PENGENDALIAN ORGANISASI DAN PERUBAHAN

CONTROL SYSTEM

Sistem target-setting, monitoring, evaluation, dan feedback formal yang memberikan informasi kepada manajer bagaimana efektif dan efisiennya strategi dan struktur organisasi berfungsi

CONTROLLING

Proses dimana manajer mengendalikan dan mengatur bagaimana efisien dan efektifnya organisasi dan seluurh anggotanya dalam menjalankan aktivitas dan mencapai tujuan organisasinya

Membantu manajer mencapai: the four building blocks of competitive advantage.

THREE TYPES OF CONTROLLING

Input Stage

Output

Stage

Conversion Stage

Feedforward Control Concurrent Control Feedback Control

STEPS OF CONTROL PROCESS

1 2

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Establish the standards of performance is to be

evaluatedMeasure actual performance

Compare actual performance against chosen standards of performance

Evaluate the result and initiate corrective actions

THREE ORGANIZATIONAL CONTROL SYSTEM

Control

OutputBehavio

r

Clan

Financial measures of performanceOrganizational Goals

Operating Budget

Direct SupervisionManagement by ObjeciveRules and standard Operating Prosedures

ValuesNorms

Socialization

OUTPUT CONTROL

Financial Performance

1 Profit Ratio How efficiently managers are using the organizational resources to generate profit

Return on Investment(ROI)

Operating Margin

=Net profit before

taxesTotal assets

=Total Operating

ProfitSales Revenue

OUTPUT CONTROL

Financial Performance

2 Liquidity Ratios

Measure how well managers have protected organizational resources to be able to meet short-term obligation

Current Ratio Quick Ratio

=Current Assets

Current Liabilities=

Current Asset - Inventory

Current Liabilities

OUTPUT CONTROL

Financial Performance

3Leverage

RatioMeasure the degree to which managers use debt (borrow money) or equity (issue new share) to finance ongoing operation

Debt-to-assets Ratio Time-covered Ratio

=Total Debts

Total Assets=

Profit before interest and taxes

Total interest charges

OUTPUT CONTROL

Financial Performance

4Activity Ratio

Measure how well managres are cretaing value from organizational assests

Inventory Turnover Time-covered Ratio

=Cost of Good Sold

Inventory=

Current accont receivable

Sales for period devided by days in

period

ORGANIZATIONAL GOALS

1

3

2Corporate-level managers set goals for individual

divisions that will allow the organization to achieve

corporate goals

Divisional-level managers set goals for each function that will allow the division to achieve its goals

Functional level managers set goals for each

individual worker that will allow the function to

achieve its goals

SMART goalsSpecific – Measurable – Attainable – Realistic - Timely

Organizational Goals

ORGANIZATIONAL GOALS

Blueprints state how that state how managers intend to use organizational resources to

achieve organizational goals

Operating Budgets

BEHAVIOR CONTROL

• Organizational structure by itself does not provide any mechanism that managers and non managerial employee to behave in ways that make the structure work

• One method of motivating employee • Types: Direct Supervision, Management by

Objective, and Bureaucratic Control

BEHAVIOR CONTROL

Direct Supervision • Actively monitor and observe the behavior of

their subordinates• Teach subordinates the behavior that are

appropriate and inappropriate• Intervene to take corrective actions as

needed• Lead by examples

BEHAVIOR CONTROL

Management by Objective (MBO) • A goal setting process in which a manager

and each of his/her subordinates negotiate specific goals and objectives for the subordinates to achieve and then periodically evaluate the extent to which the subordinate is achieving those goals.

BEHAVIOR CONTROL

Management by Objective (MBO)

1

3

2Specific goals and objectives are established

at each level of organization

Managers and their subordinates together determine the subordinate’s goal

Managers and their subordinates periodically review the subordinate’s progress toward meeting

goals

ORGANIZATIONAL GOALS

Bureaucratic Control • Control of behavior by means of a

comprehensive system of rules and standard operating procedures

• Make employees’ behavior predictable

Behavior Control

CLAN CONTROL

The control exerted on individual and groups in an organization by shared value, norms, standards of behavior and expectation

Function: • To shape the behavior of organizational member

to ensure they are working toward organizational goals and to take corrective actions if those goals are nit being met

• To keep organizational members focused on thinking about wahat is best for their organization in the future and to keep them looking for new opportunities to use organizational resources to create value

ORGANIZATIONAL CHANGEThe movement of organization away from its present state to increase its efficiency and effectiveness

Need to improve operatio

ns

Need to respond to new events

Managers must balance the need for an organization to improve the way it currently

operates and the need for it to change in response to new, unanticipated events

ORGANIZATIONAL CHANGEKurt Lewin’s Force-Field Theory of Change

Force for Change Force for Change

Resistance for ChangeResistance for ChangeLe

vel of

Perf

orm

ance

P1

P2

Change RevolutionaryRapidDramaticBroadly Focused

EvolutionaryGradual

IncrementalNarrowly focused

(Bottom-up Change) (Top-down Change)

ORGANIZATIONAL CHANGEManaging Change

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ASSESS THE NEED FOR CHANGE

• Recognize that there is a problem

• Identify the source of the problem

DECIDE ON THE CHANGE TO MAKE• Decide what the

organization’s ideal future state would be

• Identify obstacles to change

IMPLEMENT THE CHANGE• Decide whether the

change will occur from the top-down or form the bottom-up

EVALUATE THE CHANGE• Compare pre-change performance with post-

change performance• Use banchmarking

AKHIR SLIDE