Struktur Organisasi dan Perkembangannya

1. Struktur Organisasi dan Perkembangannya

2. Elements of Organizations • Social entities – composed of people and groups of people • Goal-directed – exist for a purpose – trying to achieve an end or mission • Deliberately structured activity systems – tasks are subdivided into separate departments • Identifiable boundary – which elements are inside or outside of organization, distinct membership commitment in return for money, prestige or gain

3. Organizational Structure • Organizational structure specifies the firm’s formal reporting relationships, procedures, controls, and authority and decision-making processes. • It is critical to match organizational structure to the firm’s strategy. Chandler’s comment: “Structure follows strategy” needs to be balanced with dynamic nature of strategy.

4. The inherent tension in corporate structure • Structural stability provides the capacity • required to consistently and predictably manage the firm’s daily work routines • Structural flexibility provides the opportunity to • explore competitive possibilities • allocate resources to activities that shape competitive advantages needed by the firm

5. ORGANISASI MEKANIK, ORGANIK DAN BIROKRATIK

6. KARAKTERISTIK BIROKRASI IDEAL DARI WEBER • Pembagian tugas secara tegas • Hierarki jelas • Seleksi berdasarkan kualifikasi teknis • Gaji tetap • Merupakan pekerjaan utama • Promosi berdasar senioritas atau prestasi dan tergantung pada penilaian atasan • Pemisahan antara pemilik dan pekerja • Aturan umum yang mengikat pegawai

7. BERBAGAI TIPE STRUKTUR • (1) STRUKTUR SEDERHANA • (2) STRUKTUR FUNGSIONAL • (3) STRUKTUR MULTIDIVIDIONAL • (4) STRUKTUR MATRIKS • (5) STRUKTUR HIBRIDA • (6) STRUKTUR JARINGAN (NETWORK)

8. STRUKTUR SEDERHANA • Biasanya terjadi pada organisasi yang baru dibentuk (misalnya usaha wiraswasta yang baru dimulai) atau organisasi yang memang sengaja dibuat kecil (mis. tempat praktek dokter). Tingkat diferensiasi dan kompleksitas RENDAH.

9. STRUKTUR FUNGSIONAL • Ketika struktur sederhana tidak lagi mencukupi, ketika organisasi berkembang dengan tugas-tugas yang semakin kompleks, maka biasanya dibentuk struktur FUNGSIONAL. • Fungsi atau Tugas-tugas yang sama dikelompokkan menjadi satu. Misalnya, perusahaan manufaktur

10. BAGAN STRUKTUR FUNGSIONAL GENERAL MANAGER MANUFACTURING PURCHASING ACC. & FIN ENGINEERING MARKETING

11. Matching Structure and Strategy • Different forms of the functional organizational structure are matched to • cost leadership strategy • differentiation strategy • differences in these forms can be seen in important structural characteristics

12. Operations is main focus • Process engineering is emphasized over R&D • Large centralized staff • Formalized procedures • Structure is mechanical, job roles highly structured Office of the President Centralized Staff Accounting Engineering Operations Marketing Personnel Structure for _________ Strategy

13. President and Limited Staff Marketing R&D Operations Human Resources New Product R&D Finance Marketing • Marketing is the main function for tracking new product ideas • New product R&D is emphasized • Most functions are decentralized • Formalization is limited to foster change and promote new ideas • Overall structure is organic; job roles are less structured Structure for _________ Strategy

14. Sales Growth- Coordination and Control Problems Simple Structure Functional Structure Sales Growth- Coordination and Control Problems Multidivisional Structure Strategy and Structure Growth Pattern: Multidivisional Structure Efficient implementation of formulated strategy Efficient implementation of formulated strategy

15. The importance of the m-form • Williamson (1985) wrote: “The most significant organizational innovation of the twentieth century was the development in the 1920s of the multidivisional structure."

16. Multidivisional Structure • Each division is operated as a separate business • Appropriate for related-diversified businesses • Key task of corporate managers is exploiting synergies among divisions

17. The example of General Motors

18. Multidivisional Structure (M-form) Cooperative Form Competitive Form Strategic Business-Unit (SBU) Form Three Variations of the Multidivisional Structure

19. Strategy and Structure Growth Pattern: • Three major benefits • corporate officers able to more accurately monitor the performance of each business, which simplifies the problem of control • facilitates comparisons between divisions, which improves the resource allocation process • stimulates managers of poorly performing divisions to look for ways of improving performance Multidivisional Structure

20. P E R M I N T A A N P A S A R DAYA SAING OTAK ORGANISASI YANG CERDAS INOVASI ORGANISASI YANG INOVATIF ORGANISASI YANG FLEKSIBEL PILIHAN FLEXIBLE COMPANY KUALITAS ORGANISASI YANG BERKUALITAS QUALITY COMPANY ORGANISASI YANG EFISIEN EFFICIENT COMPANY BIAYA 2000 - an 90-an 60-an 70-an 80-an TAHUN Dasar Kompetisi

22. Keberatan Program

24. MIGRASI PEMIKIRAN DAN PRAKTEK EKONOMI/BISNIS DUNIA Rigid Business system known as Value Chain (equity link) Corporate function Network function with key levers at hand Manufacturing R&D Marketing Sales Services R&D Silicon Valley Telco $ bill collection $ Overseas Operation Engineering Marketing Customers In Bangalore, Heyderabad internet The Company Manufacturing Services Sales Major Markets (Outsourced) In Vietnam (Outsourced) A 20th-century company A 21st-century corporation Kenichi Ohmae, 2000

25. Perkembangan Struktur Organisasi Organisasi Hirarkis (Vertikal) Organisasi Datar/Flat (Horizontal) Proy 1 Proy 2 Nucleic Organization Ketua 1 Ketua 2

