Ch.

2 Structural Design for Organization

Ch.3 Strategy & Effectiveness
(Daft, 2013)

ANJELINA - 041624253035
DIANTY SONIA PURUHITA - 041624253015
MUTIARA RACHMA ARDHIANI - 041624253029
CHAPTER 2:
STRUCTURAL DESIGN FOR ORGANIZATIONS

Organization Structure

Information-Sharing Perspective on Structure

Organization Design Alternatives

Functional, Divisional, and Geographic Design

Matrix Structure

Horizontal Structure

Virtual Networking & Outsourcing

Hybrid Structure

Applications of Structural Design

ORGANIZATION STRUCTURE

Formal reporting relationships

Grouping individuals Departments
Organization
Design of sytems to ensure effective
communication, coordination, and
integrations

an ideal structure encourages employees to

provide horizontal information and coordination
where and when it is needed
ORGANIZATION STRUCTURE (2)

a Sample Organization Chart

ORGANIZATION STRUCTURE (3)

Information sharing perspective on structure

Vertical Information are designed for control
specialized task, a hierarchy of athority,
rules, and regulations, formal reporting
sytems, few teams or task forces, and
centralized decision making
Horizontal information are designed for
coordination and collaboration
shared tasks, relaxed hierarchy, few rules,
face-to-face communication, many teams
and task forces, and informal, decentralized
decision making
ORGANIZATION STRUCTURE (4)
The Relationship if Organization Design
ti Efficiency vs Learning Outcomes
ORGANIZATION STRUCTURE (5)

Vertical Information Sharing

Vertical linkages coordinate activities
between the top and the bottom of the
organization
Hierarchical referral are the vertical lines
which identify the chain of command
Rules and Plans create vertical links
Reports, computer systems, and written
information are vertical information
systems
ORGANIZATION STRUCTURE (6)

Horizontal Information Sharing and

Coordination

Horizontal linkage communication adng

coordination horizontally across
organizational departments.
Information system
Liaison Roles
Task Forces
Full time integrator
Teams
ORGANIZATION STRUCTURE (7)

Project Manager Location in the structure

ORGANIZATION STRUCTURE (8)

Teams used for horizontal coordination

ORGANIZATION STRUCTURE (9)

Relational Coordination

The highest level of horizontal coordination

Refers to:
Frequent
Timely
Problem solving communication
Relationships of shared goals, knowledfe and mutual
respect
ORGANIZATION STRUCTURE (10)
ORGANIZATION DESIGN ALTERNATIVES

Required Work akctivities

Reporting relationships
Departmental groupings
ORGANIZATION DESIGN ALTERNATIVES (2)

Departmental Grouping Options

Departmental
Functional
Divisional
Multi-Focused
Horizontal
Virtual Network
FUNCTIONAL, DIVISIONAL, AND
GEOGRAPHIC DESIGN
Functional Structure
Activities grouped by common function
All specific skills and knowledge are
consolidated
Promotes economies of scale
Slow response to environmental changes
Prevalent approach but few companies can
respond in todays environment without
horizontal linkages
FUNCTIONAL, DIVISIONAL, AND
GEOGRAPHIC DESIGN (2)
FUNCTIONAL, DIVISIONAL, AND
GEOGRAPHIC DESIGN (3)

Divisional Structure

Product structure or strategic business

units
Divisions organized according to products,
services, product groups
Good for achieving coordination across
functional departments
Suited for fast change
Loses economies of scale
Lacks technical specialization
FUNCTIONAL, DIVISIONAL, AND
GEOGRAPHIC DESIGN (4)

Divisional structure
FUNCTIONAL, DIVISIONAL, AND
GEOGRAPHIC DESIGN (5)
Reorganization from functional structure to divisonal structure
MATRIX STRUCTURE

Multifocused with strong horizontal linkage

Conditions for Matrix:
1. Share resources across the organization
2. Two or more critical outputs required: products and
technical knowledge
3. Environment is complex and uncertain
Allows organization to meet dual demands
Largest weakness is that employees have
two bosses and conflicting demands
MATRIX STRUCTURE (2)
MATRIX STRUCTURE (3)
HORIZONTAL STRUCTURE

Konsep dari struktur horizontal adalah

penyelenggara proses bisnis adalah
karyawan yang ada di sekitar proses inti
Organisasi biasanya bergeser ke arah
struktur horisontal selama prosedur rekayasa
ulang (reengineering)
Reengineering mengubah cara berpikir
manajer tentang bagaimana pekerjaan
dilakukan
HORIZONTAL STRUCTURE (2)

Karakteristik :

