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12.

Struktur Organisasi
Perilaku Organisasi
Fakultas Ekonomi
Universitas Padjadjaran
Bandung 2004

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Tujuan Pengajaran

 Job Design
 Organizational design

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Organization Structure

Pattern of jobs and groups of jobs in an


organization. An important cause of
individual and group behavior

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Job Design

The process by which managers decide


individual job tasks and authority

Organizational Design

Management decision and actions that


result in a specific organization structure

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Enam Unsur Utama dalam Merancang
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 Lazim Digunakan
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 dan Hasilnya

Penyebab
Penyebab
Strategi
 Strategi Desain
Desain
Struktural
Ukuran
 Menentukan Struktural Menimbulkan Kinerja dan
Ukuran Kinerja dan
Mekanistik
 Mekanistik Kepuasaan
Kepuasaan
Teknologi
 Teknologi
Organik
 Organik
Lingkungan
 Lingkungan

Diperlunak
Diperlunak oleh
oleh
Perbedaan-
Perbedaan-
perbedaan
perbedaan
Individu
Individu
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Enam pertanyaan utama yang perlu dijawab para
manajer dalam merancang Struktur Organisasi
Jawaban
No Pertanyaan Utama
Diberikan Oleh
1. Sampai Tingkat manakah tugas-tugas dibagi ke Spesialisasi kerja
dalam pekerjaan-pekerjaan yang terpisah?
2. Atas dasar apakah pekerjaan-pekerjaan akan Departementalisasi
dikelompokkan?
3. Kepada siapakah individu dan kelompok melapor? Rantai Komando
4. Berapa jumlah individu sebenarnya yang dapat Rentang Kendali
diarahkan oleh seorang manajer secara efektif
dan efisien?
5. Dimana letak wewenang pengambilan keputusan? Sentralisasi dan
Desentralisasi
6. Sampai tingkat manakah ada aturan dan Formalisasi
pengaturan untuk mengarahkan karyawan dan
manajer? 8
Integrative Framework for Organizational Design

Environmental
factors
Technical
subenvironment
Market
subenvironment Organizational
Key design Organization Organizational effectiveness
Production
decision design dimensions Production
subenvironment
Job design Mechanistic Formalization Quality
Departmental Matrix Centralization Flexibility
Size bases
Organic Complexity Efficiency
Spans of
control Satisfaction
Managerial Delegation of Competitiveness
factors authority
Development
Strategic choice
Survival
Skill
Values

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Conceptual Model of Job Design and Job Performance

Technological Social Setting


factors differences

Task Job Job Perceived Job


factors analysis design job content performance

Human Individual
factors difference

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Range and Depth

Job Range
Number of task a person is expected to perform while doing a
job. The more tasks required, the greater the job range

Job Depth
Degree of influence or discretion that an individual possesses
to choose how a job will be performed

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Job Depth and Range: Differences in Selected Jobs

College professors College presidents


High
Hospital anesthesiologists Hospital chiefs of surgery

Business packing machine Business research scientists


Job Depth

mechanics
College instructors College department chairpersons

Hospital bookkeepers Hospital nurses

Business assembly-line workers Business maintenance repair


Low workers

Job Range
Low High
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Job relationships

Interpersonal relationships required or made possible on the job

Job rotation

Practice of moving individuals from job to job to reduce potential


boredom and increase potential motivation and performance

Job enlargement

Practice of increasing the number of tasks for which an individual


is responsible. Increase job range, but not depth

Job Enrichment

Practice of increasing discretion individual can use to select


activities and outcomes. Increase job depth and accordingly fulfills
growth and autonomy needs
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Techniques of job redesign
 Underspecialization
- Work simplification
- Reenggineering
 Overspecialization
- Job rotation
- Job enlargement
- Job enrichment
- Autonomous work teams

Source: Wherther & Davis 14


Job Design To Increase
Motivation
 The Job Characteristics Model
 Job Enrichment
 Job Rotation
 Work at home
 Flexible hours

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Source: De Cenzo & Robbins
Job characteristic Model
Core Job Individual work
Critical psychological states
Characteristic outcomes

Skill variety Experienced meaningfulness High intrinsic work


Task identity of the work motivation
Task significance

Experienced responsibility High-quality work


Autonomy
for outcomes of the work performance

Feedback Knowledge of actual result High satisfaction


of the work with the work

Low absenteeism
and turnover
Moderators
·  Growth need strength
·  Knowledge and skill
·  “Context” satisfactions 16

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