TOPIK 2ORGANISASI

DAN ORGANISASI PENDIDIKAN

SUBTOPICS

Pengertian-pengertian (organization, organizing, organizational structure, organizational chart, chain of commands

Dimensions of Organizational Structure

Forms of Organizational Structure

PENGERTIAN-PENGERTIAN

Organisasi adalah kesatuan sosial (social entity) yang dikoordinasikan secara sadar ... Untuk mencapai satu atau beberapa tujuan bersama (Stephen P. Robbins, 1994).

Organization is a group of two or more people working together in a predetermined fashion to achieve a common set of goals.

Organizing is the grouping of resources and activities to accomplish some end result in an efficient and effective manner.

PENGERTIAN-PENGERTIAN

Organizational Structure is a fixed pattern of (1) positions within an organization and (2) relationship among those positions.

Organization Chart is a diagram that represents the position and relationships within an organization.

Chain of Command is the line of authority that extends from the highest to the lowest levels of an organization.

DIMENSIONS OF ORGANIZATIONAL STRUCTURE

Job Design Departmentalization Delegation

The Span of Management

Line and Staff Management

Work Schedules

CommiteesCoordinating Techniques

Job Designs

Job Designs consists of:

Job specialization

Job rotation

Job enlargement

Job enrichment

Job specialization is the sepe-ration of all organizational activities into distinct tasks and assignment of different tasks to different people.

Job rotation is the systematic shifting of employees from one job to another

Job enlargement is giving a worker more things to do within the same job

Job enrichment is providing workers with both more tasks to do and more control over how they do their work.

DEPARTMENTALIZATION

Departmentalization is the process of grouping jobs into manageable units according to some reasonable scheme.

Usually, departmentalization falls into 4 kinds:

1. Departmentalization by function

2. Departmentalization by product

3. Departmentalization by location

4. Departmentalization by customer

DEPARTMENTALIZATION BY FUNCTION

Departmentalization by function is the grouping together of all jobs that

relate to the same organizational activity.

For Example:And so on

• All marketing personnel are grouped together in THE MARKETING DEPARTMENT

• All production personner are grouped into the PRODUCTION DEPARTMENT

DEPARTMENTALIZATION BY PRODUCT

Departmentalization by product is the grouping together of all activities related to a particular or product group.

This scheme is often used by older and larger firms that produce and sell a variety of product.

DEPARTMENTALIZATION BY LOCATION

Departmentalization by location is the grouping of activities according to the geographic area in which they are performed.

This kind of grouping may range from whole countries (for multinational firms) to regions within countries (for national firms) to areas of several city blocks (e.g. Police department).

DEPARTMENTALIZATION BY CUSTOMER

Departmentalization by customer is the grouping of activities according to the needs of various customer groups.

President

Men's Clothing Division

Women's Clothing

Division

Operation

Design Cutting Sewing

Marketing

Western Region

Midwestern Region

Eastern Region

Children's Clthing Division

CONTOH BAGAN ORGANISASI

DELEGATION

Delegation is the assigning of part of a manger’s work and power to subordinate.

Generally, there are three steps of delegation:

• Assign Responsibility.

• Grant Authority.

• Create Accountability

Responsibility is the duty to do a job or

perform a task.

Authority is the power, within the organization,

to accomplish an assigned job or task.

Accountability is the obligation of a subordinate to

acomplish an assigned job or task.

SPAN OF MANAGEMENT

Span of Management (or Span of Control) is the number of subordinate who eport directly to one manager.

Span of management falls into:

Wide or Narrow (based on the number of subordinates)

Tall of flat (based on number of layers or levels of management in a firm)

SPAN OF MANAGEMENT

• A wide span of management exists when a manager has a number of subordinate.

• An narrow span of management exist when a manager has only a few subordinate.

• A tall span of management exists when an organization has many levels.

• A flat span of Management exists when an organization has only a few levels of management.

Examples of a Wide (and flat) Span

Example of Narrow (and Tall) Span

CHAIN OF COMMANDS

LINE MANAGEMENT POSITION

Is part of chain of command, and a person in this type of

position makes decisions and gives orders to subordinates

to achieve the goals of organization.

For example: Marketing executive

STAFF MANAGEMENT POSITION

Is a position created to provide support, advice, and experties to someone in the

chain of command.

For examples: Director of Legal Advisor, Director of

Public Affairs

WORK SCHEDULE

Compressed workweek

An arrangement whereby an employee works a full forty hours a week, but in

less than the standard five days.

Flexible workweek

An arrangement in which employee chooses the

hours during nwhich he or she will work, within

certain limitations.

Job sharingAn arrangement whereby two people share one-full

time position.

COMMITEE

Ad Hoc CommiteeA commitee created

for a short-term purpose.

Standing Commitee

A relatively permanent commiteecharged with

performing some recurring task.

COORDINATING TECHNIQUES

Coordination of Organizational

Resources

is the integration of resources so as to

minimize duplication and maximize effectiveness.

Manegerial hierarchy

which is the arrangement that

provides increasing authority at higher

levels of management.

