UNIVERSITAS INDONESIA

FACULTY OF ECONOMICS AND BUSINESS

ACCOUNTING DEPARTMENT
MASTER OF ACCOUNTING PROGRAM

SYLLABUS
Strategic Management and Leadership
ECAM 808301
EVEN SEMESTER 2021/2022

No. Lecturer
1 Dian Siahaan, PhD
2 Dr. Emil Bachtiar, S.E., M.Com
3 Isnaeni Achdiat, M.Ak
4 Prodjo Sunarjanto, S.E., M.Ak
5 Rudyan Kopot, S.E, M.B.A
6 Ruddy Koesnadi, M.Ak

Subject Code ECAM 808301

Subject Title Strategic Management and Leadership
Credit Value 3
Pre-requisite/ ---
Co-requisite/
Exclusion
Role and Purposes The course contributes to the achievement of Master of Accounting learning
goals by enabling students to have awareness of ethics and social responsibility
(LG1), be critical thinkers (LG6) and students to apply technical competence in
accounting related field (LG7)

Subject Learning Upon completion of the subject,

Outcomes 1. Students are expected to have awareness of ethical and social responsibity
principles:
a. have awareness of business ethics and corporate social responsibiltiy

2. Students will be able to provide recommendations to solve accounting problem

a. able to identify problems
b. able to analyze problems
c. able to justify an argument or solution with supporting evidence/ relevant
references
d. able to recommend alternative solutions to accounting problems in
organization
 3. Student will be able to analyze information for managerial decision making:
a. able to analyze strategy of an organization and it’s implementation

Subject Synopsis/
Indicative Syllabus Week Topic LO Required
# Reading
1 Introduction 1 TPGS Ch. 1
1. What is a strategy?
2. The relationship between corporate
strategy and business model
3. What makes a winning strategy?
4. Why is the preparation and execution
of strategies important?

2 Mapping the company's direction: Vision 1, 2, 3 TPGS Ch. 2

and mission, goals, and strategies
1. What are the implications of the
process of formulating and
implementing the strategy.
2. Stage 1: Development of vision,
mission, and core values.
3. Stage 2: Goal setting.
4. Stage 3: Strategy preparation.
5. Stage 4: Implementing the strategy.
6. Stage 5: Evaluate performance and
initiation of corrective adjustments.

Individual assignment: Provide vision and

mission of 2 existing public companies in
Indonesia and Evaluate some DOs and
DON’Ts in composing an effectively
worded vision statement

Case – Unilever’s New Global Strategy:

Competing through Sustainability (9-916-
414)

3 Evaluate the company's external 2, 3 TPGS Ch. 3

environment
1. Strategic components relevant to the
corporate macro environment.
2. Thinking strategically about the
industry and the competitive
environment of the company.
a. Does the industry provide an exciting
opportunity to grow.
b. The kind of competitive power facing
 the industry.
c. Factors that drive industry change
and its impact.
d. What is the position of competition
in the industry?
e. What strategic steps will be done by
competitors?
f. A key factor in the success of future
competition.
g. Does the industry give a good profit
outlook?

Case: Netflix: Will Content be Enough?

4 Evaluation of resources, capabilities, and 2, 3 TPGS Ch. 4

competitiveness
1. How good is the company's current
strategy?
2. What are the resources and capabilities
of an important company to compete?
3. Is the company able to seize market
opportunities and eliminate external
threats?
4. Is the company's cost structure
competitive with its major competitors,
and does it have appeal to customers?
5. Is the competitiveness of firms stronger
or weaker than major competitors?
6. What are the issues and issues that
need management attention?

Case: Apple Inc. in 2020

5 Generic competitive strategy 2, 3 TPGS Ch. 5

1. Generic competitive strategy.
2. Low cost strategy.
3. Strategies differentiation.
4. Focus strategy (or special market).
5. The best cost strategy.
6. Summary comparison features five
generic competitive strategies.

Case – GUCCI: Staying Relevant in Luxury

Over a Century

6 Strengthening of competitive position: 2, 3 TPGS Ch. 6

Strategic step, time, and scope of
operation
1. Strategic choice to improve market
 position (offensive strategic).
2. Protecting market position and
competitive advantage (strategic
defensive).
3. When is the strategic determination of
offensive and defensive.
4. Strengthening market position through
the scope of operation.
5. Strategy of horizontal mergers and
acquisitions.
6. Vertical integration strategy.
7. Outsourcing strategy: narrowing the
scope of operations.
8. Strategic alliances and partnerships.

Case: Shopee vs. Lazada: A battle of

Titans for e-commerce supremacy in
South-East Asia

7 Competitive strategy in the international 2, 3 TPGS Ch. 7

market
1. Why did the company decide to enter
the overseas market?
2. Why cross-country competition makes
compilation more complex?
3. Strategic choice to enter and compete
in the international market
4. Competing internationally: Three major
strategic approaches.
5. How international operations can
improve competitive advantage.
6. Competitive strategy in developing
countries.
7. Survive against the global giants:
Strategies for local companies in
developing countries.

