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"The management of communication sector which included government as a regulator and providing the service by operator and also other service provider, aimed to provide communication service which can fulfill intention and requirement of all public community not only in country, but also from and to foreign country.

In sea communication sub-sector, especially in port, the government through the revision from Government Regulation No. 7011996 become Government Regulation No. 6912001 has given the facility to stakeholder to be able to respond the situation that happened in liberalization, competition in globalization, transformation in reformation era and also the implementation of decentralization.

By the implementation of Government Regulation No. 6912001, PT. Pelabuhan Indonesia II, in managing port service in the future should positively done in improving income through good strategic management, because the challenge in the future in facing the competition is more competitive either in the country, for example of Local Government demand in order to make-up of Local Government Income and also competition which tend to ascend with other port in ASEAN, for example Port Of Singapore, Port of Kiang, Bintulu, Tanjung Pelepas, Hochi Minh, etc which have more efficient in operational performance.

In facing the competition which tend to global, it is needed the existence of reliable strategic management matching with existing strategic environment which able to assign value added to company growth, especially in make-up its income. This is the condition which need excellence compete in managing its business.

Therefore, in stimulating how the company could succeed in facing the competition in the future which tend to spread out, it is needed the existence of scenario planning of strategic management for company to know the situation happened in the next time, so that various policy which need to solve the condition could set up early.

This research is aiming to analyze how compilation process of scenario planning of strategic management of PT. Pelabuhan Indonesia II in facing the globalization, to show what factors were become resistor in creating excellence competition of the company in providing the port service, and also to explain what factors which can be developed to to create excellence competition in providing the port service.

The theory in this research, are taken from various literature, Internet websites and interview with all experts concerning the strategic management of PT. Pelabuhan Indonesia II to face the competition globally which analyzed with scenario planning approach.

This research are basically showing and describing all external and internal factors related to scenario planning of company which estimated that it can influence emulation of management of port that happened in the future. The approaches used in this research are qualitative approach, so that it can explain the reality or symptom which happened in business management in the future.

From the result of analysis, it can know that the decision of the strategic management of the company in the future very influenced by the decisions as a key factors for scenario input. Hereinafter, from the result of that analysis found that there are 10 factors which have high impact level and uncertainty of degree, which influence the compilation process of scenario, can divide to four clusters.

The conclusion of this research is there are four scenarios in developing PT. Pelabuhan Indonesia II base on most sensible strategic management in the future. Pursuant to interpretation, hence the scenario ?PT. Pelabuhan Indonesia II Berjaya? is the scenario which is more reliable happened in the future.

So that the scenario planning of strategic management of PT. Pelabuhan Indonesia II in facing the of globalization which have been compiled in this research become better and more objective, it is suggested to be continued with additional research by socialization or consulted with other related parties outside the company."

"Discover a strategic planning method called scenario planning that is used to plan for the future of an organization while embracing uncertainty. A case study of the Royal Dutch/Shell Group illustrates the scenario planning method. And a checklist of trigger questions helps you identify organizational assumptions in the scenario planning process."

"Your organization has a strategic agenda and a compelling vision of the future, right? But do you know what it isdo you fully grasp its meaning and translate that into your day-to-day work? While most companies have carefully crafted strategic vision statements and a strategic plan to translate this vision into results, in reality there is often a large knowledge/behavior gap between what the organization says its strategic vision and agenda are, and what people actually know, understand, and do. This Infoline offers you a simple, straightforward look at strategic planning and strategic thinking and helps you develop practical approaches to bring the disciplines of both into your everyday work."

"Create a dynamic strategic plan, central to your organizations ability to make critical business decisions, with this step-by-step walk through the strategic planning process.10 Steps to Successful Strategic Planning offers a simple 10 step process to assessing your priorities, organizing your goals, and getting your organization on the path to planned success. Loaded with worksheets, exercises, tips, tools, checklists, and other easy-to-use and interactive learning aids, this title guides you through the entire strategic planning process."

