LABORATORIUM MSDM, PENGANTAR MANAJEMEN
• FUNDAMENTALS OF ORGANIZING
LABORATORIUM MSDM, PENGANTAR MANAJEMEN
DEFINITION AND PURPOSES
• Organizing is the process of assigning tasks, allocating
resources and coordi-nating work activities.
• Organizing is the process of arranging people and other
resources to work together to accomplish a goal.
• It identifies who is to do what, who is in charge of whom,
and how different people and parts of the organization
relate to and work with one another ---- Structure & Chart
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LABORATORIUM MSDM, PENGANTAR MANAJEMEN
ORGANIZATION STRUCTURE AND
CHART (FORMAL STRUCTURE)
• ORGANIZATION STRUCTURE is a system of tasks,
reporting relationships and communication channels that
links together the work of diverse individuals and groups
• ORGANIZATION CHART is a diagram that describes the
arrangement of work positions through lines of authority
and communication within an organization
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LABORATORIUM MSDM, PENGANTAR MANAJEMEN
LEARN FROM AN
ORGANIZATION CHART
• Division of Work : Positions and titles show work responsibilities
• Supervisory Relationships : Lines show who reports to whom
• Communication Channels : Lines show formal communication
flows
• Major Subunits : Positions reporting to a common manager are
shown
• Levels of Management : Vertical layers of management are shown.
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LABORATORIUM MSDM, PENGANTAR MANAJEMEN
INFORMAL STRUCTURE WITHIN
ORGANIZATION
• INFORMAL STRUCTURE is the set of unofficial
relationships among an organiza-tion’s members.
• Behind every formal structure typically lies an informal
structure. This is a ‘shadow’ organization made up of the
unofficial, but often critical, working relationships between
organizational members
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LABORATORIUM MSDM, PENGANTAR MANAJEMEN
ADVANTAGES OF INFORMAL
STRUCTURE
• Helpful in getting work accomplished
• The emergent and spontaneous relationships in formal
structure so that they make contacts with others who can
help them get things done when necessary.
• Helpful in giving people access to emotional support &
friendship that satisfy important social needs
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LABORATORIUM MSDM, PENGANTAR MANAJEMEN
DISADVANTAGES OF INFORMAL
STRUCTURE
• Because they exist outside the formal authority system,
informal structures can sometimes work against the best
interests of the organization as a whole.
• They can be susceptible to rumor
• They can carry inaccurate information
• They can breed resistance to change and even divert work
efforts from important objectives.
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LABORATORIUM MSDM, PENGANTAR MANAJEMEN
GLOSSARY IN ORGANIZATION
STRUCTURE
• LINE MANAGERS are responsible for the essential activities
of the organization, including production and sales. Line
managers have the authority to issue orders to those in the chain
of command
• STAFF MANAGERS have advisory authority, and cannot issue
orders to those in the chain of command (except those in their
own department)
• SPAN OF CONTROL is the number of employees who can be
effectively and efficiently supervised by a manager
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LABORATORIUM MSDM, PENGANTAR MANAJEMEN
GLOSSARY IN ORGANIZATION
STRUCTURE
• AUTHORITY is The rights inherent in a managerial position to
tell people what to do and to expect them to do it
• CENTRALIZATION is the degree to which decision making is
concentrated at a single point in the organization
• DECENTRALIZATION is the degree to which lower-level
employees provide input or actually autonomy to make decisions
• FORMALIZATION is the degree to which jobs within the
organization are standardized and the extent to which employee
behavior is guided by rules and procedures
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LABORATORIUM MSDM, PENGANTAR MANAJEMEN
ORGANIZATIONAL STRUCTURE
APPROACHES
• TRADITIONAL / CONVENTIONAL APPROACHES
• a. Functional Structure
• b. Divisional Structure
• c. Matrix Structure
• NEWER / CONTEMPORARY APPROACHES
• a. Team Structure
• b. Network Structure
• c. Boundaryless Organization Structure
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LABORATORIUM MSDM, PENGANTAR MANAJEMEN
TRADITIONAL / CONVENTIONAL
APPROACHES
• Functional Structure
• Divisional Structure
• Matrix Structure
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LABORATORIUM MSDM, PENGANTAR MANAJEMEN
FUNCTIONAL STRUCTURE
• is a structure that people with similar skills and performing
similar tasks are grouped together into formal work units.
• Members of functional departments share technical
expertise, interests & responsibilities.
• This structure common in business firms, with top
management arranged by the functions of marketing,
finance, production, human resource, etc.
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LABORATORIUM MSDM, PENGANTAR MANAJEMEN
FUNCTIONAL STRUCTURE
CHART
DIRECTOR
Manager, Manager, Manager, Manager, Manager,
Engineering Accounting Manufacturing Human Resources Purchasing
+Efficiencies from putting together similar specialties and people with common
skills, knowledge, and orientations
+ Coordination within functional area
+ In-depth specialization
– Poor communication across functional areas
– Limited view of organizational goals
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LABORATORIUM MSDM, PENGANTAR MANAJEMEN
ADVANTAGES OF FUNCTIONAL
STRUCTURE
• Economies of scale with efficient use of resources
• Task assignments consistent with expertise and training
• High-quality technical problem solving
• In-depth training and skill development within functions
• Clear career paths within functions.
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LABORATORIUM MSDM, PENGANTAR MANAJEMEN
DISADVANTAGES OF
FUNCTIONAL STRUCTURE
• Difficult in pinpointing responsible for things like cost
containment, product or service quality, timeliness and
innovation in response to environment changes.
