Dony Eko Prasetyo, S.IP.

Edukasi:
S1 : Departemen Hubungan Internasional, FISIP, Universitas Airlangga
S2 : Sedang menyelesaikan Program Magister Management, majoring HRM,
Fakultas Ekonomi, Universitas Airlangga
Peminatan Study:
Politik Luar Negeri, Bisnis Internasional, Ekonomi Politik Internasional,
Organization Behaviour, Manajemen Lintas Budaya
Work experience:
Lecturer assistance in Indonesia Foreign Affairs subject and Geopolitics and
geostrategic subject (2006 2007)
Senior Merchandiser, PT. Eratex Djaja, Tbk. (2007 2009)
Outsourcing Staff in Cooperation Division Surabaya City Government, sub
division foreign affairs (2009 2010)
Contact details:
Email: dony.eko.prasetyo@gmail.com
dony_eko_prasetyo@yahoo.com
YM: donyekoprasetyo; dony_eko_prasetyo
Skype: dony_eko_prasetyo
 Mata kuliah wajib (MKB)
Total kredit: 6 SKS
Dosen-dosen pengampu
Evi Silvana Muchsinati, SE., Msi
Dony Eko Prasetyo, S.IP.
Silabus bisa di download di
http://donyekoprasetyo.wordpress.com/mat
eri-kuliah/msdm-iii/
 Daft, Richard L., 2007, Understanding The Theory
and Design of Organization, 9th ed, Thomson
Learning.
Dessler, Gary, 2008, Human Resources
Management, 10th ed, Prentice Hall.
Mondy & Noe (2008), Human Resource
Management, Tenth Edition, Pearson International
Edition.
Dreher, George and Thomas Dougherty, (2001),
Human Resource Strategy: A Behavioral Perspective
for the General Manager, 1st Ed, Mc Graw Hill
Kotler,P, (2006) Marketing, Prentice Hall
 Pra UTS diampu oleh Dony Eko Prasetyo,
S.IP.
Pasca UTS diampu oleh Evi Silvana
Muchsinati, SE., Msi
Waktu toleransi telat : 15 menit
 Individual Task
Setiap mahasiswa diharuskan membuat review chapter yang akan
dibahas di kelas
Group Task
Akan ada presentasi kelompok, diharapkan setiap kelompok mencari medium
scale business dan melakukan analisa berdasar topik sesuai silabus
Big Task
Setiap mahasiswa diwajibkan untuk mencari satu perusahaan kelas
menengah dan kemudian menganalisisnya secara mendalam
dengan memilih salah satu topik yang ada dalam pertemuan,
laporan akan dipresentasikan pada pertemuan 23-28. format
laporan
Latar belakang
Masalah
Tinjauan pustaka
Pembahasan
Solusi
Kesimpulan
 Ini ceritera tentang empat orang yang
bernama:
Everybody, Somebody, Anybody dan Nobody.
Ada satu tugas penting yang harus dikerjakan
dan Everybody diminta untuk
mengerjakannya. Everybody yakin bahwa
Somebody akan mengerjakannya. Sebetulnya
Anybody dapat mengerjakannya, tetapi
Nobody yang mengerjakannya. Somebody
marah sebab itu tugas Everybody. Everybody
pikir bahwa Anybody dapat mengerjakannya,
tetapi Nobody sadar bahwa Everybody tidak
akan mengerjakannya. Akhirnya, Everybody
menyalahkan Somebody yang sebetulnya
Nobody diminta oleh Anybody.
Social Entities that are Goal Directed,
with Deliberately Structured,
Coordinated Activity Systems, and with
a link to the External Environment
 Large & Small
Manufacturing & Service
Profit & Non-Profit
 Create value for owners, customers and employees
Bring together resources to achieve desired goals
Use modern manufacturing and innovative
technologies produce goods and services efficiently
Adapt to and influence a changing Environment and
Globalization
Accommodate the challenges of Diversity, Ethics,
and the motivation and coordination of employees
 Open Systems vs close system
Organizational Configuration
Technical Core
Technical Support
Administrative Support
Top Management
Middle Management

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 Top
Management

Technical Middle Administrative

Support Management Support

Technical Core

Source: Based on Henry Mintzberg, The Structuring of Organizations (Englewood Cliffs, N. J.: Prentice-Hall, 1979) 215-297;
and Henry Mintzberg, Organization Design: Fashion or Fit? Harvard Business Review 59 (Jan. Feb. 1981): 103-116.

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Environment

Raw Materials Transformation

People
Information Products
resources Input Output and
Financial Services
resources
Process

Production,
Boundary Boundary
Subsystems Spanning
Maintenance,
Spanning
Adaptation,
Management

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 Structural Dimensions
Formalization
Specialization
Hierarchy of Authority
Centralization
Professionalism
Personnel Ratios
Contextual Dimensions
Size
Organizational Technology
Environment
Goals and Strategy
Culture
Performance and Effectiveness Outcomes
Efficiency vs effectiveness

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 Goals and
Strategy
Environment Size

Culture Technology
Structure
1. Formalization
2. Specialization
3. Hierarchy of Authority
4. Centralization
5. Professionalism
6. Personnel Ratios

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 Historical Perspectives
Efficiency is Everything
How to Get Organized administration bureaucratic
What About People not the concern
Environment also not the concern
Contemporary Organization Design
The Environment for todays companies is anything but stable.
Many Organizations are shifting to Flexible, Decentralized
Structures that emphasize Horizontal Collaboration and widespread
Information Sharing.
Efficient Performance versus the Learning Organization
From Vertical to Horizontal Structure
From Routine Tasks to Empowered Roles
From Formal Control Systems to Shared Information
From Competitive to Collaborative Strategy
From Rigid to Adaptive Culture
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 Mechanical System Design Natural System Design

Vertical Horizontal
Structure Structure

Routine Rigid Organizational Change Empowered Adaptive

Tasks Culture in the Service of Roles Culture
Performance

Formal Competitive Shared

Collaborative
Systems Strategy Information Strategy

Stable Environment Turbulent Environment

Efficient Performance Learning Organization

Source: Adapted from David K. Hurst, Crisis and Renewal: Meeting the Challenge of Organizational Change (Boston, Mass.: Harvard Business School)

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