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Transcript of 1 Basic Elements of Organizing @Taufiq Rochman, STP. MT Teknik Industri FT UNS 8/24/2014 basics of...
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Basic Elements of Basic Elements of OrganizingOrganizing
@Taufiq Rochman, STP. MT@Taufiq Rochman, STP. MT
Teknik Industri FT UNSTeknik Industri FT UNS
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Study GuideStudy Guide
Organizing and Organization Organizing and Organization StructureStructure
6 Building Blocs of Organization 6 Building Blocs of Organization StructureStructure
Job DesignJob Design Job Grouping and Job Grouping and
DepartmentalizationDepartmentalization Reporting RelationshipsReporting Relationships04/11/2304/11/23 basics of organizationbasics of organization
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Organisasi & ManajemenOrganisasi & Manajemen Definisasi Manajemen Definisasi Manajemen
Proses kerjasama melalui orang-orang dan Proses kerjasama melalui orang-orang dan kelompok untuk mencapai tujuan kelompok untuk mencapai tujuan organisasi (Hersey & Blancahad)organisasi (Hersey & Blancahad)
Proses Manajemen Proses Manajemen
PERENCANAAN
ORGANIZING
MOTIVATING
CONTROLLING
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Management in organizationManagement in organization
Planning & Decision makingInput from the
Environment :•Human resources•Financial resources•Physical resources•Information resources
org
anizin
g
contr
olli
ng
Leading
Goal attained•Efficiency
• Effectively
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Kemampuan manajer
Technical skill(pengetahuan, metode,
teknik & peralatan)
Human skill(motivasi, kepemimpinan)
Conceptual skill(kompleksitas organisasi, tujuan sistem organisasi)
Kemampuan Manajer dalam Organisasi
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Kemampuan manajemen & level Kemampuan manajemen & level organisasiorganisasi
Manajemen puncak
Manajemen menengah
Manajemen supervisi
Kemampuan yang diperlukan
Konceptual
Manusia/sosialTeknis
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Organisasi sebagai sistem sosialOrganisasi sebagai sistem sosial
SUBSISTEMADMINISTRASI
STRUKTUR
SUBSISTEMINFORMASI
SUBSISTEMEKONOMI
TEKNOLOGI
SUBSISTEMMANUSIASOSIAL
TUJUAN
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Def. Organisasi :Def. Organisasi :Hubungan yang terpolakan diantara orang yang Hubungan yang terpolakan diantara orang yang berhubungan dengan aktivitas yang saling berhubungan dengan aktivitas yang saling berkaitan yang diarahkan pada tujuan tertentu. berkaitan yang diarahkan pada tujuan tertentu.
Organisasi & Pengaruh lingkunganOrganisasi & Pengaruh lingkungan
Budaya sub lingkungan
organisasi
pesaingKelompok konsumen
Serikat buruh
pemasokPemilik saham
Instansi pemerintah
pelanggan
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Struktur OrganisasiStruktur Organisasi
Diferensiasi vertikal & hirarkiDiferensiasi vertikal & hirarki Span of ControlSpan of Control
Jumlah bawahan yang menjadi tanggung jawab Jumlah bawahan yang menjadi tanggung jawab pimpinan.pimpinan.
Sentralisasi kekuasaanSentralisasi kekuasaan FormalisasiFormalisasi
Peraturan formal yang terinci tertulis : mengatur Peraturan formal yang terinci tertulis : mengatur perilaku dan membatasi kebebasan bawahan.perilaku dan membatasi kebebasan bawahan.
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DepartementasiDepartementasiPengelompokan posisi & aktivitas dalam subunit Pengelompokan posisi & aktivitas dalam subunit yang terpisah (fungsi, produk, konsumen & yang terpisah (fungsi, produk, konsumen & geografis)geografis)
Bentuk organisasiBentuk organisasiLini, lini staf, matrik, tim/panitiaLini, lini staf, matrik, tim/panitia
CEO
M MMM
M M M M M M M M
1111
Job DesignJob Design Job Design, the determination of an Job Design, the determination of an
individual’s work-related responsibilities.individual’s work-related responsibilities. Job Specialization, degree to which the Job Specialization, degree to which the
overall task of the organization is broken overall task of the organization is broken down into smaller componentsdown into smaller components• Benefit Benefit
Workers can become proficient at taskWorkers can become proficient at task Transfer time between task decreaseTransfer time between task decrease Specialized equipment can be developedSpecialized equipment can be developed Employee replacement becomes easierEmployee replacement becomes easier
• LimitationsLimitations Employee boredom and dissatisfactionEmployee boredom and dissatisfaction Anticipated benefits do not always occurAnticipated benefits do not always occur
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Grouping Jobs : Grouping Jobs : DepartmentalizationDepartmentalization
The process of grouping jobs The process of grouping jobs according to some logical according to some logical arrangement.arrangement.
