1. LINGKUNGAN ORGANISASI
Pertemuan Ke 16
Oleh:
CHOIRUL SALEH

2. THE ENVIRONMENT OF ORGANIZATION
We are mentioned earlier, organization are open system that import resources from the environment and transform these resources into outputs that are exported into the environment
This open system view of organization illustrates that an organization is subsystem of a large system (supra system) which is the organization’s environment.
In general, the supra system is influenced by the organization and influences the organization. To understand the different levels of influence, it may be useful to think of the environment in two ways.
1. The societal (general) environment which affects all organization in given society.
2. The specific (task) environment which affects the individual organization more directly

3. The General Environment
Various researchers have suggested many general environmental domains which affects all organizations.
General environmental domains for organizations:
Cultural
Including the historical background, ideologies, values, and norms of the society
2. Technological
The level of scientific and technological advancement in society.
3. Educational
The general literacy level of the population. The degree of sophistication and specialization in the educational system
4. Political.
The general political climate of society. The degree of concentration of political power. The nature of political organization (degree of decentralization, diversity of functions, etc.). The political party system
5. Legal
Constitutional considerations, nature of legal system, jurisdictions of various governmental units. Specific laws concerning formation, taxation, and control of organizations

4. The General Environment (Cont)
6. Natural resources
The nature, quantity, and availability of natural sources, including climatic and other conditions
7. Demographic
The nature of human resources available to the society: their number, distribution, age,, and sex. Concentration or urbanization of population is a characteristic of industrial societies
8. Sociological
Class structure and mobility. Definition of social roles. Nature of social organization and development of social institutions
9. Economic.
General economic framework, including the type of economic organization – private versus public ownership. The centralization or decentralization of economic planning; the banking system; and fiscal policies. The level of the investment in physical resources and consumption characteristic

5. Figure 1. Relevant components of the specific (task) environment for a typical organization
Costumer Components
Distributors of product or service
Actual users of product or service
Suppliers Components
New materials suppliers
Equipment suppliers
Products parts suppliers
Labor supply
Competitor Component
Competitors for suppliers
Competitors for customers
Socio-political Component
Government regulatory control over the industry
Public political attitude towards industry and its particular product
Relationship with trade unions with jurisdiction in the organization
Technological Component
Meeting new technological requirements of own industry and related industry in production of product or service
Improving and developing new products by implementing new technological advances in the industry

6. Figure 2. Relationship of General and Task Environments to The Organization

7. Figure 3. Characteristic of Environmental States
SIMPLE
COMPLEX
Static
CELL 1:
Low Perceived Uncertainty
Small number of factors and components in the environment
Factors and components are somewhat similar to one another
Factors and components remain basically the same and are not changing
CELL 2:
Moderately Low Perceived Uncertainty
Large number of factors and components in the environment
Factors and components are not similar to one another
Factors and components remain basically to the same
Dynamic
CELL 3:
Moderately High Perceived Uncertainty
Factors and components of the environment are in continual process of change
CELL 4:
High Perceived Uncertainty
Factors and components of environment are in a continual process of change

8. Table 4. Environmental/Structural Matching
SIMPLE KNOWLEDGE
ENVIRONMENT
COMPLEX KNOWLEDGE ENVIRONMENT
Placid
environment
characteristic
I. Mechanistic
a. Little uncertainty
b. Little change
c. Standard work processes for control
d. Bureaucratic organization form
II. Mechanistic
a. Moderately low uncertainty
b. Little change but a large number of variables in the environment
c. Standard work skills for control
d. Decentralized bureaucratic form
Turbulent
III. Organic
a. Moderately high uncertainty
b. Small number of variables but a lot of change
c. Tight personal control
d. Centralized organization
IV. Organic
a. High uncertainty
b. Large number of variables and a lot of change
c. Mutual adjustment for control
d. Decentralized organization form

