Bab 11 Dasar / Prinsip dari Pengorganisasian

Pengorganisasian adalah Pengaturan pekerjaan dan pengalokasian pekerjaan diantara para anggota organisasi guna mencapai tujuan dengan efisien Pengorganisasian berarti manajer tsb mengkoordinir sumberdaya manusia dan sbdy lainnya yang dimiliki organisasi. Semakin terpadu dan terarah pekerjaan semakin efektif suatu organisasi.

Pengorganisasian ( untuk menciptakan struktur ) dengano Membagi-bagi pekerjaano Mengatur sumber dayao Mengkoordinasikan aktivitas

Struktur OrganisasiAdalah system dari tugas, melaporka hubungan dan Komunkasi linkages (Bagaimana pekerjaan dibagi-bagi dikelompokkan dan dikoordinasikan secara formal)

Organization ChartMendeskripsikan pengaturan dari posisi kerja di dalam organisasi

Yang termasuk organization charto Division of Work = Pembagian kerja menunjukkan tanggung jawab kerjao Supervisory Relationships = menunjukkan siapa lapor kepada siapao Communication Channels = Menunjukkan formal communication flowso Major Subunits = Pekerjaan dibagi lagi menjadi bagian – bagian yang lebih kecilo Levels of Management = Vertical layer darimanagement di tunjukkan

Formal StrukturFormal dalam arti para anggota berhubungan secara kedinasan yang sudah diatur oleh tata tertib organisasi.

Informal StrukturNon formal itu terjadinya tidaklah diatur dalam tata tertib organisasi, ia lebih banyak bersifat kekeluargaan dan tidak tergambar dalam struktur organisasi.

o Potensial Keuntungan dari informal structurers Membantu orang dalam menyelesaikan tugas mereka Overcoming limits of formal structurers Memperoleh akses untuk ke jaringan interpersonal Pembelajaran informal

o Potensial Kerugian dari Informal Strucuturers May work against best interests of entire organization Susceptibility to rumor May carry inaccurate information May breed resistance to change Diversion of work efforts from important objectives Feeling of alienation by outsiders

Social Network Analysis Adalah satu cara untuk mengidentifikasi dalam formal structurers dan cara dalam tertanamnya social relationships

Traditional Organization StructurersPrinsip dasar dalam pengorganisasian adalah performance itu sendiri harus di improve ketika tugas dibagi dan orang diperbolehkan untuk menjadi ahli dalam specific jobs. Hal ini merupakan “Departmentalization”. Formal team ini akan terhubung dan menciptakan 3 type traditional organizational strucuterers, yakni :

o Functional StructurersSekumpulan orang yang memiliki skills dan performing yan sama digabungkan bersama menjadi suatu unit kerja formal. Para membernya bekerja sesuai dengan bidangnya masing-masing. Tidak terbatas pada bisnis. Bekerja dengan baik untuk organisasi kecil yang memproduksi barang dan jasa dalam jumlah yang sedikit.

Advantages Skala Ekonomi Task Assignment konsisten dengan keahlian dan training Penyelesaian masalah yang High Quality Memperdalam atau lebih focus kepada training dan pengembangan skill Pola / jejak career yang jelas dengan fungsinya

Disadvantages Difficulties in pinpointing responsibilities Functional chimneys problem Sense of cooperation and common purpose break down Narrow view of performance objectives Excessive upward referral of decisions

o Divisional StructurersSekumpulan orang yang bekerja sama dalam suatu produksi atau proses, melayani customers yang sama, dan atau yang terletak di area yang sama atau geographic religion. Sesuatu yang sudah biasa dalam organisasi yang kompleks. Menghindari problem yang berhubungan dengan functional structurers

Advantages Lebih flexible dalam merespon perubahan lingkungan Mengimprove koordinasi Point tanggung jawab yang jelas Para ahli focus pada specific customers, products and region Sangat mudah untuk di susun kembali

Disadvantages Duplication of resources and efforts across divisions Competition and poor coordination across divisions Emphasis on divisional goals at expense of organizational goals

o Matrix StructurersGabungan dari functional dan divisional untuk memperoleh keuntungan dan meminimalkan kerugian yang ditimbulkan masing-masing structurers. Digunakan dalam Manufacturing, service industries, professional fields, non-profit sector, multinational coorperation.

