Basic Elements of Organizing

In this chapter you will learn Definition of Organizing Definition of organizational structure The Elements of Organizing 1. Designing Jobs Job Specialization Benefits and Limitations of Specialization Alternatives to Specialization 2. Grouping Jobs: Departmentalization Rationale Common Bases and advantage and disadvantages of each base 3. Establishing Reporting Relationships Chain of Command Narrow Versus Wide Spans Tall Versus Flat Organizations Determining the Appropriate SOC 4. Distributing Authority The Delegation Process Decentralization and Centralization 5. Coordinating Activities The Need for Coordination Structural Coordination Techniques 6. Differentiating Between Positions Differences Between Line and Staff Administrative Intensity 11–2

The Elements Organizing Memutuskan bagaimana cara terbaik untuk mengelompokkan aktivitas dan smbr daya organisasi Organization Structure serangkaian elemen yg dpt digunakan untuk membentuk suatu organisasi

Hierarchical Organisation Dalam organisasi hirarkis karyawan adalah peringkat di berbagai tingkatan dalam organisasi, setiap tingkat adalah salah satu di atas yang lain. Pada setiap tahap dalam rantai, satu orang memiliki sejumlah pekerja langsung di bawah mereka, dalam kendali mereka.

Basic elements organizing Job Designing Departmentalization Reporting Relationships Distribution of Authority Coordination Differentiation

Basic Elements of Organizing 1-Job Design 2- Departmentalization 3- Reporting Relationship 4- Distributing Authority 5- Coordination 6- Differentiation

menentukan tanggung jawab individu yang berhubungan dengan pekerjaan Job Design menentukan tanggung jawab individu yang berhubungan dengan pekerjaan

Job Specialization (Division of Labor) Tingkat dimana keseluruhan tugas dalam organisasi dipecah dan dibagi menjadi bagian-bagian komponen yg lebih kecil.

Alternatives to Job Specialization Rotasi pekerjaan Perluasan pekerjaan Pengayaan pekerjaan Team Work Pendekatan karakteristik pekerjaan

Classify the following into: Work Teams, Job Enrichment, Job Enlargement and Job Rotation. An operator has four different jobs. He spends three weeks on each of these jobs and then starts the cycle over again with the first job of the operation. Sulma’s job is a data entry operator. Her job has been redesigned and now she also has a higher level responsibility in the PR. Now she is also responsible to reply customers complaints. Fatima is a typist for the sales section. Her job has been redesigned to include typing for the advertising section as well. Ahmed, Sulman and Ali are working as a group. They have the full autonomy to design the work system that they will use to perform an interrelated set of tasks.

Alternatives to Specialization Job Rotation Memindahlan karyawan dari satu pekerjaan ke pekerjaan lainnya secara sistematis Perluasan pekerjaan Meningkatkan jumlah tugas total yg dilaksanakan oleh pekerja Pengayaan pekerjaan Meningkatnya rentang dan jenis pekerjaan tidak cukup untuk meningkatkan motivasi karyawan.

Alternatives to JS Work Teams Suatu alternatif spesialisasi pekerjaan yg mengizinkan suatu kelompok merancang sistem kerja yg akan diterapkan untuk melaksanakan rangkaian tugas yg saling berhubungan.

Alternatives to Specialization: Job Characteristics Approach Ragam keahlian Identitas tugas Signifikansi tugas Otonomi Umpan balik Jumlah pekerjaan yg dilakukan seseorang dlm suatu pekerjaan Sejauh mana pekerja dapat menyelesaikan suatu bagian yg dpt diidentifikasikan dari keseluruhan pekerjaan Pentingnya tugas yg dipersepsikan Tingkat pengendalian yg dimiliki pekerja mengenai bagaimana pekerjaan dilaksanakan Sejauh mana pekerja mengetahui seberapa baik pekerjaan telah dilaksanakan

