1 organizations and organization theory

1-1©2000

South-Western College PublishingCincinnati, Ohio

Daft, Organization Theory and Design 7/e

Chapter OneChapter One

Organizations andOrganizations and

Organization TheoryOrganization Theory

©2000South-Western College Publishing

Cincinnati, OhioDaft, Organization Theory and Design 7/e

1-2

Case: IBM Case: IBM

Built in 1911Built in 1911 Mid 1960s, IBM introduced mainframe Mid 1960s, IBM introduced mainframe

computers computers 5 new factories and 5 new factories and thousands of new jobs. thousands of new jobs. too bureaucratic too bureaucratic (workforce: 407,000)(workforce: 407,000)

IBM’s mistake: IBM’s mistake: - not taking advantage of a new - not taking advantage of a new technology technology IBM invented in 1970s IBM invented in 1970s (microprocessor(microprocessor for PC)for PC)- “no-layoffs” policy was no longer working- “no-layoffs” policy was no longer working



1-3

Case: IBM (cont’d)Case: IBM (cont’d) Failure to respond to customers, suppliers, and Failure to respond to customers, suppliers, and

competitors in the fast-paced external competitors in the fast-paced external environment. environment.

Inability to coordinate departments and design Inability to coordinate departments and design control systems that promoted efficiencycontrol systems that promoted efficiency

Slow decision makingSlow decision making Outmoded corporate cultureOutmoded corporate cultureResulting:Resulting: More than 140,000 workers lost their jobsMore than 140,000 workers lost their jobs IBM stock fell from $176 to $40IBM stock fell from $176 to $40 Gave up its “no-layoffs” policyGave up its “no-layoffs” policy



1-4

Case: IBM (cont’d)Case: IBM (cont’d)

IBM todayIBM today- CEO: Louis V. Gerstner, Jr. created a culture - CEO: Louis V. Gerstner, Jr. created a culture that accommodate opportunities, minimize that accommodate opportunities, minimize bureaucracy, he isn’t afraid of change. “If the bureaucracy, he isn’t afraid of change. “If the organization doesn’t work right one way, organization doesn’t work right one way, we’ll change it.”we’ll change it.”- Products: PCs, mainframes, midsize - Products: PCs, mainframes, midsize computerscomputers- Profit doubled, share prices recovered- Profit doubled, share prices recovered



1-5

Organization Theory in Organization Theory in ActionAction

TopicsTopics Current ChallengesCurrent Challenges

• Global competitionGlobal competition• Organizational turbulenceOrganizational turbulence• E-commerceE-commerce• Managing knowledge and informationManaging knowledge and information• DiversityDiversity• Ethics and social responsibilityEthics and social responsibility• Speed of ResponsivenessSpeed of Responsiveness• The Digital WorkplaceThe Digital Workplace

Tantangan Teori Organisasi Tantangan Teori Organisasi saat inisaat ini

Kompetisi globalKompetisi global Pembaruan organisasi: Pembaruan organisasi: reengineering, flatter reengineering, flatter

organizations, team work, empowerment organizations, team work, empowerment learning organizationlearning organization

Strategic advantage. Main issue: how fast Strategic advantage. Main issue: how fast products and services can be delivered to products and services can be delivered to customerscustomers

Employee relationships. Careers may be defined Employee relationships. Careers may be defined less by companies than by professions less by companies than by professions more more people become permanent freelancers or people become permanent freelancers or contract workers. Not “lifetime employment”, contract workers. Not “lifetime employment”, but “lifelong employability”but “lifelong employability”

Tantangan Teori Organisasi Tantangan Teori Organisasi saat ini saat ini (lanjutan)(lanjutan)

Diversity: Diversity: umur, jenis kelamin, ras, umur, jenis kelamin, ras, asal negara, kemampuan fisik. asal negara, kemampuan fisik. Tantangannya: memelihara budaya Tantangannya: memelihara budaya organisasi yang kuat, keseimbangan organisasi yang kuat, keseimbangan kerja dan keluarga, menangani kerja dan keluarga, menangani konflik akibat keragaman budaya. konflik akibat keragaman budaya.

Ethics and Social Responsibility. Ethics and Social Responsibility. Perusahaan menerapkan Perusahaan menerapkan code of code of ethics. ethics.

