Bab 11 Dasar / Prinsip dari Pengorganisasian

Pengorganisasian adalah Pengaturan pekerjaan dan pengalokasian pekerjaan

diantara para anggota organisasi guna mencapai tujuan dengan efisien
Pengorganisasian berarti manajer tsb mengkoordinir sumberdaya manusia
dan sbdy lainnya yang dimiliki organisasi. Semakin terpadu dan terarah
pekerjaan semakin efektif suatu organisasi.
Pengorganisasian ( untuk menciptakan struktur ) dengan
o Membagi-bagi pekerjaan
o Mengatur sumber daya
o Mengkoordinasikan aktivitas
Struktur Organisasi
Adalah system dari tugas, melaporka hubungan dan Komunkasi linkages
(Bagaimana pekerjaan dibagi-bagi dikelompokkan dan dikoordinasikan secara
formal)
Organization Chart
Mendeskripsikan pengaturan dari posisi kerja di dalam organisasi
Yang termasuk organization chart
o Division of Work = Pembagian kerja menunjukkan tanggung jawab
kerja
o Supervisory Relationships = menunjukkan siapa lapor kepada siapa
o Communication Channels = Menunjukkan formal communication flows
o Major Subunits = Pekerjaan dibagi lagi menjadi bagian bagian yang
lebih kecil
o Levels of Management = Vertical layer darimanagement di tunjukkan
Formal Struktur
Formal dalam arti para anggota berhubungan secara kedinasan yang sudah
diatur oleh tata tertib organisasi.
Informal Struktur
Non formal itu terjadinya tidaklah diatur dalam tata tertib organisasi, ia lebih
banyak bersifat kekeluargaan dan tidak tergambar dalam struktur organisasi.
o Potensial Keuntungan dari informal structurers
Membantu orang dalam menyelesaikan tugas mereka
Overcoming limits of formal structurers
Memperoleh akses untuk ke jaringan interpersonal
Pembelajaran informal
o Potensial Kerugian dari Informal Strucuturers
May work against best interests of entire organization
Susceptibility to rumor
May carry inaccurate information
May breed resistance to change
Diversion of work efforts from important objectives
Feeling of alienation by outsiders
Social Network Analysis
Adalah satu cara untuk mengidentifikasi dalam formal structurers dan cara
dalam tertanamnya social relationships
Traditional Organization Structurers
Prinsip dasar dalam pengorganisasian adalah performance itu sendiri harus di
improve ketika tugas dibagi dan orang diperbolehkan untuk menjadi ahli
dalam specific jobs. Hal ini merupakan Departmentalization. Formal team
ini akan terhubung dan menciptakan 3 type traditional organizational
strucuterers, yakni :
o Functional Structurers
Sekumpulan orang yang memiliki skills dan performing yan sama
digabungkan bersama menjadi suatu unit kerja formal. Para
membernya bekerja sesuai dengan bidangnya masing-masing. Tidak
terbatas pada bisnis. Bekerja dengan baik untuk organisasi kecil yang
memproduksi barang dan jasa dalam jumlah yang sedikit.

Advantages
Skala Ekonomi
Task Assignment konsisten dengan keahlian dan training
Penyelesaian masalah yang High Quality
Memperdalam atau lebih focus kepada training dan
pengembangan skill
Pola / jejak career yang jelas dengan fungsinya
Disadvantages
Difficulties in pinpointing responsibilities
Functional chimneys problem
Sense of cooperation and common purpose break down
Narrow view of performance objectives
Excessive upward referral of decisions
Divisional Structurers
Sekumpulan orang yang bekerja sama dalam suatu produksi atau
proses, melayani customers yang sama, dan atau yang terletak di area
yang sama atau geographic religion. Sesuatu yang sudah biasa dalam
organisasi yang kompleks. Menghindari problem yang berhubungan
dengan functional structurers

 Advantages
Lebih flexible dalam merespon perubahan lingkungan
Mengimprove koordinasi
Point tanggung jawab yang jelas
Para ahli focus pada specific customers, products and
region
Sangat mudah untuk di susun kembali
Disadvantages
Duplication of resources and efforts across divisions
Competition and poor coordination across divisions
Emphasis on divisional goals at expense of organizational
goals

Matrix Structurers

Gabungan dari
functional dan divisional untuk memperoleh keuntungan dan
meminimalkan kerugian yang ditimbulkan masing-masing structurers.
Digunakan dalam Manufacturing, service industries, professional fields,
non-profit sector, multinational coorperation.

