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ORGANIZATIONAL STRUCTURE

ORGANIZATIONAL STRUCTURE. STRUCTURE. REFERS TO THE RELATIONSHIPS AMONG THE PARTS OF AN ORGANIZED WHOLE TYPES OF STRUCTURE 1. PHYSICAL STRUCTURE 2. SOSIAL STRUCTURE. PHYSICAL STRUCTURE.

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ORGANIZATIONAL STRUCTURE

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  1. ORGANIZATIONAL STRUCTURE

  2. STRUCTURE REFERS TO THE RELATIONSHIPS AMONG THE PARTS OF AN ORGANIZED WHOLE TYPES OF STRUCTURE 1. PHYSICAL STRUCTURE 2. SOSIAL STRUCTURE

  3. PHYSICAL STRUCTURE REFERS TO RELATIONSHIPS BETWEEN PHYSICAL ELEMENTS OF AN ORGANIZATION: BUILDINGS, MACHINES, ROOMS, GEOGRAPHICAL LOCATIONS, ETC. EXAMPLE: LAYOUT OF ROOMS, MACHINES, BUILDINGS, ETC.

  4. SOCIAL STRUCTURE (ORGANIZATIONAL STRUCTURE) REFERS TO RELATIONSHIPS AMONG SOCIAL ELEMENTS IN ORGANIZATION: PEOPLE, UNITS, POSITIONS, ETC. FRAMEWORK OF TASK AND AUTHORITY RELATIONSHIPS IN A COMPANY THAT COORDINATES AND MOTIVATES EMPLOYEES TO WORK TOGETHER TOWARD A COMMON GOAL.

  5. ORGANIZATIONAL CULTURE SET OF SHARED COMPANY VALUES AND NORMS THAT SHAPE THE WAY EMPLOYEES AND GROUPS INTERACT WITH ONE ANOTHER

  6. ORGANIZATIONAL DESIGN THE PROCESS OF CREATING AN ORGANIZATIONAL STRUCTURE AND CULTURE SO THAT A COMPANY CAN PURSUE ITS BUSINESS MODEL PROFITABLY.

  7. BUSINESS MODEL AND ORGANIZATIONAL DESIGN IMPLEMENTING BUSINESS MODEL REQUIRES GOOD ORGANIZATIONAL DESIGN, WHICH CREATES A STRUCTURE AND CULTURE THAT MOTIVATES AND COORDINATES EMPLOYEES TO PERFORM AT A HIGH LEVEL IN GROUPS , TEAMS, DEPARTMENTS. GOOD ORGANIZATIONAL DESIGN PROVIDES ALSO THE COMPANY TO SOLVE PROBLEMS STEMMING FROM MISALIGNED GOALS, ORGANIZATIONAL CONFLICT, AND LACK OF COOPERATION.

  8. BUSINESS MODEL AND ORGANIZATIONAL DESIGN GOOD EMPLOYEES MOTIVATION AND COORDINATION ENHANCE A COMPANY’S ABILITY TO CREATE PRODUCTS THAT CUSTOMERS WANTS TO BUY. THIS WILL INCREASE OPERATING REVENUES THAT FINALLY LEADS COMPANY TO INCREASE PROFITABILITY.

  9. BUSINESS MODEL AND ORGANIZATIONAL DESIGN THE ABSENT OF PROBLEMS STEMMING FROM MISALIGNED GOALS ENHANCES COMPANY’S ABILITY TO OPERATE MORE EFFICIENTLY. THE IMPACT THEN OPERATING COST WILL REDUCE AND THIS LEADS TO AN INCREASE IN COMPANY PROFITABILITY.

  10. CONTINGENCYAPPROACH TO ORGANIZATIONAL DESIGN A TYPE OF ORGANIZATIONAL DESIGN THAT DEPENDS ON THE CHANGING FORCES IN A FIRM’S COMPETITIVE ENVIRONMENT.

