PERANCANGAN SISTEM
MANAJEMEN
DIDIEN SUHARDINI
13-Jun-11
1
Perancangan apa yang dilakukan TI?
Sistem
Terintegrasi
Sistem Industrial
(Sistem
Manufaktur)
Sistem Aktivitas
Insani
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Sistem
Pengendalian
Manajemen
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Sistem Aktivitas Insani
Berkaitan dengan berbagai aspek fisik tempat
kerja dimana aktivitas insani terjadi:
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Proses Manufaktur
Material dan semua sumber daya lainnya
Mesin dan peralatan
Metode yang dilakukan pekerja dalam
melaksanakan tugas
Tata letak fasilitas dan spesifikasi aliran material
Peralatan dan prosedur Material Handling
Perancangan Tempat kerja
Ruang Penyimpanan, perancangan dan lokasi.
Prosedur untuk pemeliharaan dan rumah tangga
Prosedur keamanan
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Sistem Pengendalian Manajemen
Berkaitan dengan proses dan prosedur yang
berhubungan dengan perencanaan, pengukuran
dan pengendalaian semua aktivitas di dalam
organisasi:
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Sistem Perencanaan Manajemen (PMB, BBT)
Prosedur Peramalan
Penganggaran dan analisis Ekonomi (Anbi)
Sistem penggajian dan pengupahan (HRM)
Rencana Insentif dan sistem hubungan pekerja
lainnya (HRM)
Rekrutmen, pelatihan dan penempatan karyawan
(HRM)
Perencanaan Kebutuhan Material
Pengendalian Persediaan
Penjadwalan produksi
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Sistem Pengendalian Manajemen(2)
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Pengeluaran barang
Pelaporan kemajuan dan status
Prosedur tindakan perbaikan
Sistem Informasi
Sistem Pengendalian Kualitas
Pengurangan dan pengendalian Biaya
(Anbi)
Alokasi Sumber daya
Perancangan Organisasi (PO)
Sistem Pendukung Keputusan (Ankep)
Manajemen Kinerja (pengukuran,
perbaikan dan pengendalian)
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Manajemen: Proses membuat sesuatu terjadi
secara efektif dan efisien melalui dan dengan
orang lain (the process of getting things done,
effectively and efficiently, through and with
other people).
Efisiensi: berarti mengerjakan tugas dengan benar,
mengacu pada hubungan antara masukan dan
luaran, berusaha meminimasi biaya sumber
daya (means doing the task correctly; refers to
the relationship between inputs and outputs;
seek to minimize resource cost).
Efektifitas: berarti mengerjakan tugas yang benar,
pencapaian tujuan (means doing the right task;
goal attainment).
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Apa yang dilakukan TI?
Produksi/
Operasi
. Produk & jasa
. Proses Manufaktur
Fasilitas
. Metode Kerja
Standar
. PPC
. Kualitas
. Pemeliharaan
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Sistem
Manajemen
. Sistem Informasi
. Finansial & sistem biaya
. Personalia (HR)
- Organisasi &
manajemen
. Analisis Keputusan
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Penunjang
Korporat
. Perencanaan
komprehensif.
(Stratagei)
Kebijakan &
. Prosedur
- Pengukuran
Kinerja
7
Management Processes
Planning
Organizing
Actuating/Leading
Controlling
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Definitions
Planning: includes defining goals, establishing strategy, and
developing plans to coordinate activities.
Organizing: includes determining what tasks are to be
done, who is to do them, how the tasks are to be grouped,
who reports to whom, and where decisions are to be made.
Leading: includes motivating employees, directing the
activities of others, selecting the most effective
communication channel, and resolving conflict.
Controlling: the process of monitoring performance,
comparing it with goals, and correcting any significant
deviations.
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Perencanaan
Tujuan
Strategi
Aktivitas A
Aktivitas B
Aktivitas N
- Sumber daya/biaya
- waktu
- kualitas
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Tipe Rencana
Breadth of use
Strategic
Tactical
kerangka
waktu
Long term
Short term
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Kekhususan Frekuensi
Directional Single use
Specific
Standing
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Kualitas sebagai senjata rahasia
• Benchmarking: Mencari praktek
terbaik diantara kompetitor maupun
non kompetitor yang mendorong
kinerja terbaik.
