PERANCANGAN ORGANISASI

IEG3G2
Program Studi Teknik Industri
Fakultas Rekayasa Industri
Telkom University

REVIEW
Rabu, 10 Desember 2014
Referensi:
Gareth R. Jones
Organizational Theory, Design and Change
5th edition, 2007

DISAIN ORGANISASI
Tetapkan tujuan organisasi (Visi & Misi)
Organizational Role
Differentiation
- Subunits: Functions & Divisions
- Vertical & Horizontal Differentiation
Balancing differentiation & integration
Balancing Centralization & Decentralization
Balancing Standardization & Mutual Adjustment
Mechanistic & Organic Organizational Structure

ORGANIZATIONAL ROLES
Set of task-related behaviors required of a person by his
or her position in an organization
As the division of labor increases, managers specialize in
some roles and hire people to specialize in others
Specialization allows people to develop their individual
abilities and knowledge within their specific role

Organizational structure is based on a system of

interlocking roles

Authority: the power to hold people accountable for

their actions and to make decisions concerning the
use of organizational resources

Control: the ability to coordinate and motivate

people to work in the organizations interests

SUBUNITS: FUNCTIONS AND

DIVISIONS

Function: a subunit composed of a

group of people, working together, who
possess similar skills or use the same kind
of knowledge, tools, or techniques to
perform their jobs
Division: a subunit that consists of a
collection of functions or departments
that share responsibility for producing a
particular good or service
Organizational complexity: the number
of different functions and divisions
possessed by an organization

Degree of differentiation

FUNCTION TYPES
Support functions: facilitate an organizations control
of its relations with its environment and its
stakeholders

Production functions: manage and improve the

efficiency of an organizations conversion processes
so that more value is created

Purchasing, sales and marketing, public relations, and

legal affairs

Production operations, production control, and quality

control

FUNCTION TYPES (CONT.)

Maintenance functions: enable an organization to
keep its departments in operation

Adaptive functions: allow an organization to

adjust to changes in the environment

Research and development, market research, and

long-range planning

Managerial functions: facilitate the control and

coordination of activities within and among
departments

Personnel, engineering, and janitorial services

Acquisition of, investment in, and control of

resources

VERTICAL AND HORIZONTAL

DIFFERENTIATION
Hierarchy: a classification of people according
to their relative authority and rank
Vertical differentiation: the way an organization
designs its hierarchy of authority and creates
reporting relationships to link organizational roles
and subunits

Horizontal differentiation: the way an

organization groups organizational tasks into
roles and roles into subunits (functions and
divisions)

Establishes the distribution authority between levels

Roles differentiated according to their main task

responsibilities

FIGURE 4.3: ORGANIZATIONAL CHART

OF THE B.A.R. AND GRILLE

FIGURE 4.4: ORGANIZATIONAL DESIGN

CHALLENGES

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BALANCING DIFFERENTIATION AND

INTEGRATION

Horizontal differentiation is supposed to enable people to

specialize and become more productive

Specialization often limits communication between subunits

People develop subunit orientation

Subunit orientation: a tendency to view ones role in

the organization strictly from the perspective of the
time frame, goals, and interpersonal orientations of
ones subunit

When subunit orientation occurs, communication fails and

coordination becomes difficult

Integration: the process of coordinating various tasks, functions,

and divisions so that they work together and not at crosspurposes
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TYPES OF INTEGRATION MECHANISMS

Hierarchy of authority: dictates who reports to

whom

Direct contact: managers meet face to face to

coordinate activities

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Problematic that a manager in one function has no

authority over a manager in another

Liaison roles: a specific manager is given

responsibility for coordinating with managers from
other subunits on behalf of their subunits

TYPES OF INTEGRATION
MECHANISMS (CONT.)
Task force: managers meet in temporary committees
to coordinate cross-functional activities

Teams: a permanent task force used to deal with

ongoing strategic or administrative issues

Integrating role: a new, full-time role established to

improve communications between divisions

Focused on company-wide integration

Integrating department: a new department intended

to coordinate the activities of functions or divisions

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Task force members responsible for taking coordinating

solutions back to their respective functions for further
input and approval

Created when many employees enact integrating roles

BALANCING DIFFERENTIATION AND

INTEGRATION
Managers facing the challenge of deciding how
and how much to differentiate and integrate must:

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Carefully guide the process of differentiation so that it

develops the core competences that give the
organization a competitive advantage
Carefully integrate the organization by choosing
appropriate integrating mechanisms that allow
subunits to cooperate and that build up the
organizations core competences