Rationale for DepartmentalizationRationale for Departmentalization• Organizational growth exceeds the owner-Organizational growth exceeds the owner-
manager’s capacity to personally manager’s capacity to personally supervise all of organization.supervise all of organization.
• Additional managers are employed and Additional managers are employed and assigned specific employees to supervise.assigned specific employees to supervise.
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DepartmentalizationDepartmentalization
4 Basic Types :4 Basic Types :• FunctionalFunctional• ProductProduct• CustomerCustomer• LocationLocation
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Functional DepartmentalizationFunctional Departmentalization
President
Computers
Manufacturing Finance Marketing
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Functional Departmentalization FormFunctional Departmentalization Form
AdvantagesAdvantages• Department can be Department can be
staffed by expertsstaffed by experts• Supervision Supervision
facilitatedfacilitated• Coordination within Coordination within
department is department is easiereasier
DisadvantagesDisadvantages• Decision making Decision making
becomes slow and becomes slow and bureaucraticbureaucratic
• Lose sight of Lose sight of organizational organizational goals/issuesgoals/issues
• Accountability and Accountability and performance are performance are difficult to monitordifficult to monitor
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Product DepartmentalizationProduct Departmentalization
President
Computers Printers Software
Manufacturing MarketingFinance
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Product DepartmentalizationProduct Departmentalization
Advantages Advantages • Activities with one Activities with one
product can be product can be integratedintegrated
• Speed and Speed and effectiveness of effectiveness of decision makingdecision making
• Performance of Performance of these individual these individual products can be products can be assessedassessed
DisadvantagesDisadvantages• Focus on product at Focus on product at
the exclusion of the the exclusion of the rest of the rest of the organizationorganization
• Administrative costs Administrative costs may increasemay increase
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Customer Departmentalization formCustomer Departmentalization form
President
Computers
Manufacturing MarketingFinance
PhoenixDallas Industrial sales Customer sales
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Customer Departmentalization Customer Departmentalization
AdvantageAdvantage• Skilled specialists Skilled specialists
can deal with can deal with unique customer unique customer needsneeds
DisadvantageDisadvantage• Large, Large,
administrative staff administrative staff need to integrate need to integrate activities of various activities of various departmentsdepartments
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Location Departementalization FormLocation Departementalization Form
Prsident
Computers Software
Manufacturing Marketing Mareting Design
Chicago St. Louis
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Location DepartmentalzationLocation Departmentalzation
AdvantageAdvantage• The organization The organization
can respond to can respond to unique customer unique customer and and regional/environmeregional/environmental characteristicsntal characteristics
DisadvantageDisadvantage• Large, Large,
administrative staff administrative staff may be neededmay be needed
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Establishing Reporting RelationshipsEstablishing Reporting Relationships
Chain of Command : a clear and Chain of Command : a clear and distinct line of authority among the distinct line of authority among the positions in an organization.positions in an organization.• Unity of CommandUnity of Command
Each person within an organization must Each person within an organization must have a clear reporting relationship to one have a clear reporting relationship to one and only one boss.and only one boss.
