Personal Mystery Mental Model Shared Vision Team Learning

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Struktur Organisasi dan Perkembangannya
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Elements of Organizations

• Social entities composed of people and groups
  of people
• Goal-directed exist for a purpose trying to
  achieve an end or mission
• Deliberately structured activity systems tasks
  are subdivided into separate departments
• Identifiable boundary which elements are inside
  or outside of organization, distinct membership
  commitment in return for money, prestige or gain

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Organizational Structure

• Organizational structure specifies the firms
  formal reporting relationships, procedures,
  controls, and authority and decision-making
  processes.
• It is critical to match organizational structure
  to the firms strategy. Chandlers comment
  Structure follows strategy needs to be balanced
  with dynamic nature of strategy.

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The inherent tension in corporate structure

• Structural stability provides the capacity
• required to consistently and predictably manage
  the firms daily work routines
• Structural flexibility provides the opportunity
  to
• explore competitive possibilities
• allocate resources to activities that shape
  competitive advantages needed by the firm

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ORGANISASI MEKANIK, ORGANIK DAN BIROKRATIK
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KARAKTERISTIK BIROKRASI IDEAL DARI WEBER

• Pembagian tugas secara tegas
• Hierarki jelas
• Seleksi berdasarkan kualifikasi teknis
• Gaji tetap
• Merupakan pekerjaan utama
• Promosi berdasar senioritas atau prestasi dan
  tergantung pada penilaian atasan
• Pemisahan antara pemilik dan pekerja
• Aturan umum yang mengikat pegawai

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BERBAGAI TIPE STRUKTUR

• (1) STRUKTUR SEDERHANA
• (2) STRUKTUR FUNGSIONAL
• (3) STRUKTUR MULTIDIVIDIONAL
• (4) STRUKTUR MATRIKS
• (5) STRUKTUR HIBRIDA
• (6) STRUKTUR JARINGAN (NETWORK)

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STRUKTUR SEDERHANA

• Biasanya terjadi pada organisasi yang baru
  dibentuk (misalnya usaha wiraswasta yang baru
  dimulai) atau organisasi yang memang sengaja
  dibuat kecil (mis. tempat praktek dokter).
  Tingkat diferensiasi dan kompleksitas RENDAH.

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STRUKTUR FUNGSIONAL

• Ketika struktur sederhana tidak lagi mencukupi,
  ketika organisasi berkembang dengan tugas-tugas
  yang semakin kompleks, maka biasanya dibentuk
  struktur FUNGSIONAL.
• Fungsi atau Tugas-tugas yang sama dikelompokkan
  menjadi satu. Misalnya, perusahaan manufaktur

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BAGAN STRUKTUR FUNGSIONAL
GENERAL MANAGER
MANUFACTURING
PURCHASING
ACC. FIN
ENGINEERING
MARKETING
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Matching Structure and Strategy

• Different forms of the functional organizational
  structure are matched to
• cost leadership strategy
• differentiation strategy
• differences in these forms can be seen in
  important structural characteristics

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Structure for _________ Strategy
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Structure for _________ Strategy
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Strategy and Structure Growth Pattern
Multidivisional Structure
Efficient implementation of formulated strategy
Efficient implementation of formulated strategy
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The importance of the m-form

• Williamson (1985) wrote
• The most significant organizational innovation
  of the twentieth century was the development in
  the 1920s of the multidivisional structure."