  11. DIFFERENTIATION AND INTEGRATION AS KEY ELEMENTS OF ORGANIZATIONAL SOCIAL STRUCTURE • DIFFERENTIATION • HORIZONTAL • VERTICAL • INTEGRATION

  12. ELEMENTS OF ORGANIZATIONAL SOCIAL STRUCTURE • HIERARCHY OF AUTHORITY • DISTRIBUTION OF AUTHORITY (POWER) • AUTHORITY GRANTS POSITION HOLDER CERTAIN RIGHTS: GIVE DIRECTION, PUNISHMENT, REWARD, AND ALLOCATE RESOURCES. • DIVISION OF LABOR • DEFINES THE DISTRIBUTION OF RESPONSIBILITIES • CREATES UNITS OR DEPARTMENTS • COORDINATION MECHANISMS • RULES AND PROCEDURES • SCHEDULES • COMMUNICATION

  13. Dimensions Size Administrative component span of control Spesialization Standardization Formalization Centralization Complexity Typical operational Total number of organization members % of total number of employees that have administrative responsibilities Total number of subordinates over whom a manager has author Number of specialities performed within an organization Existence of procedures for regularly recurring events or activities Extent to which rules, procedures, and communications are written down Concentration of authority to make decisions Vertical differentiation (number of hierarchical levels) and horizontal differentiation (number of unit within the organization) DIMENSIONS OF ORGANIZATIONAL SOCIAL STRUCTURE

  14. A COMPARISON OF MECHANISTIC, ORGANIC, AND BUREAUCRATIC ORGANIZATIONS

  15. CHARACTERISTICS OF WEBER’S IDEAL BUREAUCRACY • A FIXED DIVISION OF LABOR • A CLEARLY DEFINED HIERACHY OF OFFICES, EACH WITH ITS OWN SPHERE OF COMPETENCE • CANDIDATES FOR OFFICES ARE SELECTED ON THE BASIS OF TECHNICAL QUALIFICATIONS AND ARE APPOINTED THAN SELECTED • OFFICIALS ARE REMUNERATED BY FIXED SALARIES PAID IN MONEY • THE OFFICE IS PRIMARY OCCUPATION OF THE OFFICE HOLDER AND CONSTITUTES A CAREER • PROMOTION IS GRANTED ACCORDING TO SENIORITY OR ACHEIVEMENT AND IS DEPENDENT UPON THE JUDGMENT OF SUPERIORS • OFFICIAL WORK IS TO BE SEPARATED FROM OWNERSHIP OF THE MEANS OF ADMINISTRATION • A SET OF GENERAL RULES GOVERNING THE PERFORMANCE OF OFFICE. STRICT DISCIPLINE AND CONTROL IN CONDUCT OF THE OFFICE IS EXPECTED

  16. VARIOUS TYPES OF STRUCTURE • (1) SIMPLE STRUCTURE • (2) FUNCTIONAL STRUCTURE • (3) MULTIDIVISIONAL STRUCTURE • (4) MATRIX STRUCTURE • (5) HYBRID STRUCTURE • (6) NETWORK STRUCTURE

  17. SIMPLE STRUCTURE • USED IN SMALL (START UP) COMPANIES • NO (LITLE) DIFFERENTIATION BOTH VERTICAL AND HORIZONTAL. • COORDINATION THROUGH FACE TO FACE COMMUNICATION • OWNER OR FOUNDER PLAY A DOMINANT ROLE IN MANAGING COMPANY

  18. FUNCTIONAL STRUCTURE • A STRUCTURE THAT GROUPS PEOPLE TOGETHER BECAUSE OF THEIR EXPERTISE OR THE TYPE OF ACTIVITY THEY DO (TYPICALLY INTO DEPARTMENTS)

  19. FUNCTIONAL DESIGN

  20. FUNCTIONAL DESIGN GENERAL MANAGER MANUFACTURING PURCHASING ACC. & FIN ENGINEERING MARKETING

  21. ADVANTAGE OF A FUNCTIONAL STRUCTURE • COORDINATION ADVANTAGE • EASY COMMUNICATION AND SHARE INFORMATION • QUICK AND EFFECTIVE DECISION MAKING • EASIER LEARNING OF EXPERIENCE • MOTIVATIONAL ADVANTAGE • IMPROVE EMPLOYEES MOTIVATION • STRONG VALUES AND NORMS IN DEPARTMENTS • CLEAR CAREER LADDER

  22. DISADVANTAGE OF A FUNCTIONAL STRUCTURE • COORDINATION PROBLEMS WHEN COMPANY GETS SUCCESS AND GROWS • AS COMPANIES ATTRACT CUSTOMERS WITH DIFFERENT NEEDS. • AS COMPANIES EXPAND NATIONALLY AND GLOBALLY.

  23. DIVISIONAL STRUCTURE • A STRUCTURE THAT GROUPS EMPLOYEES BY FUNCTION BUT ALLOWS THEM TO FOCUS THEIR ACTIVITIES ON A PARTICULAR PRODUCT LINE OR TYPE OF CUSTOMER.