• Scalar PrincipleScalar Principle A clear and broken line of authority must A clear and broken line of authority must
extend from the bottom to the top of the extend from the bottom to the top of the organizationorganization
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ContinueContinue Span of management (span of control)Span of management (span of control)
• The number of people who report to a The number of people who report to a particular managerparticular manager
• Narrow versus wideNarrow versus wide Graicunas : Subordinate interactionsGraicunas : Subordinate interactions
• I = N(2N/2 + N -1)I = N(2N/2 + N -1) DavisDavis
• Operative span – 30 subordinatesOperative span – 30 subordinates• Executive span – 3 to 9 subordinatesExecutive span – 3 to 9 subordinates
UrwickUrwick• Executive Span – 6 SubordinatesExecutive Span – 6 Subordinates
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Establishing Reporting RelationshipsEstablishing Reporting RelationshipsTall versus Flat OrganizationsTall versus Flat Organizations
Tall OrganizationsTall Organizations• More expensiveMore expensive• Communication can Communication can
be difficult because be difficult because of the number of of the number of channels through channels through which it must passwhich it must pass
Flat OrganizationFlat Organization• Led to higher levels Led to higher levels
of employee morale of employee morale and productivityand productivity
• More administrative More administrative responsibility for responsibility for managersmanagers
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Tall Versus Flat OrganizationTall Versus Flat OrganizationTall
Organization Flat Organization
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Factors Influencing Factors Influencing the Span of Managementthe Span of Management
Competence of the supervisor or Competence of the supervisor or subordinatesubordinate
Physical dispersion of subordinatesPhysical dispersion of subordinates Extent of non supervisory work in Extent of non supervisory work in
manager’s jobmanager’s job Degree of required interactionDegree of required interaction Extent of standardized proceduresExtent of standardized procedures Similarity of tasks being supervisedSimilarity of tasks being supervised Frequency of new problemsFrequency of new problems Preferences of supervisors and Preferences of supervisors and
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Distributing AuthorityDistributing Authority AuthorityAuthority
• Power that has been legitimized by the organization.Power that has been legitimized by the organization. DelegationDelegation
• The process by which managers assign a portion of their The process by which managers assign a portion of their total workload to others.total workload to others.
Reasons for delegationReasons for delegation• To enable the manager to get more work done by To enable the manager to get more work done by
utilizing the skills and talents of subordinates.utilizing the skills and talents of subordinates.• To foster the development of subordinates by having To foster the development of subordinates by having
them participate in decision making and problem solving them participate in decision making and problem solving that allows them to learn about overall operations and that allows them to learn about overall operations and improve their managerial skills.improve their managerial skills.
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Parts of the Delegation ProcessParts of the Delegation Process
Manager
Subordinate
Part 1 :Assigning responsibility
Manager
Subordinate
Part 1 :Creating accountability
Manager
Subordinate
Part 1 :Granting authority
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Delegation Delegation Problems in the Delegation ProcessProblems in the Delegation Process
Superior Superior • ReluctanceReluctance• DisorganizationDisorganization• Subordinate’s Subordinate’s
success threatens success threatens superior’s superior’s advancementadvancement
• Trust Trust
SubordinateSubordinate• ReluctanceReluctance• No rewards for the No rewards for the
acceptance of acceptance of delegated tasksdelegated tasks
• Risk avoidenceRisk avoidence
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Coordinating ActivitiesCoordinating Activities
CoordiantionCoordiantion• The process of linking the activities of The process of linking the activities of
the various departments of the the various departments of the organization.organization.
The Need for CoordinationThe Need for Coordination• Departments and work groups are Departments and work groups are
interdependent; the greater the interdependent; the greater the interdependence, the greater the need interdependence, the greater the need for coordination.for coordination.
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Structural Coordination TechniquesStructural Coordination Techniques
The managerial hierarchyThe managerial hierarchy Rules and ProceduresRules and Procedures Liaison rulesLiaison rules Task ForcesTask Forces Integrating departmentsIntegrating departments
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Differentiating Between PositionsDifferentiating Between Positions
Line positionsLine positions• Position in the direct chain of commond that Position in the direct chain of commond that
are responsible for the achievement of an are responsible for the achievement of an organization’s goalsorganization’s goals
Staff PositionsStaff Positions• Intended to provide expertise, advice, and Intended to provide expertise, advice, and
support to line positionssupport to line positions Administrative intensityAdministrative intensity
• The degree to which managerial position are The degree to which managerial position are concentrated in staff positionsconcentrated in staff positions
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Differentiating Between PositionDifferentiating Between PositionLine and Staff structureLine and Staff structure
CEO
President
President USA
Senior vice president marketing
Senior VicePresident StoreMerchandising
Vice president planning
Vice president Physical Distribution
Vice presidentDivisional
Merchandising
Vice PresidentDivisional
Merchandising
Corporate staffFinance and administration
Real estateMIS
Architecture and constructionTreasure ControllerAttorney
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ReferencesReferences
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