4 ORGANIZATIONAL BEHAVIOR Org Structure (1).pdf

ORGANIZATIONAL BEHAVIOR Organizational Structure (4) What Is Organizational Structure?  Key Elements:  Work specialization  Departmentalization  Chain of command  Span of c...

ORGANIZATIONAL BEHAVIOR Organizational Structure (4) What Is Organizational Structure?  Key Elements:  Work specialization  Departmentalization  Chain of command  Span of control  Centralization and decentralization  Formalization What Determines Organizational Structure?  Sejauhmana tugas dibagi menjadi pekerjaan yang terpisah?  Atas dasar apa pekerjaan akan dikelompokkan bersama?  Kepada siapa individu dan kelompok melaporkan?  Berapa banyak individu yang dapat diarahkan oleh seorang manajer secara efisien dan efektif?  Di mana letak otoritas pengambilan keputusan?  Sejauhmana akan ada aturan dan peraturan untuk mengarahkan karyawan dan manajer?  Organizational Structural Design: Suatu proses penyusunan disain organisasi yang melibatkan keputusan tentang enam elemen kunci:  Work specialization  Departmentalization  Complexity  Chain of command  Span of control  Centralization and decentralization  Formalization 4 Key Design Questions and Answers for Designing the Proper Organization Structure  Organization Strategy Size Why Do Structures Differ? Technology Environment Common Organization Designs A Simple Structure: Jack Gold’s Men’s Store  Organizational Chart of a Manufacturing Firm Board Board Board Board member member member member Chief Executive Legal Officer counsel President V.P Sales/ V.P Human V.P V.P Research Marketing Resources Production and Development Industrial Consumer Industrial Products Consumer Industrial Consumer Industrial Products Consumer Products Products Director- Director- Products Products Products Products Director- Director- Human Human Director- Director- Director- Director- Sales Sales Resources Resources Production Production R&D R&D Western Eastern Western Eastern Region Region Region Region Industrial Industrial Consumer Consumer Products Products Products Products etc. etc. etc. etc. etc. etc. etc. etc. etc. etc. Sales Sales Sales Sales Manager Manager Manager Manager  Tall versus Flat Organizations Chief Executive Tall Organization Tall hierarchy Chief Relatively narrow Flat Organization Executive span of control Flat hierarchy Relatively wide span of control  A Product Organization Chief Executive Officer President Product Product Product Group 1 Group 2 Group 3 Pro- Pro- Pro- Sales R&D Acctg. Sales R&D Acctg Sales R&D Acctg. duction duction duction A Horizontal Organization Overall Manager Team responsible for core process Objective: Adviser (e.g., generating and fulfilling orders) Reduced cycle time Adviser Team responsible for core process Objective: (e.g., product development) More new products Adviser Team responsible for core process Objective: (e.g., flow of materials) Enhanced product quality Common Organization Designs  The Bureaucracy Strengths Weaknesses  Secara ekonomi  Sub unit fungsional. bertentangan dengan  Duplikasi personel dan tujuan organisasi. peralatan minimum.  Perhatian (obsesif)  Komunikasi efektif. dengan aturan dan peraturan.  Pengambilan keputusan terpusat.  Kurangnya peran karyawan untuk menangani masalah. Decentralization: Benefits When Low and When High  Low Decentralization  High Decentralization  (High Centralization)  (Low Centralization)  Menghilangkan tanggung  Dapat menghilangkan/ jawab tambahan yang mengurangi peran tidak diinginkan oleh manajemen, membuat orang yang melakukan organisasi lebih ramping. pekerjaan rutin.  Memungkinkan keputusan  Meningkatkan peluang penting dibuat oleh yang lebih besar untuk individu yang memiliki keputusan yang akan “gagasan besar/ dibuat, individu terbiasa pandangan luas". memecahkan masalah. Table 12-1  The Matrix Structure Cross-Functional Clear Coordination Accountability Dual Chain Allocation of Command of Specialists Matrix Structure (College of Business Administration) (Director) (Dean) Employee  President A Matrix Organization Farm Machinery Division Functional authority Project Production Legal Engineering Accounting authority department department department department Project Production Legal Engineering Accounting Alpha support support support support manager group group group group Project Production Legal Engineering Accounting