Case: Airbnb: Home Sharing in China

8 Corporate strategy: Diversification and 2, 3 TPGS Ch. 8

multi business
1. When to diversify.
2. Building shareholder value: the main
reason for diversification.
3. Strategy to enter new business.
4. Choosing the path of diversification:
business related and unrelated.
5. Strategic conformity and diversification
in business related.
6. Diversification in business is not
 related.
7. The combination of a business-related
and unrelated business diversification
strategy.
8. Evaluate a diversified corporate
strategy.

Case: Reawakening the Magic: Bob Iger

and the Walt Disney Company

9 Ethics, corporate social responsibility, 1, 2, 3 TPGS Ch. 9

environmental sustainability, and
strategy
1. What is business ethics?
2. How and why ethical standards affect
the preparation and execution of
strategies.
3. What are the drivers of unethical
business strategies and behavior?
4. Why should corporate strategy be
ethical?
5. Strategy, corporate social responsibility,
and environmental sustainability.

Case: The Harder We Fall: The We

Company’s 2019 IPO Fiasco

10 Building an organization capable of 2, 3 TPGS Ch. 10

executing strategy well: human
resources, capabilities, and structure
1. Framework for implementation of
strategy.
2. Build an organization that is able to
implement the strategy well.
3. Placement of human resources within
the organization.
4. Build and strengthen core
competencies and competitive
capabilities.
5. Organize work with supportive
organizational structures.

Case - BreadTalk Group: Transformation

through Talent and Technology
(W21111-PDF-ENG)

11 Manage internal operations: actions that 2, 3 TPGS Ch. 11

drive strategy execution
1. Allocate resources for strategy
 implementation.
2. Establish policies and procedures to
facilitate strategy implementation.
3. Using process management tools for
continuous improvement.
4. Placing the operating system and
information.
5. Link rewards and incentives in strategy
implementation.

Case - DBS: Digital Transformation to

Best Bank in the World (SMU816-PDF-
ENG)

12 Corporate culture and leadership: key 2, 3 TPGS Ch. 12

implementation strategy
1. Embedding a corporate culture that
encourages the implementation of
strategy.
2. Leading the strategy implementation
process.
3. The final word in leading the process of
formulating and executing the strategy.

Case - Culture Transformation at

Microsoft: From 'Know it All' to 'Learn it
All' (921004-PDF-ENG)

13 Strategic Leadership 2, 3 AH Ch. 11

1. Leadership and management. SC
2. Lead paradoxically.

Case - Zoom Video Communications: Eric

Yuan’s Leadership during COVID-19
(821014-PDF-ENG)

14 Current Strategic Issues and Challenges

in Indonesian Economy and Business

Guest Lecture

Teaching/Learning
Methodology On case-based learning, all class activities will be discussing cases. Cases will be
discussed in class by groups which are formed by Lectures. Groups are changed
every week to give students to work with different group of people. Groups will
discuss the cases based on questions given by Lectures and prepare the
answers/results, and there will be class discussion with one selected group
present the answer and other groups ask questions and give feedback.
 There will be peer assessment for individual contribution in group and in class
discussion

Assessment
Method in Specific % Intended Learning Outcomes to be Assessed
Alignment with Assessment Weighting
Intended Learning Methods/Taks
Outcomes 1 2 3
Continuous 100
Assessment
INDIVIDUAL 50%
Mid Term Exam 25% V V
Final Exam 25% V V V
GROUP 50%
Group Case 25% V V V
Analysis
Group 25% V V V
Participation in
Class Discussion

Student Study
Effort Expected Class Contacts
Lectures 7 Hours
Class Discussion 18 Hours
Other student study effort
Preparation for case presentation 42 Hours
Independent study 42 Hours

Referensi References

1. Arthur Thompson, Margaret Peteraf, John Gamble, A. J. Strickland III (2020). Crafting
and Executing Strategy. Mc Graw Hill, 22th edition. (TPGS)

2. Anthony E. Henry (2011). Understanding Strategic Management. Oxford University

Press, 2nd edition. (AH)

3. IAI, Modul CA Manajemen Stratejik dan Kepemimpinan

Statement of Plagiarism and Autoplagiarism are strictly forbidden, as stated in the

Authorship Decree of Fakultas Ekonomi & Bisnis Universitas Indonesia No
352/H2.F6.D1/HKP.02.04.SKD/2013.

Statement of Authorship

I/We.........................the undersigned declare to the best of my/our ability that

the paper/assignment herewith is an authentic writing carried out by
myself/ourselves. No other authors or work of other authors have been used
without any reference to its sources.

This paper/assignment has never been presented or used as paper’ assignment

for other courses except if I/we clearly stated otherwise.

I/We fully understand that this assignment can be reproduced and/or

communicated for the purpose of detecting plagiarism.

Name :
Student’s ID Number :
Signature :
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Date :
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( signed by all and every single student if its a group assignment)