Dasar Teori Organisasi & Manajemen:

Budaya dan Manajemen Organisasi

Dr. Edi Hamdi, S. T., M.Sc (in Eng)

WEEK 2 PERKULIAHAN

MATRIKULASI
MAGISTER MANAJEMEN
FEB 2021

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 Last Week Refreshment
Schooled or Educated?
When do we need rigid bureaucracy?
What is bounded rationality?
Why we need to consider situational factor?
How to reduce negative of stereotyping?

What is the two concerns on leadership?

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Last Week Refreshment

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Last Week Refreshment

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This Week Student Presentation

Holacracy?

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 Organization Culture
The collective programming of the mind which
distinguishes members of one organization from
another (Hofstede,1991)

Serangkaian nilai-nilai utama, asumsi-asumsi dan

norma-norma yang dianut dan diajarkan sebagai suatu
kebenaran di dalam suatu organisasi (Daft, 2011)

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Human Mental Programming
(Hofstede Model)

http://cadeiras.iscte-iul.pt/EGGC/Hofs1.pdf

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 Schein Theory

https://www.slideshare.net/Gregwad/organizational-culture-21491089

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 Deal & Kennedy Culture Model (1992)
https://www.mindtools.com/pages/article/newST
R_86.htm#:~:text=The%20Deal%20and%20Kenne
dy%20cultural,various%20elements%20that%20inf
luence%20it.
Tough-Guy, Macho –enjoy risk, all-or-nothing
culture where successful employees are the
ones who enjoy excitement and work very
hard to be stars. The entertainment industry,
sports teams and advertising are examples.
Work Hard/Play Hard –take few risks, but the
feedback is almost immediate, maintain high
levels of energy and stay upbeat. Sample: Sales
forces.
Bet-Your-Company –decisions are high risk but
employees may wait years before they know
whether their actions actually paid off. Sample:
Pharmaceutical, oil & gas, consulting, capital-
intensive industries.
Process – feedback is slow, and the risks are low. Large
retailers, banks, insurance companies and government
organizations are typically in this group.
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 Business Organizational Structure
It is a specification of the jobs to be done within an organization and
the ways in which those jobs relate to one another

Building blocks:
- Specialization: who will do what
- Departmentalization: how to group certain tasks
- Decision Making Hierarchy: who take decision and have authority
over others

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 Multiple Forms of
Departmentalization

https://slideplayer.com/slide/12495388/

the U-form is a business structure in which a corporate "department"

maintains control of the strategic and decision making process. While this
model allowed for unification and consistency, it limited companies from
growing and expanding into other markets.

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 M-form
Multi-divisional form (also known as M-form or MDF) refers to
an organizational structure by which the firm is separated into
several semi autonomous units which are guided and controlled by
(financial) targets from the center

https://wps.pearsoned.com.au/wps/media/objects/
There are a number of benefits: 1634/1673988/case04_1.htm

•Reduced length of information flows.

•The chief executive being able to concentrate on overall strategic planning.
•An enhanced level of control by managers, with each division being run as a
mini ‘firm', each competing with other divisions for the limited amount of
company resources available.

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 Managing Business Organization
Focus Tools
Steps Actions
Tactical & operational plans
Planning - Defining Organization Vision & Mission,
Setting Goals & Objectives, Strategizing Strategic Management
Plan of Action

Organizing - Formulate Organizational Structure & Organize people & resources

Resource Allocation
Organization Theory
Leading - Leadership & Direction, Motivating,
Coordination, Communication Guide & motivate people
Leadership

Controlling - Process & Standards, Review,

Evaluation, Correction Monitoring performances
Functional Management

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Next Week Student Presentation

POLC vs PDCA

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 Ranks in Organization
Level Examples Responsibilities
Top Managers (C Suite) CEO, CFO, COO, President, Strategic planning
Vice President
Middle Managers Plant manager, Operation Implementing strategy
manager, Regional
manager
First Line Managers Lead, Supervisor Supervising front line

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 Skills in Managing Organization
https://www.entrepreneurshipinabox.com/202/managerial-skills/

Technical skills:
Skills needed to perform specialized tasks. Ex: programming, manufacturing,
financial technical, etc
Human skills:
Enable to understand and get along with people. Ex: communication, PR,
negotiation
Conceptual skills:
Ability to think in abstract, diagnose, analyzing and making analogy. Ex: visioning,
planning, etc

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The Skills Challenges

PWC survei, 2017

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Today’s Skills Battleground

PWC survei, 2017

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 Discussion

• For CEO position: which is preferred, from inside or

outside?
Explain your answer!

• Is it always the case that financial-related experience does

have more opportunity to be top management?
Explain your answer!

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 Organization Paradigm Shifting

Business Paradigm is shifting from Resources Based

Organization to Human Based Organization

Business Paradigm is shifting again from Human

Based Organization to Knowledge Based
Organization

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 Organization Learning
“It involves the ways firms build, supplement and
organize knowledge and routines around their activities
and within their culture and adapt develop
organizational efficiency by improving the use of the
broad skills of their workforce” (Dogsdon, 1993).

“It is an organization which facilitates the learning of all

its members and continuously transforms itself”.
“It creates the environment in which people spend
most of their lives and subsequently, has major impact
on their behavior”.
OL does not simply engage in a lot of training.
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22

Strategic Management
..is the process of helping an organization maintain an effective alignment with
its environment...
• Setting goals and implement strategues that reflect decision about resource
allocations, priorities and plans.
• To gain competitive advantage, with an aim of outperforming the competitors,
to achieve dominance over the market.
• To act as a guide to the organization to help in surviving the changes in the
business environment

https://strategicmanagementinsight.com/topics/strategic-planning-process.html

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 Strategic Management Approach
(Susanto, 2014)
1. Fokus Manajemen: perumusan dan implementasi secara
organisasi
2. Cakupan Proses: lingkungan internal dan eksternal
3. Kesadaran Bersama: bersaing dan menang
4. Menghubungkan peran faktor-faktor kunci organisasi:
lingkungan – sumberdaya – tujuan
5. Proses Perkembangan: disempurnakan secara
berkesinambungan

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24

Types of Strategy
CORPORATE STRATEGY:
to determine what business / businesses
a company will own and operate
Related diversification
Unrelated diversification

BUSINESS (COMPETITIVE) STRATEGY:

strategies for particular business, at the
level of business unit and focusing on
improving company’s competitive
position

FUNCTIONAL STRATEGY:
strategies in specific areas, i,e marketing, https://www.business-to-you.com/levels-of-strategy-
finance, technical to perform effectively corporate-business-functional/

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 Discussion
• Does the Organization Learning deliver benefit to the nation?
• Do we always need a strategy?

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 Discussion

How do you see above model when you consider:

• Individual Skills
• Organization Culture
• Organization Structure
• Strategic Management

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