Basic elements of organizing
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Basic Elements of Organizing. @ Taufiq Rochman , STP. MT Teknik Industri FT UNS. Study Guide. Organizing and Organization Structure 6 Building Blocs of Organization Structure Job Design Job Grouping and Departmentalization Reporting Relationships. PERENCANAAN. CONTROLLING. ORGANIZING.

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Basic Elements of Organizing

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Basic elements of organizing

Basic Elements of Organizing

@TaufiqRochman, STP. MT

TeknikIndustri FT UNS

basics of organization


Study guide

Study Guide

  • Organizing and Organization Structure

  • 6 Building Blocs of Organization Structure

  • Job Design

  • Job Grouping and Departmentalization

  • Reporting Relationships

basics of organization


Organisasi manajemen

PERENCANAAN

CONTROLLING

ORGANIZING

MOTIVATING

Organisasi & Manajemen

  • DefinisasiManajemen

    Proseskerjasamamelaluiorang-orangdankelompokuntukmencapaitujuanorganisasi (Hersey & Blancahad)

  • ProsesManajemen

basics of organization


Management in organization

organizing

  • Input from the

  • Environment :

  • Human resources

  • Financial resources

  • Physical resources

  • Information resources

  • Goal attained

  • Efficiency

  • Effectively

controlling

Leading

Management in organization

Planning &

Decision making

basics of organization


Basic elements of organizing

Technical skill

(pengetahuan, metode, teknik & peralatan)

Kemampuan manajer

Human skill

(motivasi, kepemimpinan)

Conceptual skill

(kompleksitas organisasi, tujuan sistem organisasi)

Kemampuan Manajer dalam Organisasi

basics of organization


Kemampuan manajemen level organisasi

Kemampuan yang diperlukan

Manajemen

puncak

Konceptual

Manajemen menengah

Manusia/sosial

Teknis

Manajemen

supervisi

Kemampuan manajemen & level organisasi

basics of organization


Organisasi sebagai sistem sosial

SUBSISTEM

ADMINISTRASI

STRUKTUR

SUBSISTEM

EKONOMI

TEKNOLOGI

TUJUAN

SUBSISTEM

INFORMASI

SUBSISTEM

MANUSIA

SOSIAL

Organisasi sebagai sistem sosial

basics of organization


Basic elements of organizing

pesaing

pelanggan

Kelompok konsumen

Instansi pemerintah

organisasi

Serikat buruh

Pemilik saham

pemasok

Def. Organisasi :

Hubungan yang terpolakandiantaraorang yang berhubungandenganaktivitas yang salingberkaitan yang diarahkanpadatujuantertentu.

Organisasi & Pengaruhlingkungan

Budaya sub lingkungan

basics of organization


Struktur organisasi

Struktur Organisasi

  • Diferensiasivertikal & hirarki

  • Span of Control

    Jumlahbawahan yang menjaditanggungjawabpimpinan.

  • Sentralisasikekuasaan

  • Formalisasi

    Peraturan formal yang terincitertulis: mengaturperilakudanmembatasikebebasanbawahan.

basics of organization


Basic elements of organizing

CEO

M

M

M

M

M

M

M

M

M

M

M

M

  • Departementasi

    Pengelompokanposisi & aktivitasdalam subunit yang terpisah (fungsi, produk, konsumen & geografis)

  • Bentukorganisasi

    Lini, linistaf, matrik, tim/panitia

basics of organization


Job design

Job Design

  • Job Design, the determination of an individual’s work-related responsibilities.

  • Job Specialization, degree to which the overall task of the organization is broken down into smaller components

    • Benefit

      • Workers can become proficient at task

      • Transfer time between task decrease

      • Specialized equipment can be developed

      • Employee replacement becomes easier

    • Limitations

      • Employee boredom and dissatisfaction

      • Anticipated benefits do not always occur

basics of organization


Grouping jobs departmentalization

Grouping Jobs : Departmentalization

  • The process of grouping jobs according to some logical arrangement.

  • Rationale for Departmentalization

    • Organizational growth exceeds the owner-manager’s capacity to personally supervise all of organization.

