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PERANCANGAN ORGANISASI
Dr. Ir. Bustanul Arifin Noer, M.Sc.Lab. Pengembangan Sistem dan Manajemen Industri
Jurusan Teknik Industri ITS - Surabaya
SetDirection
SetStrategy
DirectBusiness
GetOrder
FulfillOrder
SupportProduct
DevelopProduct
ITProcess
Fin/Accoun.Process
MaintenanceProcess
HRProcess
Manage Process
Core ProcessSupport Process
CIMOSA BUSINESS PROCESS MAPPING
Craft aStrategy
to AchieveObjectives
SetObjectives
Develop aStrategic
Visionand
Mission
Implementand
ExecuteStrategy
Improve/Change
Revise asNeeded
Revise asNeeded
Improve/Change
Recycleas Needed
Task 1 Task 2 Task 3 Task 4 Task 5
Monitor,Evaluate,and Take
CorrectiveAction
Business Strategy Basic Concept
The Five Tasks of Strategic Management
Porter’s Five Generic Competitive StrategiesM
ark
et
Targ
et
Type of Advantage Sought
Overall Low-CostProviderStrategy
Broad Differentiation Strategy
Focused Low-Cost Strategy
Focused DifferentiationStrategy
Best-CostProviderStrategy
Lower Cost Differentiation
BroadRange of Buyers
Narrow Buyer Segmentor Niche
Selected HR Strategies That Fit Porter’s Three Major Types of Business Strategies
BusinessStrategy
Common OrganizationalCharacteristics HR Strategies
Overallcostleadership
• Sustained capital investment and access to capital
• Intense supervision of labor
• Tight cost control requiring frequent, detailed control reports
• Low-cost distribution system
• Structured organizationand responsibilities
• Products designed for ease in manufacture
• Efficient production• Explicit job descriptions• Detailed work planning• Emphasis on technical
qualifications and skills• Emphasis on job-specific
training• Emphasis on job-based
pay• Use of performance
appraisal as a control device
Selected HR Strategies That Fit Porter’s Three Major Types of Business Strategies
BusinessStrategy
Common OrganizationalCharacteristics HR Strategies
Differ-entiation
•Strong marketing abilities
•Product engineering•Strong capability in basic research
•Corporate reputation forquality or technologicalleadership
•Amenities to attract highly skilled labor, scientists, or creative people.
• Emphasis on innovationand flexibility
• Broad job classes• Loose work planning• External recruitment• Team-based training• Emphasis on individual-
based pay• Use of performance
appraisal as development tool
Functional
Divisional
Matrix
Process-base
Hybrid
FUNCTIONAL ORGANIZATION
Functional Organization
VP Research VP Operations VP Hum anResources
VP M arketing VP Finance
President
The Functional Form
• Promotes skill specialization• Reduces duplication of scarce
resources and uses resources full time
• Enhances career development for specialists within large departments
• Facilitates communication and performance because superiors share expertise with their subordinates
• Exposes specialists to others within same specialty
Emphasizes routine tasks; encourages short time horizons
Fosters parochial perspectives by managers and limits capacity for top-management positions
Multiplies interdepartmental dependencies; increases coordination and scheduling difficulties
Obscures accountability for overall results
Advantages Disadvantages
The Divisional Organization
Chief FinancialOfficer
VP Research
Division M anagerAsia
VP Hum anResources
VP Operations VP Sales andM arketing
Division M anagerNorth Am erica
Division M anagerEurope
Chief ExecutiveOfficer
Basis of Division:-Product- Customer- Regional
The Divisional Form
• Recognizes interdepartmental interdependencies
• Fosters an orientation toward overall outcomes and clients
• Allows diversification and expansion of skills/training
• Ensures accountability by departmental managers and promotes delegation
• Heightens departmental cohesion and involvement in work
Advantages May use skills and resource
inefficiently Limits career advancement by
specialists Impedes specialists’ exposure to
others within same specialties Puts multiple-role demands upon
people and creates stress May promote departmental
objectives as opposed to overall organizational goals
Disadvantages
The Matrix Organization
VP Finance VP Hum an Resources
Program M anagerAircraft
Program M anagerNavigation System s
Program M anagerSpace System s