"Menghadapi masalah kesehatan, perkembangan ilmu pengetahuan dan teknologi, pergeseran pada sistem pelayanan kesehatan dan perkembangannya pada masa yang akan datang, terutama dengan disepakatinya pasar bebas ASEAN Free Trade Area (AFTA) tahun 2003 serta disusul dengan World Trade Organization (WTO) tahun 2010 dan 2020, pelayanan kesehatan dituntut untuk mampu memberikan pelayanan profesional berdasarkan standard global. Sejalan dengan perkembangan pelayanan kesehatan dalam menyonsong era globalisasi maka Puskesmas Kecamatan Grogol Petamburan harus dapat mengantisipasi dan mempersiapkan diri agar mampu berkompetisi dengan pelayanan kesehatan lainnya. Untuk itu Puskesmas perlu menyusun suatu rencana strategik.Penelitian ini dilakukan bertujuan untuk menganalisis faktor-faktor yang berpengaruh terhadap penyusunan Rencana strategis Puskesmas Kecamatan Grogol Petamburan dalam kurun waktu 5 tahun antara tahun 2003 - 2007. Adapun desain penelitian yang digunakan adalah Penelitian Operasional, analisis dilakukan dengan analisis deskriptif dan analisis strategik dengan pendekatan kualitatif.Dari hasil penelitian, faktor eksternal yang berpengaruh terhadap penyusunan rencana strategik adalah faktor peluang: demografi, Kebijakan, Pelanggan, Pemasok, Geografi dan sosial/pendidikan, dan faktor ancaman adalah ekonomi, Pesaing, teknologi dan epidemiologi. Faktor Internal yang berpengaruh adalah faktor kekuatan: fasilitas fisik dan faktor kelemahan adalah SDM, pemasaran, keuangan, sistem informasi, sistem manajemen dan produk layanan.Dengan memakai matriks IFE dan EFE pada tahap Input, tahap Marching dengan matriks IE dan SPACE serta tahap Decision dengan QSPM maka dapat ditentukan Posisi Puskesmas berada pada posisi bersaing dengan alternatif strateginya adalah Pengembangan Produk dan Penetrasi Pasar.Adapun rekomendasi yang disarankan untuk Pengembangan Produk adalah Pengadaan pelayanan Rumah Bersalin dan Penetrasi Pasar dengan melakukan promosi Puskesmas kepada masyarakat. Dengan mengimplementasikan strategi terpilih ke dalam program-program yang tepat diharapkan Puskesmas Kecamatan Grogol Petamburan akan dapat lebih berkembang dan dapat mencapai misi dan visinya.

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Strategic Planning Grogol Petamburan Public Health Center Jakarta Facing healthy problem, the improvement of knowledge and science, change on healthy service system and its increasing in the future, chiefly with The ASEAN Free Trade Area (AFTA) acceptance which on going in 2003 and will be followed by The World Trade Organization (WTO) in 2010 and 2020, public services to be insisted capable giving professional service based on global standard. As a developing of in hearth service sector in facing globalization era, Grogol Petamburan public health center have to anticipate and get ready itself to be capable in competing with another health services. So it need public health center strategic planning.This research conducted to analyze many factors that gave impact on public health center strategy. This research use operational research method with descriptive analyze and strategic analyze.The research is concluded that external factor which gave impact to public health center strategy, the Opportunities are: demography, regulation, customer, vendor, geography and social/education. The Threats are: economic, competitive, technology and epidemiology. Internal factor which gave impact, the Strengths are: physical facility and the Weakness are: human resources, marketing, information system, management system and services product.This research using IFE and EFE Matrix in the Input stage, the matching stage using IE Matrix and SPACE Matrix and finally the decision stage using QSP Matrix. There are potential external and internal factor that have to be follow with chosen strategy. The chosen strategy that appropriately to be applied is Competitive strategy.As an alternative there is appropriate strategy that stated as market penetration and product development. Recommendation for product development is Birth Place and market penetration is Public Health Center Promotion. By implementing chosen strategy into the right program it is hoped that Grogol Petamburan public health center will be more developed and could reach its mission and vision."

