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12. Struktur Organisasi

Perilaku OrganisasiPerilaku Organisasi

Fakultas EkonomiFakultas Ekonomi

Universitas PadjadjaranUniversitas PadjadjaranBandung 2004Bandung 2004

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Job DesignJob Design

Organizational designOrganizational design

Tujuan PengajaranTujuan Pengajaran

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OrganizationStructure

Pattern of jobs and groups of jobs inan organization. An important causeof individual and group behavior

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 Job Design

 The process by which managersdecide individual job tasks andauthority

OrganizationalDesign

Management decision and actions

that result in a specific organizationstructure

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Enam Unsur Utama dalamMerancang Struktur Organisasi

1. Spesialisasi Kerja

2. Departementalisasi

3. Rantai Komando

4. Rentang Kendali

5. Sentralisasi dan Desentralisasi

6. Formalisasi

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Tiga Desain Organisasi yang LazimDigunakan

1. Struktur Sederhana

2. Birokrasi

3. Struktur Matrik

Empat Desain Struktural :

1. Struktur Tim

2. Organisasi Virtual

3. Organisasi Tanpa Tapal-Batas

4. Organisasi Feminim

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Struktur Organisasi : Determinan danHasilnya

Penyebab

Strategi

Ukuran

 Teknologi

Lingkungan

DesainStruktural

Mekanistik

Organik

Kinerja

danKepuasaa

n

Diperlunakoleh

Perbedaan-perbedaan

Individu

Menentuka

n

Menimbulk

an

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Integrative Framework for OrganizationalDesign

Environmental factors

 Technicalsubenvironment

Marketsubenvironment

Productionsubenvironment

Managerialfactors

Strategicchoice

Skill

Values

Size

Key designdecision

 Job design

Departmental bases

Spans of control

Delegationof authority

Organization design

Mechanistic

Matrix

Organic

Organizationaldimensions

Formalization

Centralization

Complexity

Organizationaleffectiveness

Production

Quality

Flexibility

Efficiency

SatisfactionCompetitiveness

Development

Survival

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Conceptual Model of Job Design and Job Performance

 Taskfactors

 Jobanalysis

Humanfactors

 Technologicalfactors

 Jobdesign

Perceived job content

Individualdifference

 Jobperformance

Social Settingdifferences

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 Job Range

Number of task a person is expected to perform whiledoing a job. The more tasks required, the greater the

 job range

Range and Depth

 Job Depth

Degree of influence or discretion that an individualpossesses to choose how a job will be performed