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Dony Eko Prasetyo, S.IP. Edukasi:  S1 : Departemen Hubungan Internasional, FISIP, Universitas Airlangga  S2 : Sedang menyelesaikan Program Magister.

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Presentasi berjudul: "Dony Eko Prasetyo, S.IP. Edukasi:  S1 : Departemen Hubungan Internasional, FISIP, Universitas Airlangga  S2 : Sedang menyelesaikan Program Magister."— Transcript presentasi:

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2 Dony Eko Prasetyo, S.IP. Edukasi:  S1 : Departemen Hubungan Internasional, FISIP, Universitas Airlangga  S2 : Sedang menyelesaikan Program Magister Management, majoring HRM, Fakultas Ekonomi, Universitas Airlangga Peminatan Study: Politik Luar Negeri, Bisnis Internasional, Ekonomi Politik Internasional, Organization Behaviour, Manajemen Lintas Budaya Work experience:  Lecturer assistance in Indonesia Foreign Affairs subject and Geopolitics and geostrategic subject (2006 – 2007)  Senior Merchandiser, PT. Eratex Djaja, Tbk. (2007 – 2009)  Outsourcing Staff in Cooperation Division Surabaya City Government, sub division foreign affairs (2009 – 2010) Contact details: YM: donyekoprasetyo; dony_eko_prasetyo Skype: dony_eko_prasetyo

3  Mata kuliah wajib (MKB)  Total kredit: 6 SKS  Dosen-dosen pengampu  Evi Silvana Muchsinati, SE., Msi  Dony Eko Prasetyo, S.IP.  Silabus bisa di download di eri-kuliah/msdm-iii/

4  Daft, Richard L., 2007, Understanding The Theory and Design of Organization, 9th ed, Thomson Learning.  Dessler, Gary, 2008, Human Resources Management, 10th ed, Prentice Hall.  Mondy & Noe (2008), Human Resource Management, Tenth Edition, Pearson International Edition.  Dreher, George and Thomas Dougherty, (2001), Human Resource Strategy: A Behavioral Perspective for the General Manager, 1st Ed, Mc Graw Hill  Kotler,P, (2006) Marketing, Prentice Hall

5  Pra UTS diampu oleh Dony Eko Prasetyo, S.IP.  Pasca UTS diampu oleh Evi Silvana Muchsinati, SE., Msi  Waktu toleransi telat : 15 menit

6  Individual Task  Setiap mahasiswa diharuskan membuat ‘review’ chapter yang akan dibahas di kelas  Group Task  Akan ada presentasi kelompok, diharapkan setiap kelompok mencari medium scale business dan melakukan analisa berdasar topik sesuai silabus  Big Task  Setiap mahasiswa diwajibkan untuk mencari satu perusahaan kelas menengah dan kemudian menganalisisnya secara mendalam dengan memilih salah satu topik yang ada dalam pertemuan, laporan akan dipresentasikan pada pertemuan format laporan  Latar belakang  Masalah  Tinjauan pustaka  Pembahasan  Solusi  Kesimpulan

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8  Ini ceritera tentang empat orang yang bernama: Nobody Everybody, Somebody, Anybody dan Nobody. Ada satu tugas penting yang harus dikerjakan dan Everybody diminta untuk mengerjakannya. Everybody yakin bahwa Somebody akan mengerjakannya. Sebetulnya Anybody dapat mengerjakannya, tetapi Nobody yang mengerjakannya. Somebody marah sebab itu tugas Everybody. Everybody pikir bahwa Anybody dapat mengerjakannya, tetapi Nobody sadar bahwa Everybody tidak akan mengerjakannya. Akhirnya, Everybody menyalahkan Somebody yang sebetulnya Nobody diminta oleh Anybody.

9 Social Entities that are Goal Directed, with Deliberately Structured, Coordinated Activity Systems, and with a link to the External Environment

10  Large & Small  Manufacturing & Service  Profit & Non-Profit

11  Create value for owners, customers and employees  Bring together resources to achieve desired goals  Use modern manufacturing and innovative technologies produce goods and services efficiently  Adapt to and influence a changing Environment and Globalization  Accommodate the challenges of Diversity, Ethics, and the motivation and coordination of employees

12  Open Systems vs close system  Organizational Configuration  Technical Core  Technical Support  Administrative Support  Top Management  Middle Management 12

13 13 Top Management Technical Support Technical Core Administrative Support Middle Management Source: Based on Henry Mintzberg, The Structuring of Organizations (Englewood Cliffs, N. J.: Prentice-Hall, 1979) ; and Henry Mintzberg, “Organization Design: Fashion or Fit?” Harvard Business Review 59 (Jan. – Feb. 1981):

14 14 Transformation Process Environment Raw Materials People Information resources Financial resources Input Subsystems Boundary Spanning Production, Maintenance, Adaptation, Management Boundary Spanning Products and Services Output

15  Structural Dimensions  Formalization  Specialization  Hierarchy of Authority  Centralization  Professionalism  Personnel Ratios  Contextual Dimensions  Size  Organizational Technology  Environment  Goals and Strategy  Culture  Performance and Effectiveness Outcomes  Efficiency vs effectiveness 15

16 16 Goals and Strategy EnvironmentSize Culture Technology Structure 1.Formalization 2.Specialization 3.Hierarchy of Authority 4.Centralization 5.Professionalism 6.Personnel Ratios

17  Historical Perspectives  Efficiency is Everything  How to Get Organized  administration  bureaucratic  What About People  not the concern  Environment also not the concern  Contemporary Organization Design  The Environment for today’s companies is anything but stable.  Many Organizations are shifting to Flexible, Decentralized Structures that emphasize Horizontal Collaboration and widespread Information Sharing.  Efficient Performance versus the Learning Organization  From Vertical to Horizontal Structure  From Routine Tasks to Empowered Roles  From Formal Control Systems to Shared Information  From Competitive to Collaborative Strategy  From Rigid to Adaptive Culture 17

18 18 Vertical Structure Routine Tasks Rigid Culture Competitive Strategy Formal Systems Horizontal Structure Adaptive Culture Empowered Roles Collaborative Strategy 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)

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