Dampak TI terhadap organisasi If the old model of organization was the large, hierarchical organization, the new model that is considered characteristic of the new competition is a network of lateral and horizontal interlinkages within and among firms (nohria and eccles, 1997)

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PICTURE START

Pengertian organisasi Definisi teknis: "Sebuah struktur sosial yang stabil dan formal yang mengambil sumber daya dari lingkungan dan diproses untuk menghasilkan output." (Laudon & Laudon) Teknologi Informasi diperkenalkan ke dalam struktur ini untuk membuat produk keluaran lebih efisien.

Pengertian organisasi Struktur, Perilaku dan lain-lain: Hirarki kewenangan Sifat umum Ditulis aturan perilaku (prosedur operasi) Promosi berdasarkan prestasi (kualifikasi teknis untuk posisi; meritokrasi) Pembagian kerja khusus Efisiensi (efisiensi organisasi maksimal) Inovasi TI dapat membua konflik diantara mereka

Kantor Klaim Asuransi Pre-IT (c 1965) Giuliani, V. E. “The Mechanization Of Office Work.” in Forester, T., ed. The Information Technology Revolution. MIT Press; 1985.

Setelah TI (c 1985) Giuliani, V. E. “The Mechanization Of Office Work.” in Forester, T., ed. The Information Technology Revolution. MIT Press; 1985.

A Post-IT Insurance Claims Office (c 2004) Komputer bisa berada di kantor pusat atau di perusahaan layanan call centre bisa siapa saja dan dimana saja petugas klaim agen mungkin bekerja di luar kantor, seperti pegawai tidak tetap The Network Head Office Data Centre Call Bank Agents Customers

TI & ORGANISASI: SEBELUM DAN SESUDAH Pre-IT Post-IT Kebutuhan Informasi aliran yg terstruktur akses terbatas penyimpanan terstruktur akses luas Tingkat ketrampilan relatif rendah relatif tinggi Tanggapan relatif lambat relatif cepat

TI & ORGANISASI: SEBELUM DAN SESUDAH IP Pre-IT IP Post-IT Pekerjaan spesialis terkotak-kotak berulang generalis saling terhubung variasi/tidak tentu Aliran kerja cenderung ditumpuk perkejadian Standar Kinerja mengikuti aturan memahami proses

TI & ORGANISASI: SEBELUM DAN SESUDAH IP Pre-IT IP Post-IT Tenaga kerja relatif besar relatif lebih sedikit Struktur organisasi Hirarki dan kaku lemah kerjasama kuat kerjasama lemah secara hirarki

3 Efek ekonomis TI dalam organisasi Biaya Teknologi Informasi umumnya jatuh, biaya tenaga kerja umumnya meningkat. TI dapat menggantikan tenaga kerja, dan mengurangi jumlah manajer menengah dan pekerja administrasi. Teknologi Informasi menurunkan biaya transaksi. Oleh karena itu ukuran perusahaan harus menjadi lebih kecil dan melakukan transaksi eksternal lebih banyak (mis outsourcing) Teknologi informasi menurunkan biaya manajemen internal (pengawasan dan koordinasi). Sehingga perusahaan dapat menjadi lebih besar. (?)

Unit Org. & Sistem TI

Sistem Enterprise & Org. Integrasi TI “jadul”

Sistem Enterprise & Org. Integrasi TI “masa kini”

5 era generasi komputer 1964-1980 The System Centric Era 1964: introduction of the IBM 360 1981-1993 The PC Centric Era 1981: introduction of the IBM PC 1994-2005 The Network Centric Era 2006-2015 The Content Centric Era?

FEATURE Audience Technology Principle Offerings Network Focus User Focus Supplier Structure Supplier Leadership # Users at end Market Size SYSTEMS CENTRIC Corporate Transistor Grosch’s Law Proprietary Systems Data Center Efficiency Vertical Integration US systems 10 million $20 billion

FEATURE Audience Technology Principle Offerings Network Focus User Focus Supplier Structure Supplier Leadership # Users at end Market Size SYSTEMS CENTRIC Corporate Transistor Grosch’s Law Proprietary Systems Data Center Efficiency Vertical Integration US systems 10 million $20 billion PC CENTRIC Professional Microprocessor Moore’s Law Standard Products LAN/WAN Productivity Horizontal ‘value chain’ US Components 100 million $460 billion

FEATURE Audience Technology Principle Offerings Network Focus User Focus Supplier Structure Supplier Leadership # Users at end Market Size PC CENTRIC Professional Microprocessor Moore’s Law Standard Products LAN/WAN Productivity Horizontal ‘value chain’ US Components 100 million $460 billion NETWORK CENTRIC Consumer Bandwidth Metcalfe’s Law Value Added Services Public Network Customer Service Unified Computer & Communications Chain National Carriers 1 Billion $3 trillion

FEATURE Audience Technology Principle Offerings Network Focus User Focus Supplier Structure Supplier Leadership # Users at end Market Size PC CENTRIC Professional Microprocessor Moore’s Law Standard Products LAN/WAN Productivity Horizontal ‘value chain’ US Components 100 million $460 billion NETWORK CENTRIC Consumer Bandwidth Metcalfe’s Law Value Added Services Public Network Customer Service Unified Computer & Communications Chain National Carriers 1 Billion $3 trillion

FEATURE Audience Technology Principle Offerings Network Focus User Focus Supplier Structure Supplier Leadership # Users at end Market Size NETWORK CENTRIC Consumer Bandwidth Metcalfe’s Law Value Added Services Public Network Customer Service Unified Computer & Communications Chain National Carriers 1 Billion $3 trillion CONTENT CENTRIC Individual Software ‘Transformation’ Law Custom Services Transparent Virtualization Embedded Content Providers Universal Too embedded to measure

FEATURE Audience Technology Principle Offerings Network Focus User Focus Supplier Structure Supplier Leadership # Users at end Market Size NETWORK CENTRIC Consumer Bandwidth Metcalfe’s Law Value Added Services Public Network Customer Service Unified Computer & Communications Chain National Carriers 1 Billion $3 trillion CONTENT CENTRIC Individual Software ‘Transformation’ Law Custom Services Transparent Virtualization Embedded Content Providers Universal Too embedded to measure