3. Organization Structure
Pattern of jobs and groups of jobs in an
organization. An important cause of
individual and group behavior
3
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
4
5. Enam Unsur Utama dalam Merancang
Struktur Organisasi
1. Spesialisasi Kerja
2. Departementalisasi
3. Rantai Komando
4. Rentang Kendali
5. Sentralisasi dan Desentralisasi
6. Formalisasi
5
6. Tiga Desain Organisasi yang Lazim Digunakan
1. Struktur Sederhana
2. Birokrasi
3. Struktur Matrik
Empat Desain Struktural :
1. Struktur Tim
2. Organisasi Virtual
3. Organisasi Tanpa Tapal-Batas
4. Organisasi Feminim
6
7. Struktur Organisasi : Determinan dan Hasilnya
Penyebab
Strategi Desain
Struktural Menimbulkan Kinerja dan
Ukuran Menentukan
Mekanistik Kepuasaan
Teknologi
Organik
Lingkungan
Diperlunak oleh
Perbedaan-
perbedaan
Individu
7
8. Enam pertanyaan utama yang perlu dijawab para
manajer dalam merancang Struktur Organisasi
Jawaban
No Pertanyaan Utama
Diberikan Oleh
1. Sampai Tingkat manakah tugas-tugas dibagi ke Spesialisasi kerja
dalam pekerjaan-pekerjaan yang terpisah?
2. Atas dasar apakah pekerjaan-pekerjaan akan Departementalisasi
dikelompokkan?
3. Kepada siapakah individu dan kelompok melapor? Rantai Komando
4. Berapa jumlah individu sebenarnya yang dapat Rentang Kendali
diarahkan oleh seorang manajer secara efektif dan
efisien?
5. Dimana letak wewenang pengambilan keputusan? Sentralisasi dan
Desentralisasi
6. Sampai tingkat manakah ada aturan dan Formalisasi
pengaturan untuk mengarahkan karyawan dan
manajer? 8
9. Integrative Framework for Organizational Design
Environmental
factors
Technical
subenvironment
Market
subenvironment Organizational
Key design Organization Organizational effectiveness
Production
decision design dimensions Production
subenvironment
Job design Mechanistic Formalization Quality
Departmental Matrix Centralization Flexibility
Size bases
Organic Complexity Efficiency
Spans of
control Satisfaction
Managerial Delegation of Competitiveness
factors authority Development
Strategic choice
Survival
Skill
Values
9
10. Conceptual Model of Job Design and Job Performance
Technological Social Setting
factors differences
Task Job Job Perceived Job
factors analysis design job content performance
Human Individual
factors difference
10
11. 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
11
12. Job Depth and Range: Differences in Selected Jobs
College professors College presidents
High
Hospital anesthesiologists Hospital chiefs of surgery
Business packing machine Business research scientists
Job Depth
mechanics
College instructors College department chairpersons
Hospital bookkeepers Hospital nurses
Business assembly-line workers Business maintenance repair
Low workers
Low Job Range High
12
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
13
14. TECHNIQUES OF JOB REDESIGN
Underspecialization
- Work simplification
- Reenggineering
Overspecialization
- Job rotation
- Job enlargement
- Job enrichment
- Autonomous work teams
Source: Wherther & Davis 14
15. JOB DESIGN TO INCREASE MOTIVATION
The Job Characteristics Model
Job Enrichment
Job Rotation
Work at home
Flexible hours
Source: De Cenzo & Robbins 15
16. Job characteristic Model
Core Job Individual work
Critical psychological states
Characteristic outcomes
Skill variety
Experienced meaningfulness High intrinsic work
Task identity of the work motivation
Task significance
Experienced responsibility High-quality work
Autonomy
for outcomes of the work performance
Feedback Knowledge of actual result High satisfaction
of the work with the work
Low absenteeism
and turnover
Moderators
· Growth need strength
· Knowledge and skill
· “Context” satisfactions 16