Trend saat iniTrend saat ini

Greater horizontal coordinationGreater horizontal coordination Often using teams of employees from Often using teams of employees from

different functional areasdifferent functional areas Boundaries between departments as well as Boundaries between departments as well as

those between organizations are becoming those between organizations are becoming more flexible and diffusemore flexible and diffuse

Cannot exist without interacting with Cannot exist without interacting with customers, suppliers, competitors, and other customers, suppliers, competitors, and other elements of external environment.elements of external environment.

Even cooperating with their competitors, Even cooperating with their competitors, sharing information and technologysharing information and technology

Perubahan OrganisasiPerubahan OrganisasiThe changing of Organization

Traditional Organization Stable Infleksible Job Fucused Work in defined by job position Individual Oriented Command Oriented Manager Always make Decisions Rule Oriented Relatively Homogeneuos work

force Workday Defined as 9 to 5 Hierarchical relationship Work at organizational fasility

during specific hours

New Organization Dynamic Fleksible Skill Focus Work is defined in terms of tasks to

be done. Team oriented Temporary job Involvement oriented employee

partisivative in decision making. Customer oriented Diverse work force Work day have no time boundaries Lateral & networked relationship Work any whwe any time.

04/21/2310

Two Organisation Design Two Organisation Design ApproachesApproaches

VerticalStructure

RoutineTasks

RigidCulture

CompetitiveStrategy

FormalSystems

HorizontalStructure

AdaptiveCulture

EmpoweredRoles

CollaborativeStrategy

SharedInformation

Organizational Changein the Service of

Performance

Mechanical System Design

Natural System Design

Stable EnvironmentEfficient Performance

Turbulent EnvironmentLearning Organization

The slide adapted from David K. Hurst, Crisis and Renewal: Meeting the Challenge of Organizational Change (Harvard Business School)

Original source : “Organization Theory and Design”, Richard L. Daft

Organisasi?Organisasi?

Definisi:Definisi:Organizations are (1) social entities that Organizations are (1) social entities that

(2) are goal directed, (3) are designed (2) are goal directed, (3) are designed as deliberately structured and as deliberately structured and coordinated activity systems, and (4) coordinated activity systems, and (4) are linked to the external environment.are linked to the external environment.

Elemen kunci: orang dan Elemen kunci: orang dan hubungannya hubungannya satu dengan yang lain.satu dengan yang lain.



1-12

What is an Organization?What is an Organization?

DefinitionDefinition Importance of OrganizationsImportance of Organizations

• Bring together resources to achieve Bring together resources to achieve desired goals and outcomesdesired goals and outcomes

• Produce goods and services efficientlyProduce goods and services efficiently• Facilitate innovationFacilitate innovation• Use modern manufacturing and Use modern manufacturing and

computer-based technologycomputer-based technology



1-13

Importance of Organizations Importance of Organizations (cont’d)(cont’d)• Adapt to and influence a changing Adapt to and influence a changing

environmentenvironment• Create value for owners, customers Create value for owners, customers

and employeesand employees• Accommodate ongoing challenges of Accommodate ongoing challenges of

diversity, ethics, and the motivation diversity, ethics, and the motivation and coordination of employeesand coordination of employees

Pentingnya organisasiPentingnya organisasi1.1. Menggabungkan sumber untuk mencapai tujuan dan Menggabungkan sumber untuk mencapai tujuan dan

hasil yang diharapkanhasil yang diharapkan2.2. Menghasilkan barang dan jasa secara efisienMenghasilkan barang dan jasa secara efisien3.3. Memfasilitasi inovasiMemfasilitasi inovasi4.4. Menggunakan teknologi produksi dan berbasis komputer Menggunakan teknologi produksi dan berbasis komputer

modernmodern5.5. Beradaptasi dan mempengaruhi lingkungan yang Beradaptasi dan mempengaruhi lingkungan yang

berubahberubah6.6. Menciptakan nilai bagi pemilik, pelanggan, dan karyawanMenciptakan nilai bagi pemilik, pelanggan, dan karyawan7.7. Mengakomodasi tantangan karyawan dalam hal Mengakomodasi tantangan karyawan dalam hal diversity, diversity,

ethics, career patterns, motivation, ethics, career patterns, motivation, dan dan coordination coordination

Organisasi sebagai sebuah Organisasi sebagai sebuah sistemsistem

Untuk memahami organisasi secara Untuk memahami organisasi secara keseluruhan, organisasi perlu keseluruhan, organisasi perlu dipandang sebagai sebuah sistem. dipandang sebagai sebuah sistem.

