TI 3252 Perancangan Organisasi 3 SKS - Wajib Minggu ke 12: LIMA ELEMEN STRUKTUR UBH, IIW, HL Minggu ke 12 Studio Manajemen
STRUKTUR ORGANISASI l Organizations are structured to capture & direct systems of flows and to define inter-relationships among different parts (Mintzberg, 1993). l 5 parts of organization: u Operating Core u Strategic Apex u Middle Line u Technostructure u Support staff UBH, IIW, HL Minggu ke 12 2 Studio Manajemen
FIVE BASIC PARTS OF THE ORGANIZATION (1) UBH, IIW, HL Minggu ke 12 3 Studio Manajemen
FIVE BASIC PARTS OF THE ORGANIZATION (OPERATING CORE) l The operators who perform the basic work related directly to the production of products & services l 4 fungsi: u u l Secure the inputs for production Transform the inputs into outputs Distribute the outputs (selling & physically distributing) Provide direct support to the input, transformation & output function (performing mantenance on the operating machnines & inventorying the raw materials) Operating core the heart of every organization, the part that produces the essential outputs that keep it alive UBH, IIW, HL Minggu ke 12 4 Studio Manajemen
FIVE BASIC PARTS OF THE ORGANIZATION (STRATEGIC APEX) l People who charged with overall responsibility: chief executive officer, executive committee l Charged with ensuring the organization: u u l serve its mission in an effective way serve the needs of those who control or otherwise have power over the organization 3 duties: u Direct supervision mechanism of coordination, allocate resources, issue work orders, authorize majors decisions, resolve conflits, design & staff the organization, monitor employee performance, motive & reward employees UBH, IIW, HL Minggu ke 12 5 Studio Manajemen
FIVE BASIC PARTS OF THE ORGANIZATION (STRATEGIC APEX) l The management of organization’s boundary relations with its environment u u u l Informing influential people in the environment about the organization’s activities Developing high level contacts for the organization Negociating major agreements with outside parties Serving as figureheads Carrying out ceremonial duties The development of the organization’s strategy mediating force between the organization and its environment UBH, IIW, HL Minggu ke 12 6 Studio Manajemen
FIVE BASIC PARTS OF THE ORGANIZATION (MIDDLE LINE) l Senior managers to the first line supervisors who have direct authority over the operators l Taks: u u u Collects feedback information on the performance of his own unit, often aggregating information in the process Flowing up are distubances in the unit Proposals for changes; decisions requiring authorization Flowing down are resources that he must allocate in his unit, rules & plans that he must elaborate & projects that he must inplement; boundary conditions to manage Maintain liaison contacts with other managers, analysts, supports staffers and outsiders whose work is interdependent with; concerned with formulating the strategy for his unit UBH, IIW, HL Minggu ke 12 7 Studio Manajemen
FIVE BASIC PARTS OF THE ORGANIZATION (TECHNOSTRUCTURE) l The analysts: u u l Serve the organization by affecting the work of others Concerned with adaptation; changing the organization to meet environmental change; control; stabilizing & standardizing patterns of activitivy in the organization 3 types of control analysts: u u u Work study analysts: standardize work processes Planning & control analysts: standardize outputs (long range planners, quality control engineers, production schedulers & accountants) Personnels analysts: standardize skills (trainers &recruiters) UBH, IIW, HL Minggu ke 12 8 Studio Manajemen
FIVE BASIC PARTS OF THE ORGANIZATION (SUPPORT STAFF) l Exits to provide suppport to the organization outside its operating work flow l Many support units are self contained: mini organizations l Support unies can be found at various level of the hierarchy: u u u Top level: Public relations, legal counsel Middle level: Industrial relations, pricing and R&D Lower level: Standardized work, cafetaria, mailroom, reception, payroll UBH, IIW, HL Minggu ke 12 9 Studio Manajemen
FIVE BASIC PARTS OF THE ORGANIZATION UBH, IIW, HL Minggu ke 12 10 Studio Manajemen