Beta support support support support manager group group group group Project Production Legal Engineering Accounting Gamma support support support support manager group group group group  Mechanistic vs. Organic Designs Structure Dimension Mechanistic Organic Stability Change unlikely Change likely Specialization Many specialists Many generalists Formal rules Rigid rules Considerable flexibility Authority Centralized in a few top people Decentralized, diffused throughout the organization Table 12-2 Mechanistic Versus Organic Models A Virtual Organization Organization Structure: Its Determinants and Outcomes Struktur Organisasi: Penentu dan Hasil Model implisit dari struktur organisasi Persepsi yang dipegang orang tentang variabel struktural yang dibentuk dengan mengamati hal-hal di sekitar dalam fungsi yang kurang ilmiah.  New Design Options Concepts: Provides maximum flexibility while concentrating on what the organization does best. Organisasi inti kecil yang Disadvantage is reduced mengalihdayakan fungsi bisnis control over key parts of utama the business. Memberikan fleksibilitas maksimum, konsentrasi pada apa yang terbaik organisasi lakukan. Kerugiannya yaitu berkurangnya kontrol atas bagian-bagian penting dari bisnis. What Is Organizational Structure? (cont’d) Division of labor: Makes efficient use of employee skills Increases employee skills through repetition Less between-job downtime increases productivity Specialized training is more efficient Allows use of specialized equipment Economies and Diseconomies of Work Specialization EXHIBIT 15-2 What Is Organizational Structure? (cont’d) Grouping Activities By: Function Product Geography Process Customer What Is Organizational Structure? (cont’d) Narrow Span Drawbacks: Biaya tambahan (expense of additional layers of management). Peningkatan kompleksitas komunikasi vertikal (Increased complexity of vertical communication). Concept: Dorongan pengawasan yang terlalu ketat dan Wider spans of keputusasaan otonomi management increase karyawan (Encouragement organizational efficiency. of overly tight supervision and discouragement of employee autonomy). Contrasting Spans of Control EXHIBIT 15-3 What Is Organizational Structure? (cont’d) Common Organization Designs (cont’d) Key Elements: + Gains advantages of functional and product departmentalization while avoiding their weaknesses. + Facilitates coordination of complex and interdependent activities. – Breaks down unity-of- command concept. New Design Options Characteristics: Breaks down departmental barriers. Decentralizes decision making to the team level. Requires employees to be generalists as well as specialists. Creates a “flexible bureaucracy.” New Design Options (cont’d) T-form Concepts: Eliminate vertical (hierarchical) and horizontal (departmental) internal boundaries. Breakdown external barriers to customers and suppliers. Why Do Structures Differ? Why Do Structures Differ? Why Do Structures Differ? – Strategy The Strategy-Structure Relationship Why Do Structures Differ? – Technology Characteristics of routineness (standardized or customized) in activities: Routine technologies dikaitkan dengan struktur dan formalisasi yang tinggi dan terdepartementalisasi dalam organisasi. Routine technologies mengarah ke sentralisasi ketika formalisasi rendah. Nonroutine technologies terkait dengan otoritas keputusan yang didelegasikan. Why Do Structures Differ? – Environment Key Dimensions: Capacity: derajat lingkungan dapat mendukung pertumbuhan. Volatility: tingkat ketidakstabilan lingkungan. Complexity: tingkat heterogenitas dan konsentrasi di antara unsur-unsur lingkungan. What Is Organizational Structure? (cont’d)  The Three Dimensional Model of the Environment Volatility Capacity Complexity EXHIBIT 15-10  Organizational Designs and Employee Behavior Research Findings:  Spesialisasi kerja berkontribusi pada produktivitas karyawan yang lebih tinggi, tetapi mengurangi kepuasan kerja.  Manfaat spesialisasi telah menurun dengan cepat karena karyawan mencari pekerjaan yang lebih bermanfaat secara intrinsik.  Pengaruh rentang kendali terhadap kinerja karyawan bergantung pada perbedaan dan kemampuan individu, struktur tugas, dan faktor organisasional lainnya.  Pengambilan keputusan partisipatif dalam organisasi terdesentralisasi berhubungan positif dengan kepuasan kerja.