A system is a set of interacting A system is a set of interacting elements that acquires inputs from elements that acquires inputs from the environment, transforms them, the environment, transforms them, and discharges outputs to the and discharges outputs to the external environment. external environment.

04/21/2316

Perspectives on Perspectives on OrganisationsOrganisations

The Open Systems ApproachThe Open Systems Approach The Organisational Configuration The Organisational Configuration

ApproachApproach

04/21/2317

The Open Systems The Open Systems ApproachApproach

Closed SystemsClosed Systems• ““A closed system would not be depend on A closed system would not be depend on

its environment; it would be autonomous, its environment; it would be autonomous, enclosed, and sealed off from the outside enclosed, and sealed off from the outside world”.world”.

Open SystemsOpen Systems• An open system interacts with the An open system interacts with the

environment. It adapts to the environment, environment. It adapts to the environment, consumes and exports resources to the consumes and exports resources to the environment.environment.

Boundary spanning handles input and output transactions, they are responsible for exchanges with the environment.

Organisasi sebagai sebuah Organisasi sebagai sebuah sistem sistem (lanjutan)(lanjutan)

Transformation process Output

EnvironmentEnvironment

Input

Boundary spanning

Production, maintenance,adaptation, management

Productsand

services

Boundary spanning

Raw materialsPeople

InformationresourcesFinancial resources

Subsystems



1-19

Transformation

Process

An Open SystemAn Open System and Its Subsystems and Its Subsystems

Environment

Raw MaterialsPeopleInformation resourcesFinancial resources

Input

SubsystemsBoundarySpanning

Production,Maintenance,Adaptation, Management

BoundarySpanning

Products andServices

Output

Subsystems of an Subsystems of an organizationorganization

Boundary subsystems-work directly with Boundary subsystems-work directly with environmentenvironment

Production subsystems-do primary Production subsystems-do primary tranformationtranformation

Maintenance subsystems-smooth operation and Maintenance subsystems-smooth operation and upkeep of the organizationupkeep of the organization

Adapting subsystems-organizational change Adapting subsystems-organizational change and innovationsand innovations

Management subsystems-directing/coordinating Management subsystems-directing/coordinating other subsystemsother subsystems

©2000

South-Western College Publishing

Cincinnati, Ohio


1-20

ENVIRONMENT ORGANIZATIONENVIRONMENT ORGANIZATION(LINGKUNGAN ORGANISASI)(LINGKUNGAN ORGANISASI)

ADALAH Faktor-faktor baik dari dalam maupun dari luar yang mempengaruhi ADALAH Faktor-faktor baik dari dalam maupun dari luar yang mempengaruhi secara langsung atau tidak langsung terhadap kinerja organisasi.secara langsung atau tidak langsung terhadap kinerja organisasi.

Dimensi dari Desain Dimensi dari Desain OrganisasiOrganisasi

Dimensi struktural: menggambarkan Dimensi struktural: menggambarkan karakteristik internal suatu organisasikarakteristik internal suatu organisasi

Dimensi kontekstual: Dimensi kontekstual: menggambarkan setting menggambarkan setting organisasional yang mempengaruhi organisasional yang mempengaruhi dan membentuk dimensi strukturaldan membentuk dimensi struktural



1-23

Goals and Strategy

Environment Size

Culture TechnologyStructure

1. Formalization2. Specialization3. Standardization4. Hierarchy of Authority5. Complexity6. Centralization7. Professionalism8. Personnel Ratios



1-24

Dimensions of Dimensions of Organization DesignOrganization Design

Structural DimensionsStructural Dimensions

1. Formalization1. Formalization

2. Specialization2. Specialization

3. Standardization3. Standardization

4. Hierarchy of 4. Hierarchy of authorityauthority

5. Complexity5. Complexity

6. Centralization6. Centralization

7. Professionalism7. Professionalism

8. Personnel ratios8. Personnel ratios

Contextual dimensionsContextual dimensions

1. Size1. Size

2. Technology2. Technology

3. Environment3. Environment

4. Goals and Strategy4. Goals and Strategy

5. Culture5. Culture

* Ketigabelas dimensi saling tergantung satu sama lain

Formalisasi menunjukkan tingkat Formalisasi menunjukkan tingkat penggunaan dokumen tertulis dalam penggunaan dokumen tertulis dalam organisasi (amount of written organisasi (amount of written documentary)documentary)

