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
Organizational Structure
• Organizational structure specifies the firm’s
formal reporting relationships, procedures,
controls, and authority and decision-making
processes.
• It is critical to match organizational structure to
the firm’s strategy. Chandler’s comment:
“Structure follows strategy” needs to be
balanced with dynamic nature of strategy.
The inherent tension in
corporate structure
• Structural stability provides the capacity
– required to consistently and predictably manage the
firm’s daily work routines
• Structural flexibility provides the opportunity to
– explore competitive possibilities
– allocate resources to activities that shape competitive
advantages needed by the firm
ORGANISASI MEKANIK, ORGANIK DAN
BIROKRATIK
KOMPLEKSITAS
FORMALISASI
SENTRALISASI
ORGANIK
RENDAH
RENDAH
RENDAH
MEKANIK
TINGGI
TINGGI
TINGGI
BIROKRATIK
TINGGI
TINGGI
RENDAH
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
BERBAGAI TIPE STRUKTUR
•
•
•
•
•
•
(1) STRUKTUR SEDERHANA
(2) STRUKTUR FUNGSIONAL
(3) STRUKTUR MULTIDIVIDIONAL
(4) STRUKTUR MATRIKS
(5) STRUKTUR HIBRIDA
(6) STRUKTUR JARINGAN (NETWORK)
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.
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
BAGAN STRUKTUR FUNGSIONAL
GENERAL MANAGER
PURCHASING
ENGINEERING
MANUFACTURING
MARKETING
ACC. & FIN
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
Structure for _________
Strategy
• Operations is main focus
• Process engineering is
•
•
•
Office of the President
emphasized over R&D
Large centralized staff
Formalized procedures
Structure is mechanical, job
roles highly structured
Engineering
Centralized Staff
Accounting
Operations
Marketing
Personnel
Structure for _________
Strategy
President and
Limited Staff
R&D
New Product
R&D
Marketing
Marketing
Operations
Finance
Human
Resources
• Marketing is the main function for tracking new product ideas
• New product R&D is emphasized
• Most functions are decentralized
• Formalization is limited to foster change and promote new ideas
• Overall structure is organic; job roles are less structured
Strategy and Structure
Growth Pattern:
Simple
Structure
Multidivisional Structure
Efficient implementation
of formulated strategy
Multidivisional
Structure
Sales GrowthCoordination and
Control Problems
Functional
Structure
Efficient
implementation
of formulated
strategy
Sales GrowthCoordination and
Control Problems
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."
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
The example of General Motors
Three Variations of the
Multidivisional Structure
Multidivisional
Structure
(M-form)
Cooperative
Form
Competitive
Form
Strategic Business-Unit
(SBU) Form
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
Dasar Kompetisi
P
E
R
DAYA
SAING
OTAK
ORGANISASI
YANG CERDAS
M
I
INOVASI
ORGANISASI
YANG INOVATIF
N
T
A
ORGANISASI YANG FLEKSIBEL
PILIHAN
FLEXIBLE
COMPANY
A
N
KUALITAS
ORGANISASI YANG
QUALITY
COMPANY
BERKUALITAS
P
A
S
ORGANISASI YANG
EFFICIENT
EFISIEN
COMPANY
BIAYA
A
R
TAHUN
60-an
70-an
80-an
90-an
2000 - an
Keberatan Program
Rigid Business system known
as Value Chain (equity link)
Corporate function
Network function with key
levers at hand
Sales Servic
es
Overseas Operation
R&D Manuf Marke
acturi ting
ng
R&D
Kenichi Ohmae, 2000
Telco
$ bill
collection
$
Engin
eering
Marke
ting
In Bangalore,
Heyderabad
The Company
Manuf
acturi
ng
In Vietnam
(Outsourced)
A 20th-century company
Silicon Valley
Custo
mers
internet
Sales Servic
es
Major Markets
(Outsourced)
A 21st-century corporation
Organisasi Hirarkis
(Vertikal)
Organisasi Datar/Flat
(Horizontal)
Proy 1
Nucleic
Organization
Ketua 1
Ketua 2
Proy 2
PimPro
1
PimPro
2
PimPro
3
Organisasi
Matriks
Organisasi
Nucleic/ Inti
Organisasi
Hirarkis
Persaingan
makin ketat
Perlu Organisasi
makin efisien
Perlu proses pengambilan
keputusan makin cepat
Organi
sasi
Pembel
ajaran
“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
Absorption
Diffusion
Specialist
Exploitation
of knowledge from
outside
of knowledge
within
of knowledge
within
of knowledge in
products and services
• 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
