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12/06/2014
1
MANAGING: A COMPETENCYBASED APPROACH
11th Edition
Merancang Organisasi
Oleh. Johannes
Chapter 11: PowerPoint 11.1
Tujuan Pembelajaran
1. Explain the two fundamental principlesof designing organizations
2. State the major concepts of verticalorganizational design
3. Describe four types of horizontalorganizational design
4. Describe the major options for achievingorganizational integration
Chapter 11: PowerPoint 11.2
The organization chart conveys four kinds ofinformation?
Organization chart: menggambarkan garispelaporan antar unit dan orang dalamorganisasi.
Kotak yang berisikan unit yang berbeda Judul setiap kotak dimana pekerjaan
dilaksanakan seseorang. Hubungan pelaporan yang ditunjukkan oleh
garis antara atasan dan bawahan. Tingkat organisasi yang diindikasikan oleh
jumlah tingkatan pada chart.
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Chapter 11: PowerPoint 11.3 (Adapted from Figure 11.1)
SVP,South EastDivision
SVP,South CentralDivision
Executive VicePresident, StoreOperations
Region1
Region3
SVP,WesternDivision
DistrictManager
Region2
DistrictManager
DistrictManager
Chairman, President and CEO
Executive VicePresident, Logistics& Distribution
Sr. Vice President,Human Resources
Chapter 11: PowerPoint 11.4
David Packard, Cofounder, Hewlett-Packard
Saya sering berfikir, setelahmendapat organisasi, and aharusmembuang jauh bagan organisasi,
dia tidak menggambarkan siapayang memiliki kekuatan dan
bagaimana sesungguhnya bekerja.
Chapter 11: PowerPoint 11.5
Organisasi terdiri dari unit-unit yang bekrejadengan tugas terspsialisasi menggunakanmetode kerja yang berbeda dan karyawandengan keunikan kompetensi yang berbeda.using employees with unique competencies
Division of labor: Pembagian kerja
Specialization: proses mengidentifikasitugas, dan mempercaykannya kepadadepartemen atau bagian, tim ataudevisi.
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Chapter 11: PowerPoint 11.6
Beberapa unit mengkordinasikan pekerjaannya untukmencapai tujuan umum
Snapshot
Mike Lazaridis, President, Research in Motion,Waterloo, Ontario, Canada
“Coordination is like professional sports: It looks easy,but when you’re on the field, you see how difficult it is.The more people need to work with each other to reachthe organization’s goal, the more coordination isneeded. However, there is a cost (meeting time, travel,uniform policies) to achieving integration.”
Chapter 11: PowerPoint 11.7
Vertical Design
Hierarchy: piramida yang menunjukkanhubungan antar level.
Span of control: jumlah karyawan yangsecara langsung melaporkan kepadaseseorang.
1. Competence of both the manager and the employee2. Similarity or dissimilarity of tasks being supervised3. Incidence of new problems in the manager’s
department4. Extent of clear operating standards and rules
(continued)
Chapter 11: PowerPoint 11.8
Authority: right to make a decision
Responsibility: an employee’s duty toperform the assigned task
Vertical Design
Accountability: manager’s expectation thatthe employee will accept credit or blame forhis or her work
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Chapter 11: PowerPoint 11.9
Jim Schwieger, former Enron Employee
“Ken Lay, you have completely failedat the job you were hired to perform. Ifthis lack of accountability would have
occurred farther down theorganization, no one would hesitate to
fire the person.”
Chapter 11: PowerPoint 11.10
Vertical Design
Delegation: process of giving authority to aperson (or group or team) to make decisionsand act in certain situations
Barriers to delegation
Failure to define authority and responsibilityclearly
Managers fear to delegate to others Cultural values
Chapter 11: PowerPoint 11.11
Vertical Design: Membangun blok untukpencapian Yang efektif.