Spesialisasi menunjukkan derajat Spesialisasi menunjukkan derajat pembagian kerja/tugas dalam organisasipembagian kerja/tugas dalam organisasi

Standarisasi menunjukkan derajat Standarisasi menunjukkan derajat kesamaan cara/prosedur dalam kesamaan cara/prosedur dalam pelaksanaan kegiatan organisasipelaksanaan kegiatan organisasi

©2000


Cincinnati, Ohio


1-25

Sentralisasi menunjukkan corak Sentralisasi menunjukkan corak pembagian kekuasaan menurut tingkatan pembagian kekuasaan menurut tingkatan (hirarki) dalam organisasi, ditunjukkan (hirarki) dalam organisasi, ditunjukkan dengan jenis keputusan yang boleh dengan jenis keputusan yang boleh ditetapkan pada setiap tingkatanditetapkan pada setiap tingkatan

Hirarki kekuasaan (otoritas) Hirarki kekuasaan (otoritas) menggambarkan pola pembagian menggambarkan pola pembagian kekuasaan serta rentang kendali (number kekuasaan serta rentang kendali (number of employees reporting to a supervisor)of employees reporting to a supervisor)

©2000


Cincinnati, Ohio


1-26

Kompleksitas menunjukkan banyaknya Kompleksitas menunjukkan banyaknya kegiatan subsistem dalam organisasikegiatan subsistem dalam organisasi

Kompleksitas vertikal: jumlah Kompleksitas vertikal: jumlah tingkatan yang ada pada organisasitingkatan yang ada pada organisasi

Kompleksitas Horizontal: pembagian Kompleksitas Horizontal: pembagian kegiatan secara horizontal yaitu kegiatan secara horizontal yaitu menjadi bagian yang secara vertikal menjadi bagian yang secara vertikal berada pada tingkatan yang samaberada pada tingkatan yang sama

©2000


Cincinnati, Ohio


1-27

Profesionalisme : tingkat pendidikan Profesionalisme : tingkat pendidikan formal maupun tidak formal yang formal maupun tidak formal yang dimiliki oleh anggota organisasidimiliki oleh anggota organisasi

Personal ratio: bentuk pembagian Personal ratio: bentuk pembagian anggota organisasi baik secara anggota organisasi baik secara vertikal maupun horizontal vertikal maupun horizontal (deployment of people to various (deployment of people to various functions and departments)functions and departments)

©2000


Cincinnati, Ohio


1-28

Spesialisasi :Spesialisasi : pengelompokkan aktivitas pengelompokkan aktivitas tertentu yang dilakukan satu individutertentu yang dilakukan satu individu

Spesialisasi fungsional = pembagian Spesialisasi fungsional = pembagian kerjakerja

Spesialisasi sosial Spesialisasi sosial individunya individunya yang dispesialisasi yang dispesialisasi

Departementalisasi Departementalisasi : cara organisasi secara : cara organisasi secara

khas mengkoordiinasikan aktivitas yang khas mengkoordiinasikan aktivitas yang telah dideferensiasi secara horizontal. Misal : telah dideferensiasi secara horizontal. Misal : Berdasarkan fungsi; geografis;produk; prosesBerdasarkan fungsi; geografis;produk; proses

b. Diffrensiasi vertical b. Diffrensiasi vertical - - merujuk pada merujuk pada kedalaman strukturkedalaman struktur

Misal : organisasi berbentuk tall atau flat, Misal : organisasi berbentuk tall atau flat, tergantung dari rentang kendali (span of tergantung dari rentang kendali (span of control)control)

c. Diferensiasi Spasialc. Diferensiasi Spasial tingkat sejauh tingkat sejauh mana lokasi dari kantor,pabrik, dan personalia mana lokasi dari kantor,pabrik, dan personalia sebuah organisasi tersebar secara geografis. sebuah organisasi tersebar secara geografis.

