12/06/2014 · 12/06/2014 1 MANAGING: A COMPETENCY ... Describe four types of horizontal ... dengan...

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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


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


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.


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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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.”


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)


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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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.”


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


Vertical Design: Membangun blok untukpencapian Yang efektif.

Establish goalsand standards

Ensure clarity

Involvement Expect completedwork

Provide training Timely feedback

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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


Cost ofdecisions

Desire for uniformityof policy

Environmentalinfluences that

requireuniformity

Competencylevels of

managers andemployees

Need forformal controlmechanisms


Majortypes

Functionaldesign

Productdesign

Networkdesign

Geographicaldesign

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Grouping managers and employeesaccording to their areas of expertiseand the resources they use toperform their jobs


CEO

GeneralCounsel

ChiefFinancialOfficer

ChiefOperating

OfficerTreasurer

FinancialServices

StrategicPlanning

StylingOfficer

HumanResources


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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All functions that contribute to aproduct are organized under onemanager

Divides the organization into self-contained units


AviationServices

InformationSystems &Technology

MarineSystems

Aerospace

LandSystems

ArmamentSystems

Ordinance& Tactical

Systems

BathIron

Works

ElectricBoat

Chairman & ChiefExecutive Officer

CombatSystems


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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Organizes activities around location

Helps to develop competitive advantage ineach region according to that area’scustomers, competitors, and other factors


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


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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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


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


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


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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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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