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Basic Elements of Organizing

Basic Elements of Organizing. @ Taufiq Rochman , STP. MT Teknik Industri FT UNS. Study Guide. Organizing and Organization Structure 6 Building Blocs of Organization Structure Job Design Job Grouping and Departmentalization Reporting Relationships. PERENCANAAN. CONTROLLING. ORGANIZING.

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Basic Elements of Organizing

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  1. Basic Elements of Organizing @TaufiqRochman, STP. MT TeknikIndustri FT UNS basics of organization

  2. Study Guide • Organizing and Organization Structure • 6 Building Blocs of Organization Structure • Job Design • Job Grouping and Departmentalization • Reporting Relationships basics of organization

  3. PERENCANAAN CONTROLLING ORGANIZING MOTIVATING Organisasi & Manajemen • DefinisasiManajemen Proseskerjasamamelaluiorang-orangdankelompokuntukmencapaitujuanorganisasi (Hersey & Blancahad) • ProsesManajemen basics of organization

  4. organizing • Input from the • Environment : • Human resources • Financial resources • Physical resources • Information resources • Goal attained • Efficiency • Effectively controlling Leading Management in organization Planning & Decision making basics of organization

  5. Technical skill (pengetahuan, metode, teknik & peralatan) Kemampuan manajer Human skill (motivasi, kepemimpinan) Conceptual skill (kompleksitas organisasi, tujuan sistem organisasi) Kemampuan Manajer dalam Organisasi basics of organization

  6. Kemampuan yang diperlukan Manajemen puncak Konceptual Manajemen menengah Manusia/sosial Teknis Manajemen supervisi Kemampuan manajemen & level organisasi basics of organization

  7. SUBSISTEM ADMINISTRASI STRUKTUR SUBSISTEM EKONOMI TEKNOLOGI TUJUAN SUBSISTEM INFORMASI SUBSISTEM MANUSIA SOSIAL Organisasi sebagai sistem sosial basics of organization

  8. pesaing pelanggan Kelompok konsumen Instansi pemerintah organisasi Serikat buruh Pemilik saham pemasok Def. Organisasi : Hubungan yang terpolakandiantaraorang yang berhubungandenganaktivitas yang salingberkaitan yang diarahkanpadatujuantertentu. Organisasi & Pengaruhlingkungan Budaya sub lingkungan basics of organization

  9. Struktur Organisasi • Diferensiasivertikal & hirarki • Span of Control Jumlahbawahan yang menjaditanggungjawabpimpinan. • Sentralisasikekuasaan • Formalisasi Peraturan formal yang terincitertulis: mengaturperilakudanmembatasikebebasanbawahan. basics of organization

  10. CEO M M M M M M M M M M M M • Departementasi Pengelompokanposisi & aktivitasdalam subunit yang terpisah (fungsi, produk, konsumen & geografis) • Bentukorganisasi Lini, linistaf, matrik, tim/panitia basics of organization

  11. Job Design • Job Design, the determination of an individual’s work-related responsibilities. • Job Specialization, degree to which the overall task of the organization is broken down into smaller components • Benefit • Workers can become proficient at task • Transfer time between task decrease • Specialized equipment can be developed • Employee replacement becomes easier • Limitations • Employee boredom and dissatisfaction • Anticipated benefits do not always occur basics of organization

  12. Grouping Jobs : Departmentalization • The process of grouping jobs according to some logical arrangement. • Rationale for Departmentalization • Organizational growth exceeds the owner-manager’s capacity to personally supervise all of organization. • Additional managers are employed and assigned specific employees to supervise. basics of organization

  13. Departmentalization • 4 Basic Types : • Functional • Product • Customer • Location basics of organization

  14. Functional Departmentalization basics of organization

  15. Functional Departmentalization Form • Advantages • Department can be staffed by experts • Supervision facilitated • Coordination within department is easier • Disadvantages • Decision making becomes slow and bureaucratic • Lose sight of organizational goals/issues • Accountability and performance are difficult to monitor basics of organization

  16. Product Departmentalization basics of organization

  17. Advantages Activities with one product can be integrated Speed and effectiveness of decision making Performance of these individual products can be assessed Disadvantages Focus on product at the exclusion of the rest of the organization Administrative costs may increase Product Departmentalization basics of organization

  18. Customer Departmentalization form basics of organization

  19. Advantage Skilled specialists can deal with unique customer needs Disadvantage Large, administrative staff need to integrate activities of various departments Customer Departmentalization basics of organization

  20. Location Departementalization Form basics of organization

  21. Advantage The organization can respond to unique customer and regional/environmental characteristics Disadvantage Large, administrative staff may be needed Location Departmentalzation basics of organization

  22. Establishing Reporting Relationships • Chain of Command : a clear and distinct line of authority among the positions in an organization. • Unity of Command • Each person within an organization must have a clear reporting relationship to one and only one boss. • Scalar Principle • A clear and broken line of authority must extend from the bottom to the top of the organization basics of organization

  23. Continue • Span of management (span of control) • The number of people who report to a particular manager • Narrow versus wide • Graicunas : Subordinate interactions • I = N(2N/2 + N -1) • Davis • Operative span – 30 subordinates • Executive span – 3 to 9 subordinates • Urwick • Executive Span – 6 Subordinates basics of organization

  24. Tall Organizations More expensive Communication can be difficult because of the number of channels through which it must pass Flat Organization Led to higher levels of employee morale and productivity More administrative responsibility for managers Establishing Reporting RelationshipsTall versus Flat Organizations basics of organization

  25. Tall Versus Flat Organization Tall Organization Flat Organization basics of organization

  26. Factors Influencing the Span of Management • Competence of the supervisor or subordinate • Physical dispersion of subordinates • Extent of non supervisory work in manager’s job • Degree of required interaction • Extent of standardized procedures • Similarity of tasks being supervised • Frequency of new problems • Preferences of supervisors and subordinates basics of organization

  27. Distributing Authority • Authority • Power that has been legitimized by the organization. • Delegation • The process by which managers assign a portion of their total workload to others. • Reasons for delegation • To enable the manager to get more work done by utilizing the skills and talents of subordinates. • To foster the development of subordinates by having them participate in decision making and problem solving that allows them to learn about overall operations and improve their managerial skills. basics of organization

  28. Part 1 :Assigning responsibility Part 1 :Creating accountability Part 1 :Granting authority Manager Manager Manager Subordinate Subordinate Subordinate Parts of the Delegation Process basics of organization

  29. Superior Reluctance Disorganization Subordinate’s success threatens superior’s advancement Trust Subordinate Reluctance No rewards for the acceptance of delegated tasks Risk avoidence Delegation Problems in the Delegation Process basics of organization

  30. Coordinating Activities • Coordiantion • The process of linking the activities of the various departments of the organization. • The Need for Coordination • Departments and work groups are interdependent; the greater the interdependence, the greater the need for coordination. basics of organization

  31. Structural Coordination Techniques • The managerial hierarchy • Rules and Procedures • Liaison rules • Task Forces • Integrating departments basics of organization

  32. Differentiating Between Positions • Line positions • Position in the direct chain of commond that are responsible for the achievement of an organization’s goals • Staff Positions • Intended to provide expertise, advice, and support to line positions • Administrative intensity • The degree to which managerial position are concentrated in staff positions basics of organization

  33. Differentiating Between PositionLine and Staff structure Corporate staff Finance and administration Real estate MIS Architecture and construction Treasure Controller Attorney basics of organization

  34. References basics of organization

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