Kesimpulan:Kesimpulan:

Organisasi tall atau flat selain ditentukan Organisasi tall atau flat selain ditentukan

oleh oleh besaran besaran organisasi juga oleh jenis organisasi juga oleh jenis pekerjaan dan karakteristik individu pekerjaan dan karakteristik individu pemegang tugas.pemegang tugas.

Makin tinggi kompleksitas, maka perhatian Makin tinggi kompleksitas, maka perhatian terhadap masalah-masalah komunikasi, terhadap masalah-masalah komunikasi, koordinasi dan kontrol makin besar.koordinasi dan kontrol makin besar.

FormalisasiFormalisasi,, yaitu sejauhmana organisasi yaitu sejauhmana organisasi menyandarkan dirinya pada menyandarkan dirinya pada peraturan dan peraturan dan prosedur untuk mengatur prosedur untuk mengatur perilaku dari para perilaku dari para pegawainya.pegawainya.

Keuntungan adanya standarisasiKeuntungan adanya standarisasi : : Standarisasi perilaku akan mengurangi Standarisasi perilaku akan mengurangi

keanekaragamankeanekaragaman Memudahkan koordinasiMemudahkan koordinasi Adanya penghematanAdanya penghematan

Hubungan Formalisasi dan Hubungan Formalisasi dan KompleksitasKompleksitas

Difrensiasi horizontal tinggi -> pembagian Difrensiasi horizontal tinggi -> pembagian

kerja bagi pegawai tidak terampil -> kerja bagi pegawai tidak terampil -> Formalisasi tinggiFormalisasi tinggi

Diffrensiasi horizontal tinggi -> pegawai Diffrensiasi horizontal tinggi -> pegawai professional -> Formalisasi rendahprofessional -> Formalisasi rendah

SentralisasiSentralisasi

Sentralisasi, Sentralisasi, tingkat di mana pengambilan keputusan tingkat di mana pengambilan keputusan dikonsentrasikan pada suatudikonsentrasikan pada suatu titik tunggal di dalam titik tunggal di dalam organisasiorganisasi

SentralisasiSentralisasi DesentralisasiDesentralisasi

Hambatan sentralisasiHambatan sentralisasi : : Hanya memperhatikan struktur formal.Hanya memperhatikan struktur formal. Memperhatikan kebebasan dalam pengambilan Memperhatikan kebebasan dalam pengambilan

keputusan.keputusan. Konsentrasi pada seseorang, unit atau tingkat.Konsentrasi pada seseorang, unit atau tingkat. Kontrol dari top manajemen, tetapi keputusan tetap Kontrol dari top manajemen, tetapi keputusan tetap

terletak pada anggota tingkat rendah.terletak pada anggota tingkat rendah.

Keuntungan desentralisasiKeuntungan desentralisasi : : setiap manajer mempunyai keterbatasan terhadap setiap manajer mempunyai keterbatasan terhadap

jumlah informasijumlah informasi Dapat menanggapi perubahan dengan cepat.Dapat menanggapi perubahan dengan cepat. Memberi masukan lebih rinci bagi pengambil Memberi masukan lebih rinci bagi pengambil

keputusan.keputusan. Memotivasi pegawai untuk memberi kesempatan dlm Memotivasi pegawai untuk memberi kesempatan dlm

pengambilan keputusan.pengambilan keputusan. Memberi peluang pelatihan bagi manajer tingkat Memberi peluang pelatihan bagi manajer tingkat

rendah.rendah.

Keuntungan sentralisasi :Keuntungan sentralisasi : Keputusan komprehensif yang akan diambil.Keputusan komprehensif yang akan diambil. Penghematan dan lebih efektifPenghematan dan lebih efektif

Hubungan sentralisasi, Hubungan sentralisasi, Kompleksitas dan Kompleksitas dan FormalisasiFormalisasi

Hubungan Sentralisasi, Hubungan Sentralisasi, Kompleksitas dan FormalisasiKompleksitas dan Formalisasi

Kompleksitas -> Kompleksitas -> DesentralisasiDesentralisasi

Formalisasi -> sentralisasi Formalisasi -> sentralisasi ( pekerja tidak trampil)( pekerja tidak trampil)

Formalisasi -> desentralisasi Formalisasi -> desentralisasi

(pekerja profesional)(pekerja profesional)



1-37

Organization Chart Illustrating the Hierarchy of Authorityfor a Community Job Training Program

Board of Directors

Assistant Executive Directorfor Human Services

ExecutiveCommittee

ExecutiveDirector

AdvisoryCommittee

DirectorEconomic Dev.

