said the strength of the leaders

Leadership to bring a philosophical sense of energy to drive people toward a goal. On the other hand, the leader is also a place where people bercermin. When the "word" is the implementation of the strategic to the people and also build a foundation-building foundation mirror. But the case of student evaluation reports were distributed red leadership our country, we can pull up fiber-fiber memerahnya as the value of the word of the leaders. The strength of the words has the frame, wrap the struggle, and carve the password of the emergence of the leaders. Delivers a former slave named Hun Tariq bin Ziyad be a leader of Islamic conqueror Europe. With the words of famous enough when ordered to burn pasukannya ships themselves, "We come here not to return. We only have the option, conquered the country and settle here, or we are all martyrs. " projectx1.jpgKekuatan words of the leaders, also has been a success in steering the project dozens of lighthouse and the "mission impossible" in Japan. Is a success story leaders unknown (mumei no hitotachi), in technology development, physical development, improvement of methods of education, etc.. Insiprasi give to a TV producer NHK Japan (Akira Imai) for the TV program entitled Project X, and also wrote a book titled "Project X - Rida Tachi no Kotoba (The word leader)." militer.jpgTerlepas of past political mistakes, we must also akui that the Indonesian military (TNI read) is one of the examples of institutions that canny enough coloring kaderisasi internal system using "positive therapy" dipondasi by the strength of words. So jargon, marching, slogans, and the doctrine of wise words of the predecessor is the "food" day-to-day the young and Taruna become important motivator they penyemangat movement. Peek into the education system that is Islam, not to us at a stage where the system kaderisasi hadith prophet, wise words of the scholars and thereafter, as an important jargon, or mirror elements of the struggle we motivator. However the power of words is like a double-edged sword. The words of the leaders, on the one hand can bring benefits, but also can bring a tremendous kerusakkan for the people. Keterpurukan republic which has been running down the generations, one of the negative effects caused by the strength of the words of our leaders. Then, how do we actually have to say words? Conception and methods of speaking, have been taught a clear to us by God. Qaulan draft ma'rufa (good word) (QS. 4:5). The word that both educate, and can be as a mirror in public action. Qaulan draft sadida (the word of a clear and correct) (QS. 4:9; 33:70) to bring the word of the implications that a leader must be firm, correct, straight to the point, and free from the "language rape". Not a leader orator who bisanya just to deceive the people with the words of the abstract, "ngeles", or words that anesthetize ambiguous. Means that the firm is not hard or rough, but the firm to bring the meaning of consistency and dependability principles. Qaulan draft layyina (a gentle word) (QS. 20:44). Dilatar belakangi story by the prophet Moses and Aaron by the God to Fir'aun face with a gentle word. God gave us the advice to remain soft, although the face is a cruel and perusak.Tentu this can not dihantamkan with the draft qaulan sadida. Thus specificity is pengokoh softness. Qaulan draft maisura (appropriate word) (QS. 17:28). Do not use words that are not reasonable and perasaaan offensive, even if we are to subordinate, to the recipient infaq property-wealth we, and especially to those who are older than us. Qaulan draft baligha (word that imprint on the soul) (QS. 4:63), is a speech that touches the soul weight ruh and the pendengarnya. By using the "language" according to the ability of mass faced, silver-and its meaning clear. Draft qaulan karima (the word of a noble) (QS. 17:23) the word of courtesy, respect and affection. The word is not challenging or even a humble listener. Easy-mudahaan and we are also the leaders we get guidance from God, to reflect the sixth draft Qurani over in real life.
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The strategy hierarchy

In most (large) corporations there are several levels of management. Strategic management is the highest of these levels in the sense that it is the broadest - applying to all parts of the firm - while also incorporating the longest time horizon. It gives direction to corporate values, corporate culture, corporate goals, and corporate missions. Under this broad corporate strategy there are typically business-level competitive strategies and functional unit strategies.

Corporate strategy refers to the overarching strategy of the diversified firm. Such a corporate strategy answers the questions of "in which businesses should we compete?" and "how does being in these business create synergy and/or add to the competitive advantage of the corporation as a whole?"

Business strategy refers to the aggregated strategies of single business firm or a strategic business unit (SBU) in a diversified corporation. According to Michael Porter, a firm must formulate a business strategy that incorporates either cost leadership, differentiation or focus in order to achieve a sustainable competitive advantage and long-term success in its chosen arenas or industries.

Functional strategies include marketing strategies, new product development strategies, human resource strategies, financial strategies, legal strategies, supply-chain strategies, and information technology management strategies. The emphasis is on short and medium term plans and is limited to the domain of each department’s functional responsibility. Each functional department attempts to do its part in meeting overall corporate objectives, and hence to some extent their strategies are derived from broader corporate strategies.