9. The External Environment
Global
Suppliers
Customers
Economic
Political
The
Organization
Public
Pressure
Groups
Competitors
Demographic
Sociocultural
Technological

10. The External Environment
Laws and
politics
Economy
Technology
Demographics
Social
values
Suppliers
New
Entrants
Substitutes
Rivals
Buyers
Organization
Competitive
Environment
Macro environment

11. Two Organization Design Approaches
Vertical
Structure
Routine
Tasks
Rigid
Culture
Competitive
Strategy
Formal
Systems
Horizontal
Adaptive
Empowered
Roles
Collaborative
Shared
Information
Organizational Change
in the Service of
Performance
Mechanical System Design
Natural System Design
Stable Environment
Efficient Performance
Turbulent Environment
Learning Organization
Source: Adapted from David K. Hurst, Crisis and Renewal: Meeting the Challenge of Organizational Change (Boston, Mass.: Harvard Business School)

12. The Macro Environment The macro environment
most general elements in the external environment that can potentially influence strategic decisions
all organizations are affected by the general components of the macro environment
Laws and regulations
impose strategic constraints and provide opportunities
regulators - specific government organizations in a firm’s more immediate task environment
have the power to investigate company practices and take legal action to ensure compliance with the laws

13. The Macro environment (cont.)
The economy
created by complex interconnections among economies of different countries
important elements include interest rates, inflation rates, unemployment rates, and the stock market
economic conditions change and are difficult to predict
Technology
creates new products, advanced production techniques, and improved methods of managing and communicating
strategies that ignore or lag behind competitors in considering technology lead to obsolescence and extinction

14. The Macro Environment (cont.)
Demographics
measures of various characteristics of the people comprising groups or other social units
age, gender, family size, income, education, occupation
workforce demographics must be considered in formulating human resources strategies
population growth influences the size and composition of the labor force
immigration also is a significant factor
increasing diversity of the labor force has both advantages and disadvantages
must assure equal employment opportunity

15. The Macro environment (cont.)
Social issues and the natural environment
management must be aware of how people think and behave
the role of women in the workplace
providing benefits for domestic partners of employees
protection of the natural environment

16. Competitive Environment
comprises the specific organizations with which the organization interacts
Michael Porter - defined the competitive environment
successful managers:
react to the competitive environment; and
act in ways that actually shape or change the competitive environment

17. Competitive Environment
New
entrants
Suppliers
Customers
Substitutes
Rival firms

18. Competitive Environment (cont.)
Competitors
competitors within an industry must deal with one another
organizations must:
identify their competitors
analyze how competitors compete
react to and anticipate competitors’ actions
competition is most intense:
where there are many competitors
when industry growth is slow
when the product or service cannot be differentiated

19. Competitive Environment (cont.)
Threat of new entrants
barriers to entry - influence the degree of threat
conditions that prevent new companies from entering an industry
include government policy, capital requirements, and brand identification, cost disadvantages, and distribution channels
Threat of substitutes
technological advances and economic efficiencies may result in substitutes for existing products
substitutes can limit another industry’s revenue potential
companies need to think about potentially viable substitutes

20. Competitive Environment (cont.)
Suppliers
provide the resources needed for production
powerful suppliers can reduce an organization’s profits
international labor unions are noteworthy suppliers
dependence on powerful suppliers is a competitive disadvantage
power of supplier determined by:
availability of other suppliers from whom to buy
the number of customers for the supplier’s products
switching costs - fixed costs buyers face if they change suppliers
close supplier relationship is the new model for organizations

21. Competitive Environment (cont.)
Customers
purchase the products or services the organization offers
final consumers - purchase products in their final form
intermediate consumers - buy raw materials or wholesale products before selling them to final consumers
customer service - giving customers what they want, the way they want it, the first time
disadvantageous to depend too heavily on powerful customers
powerful customers make large purchases and/or have other suppliers

22. Organizational Stakeholders

23. TERIMA KASIH
SAMPAI JUMPA