2 Strategy, Organization Design, And Effectiveness

*Chapter TwoStrategy, Organization Design, and Effectiveness2000South-Western College PublishingCincinnati, OhioDaft, Organization Theory and Design 7/e2-

2000South-Western College PublishingCincinnati, OhioDaft, Organization Theory and Design 7/e

2-*Top Management Role in Organization Direction, Design, and EffectivenessCEO, TopManagementTeamExternal EnvironmentOpportunitiesThreatsUncertaintyResource AvailabilityInternal EnvironmentStrengthsWeaknessesDistinctive competenceLeadership StylePast PerformanceStrategic ManagementOrganization DesignEffectiveness OutcomesDefinemission,officialgoalsSelectoperationalgoals,collaborativestrategiesResourcesEfficiencyGoal attainmentStakeholdersCompeting valuesStructural Form learning vs. efficiencyInformation and control systemsProduction technologyHuman resource policies, incentivesOrganizational cultureInterorganizational linkagesSource: Adapted from Arie Y. Lewin and Carroll U. Stephens,Individual Properties of the CEO as Determinants of OrganizationDesign, unpublished manuscript, Duke University, 1990; and Arie Y. Lewinand Carroll U. Stephens, CEO Attributes as Determinants of Organization Design:An integrated Model, Organization Studies 15, no. 2 (1994): 183-212


Goal: a desired state of affair an organization attempts to reachOfficial goals: an outcome that an organization states it is trying to achieveOfficial goals are typically vaque, describing a value system2-*


Goals define where the organization wants to goStrategy: plan for interacting with the competitive environment to achieve organizational goals (how it will get there)2-*


2-*Goal Type and Purpose

Type of Goals

Purpose of Goals

Official Goals, mission: Legitimacy (pertimbangan seseorangutk memasuki organisasi)

Operative goals:Employee direction and motivationDecision guidelinesStandard of performance


Operative goal an end sought through the actual operating procedures of the organizationOperative goal more concrete, short term, what the organization is actually trying to do*


*VisionAn attractive, ideal future that is credible yet not readily available


*Common Themes of VisionVision has broad appealVision deals with changeVision encourages faith and hopeVision reflects high idealsVision defines the destination and the journey


*Ex. 13.3 The Nature of the VisionCurrent realityStaying the courseMoving toward a desired futureVision


*Ex. 13.2 Examples of Brief Vision Statements (selected)MotorolaBecome the premier company in the worldRitz-Carlton (Amelia Island) Engineering Dept.Where no hotel has gone before free of all defectsJohnson Controls Inc.Continually exceed our customers increasing expectationsNew York City TransitNo graffitiEgon ZehnderBe the worldwide leader in executive search


*MissionThe organizations core broad purpose and reason for existence


2-*Hallmarks Mission Statement

THIS IS HALLMARKWe believe:That our products and services must enrich peoples lives and enhance their relationships.That creativity and quality in our concepts; products and services are essential to our success.That distinguished financial performance is a must, not as an end in itself, but as a means to accomplish our broader mission.That our private ownership must be preserved.

The values that guide us are:Excellence in all we doEthical and moral conduct at all times and in all our relationshipsInnovation in all areas of our busienss as a means of attaining and sustaining leadershipCorporate social responsibility to Kansas City and to each commu nity in which we operate


2-*Types of Operative GoalsPerformance (profitability, growth, amount of services delivered)Resources (obtain financing, research grant)Market (increase market share)Employee DevelopmentInnovation (develop new products)Productivity (cost per unit produced, unit produced per employee)


Characteristics of EffectiveGoal SettingGoal CharacteristicsSpecific and measurableCover key result areasChallenging but realisticDefined time periodLinked to rewards2-*


Planning & decision makingInputs from the environmentHuman resourcesFinancial resourcesPhysical resourcesInformation resourcesGoals attainedEfficientlyEffectivelyControllingLeadingOrganizingManagement in Organizations2-*


Strategic ManagementStrategy refers to the techniques used by an organization to reach its goalsA way of approaching business opportunities and challenges.A comprehensive and ongoing management process aimed at formulating and implementing effective strategies which align the organization with its environment to achieve major organizational goals.2-*


