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W8 organizational design  design and strategy
W8 organizational design  design and strategy
W8 organizational design  design and strategy
W8 organizational design  design and strategy
W8 organizational design  design and strategy
W8 organizational design  design and strategy
W8 organizational design  design and strategy
W8 organizational design  design and strategy
W8 organizational design  design and strategy
W8 organizational design  design and strategy
W8 organizational design  design and strategy
W8 organizational design  design and strategy
W8 organizational design  design and strategy
W8 organizational design  design and strategy
W8 organizational design  design and strategy
W8 organizational design  design and strategy
W8 organizational design  design and strategy
W8 organizational design  design and strategy
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W8 organizational design design and strategy

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  • 1. Organizational Design – Organizational Structure<br />Team teaching<br />Laboratory of Sytem Development and Industrial Management (PSMI)<br />Departemen of Industrial Engineering<br />Institut Teknologi Sepuluh Nopember (ITS)<br />2011<br />
  • 2. Alignment Framework<br />Business<br />Strategy<br />Organization<br />Structure<br />Human Resources<br />Management<br />“HR systems and theorganization structure should be managed in a way that is congruent withorganizational strategy (hence the name ‘matching model)”<br />(Fombrun et al, 1984).<br />2<br />
  • 3. The Strategic Choice Approach to Organization Design<br />3<br />Strategy menentukan struktur organisasi<br />
  • 4. GENERIC STRATEGY I<br />Porter’s Five Generic Competitive Strategies<br />Type of Advantage Sought<br />Differentiation<br />Lower Cost<br />Overall Low-Cost<br />Provider<br />Strategy<br />Broad<br />Differentiation<br />Strategy<br />Broad<br />Range of Buyers<br />Best-Cost<br />Provider<br />Strategy<br />Market Target<br />Focused<br />Low-Cost<br />Strategy<br />Focused<br />Differentiation<br />Strategy<br />Narrow <br />Buyer <br />Segment<br />or Niche<br />
  • 5. GENERIC STRATEGY II<br />Cost leadership strategy<br />Organizations seek to become low-cost producers of goods and services. <br />Their goal is to develop efficient production methods that enable them to sell at a lower price than competitors <br />
  • 6. Differentiation strategy<br />Organizations using this strategy seek to produce goods and services that are somehow superior to the goods and services provided by competitors. <br />Their goal is to create unique value for which customers are willing to pay a higher price <br />GENERIC STRATEGY II<br />
  • 7. Tracy & Wiersema’s Generic Strategies<br />Product Leadership<br />Operational Excellence<br />Customer Intimacy<br />Copyright 2004 Prentice Hall<br />7<br />GENERIC STRATEGY III<br />
  • 8. GENERIC STRATEGY IV<br />© 2003 Prentice Hall Inc. All rights reserved.<br />8<br />
  • 9. Organization Structure: Its Determinants and Outcomes<br />© 2003 Prentice Hall Inc. All rights reserved.<br />9<br />
  • 10. Copyright 2004 Prentice Hall<br />10<br />Why Do Structures Differ?<br />Reviewing MECHANISTIC versus ORGANIC<br />
  • 11. © 2003 Prentice Hall Inc. All rights reserved.<br />Why Do Structures Differ?<br />11<br />
  • 12. © 2003 Prentice Hall Inc. All rights reserved.<br />Why Do Structures Differ?<br />12<br />
  • 13. Mechanistic Versus Organic Models<br />© 2003 Prentice Hall Inc. All rights reserved.<br />13<br />
  • 14. Copyright 2004 Prentice Hall<br />14<br />Why Do Structures Differ?<br />Reviewing MECHANISTIC versus ORGANIC<br />
  • 15. Naomi Stanford, Guide to Organization Design, Profile Books Ltd, 2007<br />15<br />
  • 16. Why Do Structures Differ?<br />The Strategy-Structure Relationship<br />© 2003 Prentice Hall Inc. All rights reserved.<br />16<br />
  • 17. Naomi Stanford, Guide to Organization Design, Profile Books Ltd, 2007<br />17<br />
  • 18. Alfred Chandler’s “structure follows strategy” concept assumes the necessity for organizational structural design changes to meet the demands of strategic goals.<br />18<br />

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