"ABSTRAKPerkembangan perumah sakitan di Indonesia dipengaruhi perubahan-perubahan yang terjadi di lingkungan rumah sakit. Perubahan terjadi karena kita memasuki era globalisasi dan sistem informasi yang berkembang dengan begitu pesat, kebijakan-kebijakan pemerintah, perubahan struktur demografi, pertumbuhan ekonomi, pendidikan masyarakat meningkat, transisi epidemiologis, teknologi yang berkembang pesat dan persaingan antar rumah sakit meningkat. Sedangkan R.S. Mardi Rahayu belum mempunyai perencaraan strategi yang tertulis. Hal inilah yang menjadi latar belakang peneliti untuk memilih judul Penelitian ini bersifat krosseksional dengan analisa strategik dengan menggunakan metoda kualitatif. Dan penelitian dibatasi di R.S. Mardi Rahayu. Pengumpulan data didapat dan data-data sekunder, diskusi fokus grup dan indepth interview, kemudian dianalisa dengan The Grand Strategy Matrix, SWOT Matrix, BCG Matrix dan pertimbangan strategik lainnya. Tujuan jangka panjang meliputi bidang pelayanan, SDM, manajemen, pemasaran dan kesejahteraan karyawan. Dan strategi raya yang dipilih strategi intensif yaitu market penetration , market development dan product development dan dijaiankan dengan membuat rencana induk untuk perkembangan R.S. Mardi Rahayu, membangun dan merenovasi sarana fisik terutama untuk unit rawat inap, unit rawat jalan, unit laboratorium dan unit radiolosgi, melengkapi peralatan baik diagnostik, terapeutik maupun perawatan, peningkatan mutu SDM baik manajerial maupun profesional, mutu pelayanan kesehatan ditingkatkan sehingga berfokuskan pelanggan, cepat dan cost effective, pemasaran diintensifkan, kerjasama dengan rumah sakit swasta lain dan pemasok.

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ABSTRACT

Hospital development in Indonesia is influenced by changes occurring in the hospital environment. These changes happen because we enter the globalization era, fast growing information system, government policies, changes in demographic structure, economic development, increasing level in the education of the society, epidemiologic transition, fast growing technology and increasing competition between hospitals. Today, Mardi Rahayu hospital doesn't have a written strategic planning. This is the background why the researcher has chosen this topic. The research's design is cross sectional with strategic analysis and it use qualitative method. The research is located in Mardi Rahayu hospital. The data is got from secondary data, focused discussion group and indepth interview, and then analyzed with the Grand Strategy Matrix, SWOT matrix, BCG matrix and other strategic considerations. Long term objectives are covering services, human resources, management, marketing and employee welfare. The grand strategies are intensive strategies which are done by generating the master plan to develop Mardi Rahayu hospital; building and renovating buildings especially inpatient unit, outpatient unit, laboratory unit and radiological unit; completing the equipments for diagnostic, therapeutic and nursing; increasing the quality of human resources, managerial and professional; increasing the quality of health services so it is costumer focused, fast and cost effective; intensify marketing; and alliance with other private hospital and supplier."

"PT X merupakan perusahaan yang bergerak di bidang pembangkit tenaga listrik, perusahaan ini menyuplai tenaga listriknya pada PT PLN (Persero). Sejak PT X merubah visi dan misi perusahaan, visi perusahaan sekarang adalah menjadi pcrusahaan publik dengan kinerja berkelas dunia dan bersahabat dengan lingkungan. PT X membutuhkan sebuah metode pendekatan baru untuk mencapai visi yang dicanangkan perusahaan ini. Dan salah satu alat bantu yang paling sesuai untuk mendapatkan strategi-strategi yang tepat untuk PT X adalah dengan menggunakan manajemen strategi.Dalam tulisan ini akan dijelaskan kerangka yang dipergunakan dalam merancang fonnulasi strategi dengan pendekatan manajemen strategi oleh PT X. Kerangka strategi ini mengintegrasikan tiga buah alat bantu manajemen strategi dengan kriteria bisnis 2004 untuk kesempumaan kinerja yang diadaptasi dari Malcolm Baldrige National Quality Award (MBNQA) untuk pengembangan strategi pada perusahaan pembangkit tenaga listrik.Metodologi yang dipergunakan untuk menyusun kerangka manajemen strategi adalah mengkombinasikan matriks SWOT dengan balanced scorecard.

