- The document discusses factors that influence organizational structure, including environment, culture, size, strategy, goals, and technology. It also discusses shifts in the role of government organizations towards decentralization, privatization, and stronger civil society roles. - Several trends in future organizational models are presented, including empowering simple structures, improving bureaucratic processes, and strengthening professionalism. Horizontal and networked structures are emphasized over traditional vertical and hierarchical models. - When designing future organizations, two approaches can be taken - a mechanical "vertical" system design suited for stable environments, or a more flexible "natural" horizontal system design better suited for turbulent environments requiring learning.

1. Oleh :
Dr. Frans Dione, M.Si
fransdo@yahoo.com
081385353599

2. FAKTOR-FAKTOR YANG MEMPENGARUHI STRUKTUR ORGANISASI
(KONTEKSTUAL)
Structure
(learning vs.
efficiency)
Environment
Culture Size
Strategy,
Goals
Technology
Sources: Adapted from Jay R. Galbraith, Competing with Flexible Lateral Organizations, 2nd ed.
(Reading, Mass.: Addison-Wesley, 1994), Ch.1; Jay R. Galbraith, Organization Design (Reading,
Mass.: Addison-Wesley, 1977), Ch. 1.

3. PERGESERAN PERAN ORGANISASI PEMERINTAH
Paradigma Peran
Pemerintah
Proporsi Peran
Implikasi Bagi
Organisasi
Pemerintah Pusat
• Reinventing Government
• New Public Administration
• Good Governance
• Privatization
• Peran Pemerintah Berkurang
• Peran Swasta Menguat
• Penguatan Peran Civil
Society
• Desentralisasi Peran /
Kewenangan /Urusan
P
r
o
p
o
r
s
i
P
e
r
a
n

4. ORGANISASI
MASA
DEPAN
Model Organisasi
Birokratis ; hirarkhis,
kewenangan. (Weber
dan Taylor)
New Public Organization ;
fungsional, kualitas dan
pelanggan (Osborne,
Drucker)
Networking
Organization ;
jejaring (Savage)
Organisasi
Professional (Warren
& Bennis)
Smaller, faster, opennes
& wideness, IT base
(Gouillart, Belbin,
Mohrman, Groth)
Horizontal
Organization
(Ostroff, 1999)
TEORI MODEL ORGANISASI MASA DEPAN
(TREND)

5. Desain Organisasi Masa Depan (Groth, 1999)
3 Tiga Model Organisasi
menurut Groth
1. Memberdayakan Struktur
Organisasi Yang Sederhana.
2. Menyempurnakan mesin
birokrasi.
3. Memperkuat Profesionalisme.
4. Mengintegrasikan unit-unit
dalam organisasi.
5. Mentransformasikan bentuk-
bentuk unit khusus (Adhocracy).
The Regulating Model
The Mediating Model
The Assisting Model
Langkah-Langkah Mengkonfigurasikan
Organisasi Baru

6. DARI MODEL LAMA KE MODEL BARU ORGANISASI
Old Model New Model
Individual position/job as basic unit of Team as a basic unit
organization
Relations with environment handled by Densely networked with environment
specialist boundary-spanners
Vertical flows of information Horizontal and vertical flows of information
Decisions come down, information flows up Decisions made where information resides
Tall (many layers of management) Flat (few layers of management)
Emphasis on structures Emphasis on processes
Emphasis on rules and standard Emphasis on results and outcomes
procedures
Fixed hours Flexible workday, part-time workers
Sumber : The New Organization Taking Action in an era of oeganizational transformation, Scully dkk, 2005.

7. Old Model New Model
Career paths upward, linear Career paths lateral, flexible
Standardized evaluation and Customized evaluation and reward systems
reward systems
Single strong culture with strong Diversity viewpoints and behaviors
expectations of homogeneous behavior
Ethnocentric mindset International/global mindset
Specialist international managers Boundary-crossers at all levels
Local value chains Value chains crossing borders
Environment defined in terms of Environment seen as global
country of location

8. BAGAIMANA MENDESAIN ORGANISASI MASA DEPAN?
Vertical
Structure
Routine
Tasks
Rigid
Culture
Competitive
Strategy
Formal
Systems
Horizontal
Structure
Adaptive
Culture
Empowered
Roles
Collaborative
Strategy
Shared
Information
Organizational Change
in the Service of
Performance
Mechanical System Design Natural System Design
Stable Environment
Efficient Performance
Turbulent Environment
Learning Organization
Source: Adapted from David K. Hurst, Crisis and Renewal: Meeting the Challenge of Organizational Change
(Boston, Mass.: Harvard Business School)
ADA 2
PENDEKATAN

9. PILIHAN TIPE STRUKTUR ORGANISASI

10. PENDEKATAN VERTIKAL DAN HORIZONTAL
(Pilihan Model Struktur Yang Dipilih)
Horizontal
Structure
Dominant
Vertikal Vertical:
• Control
• Efficiency
• Stability
• Reliability
Matrix
Structur
e
Divisional
Structure
Functional with
cross-functional
teams, integrators
Functional
Structure
Modular
Structur
e
Dominant
Horizontal
Horizontal:
• Coordination
• Learning
• Innovation
• Flexibility

11. MODEL STRUKTUR HORIZONTAL
Team
3
Team
2
Team
1
Top
Management
Team
Team
3
Team
2
Team
1
Customer
Customer
Process
Owner
Process
Owner
Testing
Product
Planning
Research
Market
Analysis
New Product Development Process
Distrib.
Material
Flow
PurchasingAnalysis
Procurement and Logistics Process
Sources: Based on Frank Ostroff, The Horizontal Organization, (New York: Oxford University Press, 1999);
John A. Byrne, “The Horizontal Corporation,” Business Week, December 20, 1993, 76-81; and Thomas A.
Stewart, “The Search for the Organization of Tomorrow,” Fortune, May 19, 1992, 92-98.

12. PENGERTIAN ORGANISASI HORIZONTAL
1. Organisasi horizontal mengarahkan perhatian
setiap tim, kelompok pendukung, database, ahli
teknis dan kelompok fungsional kepada
proposisi nilai.
2. Proporsi nilai secara langsung mengarhkan
rancangan dan penggabungan semua elemen,
tidak seperti usaha terpisah dari kelompok
dengan berbagai fungsi dalam birokrasi
tradisional.

13. PRINSIP MENDESAIN ORGANISASI HORIZONTAL
1. Fokus pengorganisasian pada proses-proses inti
lintas fungsi.
2. Tempatkan manajer proses yang akan
bertanggungjawab terhadap proses inti secara
keseluruhan.
3. Jadikan Tim-tim bukan orang sebagai landasan
utama kinerja organisasi.
4. Kurangi hirarki dengan menghilangkan kinerja
yang tidak bernilai tambah.
5. Lakukan integrasi dengan pelanggan dan
stakeholders

14. STRUKTUR ORGANISASI HORISONTAL KEMENTERIAN

15. STRUKTUR ORGANISASI HORISONTAL KEMENTERIAN PU