23/10/2013

Sesi 1.
Organisasi Bisnis dan Lingkungan
Bisnis
Oleh:
Dr. H. Kasman Arifin SE., MM., Ak
Program Magister Akuntansi - PPAk
Universitas Riau, 2012

Tujuan Pembelajaran
1.
2.
3.
4.

5.

Menjelaskan organisasi bisnis dan

lingkungan
Menjelaskan teori lingkungan bisnis dan
dinamika lingkungan bisnis
Memberikan nilai bagi organisasi bisnis
sesuai dinamika lingkungan
Bidang pekerjaan dalam organisasi bisnis
Isu manajerial
2

Bagian I:
Organisasi Bisnis dan Lingkungan
Bisnis

23/10/2013

Business and Society :

An Interactive System

Business

Business and Society

Business :
Today in one of the dominant institution in society, all
around the word

Society :
in broadest sense, refers to human beings and to the
social structures the collectively create

A range of levels for understanding the

business-government
businessgovernment--society relationship

Broad conceptual level

Economy/
Business

Politics/
Government
Society/Culture

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A range of levels for understanding the

business-government
businessgovernment--society relationship

Intermediate level
Industry
in general;
industry
sectors

Stakeholders

Governments:
national, state,
local, foreign

A range of levels for understanding the

business-government
businessgovernment--society relationship

Practical, applied management level

Corporation
X

Primary and
secondary
stakeholders

Specific
government
agencies and
actors

Relations between a business firm and its

primary stakeholders

Wholesalers
(Retailers)

Employees
(Unions)
Distribute
products

Buy
products

Customers

Sell
labor

Business
firm
(Managers)
Sell
materials

Stockholders
Invest
capital
Lend
money

Creditors

Suppliers

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Investor Relations

Fiduciary Responsibilities
Financial Bottom Line
Best practices

Transparency
Accountability
Fair return to shareholders
Balance among interests

Sumber : Waddock

Employee Relations

Wages,
contribution, and
meaning
Human and
Intellectual
Capital
Commitment
Loyalty

Sumber : Waddock

Failed Assumptions about Employee

Relationships

Employees are costs

Short-term orientation
Dehumanizing practices
Lack of delegation of responsibility
and authority
Perverse norms of management
tough or mean management
paralysis of analysis

Sumber : Waddock

23/10/2013

Employee Practices that work...

Employment Security
Selective Hiring
Self-managed teams and decentralization
High performance based compensation
extensive training
Reduction of status differences
Sharing Information

Sumber : Waddock

Employee Commitment

Clear vision and values

elaborate common purposes
Inspirational and meaningful

Part of something bigger

Cult-like cultures
Fair treatment
Two-way communications

Sumber : Waddock

Customer Relations

Relationship marketing
Customer franchise = Trust
Build loyalty
On-going relationships and
regular interaction

Meet real needs

Product/Service Quality

Sumber : Waddock

23/10/2013

Suppliers,Allies, Partners

Relationships based on trust,

quality, and commitment
Bottom line is infrastructure,
delivery, and quality
Similar codes of conduct,
standards, and expectations
Need integrity on both sides

Sumber : Waddock

Relations between a business firm and some of

its other (secondary) stakeholders

The
General
Public

Business
Support
Groups

Local
Communities
Positive,
negative
opinion

Advice,
research
Image,
publicity

Federal,
State
and Local
Governments

Jobs,
environment

Business
Firm
(Managers)

Media

Social
demands

Regulation,
taxes

Foreign
Friendly, Governments
hostile

Social
Activist
Groups

Public Affairs
Government and publics relationships
Rules of society
infrastructure

Sumber : Waddock

23/10/2013

Media Relations

Image management
Reputation management
Advocacy and public image
Build consensus
Multiple means to frame the
companys position
press releases, advertising, newsletters,
reports

General media relationships

reporters know and trust company

Sumber : Waddock

Community Relations

Corporate Community Relation Strategies

Build relations
Identify issues and concerns
Design appropriate programs

Communities of Interest

Site Communities
Employee communities
Fenceline communities
Impact communities
Cyber Communities
common interest communities
Sumber : Waddock

Standards of Excellence
Corporate Community Relations
Leadership
Issues Management
Relationship Building
Strategy
Accountability
Infrastructure
Measurement

Sumber : Waddock

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Bagian II:
Teori dan Dinamika
Lingkungan Bisnis

22

Business and Society

A Systems Perspective

General Systems Theory :

First introduce in 1940s, argues that all organism are open to, and
interact with, their external environments.
The Ownership Theory of the Firms
The Stakeholder theory of the firms

23

Bagian III:
Nilai Organisasi Bisnis

24

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Social vision/social capital