Study GuideThe Nature of Strategic ManagementPorters Five Forces Model of CompetitionSWOT Analysis Formulating and Implementing Business-Level StrategiesPorter's Generic StrategiesThe Miles and Snow TypologyFormulating and Implementing Corporate-Level StrategiesDiversificationManaging Diversification The BCG MatrixThe GE Business Screen2-*


Types of Strategic AlternativesCorporate-level StrategyThe set of strategic alternatives that an organization chooses from as it manages its operations simultaneously across several industries and several markets.2.Business-level StrategyHow the organization conducts business in a particular industry.Functional-level StrategyStrategy developed for specific functional areassuch as marketing, finance, and so forth.2-*


Corporate StrategyBusiness StrategiesFunctional StrategiesLevels of Strategy-Making2-*


Five Forces Model of CompetitionSubstitute Products(of firms inother industries)Suppliers of Key InputsBuyersPotentialNewEntrantsRivalryAmongCompetingSellers2-*


Porters Five Competitive ForcesThreat of new entrantsExtent to which new competitors can enter marketCompetitive rivalryCompetitive rivalry between established firms in industryThreat of substitute productsExtent to which alternative products/services from other industries may appeal to your customersPower of buyersExtent to which buyers influence market rivalsPower of suppliersExtent to which suppliers influence market rivals2-*


SWOT AnalysisStrengthsWeaknessesOpportunitiesThreatsMissionAn organizations fundamental purposeGood StrategiesSWOT AnalysisTo formulate strategies that support the missionThose that support the mission and: exploit opportunities and strengths neutralize threats avoid weaknessesInternal AnalysisStrengths(distinctivecompetencies)WeaknessesThreatsExternal AnalysisOpportunities2-*


Formulating Business-Level StrategiesPorters Generic StrategiesDifferentiation strategyAn organization seeks to distinguish itself from competitors through the quality of its products or services. Developing an image perceived as uniqueOverall cost leadership strategyAn organization attempts to gain competitive advantage by reducing its costs below the costs of competing firms.Focus strategyAn organization concentrates on a specific regional market, product line, or group of buyers.2-*


2-*Porters Competitive Strategies

StrategyOrganizational CharacteristicsLow-cost Leader-shipStrong central authority; right cost controlStandard operating proceduresEasy-to-use manufacturing technologiesHighly efficient, procurement and distribution systemsClose supervision; limited employee empowermentFrequent, detailed control reportsDifferen-tiationActs in an organic, loosely-knit way, with strong coordination among departmentsCreative flair, thinks out-of-the-boxStrong capability in basic researchStrong marketing abilitiesRewards employee innovationCorporate reputation for quality or technological leadershipFocusCombination of above policies directed at specific strategic targetValues and rewards flexibility and customer intimacyMeasures cost of providing service and maintaining customer loyaltyPushes empowerment to employes with customer contact


Strategi bersaing dari Michael Porter.

Cost leadership strategy : Efisiensi operasi, economies of scale, inovasi tehnologi, biaya buruh rendah. Struktur : kompleksitas tinggi, sentralisasi, formalisasi tinggi. Low-cost provider. Low prices while appealing to many peopleOverall Cost LeadershipWal-MartAlamo Rent-A-CarTimex

2-*


Porters Generic Strategies ExamplesDiffrentiation strategy : kualitas, inovatif, brand image. Struktur : desentralisasi , formalisasi rendah, kompleksitas rendah.Broad differentiation strategyDifferentiation from competitors while appealing to a lot of potential buyers

DifferentiationNordstromsMaytagRolex

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StrategyPorters modelFocus strategy, bertujuan memperoleh keunggulan dalam biaya atau difrensiasi pada segmen yang sempit.FocusGucciPolaroidAlfa Romeo

2-*


StrategyPorters modelFocused or market niche strategy based on lower costLow cost product to a select group of customersFocused or market niche strategy based on differentiationNiche product or service customized to a narrow market segment2-*


2-*Porters Competitive Strategies

Competitive ScopeCompetitiveEmphasisStrategyExampleBroadLow CostLow-CostLeadershipGoFly Ltd.BroadUniquenessDifferentiationStarbucksCoffee Co.NarrowLow CostFocused Low-CostLeadershipEnterpriseRent-a- CarNarrowUniquenessFocusedDifferentiationEdward JonesInvestments


