1 Basic Elements of Organizing @Taufiq Rochman, STP. MT Teknik Industri FT UNS 8/24/2014 basics of organization

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Basic Elements of Basic Elements of OrganizingOrganizing

@Taufiq Rochman, STP. MT@Taufiq Rochman, STP. MT

Teknik Industri FT UNSTeknik Industri FT UNS

04/11/2304/11/23 basics of organizationbasics of organization

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Study GuideStudy Guide

Organizing and Organization Organizing and Organization StructureStructure

6 Building Blocs of Organization 6 Building Blocs of Organization StructureStructure

Job DesignJob Design Job Grouping and Job Grouping and

DepartmentalizationDepartmentalization Reporting RelationshipsReporting Relationships04/11/2304/11/23 basics of organizationbasics of organization

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Organisasi & ManajemenOrganisasi & Manajemen Definisasi Manajemen Definisasi Manajemen

Proses kerjasama melalui orang-orang dan Proses kerjasama melalui orang-orang dan kelompok untuk mencapai tujuan kelompok untuk mencapai tujuan organisasi (Hersey & Blancahad)organisasi (Hersey & Blancahad)

Proses Manajemen Proses Manajemen

PERENCANAAN

ORGANIZING

MOTIVATING

CONTROLLING


Management in organizationManagement in organization

Planning & Decision makingInput from the

Environment :•Human resources•Financial resources•Physical resources•Information resources

org

anizin

g

contr

olli

ng

Leading

Goal attained•Efficiency

• Effectively


Kemampuan manajer

Technical skill(pengetahuan, metode,

teknik & peralatan)

Human skill(motivasi, kepemimpinan)

Conceptual skill(kompleksitas organisasi, tujuan sistem organisasi)

Kemampuan Manajer dalam Organisasi


Kemampuan manajemen & level Kemampuan manajemen & level organisasiorganisasi

Manajemen puncak

Manajemen menengah

Manajemen supervisi

Kemampuan yang diperlukan

Konceptual

Manusia/sosialTeknis


Organisasi sebagai sistem sosialOrganisasi sebagai sistem sosial

SUBSISTEMADMINISTRASI

STRUKTUR

SUBSISTEMINFORMASI

SUBSISTEMEKONOMI

TEKNOLOGI

SUBSISTEMMANUSIASOSIAL

TUJUAN


Def. Organisasi :Def. Organisasi :Hubungan yang terpolakan diantara orang yang Hubungan yang terpolakan diantara orang yang berhubungan dengan aktivitas yang saling berhubungan dengan aktivitas yang saling berkaitan yang diarahkan pada tujuan tertentu. berkaitan yang diarahkan pada tujuan tertentu.

Organisasi & Pengaruh lingkunganOrganisasi & Pengaruh lingkungan

Budaya sub lingkungan

organisasi

pesaingKelompok konsumen

Serikat buruh

pemasokPemilik saham

Instansi pemerintah

pelanggan


Struktur OrganisasiStruktur Organisasi

Diferensiasi vertikal & hirarkiDiferensiasi vertikal & hirarki Span of ControlSpan of Control

Jumlah bawahan yang menjadi tanggung jawab Jumlah bawahan yang menjadi tanggung jawab pimpinan.pimpinan.

Sentralisasi kekuasaanSentralisasi kekuasaan FormalisasiFormalisasi

Peraturan formal yang terinci tertulis : mengatur Peraturan formal yang terinci tertulis : mengatur perilaku dan membatasi kebebasan bawahan.perilaku dan membatasi kebebasan bawahan.


DepartementasiDepartementasiPengelompokan posisi & aktivitas dalam subunit Pengelompokan posisi & aktivitas dalam subunit yang terpisah (fungsi, produk, konsumen & yang terpisah (fungsi, produk, konsumen & geografis)geografis)

Bentuk organisasiBentuk organisasiLini, lini staf, matrik, tim/panitiaLini, lini staf, matrik, tim/panitia

CEO

M MMM

M M M M M M M M

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Job DesignJob Design Job Design, the determination of an Job Design, the determination of an

individual’s work-related responsibilities.individual’s work-related responsibilities. Job Specialization, degree to which the Job Specialization, degree to which the

overall task of the organization is broken overall task of the organization is broken down into smaller componentsdown into smaller components• Benefit Benefit

Workers can become proficient at taskWorkers can become proficient at task Transfer time between task decreaseTransfer time between task decrease Specialized equipment can be developedSpecialized equipment can be developed Employee replacement becomes easierEmployee replacement becomes easier

• LimitationsLimitations Employee boredom and dissatisfactionEmployee boredom and dissatisfaction Anticipated benefits do not always occurAnticipated benefits do not always occur


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Grouping Jobs : Grouping Jobs : DepartmentalizationDepartmentalization

The process of grouping jobs The process of grouping jobs according to some logical according to some logical arrangement.arrangement.