Assistant Executive Directorfor Community Service

DirectorReg. Planning

DirectorHousing

DirectorCriminal Justice

DirectorFinance

DirectorAAA

DirectorCETA

Secretary

LeadCounsel

LeadCounsel

Asst. DirectorFinance

RecordsClerk Secretary Adm. Asst Payroll Clerk Secretary MIS Specialist Staff Clerk Adm. Asst.

AlcoholCoord.

PublicInfo

Coord.

Account.

ContractFiscal

Manager

CETACouns.Devs.

Title II D&VI&VII

CETAPlanner

HousingCoord.

CETACouns.Devs.

Title IIABC

CETAIntake

&Orient

CETACouns.Devs.Youth

IV

ProgramSpec.AAA

ProgramPlannerAAA

Level 1

Level 2

Level 3

Level 4

Level 5



1-38

Characteristics of three Characteristics of three OrganizationsOrganizations

0

50

100

W.L. Gore &Associates

Wal-Mart State ArtsAgency

Formalization

Specialization

Centralization

Configuration(%nonworkflowpersonnel)

TECHNOLOGY Manufacturing Retailing Government Service

SIZE (#employees) 4,200 200,000 35

04/21/2339

Organisation Theory and Organisation Theory and Design, The HistoryDesign, The History

Fredrick Winslow TaylorFredrick Winslow Taylor• Scientific managementScientific management• ““managers develop precise, standard managers develop precise, standard

procedures for doing each job, select workers procedures for doing each job, select workers with appropriate abilities, train workers in with appropriate abilities, train workers in standard procedures, carefully plan work, and standard procedures, carefully plan work, and provide wage incentive to increase output.”provide wage incentive to increase output.”

• ““the role of management is to maintain stability the role of management is to maintain stability and efficiency”and efficiency”– Thinking (top managers)Thinking (top managers)– Working (workers doing what they are told)Working (workers doing what they are told)

04/21/2340

Organisation Theory and Organisation Theory and Design, The History (cont’d)Design, The History (cont’d)

Henri FayolHenri Fayol• Administrative principlesAdministrative principles• ““looked at the design and functioning of the looked at the design and functioning of the

organisation as a whole”organisation as a whole”• ““administrative principles in particular contributed administrative principles in particular contributed

to the development of to the development of bureaucratic organisationsbureaucratic organisations””• ““designing and managing organisations on an designing and managing organisations on an

impersonal, rational basis through such elements impersonal, rational basis through such elements as clearly defined authority and responsibility, as clearly defined authority and responsibility, formal record keeping, and uniform application of formal record keeping, and uniform application of standard rules.”standard rules.”

04/21/2341

Organisation Theory and Organisation Theory and Design, The History (cont’d)Design, The History (cont’d)

Hawthrone studiesHawthrone studies• Work on industrial psychology and Work on industrial psychology and

human relationshuman relations• Chicago western electric companyChicago western electric company• ““positive treatment of employees positive treatment of employees

improved their motivation and improved their motivation and productivity”productivity”

• The human relations and behaviuoral The human relations and behaviuoral approachesapproaches



1-42

What is Organization What is Organization Theory?Theory?

A way of thinking about A way of thinking about organizationsorganizations

A way to see and analyze A way to see and analyze organizations more accurately and organizations more accurately and deeply, based on patterns and deeply, based on patterns and regularities in organizational regularities in organizational design and behavior (Daft, 1998, design and behavior (Daft, 1998, p.21)p.21)



1-43

What Organization Theory What Organization Theory Can DoCan Do

For organization managers: OT provides For organization managers: OT provides significant insight and understanding to help significant insight and understanding to help them become better managers. OT identifies them become better managers. OT identifies variables and provides models so managers variables and provides models so managers know how to diagnose and explain what is know how to diagnose and explain what is happening around them and thus can organize happening around them and thus can organize for greater effectiveness. for greater effectiveness. OT can make a manager more competent OT can make a manager more competent and more influentialand more influential