Miles and Snow TypologyReactorLittle consideration of environment; drift with little concern for strategyProspectorStress innovation and growth; seek new opportunitiesAnalyzerStress maintenance of status quo with moderate innovation and growthDefenderStress stability, conservatism, and maintenance of status quoDynamic, growingenvironment characterizedby high uncertaintyand riskModerately stableenvironment withsome uncertaintyand riskVery stableenvironment withlittle uncertaintyand risk2-*


Miles and Snow TypologyExamplesDefender: McDonaldsProspector: Reebok International, Mrs. Fields Analyzer: Procter & Gamble (Crest), Starbucks Reactor: W.T. Grant2-*


2-*Miles and SnowsStrategy TypologyProspectorLearning orientation; flexible, fluid, decentralized structureStrong capability in researchValues creativity, risk-taking, and innovationDynamic environmentProspector, menemukan dan mengeksploitasi produk baru dan peluang pasar. Strukturnya : desentralisasi, formalisasi rendah, rutinisasi dan mekanisasi yang rendah.


DefenderEfficiency orientation; centralized authority and tight cost controlEmphasis on production efficiency, low overheadClose supervision; little employee empowermentStable and predictable environmentLow cost value prop

Defender, mencari stabilitas, dengan hanya memproduksi sejumlah produk terbatas.Dimensi struktur : diffrensiasi horizontal tinggi, sentralisasi.

2-*


2-*Miles and SnowsStrategy Typology (contd)AnalyzerBalances efficiency and learning; tight cost control with flexibility and adaptabilityEfficient production for stable product lines; emphasis on creativity, research, risk-taking for innovationCombination of defender and prospectorScan competitors and develop better ways to do thingsAnalyzers, meminimalkan resiko dan memaksimalkan untuk memperoleh laba -> fleksibilitas dan stabilitas. Struktur bagian tertentu : standarisasi, rutinisasi dll, sedangkan yg lain adaptif, fleksibilitas.


StrategyReactorNo clear organizational approach; design characteristics may shift abruptly depending on current needsNo strategyIneffective

Reactors, untuk strategi yang tidak jelas.

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Formulating Corporate-Level Strategy DiversificationRelated Diversification: When an organization operates several businesses that are linked to one another.Unrelated Diversification: When an organization operates several businesses that are not associated.

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Managing DiversificationPortfolio management techniques BCG Matrix GE

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BCG Matrix*Relative Market ShareMarket Growth RateLowHighHighLow* Adapted by permission of The Boston Consulting Group, Inc.Stars*


The GE Business ScreenCompetitive positionLowWinnerMediumHighGoodCompetitive position1.Market share2.Technological KH3.Product quality4.Service network5.Price competitiveness6.Operating costsIndustry attractiveness1.Market growth2.Market size3.Capital requirements4.Competitive intensityPoorMediumWinnerProfitproducerWinnerAveragebusinessLoserQuestionmarkLoserLoserIndustry Attractiveness

Source: From Strategy Formulation: Analytical Concepts, by Charles W. Hofer and Dan Schendel. Copyright 1978 West Publishing. Used by permission of South-Western College Publishing, a division of International Thomson Publishing, Inc., Cincinnati, Ohio, 45227.2-*


2-*Strategies for ExcellenceStrategic OrientationClose to customerFast responseClear business focus


2-*Strategies for ExcellenceTop ManagementLeadership visionBias toward actionFoundation of core values


EFFEKTIVITAS ORGANISASI

Efektivitas Organisasi:Tingkat keberhasilan organisasi dalam usaha mencapai tujuan / sasarannya

Efisiensi Organisasi:Banyaknya input / sumber yang diperlukan oleh organisasi untuk menghasilkan satu satuan output 2-*


2-*Organizational EffectivenessEssential tasks of top management are:Adapt to external environmentEfficient processSatisfied employeesSell products


ORGANIZATIONAL EFFECTIVENESSMEETING ORGANIZATIONAL OBJECTIVES ANDPRVAILING SOCIETAL EXPECTATIONS IN THENEAR FUTURE, ADAPTING AND DEVELOPING INTHE INTERMEDIATE FUTURE, AND SURVIVINGIN THE DISTANT FUTURE.2-*