Establish goalsand standards
Ensure clarity
Involvement Expect completedwork
Provide training Timely feedback
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Chapter 11: PowerPoint 11.12
Centralization: concentration of authorityat the top of an organization or department
Decentralization: delegation of authorityto lower level employees or departments
No absolutes for centralization versusdecentralization
Chapter 11: PowerPoint 11.13
Cost ofdecisions
Desire for uniformityof policy
Environmentalinfluences that
requireuniformity
Competencylevels of
managers andemployees
Need forformal controlmechanisms
Chapter 11: PowerPoint 11.14
Majortypes
Functionaldesign
Productdesign
Networkdesign
Geographicaldesign
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Chapter 11: PowerPoint 11.15
Grouping managers and employeesaccording to their areas of expertiseand the resources they use toperform their jobs
Chapter 11: PowerPoint 11.16 (Adapted from Figure 11.2)
CEO
GeneralCounsel
ChiefFinancialOfficer
ChiefOperating
OfficerTreasurer
FinancialServices
StrategicPlanning
StylingOfficer
HumanResources
Chapter 11: PowerPoint 11.17
Potential Benefits Supports skill specialization Reduces duplication of
resources & increasescoordination with thefunction
Enhances careerdevelopment & trainingwithin functional area
Allows superiors andsubordinates to sharecommon expertise
Promotes high-qualitytechnical decision making
Potential Pitfalls Inadequate communication
across functional areas
Conflicts over productpriorities
Focus on departmentalrather than organizationalissues and goals
Develops managers who areexperts only in a narrowfield
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Chapter 11: PowerPoint 11.18
All functions that contribute to aproduct are organized under onemanager
Divides the organization into self-contained units
Chapter 11: PowerPoint 11.19 (Adapted from Figure 11.3)
AviationServices
InformationSystems &Technology
MarineSystems
Aerospace
LandSystems
ArmamentSystems
Ordinance& Tactical
Systems
BathIron
Works
ElectricBoat
Chairman & ChiefExecutive Officer
CombatSystems
Chapter 11: PowerPoint 11.20
Potential Benefits Permits fast changes in a
product line
Allows greater product linevisibility
Fosters a concern forcustomer demand
Clearly definesresponsibilities for eachproduct line
Develops managers whocan think across functionallines
Potential Pitfalls Inefficient utilization of
skills and resources
Not fostering coordinationof activities across productlines
Encourages politics andconflicts in resourceallocation across productlines
Limits career mobility forpersonnel outside their ownproduct lines
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Chapter 11: PowerPoint 11.21
Organizes activities around location
Helps to develop competitive advantage ineach region according to that area’scustomers, competitors, and other factors
Chapter 11: PowerPoint 11.22
Potential Benefits Facilities and the equipment
used for production and/ordistribution all in one place,saving time and costs
Able to develop expertise insolving problems unique toone location
Understanding ofcustomers’ problems anddesires in the location
Getting production closer toraw materials and suppliers
Potential Pitfalls Duplication of functions, to
varying degrees, at eachregional or individual unitlocation
Conflict between eachlocation’s goals and theorganization’s goals
Adds levels of managementand extensive use of rulesand regulations tocoordinate and ensureuniformity of quality amonglocations
Chapter 11: PowerPoint 11.23
Network Design
Subcontracts some or many of itsoperations to other firms and coordinatesthem to accomplish specific goals
Sometimes called virtual organizations
Connects people regardless of theirlocations
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Chapter 11: PowerPoint 11.24
Potential Benefits Ability to gain special
knowledge and skills ofothers without having tohire employees
Allows managers theflexibility to work with awide variety of differentsuppliers, customers, andother organizations
Potential Pitfalls Other organizations may fail
to live up to establisheddeadlines
Managers must constantlymonitor the quality of workprovided by otherorganizations
Employees in the outsourcedorganization may not holdthe same values and sense oftime urgency to whichemployees in theorganization are committed
Chapter 11: PowerPoint 11.25 (Adapted from Figure 11.4)
ComputerHardwareSoftware Marketing
Technicians
TalentScouts
Agents
Senior Managers ofDreamWorks, SKGCostume
Designers
MakeupArtists
ActorsMedia
Relations
Legal
FutureGames
Chapter 11: PowerPoint 11.26 (Adapted from Table 11.1)(continued)
Organic Tasks tend to be ill
defined
Tasks are continuallyadjusted and redefinedthrough communicationas situations change
Network structure ofcontrol, authority, andcommunication
Mechanistic Tasks are highly
specialized
Tasks tend to remainrigidly defined unlesschanged by topmanagement
Specific roles areprescribed for eachemployee
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Chapter 11: PowerPoint 11.27 (Adapted from Table 11.1)
Organic Communication and
decision making areboth vertical andhorizontal, dependingon where informationand expertise reside
Communicationemphasizes the form ofmutual influence andadvice among all levels
Mechanistic Hierarchical structure of
control, authority, andcommunication
Communication anddecision making areprimarily vertical, top-down
Communicationemphasizes directionsand decisions issued bysuperiors
Chapter 11: PowerPoint 11.28
Interdependence: the degree of coordination requiredbetween individuals and units to transform informationand raw materials into goods and services
Pooled interdependence: little sharing of information orresources among individuals within a unit or amongunits in the performance of tasks (e.g., golf teams)
Output
Input Input Input
Chapter 11: PowerPoint 11.29
Organizational Integration: Typesof Interdependence (cont’d)
Sequential interdependence: the orderly step-by-step flow of information, tasks, and resourcesfrom one individual or team to another within thesame unit or from one unit to another (e.g.,football teams)
OutputInput
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Chapter 11: PowerPoint 11.30
Organizational Integration: Typesof Interdependence (cont’d)
Reciprocal interdependence: the need for everyindividual and unit to work with every other individualand unit; information and resources flow back andforth freely until the goal is achieved (e.g., volleyballteams)
OutputInput OutputInput
OutputInput
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