Rationale for DepartmentalizationRationale for Departmentalization• Organizational growth exceeds the owner-Organizational growth exceeds the owner-

manager’s capacity to personally manager’s capacity to personally supervise all of organization.supervise all of organization.

• Additional managers are employed and Additional managers are employed and assigned specific employees to supervise.assigned specific employees to supervise.


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DepartmentalizationDepartmentalization

4 Basic Types :4 Basic Types :• FunctionalFunctional• ProductProduct• CustomerCustomer• LocationLocation


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Functional DepartmentalizationFunctional Departmentalization

President

Computers

Manufacturing Finance Marketing


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Functional Departmentalization FormFunctional Departmentalization Form

AdvantagesAdvantages• Department can be Department can be

staffed by expertsstaffed by experts• Supervision Supervision

facilitatedfacilitated• Coordination within Coordination within

department is department is easiereasier

DisadvantagesDisadvantages• Decision making Decision making

becomes slow and becomes slow and bureaucraticbureaucratic

• Lose sight of Lose sight of organizational organizational goals/issuesgoals/issues

• Accountability and Accountability and performance are performance are difficult to monitordifficult to monitor


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Product DepartmentalizationProduct Departmentalization

President

Computers Printers Software

Manufacturing MarketingFinance


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Product DepartmentalizationProduct Departmentalization

Advantages Advantages • Activities with one Activities with one

product can be product can be integratedintegrated

• Speed and Speed and effectiveness of effectiveness of decision makingdecision making

• Performance of Performance of these individual these individual products can be products can be assessedassessed

DisadvantagesDisadvantages• Focus on product at Focus on product at

the exclusion of the the exclusion of the rest of the rest of the organizationorganization

• Administrative costs Administrative costs may increasemay increase


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Customer Departmentalization formCustomer Departmentalization form

President

Computers

Manufacturing MarketingFinance

PhoenixDallas Industrial sales Customer sales


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Customer Departmentalization Customer Departmentalization

AdvantageAdvantage• Skilled specialists Skilled specialists

can deal with can deal with unique customer unique customer needsneeds

DisadvantageDisadvantage• Large, Large,

administrative staff administrative staff need to integrate need to integrate activities of various activities of various departmentsdepartments


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Location Departementalization FormLocation Departementalization Form

Prsident

Computers Software

Manufacturing Marketing Mareting Design

Chicago St. Louis


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Location DepartmentalzationLocation Departmentalzation

AdvantageAdvantage• The organization The organization

can respond to can respond to unique customer unique customer and and regional/environmeregional/environmental characteristicsntal characteristics

DisadvantageDisadvantage• Large, Large,

administrative staff administrative staff may be neededmay be needed


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Establishing Reporting RelationshipsEstablishing Reporting Relationships

Chain of Command : a clear and Chain of Command : a clear and distinct line of authority among the distinct line of authority among the positions in an organization.positions in an organization.• Unity of CommandUnity of Command

Each person within an organization must Each person within an organization must have a clear reporting relationship to one have a clear reporting relationship to one and only one boss.and only one boss.

• Scalar PrincipleScalar Principle A clear and broken line of authority must A clear and broken line of authority must

extend from the bottom to the top of the extend from the bottom to the top of the organizationorganization


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ContinueContinue Span of management (span of control)Span of management (span of control)

• The number of people who report to a The number of people who report to a particular managerparticular manager

• Narrow versus wideNarrow versus wide Graicunas : Subordinate interactionsGraicunas : Subordinate interactions

• I = N(2N/2 + N -1)I = N(2N/2 + N -1) DavisDavis

• Operative span – 30 subordinatesOperative span – 30 subordinates• Executive span – 3 to 9 subordinatesExecutive span – 3 to 9 subordinates

UrwickUrwick• Executive Span – 6 SubordinatesExecutive Span – 6 Subordinates


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Establishing Reporting RelationshipsEstablishing Reporting RelationshipsTall versus Flat OrganizationsTall versus Flat Organizations