FORMS OF ORGANIZATIONAL STRUCTURE

Bureucratic Structure

Organic Structure

Matrix Structure

Bureucratic Structure

A bureucratic structure is a management system based on a formal framework of authority that is carefully

outlined and precisely followed.

Characteristics of bureucratic structure

• A high level of job specification.

• Departmentalization by function

• Precise and formal patterns of delegation.

• A high degree of centralization• Narrow span of management,

resulting in a tall organization• A clearly defined line and staff

positions, with formal relationship between the two

Organic Structure

Organic Strucdture is a management system

founded on cooperation and knowledge-based

authority.

It is much less formal but more flexible that bureucratic structure.

Organic Strucdture tends to have the

following structural dimensions:

A low level of job specialization

Departmentalization by product, location, or

customer

General and formal patterns of delegation.

A high degree of decentralization.

Wide span of management, resulting

in a flat organization

Less clearly defined line and staff positions, with less formal relationship

between the two

Matrix Structure

Matrix Structure is an organizational structure that combines vertical and horizontal lines of authority by superimposing product departmentalization on a functionally departmentalized organization

DIMENSIONS OF ORGANIZATIONAL STRUCTURE

DIMENSIONS PURPOSE

JOB DESIGN To divide the work into parts: job specialization, job rotation, job enlargement, job enrichment

DEPARTMENTALIZATION To group various positions into manageable units.

DELEGATION To distribute part of a manger’s work and power to subordinate.

SPAN OF MANAGEMENT To set the umber of subordinates who report directly to one manager.

LINE AND STAFF MANAGEMENT

To distinguish positions

WORK SCHEDULES To assign the time in which a subordinate perform an assigned responsibility.

COMMITEES To accomplish a spesific task

COORDINATION TECHNIQUES

To coordinate organizational resources to minimize duplicationand maximize effectiveness

MULTIBASE DEPARTMENTALIZATION

• Most forms use more than one basis for departmentalization to improve efficiency and to avoid overlapping positions.

CONTOH ORGANISASI FORMAL

PIMPINAN

STAFF STAFF STAFF STAF

Contoh Str Org Formal Sekolah

Job Designs

Job specialization

Job rotationJob

enlargementJob

enrichment

DIMENSI STRUKTUR ORGANISASI

• Kompleksitas

• Formalisasi

• Sentralisasi

MANAJEMEN SEKOLAH

Pengertian LeadershipStylesPengertian LeadershipStyles of LeadershipKinds of ManagersManagement Skills and Management Rolesof Leadership

Kinds of ManagersManagement Skills and Management Roles

Pengertian LeadershipStyles of LeadershipKinds of ManagersManagement Skills and Management Roles

Sistem Informasi Manajemen Pendidikan

Manajemen Kurikulum

Manajemen Peserta Didik

Manajemen Tenaga Pendidik dan Tenaga Kependidikan

Manajemen Tenaga Pendidik dan Tenaga Kependidikan

Manajemen Keuangan Kependidikan

Kerja Sama Sekolah dan Masyarakat

Manajemen Peningkatan Mutu Pendidikan

Supervisi Pendidikan

Pemasaran Pendidikan

Kewirausahaan Pendidikan

ASPEK-ASPEK ORGANISASI

• Mission

• Goals

• Objectives

• Bahavior

• Mission adalah alasan utama keberadaan organisasi.

• Goals adalah tujuan umum.

• Objective adalah sasaran spesifik yang terukur.

• Behaviour mengacu pada produktivitas.

TUJUAN PERKULIAHAN

Setelah sesi ini selesai, mhs diharapkan mampu:1. Menyebutkan Aspek-aspek Organisasi dan

Jenis-jenis Organisasi.2. Menjelaskan styles of leadership and kinds of

managers.3. Menguraikan Struktur dan bentuk organisasi.4. MeMenyebutkan pengertian organisasi, dan

pengertian leadershipnguraikan Job Designs5. Menguraikan unsur-unsur keberhasilan

managers.

TOPIC 2

ORGANISASI PENDIDIKAN

MANAJEMEN SEKOLAH

EDUCATIONAL LEADERSHIP

JENIS-JENIS ORGANISASI

• Organisasi Formal

• Organisasi Informal

• Organisasi Formal memperlihatkan unsur-unsur:

Kedudukan

Hirarki Kekuasaan

Kedudukan Garis dan Staff

ORGANISASI FORMAL

• Organisasi formal adalah organisasi yg dicirikan oleh struktur organisasi.

• St5ruktur org merupakan pembeda utama antara org formal dgn org informal.

• Struktur dlm org formal dimaksudkan untuk menyediakan penugasan kewajiban dan tanggungjawab kepada personil dan utk membangun hubungan tertetu di antara orang pada berbagai kedudukan.

ORGANISASI FORMAL

• Struktur dlm org formal memperlihatkan unsur-unsur administratif sbb:

• Kedudukan:

Menggambarkan posisi setiap orang dlm org.

• Hirarki Kekuasaan

• Kedudukan garis dan staff