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Multidivisional Structure

• Each division is operated as a separate business
• Appropriate for related-diversified businesses
• Key task of corporate managers is exploiting
  synergies among divisions

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The example of General Motors
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Three Variations of the Multidivisional Structure
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Strategy and Structure Growth Pattern
Multidivisional Structure

• Three major benefits
• corporate officers able to more accurately
  monitor the performance of each business, which
  simplifies the problem of control
• facilitates comparisons between divisions, which
  improves the resource allocation process
• stimulates managers of poorly performing
  divisions to look for ways of improving
  performance

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Strategy and Structure Growth Pattern
Multidivisional Structure

• Strategic control
• operating divisions
• each division is separate business or profit
  center
• Top corporate officer delegates responsibilities
  to division managers
• for day-to-day operations
• for business-unit strategy
• Appropriate when the firm grows through
  diversification

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Dasar Kompetisi
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MIGRASI PEMIKIRAN DAN PRAKTEK EKONOMI/BISNIS DUNIA
Rigid Business system known as Value Chain
(equity link)
Corporate function
Network function with key levers at hand
Manufacturing
RD
Marketing
Sales
Services
RD
Silicon Valley
Telco
bill collection

Overseas Operation
Engineering
Marketing
Customers
In Bangalore, Heyderabad
internet
The Company
Manufacturing
Services
Sales
Major Markets (Outsourced)
In Vietnam (Outsourced)
A 20th-century company
A 21st-century corporation
Kenichi Ohmae, 2000
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Perkembangan Struktur Organisasi
Organisasi Hirarkis (Vertikal)
Organisasi Datar/Flat (Horizontal)
Proy 1 Proy 2
Nucleic Organization
Ketua 1 Ketua 2
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Tren Bentuk Organisasi
PimPro 1
PimPro 2
PimPro 3
Organisasi Matriks
Organisasi Nucleic/ Inti
Organisasi Hirarkis
Organisasi Pembelajaran
Persaingan makin ketat
Perlu proses pengambilan keputusan makin cepat
Perlu Organisasi makin efisien
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LEARNING ORGANIZATION (KNOWLEDGE CREATING
ORGANIZATION)
The single greatest challenge facing managers in
the developed countries of the world is to raise
the productivity of knowledge and service
workers. This challenge, which will dominate the
management agenda for the next several decades,
will ultimately determine the competitive
performance of companies. Even more important,
it will determine the very fabric of society and
the quality of life in every industrialized
nation (Drucker, 1991)
Triarko Nurlambang Badan Kemitraan Ventura UI
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4 learning Competencies for Learning Organization
Absorption of knowledge from outside
Diffusion of knowledge within
Specialist of knowledge within
Exploitation of knowledge in products and services

• Programme and project
• Concepts of final reports and product
• Simulation of markets and processes
• Quality reviews
• Action learning
• Dialogue
• Self assessment
• Performance measurement and rewards
• Business process reengineering
• Professional feedback

• Cross-disciplinary project teams
• Using existing know-how for new products
• Market research
• Promoting knowledge (internally and externally)
• Improving products based on customer reviews
• Prototyping
• Delivery
• Breaking through learning barriers

• External professional networks
• Education
• Conferences
• Customer contacts
• Competitive analysis
• Supplier co-operation
• Acquisition
• Patents and licences
• Research
• Knowledge management
• Creative scenarios

• Assembly and use of manuals
• Regulations and procedure
• Knowledge information system
• Best Practice study
• Internal knowledge exchange
• Coaching and monitoring
• Peer assessment
• Informal networks
• Job rotation

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Learning Competencies Balanced between People and
Systems
Organic
Informal
Generalist
Innovation
People
Systems
Explicit
Programme
Continuity
Specialist
Absorption
Diffusion
Specialist
Exploration
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5 Disiplin Organisasi Pembelajaran (Learning
Organization)
Model Mental
Keahlian Pribadi
Visi Bersama
Pembelajaran Tim
Pemikiran Sistem
Peter Senge
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5 disciplines (the Fifth Discipline) as the
ingredients for a Learning Organization
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Konfigurasi Organisasi(Mintzbergs
Configurations)
Pull to lead
Strategic Top
Pull to collaborate
Pull to rationalize
Techno- structure
Support staffs
Middle Management
Operating Core (Pull to professionalize)
Pulling togetherness
Ideology
Pulling apart
Politics
Sumber ten Have, et.al, 2003
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The New Focus on "Knowledge" as a Competitive
Resource
Knowledge creation
Continuous innovation
Competitive advantage