Strategic Direction dalam Desain Organisasi

Tujuan Organisasi

• Strategic intent: all the organization’s energies and resources are directed toward a focused, unifying, and compelling overall goal

• Mission/official goals: the organization’s reason for existence/the formally stated definition of business scope and outcomes the organization is trying to achieve

Cont’l

• Competitive advantage: what sets the organization apart from others and provides it with a distinctive edge for meeting customer or client needs in the marketplace

• Core competence: something the organization does especially well in comparison to its competitors

Operative Goals

• Operative goals designate the ends sought through the actual operating procedures of the organization and explain what the organization is actually trying to do

The Importance of Goals

• Official goals legitimize the organization

• Operative goals are more explicit and well defined

A FRAMEWORK FOR SELECTING STRATEGY AND DESIGN

• A strategy is a plan for interacting with the competitive environment to achieveorganizational goals

- Porter’s Competitive Forces and Strategies

- Miles and Snow’s Strategy Typology

Porter’s Competitive Forces and Strategies

forces determining a company’s position:

1. The Threat of New Entrants

2. The Power of Suppliers

3. The Power of Buyers

4. The Threat of Substitutes

5. Rivalry among Existing Competitors

differentiation/low-cost leadership/or focus (low cost or differentiation)

Three Porter’s Strategies

differentiation strategy: organizations attempt to distinguish their products or services from others in the industry

low-cost leadership strategy tries to increase market share by keeping costs low compared to competitors

focus strategy: the organization concentrates on a specific regional market or buyer group

Cont’l

Cont’l

Miles and Snow’s Strategy Typology

The prospector strategy is to innovate, take risks, seek out new opportunities, and grow

The defender strategy is almost the opposite of the prospector. Rather than taking risks and seeking out new opportunities, the defender strategy is concerned with stability or even retrenchment

The analyzer tries to maintain a stable business while innovating on the periphery

The reactor strategy is not really a strategy at all.Rather, reactors respond to environmentalthreats and opportunities in an ad hoc fashion.

Pengaruh Strategi terhadap Desain Organisasi

Faktor-Faktor Lain yang Pengaruhi Strategi

ASSESSING ORGANIZATIONAL EFFECTIVENESS

Effectiveness is a broad concept. It implicitly takes into consideration a range of variables at both the organizational and departmental levels. Effectiveness evaluates the extent to which multiple goals—whether official or operative—are attained

Efficiency is a more limited concept that pertains to the internal workings of the organization.Organizational efficiency is the amount ofresources used to produce a unit of output.

APPROACHES OF MEASURING EFFECTIVENESS

Traditional Approaches:

1. Goal Indicators

2. Resource-based Indicators

3. Internal Process Indicators

The Balanced Scorecard Approach To Effectiveness (combining several indicators)

TRADITIONAL EFFECTIVENESS APPROACHES

• Goal IndicatorsThe goal approach to effectiveness consists of identifying an organization’s output goals and assessing how well the organization has attained those goals

• Resource-based IndicatorsThe resource-based approach looks at the inputside of the transformation process. It assumesorganizations must be successful in obtaining and managing valued resources in order to be effective

Cont’l

Internal process approach: effectiveness ismeasured as internal organizational health and efficiency. An effective organization has a smooth, well-oiled internal process.

Bagan

THE BALANCED SCORECARD APPROACH TO EFFECTIVENESS

Some Indicators