PERANCANGAN ORGANISASI

Dr. Ir. Bustanul Arifin Noer, M.Sc.Lab. Pengembangan Sistem dan Manajemen Industri

Jurusan Teknik Industri ITS - Surabaya

SetDirection

SetStrategy

DirectBusiness

GetOrder

FulfillOrder

SupportProduct

DevelopProduct

ITProcess

Fin/Accoun.Process

MaintenanceProcess

HRProcess

Manage Process

Core ProcessSupport Process

CIMOSA BUSINESS PROCESS MAPPING

Craft aStrategy

to AchieveObjectives

SetObjectives

Develop aStrategic

Visionand

Mission

Implementand

ExecuteStrategy

Improve/Change

Revise asNeeded

Revise asNeeded

Improve/Change

Recycleas Needed

Task 1 Task 2 Task 3 Task 4 Task 5

Monitor,Evaluate,and Take

CorrectiveAction

Business Strategy Basic Concept

The Five Tasks of Strategic Management

Porter’s Five Generic Competitive StrategiesM

ark

et

Targ

et

Type of Advantage Sought

Overall Low-CostProviderStrategy

Broad Differentiation Strategy

Focused Low-Cost Strategy

Focused DifferentiationStrategy

Best-CostProviderStrategy

Lower Cost Differentiation

BroadRange of Buyers

Narrow Buyer Segmentor Niche

Selected HR Strategies That Fit Porter’s Three Major Types of Business Strategies

BusinessStrategy

Common OrganizationalCharacteristics HR Strategies

Overallcostleadership

• Sustained capital investment and access to capital

• Intense supervision of labor

• Tight cost control requiring frequent, detailed control reports

• Low-cost distribution system

• Structured organizationand responsibilities

• Products designed for ease in manufacture

• Efficient production• Explicit job descriptions• Detailed work planning• Emphasis on technical

qualifications and skills• Emphasis on job-specific

training• Emphasis on job-based

pay• Use of performance

appraisal as a control device

Selected HR Strategies That Fit Porter’s Three Major Types of Business Strategies

BusinessStrategy

Common OrganizationalCharacteristics HR Strategies

Differ-entiation

•Strong marketing abilities

•Product engineering•Strong capability in basic research

•Corporate reputation forquality or technologicalleadership

•Amenities to attract highly skilled labor, scientists, or creative people.

• Emphasis on innovationand flexibility

• Broad job classes• Loose work planning• External recruitment• Team-based training• Emphasis on individual-

based pay• Use of performance

appraisal as development tool

Functional

Divisional

Matrix

Process-base

Hybrid

FUNCTIONAL ORGANIZATION

Functional Organization

VP Research VP Operations VP Hum anResources

VP M arketing VP Finance

President

The Functional Form

• Promotes skill specialization• Reduces duplication of scarce

resources and uses resources full time

• Enhances career development for specialists within large departments

• Facilitates communication and performance because superiors share expertise with their subordinates

• Exposes specialists to others within same specialty

Emphasizes routine tasks; encourages short time horizons

Fosters parochial perspectives by managers and limits capacity for top-management positions

Multiplies interdepartmental dependencies; increases coordination and scheduling difficulties

Obscures accountability for overall results

Advantages Disadvantages

The Divisional Organization

Chief FinancialOfficer

VP Research

Division M anagerAsia

VP Hum anResources

VP Operations VP Sales andM arketing

Division M anagerNorth Am erica

Division M anagerEurope

Chief ExecutiveOfficer

Basis of Division:-Product- Customer- Regional

The Divisional Form

• Recognizes interdepartmental interdependencies

• Fosters an orientation toward overall outcomes and clients

• Allows diversification and expansion of skills/training

• Ensures accountability by departmental managers and promotes delegation

• Heightens departmental cohesion and involvement in work

Advantages May use skills and resource

inefficiently Limits career advancement by

specialists Impedes specialists’ exposure to

others within same specialties Puts multiple-role demands upon

people and creates stress May promote departmental

objectives as opposed to overall organizational goals

Disadvantages

The Matrix Organization

VP Finance VP Hum an Resources

Program M anagerAircraft

Program M anagerNavigation System s

Program M anagerSpace System s

Senior VPProgram s

VP Research VP Engineering VP M anufacturing VP M arketing

Senior VPOperations

PresidentCEO

The Matrix Structure

• Makes specialized, functional knowledge available to all projects

• Use people flexibly• Maintains consistency by forcing

communication between managers

• Recognizes and provides mechanisms for dealing with legitimate, multiple sources of power