• ISO 9000 series: standar yang
menggambarkan proses dimana auditor
independen memeriksa apakah pabrik,
laboratorium, dan kantor sudah
memenuhi standar manajemen kualitas.
• Six Sigma: a philosophy and
measurement process that attempts to
design in quality as a product is being
made.
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Organization Design
is concerned with constructing and changing an organization’s structure to
achieve the organization’s goal.
involves difficult choices about how to control-that is, coordinate and
motivate-the task in an organization’s ability to create value.
Organization Development
is a system-wide application of behavioral science knowledge to the planned
development, improvement, and reinforcement of the strategies,
structures, and processes that lead to organization effectiveness
(Cumming & Worley, 2001)
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Approach
Theory
Application
Macro
Organizational
Theory (OT)
Organizational
Design (OD)
Micro
Organizational
Behavior (OB)
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Human
Resources
Management
(HRM)
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Organizational
Development
(ODv)
14
Differentiation
• The process by which an organization allocates people and
resources to organizational task and authority
relationships that allow the organization to achieve its
goals.
• Vertical differentiation: the way an organization designs its
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hierarchy of authority and creates reporting relationships to link
organizational roles and subunits
Horizontal differentiation: the way an organization groups
organizational tasks into roles and roles into subunits (functions
and divisions)
Hierarchy: a classification of people according to authority and
rank.
Tall organization: an organization in which the hierarchy has
many levels relative to the size of the organization.
Flat organization: an organization that has few levels in its
hierarchy relative to its size.
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Integration
• The process of coordinating various
tasks, functions, and divisions so
that they work together and not at
cross-purposes.
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Dimensions of Organization structure
• Complexity : number of different components or subsystems in
an organization
• Formalization: the use of written rules and procedures to
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standardize operation or explicitness of expectation regarding
work means and procedures
Centralization: an organizational setup whereby the authority to
make important decisions is retained by managers at the top of
the hierarchy or the locus of decision making authority along the
vertical dimension
Decentralization: an organizational setup whereby the authority
to make important decisions about organizational resources and
to initiate new projects is delegated to managers at all levels in
the hierarchy.
Configuration: the shape of organization: number of level and
span of control
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Alternative ‘Model’ Structures
• The simple or entrepreneurial structure
• The functional structure
• The divisional (product, geographic, market)
structure
• The conglomerate/multidivisional structure
• The hybrid structure
• The matrix structure (Adhocracy)
• The professional and machine bureaucracy
structure
• The mechanistic structure and organic structure
• The network structure - outsourcing
• The boundary-less organization
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Common elements in organizations
(Mintzberg)
• The strategy apex: top-level managers, who are charged
with the overall responsibility for the organization
• The middle line: managers, who connect the operating
core to the strategy apex
• The operating core: employees who perform the basic
work related to the production of products and services
• The support Staff: people who fill the staff units, who
provide indirect support services for the organization
• The techno-structure: analysts, who have the
responsibility for effecting certain forms of standardization
in the organization.
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Controlling
Yes
Planning
Actuating
Evaluation
No
Feedback
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Linking Planning To Action
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Mission
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Key Result Area Where?
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Goals
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Objectives
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Action Program How?
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Resources
How much?
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Execution
Do it!
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Tracking How
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Corrective Action Expedite?
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Appraisal RewardReinforcement
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Why?
What?
Who? Where?
Well?
