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"Penelitian ini bertujuan untuk mengetahui peranan pendekatan manajemen stratejik sebagai salah satu strategi dalam meningkatkan kemampuan belajar mahasiswa melalui faktor eksternal yaitu peluang bisnis dan faktor internal yaitu faktor di dalam diri mahasiswa yang mempengaruhi pencapaian prestasi akademik mahasiswa. Penelitian ini menggunakan analisis SWOT yang merupakan suatu alat analisis yang efektif dalam mengombinasikan antara faktor internal yaitu kekuatan dan kelemahan serta faktor eksternal yaitu peluang dan ancaman. Hasil dari penelitian ini membuktikan bahwa setelah analisis SWOT diimplementasikan, penggunaan prinsip manajemen stratejik di bidang pendidikan mampu meningkatkan kemampuan belajar mahasiswa. Salah satu manajemen stratejik yang dilakukan adalah pemberian pembimbingan akademik bagi mahasiswa. Penelitian ini juga menghasilkan temuan bahwa terdapat beberapa mahasiswa yang tidak dapat meningkatkan kemampuannya sehingga direkomendasikan untuk pemberian pembimbingan yang intensif bagi mahasiswa tersebut dan mengulang pembelajaran."

"Tujuan penelitian ini adalah untuk mengevaluasi pelaksanaan sistem manajemen stratejik pada Divisi Paper Bag di PT X berdasarkan 6 langkah dalam konsep execution premium yaitu develop the strategy, plan the strategy, align the organization, plan operations, monitor and learn, test and adapt. Hasil evaluasi menunjukkan bahwa langkah-langkah tersebut belum sepenuhnya dilakukan oleh perusahaan. Salah satunya adalah proses penyusunan anggaran yang dilakukan secara terpisah dari perancangan strategi objektif dan KPI pada Divisi Paper Bag. Hal ini menunjukkan bahwa anggaran tersebut belum efektif dalam menentukan pencapaian strategi objektif yang dimiliki oleh Divisi Paper Bag.

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The research?s objective is to evaluate the implementation of management strategy system at Paper Bag division in X Corporation based on the concept of execution premium which has six stages i.e., develop the strategy, plan the strategy, align the organization, plan operations, monitor and learn, test and adapt. Result shows that those six major stages are not fully executed by the Company. For example, the budgeting process is done separately from division?s strategic objective and KPI planning process. This reveals that the budget is not effective to determine the Paper Bag Division?s achivement to meet the strategy objective."

"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."

"Since the Law Number 20 Year 2003: National Education System has been launched, STIA-LAN, as one of many universities that specialized in the field of governmental specific function, has been impacted by this regulation, both directly and indirectly. This law has restricted and forced STIA-LAN to change their status in order to comply with the regulation. On the other side, STIA-LAN has also to fulfill its function in according with Presidential Decree Number 100 year 1999. Facing with these conditions, STIA - LAN has to make some adjustment in order to respond the environmental change. The adjustment should be done in such way that the change is planned systematically and well prepared.This thesis proposed two research questions to be answered, i.e.: which are strategic environmental factor that drive STIA LAN to be changed? And, what are the strategies to has be taken in responding to the strategic environmental change? In order to answer these questions, a research has been conducted. The research used quantitative and qualitative approaches. The framework of this research can be explained, as follow: first, identification strategic environmental factors that forced the change, both external and internal. This step was taken to analyze the current position of STIA-LAN. The analysis was using SWOT analysis with internal/external matrix. The next step was identification of key success factors that lead to performance to be fulfilled in responding with effective and efficient changing plan. After these steps, it was formulated change strategy based on Change Management Model proposed by Berger. Data and information for the analysis were gathered through interview and survey to key informants who are expert on the research substance.Based on the data and information gathered, the next step was analyzing the position of STIA-LAN by using External/Internal Matrix, which is in the position of growth and stability. This means that STIA-LAN has to take growth or maintain the stability. In other words, STIA-LAN has to expand their market or open the new market, produce the new products, and also use the technology to support their educational process.Based on the reassessment and key success factors, then, can be drawn the change strategy as follows:a. Restatement of mission. This restatement is targeted to be the reference for the change planb. Conducting marker research, in accordance with new product of SI and 52 that are going to be sold to the publicc. Designing new product based on the market research, including which market to be targeted.d. Formulating strategic planning, in accordance with systemic changee. Organizing the educational process based on the regulationf. Identifying the competence need, in accordance with employee competence adjustment to the new look of STIA-LANg. Adjusting the STIA-LAN facilities in order to comply with education standardh. Preparing the plan for facing the competition with other universities through low cost and differentiation strategy, and market penetration strategyi. Preparing for the problem of resistance to change.j. Conducting step for change socialization to all stakeholderk. Conducting strategic alliance with other universities."