• 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 knowhow for new products
•Market research
• Promoting knowledge
(internally and externally)
• Improving products
based on customer
reviews
• Prototyping
• Delivery
•Breaking through
learning barriers
Organic
Informal
Generalist
Innovation
People
Systems
Programme
Absorption
Explicit
Specialist
Diffusion
Specialist
Continuity
Exploration
Model Mental
Keahlian Pribadi
Visi Bersama
Pembelajaran Tim
Peter Senge
Pemikiran Sistem
Personal
Mystery
Mental
Model
Shared
Vision
Team
System
Learning Thinking
Essences
• Being
• Generativeness
• Connective
ness
• Love of truth
• Openness
• Common
purpose
• Partnership
• Collective
intelligence
• Alignment
• Holism
•
Interconnectedn
ess
Principles
• Vision
• Creative /
emotional tension
• Sub-conscious
• Espoused
theory vs. in-use
• Ladder of
inherence
•Balance inquiry
and advocacy
• Shared vision
of individuals
• Commitment,
rather than
compliance
•
Complementary
dialogues and
discussions
• Defensive
routines
• Structure
influences
behaviour
• Policy
resistance
• Leverage
Practices
• Clarifying
personal vision
• Holding creative
tension with focus
on results and
seeing current
reality
• Making choices
• Data vs
abstractions from
data
• Testing
assumptions
• Left-hand
column
• Envisioning
through sharing
visions, listening
and free choice
• Acknowledging
current reality
• Suspending
assumptions
• Acting as
colleagues
• Surfacing own
defensiveness
• Practising
• System
archetypes
• Simulation
Konfigurasi Organisasi
(Mintzberg’s Configurations)
Pull to
lead
Strategic Top
Pull to
rationalize
Technostructure
Pull to
collaborate
Support
staffs
Middle
Management
Operating
Core
(Pull to
professionalize)
Sumber: ten Have, et.al, 2003
Ideology
Pulling
togetherness
Politics
Pulling
apart
Knowledge creation
Continuous innovation
Competitive advantage
Beberapa contoh hasil prediksi masa depan
Berdasarkan studi J.R. Mooneyham
2006 Wireless LAN
2008 Nanocomputer elements
2010 Optical cards menggantikan floppy disk
2015 Mendengarkan musik 6 hari dalam satu chip
2035 Super-jumbo jets membawa 1500 penumpang
2038 NASA mengirim orang pertama ke Mars
2050 Bertamasya ke luar angkasa
2058 Implan otak buatan meningkatkan kemampuan intelijen
2064 Otak buatan terkoneksi dengan komputer
2073 Kota bawah tanah terbangun
2087 Ekosistem di re-boot
2088 Muncul banyak spesies baru
2150 Bermunculan non-biologis yang bisa berpikir
2300 Ada kuda diangkasa
2450 Ditemukan the “United State of Earth”
2500 Pemukiman baru di Mars
• Siklus Kondratieff yang menjelaskan siklus 60 tahunan atas dasar adanya perubahan radikal
dalam teknologi sehingga menciptakan satu bentuk kehidupan baru
• Tren ketenagakerjaan dikembangkan oleh Leo A. Nefiodow) dimana sektor pertanian akan
mengalami kemunduran dan sektor jasa menjadi semakin utama
• Tren teknologi yang dikembangkan oleh Gartner (Hype Cycle) dan Moore (Moore’s Lawn 
perkembang microelectronics; dunia menjadi terkonvergensidan siklus perubahan semakin
pendek
Me Inc.
(Kita/pribadi merupakan ‘satu perusahaan’)
Edukasi (sekolah,
pelatihan, pendidikan
lanjut, hobi)
Keilmuan / ma’rifat
(intelektual, spiritual,
sosial, fisikal)
Budaya (tingkat
sosial, civilization,
agama, dll)
Visi untuk
semangat,
tubuh dan
jiwa
Kepribadian (tipe,
karakter, tingkah
laku, emosi)
Pembelajaran terus
menerus / life-long
learning (profesional,
privat)
Konsep Hidup
(semangat,tubuh,
pernikahan/hubungan
sosial, kehidupan seharihari, waktu luang, karir,
keuangan, kepribadian,
kasus khusus,
Pengalaman)
Hasrat dan tujuan
hidup
Nilai-nilai pribadi
(model, idealisme,)
Lingkungan sosial
(standar hidup, gaya
hidup, umur) )
Nilai / model kepribadian
Pengetahuan
(Pengalaman, keahlian,
kekuatan absolut, fitur
unik)
Skenario hidup
Catatan pretasi
(sertifikat, paten,
publikasi, top-class
achievements)
Pengalaman dan kompetensi pribadi
Kehidupan/ aktifitas setiap hari
Waktu Luang
Karir
Keluarga
Analisis varian
target/aktualisasi
(umpan-balik,
pengetahuan teknikal,
perilaku sosial, citra)
Hobi
Kesehatan (olah raga,
nutrisi, pandangan hidup)
Kebisaan/ Abilities
(bakat, anugerah, hobi,
soft skills)
Olah Raga
Kebutuhan hidup (teori /
Piramida Maslow)
S W
O T