26. Tren Bentuk Organisasi PimPro 1 PimPro 2 PimPro 3 Organisasi Matriks Organisasi Nucleic/ Inti Organisasi Hirarkis Organisasi Pembelajaran Persaingan makin ketat Perlu Organisasi makin efisien Perlu proses pengambilan keputusan makin cepat

29. LEARNING ORGANIZATION (KNOWLEDGE CREATING ORGANIZATION) “The single greatest challenge facing managers in the developed countries of the world is to raise the productivity of knowledge and service workers. This challenge, which will dominate the management agenda for the next several decades, will ultimately determine the competitive performance of companies. Even more important, it will determine the very fabric of society and the quality of life in every industrialized nation… “(Drucker, 1991) Triarko Nurlambang Badan Kemitraan Ventura UI

30. 4 learning Competencies for Learning Organization Absorption of knowledge from outside Diffusion of knowledge within Specialist of knowledge within Exploitation of knowledge in products and services • Programme and project • Concepts of final reports and product • Simulation of markets and processes • Quality reviews • Action learning • Dialogue • Self assessment • Performance measurement and rewards • Business process reengineering • Professional feedback • Cross-disciplinary project teams • Using existing know-how for new products • Market research • Promoting knowledge (internally and externally) • Improving products based on customer reviews • Prototyping • Delivery • Breaking through learning barriers • External professional networks • Education • Conferences • Customer contacts • Competitive analysis • Supplier co-operation • Acquisition • Patents and licences • Research • Knowledge management • Creative scenarios • Assembly and use of manuals • Regulations and procedure • Knowledge information system • Best Practice study • Internal knowledge exchange • Coaching and monitoring • Peer assessment • Informal networks • Job rotation

31. Learning Competencies Balanced between People and Systems Organic Informal Generalist Innovation People Systems Programme Explicit Specialist Continuity Absorption Diffusion Specialist Exploration

32. 5 Disiplin Organisasi Pembelajaran (Learning Organization) Model Mental Keahlian Pribadi Visi Bersama Pembelajaran Tim Pemikiran Sistem Peter Senge

33. 5 disciplines (the Fifth Discipline) as the ingredients for a Learning Organization

34. Pull to lead Strategic Top Pull to rationalize Pull to collaborate Konfigurasi Organisasi(Mintzberg’s Configurations) Techno- structure Support staffs Middle Management Operating Core (Pull to professionalize) Pulling togetherness Ideology Pulling apart Politics Sumber: ten Have, et.al, 2003

35. The New Focus on "Knowledge" as a Competitive Resource Knowledge creation Continuous innovation Competitive advantage

37. Beberapa contoh hasil prediksi masa depan Berdasarkan studi J.R. Mooneyham 2006 Wireless LAN 2008 Nanocomputer elements 2010 Optical cards menggantikan floppy disk 2015 Mendengarkan musik 6 hari dalam satu chip 2035 Super-jumbo jets membawa 1500 penumpang 2038 NASA mengirim orang pertama ke Mars 2050 Bertamasya ke luar angkasa 2058 Implan otak buatan meningkatkan kemampuan intelijen 2064 Otak buatan terkoneksi dengan komputer 2073 Kota bawah tanah terbangun 2087 Ekosistem di re-boot 2088 Muncul banyak spesies baru 2150 Bermunculan non-biologis yang bisa berpikir 2300 Ada kuda diangkasa 2450 Ditemukan the “United State of Earth” 2500 Pemukiman baru di Mars • Siklus Kondratieff yang menjelaskan siklus 60 tahunan atas dasar adanya perubahan radikal dalam teknologi sehingga menciptakan satu bentuk kehidupan baru • Tren ketenagakerjaan dikembangkan oleh Leo A. Nefiodow) dimana sektor pertanian akan mengalami kemunduran dan sektor jasa menjadi semakin utama • Tren teknologi yang dikembangkan oleh Gartner (Hype Cycle) dan Moore (Moore’s Lawn  perkembang microelectronics; dunia menjadi terkonvergensidan siklus perubahan semakin pendek

38. Me Inc.(Kita/pribadi merupakan ‘satu perusahaan’) Edukasi (sekolah, pelatihan, pendidikan lanjut, hobi) Keilmuan / ma’rifat (intelektual, spiritual, sosial, fisikal) Budaya (tingkat sosial, civilization, agama, dll) Lingkungan sosial (standar hidup, gaya hidup, umur) ) Visi untuk semangat, tubuh dan jiwa Kepribadian (tipe, karakter, tingkah laku, emosi) Konsep Hidup (semangat,tubuh, pernikahan/hubungan sosial, kehidupan sehari-hari, waktu luang, karir, keuangan, kepribadian, kasus khusus, Pengalaman) Pembelajaran terus menerus / life-long learning (profesional, privat) Hasrat dan tujuan hidup Nilai-nilai pribadi (model, idealisme,) Nilai / model kepribadian Pengetahuan (Pengalaman, keahlian, kekuatan absolut, fitur unik) Skenario hidup Catatan pretasi (sertifikat, paten, publikasi, top-class achievements) Pengalaman dan kompetensi pribadi Kehidupan/ aktifitas setiap hari Kebisaan/ Abilities (bakat, anugerah, hobi, soft skills) Waktu Luang Karir Keluarga Hobi Olah Raga Analisis varian target/aktualisasi (umpan-balik, pengetahuan teknikal, perilaku sosial, citra) Kebutuhan hidup (teori / Piramida Maslow) S W O T Kesehatan (olah raga, nutrisi, pandangan hidup)