Struktur dibuat sekitar proses inti lintas-fungsional daripada

tugas, fungsi, atau geografi
Self-directed teams merupakan dasar dari desain organisasi
dan kinerja
Pemilik proses memiliki tanggung jawab untuk setiap proses inti
secara keseluruhan
Orang-orang dalam tim diberi keterampilan, peralatan, motivasi,
dan otoritas untuk membuat keputusan pusat untuk kinerja tim
Tim memiliki kebebasan untuk berpikir kreatif dan fleksibel
merespon tantangan baru yang muncul
Pelanggan mendorong korporasi horisontal
Budaya adalah salah satu keterbukaan, kepercayaan, dan
kolaborasi, difokuskan pada terus menerus perbaikan
 KELEBIHAN KELEMAHAN
Sulit menentukan proses inti dan memakan
Meningkatkan fleksibilitas waktu

Mengarahkan perhatian pada Membutuhkan perubahan budaya, pekerjaan

desain, filosofi manajemen, informasi, dan
produksi dan pengiriman sistem penghargaan
kepada pelanggan
Manajer yang terbiasa dengan sistem
Setiap karyawan memiliki tradisional mungkin menolak ketika mereka
harus menyerahkan kekuasaan dan wewenang
pandangan yang lebih luas
mengenai tujuan organisasi
Membutuhkan pelatihan yang signifikan untuk
Meningkatkan fokus pada kerja karyawan agar bekerja secara efektif dalam
lingkungan tim horisontal
sama tim dan kolaborasi

Meningkatkan kualitas hidup Dapat membatasi pengembangan keterampilan

bagi karyawan yang mendalam
VIRTUAL NETWORK AND OUTSOURCING
Outsourcing berarti melakukan kontrak untuk melakukan
tugas atau fungsi tertentu dengan perusahaan lain
Kelebihan Kelemahan
1. Memungkinkan organisasi yang kecil 1. Manajer tidak memiliki semua kontrol
untuk mendapatkan keahlian dan atas berbagai kegiatan dan para
sumber daya karyawan
2. Memberikan capaian dan kemampuan 2. Membutuhkan banyak waktu untuk
langsung pada perusahaan tanpa mengelola hubungan dan potensi
investasi besar di pabrik, peralatan, konflik dengan mitra kontrak
atau fasilitas distribusi 3. Ada risiko kegagalan organisasi jika
3. Memungkinkan organisasi untuk organisasi mitra gagal untuk
menjadi sangat fleksibel dan responsif memberikan atau keluar dari bisnis
terhadap perubahan kebutuhan 4. Loyalitas karyawan dan budaya
4. Mengurangi biaya administrasi perusahaan mungkin lemah karena
karyawan merasa mereka bisa diganti
oleh layanan kontrak
HYBRID

Merupakan gabungan dari karakteristik

berbagai pendekatan yang disesuaikan
dengan kebutuhan strategis tertentu
Struktur hybrid menawarkan fleksibilitas
organisasi yang lebih besar
CONTOH:FORD MOTOR COMPANY

Daft (2013)
APPLICATION OF STRUCTURAL DESIGN

Penyelarasan Struktural
APPLICATION OF STRUCTURAL DESIGN (2)

GEJALA DEFISIENSI STRUKTURAL

Pengambilan keputusan ditunda atau kurang
dalam kualitas
Organisasi tidak merespon inovasi terhadap
perubahan lingkungan
Penurunan kinerja karyawan dan tujuan tidak
terpenuhi
Terlalu banyak konflik
CHAPTER 3:
STRATEGY AND EFFECTIVENESS

The Role of Strategic Direction in Organization Design

Organizational Purpose

A Framework for Selecting Strategy and Design

Assessing Organizational Effectiveness

Four Effectiveness Approaches

An Integrated Effectiveness Model

THE ROLE OF STRATEGIC DIRECTION IN
ORGANIZATION DESIGN
ORGANIZATIONAL PURPOSE

Strategic Intent
1. Mision
2. Competitive Advantage
3. Core Competence
. Operating Goals
a. performance goals
b. resource goals
c. market goals
d. employee development goals
e. productivity goals.
f. innovation goals.
. The Importance of Goals
A FRAMEWORK FOR SELECTING
STRATEGY AND DESIGN
Porters Competitive Strategies
Miles and Snows Strategy Typology
a. Prospector
b. Defender
c. Analyzer
d. Reactor
A FRAMEWORK FOR SELECTING
STRATEGY AND DESIGN (2)
How Strategies Affect Organization Design
A FRAMEWORK FOR SELECTING
STRATEGY AND DESIGN (3)
Other Contigency Factors Affecting
Organization Design
ASSESSING ORGANIZATIONAL
EFFECTIVENESS
Four Effectiveness Approaches
Goal Approach
Resource Based Approach
Internal Process Approach
Strategic Constituents Approach
AN INTEGRATED EFFECTIVENESS
MODEL