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PT X major business is in power industry. They provide electricity for PT PLN (Persero). Since they changed their vision and mission-their vision now is to become public company with world class performance and friendly with environment. PT X need a whole new different approach to achieve this vision. And one of the most powerful tools to get appropriate strategies for PT X is by using strategic management.

This paper describes the framework employed in strategy formulation using strategic management by the PT X. The proposed framework integrates three widely used business management strategic tools together with the business criteria 2004 for performance excel1ence adopted from the Malcolm Baldrige National Quality Award (MBNQA) for strategy development in power plant business.

The methodology of the proposed framework used is to conjoin the SWOT matrix with the balanced scorecard (BSc), identifying the four critical successful perspectives. Then the next step is to analyze and establish priority the MBNQA business criteria 2004 for business perfonnance excellence using quality function deployment (QFD) methodology."

"Steer a clear course for your organization's strategic planning with the process in this Infoline. A seven-step model and a sample strategic plan and planning worksheet help clarify every step."

"Letak geografis Indonesia yang merupakan negara kepulauan memiliki hambatan dalam pemerataan pembangunan salah satunya karena jarak antar pulau yang sulit dijangkau. Alternatif solusi dalam mengatasi salah satunya yaitu teknologi keantariksaan seperti adanya teknologi pesawat kecil yang dapat menjangkau pulau-pulau terluar dan teknologi satelit yang dapat mempermudah penyampaian informasi dan komunikasi. Tujuan dari penelitian ini adalah mengidentifikasi faktor sukses MP keantariksaan, mengembangkan model manajemen pengetahuan yang sesuai untuk karakterikstik penyelenggara keantariksaan di Indonesia serta menyusun perencansan strategis MP Keantariksaan yang diharapkan dapat menjadi panduan dalam implementasi MP yang efektif untuk organisasi keantariksaan. Penyusunan model menggunakan pendekatan Grounded Theory dan studi kasus..Hasil dari penelitian mendapatkan faktor kesuksesan dalam implementasi MP ada 18 faktor, meliputi : KM Vision and Mission, KM Stratregy, KM Capturing, KM Sharing, KM Discovering, KM Application, Human Resources, Management Support, Expert network, Process Business, Learning, Collaboration and Teamwork, Culture, Strategy Organizatio, Leadership, Information Technology, Policy, Structure organization. Model yang terbentuk terdiri dari 6 layer, meliputi : (1)KM goals; (2)KM strategy; (3) KM system; (4) KM process; (5)KM Resources ; (6)KM enabler.

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The geographical location of Indonesia, which is an archipelagic country, has obstacles in equitable development, one of which is because the distance between islands is difficult to reach. Alternative solutions to overcome one of them are space technology such as small aircraft technology that can reach the outer islands and satellite technology that can facilitate the delivery of information and communication.The purpose of this study is to identify the success factors of space management, develop a knowledge management model that is suitable for the characteristics of space operators in Indonesia and develop strategic planning for space management which is expected to be a guide in implementing an effective KM for space organizations. The modeling uses the Grounded Theory approach and case studies. The results of the study found that there were 18 success factors in MP implementation, including: KM Vision and Mission, KM Strategy, KM Capturing, KM Sharing, KM Discovering, KM Application, Human Resources, Management Support, Expert network, Business Process, Learning, Collaboration and Teamwork, Culture, Strategy Organization, Leadership, Information Technology, Policy, Structure organization. The formed model consists of 6 layers, including: (1) KM goals; (2) KM strategy; (3) KM system; (4) KM process; (5) KM Resources ; (6)KM enablers."