KARAKTERISTIK ORGANISASI l (1) A system of formal authority: Flow of formal power down the hierarchy u l Organigram: position, group into units, formal authority flows, informal relationships A network of regulated flows: u u Production work through the operating core, Commands & instruction down the administrative hierarchy to control the operating core, Feedback information on results Staff information & advice feeding into decision making UBH, IIW, HL Minggu ke 12 11 Studio Manajemen
KARAKTERISTIK ORGANISASI UBH, IIW, HL (2) Minggu ke 12 12 Studio Manajemen
KARAKTERISTIK ORGANISASI l (3) A system of informal communication: mutual adjustment in coordination Sociogram: map of who actually communicated l A system of work constellations: u u u l People in the organization cluster into groups (not related with hierarchy or five parts) Each cluster deals with distinct decisions appropriate Manufacturing: fabrication, assembly & distribution Administrative production: production scheduling, general plant administration New product: analysts, line managers & support staffers (reserachers) A system of adhoc decision processes: flow of one strategic decision, from beginning to end UBH, IIW, HL Minggu ke 12 13 Studio Manajemen
KOMPLESITAS KARAKTERISTIK ORGANISASI UBH, IIW, HL Minggu ke 12 14 Studio Manajemen
TIPE ORGANISASI (1) l Simple Structure: u u l Machine Bureaucracy: u u l Based on direct supervison, pull to centralize The strategic apex Based on standardization of work processes, pull to standardize Tehnostructure, design of the standards is raison d’etre Professional Bureaucracy: u u Based on standardization of skills, pull to professionalize The operating core seek to minimize the influence of the administrators, managers UBH, IIW, HL Minggu ke 12 15 Studio Manajemen
TIPE ORGANISASI (2) l Divisionalized Form: u u u l Based on standardization of outputs Middle line (seek autonomy) but must achieve in different way, by drawing power down from the strategic apex Pull to balkainize: split into market based unit, control own decision Adhocracy: u u u Based on mutual adjustment The support staff gains the most influence in the organization Members are autonomous for decision maling, owing to their expertise UBH, IIW, HL Minggu ke 12 16 Studio Manajemen
TIPE ORGANISASI (3) UBH, IIW, HL Minggu ke 12 17 Studio Manajemen
TIPE ORGANISASI (4) UBH, IIW, HL Minggu ke 12 18 Studio Manajemen
SIMPLE STRUCTURE (1) KARAKTERISTIK l Coordinating Mechanism: Direct Supervision l Key Part of Organization: Strategic Apex no technostructure, few support staffers l Main Design Parameters: u u Centralization Organic Structure operating core, non-structure, avoids using all the formal devices of structure UBH, IIW, HL Minggu ke 12 19 Studio Manajemen
SIMPLE STRUCTURE (2) KARAKTERISTIK l Situational Factors: u u u Young, small, new organization no have the time to elaborate administrative structure Enterpreneurial firm: l aggresive & innovative l seraching for the risky environments where the bureaucracies fear to tread Non-spohisticated technical system Simple, dynamic environment Possible extreme hoslitily or strong power needs of top manager Not fashionable UBH, IIW, HL Minggu ke 12 20 Studio Manajemen
SIMPLE STRUCTURE (3) KARAKTERISTIK l Small managerial hierarchy minimal use of planning l Minimal differentiation among units coordination (direct supervision) l Process to be highly intuitive & non-analytical, oriented to the aggresive search for opportunities l Chief executive tends to have a wide span of control UBH, IIW, HL Minggu ke 12 21 Studio Manajemen
SIMPLE STRUCTURE (4) KARAKTERISTIK l Formal aspects of managerial work are of less significance l Informal communication is convenient & effective between the chief executive & everyone l Decision making is likewise flexible, with centralization of power allowing for rapid response l Handling disturbances & innovating in an entrepreneurial way UBH, IIW, HL Minggu ke 12 22 Studio Manajemen
SIMPLE STRUCTURE UBH, IIW, HL Minggu ke 12 23 Studio Manajemen
MACHINE BUREAUCRACY (1) KARAKTERISTIK l Coordinating Mechanism: Standardization of work processes for coordination, little mutual adjustment in the operating core l Key Part of Organization: Technostructure l Main Design Parameters: u u u Behavior formalization Vertical & horizontal job specialization Usually functional grouping Large operating unit size Vertical centralization & limited horizontal decentralization, action planning UBH, IIW, HL Minggu ke 12 24 Studio Manajemen
