12. Struktur Organisasi

1. 12. Struktur Organisasi Perilaku Organisasi Fakultas Ekonomi Universitas Padjadjaran Bandung 2004

2. Tujuan Pengajaran • Job Design • Organizational design

3. Organization Structure Pattern of jobs and groups of jobs in an organization. An important cause of individual and group behavior

4. Job Design The process by which managers decide individual job tasks and authority Organizational Design Management decision and actions that result in a specific organization structure

5. Enam Unsur Utama dalam Merancang Struktur Organisasi • Spesialisasi Kerja • Departementalisasi • Rantai Komando • Rentang Kendali • Sentralisasi dan Desentralisasi • Formalisasi

6. Tiga Desain Organisasi yang Lazim Digunakan • Struktur Sederhana • Birokrasi • Struktur Matrik Empat Desain Struktural : • Struktur Tim • Organisasi Virtual • Organisasi Tanpa Tapal-Batas • Organisasi Feminim

7. Struktur Organisasi : Determinan dan Hasilnya • Penyebab • Strategi • Ukuran • Teknologi • Lingkungan • Desain Struktural • Mekanistik • Organik Kinerja dan Kepuasaan Menimbulkan Menentukan Diperlunak oleh Perbedaan-perbedaan Individu

8. Enam pertanyaan utama yang perlu dijawab para manajer dalam merancang Struktur Organisasi

9. Integrative Framework for Organizational Design Environmental factors Technical subenvironment Market subenvironment Production subenvironment Organizational effectiveness Production Quality Flexibility Efficiency Satisfaction Competitiveness Development Survival Organization design Mechanistic Matrix Organic Organizational dimensions Formalization Centralization Complexity Key design decision Job design Departmental bases Spans of control Delegation of authority Size Managerial factors Strategic choice Skill Values

10. Conceptual Model of Job Design and Job Performance Social Setting differences Technological factors Task factors Job design Job performance Perceived job content Job analysis Human factors Individual difference

11. Job Design: The Results of Job Analysis Range and Depth Job Range Number of task a person is expected to perform while doing a job. The more tasks required, the greater the job range Job Depth Degree of influence or discretion that an individual possesses to choose how a job will be performed

12. Job Depth and Range: Differences in Selected Jobs High Job Depth Low Job Range Low High

13. Job relationships Interpersonal relationships required or made possible on the job Job rotation Practice of moving individuals from job to job to reduce potential boredom and increase potential motivation and performance Job enlargement Practice of increasing the number of tasks for which an individual is responsible. Increase job range, but not depth Job Enrichment Practice of increasing discretion individual can use to select activities and outcomes. Increase job depth and accordingly fulfills growth and autonomy needs

14. Techniques of job redesign • Underspecialization - Work simplification - Reenggineering • Overspecialization - Job rotation - Job enlargement - Job enrichment - Autonomous work teams Source: Wherther & Davis

15. Job Design To Increase Motivation • The Job Characteristics Model • Job Enrichment • Job Rotation • Work at home • Flexible hours Source: De Cenzo & Robbins

16. Job characteristic Model Core Job Characteristic Critical psychological states Individual work outcomes Skill variety Task identity Task significance Experienced meaningfulness of the work High intrinsic work motivation Experienced responsibility for outcomes of the work High-quality work performance Autonomy Knowledge of actual result of the work High satisfaction with the work Feedback Low absenteeism and turnover Moderators ·  Growth need strength ·  Knowledge and skill ·  “Context” satisfactions