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Vertical Linkages
Corporate Strategy
Business Strategy
Functional Strategy
Operation/Production Management
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Management level
Corporate/Business
Business/Functional
Operational
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Time Frame
Operational
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Functional
Business
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Corporate
25
Corporate Strategy
Scope
: Corporate/Enterprise
Objectives : Growth
Performance: ROI/ROE
Formulation :
Market Penetration
Market Development
Product Development
Diversification
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Ansoff Strategy
m
a
r
k
e
t
n
e
w
Market Development
e
x
i
s
t
i
n
g
Market Penetration
existing
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Diversification
Product Development
Product
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new
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Business Strategy
Scope
: SBU
Objectives : Competitiveness
Performance: Market Share
Formulation :
Cost Leadership
Differentiation
Focus
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Scope
: Business Function (Marketing,
Production/Operation, HR,
Finance, R&D, Procurement)
Objectives : Competitive Priority
Performance: Target
Quality
Cost
Delivery
Flexibility
Safety
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Implementing Strategy
Employee survey
Customer survey
Culture Change
Vision/strategy
Competitive
benchmarking
Business Process
Re-engineering
Total Quality
Just-in-time
Time-based strategy
Empowerment
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Generalized Structured of
Management Control system
Objectives
Performance
Criteria
Modified
Performance
Criteria
System
Operation
Yes
Performance
Evaluation
Corrective
Action
No
No
Performance
Criteria met
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Yes
Non per
formance
Justified?
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Performa
n
ce
crite
ria
need
31
Balanced Scorecard (BSC)
Is a strategy management and implementation
system that comprises a Strategy Map and a
accompanying Balanced Scorecard (BSC) of
strategic measures, targets, and initiatives.
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Strategy Map
• Serves as a strategy implementation roadmap
in that it describes the high-level strategic
objectives that the organization must deliver if
it is to successfully execute its strategy.
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BSC philosophy
the successful strategy implementation is the result
of causal relationships within and between typically
three non-financial perspectives (learning and
growth, internal, customer) and one financial
perspective.
3-6 perspective depending on their own cultural
or performance requirements: + safety (Hongkong
railway network operator). Subordinate Courts,
Singapore has three perspectives : community,
organization, employee.
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What Is the Balanced Scorecard?
• Measurement System?
• Strategic Management System?
• Communication tool?
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Five Principles of The Strategy-Focused
Organization
1. Translate the strategy to operational terms.
Sub components: Strategy maps and BSC
2. Align the organization to the strategy
Sub components: Corporate roles, Business Units synergies, and Shared
service synergies.
3. Make strategy everyone’s everyday job.
Sub components: Strategic awareness, Personal scorecards, and
Balanced pay checks.
4.Make strategy a Continual Process
Sub components: Link budgets and strategies, analytics and information
systems and strategic learning.
5. Mobilized change through executive leadership.
Sub components: Mobilization, governance process, and strategic
management systems.
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Benefits of BSC Usage
• Creates a more team based, performance oriented culture,
people across the business are getting better and better at
thinking strategically, and are sharing a common strategic
language.
• People have a far better understanding of how their everyday
work links to the vision and mission statement and can take a
more balanced, as opposed to largely internal view of their
work.
• Better able to identify problems, rectify them and then
communicate action and progress to all of our stakeholder
groups in a simple format.
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Activity-Based Management (ABM)
• Encompasses actions that increase efficiency, lower costs, and
enhance asset utilization.
• ABM strives to either increase capacity or lower spending, so
that fewer physical, human and working capital resources are
required to generate the firm’s product and services.
• The financial benefits from ABM can be measured by reduced
costs, higher revenues (through better resources utilization),
and cost avoidance (because the expanded capacity of
existing resources obviates the need for additional
investments in capital and people)
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Activity-Based Costing
• Provides an analytic model that represents how individual
product and customer use different quantities of the services
supplied by indirect and support resources.
• In the first stage resource drivers link to the expenses of
resources supplied to the activities and processes performed
(link between ABC and the BSC)
• Can accurately trace organizational expenses to a
procurement, manufacturing, distribution or delivery process
(BSC’s internal perspective)
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Learning Organization
• “organizations where people continually expand their capacity to create
the results they truly desire, where new and expansive patterns of
thinking are nurtured, where collective aspiration is set free, and where
people are continually learning how to learn together (Senge, 1994 p3).
• is one that proactively creates, acquires, and transfers knowledge and that
changes its behaviour on the basis of new knowledge and insights
(Kreitner and Kinicki, 1998).
• is an organization skilled at creating, acquiring, and transferring
knowledge, and at modifying its behaviour to reflect new knowledge and
insight (Garvin 1993 p 80).