    • Additional managers are employed and assigned specific employees to supervise.

basics of organization


Departmentalization

Departmentalization

  • 4 Basic Types :

    • Functional

    • Product

    • Customer

    • Location

basics of organization


Functional departmentalization

Functional Departmentalization

basics of organization


Functional departmentalization form

Functional Departmentalization Form

  • Advantages

    • Department can be staffed by experts

    • Supervision facilitated

    • Coordination within department is easier

  • Disadvantages

    • Decision making becomes slow and bureaucratic

    • Lose sight of organizational goals/issues

    • Accountability and performance are difficult to monitor

basics of organization


Product departmentalization

Product Departmentalization

basics of organization


Product departmentalization1

Advantages

Activities with one product can be integrated

Speed and effectiveness of decision making

Performance of these individual products can be assessed

Disadvantages

Focus on product at the exclusion of the rest of the organization

Administrative costs may increase

Product Departmentalization

basics of organization


Customer departmentalization form

Customer Departmentalization form

basics of organization


Customer departmentalization

Advantage

Skilled specialists can deal with unique customer needs

Disadvantage

Large, administrative staff need to integrate activities of various departments

Customer Departmentalization

basics of organization


Location departementalization form

Location Departementalization Form

basics of organization


Location departmentalzation

Advantage

The organization can respond to unique customer and regional/environmental characteristics

Disadvantage

Large, administrative staff may be needed

Location Departmentalzation

basics of organization


Establishing reporting relationships

Establishing Reporting Relationships

  • Chain of Command : a clear and distinct line of authority among the positions in an organization.

    • Unity of Command

      • Each person within an organization must have a clear reporting relationship to one and only one boss.

    • Scalar Principle

      • A clear and broken line of authority must extend from the bottom to the top of the organization

basics of organization


Continue

Continue

  • Span of management (span of control)

    • The number of people who report to a particular manager

    • Narrow versus wide

  • Graicunas : Subordinate interactions

    • I = N(2N/2 + N -1)

  • Davis

    • Operative span – 30 subordinates

    • Executive span – 3 to 9 subordinates

  • Urwick

    • Executive Span – 6 Subordinates

basics of organization


Establishing reporting relationships tall versus flat organizations

Tall Organizations

More expensive

Communication can be difficult because of the number of channels through which it must pass

Flat Organization

Led to higher levels of employee morale and productivity

More administrative responsibility for managers

Establishing Reporting RelationshipsTall versus Flat Organizations

basics of organization


Tall versus flat organization

Tall Versus Flat Organization

Tall Organization

Flat Organization

basics of organization


Factors influencing the span of management

Factors Influencing the Span of Management

  • Competence of the supervisor or subordinate

  • Physical dispersion of subordinates

  • Extent of non supervisory work in manager’s job

  • Degree of required interaction

  • Extent of standardized procedures

  • Similarity of tasks being supervised

  • Frequency of new problems

  • Preferences of supervisors and subordinates

basics of organization


Distributing authority

Distributing Authority

  • Authority

    • Power that has been legitimized by the organization.

  • Delegation

    • The process by which managers assign a portion of their total workload to others.

  • Reasons for delegation

    • To enable the manager to get more work done by utilizing the skills and talents of subordinates.

    • To foster the development of subordinates by having them participate in decision making and problem solving that allows them to learn about overall operations and improve their managerial skills.

basics of organization


Parts of the delegation process

Part 1 :Assigning responsibility

Part 1 :Creating accountability

Part 1 :Granting authority

Manager

Manager

Manager

Subordinate

Subordinate

Subordinate

Parts of the Delegation Process

basics of organization


Delegation problems in the delegation process

Superior

Reluctance

Disorganization

Subordinate’s success threatens superior’s advancement

Trust

Subordinate

Reluctance

No rewards for the acceptance of delegated tasks

Risk avoidence

Delegation Problems in the Delegation Process

basics of organization


Coordinating activities

Coordinating Activities

  • Coordiantion

    • The process of linking the activities of the various departments of the organization.

  • The Need for Coordination

    • Departments and work groups are interdependent; the greater the interdependence, the greater the need for coordination.

basics of organization


Structural coordination techniques

Structural Coordination Techniques

  • The managerial hierarchy

  • Rules and Procedures

  • Liaison rules

  • Task Forces

  • Integrating departments

basics of organization


Differentiating between positions

Differentiating Between Positions

  • Line positions

    • Position in the direct chain of commond that are responsible for the achievement of an organization’s goals

  • Staff Positions

    • Intended to provide expertise, advice, and support to line positions

  • Administrative intensity

    • The degree to which managerial position are concentrated in staff positions

basics of organization


Differentiating between position line and staff structure

Differentiating Between PositionLine and Staff structure

Corporate staff

Finance and administration

Real estate

MIS

Architecture and construction

Treasure

Controller

Attorney

basics of organization


References

References

basics of organization


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