Many companies feel that a functional organizational structure is not an efficient way to organize activities so they have reengineered according to processes or SBUs. A strategic business unit is a semi-autonomous unit that is usually responsible for its own budgeting, new product decisions, hiring decisions, and price setting. An SBU is treated as an internal profit centre by corporate headquarters.

An additional level of strategy called operational strategy was encouraged by Peter Drucker in his theory of management by objectives (MBO). It is very narrow in focus and deals with day-to-day operational activities such as scheduling criteria. It must operate within a budget but is not at liberty to adjust or create that budget. Operational level strategies are informed by business level strategies which, in turn, are informed by corporate level strategies.

Since the turn of the millennium, some firms have reverted to a simpler strategic structure driven by advances in information technology. It is felt that knowledge management systems should be used to share information and create common goals. Strategic divisions are thought to hamper this process. This notion of strategy has been captured under the rubric of dynamic strategy, popularized by Carpenter and Sanders's textbook [1]. This work builds on that of Brown and Eisenhart as well as Christensen and portrays firm strategy, both business and corporate, as necessarily embracing ongoing strategic change, and the seamless integration of strategy formulation and implementation. Such change and implementation are usually built into the strategy through the staging and pacing facets.

strategic management

Strategic management is the art, science and craft of formulating, implementing and evaluating cross-functional decisions that will enable an organization to achieve its long-term objectives^[1]. It is the process of specifying the organization's mission, vision and objectives, developing policies and plans, often in terms of projects and programs, which are designed to achieve these objectives, and then allocating resources to implement the policies and plans, projects and programs. Strategic management seeks to coordinate and integrate the activities of the various functional areas of a business in order to achieve long-term organizational objectives. A balanced scorecard is often used to evaluate the overall performance of the business and its progress towards objectives.

Strategic management is the highest level of managerial activity. Strategies are typically planned, crafted or guided by the Chief Executive Officer, approved or authorized by the Board of directors, and then implemented under the supervision of the organization's top management team or senior executives. Strategic management provides overall direction to the enterprise and is closely related to the field of Organization Studies. In the field of business administration it is useful to talk about "strategic alignment" between the organization and its environment or "strategic consistency". According to Arieu (2007), "there is strategic consistency when the actions of an organization are consistent with the expectations of management, and these in turn are with the market and the context."

“Strategic management is an ongoing process that evaluates and controls the business and the industries in which the company is involved; assesses its competitors and sets goals and strategies to meet all existing and potential competitors; and then reassesses each strategy annually or quarterly [i.e. regularly] to determine how it has been implemented and whether it has succeeded or needs replacement by a new strategy to meet changed circumstances, new technology, new competitors, a new economic environment., or a new social, financial, or political environment.”

THE ROLES OF MISSION, VISION AND VALUE IN STRATEGIC MANAGEMENT

When economies are healthy and businesses are doing well, it is easy for managers to become complacent and not pay attention to long-term direction. Healthy economic conditions can be forgiving of such inattention. When the economy changes and the business environment becomes more competitive, those companies which have established a tradition of long-term goals in conjunction with short-term planning are the companies which survive and even prosper. Companies which ignored that aspect of their business find that the increased competition for resources, customers and market share does not long tolerate poor or no planning. This research considers the strategic management process and the roles that mission, vision and values play in that process, and examines how each of these components affects branding, as well.

The mission takes on the issue of what the company is today, and what it will be in the future. Many companies put the mission statement into writing and use it as the overarching principle by which the company operates. This mission statement can be made available to employees, investors, creditors, customers and any other stakeholders associated with the organization. Ideally, all activities undertaken by individuals within the organization are in support of the mission statement. Because of this, the statement should be clearly stated, concise and broad in scope (Thompson

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chieve with regard to financial performance (the relationship between debt and assets, for example). Ratio analysis can be a useful tool for measuring financial position and developing objectives, and value chain analysis (determining the value added by each process) can also be brought into play here. Strategic objectives are those objectives that the company establishes in order to build up the competitive position of the company and the general place that the company occupies in the market. Long-range objectives are to be reached within three to five years, or each year on an ongoing basis. Short-range objectives are those which are to be achieved in one year or less, and are developed in order to reach the long-range objectives. After objectives have been set, a strategy can be developed in order to reach the performance objectives. Strategies are the plan by which the objectives will be achieved. Where objectives state what the company wants to accomplish, and the mission states what the company does, the strategy presents how the company is going to reach the objectives and achieve its mission. Strategies are developed and presented through the use of a strategic plan. This plan presents the company's mission and dir
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