Advantages
Kerjasama yang lebih baik dari functional
Improve Decision Making
Increased flesxibilty in restructuring
Better customer service
Better performance accountability

Improved strategic management

Disadvantages
Two-boss system is susceptible to power struggles
Two-boss system can create task confusion and conflict in
work priorities
Team meetings are time consuming
Team may develop groupitis
Increased costs due to adding team leaders to structure
Horizontal Organization Structurers
o Team Structurers
Secara extensive menggunakan permanen dan temporary teams untuk
menyelesaikan masalah, melengkapkan special project dan
menyelesaikan pekerjaan tugas sehari-hari. Sering digunakan crossfunctional team untuk membentuk dari anggota functional departemen
yang berbeda

Advantages
Eliminates difficulties with communication and decision
making
Eliminates barriers between operating departments
Improved morale
Greater sense of involvement and identification
Increased enthusiasm for work
Improved quality and speed of decision making

Disadvantages
Conflicting loyalties among members
Excessive time spent in meetings
Effective use of time depends on quality of interpersonal
relations, group dynamics, and team management
o

Network Structurers

Mengguna
kan teknologi informasi untuk menghubungkan dengan jaringan diluar
suppliers dan service contractors. Mempunyai hanya core components
dan menngunakan strategi. Beraliansi atau ourtsourcing untuk
menyediakan component lainnya

Advantages
Firms can operate with fewer full-time employees and less
complex internal systems
Reduced overhead costs and increased operating
efficiency
Permits operations across great distances
Disadvantages
Control and coordination problems may arise from
network complexity
Potential loss of control over outsourced activities
Potential lack of loyalty among infrequently used
contractors
Excessively aggressive outsourcing can be dangerous
o

Boundaryless Structurers
Mengelimanasi internal boundaries diantara subsystem dan external
boundaris dengan lingkungan external. Merupakan kombinasi dari
team dan struktur jaringan dengan tambahan dari temporariness.
Key requirements: (a) Absence of hierarchy, (b)Empowerment of team
members, (c) Technology utilization, (d) Acceptance of
impermanence. Mendukung kreatifitas, kualitas, timeliness, flexibility
dan efesiensi. Sharing pengetahuan merupakan tujuan dan esensi
komponen

Virtual Organization
Spesial form dari Boundaryless organization. Operates in a shifting
network of external alliances that are engaged as needed, using IT and
the Internet
Organizational Designs
Proses dalam membuat struktur yang akan menyelesaikan misi dan
objective. Aktivitas menyelesaikan masalah yang seharusnya di lakukan
pendekatan dari sudut pandang kontingensi
o Bureaucracy (contingency)
A form of organization based on logic, order, and the legitimate use of
formal authority. Bureaucratic designs feature: (a) Clear-cut division of
labor , (b) Strict hierarchy of authority, (d) Formal rules and procedures
, (e) Promotion based on competency
o Environment determines the most appropriate design
Mechanistic designs work in a stable environment
Organic designs work in a rapidly changing and uncertain
environment
Adaptive organizations operate with a minimum of
bureaucratic feature and encourage worker empowerment
and teamwork
o

Mechanistic Designs

Organic Designs

Predictable goals
Centralized authority
Many rules and
procedures
Narrow spans of control
Specialized tasks
Few teams and task
forces
Formal and impersonal
means of coordination

Adaptable goals
Decentralized authority
Few rules and
procedures
Wide spans of control
Shared tasks
Many teams and task
forces
Informal and personal
means of coordination

Contemporary organizing trends include:

Fewer levels of management

Shorter chains of command
Less unity of command

Wider spans of control

More delegation and empowerment
Decentralization with centralization
Reduced use of staff

Shorter chains of command

The line of authority

that vertically links all persons with successively higher levels of management

Organizing trend:
Organizations are being streamlined by cutting unnecessary levels of management

Flatter structures
are viewed as a competitive advantage

Less unity ofcommand

Each person in an organization should report to one and only one supervisor

Organizing trend:

Organizations are using more cross-functional teams, task forces, and horizontal structures
Organizations are becoming more customer conscious

Employees often find themselves working for more than one boss

Wider spans of control

The number of persons directly reporting to a manager

Organizing trend:

Many organizations are shifting to wider spans of control as levels of management

are eliminated

Managers have responsibility for a larger number of subordinates who operate with
less direct supervision

More delegation
and empowerment

A common management failure is unwillingness to delegate

Delegation
leads to empowerment

Organizing trend:

Managers
are delegating
and finding more ways to empower people at all
o More
delegation more
and empowerment
levels
Delegation is the process distributing and entrusting work to

other persons
The manager assigns responsibility, grants authority to act, and
creates accountability
Authority should be commensurate with responsibility
Three Step in Delegations

Assign
responsibility
explain
task and
expectations
o

Grant authority
allow others to
make decisions and
act

Desentralisasi dan Sentralisasi

Centralization is
the concentration
of authority for
making most
decisions at the
top levels of the
organization

Create
accountability
require others to
report back on
results

Decentralization is
the dispersion of
authority to make
decisions throughout
all levels of the
organization

Decentralization with centralization

Centralization and decentralization not an either/or choice

Organizing trend:

Delegation, empowerment, and horizontal structures contribute to more

decentralization in organizations
Advances in information technology allow for the retention of centralized control

Reduced use of staff

Staff positions provide technical expertise for other parts of the organization
Line andstaff managers may disagree over staff authority
Advisory authority
Functional
authority
No one best solution for dividing line-staff responsibilities

Organizing trend:

Organizations are reducing staff size

Organizations are seeking increased operating efficiency by employing fewer staff
personnel and smaller staff units