend appropriate
amounts of time in, and focus on, all the important
roles and dimensions of our life. Success in one area
of our life cannot compensate for neglect or failure
in other areas of our life.
Jen Z.A. Hans, Ph.D.
(Email: pedetraining@yahoo.com HP: 0813-1102-8458)
SEVEN PRINCIPLES UPON
WHICH THE SEVEN HABITS ARE BASED
Jen Z.A. Hans, Ph.D
6.
The balance of spontaneity and serendipity - the
ability to experience life with a sense of
adventure, excitement, and fresh rediscovery,
instead of trying to find a serious side to things
that have no serious side.
7.
The principle of consistent self-renewal and selfimprovement in the four dimensions of one’s
life: physical, mental, spiritual, and socialemotional.
Jen Z.A. Hans, Ph.D.
(Email: pedetraining@yahoo.com HP: 0813-1102-8458)
EFFECTIVE HABITS
Jen Z.A. Hans, Ph.D
Knowledge
(what to, why to)
HABITS
Skills
(how to)
Desire
(want to)
Jen Z.A. Hans, Ph.D.
(Email: pedetraining@yahoo.com HP: 0813-1102-8458)
Jen Z.A. Hans, Ph.D
CHARACTER




COMPETENCE
Integrity
Maturity
Abundance Mentality
Interdependency




Technical skills
Qualifications
Knowledge
Experience
JUDGEMENT
Jen Z.A. Hans, Ph.D.
(Email: pedetraining@yahoo.com HP: 0813-1102-8458)
Jen Z.A. Hans, Ph.D
FOUR UNIQUE
HUMAN ENDOWMENTS
1.
2.
3.
4.
Self-awareness
Conscience
Imagination
Willpower
Jen Z.A. Hans, Ph.D.
(Email: pedetraining@yahoo.com HP: 0813-1102-8458)
FOUR UNIQUE HUMAN
ENDOWMENTS
1.
Jen Z.A. Hans, Ph.D
Self-Awareness
We begin to become self-aware and explore
the programs we are living out. We come to realize
that we stand apart from our programming and
can even examine it. We also realize that between
stimulus and response, we have the freedom to
choose. This self-awareness then leads to the
ability to look at other unique endowments in our
secret life.
Jen Z.A. Hans, Ph.D.
(Email: pedetraining@yahoo.com HP: 0813-1102-8458)
FOUR UNIQUE HUMAN
ENDOWMENTS
2.
Jen Z.A. Hans, Ph.D
Conscience
Our conscience is our internal sense of right
and wrong, our “moral nature.” It is the “greater
harmonizer” and “balance wheel” of all the
principles that govern our behavior. Our
conscience gives us a sense of the degree to which
our thoughts and actions are in harmony with our
principles.
Jen Z.A. Hans, Ph.D.
(Email: pedetraining@yahoo.com HP: 0813-1102-8458)
FOUR UNIQUE HUMAN
ENDOWMENTS
3.
Jen Z.A. Hans, Ph.D
Power of Imagination
We can visit the power of the mind to create or
to imagine that which does not exist now. In that
imagination lie our faith and our hope for the future.
We look at what is possible, what we can envision.
Jen Z.A. Hans, Ph.D.
(Email: pedetraining@yahoo.com HP: 0813-1102-8458)
FOUR UNIQUE HUMAN
ENDOWMENTS
4.
Jen Z.A. Hans, Ph.D
Willpower or Independent Will
Willpower refers to our determination, our
resoluteness - our ability to act based solely on
our self-awareness. We ask ourselves, “Am I
really willing to to the distance on my mission
statement?” “Am I willing to walk my talk?” “Am
I really willing to put first things first in spite of
external distractions and pressures?” “Am I
going to live a life of total integrity?”
Jen Z.A. Hans, Ph.D.
(Email: pedetraining@yahoo.com HP: 0813-1102-8458)
BASIC CHARACTERISTICS OF
GOOD MISSION STATEMENTS
Jen Z.A. Hans, Ph.D
Developing a mission statement is
foundational to Habit 2, Begin with the End
in Mind. It sets general guidelines for our life
based on our values and our roles and goals.
There are four basic characteristics of good
mission statements, whether they be
personal, family, or organizational mission
statements.
Jen Z.A. Hans, Ph.D.
(Email: pedetraining@yahoo.com HP: 0813-1102-8458)
BASIC CHARACTERISTICS OF
GOOD MISSION STATEMENTS
Jen Z.A. Hans, Ph.D
1.A mission statement should be timeless and changeless.
Because goals are not timeless, they should not be included.
Mission statements should be based upon unchanging core
principles that operate regardless of present realities or
situations. This changeless core will enable us to live with
changes inside other people and inside the environment. As
our consciousness grows and we mature, we will gradually
strengthen, deepen, and improve our mission statement.