2-*Strategies for ExcellenceOrganization DesignSimple form, Lean StaffDecentralizationBalanced measurement and control


2-*Strategies for ExcellenceCorporate CultureClimate of trustProductivity through peopleLong-term view


2-*Contingency FactorsAffecting Organization DesignTechnology

Organizational Structure and Design

The right mix of design characteristics fit the contingency factors


2-*Contingency Approaches to the Measurement of Organizational EffectivenessOrganization

InternalactivitiesandprocessesResourceInputsProduct andServiceOutputsSystemresourceapproachInternalprocessapproachGoalapproachExternal Environment


2-*Organizational Effectiveness

External Resource Approach: Control

Internal Systems Approach: Innovation

Technical Approach: Efficiency


2-*EFFECTIVENESS and SYSTEMSEFFECTIVENESS MEASURE SYSTEM COMPONENTSystem Resource INPUTSInternal Process PROCESSGoal OUTPUTS


APPROACHES TO MEASURING ORGANIZATIONAL EFFECTIVENESSGoal Approach: Effectiveness is the ability to excel at one or more output goals, to achieve its operating goals.Internal Process Approach: Effectiveness is the ability to excel at internal efficiency, coordination, motivation, and employee satisfaction.System Resource Approach: Effectiveness is the ability to acquire scarce and valued resources from the environment.2-*


Pendekatan Tujuan:

Identifikasi tujuan aktual & mengukur keberhasilan organisasi dalam mencapai sasaran tersebut. Appropiate for profit organization Permasalahan: Banyak macam output organisasi, tiap bagian mempunyai jenis output sendiri (multiple & conflicting) ex profit (return to stockholers) vs market shareGoals not always easy to identify & to measure, especially for not for profit organization ex public safety as a police department goalpandangan pimpinan berbeda (subjektif) tentang penting nya dan prioritas setiap jenis output tujuan

2-*


Flow Charts of Approaches to Organizational Effectiveness Goal ApproachTRANSFORMATIONINPUTSOUTPUTSGOAL APPROACH2-*


2-*Approaches to Measuring Organizational EffectivenessGoal approachGoals to set to Descriptionmeasure effectiveness

Evaluates the organizations ability to convert skills and resources into goods and services efficiently

Increase salesReduce number of defectsIncrease market shareImprove customer serviceReduce delivery time to customer


2-*Reported Goalsof U.S. CorporationsGoal% CorporationsProfitability89Growth82Market Share66Social Responsibility65Employee welfare62Product quality and service60Research and development54Diversification51Efficiency50Financial stability49Resource conservation39Management development35Source: Adapted from Y. K. Shetty, New Look at Corporate Goals, California Management Review 22, no. 2 (1979), pp. 71-19.


Pendekatan Proses (Internal Process Approach)

Memandang efektivitas sebagai tingkat efisiensi proses internal yang berjalan lancarTidak memperhatikan lingkungan, fokus perhatian pada internal organisasi khususnya human relation, hubungan efektivitas dengan suasana kerja

2-*


PENDEKATAN PROSES

Kriteria:Perhatian atasan terhadap bawahanSemangat kerjasama, loyalitas kelompok kerjaDesentralisasi pengambilan keputusanAdanya komunikasi dan saling percaya antara atasan bawahanKomunikasi vertikal & horizontal yang lancar dalam organisasi Adanya keinginan seluruh anggota organisasi untuk mencapai tujuanAdanya imbalan untuk meransang munculnya kelompok kerja yang efektifAdanya kerjasama antara bagian secara baik dan penyelesaian konflik dengan acuan kepentingan organisasi

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Flow Charts of Approaches to Organizational Effectiveness Internal Process ApproachTRANSFORMATIONINPUTSOUTPUTSINTERNAL PROCESS APPROACH2-*


2-*Goals to set to Descriptionmeasure effectivenessEvaluates the organizations ability to function efficiently and to care for human resources

Greater outputs for a given input [I/O]Strong work cultureTeam spiritUndistorted communicationConfidence between workers and managementApproaches to Measuring Organizational EffectivenessInternal systems approach