Matching the person & the job You have been asked to design jobs for the following job candidates. Use the Job Characteristics Approach to design the jobs. Jassim is highly motivated, exercises self control, fast learner ,independent and is a risk taker. He is always on the look for new challenges. Abullah is a reserved person, who likes to be told what to do and strictly follows the orders. He is risk averse. Whom would you describe as a person who is eager to grow. In other words who has strong desire to develop, and expand his capabilities. (a) Jassim (b) Abullah Would you design a job for Jassim that is high on the five core dimensions of the job characteristics approach. (a) Yes (b) No Would it be right to describe Jassim as person who has high growth needs. Would you describe the job that you would design for Jassim as (a) strong on all five dimensions of the job characteristics approach (b) Low on all five dimensions of the job characteristics approach

Grouping Jobs: Departmentalization Proses pengelompokan pekerjaan menurut beberapa pengaturan logis

11–16

Functional Departmentalization Mengelompokkan pekerjaan pekerjaan yg melibatkan aktivitas yg sama atau serupa Advantages ahli. Pengawasan difasilitasi koordinasi Disadvantages lambat dan birokrasi. fokus yang sempit akuntabilitas

Product Departmentalization Form The grouping of activities around products or product groups. Disadvantages Product focus. Administrative costs Advantages All in one Speed and effectiveness Performance assessment

Customer Departmentalization Grouping activities to respond to and interact with specific customers and customer groups. Advantage Skilled specialists can deal with unique customers or customer groups. Disadvantage A large administrative staff is needed to integrate activities of various departments.

Location Departmentalization The grouping of jobs on the basis of defined geographic sites or areas. Advantage Quick response Disadvantage Large administrative

Menciptakan Hubungan Pelaporan Chain of Command(rantai komando) Jalur otoritas yg jelas dan pasti diantara semua posisi dalam organisasi

Jumlah orang yang melapor ke setiap manajer Rentang menejemen Jumlah orang yang melapor ke setiap manajer 02-12-I200-SL

Tall Versus Flat Organizations President Tall Organization Flat Organization

Mendistribusikan Otoritas Authority Kekuasaan yg telah disahkan oleh organisasi Delegation Proses pelimpahan sebagian beban kerja total seorang manajer kepada orang lain Reasons for Delegation mendapatkan lebih banyak pekerjaan dilakukan pengembangan bawahan

Steps in the Delegation Process Manager Step 1 Assigning responsibility Step 3 Creating accountability Step 2 Granting authority Subordinate Figure 11.4

Steps in the Delegation Process Manager Step 1 Telling the subordinated to do the job Step 3 Establishing Obligation Step 2 Power Subordinate

Problems in Delegation Manager enggan untuk mendelegasikan manajer teratur ancaman Percaya masalah Subordinate akut gagal Penghindaran risiko dan tanggung jawab tidak ada imbalan

Decentralization and Centralization Proses yg secara sistematis mendelegasikan kekuasaan dan otoritas kepada manajer tingkat menengah dan manajer tingkat rendah di seluruh organisasi Centralization Proses yg secara sistematis mempertahankan kekuasaan dan otoritas di tangan manajer tingkat tinggi

Mengkoordinasikan Aktivitas Coordination Proses yg menghubungkan aktivitas dari berbagai departemen dalam organisasi The Need for Coordination - Interdependence -

Coordinating Activities: Three Major Forms of Interdependence Ketergantungan terpusat Ketika unit-unit beroperasi dengan interaksi yg sedikit,output mereka dengan sederhana dikumpulkan pada tingkat organisasional; Ketergantungan berurutan Ketika output dari satu unit menjadi input dari unit lain dengan suatu cara yg berurutan Ketergantungan timbal balik Ketika aktivitas mengalir secara dua arah antarunit.

Structural Coordination Techniques Hierarki manajerial Organisasi yg menggunakan hierarki untuk mencapai koordinasi dg menempatlan seorang manajer untuk memimpin departemen atau unit yg saling bergantung Aturan dan Prosedur Kegiatan koordinasi rutin dapat ditangani melalui aturan dan prosedur yang menetapkan prioritas dan pedoman bagi tindakan. Peran Penghubung Seorang manajer mengkoordinasi unit yg saling tergantung dengan memfasilitasi arus informasi