Advantages Kerjasama yang lebih baik dari functional Improve Decision Making Increased flesxibilty in restructuring Better customer service Better performance accountability Improved strategic management

Disadvantages Two-boss system is susceptible to power struggles Two-boss system can create task confusion and conflict in work

priorities Team meetings are time consuming Team may develop “groupitis ” Increased costs due to adding team leaders to structure

Horizontal Organization Structurerso Team Structurers

Secara extensive menggunakan permanen dan temporary teams untuk menyelesaikan masalah, melengkapkan special project dan menyelesaikan pekerjaan tugas sehari-hari. Sering digunakan cross-functional team untuk membentuk dari anggota functional departemen yang berbeda

Advantages Eliminates difficulties with communication and decision making Eliminates barriers between operating departments Improved morale Greater sense of involvement and identification Increased enthusiasm for work Improved quality and speed of decision making

Disadvantages Conflicting loyalties among members Excessive time spent in meetings Effective use of time depends on quality of interpersonal relations,

group dynamics, and team management

o Network StructurersMenggunakan teknologi informasi untuk menghubungkan dengan jaringan diluar suppliers dan service contractors. Mempunyai hanya core components dan menngunakan strategi. Beraliansi atau ourtsourcing untuk menyediakan component lainnya

Advantages Firms can operate with fewer full-time employees and less complex

internal systems Reduced overhead costs and increased operating efficiency Permits operations across great distances

Disadvantages Control and coordination problems may arise from network complexity Potential loss of control over outsourced activities Potential lack of loyalty among infrequently used contractors Excessively aggressive outsourcing can be dangerous

o Boundaryless StructurersMengelimanasi internal boundaries diantara subsystem dan external boundaris dengan lingkungan external. Merupakan kombinasi dari team dan struktur jaringan dengan tambahan dari “temporariness”. Key requirements: (a) Absence of hierarchy, (b)Empowerment of team members, (c) Technology utilization, (d) Acceptance of impermanence. Mendukung kreatifitas, kualitas, timeliness, flexibility dan efesiensi. Sharing pengetahuan merupakan tujuan dan esensi komponen

o Virtual OrganizationSpesial form dari Boundaryless organization. Operates in a shifting network of external alliances that are engaged as needed, using IT and the Internet

Organizational DesignsProses dalam membuat struktur yang akan menyelesaikan misi dan objective. Aktivitas menyelesaikan masalah yang seharusnya di lakukan pendekatan dari sudut pandang kontingensi

o Bureaucracy (contingency)A form of organization based on logic, order, and the legitimate use of formal authority. Bureaucratic designs feature: (a) Clear-cut division of labor , (b) Strict hierarchy of authority, (d) Formal rules and procedures , (e) Promotion based on competency

o Environment determines the most appropriate design Mechanistic designs work in a stable environment Organic designs work in a rapidly changing and uncertain environment

Adaptive organizations operate with a minimum of bureaucratic feature and encourage worker empowerment and teamwork

o Contemporary organizing trends include:

Fewer levels of management Shorter chains of command Less unity of command

Wider spans of control More delegation and empowerment Decentralization with centralization Reduced use of staff

Less unity of commandEach person in an organization should report to one and only one supervisor

Organizing trend:Organizations are using more cross-functional teams, task forces, and horizontal structures Organizations are becoming more customer conscious Employees often find themselves working for more than one boss

Shorter chains of command

The line of authority that vertically links all persons with successively higher levels of management

Organizing trend:Organizations are being “streamlined” by cutting unnecessary levels of management Flatter structures are viewed as a competitive advantage

Mechanistic Designs

Predictable goalsCentralized authorityMany rules and proceduresNarrow spans of controlSpecialized tasksFew teams and task forcesFormal and impersonal means of coordination

Organic Designs

Adaptable goalsDecentralized authorityFew rules and proceduresWide spans of controlShared tasksMany teams and task forcesInformal and personal means of coordination

o More delegation and empowerment Delegation is the process distributing and entrusting work to other persons The manager assigns responsibility, grants authority to act, and creates

accountability Authority should be commensurate with responsibility

o Three Step in Delegations

o Desentralisasi dan Sentralisasi

Reduced use of staffStaff positions provide technical expertise for other parts of the organizationLine and staff managers may disagree over staff authority Advisory authority Functional authority No one best solution for dividing line-staff responsibilities

Organizing trend:Organizations are reducing staff size Organizations are seeking increased operating efficiency by employing fewer staff personnel and smaller staff units

Decentralization with centralizationCentralization and decentralization not an “either/or” choice

Organizing trend:

Delegation, empowerment, and horizontal structures contribute to more decentralization in organizations Advances in information technology allow for the retention of centralized control

Centralization is the concentration of

authority for making most decisions at the top levels of the organization

Decentralization is the dispersion of authority to

make decisions throughout all levels of the organization

Assign responsibility – explain task and

expectations

Grant authority – allow others to make decisions

and act

Create accountability – require others to report

back on results

More delegation and empowermentA common management failure is unwillingness to delegate Delegation leads to empowerment

Organizing trend:Managers are delegating more and finding more ways to empower people at all levels

Wider spans of controlThe number of persons directly reporting to a manager

Organizing trend:Many organizations are shifting to wider spans of control as levels of management are eliminated Managers have responsibility for a larger number of subordinates who operate with less direct supervision