Pendekatan Sumber Daya (System Resources Approach)

Mengukur efektivitas melalui keberhasilan organisasi dalam mendapatkan berbagai sumber yang dibutuhkannya terutama yang langka (mahal) dari lingkunganKeterbukaan organisasi terhadap lingkungannya

2-*


PENDEKATAN SUMBER DAYA

Kriteria:Kemampuan beradaptasi terhadap lingkunganKemampuan menghasilkan output dengan menggunakan sumber-sumber yang berhasil diperolehKemampuan memelihara kegiatan operasional 2-*


Flow Charts of Approaches to Organizational Effectiveness System Resource ApproachTRANSFORMATIONINPUTSOUTPUTSSYSTEM RESOURCE APPROACH2-*


2-*Approaches to Measuring Organizational EffectivenessSystem resource approachGoals to set to Descriptionmeasure effectivenessEvaluates the organizations ability to secure, manage, and control scarce and valued skills and resources

Obtain high-quality inputs of raw materials and employeesGain support of stakeholders such as government or environmentalists Survive


Pendekatan Gabungan Setiap pendekatan mempunyai kelemahan, sehingga muncul pemikiran untuk menggunakan pendekatan gabungan Kelemahan suatu pendekatan bisa ditutuap oleh kelebihan pendekatan lainnya Pendekatan Integratif Pendekatan sebelumnya, masing-masing hanya melihat satu aspek saja muncul pendekatan integratif

2-*


Dasar pemikiranOrganisasi melakukan macam-macam kegiatan & memilikiberbagai jenis output sehingga perlu pengukuran efektivitasdengan banyak kriteria (integratif) Pendekatan: Pendekatan Constituency Pendekatan bidang Sasaran (Goal Domain) Kerangka Ketergantungan (Continguency)

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Flow Charts of Approaches to Organizational Effectiveness Constituency ApproachTRANSFORMATIONINPUTSOUTPUTSSTRATEGIC CONSTITUENCIES APPROACH2-*


Pendekatan Konstituensi StrategisOrganisasi akan efektif apabila dpt memenuhi tuntutan dari konstituen yg terdapat dlm lingk. Orgz tsb.Organisasi diartikan sbg arena politik tempat kelompok2 yg berkepentingan, bersaing mengendalikan sumber daya.2-*


Tabel kriteria EO yg Khas dr Konstituensi Strategis2-*

KonstituesiKriteria EO yang khasPemilikLaba atas investasi pertumbuhan penghasilanPegawaiKompensasi tunj,tambahan, kepuasan pd kondisi kerjaPelangganKepuasan thd harga, kualitas pelayananpemasokKepuasan thd pembayaran, potensi dar penjualan masa datangKrediturKemampuan untuk membayar hutangSerikat BuruhUpah dan tunj. Yg bersaing,, kondisi kerja yg memuaskan, kesediaan u/ melak. Tawar menawar yg fairPejabat MasyaraktKeikutsertaan pr anggota orgz. Dlm masalah lokal, td ada kerusakan pd lingkungan.Lembaga pemerintahTunduk pd hukum, menghindari denda dan teguran.


OE Criteria for Selected ConstituenciesConstituency Typical Criteria Owners Return on Investment; growth in earnings Employees Compensation; fringe benefits; job satisf.Customers Satisf. w/price, quality, service Suppliers Satisf. w/payments, future salesCreditors Satisf. w/debt payments Unions Satisf. w/competitive wages & benefits; satif. working conditions, fairness in bargaining Local Communities Involvement in local affairs; environmental damage Government Agencies Compliance w/laws, avoidance of penalties2-*


Pendekatan konstituensi strategisUkuran efektif apabila dapat memenuhi tuntunan dari konstituensi yang terdapat dalam lingkungan organisasi, yaitu konstituensi yang menjadi pendukung keberlanjutan organisasi tersebut.Asumsi : bahwa organisasi dianggap sebagai arena politik Yang termasuk dalam Konstituensi strategis : -> dominat coalitionPemilik, pegawai. Pelanggan , pemasok, serikat pekerja, pejabar masyarakat dll.2-*