Nevertheless, we should always initially write our mission
statement as if it will never change - as if it were timeless.
Jen Z.A. Hans, Ph.D.
(Email: pedetraining@yahoo.com HP: 0813-1102-8458)
BASIC CHARACTERISTICS OF
GOOD MISSION STATEMENTS
2.
Jen Z.A. Hans, Ph.D
A mission statement should deal with both
ends and means. Ends have to do with what we
are about. Means have to do with how we go
about achieving those ends. Principles are
what we implements to achieve those ends.
Ends and means are inseparable. In truth,
ends preexist in the means. “You’ll never
achieve a worthy end through unworthy
means.”
Jen Z.A. Hans, Ph.D.
(Email: pedetraining@yahoo.com HP: 0813-1102-8458)
BASIC CHARACTERISTICS OF
GOOD MISSION STATEMENTS
3.
Jen Z.A. Hans, Ph.D
A mission statement should deal with all
four of our basic needs:
a. To live (our physical and economic needs)
b. To love and to be loved (our cultural and
social ends)
c. To learn (our needs to grow, develop, be
recognized, and be useful)
d. To leave a legacy (our spiritual need for
meaning, for feeling that life matters,
that we add value and make a difference.
Jen Z.A. Hans, Ph.D.
(Email: pedetraining@yahoo.com HP: 0813-1102-8458)
BASIC CHARACTERISTICS OF
GOOD MISSION STATEMENTS
Jen Z.A. Hans, Ph.D
4. A mission statement should deal with all the significant
roles of our life, such as a parent, teacher, manager,
neighbor, and so forth. “Internalizing” our mission
statement will also help us get a clear understanding of
what is truly important. Goethe once said, “Things which
matter most must never be at the mercy of things which
matter least.” This means that we learn how to say no at
appropriate times. Every time we say yes to something that
is of little or no importance, we are saying no to something
that is more important. Almost every day, most of us are
caught in circumstances where we should say no but don’t.
We often lack the ability to utter a firm but gracious no.
Jen Z.A. Hans, Ph.D.
(Email: pedetraining@yahoo.com HP: 0813-1102-8458)
SIX LEVELS OF INITIATIVE
6
Use own judgement, not necessary to report
5
Use own judgement, report routinely
4
Use own judgement, report immediately
3
Bring recommendations
2
Ask for instructions
1
Jen Z.A.
Hans, Ph.D.
Wait
for
instructions
(Email: pedetraining@yahoo.com HP: 0813-1102-8458)
Jen Z.A. Hans, Ph.D
.
.
.
Crisis
Pressing problems
Deadline-driven projects,
meetings, preparations
III
Not
Important
Important
I
Urgent
.
.
.
.
.
Interruptions, some
phone calls
Some mail, some reports
Some meetings
Many proximate,
pressing matters
Many popular activities
II
.
.
.
.
.
.
.
Not Urgent
Preparation
Prevention
Values clarification
Planning
Relationship building
True re-creation
Empowerment
IV
.
.
.
.
.
.
Trivia, busywork
Some phone calls
Time wasters
“Escape” activities
Irrelevant mail
Excessive TV
Jen Z.A. Hans, Ph.D.
(Email: pedetraining@yahoo.com HP: 0813-1102-8458)
Jen Z.A. Hans, Ph.D
PERSONAL IMMUNE SYSTEM
Jen Z.A. Hans, Ph.D
Time wasters
Interruptions
Live the Seven Habits
Spend time
in Quadrant II
Follow correct
principles
Pressing
problems
Crises
Control own life
Maintain high
Emotional Bank
Account with self
and others
Maintain reserve
capacity
Be resilient
Empower and
serve others
Communicate
Empathically
Synergize with
others using a
win-win approach
Jen Z.A. Hans, Ph.D.
(Email: pedetraining@yahoo.com HP: 0813-1102-8458)
Duplicity
Unkindness
Violated
expectations
Outside stress
and pressures
Jen Z.A. Hans, Ph.D
EMOTIONAL BANK ACCOUNT
Jen Z.A. Hans, Ph.D.
(Email: pedetraining@yahoo.com HP: 0813-1102-8458)
Menilai DNA Perubahan Anda
Rhenald Kasali, Re-Code Your Change DNA, Jakarta: Gramedia, 2007.
1. Bagian I
2.Bagian II
3.Bagian III
4.Bagian IV
5.Bagian V
Jen Z.A. Hans, Ph.D.
(Email: pedetraining@yahoo.com HP: 0813-1102-8458)
Jen Z.A. Hans, Ph.D
Dendam Terbaik
RHENALD KASALI
1. PELAJARAN APA SAJA YANG DAPAT DIPETIK?
2.?
3.?
4.?
Jen Z.A. Hans, Ph.D.
(Email: pedetraining@yahoo.com HP: 0813-1102-8458)
Jen Z.A. Hans, Ph.D