• Can adapt to environmental changes

Advantages Can be difficult to implement Increases role ambiguity, stress,

and anxiety Performance is lowered without

power balancing between projects and functions

Makes inconsistent demands and can promote conflict and short-term crisis orientation

May reward political skills over technical skills

Disadvantages

The Matrix Structure

• Makes specialized, functional knowledge available to all projects

• Use people flexibly• Maintains consistency by forcing

communication between managers

• Recognizes and provides mechanisms for dealing with legitimate, multiple sources of power

• Can adapt to environmental changes

Advantages Can be difficult to implement Increases role ambiguity, stress,

and anxiety Performance is lowered without

power balancing between projects and functions

Makes inconsistent demands and can promote conflict and short-term crisis orientation

May reward political skills over technical skills

Disadvantages

The Process-Based Structure

Developing New Products ProcessP rocess O w n er

C ross F u n c tion a l Team M em b ers

Acquiring and Filling Custom er Orders ProcessP rocess O w n er

C ross F u n c tion a l Team M em b ers

Supporting Custom er Usage ProcessP rocess O w n er

C ross F u n c tion a l Team M em b ers

Senior M anagem ent T eamC h a ir an d K ey S u p p ort P rocess O w n ers

Process-base Structure

Team3

Team2

Team1

TopManagementTeam

Team3

Team2

Team1

Customer

Customer

ProcessOwner

ProcessOwner

Testing Product Planning

Research Market Analysis

New Product Development Process

Distrib. Material Flow

Purchasing Analysis

Procurement and Logistics Process

Characteristics of Process-Based Structures

· Processes drive structure · Work adds value· Teams are fundamental· Customers define performance· Teams are rewarded for performance· Teams are tightly linked to suppliers and customers· Team members are well informed and trained

The Process-Based Form

• Focuses resources on customer satisfaction

• Improves speed and efficiency• Adapts to environmental change

rapidly• Reduces boundaries between

departments• Increases ability to see total

work flow• Enhances employee involvement• Lowers costs dues to overhead

Can threaten middle managers and staff specialists

Requires changes in command-and-control mindsets

Duplicates scarce resources Requires new skills and

knowledge to manage lateral relationships and teams

May take longer to make decisions in teams

Can be ineffective if wrong processes are identified

Advantages Disadvantages

ExecutiveCommittee

PowerTransformers

PowerTransformers RobotsRobotsPower

Generation

PowerGeneration

GermanyGermany

U.S.AU.S.A

NorwayNorway

NationalCompanies

CEO

137 OtherNationalCompanies

137 OtherNationalCompanies

47 OtherBusiness Areas

47 OtherBusiness Areas

HYBRID STRUCTURE

• The pure types of structure rarely exist• Most are hybrids of different kinds• Common hybrid 1: functional and divisional• Common hybrid 2: functional and horizontal• Five Alive: an example of a hybrid structure

HYBRID STRUCTURE

The Strategic Choice Approach to Organization Design

Strategy menentukan struktur organisasi

DISKUSI KELOMPOK

• Product leadership• Operational excellence

• Customer intimacy

Bentuk dua tim kemudian diskusikan dalam masing-masing tim struktur organisasi di bawah ini cocok untuk strategy generic Tracy & Wiersema yang mana?:

The Divisional Organization

Chief FinancialOfficer

VP Research

Product A Manager

VP HumanResources

VP Operations VP Sales andMarketing

Product B Manager.

Product CManager

Chief ExecutiveOfficer

Struktur organisasi di atas cocok untuk strategy apa?

The Divisional Organization

Chief FinancialOfficer

VP Research

Corporate Division Manager

VP HumanResources

VP Operations VP Sales andMarketing

Retail DivisionManager.

..DivisionManager

Chief ExecutiveOfficer

Struktur organisasi di atas cocok untuk strategy apa?