BALANCING CENTRALIZATION AND

DECENTRALIZATION
Centralized organization: the authority to make
important decisions is retained by top level managers
Top managers able to coordinate activities to keep the
organization focused on its goals

Decentralized organization: the authority to make

important decisions is delegated to managers at all
levels in the hierarchy
Promotes flexibility and responsiveness

Ideal balance entails:

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Enabling middle and lower managers who are at the

scene of the action to make important decisions
Allowing top managers to focus on long-term strategy
making

BALANCING STANDARDIZATION AND

MUTUAL ADJUSTMENT
Standardization: conformity to specific
models or examples that are considered
proper in a given situation
Defined by rules and norms

Mutual adjustment: the process through

which people use their judgment rather than
standardized rules to address problems,
guide decision making, and promote
coordination
Formalization: the use of rules and
procedures to standardize operations
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BALANCING STANDARDIZATION AND

MUTUAL ADJUSTMENT (CONT.)
Socialization: Understood Norms

Rules: formal, written statement that specify the

appropriate means for reaching desired goals
Norms: standards or styles of behavior that are
considered typical for a group of people
May arise informally
External rules may become internalized norms

Socialization: the process by which organizational

members learn the norms of an organization and
internalize these unwritten rules of conduct

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STANDARDIZATION VERSUS
MUTUAL ADJUSTMENT
Challenge facing managers is:
To find a way of using rules and norms to standardize
behavior, and
to allow for mutual adjustment to give managers
opportunity to discover new and better ways to achieve
goals

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MECHANISTIC AND ORGANIC

ORGANIZATIONAL STRUCTURES
Mechanistic structures: designed to induce people to
behave in predictable, accountable ways
Decision-making authority is centralized
Subordinates are closely supervised
Information flows mainly in a vertical direction along a
clearly defined path
Hierarchy principal integrating mechanism
Tasks and roles coordinated primarily through
standardization and formal written rules
Best suited to organizations that face stable,
unchanging environments

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MECHANISTIC AND ORGANIC

ORGANIZATIONAL STRUCTURES
(CONT.)

Organic structures: structures that promote flexibility,

so people initiate change and can adapt quickly to
changing conditions

Decision making distributed throughout the

hierarchy
Coordination is achieved through mutual
adjustments
Status conferred by ability to provide
creative leadership
Encourages innovative behavior
Suited to dynamic environments
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FIGURE 4.6: HOW THE DESIGN CHALLENGES RESULT

IN MECHANISTIC AND ORGANIC STRUCTURES

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FIGURE 4.7: TASK AND ROLE

RELATIONSHIPS

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FIGURE 4.10: RELATIONSHIP BETWEEN

ENVIRONMENTAL UNCERTAINTY AND STRUCTURE

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PERUBAHAN ORGANISASI
Suatu proses dimana organisasi
bergerak dari kondisi yang ada saat ini
berubah sesuai dengan keinginan
yang ingin dicapai di masa depan
guna meningkatkan efektivitas
organisasi tsb.
Lingkungan organisasi terus menerus
berubah dan organisasi harus
beradaptasi terhadap perubahan tsb
untuk tetap dapat survive (bertahan).

TARGET PERUBAHAN ORGANISASI

Perubahan organisasi merupakan hal yg
normal untuk meningkatkan efektivitas pada
satu atau lebih dari 4 level, yaitu:
1. Human Resources
2. Functional Resources
3. Technological Capabilities
4. Organizational Capabilities

FAKTOR PERUBAHAN ORGANISASI

Hasil analisis Existing Organisasi:
- Identifikasi hal-hal yang membuat
organisasi berjalan kurang efektif
Tujuan organisasi berubah/berkembang
Adanya tututan global/tekanan perubahan
lingkungan:
1. Competitive forces
2. Economic, political, & global forces
3. Demographic & social forces
4. Ethical forces

RESISTANCES TO CHANGE
Organizational Level

Group Level

- Structure

- Norms

- Culture
- Strategy

- Cohesiveness
- Groupthink

Functional Level
- Differences in Subunit
Orientation
- Power & Cinflict

Individual Level
- Cognitive Biases
- Uncertainty & Insecurity
- Selective Perception &
Retention
- Habit

SPAN OF CONTROL & CHAIN OF

COMMAND
Span of Control
Sejumlah subordinates yang dikelola
langsung oleh manajer.

Chain of Command
Sistem hubungan laporan secara hirarki
dalam suatu organisasi.
Hirarki merupakan suatu klasifikasi
individu berdasarkan pada otoritas &
pangkat