THE KEYS:
Balance company interests with
the community
Trust and relationship
Show individual and company
leadership
Become neighbor of choice

Sumber : Waddock

Forces that shape the business and society

relationship
Economic competition:
strategic and social challenges
Ethical expectations and
public values

Business and
its
Stakeholders

Changing role of government

and public policy
Ecological and natural resource
concerns
Technology and new knowledge

World Class Manufacturing

Safety orientation
Involved, committed workforce
JIT manufacturing and delivery
Product flow focus
Preventive maintenance
Management of bottlenecks
Total quality management
Fast setups
Low inventories
Supportive policies/procedures

Sumber : Waddock

23/10/2013

World Class Services

Employee Accessibility
Competence
Attitude
Communication
Credibility
Features/ Innovation
Responsiveness
Tangible Results

Sumber : Waddock

Trust and commitment comes from...

Superior resources, opportunities and

benefits to competitors
Maintaining high integrity, standards of
conduct, and values
And assuring partners do, too
Communicating important
information
including expectations, market
intelligence, and evaluation
Avoiding opportunistic behavior

Sumber : Waddock

Bagian IV:
Bidang-bidang Pekerjaan
Bidangdalam Organisasi Bisnis

30

10

23/10/2013

The macroevironment of business

Economic forces

Social forces

- Unemployment
- Interest rates
- Imports and exports
- Balance of payments

- Demographic changes
- Social values
- Lifestyles

Corporation
Technological
Forces

Political forces
- Political relationships
- Political processes
- Political change

- New products and processes

- Innovation
- Scientific discovery; R&D

The performanceperformance-expectations gap

Corporate
Performance

Stakeholder
Expectations

How wide is the gap?

- Actual performance
- Outcomes
- Results
- Impacts on others

- Expected corporate performance

- What stakeholders want
- Satisfaction
- Disappointment or anger

The public issue life cycle

High
Phase 1:
Changing
Stakeholder
Expectations

Phase 2:
Political
Action

Phase 3:
Formal
Government
Action

Phase 4:
Legal
Implementation

Life Cycle of Issue

Management
Discretion

Low

Time

11

23/10/2013

Corporate public affairs activities

Federal government relations
State government relations
Community relations
Trade association relations
Local government relations

Public relations
Media relations
Employee communications
Education affairs/outreach
Volunteer programs

Contributions/philanthropy
Grassroots management
Issues management
Political action committee (PAC)
Public interest group relations
Regulatory affairs

Advertising
International public affairs
Environmental affairs
Stockholder relations
Institutional investor relations
Consumer affairs

Source: See Foundation for Public Affairs, State of Public Affairs, 2000, Washington, DC: FPA, 2000. J.E. Post
and J.J. Griffin, State of Corporate Public Affairs, 1996, Washington, DC: FPA, 1997.

The value added derived from public affairs

management
Social and Political
Intelligence*

* Accurate understanding of the

people, issues, trends, and factors
that can affect the achievement of
strategic goals and objectives.

Internal
communication**
** Capacity for sharing information
with internal constituencies,
Including the CEO and senior
executives of key staff and
operating areas.

External
action programs***

*** Demonstrated capacity

for executing programs
that achieve desired results
with stakeholders.

Bagian VI:
Isu Manajerial

36

12

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The issues management process

Performance
evaluation

Issues
Identification

Research

Issues
Analysis
Judgement
and priority
setting

Policy
Options

Results

Implementation

Program
Design

Policy and
strategy selection

The issues priority matrix

Impact of Issue on Company
High

Medium

Low

High

Medium

Low

Strategic management approach to managing

external relations
Crisis
management

Today

Issues
management

low

- Focus on the here

and now
- Intense pressure
on decision makers;
- Little opportunity to
make course corrections
- Reactive mode of
action dominates

Strategic
planning

Amount of
uncertainty
- Near-term and intermediate
focus on problem
- Significant pressure
on decision makers;
- Some opportunity to
make course corrections
- Proactive and interactive
modes of action dominate

high

Future

- Long-term

and intermediate

focus
- Limited pressure
on decision makers;
- Ample opportunity to
make course corrections
- Proactive mode of action
(anticipatory) dominates

13

23/10/2013

Four basic strategies of response

to stakeholder issues
Inactive
Strategy

Stakeholder expectations
changes

Organization does
not change

Reactive
Strategy

Stakeholder expectations
change first

Organization resists, then

responds to stakeholders

Proactive
Strategy

Organization
initiates change

Stakeholder expectations
and relations are changing

Interactive
Strategy

Organization and environment are changing and there

is an effort to adjust to one anothers needs

Organization

Stakeholders

Sekian dan Terima Kasih

41

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