21
A
c
a
d
e
m
i
c
E
xce l l en ce
P
e
r
s
o
n a l it y E x c e lle n c e
S
t
ude nt s I n v o l v e m e n t
P
a
re n t s P a rt n e rs h i p
S
c
h
ool B r a ndi ng
Sy s t e m
Fi na nc i a l M a na ge m e nt
S
c
hool Fe e P o l c i e s
i c i e s
S
t
u d e n t - cen t e r e d
cu r r i cu l u m
A
t act i ve T & L
t act i ve T & L
P
r
o
c
e
sse s
E
f e c t ve ev al u a t i
f e c t ve ev al u a t i
i ve ev al u a t i
o
n
sy st e m
S
ound k now l e dge
m
a
n
a
ge m e nt
E
f ect i v e i n f o r m at i o n
f ect i v e i n f o r m at i o n
sy st e m
C
o
m
p
et e n cy - b as e d
H
R
M
Chart 2.3 Corporate strategy map of Tarakanita for 2007 - 2010 (Kantor Pusat, 2008, p. 7)
The outcome
perspectives at the top of the map are believed
to be the two
most selling points of
school, recommended by the
above-mentioned
research
(BPH,
2007,
p.
7).
It
is
believed
that
academic
excellence
and
personality
distinctive
excellence
are
the
most
wanted,
and
are
impossible
without
a well-
developed
students
involvement
(learning
motivations,
strong
spirit
in
exploration
of knowledge
and
technology
mastery,
and
self-responsibility),
parents
partnership
role in assisting
the students
both at home and in school
programs, and
sustainable
improvement
of
the
society’s
image
and
perception
through
an
effective
branding
system.
Internal
perspectives
are
also
vital
because
the
customers
themselves
(the
students) are
involved
in
the
“production”
process.
It
is
also
realized
that
sound
knowledge management,
effective information system,
and
competency-based
human
resources management
are
three
important
drawbacks
of
Tarakanita’s
past
and
are
believed to
be
the
most
important assets
to
be prepared for the future survival.
The next step of the planning
process
was to specifically
describe
the two
outcomes
in order to inspire
all employees,
students,
and parents
that these are not
merely
the
dreams
of
the
management
of
Tarakanita,
but
for
the
success
of the
students
and fulfillment
of their parent
expectations
as well.
The matrix
was then
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