MACHINE BUREAUCRACY (2) KARAKTERISTIK l Situational Factors: u Old (mature organization), large enough to have the volume of operating work needed for repetition and standardization u u Regulating, nonautomated technical system, routinize work Simple, stable environment extremely simple & almost perfectly stable work u u External control Not fasionable UBH, IIW, HL Minggu ke 12 25 Studio Manajemen
MACHINE BUREAUCRACY (3) KARAKTERISTIK l Operating tasks are simple & repetitive a minimum of skill & little training l The use of direct supervison by first line managers is limited by the fact standardization handles most of the coordination l Tight regulation of the operating work l Mass production firm, white collar bureaucracies UBH, IIW, HL Minggu ke 12 26 Studio Manajemen
MACHINE BUREAUCRACY (4) KARAKTERISTIK l Tasks of middle line managers: u To handle the disturbances that arise among the highly specialized workers of the operating core u To work in a liaison role with the analysts of the technostructure to incorporate their standards down into operating units u To support the vertical flows in the structure the aggregation of the feedback information up the hierarchy and the elaboration of the action plans that come back down UBH, IIW, HL Minggu ke 12 27 Studio Manajemen
MACHINE BUREAUCRACY UBH, IIW, HL Minggu ke 12 28 Studio Manajemen
MACHINE BUREAUCRACY CONTOH ORGANIGRAM UBH, IIW, HL Minggu ke 12 29 Studio Manajemen
PROFESSIONAL BUREAUCRACY (1) KARAKTERISTIK l Coordinating Mechanism: Standardization of skills l Key Part of Organization: Operating core l Main Design Parameters: u u u Training Horizontal job specialization Vertical & horizontal decentralization UBH, IIW, HL Minggu ke 12 30 Studio Manajemen
PROFESSIONAL BUREAUCRACY (2) l KARAKTERISTIK Situational Factors: u u Complex Stable environment Non-regulating, non-sophisticated technical system Fashionable UBH, IIW, HL Minggu ke 12 31 Studio Manajemen
PROFESSIONAL BUREAUCRACY UBH, IIW, HL Minggu ke 12 32 Studio Manajemen
PROFESSIONAL BUREAUCRACY UBH, IIW, HL Minggu ke 12 33 Studio Manajemen
PROFESSIONAL BUREAUCRACY UBH, IIW, HL Minggu ke 12 34 Studio Manajemen
DIVISIONALIZED FORM (1) KARAKTERISTIK l Coordinating Mechanism: Standardization of outputs l Key Part of Organization: Middle line l Main Design Parameters: u u u Market grouping Performance control system Limited vertical decentralization UBH, IIW, HL Minggu ke 12 35 Studio Manajemen
DIVISIONALIZED FORM (2) KARAKTERISTIK l Situational Factors: u u Diversified markets (particulary products or services) Old, large Power needs of middle managers Fashionable UBH, IIW, HL Minggu ke 12 36 Studio Manajemen
DIVISIONALIZED FORM UBH, IIW, HL Minggu ke 12 37 Studio Manajemen
DIVISIONALIZED FORM UBH, IIW, HL Minggu ke 12 38 Studio Manajemen
DIVISIONALIZED FORM UBH, IIW, HL Minggu ke 12 39 Studio Manajemen
DIVISIONALIZED FORM UBH, IIW, HL Minggu ke 12 40 Studio Manajemen
DIVISIONALIZED FORM UBH, IIW, HL Minggu ke 12 41 Studio Manajemen
ADHOCRACY (1) KARAKTERISTIK l Coordinating Mechanism: Mutual adjustment l Key Part of Organization: u l Support staff (in the Administrative Adhocracy, together with the Operating Core in the Operating Adhocracy) Main Design Parameters: u u u Liaison devices Organic structure Selective decentralization Horizontal job specialization, training Functional & market grouping concurrently UBH, IIW, HL Minggu ke 12 42 Studio Manajemen
ADHOCRACY (2) KARAKTERISTIK l Situational Factors: u u u Complex Dynamics (sometimes disparate) environment Young (especially Operating Adhocracy) Sophisticated & often automated technical system (in the Administrative Adhocracy) Fashionable UBH, IIW, HL Minggu ke 12 43 Studio Manajemen
ADHOCRACY UBH, IIW, HL Minggu ke 12 44 Studio Manajemen
ADHOCRACY UBH, IIW, HL Minggu ke 12 45 Studio Manajemen
ADHOCRACY UBH, IIW, HL Minggu ke 12 46 Studio Manajemen
DIMENSI ORGANISASI UBH, IIW, HL Minggu ke 12 47 Studio Manajemen
DIMENSI ORGANISASI UBH, IIW, HL Minggu ke 12 48 Studio Manajemen
UBH, IIW, HL Minggu ke 12 49 Studio Manajemen
UBH, IIW, HL Minggu ke 12 50 Studio Manajemen
Latihan l l l Pilih satu oragnisasi sebarang Tentukan unit mana saja yang menjadi elemen dari lima elemen dasar dalam organisasi Tunjukkan fungsi pokok dari salah satu unit di masing-masing kelima elemenm dasar di atas UBH, IIW, HL Minggu ke 12 51 Studio Manajemen
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