Senior VPProgram s
VP Research VP Engineering VP M anufacturing VP M arketing
Senior VPOperations
PresidentCEO
The Matrix Structure
• Makes specialized, functional knowledge available to all projects
• Use people flexibly• Maintains consistency by forcing
communication between managers
• Recognizes and provides mechanisms for dealing with legitimate, multiple sources of power
• Can adapt to environmental changes
Advantages Can be difficult to implement Increases role ambiguity, stress,
and anxiety Performance is lowered without
power balancing between projects and functions
Makes inconsistent demands and can promote conflict and short-term crisis orientation
May reward political skills over technical skills
Disadvantages
The Matrix Structure
• Makes specialized, functional knowledge available to all projects
• Use people flexibly• Maintains consistency by forcing
communication between managers
• Recognizes and provides mechanisms for dealing with legitimate, multiple sources of power
• Can adapt to environmental changes
Advantages Can be difficult to implement Increases role ambiguity, stress,
and anxiety Performance is lowered without
power balancing between projects and functions
Makes inconsistent demands and can promote conflict and short-term crisis orientation
May reward political skills over technical skills
Disadvantages
The Process-Based Structure
Developing New Products ProcessP rocess O w n er
C ross F u n c tion a l Team M em b ers
Acquiring and Filling Custom er Orders ProcessP rocess O w n er
C ross F u n c tion a l Team M em b ers
Supporting Custom er Usage ProcessP rocess O w n er
C ross F u n c tion a l Team M em b ers
Senior M anagem ent T eamC h a ir an d K ey S u p p ort P rocess O w n ers
Process-base Structure
Team3
Team2
Team1
TopManagementTeam
Team3
Team2
Team1
Customer
Customer
ProcessOwner
ProcessOwner
Testing Product Planning
Research Market Analysis
New Product Development Process
Distrib. Material Flow
Purchasing Analysis
Procurement and Logistics Process
Characteristics of Process-Based Structures
· Processes drive structure · Work adds value· Teams are fundamental· Customers define performance· Teams are rewarded for performance· Teams are tightly linked to suppliers and customers· Team members are well informed and trained
The Process-Based Form
• Focuses resources on customer satisfaction
• Improves speed and efficiency• Adapts to environmental change
rapidly• Reduces boundaries between
departments• Increases ability to see total
work flow• Enhances employee involvement• Lowers costs dues to overhead
Can threaten middle managers and staff specialists
Requires changes in command-and-control mindsets
Duplicates scarce resources Requires new skills and
knowledge to manage lateral relationships and teams
May take longer to make decisions in teams
Can be ineffective if wrong processes are identified
Advantages Disadvantages
ExecutiveCommittee
PowerTransformers
PowerTransformers RobotsRobotsPower
Generation
PowerGeneration
GermanyGermany
U.S.AU.S.A
NorwayNorway
NationalCompanies
CEO
137 OtherNationalCompanies
137 OtherNationalCompanies
47 OtherBusiness Areas
47 OtherBusiness Areas
HYBRID STRUCTURE
• The pure types of structure rarely exist• Most are hybrids of different kinds• Common hybrid 1: functional and divisional• Common hybrid 2: functional and horizontal• Five Alive: an example of a hybrid structure
HYBRID STRUCTURE
The Strategic Choice Approach to Organization Design
Strategy menentukan struktur organisasi
DISKUSI KELOMPOK
• Product leadership• Operational excellence
• Customer intimacy
Bentuk dua tim kemudian diskusikan dalam masing-masing tim struktur organisasi di bawah ini cocok untuk strategy generic Tracy & Wiersema yang mana?:
The Divisional Organization
Chief FinancialOfficer
VP Research
Product A Manager
VP HumanResources
VP Operations VP Sales andMarketing
Product B Manager.
Product CManager
Chief ExecutiveOfficer
Struktur organisasi di atas cocok untuk strategy apa?
The Divisional Organization
Chief FinancialOfficer
VP Research
Corporate Division Manager
VP HumanResources
VP Operations VP Sales andMarketing
Retail DivisionManager.
..DivisionManager
Chief ExecutiveOfficer
Struktur organisasi di atas cocok untuk strategy apa?