For those who will not be managers: to For those who will not be managers: to appreciate and understand more about the appreciate and understand more about the world around themworld around them



1-44

Levels of AnalysisLevels of Analysis

External environment (interorganizational set/community

Organization level of analysis

Group level of analysis

Individual level of analysis

Organization B

Organization C

Organization D

Department A

• • • • • • • • • • • • • • • •

Department B

• • • • • • • • • • • • • • •

Department C

• • • • • • • • • • • • • • •

Organization A

•

•



1-45

Levels of Analysis Levels of Analysis (cont’d)(cont’d)

Organization theory focuses on the Organization theory focuses on the organizational level of analysis but with organizational level of analysis but with concern for groups and the environment concern for groups and the environment (a macro approach)(a macro approach)

Organizational behavior focuses on the Organizational behavior focuses on the individuals within organizations as the individuals within organizations as the relevant units of analysis (a micro relevant units of analysis (a micro approach)approach)



1-46

FrameworkFrameworkPart 1 Introduction to Organizations

Organizations and Organization Theory

Part 2 The Open System

Strategic Management and Organizational Effectiveness

The External Environment

Part 3 Organization Structure and DesignTechnologyOrganization size, life cycle, and declineFundamentals of Organization StructureContemporary Designs for Global Competition

Part 4 Organization Design ProcessInnovation and ChangeInformation Technology and Organizational ControlOrganizational Culture and Ethical Values

Part 5 Managing Dynamic ProcessesDecision-Making ProcessesPower and PoliticsInterdepartmental Relations and Conflict

Part 6 Strategy and Structure for the FutureInterorganizational RelationshipsToward the Learning Organization

PERBEDAAN TEORI ORGANISASI DAN PERBEDAAN TEORI ORGANISASI DAN PERILAKU ORGANISASIPERILAKU ORGANISASI

PERILAKU ORGANISASIPERILAKU ORGANISASI : : pandangan mikro (individu dan kelompok kecil)pandangan mikro (individu dan kelompok kecil) focus pada perilaku di dalam organisasifocus pada perilaku di dalam organisasi pengukuran efektivitas : kepuasan kerja, LTO, pengukuran efektivitas : kepuasan kerja, LTO,

absensi, produktivitas dan prestasi karyawanabsensi, produktivitas dan prestasi karyawanTEORI ORGANISASI :TEORI ORGANISASI : pandangan makro (unit analisis organisasi itu pandangan makro (unit analisis organisasi itu

sendiri)sendiri) focus pada perilaku dari organisasi itu sendirifocus pada perilaku dari organisasi itu sendiri Efektivitas diukur dari kemampuan organisasi Efektivitas diukur dari kemampuan organisasi

secara keseluruhan dalam mencapai tujuansecara keseluruhan dalam mencapai tujuan



1-48

Organizational DimensionsOrganizational Dimensions

High Formalization 1 - 4 5 - 6 7 - 10 Low Formalization

High Specialization 1 - 4 5 - 6 7 - 10 Low Specialization

Tall Hierarchy 1 - 4 5 - 6 7 - 10 Flat Hierarchy

Product Technology 1 - 4 5 - 6 7 - 10 Service Technology

Stable Environment 1 - 4 5 - 6 7 - 10 Unstable Environment

Strong Culture 1 - 4 5 - 6 7 - 10 Weak Culture

High Professionalism 1 - 4 5 - 6 7 - 10 Low Professionalism

Well-Defined Goals 1 - 4 5 - 6 7 - 10 Poorly-Defined Goals

Small Size 1 - 4 5 - 6 7 - 10 Large Size

Modern 1 - 4 5 - 6 7 - 10 Postmodern

WorkbookActivity



1-49

IBMIBM








Well-Defined Goals 1 - 4 5 - 6 7 - 10 Poorly-Defined Goals



Use for 1975-1990, Use for 1993-present

WorkbookActivity

Thomson Learning

© 2004 1-50

XeroxXerox








Well-Defined Goals 1 - 4 5 - 6 7 - 10 Goals Not Defined



Use for 1959-1990, Use for 1990-present

Workbook

Activity

1 organizations and organization theory

Documents

design 7e1

organization doesnt

design control systems

ibm contdfailure

ibm contdibm

new technology ibm

new factories

fast products