  24. MULTIDIVISIONAL STRUCTURE GENERAL MANAGER AUTOMOTIVE AUTOMOTIVE TEXTILE PURC ENG MRK ACC PURC OPR MRK ACC ELECTRONIC PURC ENG MRK ENG

  25. MATRIX DESIGN CEO MARKETING HRD FINANCE OPERATION PRODUCT A PRODUCT B PRODUCT C PRODCT D

  26. STRUKTUR SEDERHANA • Biasanyaterjadipadaorganisasi yang barudibentuk (misalnyausahawiraswasta yang barudimulai) atauorganisasi yang memangs/>engajadibuatkecil (mis. tempatpraktekdokter). Tingkat diferensiasidankompleksitas RENDAH.

  27. 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

  28. STRUKTUR MULTIDIVISONAL • Sering juga disingkat organisasi- M, yakni pengelompkkan berdasarkan kesamaan dalam hal: • proses produksi/produk, misalnya GM dikelompokkan berdasarkan divisi Cadillac, Chevrolet, dll • tipe konsumen, misalnya dibagi menjadi konsumen inidvidu, konsumen industri, dan pemerintah • wilayah gegorafis. • Konglomerat atau holding company tergolong jenis ini, namun tidak memisahkan berdasarkan produk melainkan jenis industri (bergerak dalam beberapa jenis industri).

  29. Perbedaan pokok KONGLOMERAT dengan organisasi-M lainnya: eksekutif puncaknya melihat organisasi lebih pada konteks keuangan (seberapa menguntungkan anak-perusahaan tersebut), sehingga factor profitabilitas menjadi acuan utama dalam menilai anak-anak perusahan yang dimiliki. • Kelemahan stuktur Multidivisi: tingkat profitabilitas seringkali justru lebih rendah daripada struktur fungsional. • Mengapa? Karena terjadi redudansi (setiap anak-perusahaan memiliki bagian penjualan, akunting, produksi, dan pembelian sendiri-sendiri)

  30. Kelebihannya: • Ukuran, selalu lebih besar daripada organisasi fungsional. Ukuran memberi competitive advantage, karena organisasi yang lebih besar akan memiliki daya tawar yang lebih kuat terhadap lingkungan. • Lebih memberikan pengalaman yang luas kepada calon-calon pemimpin/eksekutif, yakni mereka yang melewatkan masa tugas di kantor pusat (memiliki perpektif lebih luas daripada organisasi fungsional) • Akuntabilitas yang lebih baik, yakni dengan menganggap divisi-divisi sebagai profit-centre • Lebih responsif terhadap perubahan kebutuhan konsumen (karena spesialiasi memungkinkan setiap divisi lebih terfokus pada bidangnya masing-masing).

  31. STRUKTUR MATRIKS • Struktur Matriks dimaksudkan untuk menggabungkan kelebihan struktur fungsional (yang lebih efisien) dengan kelebihan sturktur divisional (yang lebih fleksibel dan resposif). • Seorang staff pada waktu yang bersamaan bertanggung-jawab terhadap dua atasan sekaligus

  32. STRUKTUR HIBRID • Yakni struktur yang bersifat campuran (sebagian mengambil dari tipe sturktur A, sebagian lagi dari tipe struktur B). Sebagai contoh, divisi R&D menggunakan struktur mariks, seemntara divisi-divisi lain tetap menggunakan struktur fungsional. • Kadang-kadang perancang oragnisasi memang sengaja mengambil bentuk-bentuk campuran ini, yakni untuk menggabungkan kelebihan dari dua atau lebih tipe struktur. Selain itu, untuk memungkinkan organisasi menerapkan struktur yang tepat bagi kebutuhan yang berbeda dari unit-unitnya.

  33. STRUKTUR NETWORK • Struktur NETWORK terjadi karena organinasi melakukan outsourcing secara besar-besaran • Kolaborasi di antara perusahaan-perusaahan kecil (karena skala operasi masing-masing terlalu kecil untuk bisa bersaing sendiri di pasar internasional) • Contoh: Benetton, yang terdiri dari ratusan produsen pakaian kecil dan ribuan outlet penjualan yang bersifat franchise. • Struktur Network menghilangkan semua bentuk komunikasi dan hubungan-kontrol yang bersifat vertikal, dan menggantinya dengan hubungan lateral.

  34. Faktor penyebabnya: perubahan tekonologi yang cepat, siklus hidup produk yang makin pendek, pasar yang terfragmentasi dan terspesialisasi • Tantangan terbesar struktur Network: bagaimana mengembangkan dan mempertahankan identitas sebagai sebuah organisasi dan kebersamaan tujuan, di antara keragaman geografis dan longgarnya kaitan antara kepentingan dan aktivitas.

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