"Analysis on The Anticipation of Strategic Changes Towards Macro Environment (Anticipation Case Study on PT. Telkom Towards Laws/UU No. 36 Year 1999)Various pressures are faces by Telkom Tbk in the last few years, including regulative pressures especially the prevailing on Laws/UU No. 3611999 concerning Telecommunication and Blue Print of Indonesian Telecommunication, technological pressures, as well as pressures from the demands of consumers. Those pressures compels Telkom to carryout concentric diversification - besides strengthening its old business - in order to maintain the income flow and its growth. Diversification is done by entering new segments in telecommunication sector, those are international communication (SLI), Internet, multimedia, and mobil telecommunication. The goal of writing this thesis is to analyze the mapping of telecommunication industrial competition nationally, analyzing Telkom strategies in anticipating free competition, as well as analyzing Telkom strategies in winning the said competition. The research method used in this thesis is descriptive analytic method, which is also qualitative research method. In order to obtain primary data, they are collected from focused interviews and as for the secondary data, they are collected through bibliographies. In carrying out analysis on industrial environment and observing the current competition, the theory of five forces by Michael Porter is used. And mixed marketing is used to observe how Telkom creating its competitive advantages. The result of this research is diversified strategies accompanied by mixed marketing concept focused on customers, which can extend the market, creating competitive advantages, and resulting in Telkom capable of participating in the future full competition. In order to capture market shares Telkom must undertake alliances to optimize the resources he owns. By carrying out the said alliances, Telkom can be focused more in developing its capabilities and core competences. "

"Dinas Ketenagakerjaan Kabupaten Bekasi mengelola berbagai strategi dalam mengurangi tingkat pengangguran akibat pandemi Covid-19. Salah satunya melalui pelatihan tenaga kerja. Dinas dalam hal ini menghadapi berbagai tantangan berupa dampak pandemi Covid-19 menurunnya kegiatan bisnis, kurangnya keterlibatan perusahaan swasta, tingginya jumlah angkatan kerja akibat pendatang dari luar daerah, dan rendahnya kualitas tenaga kerja lokal. Skripsi ini bertujuan untuk menganalisis mengenai manajemen strategis Dinas Ketenagakerjaan Kabupaten Bekasi dalam mengurangi pengangguran akibat pandemi Covid-19 melalui pelatihan tenaga kerja. Peneliti menggunakan konsep manajemen strategis (David, 2011) untuk menilai gambaran strategi dalam aspek pelatihan tenaga kerja oleh Dinas Ketenagakerjaan Kabupaten Bekasi, sebagai salah satu bentuk pengentasan pengangguran. Peneliti menggunakan pendekatan post-positivistdan menggunakan teknik pengumpulan data kualitatif melalui wawancara mandalam dan studi pustaka. Analisis hasil penelitian disajikan secara deskriptif. Penelitian ini menghasilkan temuan bahwa, pelatihan tenaga kerja sudah menyesuaikan dengan kebutuhan bagi perusahaan sektor industri, namun masih terdapat hambatan dan tantangan dalam pelaksanaannya. Pelatihan tidak bisa maksimal akibat realokasi anggaran ke penanganan covid. Hasil dari Indikator Kinerja Utama juga menunjukan target kinerja yaitu tingkat pengangguran terbuka yang tidak tercapai.

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In reducing unemployment due to the Covid-19 pandemic, the Bekasi District Manpower Office manages its strategy. One of them is through workforce training. The agency in this case faces various challenges in the form of the impact of the Covid-19 pandemic, reduced industrial and business activities, lack of involvement of private companies, high number of workforce due to migrants from outside the region, and low quality of local workforce. This thesis aims to analyse the management strategy of the Bekasi District Manpower Office in reducing unemployment due to the Covid-19 pandemic through workforce training. Researchers use the concept of strategic management (David, 2011). to assess the description of the strategy in the aspect of workforce training by the Bekasi District Employment Office, as a form of alleviating unemployment. Researchers used a post-positivist approach and used qualitative data collection techniques through man-in-depth interviews and literature study. Analysis of research results is presented descriptively. This research resulted in the finding that workforce training has adapted to the needs of industrial sector companies, but there are still obstacles and challenges in its implementation. Training cannot be maximized due to budget reallocation to handling Covid. The results of the Key Performance Indicators also show that the open unemployment rate target as a performance indicator was not achieved."