• Such problems with functional structures become magnified as
organizations grow in size and environments begin to change
• Lack of communication , coordination and problem solving
Because the functions become formalized not only on an
organization chart but also in the mindsets of people, the sense
of coopera-tion and common purpose breaks down
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LABORATORIUM MSDM, PENGANTAR MANAJEMEN
DIVISIONAL STRUCTURE
• is a structure that group of peoples work on the same product or
process, serve similar customers, and/or are located in the same
area or geographical region.
• The types of Divisional Structure:
• 1. By Product / Market Structure
• 2. By Customer Structure
• 3. By Geographical Structure
• 4. By Process Structure
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LABORATORIUM MSDM, PENGANTAR MANAJEMEN
DIVISION STRUCTURE BY
PRODUCT/MARKET: AN EXAMPLE CHART
Manufacturing
Director
Shoes and Sandal Clothes Toileteries Skin Care
Division Manager Division Manager Division Manager, Division Manager,
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LABORATORIUM MSDM, PENGANTAR MANAJEMEN
DIVISION STRUCTURE BY
CUSTOMER: AN EXAMPLE CHART
Manufacturing
Director
Male Shoes Female Clothes Children Toys Adult Magazine
Division Manager Division Manager Division Manager, Division Manager,
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LABORATORIUM MSDM, PENGANTAR MANAJEMEN
DIVISION STRUCTURE BY
GEOGRAPHICAL: AN EXAMPLE CHART
Manufacturing
Director
East-Java West-Java Bali Sumatra
Division Manager Division Manager Division Manager, Division Manager,
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LABORATORIUM MSDM, PENGANTAR MANAJEMEN
DIVISION STRUCTURE BY
PROCESS: AN EXAMPLE CHART
Manufacturing
Director
Clothes Design Cutting Sewing Packaging
Division Manager Division Manager Division Manager, Division Manager,
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LABORATORIUM MSDM, PENGANTAR MANAJEMEN
ADVANTAGES OF DIVISIONAL
STRUCTURE
• More flexibility in responding to environmen-tal changes
• Improved coordination across functional department
• Clear point of responsibility for product or service delivery
• Expertise focused on specific customers, products and
regions
• 5. Greater ease in changing size by adding or deleting
divisions
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LABORATORIUM MSDM, PENGANTAR MANAJEMEN
DISADVANTAGES OF
DIVISIONAL STRUCTURE
• Reduce economies of scale
• Increase costs through the duplication of resource and
efforts across divisions
• Create unhealthy rivalries as divisions compete for
resources and top management attention and as they
emphasize division needs and goals to the detriment of the
goals of the organi-zation as a whole
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LABORATORIUM MSDM, PENGANTAR MANAJEMEN
MATRIX STRUCTURE
• is combines functional and divisional approaches to
emphasize project or program team.
• In effect, it is an attempt to gain the advan-tages and
minimize the disadvantages of each
• This is accomplished by using the permane-nt cross-
functional teams to support specific products, projects or
programs.
•
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LABORATORIUM MSDM, PENGANTAR MANAJEMEN
ADVANTAGES OF MATRIX
STRUCTURE
• Better cooperation across functions
• Increased flexibility in adding, removing and/or changing operations to meet
changing demands.
• Better customer service, since there is always a program, product or project manager
informed and available to answer questions
• Better performance accountability through the program, product or project managers
• Improved decision making as problem solving takes place at the team level, where
the best information is available
• Improved strategic management, since to managers are freed from unnecessary
problem solving to focus time on strategic issues
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LABORATORIUM MSDM, PENGANTAR MANAJEMEN
DISADVANTAGES OF MATRIX
STRUCTURE
• The two-boss system is susceptible to power struggles. It
can create task confu-sion and conflicts in work priorities.
• Time consuming
• Teams may develop “groupthink” or strong team loyalties
that cause a loss of focus on larger organizational goals.
• The requirements of adding the team leaders to a matrix
structure can result in increased costs
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LABORATORIUM MSDM, PENGANTAR MANAJEMEN
NEWER / CONTEMPORARY
APPROACHES
• TEAM STRUCTURE
• NETWORK STRUCTURE
• BOUNDARYLESS ORGANI-ZATION
• REMOVING ORGANIZA-TION
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LABORATORIUM MSDM, PENGANTAR MANAJEMEN
TEAM STRUCTURE
• Uses permanent and temporary cross functional teams to improve lateral relations
and solve problems throughout an organization. Team structure involves :
• A Cross-Functional Team ; brings together
• members from different functional departments
•
• b. Project Teams ; are convened for a particular
• task or project and disband once it is completed
•
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LABORATORIUM MSDM, PENGANTAR MANAJEMEN
NETWORK STRUCTURE
• A small core organization that outsources its major business functions
(e.g., manufacturing) in order to concen-trate on what it does best
• This structure is uses IT to link with networks of outside suppliers
and service contractors
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LABORATORIUM MSDM, PENGANTAR MANAJEMEN
BOUNDARYLESS ORGANIZATION
• A flexible and an unstructured organization-al design that is
intended to break down external barriers between the
organization and its customers and suppliers
• Removes internal (horizontal) boundaries:
• Eliminates the chain of command
• Has limitless spans of control
• Uses empowered teams rather than departments
• Eliminates external boundaries:
• Uses virtual, network, and modular organizati-onal structures to
get closer to stakeholders
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