MANAJEMEN STRATEGIK DAN KEPEMIMPINANINDIVIDUAL TASK OBJECTIVE AND SYSTEM

Nama :

Aulya Agustin Dwi Andhini (1306498241)

Class : AKM/13-2SMAGISTER AKUNTANSI FAKULTAS EKONOMI

UNIVERSITAS INDONESIA

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Nama Mahasiswa

: Aulya Agustin Dwi Andhini (1306498241)

Kelas

: AKM/13-2SMata Ajar

: MANAJEMEN STRATEGIK DAN KEPEMIMPINANJudul Makalah/Tugas: OBJECTIVE AND SYSTEMHari, Tanggal

: JUMAT, 8 MEI 2015Nama Pengajar

: Hiskak SecokusumoTandatangan

:

AULYA AGUSTIN DWI ANDHINI

TOPIC: OBJECTIVE

1PHASETask 2: Setting Objective

2FUNCTIONThe 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.

3TOOLSThe 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 setof criteria are summarised below:

a. Specific: The objective should state exactly whatis to beachieved.

b. Measurable: An objective should be capable of measurement sothat 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. Thesedeadlines alsoneed tobe realistic

4BUSINESS LEVEL /

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

Corporate objectives are those that relate to the business as awhole.The top management of the businessusuallysets them and they provide the focus for setting more detailed objectives for the main functionalactivities of the business.They tend tofocus 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.

5CONCLUTIONThe 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

1PHASETask 4: Executing the Strategy

2FUNCTIONCompany 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.

3TOOLSCompetent 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.

4BUSINESS LEVEL /

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

5CONCLUTIONImplementing 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.

Universitas Indonesia

Fakultas Ekonomi

Program Studi Magister Akuntansi Pendidikan Profesi Akuntansi