Beruflich Dokumente
Kultur Dokumente
Organizations and
Organization Theory
2000
South-Western College Publishing
Cincinnati, Ohio
Daft, Organization Theory and Design 7/e
1-1
Case: IBM
Built in 1911
Mid 1960s, IBM introduced mainframe computers
5 new factories and thousands of new jobs.
too bureaucratic (workforce: 407,000)
IBMs mistake:
- not taking advantage of a new technology
IBM invented in 1970s (microprocessor for PC)
- no-layoffs policy was no longer working
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IBM today
- CEO: Louis V. Gerstner, Jr. created a culture that
accommodate opportunities, minimize bureaucracy,
he isnt afraid of change. If the organization doesnt
work right one way, well change it.
- Products: PCs, mainframes, midsize computers
- Profit doubled, share prices recovered
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Current Challenges
Global competition
Organizational renewal
Strategic Advantage
Employee Relationship
Diversity
Ethics and social responsibility
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Horizontal
Structure
Vertical
Structure
Routine
Tasks
Formal
Systems
Rigid
Culture
Organizational Change
in the service of
performance and
survival
Empowered
Roles
Shared
Information
Competitive
Strategy
Stable Environment
Efficient Performance
Adaptive
Culture
Collaborative
Strategy
Turbulent Environment
Learning Organization
Source: Adapted from David K. Hurst, Crisis and Renewal: Meeting the Challenge of Organizational Change (Boston, Mass.: Harvard Business School)
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What is an Organization?
Definition
Organizations are (1) social entities that
(2) are goal directed, (3) are designed
as
deliberately structured and coordinated
activity systems, and (4)
are linked to the
external environment.
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Importance of Organizations
Bring together resources to achieve desired
goals and outcomes
Produce goods and services efficiently
Facilitate innovation
Use modern manufacturing and computerbased technology
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Organizations as Systems
Untuk memahami organisasi secara
keseluruhan, organisasi perlu dipandang
sebagai sebuah sistem.
A system is a set of interacting elements
that acquires inputs from the environment,
transforms them, and discharges outputs
to the external environment.
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An Open System
and Its Subsystems
Environment
Transformation
Raw Materials
People
Information
resources
Financial
resources
Input
Subsystems
Boundary
Spanning
Output
Products
and
Services
Process
Production,
Maintenance,
Adaptation,
Management
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Boundary
Spanning
Note: Boundary
spanning handles
input and output
transactions, they are
responsible for
exchanges with the
environment.
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Dimensions of
Organization Design
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Dimensions of
Organization Design
Structural Dimensions
1. Formalization
2. Specialization
3. Standardization
4. Hierarchy of authority
5. Complexity
6. Centralization
7. Professionalism
8. Personnel ratios
Contextual dimensions
1. Size
2. Technology
3. Environment
4. Goals and Strategy
5. Culture
* Ketigabelas dimensi saling
tergantung satu sama lain
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Environment
Culture
Goals and
Strategy
Structure
Size
Technology
1. Formalization
2. Specialization
3. Standardization
4. Hierarchy of authority
5. Complexity
6. Centralization
7. Professionalism
8. Personnel ratios
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Board of
Directors
Advisory
Committee
Executive
Committee
Level 1
Executive
Director
Assistant Executive Director
for Community Service
Level 2
Level 3
Director
Director
Director
Director
Director
Director
Director
Economic Dev.
Reg. Planning
Housing
Criminal Justice
Finance
AAA
CETA
Public
Info
Coord.
Level 4
Level 5
Secretary
Housing
Coord.
Alcohol
Account.
Coord.
Records
Clerk
Secretary
Asst. Director
Finance
Program Contract
Spec.
Fiscal
AAA
Manager
Adm. Asst
Payroll Clerk
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Lead
Counsel
Program
Planner
AAA
Secretary
CETA
Intake
&
Orient
CETA
Couns.
Devs.
Title II
ABC
CETA
Couns.
Devs.
Youth
IV
MIS Specialist
Lead
Counsel
CETA
Couns.
Devs.
Title II D CETA
&VI&VII Planner
Staff Clerk
Adm. Asst.
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Characteristics of three
Organizations
Formalization
100
Specialization
50
Centralization
Configuration
(%nonworkflow
personnel)
TECHNOLOGY
SIZE (#employees)
Wal-Mart
State Arts
Agency
Manufacturing
Retailing
Government
Service
4,200
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200,000
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Levels of Analysis
External environment
(interorganizational
set/community
Organization level of
analysis
Group level of
analysis
Individual level of
analysis
Organization
B
Organization
C
Organization
A
Organization
D
Department A
Department B
Department C
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Framework
Part 1 Introduction to Organizations
Organizations and Organization Theory
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Technical
Support
Middle
Management
Administrative
Support
Technical Core
Source: Based on Henry Mintzberg, The Structuring of Organizations (Englewood Cliffs, N. J.: Prentice-Hall, 1979) 215-297;
and Henry Mintzberg, Organization Design: Fashion or Fit? Harvard Business Review 59 (Jan. Feb. 1981): 103-116.
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Workbook
Activity
Organizational 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
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IBM
Workbook
Activity
Use
for 1993-present
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
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