• is one which employees share knowledge, allowing deeper understanding
and more through approach to problem solving as a result, the
organization is able to grow and change in keeping with its environment.
(Garvin, 2000).
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Organizational Learning
• is a process of detecting and correcting error
(Argyris, 1977, p 116).
• the process of improving action through better
knowledge and understanding (Fiol and Lyles, 1985,
p 803).
• prioritises the creation and acquisition of new
knowledge, and emphasizes the role of people in the
creation and utilization of that knowledge. In these
sense, Organizational Learning represents an
important route to competitive advantage (Denton,
1998 p 206).
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The Five Disciplines/skills/characteristics
•
System thinking –is the process of seeing the causal relationship between
independent actions of an organization. Systems thinking views an organization
in holistic manner where actions of one part of an organization have causes and
effects in other parts of an organization.
•
Personal mastery – the discipline of continually developing individual self fulfilment and commitment to one’s aspirations.
•
Mental models - are the “deeply ingrained assumptions, generalizations, or
even picture or images that influence how we understand the world and how
we take action.”
•
Building shared vision – the discipline that develops shared
•
“pictures of the future”.
•
Team learning – is the practice of a team gaining new insights and knowledge
through dialogue between individuals of teams.
Those five disciplines are interrelated to each other
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Organizational Learning Capability Yeung, Ulrich,
Nason, Von Glinow (1999)
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is based on an organization’s ability to (1) generate ideas, (2) generalize those ideas, and (3) identify
Learning Disabilities.
Generation refers to acquiring, discovering, inventing, and sourcing ideas. Examples: Centres of excellence,
management innovation, new products/service creation, and starting up of new program. Generation
comes through the four Learning Styles: experimentation, competency acquisition, benchmarking, and
continuous improvement.
Generalization involves sharing ideas across boundaries within an organization. Learning cannot occur
unless ideas are transferred over time, physical space, and/or the organizational hierarchy.
(1) Four Learning Disabilities that affect generation, such as:
– Blindness: inability to asses environmental opportunities and threat accurately
– Simpleminded-ness: deficiencies in analysis and solution generation
– Homogeneity: lack of variety in skills, information, ideas, and values
– Tight coupling: excessive coordination among different organizational unit
(2) Three Learning Disabilities that affect generalization:
– Paralysis: inability to implement new actions or procedures
– Superstitious learning: inability to interpret accurately that meanings of experience
– Diffusion deficiency: inability to share ideas with all relevant parts of the organization.
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Learning Capabilities
• are conceptualised as “complex bundles of skills and collective learning
exercised through organizational processes that ensure superior
coordination of functional activities.” (Day, 1994).
• is the potential capabilities that might be gained by a firm from engaging
in mechanisms and processes for planned learning (Gerbing et al, 1994;
Slater and Narver, 1994). .
• is a consequence of sophisticated assimilation of knowledge, where
productive activity is a function of the firm’s capacity to harness and
integrate knowledge attributed to multi individuals and groups.
(Grant,1996)
• represent the set of core competencies, which are defined as the special
knowledge, skills and technological know-how that differentiate an
organization from its competitors and processes that enable an
organization to adapt to its environment. (Kreitner and Kinicki, 1998,
2002)
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Intellectual/Knowledge Capital
Is the possession of the knowledge, applied experienced,
organizational technology, customer relationships and
professional skill that provide the organization with a
competitive edge in the market.
Market Value = Financial Capital + Intellectual Capital
Intellectual Capital = Human Capital + Structural Capital.
Human Capital: competence, attitude, intellectual agility
(innovation, imitation, adaptation and packaging), employee
skill, talent and knowledge.
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Structural capital
1. Organizational Capital
- Process Capital: structure, culture, leadership, employee alignment, teamwork
work processes, techniques, practical knowledge and knowledge management.
- Innovation capital: intellectual property and intangible assets (renewal
capability, protected commercial right, talents used to create and rapidly bring to
market new products and services).
- Information capital: databases, information systems, networks and technology
infrastructure
2. Relationship Capital: customer (brand images, good will, loyalty, satisfaction,
price sensitivity, longevity), suppliers, shareholders, alliance partners and other
stakeholders,
3. Renewal and development capital
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