2-*SATISFYING STAKEHOLDERSMinimal satisfaction of all groups

Different groups may have competing goals

Stakeholder groups have stakeholders, too

How to allocate rewards (inducements)

How to manage stakeholder interests


COMPARISON OF THE FOUR OE APPROACHESApproach Definition When UsedAn organization is effective to the extent that: Goal attainment it accomplishes its stated goals goals are clear, time bound and measurable

System Resource it acquires needed resources a clear connection exists between inputs and outputs

Constituencies all strategic constituencies constituencies have powerful are at least minimally influence on the organization, satisfied and the organization must respond to demands

Internal Processes combines internal efficiency costs, outputs & satisfaction and affective health are easily measurable 2-*


Pendekatan Nilai-Nilai BersaingMenawarkan kerangka kerja inegratif dari seluruh variabel utama yg slg berhubungan.Tidak ada tujuan tunggal yg disepakati o/ semua orangAda 3 kumpulan dasar mengenai nilai2 bersaing ;1. Fleksibilitas vs kontrol2.Ada hub dgn apa penekanan hrs ditempatkan pd kesejahteraan dan pengemb. Manusia3. Berhubungan dgn cara vs tujuannya.2-*


Fleksibilitas (F) PengawasanOrganisasi (O)Manusia(P)Cara (M)Tujuan (E)2-*


FleksibilitasOFMOFEORGOCEOCMPengawasanPCEPCMManusiaPFMPFEOPEN SYSTEM MODELRATIONAL GOAL MODELHUMAN RELATION MODELINTERNAL PROCESS MODEL2-*


Dimensions of EffectivenessStructureFlexibilityControlFocusInternalExternalI II III IV 2-*


2-*Four Models ofEffectiveness ValuesHuman Relations Model

Goal values: human resource developmentSubgoals: cohesion, morale, training

Internal Process Model

Goal values: stability, equilibrium

Subgoals: information management, communication

Rational Goal Model

Goal values: productivity, efficiency, profit Subgoals: planning, goal setting

Open Systems Model

Goal values: growth, resource acquisitionSubgoals: flexibility, readiness, external evaluation

FlexibilityControlInternalExternalSTRUCTUREFOCUSAdapted from Robert E. Quinn and John Rohrbaugh, A Spatial Model of Effectiveness Criteria: Toward a Competing Values Approach to Organizational Analysis, Management Science 29 (1983): 363-377; and Robert E. Quinn and Kim Cameron, Organizational Life Cycles and Shifting Criteria of Effectiveness: Some Preliminary Evidence, Management Science 29 (1983): 33-51.


Competing Values Dimensions IFocus: whether dominant values concern issues that are internal to the organization or external to it.

Internal focus reflects management concern for well-beingand efficiency of employees. External focus reflects anemphasis on the well-being of the organization itself and itsfit with its environment.2-*


Competing Values Dimensions IIStructure: whether stability versus flexibility is the dominant structural consideration.

Stability reflects a management value for efficiencyand top-down control, while flexibility representsa management value for learning and change.2-*


Competing ValuesFour different opposing value sets within theorganization. Exist simultaneously, and theright balance for the organization is subjectto managerial discretion.

Emphasis may change over time, especially as theorganization evolves through its life cycle.

Examples: hospitals, airlines2-*


Four Models of EffectivenessQuadrant I : Human Relations Model internalFocus and flexible structure. Managementconcern is on the development of humanresources. Employees are given opportunitiesfor autonomy and development. Managementworks toward sub-goals of cohesion, morale, andtraining opportunities. Organizations using thisare more concerned with employees than theenvironment.2-*


Four Models of Effectiveness IIQuadrant II: Open Systems Model Combinationof external focus and flexible structure. Managements goals are primarily growth andresource acquisition. Sub-goals are flexibility,readiness, and positive evaluation by the externalenvironment. Dominant value is establishinga good relationship with the external environmentto grow and acquire resources. Similar to theSystems Resource Model.2-*


Four Models of Effectiveness IIIQuadrant III: Internal Process Model Reflectsthe values of internal focus and structuralcontrol. Seeks a stable organizational setting thatmaintains itself in an orderly way. Wellestablished in environment and just wish to keeptheir current position. