MANAJEMEN STRATEGIK DAN KEPEMIMPINAN

INDIVIDUAL TASK OBJECTIVE AND SYSTEM

NAMA :
AULYA AGUSTIN DWI ANDHINI

(1306498241)

CLASS : AKM/13-2S

MAGISTER AKUNTANSI FAKULTAS EKONOMI

UNIVERSITAS INDONESIA

Universitas Indonesia
Fakultas Ekonomi
Program Studi Magister Akuntansi Pendidikan Profesi Akuntansi

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Nama Mahasiswa

: AULYA AGUSTIN DWI ANDHINI (1306498241)

Kelas

: AKM/13-2S

Mata Ajar

: MANAJEMEN STRATEGIK DAN KEPEMIMPINAN

Judul Makalah/Tugas

: OBJECTIVE AND SYSTEM

Hari, Tanggal

: JUMAT, 8 MEI 2015

Nama Pengajar

: HISKAK SECOKUSUMO

Tandatangan

AULYA AGUSTIN DWI ANDHINI

TOPIC: OBJECTIVE
1

PHASE

Task 2: Setting Objective

FUNCTION

The following points specifically emphasize the need for establishing

objectives:
a. To provide a yard stick to measure performance of departments or
organization.
b. To serve as a motivating forces. All people work to achieve the
objectives.
c. To help the organization to pursue its vision and missions. A long term
perspective is translated in short term goals.
d. To define the relationship of organization with internal and external
environment.
e. To provide a basis for decision making.

TOOLS

The most widely used framework for balancing financial objectives with
strategic objectives is known as the Balanced Scorecard. This is a method
for linking financial performance objectives to specific strategic objectives
that derive from a companys business model. It provides a companys
employees with clear guidelines about how their jobs are linked to the
overall objectives of the organization, so they can contribute most
productively and collaboratively to the achievement of these goals.
It is often sited that objectives need to conform to a set of criteria are
summarised below:
a. Specific: The objective should state exactly what is to be achieved.
b. Measurable: An objective should be capable of measurement so that
it is possible todetermine whether (or how far) it has been achieved.
c. Achievable: The objective should be realistic given the circumstances
in which it is setand the resources available to the business.
d. Relevant: Objectives should be relevant to the people responsible for
achieving them
e. Time Bound: Objectives should be set with a time frame in mind.
These deadlines alsoneed to be realistic

BUSINESS
LEVEL /

The objectives are set at the two levels of strategy; they are business level
and corporate level.

CORPORATE
LEVEL

Corporate objectives are those that relate to the business as a whole. The
top management of the businessusually sets them and they provide the
focus for setting more detailed objectives for the main functionalactivities
of the business. They tend to focus on the desired performance and results
of the business. It isimportant that corporate objectives cover a range of
key areas where the business wants to achieve resultsrather than focusing
on a single objective.
Objective setting should not stop with top managements establishing of
companywide performance targets. Company objectives need to be broken
down into lines, functional departments, and individual work units.
Company performance cant reach full potential unless each organizational
unit sets and pursues performance targets that contribute directly to the

desired companywide outcomes and results.

5

CONCLUTION The managerial purpose of setting objectives is to convert the vision and
mission into specific performance targets. Well-stated objectives are
specific, quantifiable or measurable, and contain a deadline for
achievement.
Companies cannot manage what they cannot measure. Concrete,
measurable objectives are managerially valuable for three reasons:
a. They focus efforts and align actions throughout the organization;
b. They serve as yardsticks for tracking a companys performance and
progress;
c. They provide motivation and inspire employees to greater levels of
effort. Ideally, managers should develop challenging yet achievable
objectives that stretch an organization to perform at its full potential.
Objectives are an organizations performance targetsthe specific results
management wants to achieve. Two very distinct types of performance
targets are required: those relating to financial performance and those
relating to strategic performance. Financial objectives communicate
managements targets for financial performance. Strategic objectives are
related to a companys marketing standing and competitive vitality.
A companys set of financial and strategic objective should include both
short term and long term performance target. Short term objective focus
attention on delivering performance improvement in the current period and
satisfy shareholder expectation for near term progress. Long term
objective force manager to consider what to do now to put the company in
position to perform better later.

TOPIC: SYSTEM MANAGING INTERNAL OPERATION

1

PHASE

Task 4: Executing the Strategy

FUNCTION

Company policies and procedures facilitate strategy execution when they

are designed to fit the strategy and its objectives. Anytime a company
alters its strategy, managers should review existing policies and operating
procedures and replace those that are out of sync.
Well conceived policies and procedures aid the task of strategy execution
by:
a. Providing top-down guidance to company personnel regarding how
certain things need to be done and what the boundaries are on
independent actions and decisions;
b. Enforcing consistency in the performance of strategy-critical activities,
thereby improving the quality of the strategy execution effort and
aligning the actions of company personnel, however widely dispersed,
and;
c. Promoting the creation of a work climate conducive to good strategy
execution.

TOOLS

Competent strategy execution entails visible unyielding managerial

commitment to best practices and continuous improvement.

Benchmarking, best practice adoption, business process reengineering,
total quality management (TQM), and Six Sigma programs are important
process management tools for promoting better strategy execution.
4

BUSINESS
LEVEL /

The system is set at the two levels of strategy; they are business level and
corporate level.

CORPORATE
LEVEL

A companys policies and procedures can either support or hinder good

strategy execution. Any time accompany moves to put new strategy
elements in place or improve its strategy execution capabilities, some
changes in work practices are usually required. Managers are thus well
advised to carefully review existing policies and procedures and to
proactively revise or abandon those that are out of sync.

CONCLUTION Implementing and executing a new or different strategy calls for managers
to identify the resource requirements of each new strategic initiative and
then consider whether the current pattern of resource allocation and the
budgets of the various subunits are suitable. Because of that, company
needs system to support both business and corporate to achieve their
goals/objectives.
Company strategies can't be implemented or executed well without a
number of support systems to carry on business operations. Real-time
information systems and control systems further aid the cause of good
strategy execution.