PERANCANGAN ORGANISASI

Dr. Ir. Bustanul Arifin Noer, M.Sc.

Lab. Pengembangan Sistem dan Manajemen Industri

Jurusan Teknik Industri ITS - Surabaya

CIMOSA BUSINESS PROCESS MAPPING

Manage Process

Set Direction

Set Strategy

Direct Business

HR Process

IT Process

Develop Product

Get Order

Fin/Accoun. Process

Maintenance

Process

Fulfill Order

Support Product

Support Process

Core Process

Business Strategy Basic Concept

Task 1 Task 2 Task 3 Task 4 Task 5

Develop a Strategic Vision and Mission

Set Objectives

Craft a Strategy to Achieve Objectives

Implement and Execute Strategy

Monitor, Evaluate, and Take Corrective Action

Revise as Needed

Revise as Needed

Improve/ Change

Improve/ Change

Recycle as Needed

The Five Tasks of Strategic Management

Porters Five Generic Competitive Strategies

Type of Advantage Sought
Lower Cost Differentiation

Market Target

Overall Low-Cost Broad Range of Provider Buyers Strategy

Broad Differentiation Strategy Best-Cost Provider Strategy Narrow Focused Focused Buyer Low-Cost Differentiation Segment Strategy Strategy or Niche

Selected HR Strategies That Fit Porters Three Major Types of Business Strategies
Business Strategy Overall cost leadership Common Organizational Characteristics Sustained capital investment and access to capital Intense supervision of labor Tight cost control requiring frequent, detailed control reports Low-cost distribution system Structured organization and responsibilities Products designed for ease in manufacture HR Strategies Efficient production Explicit job descriptions Detailed work planning Emphasis on technical qualifications and skills Emphasis on job-specific training Emphasis on job-based pay Use of performance appraisal as a control device

Selected HR Strategies That Fit Porters Three Major Types of Business Strategies
Business Strategy Differentiation
Common Organizational Characteristics Strong marketing abilities Product engineering Strong capability in basic research Corporate reputation for quality or technological leadership Amenities to attract highly skilled labor, scientists, or creative people.

HR Strategies Emphasis on innovation and flexibility Broad job classes Loose work planning External recruitment Team-based training Emphasis on individualbased pay Use of performance appraisal as development tool

FUNCTIONAL ORGANIZATION

Hybrid

Process-base Matrix Divisional Functional

Functional Organization

President

VP Research

VP Operations

VP Human Resources

VP Marketing

VP Finance

The Functional Form

Advantages
Promotes skill specialization Reduces duplication of scarce resources and uses resources full time Enhances career development for specialists within large departments Facilitates communication and performance because superiors share expertise with their subordinates Exposes specialists to others within same specialty

Disadvantages
Emphasizes routine tasks; encourages short time horizons Fosters parochial perspectives by managers and limits capacity for topmanagement positions

Multiplies interdepartmental dependencies; increases coordination and scheduling difficulties

Obscures accountability for overall results

The Divisional Organization

Chief Executive Officer

Chief Financial Officer

VP Research

Division Manager Asia

Division Manager North America

Division Manager Europe

VP Human Resources
Basis of Division: -Product - Customer - Regional

VP Operations

VP Sales and Marketing

The Divisional Form

Advantages
Recognizes interdepartmental interdependencies Fosters an orientation toward overall outcomes and clients Allows diversification and expansion of skills/training Ensures accountability by departmental managers and promotes delegation Heightens departmental cohesion and involvement in work

Disadvantages
May use skills and resource inefficiently Limits career advancement by specialists Impedes specialists exposure to others within same specialties Puts multiple-role demands upon people and creates stress May promote departmental objectives as opposed to overall organizational goals

The Matrix Organization

President CEO VP Finance VP Human Resources

Senior VP Programs

Senior VP Operations

VP Research

VP Engineering

VP Manufacturing

VP Marketing

Program Manager Aircraft

Program Manager Navigation Systems

Program Manager Space Systems

The Matrix Structure

Advantages
Makes specialized, functional knowledge available to all projects Use people flexibly Maintains consistency by forcing communication between managers Recognizes and provides mechanisms for dealing with legitimate, multiple sources of power Can adapt to environmental changes

Disadvantages
Can be difficult to implement Increases role ambiguity, stress, and anxiety Performance is lowered without power balancing between projects and functions Makes inconsistent demands and can promote conflict and short-term crisis orientation May reward political skills over technical skills

The Matrix Structure

Advantages
Makes specialized, functional knowledge available to all projects Use people flexibly Maintains consistency by forcing communication between managers Recognizes and provides mechanisms for dealing with legitimate, multiple sources of power Can adapt to environmental changes

Disadvantages
Can be difficult to implement Increases role ambiguity, stress, and anxiety Performance is lowered without power balancing between projects and functions Makes inconsistent demands and can promote conflict and short-term crisis orientation May reward political skills over technical skills

The Process-Based Structure

Senior Management Team Chair and Key Support Process Owners

Developing New Products Process Process Owner Cross Functional Team Members Acquiring and Filling Customer Orders Process Process Owner Cross Functional Team Members Supporting Customer Usage Process Process Owner Cross Functional Team Members

Process-base Structure
Top Management Team

Process Owner

Team 1

Team 2

Team 3

Market Analysis

Research

Product Planning

Testing

Customer

New Product Development Process

Process Owner

Team 1

Team 2
Material Flow

Team 3

Analysis

Purchasing

Distrib.

Customer

Procurement and Logistics Process

Characteristics of Process-Based Structures

Processes drive structure Work adds value Teams are fundamental Customers define performance Teams are rewarded for performance Teams are tightly linked to suppliers and customers Team members are well informed and trained

The Process-Based Form

Advantages
Focuses resources on customer satisfaction Improves speed and efficiency Adapts to environmental change rapidly Reduces boundaries between departments Increases ability to see total work flow Enhances employee involvement Lowers costs dues to overhead

Disadvantages
Can threaten middle managers and staff specialists Requires changes in commandand-control mindsets Duplicates scarce resources Requires new skills and knowledge to manage lateral relationships and teams May take longer to make decisions in teams Can be ineffective if wrong processes are identified

HYBRID STRUCTURE
CEO
Executive Committee

Power Transformers

Power Generation

Robots

47 Other Business Areas

Germany

U.S.A

National Companies
Norway
137 Other National Companies

HYBRID STRUCTURE

The pure types of structure rarely exist Most are hybrids of different kinds Common hybrid 1: functional and divisional Common hybrid 2: functional and horizontal Five Alive: an example of a hybrid structure

The Strategic Choice Approach to Organization Design

Strategy menentukan struktur organisasi

DISKUSI KELOMPOK
Bentuk dua tim kemudian diskusikan dalam masing-masing tim struktur organisasi di bawah ini cocok untuk strategy generic Tracy & Wiersema yang mana?:

Product leadership Operational excellence Customer intimacy

The Divisional Organization

Chief Executive Officer Chief Financial Officer VP Research

Product A Manager

Product B . Manager

Product C Manager

VP Human Resources

VP Operations

VP Sales and Marketing

Struktur organisasi di atas cocok untuk strategy apa?

The Divisional Organization

Chief Executive Officer Chief Financial Officer VP Research

Corporate Division Manager

Retail Division Manager .

..Division Manager

VP Human Resources

VP Operations

VP Sales and Marketing

Struktur organisasi di atas cocok untuk strategy apa?