STRUKTUR BIROKRASI

8/3/2019 STRUKTUR BIROKRASI

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Organizational transformations:

Birth, Growth, Decline and Death


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A Model of the Organizational Life

Cycle


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Organizational birth

Organizational birth, the founding of an

organization, is a dangerous stage of the life

cycle and associated with the greatest chance

of failure. The failure rate is high because new

organizations experience the liability of

newness -the dangers associated with being

the first to oprate in a new environment. Thisliability is great for several reasons.


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Organozational Growth

Organozational Growth is the life cycle stage in

which organizations develop value-creation

skills and competences that allow them to

acquire additional resources.


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Organizational decline

Organizational decline is the life cycle stage that

an organization enters when it fails to

anticipate, recognize, avoid, neutralize, or

adapt to external or internal pressures that

threaten its long-term survival.


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Weitzel and jonssons Model of

Organizational Declibe


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Stage 1: Blinded

In the blinded stage, the fisrt decline stage

identified by witzel and jonsson,

organizational are unable to recognize the

internal or external forces and problems that

theaten their long-term survival.


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Stage 2: Inaction

If an organization does not realize it is in trouble

in the blinded stage., its decline advances to

the inaction stage. In this stage, despite clear

signs of deteriorating performance such as

falling sales or prfits, top managres make little

attempt to correct problems.


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Stage 3: Faulty Action

If managers fail to halt decline at the inaction

stage, the organization moves into the faulty

action stage. Problems continue to multiply

despite corrective action. Managres may have

made the wrong decision because of conflict

in the top-management team, or they may

have changed too little too late because theyferaed that a major reorganization might do

more harm that good.


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Stage 4: Crisis

By the time the crisis stage has arrived, only

radical top-down cahnges to an organizations

strategy and structure can stop a companys

rapid decline and increase its chances of

survival. An organization in the crisis stage has

reached a critical point in its history, and the

only or recovery is a major reoragnization thatwill very likely change the very nature of its

culture forever.


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Stage 5: Dissolution

When an organization reaches the dissolution

stage, it cannot recover, and decline is

irreversible. At this point, the organization has

lost the support of its stakeholders, and its

access to resources shrivels as its reputation

and markets disappear. Perhaps sharper image

has reached this point.


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Managerial Implications

1. To prevent the onest of organizational decline,

continually analyze the organizations structuter to

pinpoint any sources of inertia may have emerged

as your organization has grown and differentiated.

2. Continually analyze the envuronment, and the niche

or niches that your organization occupies, to

identify changes in the amount or distribution of

resources.


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3. Recognize that because you are a part of the

organization, it may be difficult for you to identify

internal or external problems. Call on other

maangers, members of the board of directors andoutside consultants to analyze the oragnizations

current situation of stage of dicline.


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4. If you are the founder of the business, always keep

in mind that yopu have a duty to your stakeholders

to maximize the cahnces of your organizations

survival and success. Be prepared to step aside andrelinquish control if new leadership is required.


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Designing Organizational Structure:Specialization and Coordination


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The principle issue in organizational design isaddressed:

how to group and coordinate tasks to create a

division of labor that increase efficiency and

effectiveness and increases organizational

performance.

Learning Objectives


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FUNCTIONAL STRUCTURE

Groups people together

on the basis of common

skills and expertise or use

the same resources

A Role

Start of specialization and

horizontal differentiationFunctional

Structure


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ProductionProduction

RoleRole

RoleRole

RoleRole

RoleRole

Skills & Ability

improve

As Functions

Specialized


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Director

Manager

Staff Staff

Manager

Staff

Different functions emerge as

an organization responds to

increasingly complex taskrequirement


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Advantage of a Functional Structure

1. It provide people with the opportunity to learn

from one another and become more specializedand productive

2. They can learn the most efficient techniques for

performing a task or the best way to solve

problems, from one another3. The most skilled employees are given

responsibility to train new recruits and they are

the people who are promoted become supervisor

and managers4. People in a function who work closely with each

other extended time periods develop norms and

value that allow them to become more effective

at what they do


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Control Problems in a Functional Structure

Operator

Manager

Director

As an organization continues to grow

and differentiate, functional structure

creates new problems

For example: More customers perceive value


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