STRUKTUR ORGANISASI OLEH : MAHMUD, SE, MM 6–1 BAB
8–2 Tujuan Pembelajaran Menjelaskan bagaimana struktur organisasi digunakan oleh perusahaan untuk mencapai rencana strategisnya Mengidentifikasikan metode yang dapat digunakan untuk pembagian pekerjaan
Copyright © 2004 South-Western. All rights reserved.8–3 Organizational Structure
Copyright © 2004 South-Western. All rights reserved.8–4 Example of an Organization Chart Exhibit 8.1
Copyright © 2004 South-Western. All rights reserved.8–5 Structure and the Strategic Plan Organizational structure identifies responsibilities for each job position and the relationships among those positions. –Organization chart A diagram that shows the interaction among employee responsibilities. –Chain of command Job positions to which each type of employee must report; indicates who is responsible for various activities.
Copyright © 2004 South-Western. All rights reserved.8–6 Chain of Command President (and/or) CEO –Has ultimate responsibility for firm’s success. –Attempts to coordinate all divisions and provide direction for the firm’s business. Vice-Presidents –Normally oversee specific divisions or broad functions and report to the president. –Chain of command ensures that managers make decisions to maximize the firm’s value, rather than serve their own interests.
Copyright © 2004 South-Western. All rights reserved.8–7 Board of Directors A set of executives responsible for monitoring the activities of the firm’s president and other high-level managers –Directors are selected by share-holders to serve as representatives for the shareholders.
Copyright © 2004 South-Western. All rights reserved.8–8 Board of Directors (cont’d) Inside board members are also managers of the firm. Outside board members are not managers of the firm. –Firms may partially compensate directors with awards of stock to help motivate directors to serve the interests of the firm’s shareholders.
Copyright © 2004 South-Western. All rights reserved.8–9 Board of Directors (cont’d) Boards usually focus on major issues and not day-to-day activities of the firm –Approves key business proposals, such as mergers and acquisitions. –Can initiate changes in a firm, such as replacing the CEO or restructuring the firm’s businesses. –Conflicts of interest can prevent board members from making decisions that are in the best interest of shareholders.
Copyright © 2004 South-Western. All rights reserved.8–10 Other Elements of Structure Internal auditor –Responsible for ensuring that all departments follow the firm’s guidelines and procedures.
Copyright © 2004 South-Western. All rights reserved.8–11 Other Elements of Structure Span of control –The number of employees managed by each manager. –Narrow spans of control have fewer employees reporting to each manager than do wide spans of control. Organizational height –Tall organizations have many layers. –Short (or flat) organizations have few layers.
Copyright © 2004 South-Western. All rights reserved.8–12 Distinguishing between a Narrow and Wide Span of Control Exhibit 8.3
Copyright © 2004 South-Western. All rights reserved.8–13 Other Elements of Structure Centralization –Most authority is held by high-level managers. –Middle and supervisory managers are not allowed to make many decisions. Decentralization –Authority is spread among several divisions or managers. –Autonomous divisions can make their own decisions and act independently.
Copyright © 2004 South-Western. All rights reserved.8–14 Decentralization Advantages –Reduces operating expenses by eliminating unnecessary positions –Assigning power to lower level employees can shorten the decision- making process –Delegation of authority can improve employee morale and decision making skills Disadvantages –May force some managers to make major decisions even though they lack experience or prefer not to make such decisions –Assigning an excessive amount of responsibilities to middle and supervisory managers might make it hard for them to complete all of their tasks
Copyright © 2004 South-Western. All rights reserved.8–15 Decentralization (cont’d) Proper Degree of Decentralization –Depends on the skills of the managers who could be assigned more responsibilities High level managers should retain authority for tasks requiring their specialized skills. Routine decisions about tasks should be made by employees closely involved with the tasks; may lead to better decisions. –Centralization is often necessary to allocate resources to various divisions in the firm and maximize the firm’s value.
Copyright © 2004 South-Western. All rights reserved.8–16 Downsizing and Decentralization Companies have attempted to cut expenses by eliminating job positions Downsizing has resulted in flatter organization charts with fewer layers of managers. Managerial jobs are eliminated and their responsibilities are delegated to other employees (decentralization). Downsizing has increased managers’ span of control and lead to the combination of various job responsibilities.
Copyright © 2004 South-Western. All rights reserved.8–17 Effect of Downsizing on Span of Control Exhibit 8.4
Copyright © 2004 South-Western. All rights reserved.8–18 Types of Organizational Structure Line organization –Contains only line positions Job positions are established to make decisions that achieve specific goals. Line-and-staff organization –Includes both line and staff positions Staff positions support the efforts of line positions. –Assigns authority from higher-level management to employees
Copyright © 2004 South-Western. All rights reserved.8–19 Line Organization Exhibit 8.5a
Copyright © 2004 South-Western. All rights reserved.8–20 Line and Staff Organization Exhibit 8.5b
Copyright © 2004 South-Western. All rights reserved.8–21 Structure and Employee Input Structure can be adjusted to obtain greater employee input –Matrix organization structure Enables various parts of the firm to interact and focus on specific projects Brings together employees with different perspectives No one employee may feel responsible for project Reduces time available for completing normal tasks
Copyright © 2004 South-Western. All rights reserved.8–22 A Matrix Organization for a Special Project to Design a New Computer System Exhibit 8.6
Copyright © 2004 South-Western. All rights reserved.8–23 Structure and Employee Input Intrapreneurship Structure can be adjusted to obtain greater employee input –Encouraging employees to offer ideas for changes that enhance the firm’s value. –Assigning employees to act as if they were entrepreneurs running their own companies. Informal Structure Allows employees to substitute for each other to complete tasks on time. Reduces amount of manager involvement.
Copyright © 2004 South-Western. All rights reserved.8–24 The “grapevine” The informal communication network among employees –Advantages Friendships increase job satisfaction Allows information to flow from top to bottom of the organization and vice versa. –Disadvantages Employees may get incorrect or unfavorable information. Employee morale can be affected.
Copyright © 2004 South-Western. All rights reserved.8–25 Departmentalizing Tasks Assign tasks and responsibilities to different departments –By employee functions –By type of product produced –By geographic location –By type of customer
Copyright © 2004 South-Western. All rights reserved.8–26 Departmentalizing by Function Exhibit 8.7
Copyright © 2004 South-Western. All rights reserved.8–27 Departmentalizing by Product Exhibit 8.8
Copyright © 2004 South-Western. All rights reserved.8–28 Departmentalizing by Product and Function Exhibit 8.9
Copyright © 2004 South-Western. All rights reserved.8–29 Flow of Information Across Departments Exhibit 8.10
Copyright © 2004 South-Western. All rights reserved.8–30 Chapter Summary Structure identifies responsibilities for each job position and relationships among positions –Line-and-staff –Matrix –Intrapreneurship Main methods of departmentalization –Function– Product –Location– Customer