Tall OrganizationsTall Organizations• More expensiveMore expensive• Communication can Communication can

be difficult because be difficult because of the number of of the number of channels through channels through which it must passwhich it must pass

Flat OrganizationFlat Organization• Led to higher levels Led to higher levels

of employee morale of employee morale and productivityand productivity

• More administrative More administrative responsibility for responsibility for managersmanagers


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Tall Versus Flat OrganizationTall Versus Flat OrganizationTall

Organization Flat Organization


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Factors Influencing Factors Influencing the Span of Managementthe Span of Management

Competence of the supervisor or Competence of the supervisor or subordinatesubordinate

Physical dispersion of subordinatesPhysical dispersion of subordinates Extent of non supervisory work in Extent of non supervisory work in

manager’s jobmanager’s job Degree of required interactionDegree of required interaction Extent of standardized proceduresExtent of standardized procedures Similarity of tasks being supervisedSimilarity of tasks being supervised Frequency of new problemsFrequency of new problems Preferences of supervisors and Preferences of supervisors and

subordinatessubordinates04/11/2304/11/23 basics of organizationbasics of organization

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Distributing AuthorityDistributing Authority AuthorityAuthority

• Power that has been legitimized by the organization.Power that has been legitimized by the organization. DelegationDelegation

• The process by which managers assign a portion of their The process by which managers assign a portion of their total workload to others.total workload to others.

Reasons for delegationReasons for delegation• To enable the manager to get more work done by To enable the manager to get more work done by

utilizing the skills and talents of subordinates.utilizing the skills and talents of subordinates.• To foster the development of subordinates by having To foster the development of subordinates by having

them participate in decision making and problem solving them participate in decision making and problem solving that allows them to learn about overall operations and that allows them to learn about overall operations and improve their managerial skills.improve their managerial skills.


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Parts of the Delegation ProcessParts of the Delegation Process

Manager

Subordinate

Part 1 :Assigning responsibility

Manager

Subordinate

Part 1 :Creating accountability

Manager

Subordinate

Part 1 :Granting authority


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Delegation Delegation Problems in the Delegation ProcessProblems in the Delegation Process

Superior Superior • ReluctanceReluctance• DisorganizationDisorganization• Subordinate’s Subordinate’s

success threatens success threatens superior’s superior’s advancementadvancement

• Trust Trust

SubordinateSubordinate• ReluctanceReluctance• No rewards for the No rewards for the

acceptance of acceptance of delegated tasksdelegated tasks

• Risk avoidenceRisk avoidence


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Coordinating ActivitiesCoordinating Activities

CoordiantionCoordiantion• The process of linking the activities of The process of linking the activities of

the various departments of the the various departments of the organization.organization.

The Need for CoordinationThe Need for Coordination• Departments and work groups are Departments and work groups are

interdependent; the greater the interdependent; the greater the interdependence, the greater the need interdependence, the greater the need for coordination.for coordination.


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Structural Coordination TechniquesStructural Coordination Techniques

The managerial hierarchyThe managerial hierarchy Rules and ProceduresRules and Procedures Liaison rulesLiaison rules Task ForcesTask Forces Integrating departmentsIntegrating departments


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Differentiating Between PositionsDifferentiating Between Positions

Line positionsLine positions• Position in the direct chain of commond that Position in the direct chain of commond that

are responsible for the achievement of an are responsible for the achievement of an organization’s goalsorganization’s goals

Staff PositionsStaff Positions• Intended to provide expertise, advice, and Intended to provide expertise, advice, and

support to line positionssupport to line positions Administrative intensityAdministrative intensity

• The degree to which managerial position are The degree to which managerial position are concentrated in staff positionsconcentrated in staff positions


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Differentiating Between PositionDifferentiating Between PositionLine and Staff structureLine and Staff structure

CEO

President

President USA

Senior vice president marketing

Senior VicePresident StoreMerchandising

Vice president planning

Vice president Physical Distribution

Vice presidentDivisional

Merchandising

Vice PresidentDivisional

Merchandising

Corporate staffFinance and administration

Real estateMIS

Architecture and constructionTreasure ControllerAttorney


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ReferencesReferences


Documents

1 Basic Elements of Organizing @Taufiq Rochman, STP. MT Teknik Industri FT UNS 8/24/2014 basics of organization