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WELCOME To MSDM. Intro. Dony Eko Prasetyo , S.IP. Edukasi : S1 : Departemen Hubungan Internasional , FISIP, Universitas Airlangga S2 : Sedang menyelesaikan Program Magister Management, majoring HRM, Fakultas Ekonomi , Universitas Airlangga Peminatan Study:
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WELCOME To MSDM
Intro DonyEkoPrasetyo, S.IP. Edukasi: • S1 : DepartemenHubunganInternasional, FISIP, UniversitasAirlangga • S2 : Sedangmenyelesaikan Program Magister Management, majoring HRM, FakultasEkonomi, UniversitasAirlangga Peminatan Study: PolitikLuarNegeri, BisnisInternasional, EkonomiPolitikInternasional, Organization Behaviour, ManajemenLintasBudaya Work experience: • Lecturer assistance in Indonesia Foreign Affairs subject and Geopolitics and geostrategic subject (2006 – 2007) • Senior Merchandiser, PT. EratexDjaja, Tbk. (2007 – 2009) • Outsourcing Staff in Cooperation Division Surabaya City Government, sub division foreign affairs (2009 – 2010) Contact details: Email: dony.eko.prasetyo@gmail.com dony_eko_prasetyo@yahoo.com YM: donyekoprasetyo; dony_eko_prasetyo Skype: dony_eko_prasetyo
MSDM II • Mata kuliah wajib (MKB) • Total kredit: 6 SKS • Dosen-dosen pengampu • Evi Silvana Muchsinati, SE., Msi • Dony Eko Prasetyo, S.IP. • Silabus bisa di download di http://donyekoprasetyo.wordpress.com/materi-kuliah/msdm-iii/
Referensi • Daft, Richard L., 2007, Understanding The Theory and Design of Organization, 9th ed, Thomson Learning. • Dessler, Gary, 2008, Human Resources Management, 10th ed, Prentice Hall. • Mondy & Noe (2008), Human Resource Management, Tenth Edition, Pearson International Edition. • Dreher, George and Thomas Dougherty, (2001), Human Resource Strategy: A Behavioral Perspective for the General Manager, 1st Ed, Mc Graw Hill • Kotler,P, (2006) Marketing, Prentice Hall
KontrakPerkuliahan • Pra UTS diampu oleh Dony Eko Prasetyo, S.IP. • Pasca UTS diampu oleh Evi Silvana Muchsinati, SE., Msi • Waktu toleransi telat : 15 menit
Assignments • Individual Task • Setiapmahasiswadiharuskanmembuat ‘review’ chapter yang akandibahasdikelas • Group Task • Akanadapresentasikelompok, diharapkansetiapkelompokmencari medium scale business danmelakukananalisaberdasartopiksesuaisilabus • Big Task • Setiapmahasiswadiwajibkanuntukmencarisatuperusahaankelasmenengahdankemudianmenganalisisnyasecaramendalamdenganmemilihsalahsatutopik yang adadalampertemuan, laporanakandipresentasikanpadapertemuan 23-28. format laporan • Latarbelakang • Masalah • Tinjauanpustaka • Pembahasan • Solusi • Kesimpulan
Ini ceritera tentang empat orang yang bernama: Everybody,Somebody, Anybodydan Nobody. Ada satu tugas penting yang harus dikerjakan dan Everybody diminta untuk mengerjakannya. Everybody yakin bahwa Somebodyakan mengerjakannya.Sebetulnya Anybody dapat mengerjakannya, tetapi Nobody yang mengerjakannya. Somebodymarah sebab itu tugas Everybody. Everybody pikir bahwa Anybody dapat mengerjakannya, tetapi Nobody sadar bahwaEverybody tidak akan mengerjakannya.Akhirnya, Everybody menyalahkan Somebody yang sebetulnya Nobody diminta oleh Anybody.
Organization are Social Entities that are Goal Directed, with Deliberately Structured, Coordinated Activity Systems, and with a link to the ExternalEnvironment
Types of Organizations • Large & Small • Manufacturing & Service • Profit & Non-Profit
Importance of Organization • Create value for owners, customers and employees • Bring together resources to achieve desired goals • Use modern manufacturing and innovative technologies produce goods and services efficiently • Adapt to and influence a changing Environment and Globalization • Accommodate the challenges of Diversity, Ethics, and the motivation and coordination of employees
Perspectives on Organizations • Open Systems vs close system • Organizational Configuration • Technical Core • Technical Support • Administrative Support • Top Management • Middle Management
Five Basic Parts of an Organization Top Management Technical Support Administrative Support Middle Management Technical Core Source: Based on Henry Mintzberg, The Structuring of Organizations (Englewood Cliffs, N. J.: Prentice-Hall, 1979) 215-297; and Henry Mintzberg, “Organization Design: Fashion or Fit?” Harvard Business Review 59 (Jan. – Feb. 1981): 103-116.
An Open System and Its Subsystems Environment Transformation Process Raw Materials People Information resources Financial resources Products and Services Input Output Production, Maintenance, Adaptation, Management Boundary Spanning Boundary Spanning Subsystems
Dimensions of Organization Design • Structural Dimensions • Formalization • Specialization • Hierarchy of Authority • Centralization • Professionalism • Personnel Ratios • Contextual Dimensions • Size • Organizational Technology • Environment • Goals and Strategy • Culture • Performance and Effectiveness Outcomes • Efficiency vs effectiveness
The Organization Goals and Strategy Environment Size Culture Technology Structure • Formalization • Specialization • Hierarchy of Authority • Centralization • Professionalism • Personnel Ratios
The Evolution of Organization Theory and Design • Historical Perspectives • Efficiency is Everything • How to Get Organized administration bureaucratic • What About People not the concern • Environment also not the concern • Contemporary Organization Design • The Environment for today’s companies is anything but stable. • Many Organizations are shifting to Flexible, Decentralized Structures that emphasize Horizontal Collaboration and widespread Information Sharing. • Efficient Performance versus the Learning Organization • From Vertical to Horizontal Structure • From Routine Tasks to Empowered Roles • From Formal Control Systems to Shared Information • From Competitive to Collaborative Strategy • From Rigid to Adaptive Culture
Natural System Design Mechanical System Design Vertical Structure Horizontal Structure Routine Tasks Rigid Culture Empowered Roles Adaptive Culture Formal Systems Competitive Strategy Shared Information Collaborative Strategy Stable Environment Efficient Performance Turbulent Environment Learning Organization Two Organization Design Approaches Organizational Change in the Service of Performance Source: Adapted from David K. Hurst, Crisis and Renewal: Meeting the Challenge of Organizational Change (Boston, Mass.: Harvard Business School)
