UNIVERSITAS INDONESIA

FAKULTAS EKONOMI & BISNIS

DEPARTEMEN AKUNTANSI

SYLABUS
STRATEGY & ORGANIZATION PERFORMANCE MANAGEMENT

Depok
No. Nama Pengajar Alamat E-mail
1 Desi Adhariani / desiadharis@gmail.com
Reynardo Nainggolan reynardo@uw.edu
2 Mafrizal Heppy/ heppyfeui@gmail.com
Emil Bachtiar emil.bachtiar@gmail.com
Salemba
No. Nama Pengajar Alamat E-mail
1 Gede Hardja Washista /
Rini Yulius y_ilin2000@yahoo.com
2 M. Slamet Wibowo/ mswibowo@gmail.com
Emil Bachtiar emil.bachtiar@gmail.com

Subject Code

Subject Title Strategy and Organization Performance Management

Credit Value 3
Pre-requisite/ Financial Management
Co-requisite/ Management Accounting
Exclusion Accounting and Business Case Analysis Method
Role and The course contributes to the achievement of Bachelor of Economics in
Purposes Accounting learning goals by enabling students to be critical thinkers (LG6)
students to apply technical competence in accounting related field (LG7), and to
possess some traits of professional skills (LG8)

Subject Learning Upon completion of the subject,

Outcomes
Student will be able to apply technical competence: in Business Strategy and
Management
a) Analyze the external and internal factors that may influence the strategy of
an organization.
b) Explain the processes that may be used to implement the strategy of an
organization.

Students are able to demonstrate knowledge of relevant social and ethical

 considerations
c) Able to demonstrate knowledge of ethics in decision making
d) Able to demonstrate knowledge of social responsibility

Students are expected to be able to argue and draw conclusion on an issue based
on supportive evidence
e) Able to demonstrate to justify an argument or solution with supporting
evidence/relevant references

Students are expected to be able to display interpersonal skills

f) display cooperation and teamwork when working towards team goals
g) present ideas and influence others to provide support and commitment

Students are expected to be able to display personal skills

h) demonstrate commitment to lifelong learning

Students are expected to be able to display organizational skills

i) Apply leadership skills to influence others to work towards team’s goal

Subject Synopsis/
Indicative
Syllabus Week Topic LO Required
# Reading
1 Introduction DD: Chp. 1
Strategy Analysis, Strategy Formulation, Strategy S: Module 1
Implementation and Strategy Execution dan 2
F
Active Lecturing FN Chp. 1
2 Ethics, Social Responsibility, and Sustainability DD: Chp. 3
Case: Uber & The Ethics of Sharing

Problem Based Learning/Case-Based Learning

3 Types of Strategies a, e, f, g, DD Chp 4
Case: Gojek in Indonesia: Seizing Digital Opportunities h, I, j, k S: Module 2
at the Bottom of The Pyramid

Problem Based Learning/Case-Based Learning

4 Vision and Mission Analysis a, e, f, g, DD: Chp. 5
h, I, j, k S: Module 2
Project Based Learning
5 Internal Assessment a, e, f, g, DD: Chp. 6
Internal Factor Analysis h, I, j, k CIMA
Value Chain Analysis S: Module 2

Project Based Learning

6 External Assessment a, e, f, g, DD: Chp. 7
PEST h, I, j, k CIMA
EEF S: Module 2
F Porter’s Five Forces
Porter’s Four Corner

Project Based Learning

 7 Strategy Analysis and Choice a, e, f, g, DD: Chp. 8
SWOT Matrix h, I, j, k
SPACE Matrix
BCG Matrix
IE Matrix
Grand Strategy Matrix

Project Based Learning

8 Strategy Implementation b, c, d, e, DD: Chp. 7
Case: Asia Pulp & Paper: Implementing the Forest f, g, h, I, j S: Module 4
Conservation

Problem Based Learning/Case-Based Learning

9 Strategy Map b, c, d, e, KN: Chp. 2
Case: Transworld Autoparts f, g, h, I, j

Problem Based Learning/Case-Based Learning

10 Levers of Control b, c, d, e, S:Module 15
Case: Automation Consulting Services f, g, h, I, j

Problem Based Learning/Case-Based Learning

11 Diagnostic Control Systems: Balanced Scorecard b, c, d, e, S Module 9
Case: Sniffing Out Opportunities at Petsmart f, g, h, I, j

Problem Based Learning/Case-Based Learning

12 Strategic Uncertainties and Interactive Control b, c, d, e, S: Module 11
Systems f, g, h, I, j
Case: Continental Media Group

Problem Based Learning/Case-Based Learning

13 Strategic Risk b, c, d, e, S: Module 13
Case: British Petroleum (PLC) and John Browne: A f, g, h, I, j
Culture of Risk Beyond Petroleum

Problem Based Learning/Case-Based Learning

14 Belief and Boundary Systems b, c, d, e, S: Module 14
Case: Infosys f, g, h, I, j

Problem Based Learning/Case-Based Learning

Teaching/Learning This course will use various active learning approach, including active lecturing,
Methodology collaborative learning, project-based learning, and case-based learning.

Project-based learning will be applied in analyzing external and internal factors,

and strategies for selected Indonesian companies (session 4,5,6,7). Problem base
learning using case study will be used for session 2, 3, 8, 9, 11, 12, 13, 14.

Students are submit a short weekly report about any topics discussed in the
class based on their independent study. In this 3 SKS course, students are
required to study independently 3 hours per week about any topics related to
the course materials they are interested in.
Assessment
Method in
Alignment with % Intended Learning Outcomes to be assessed
Assessment
weight
Intended
Learning a b c d e f g h i
Outcomes
Group 35%

Group
Presentation & 15% √ √ √
Contribution

Group Project 20% v

Individual 65%

Mid Exam 20 % 80% 10% 10%

Final Exam 20 % 100%

Weekly Report –
Independent 10% √
study

Individual
Contribution
15% √ √ √
(peer
assessment)

Student Study
Effort Expected
Class Contacts
Lectures 2.5 Hours
Class Discussion 32.5Hours
Other student study effort
Preparation for case essay and case discussion 42 Hours
Independent study 42 Hours
Reading List and
References Required Readings:

 CIMA, 2007, Strategic Analysis Tools, Topic Gateway Series No. 34 (CIMA)
 David, F.R. & David F.R., , 2017. Strategic management, concepts and
cases, PearsonPrentice-Hall, 16th Ed. (DD)
 Favaro, Ken, 2015, Defining Strategy, Implementation and Execution,
Harvard Business Review, October (F)
 Kaplan, Robert S., and David P. Norton, 2004, Strategy Maps; Converting
Intangible Assets Into Tangible Outcomes, Harvard Business School Press,
(KN)
 Newth, Francine, 2012, Business Models and Strategic Management,
Business Expert Press (FN)
 Simons, R., 2017, Strategy Execution Module (S)