Dony Eko Prasetyo, S.IP.
Edukasi:
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S1 : Departemen Hubungan Internasional, FISIP, Universitas Airlangga
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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:
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Lecturer assistance in Indonesia Foreign Affairs subject and Geopolitics and
geostrategic subject (2006 – 2007)
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Senior Merchandiser, PT. Eratex Djaja, Tbk. (2007 – 2009)
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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
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Mata kuliah wajib (MKB)
Total kredit: 6 SKS
Dosen-dosen pengampu
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Evi Silvana Muchsinati, SE., Msi
Dony Eko Prasetyo, S.IP.
Silabus bisa di download di
http://donyekoprasetyo.wordpress.com/mat
eri-kuliah/msdm-iii/
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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
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Pra UTS diampu oleh Dony Eko Prasetyo,
S.IP.
Pasca UTS diampu oleh Evi Silvana
Muchsinati, SE., Msi
Waktu toleransi telat : 15 menit
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Individual Task
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Setiap mahasiswa diharuskan membuat ‘review’ chapter yang akan
dibahas di kelas
Group Task
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Akan ada presentasi kelompok, diharapkan setiap kelompok mencari medium
scale business dan melakukan analisa berdasar topik sesuai silabus
Big Task
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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
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Latar belakang
Masalah
Tinjauan pustaka
Pembahasan
Solusi
Kesimpulan
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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
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Large & Small
Manufacturing & Service
Profit & Non-Profit
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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
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Open Systems vs close system
Organizational Configuration
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Technical Core
Technical Support
Administrative Support
Top Management
Middle Management
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Top
Management
Technical
Support
Middle
Management
Administrative
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
Transformation
Raw Materials
People
Information
resources
Financial
resources
Input
Subsystems
Boundary
Spanning
Output
Products
and
Services
Process
Production,
Maintenance,
Adaptation,
Management
Boundary
Spanning
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Structural Dimensions
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Contextual Dimensions
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Formalization
Specialization
Hierarchy of Authority
Centralization
Professionalism
Personnel Ratios
Size
Organizational Technology
Environment
Goals and Strategy
Culture
Performance and Effectiveness Outcomes
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Efficiency vs effectiveness
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Goals and
Strategy
Environment
Culture
Size
Structure
1.
2.
3.
4.
5.
6.
Technology
Formalization
Specialization
Hierarchy of Authority
Centralization
Professionalism
Personnel Ratios
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Historical Perspectives
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Contemporary Organization Design
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Efficiency is Everything
How to Get Organized  administration  bureaucratic
What About People  not the concern
Environment also not the concern
The Environment for today’s 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
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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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Natural System Design
Mechanical System Design
Vertical
Structure
Routine
Tasks
Formal
Systems
Horizontal
Structure
Rigid
Culture
Competitive
Strategy
Organizational Change
in the Service of
Performance
Empowered
Roles
Shared
Information
Adaptive
Culture
Collaborative
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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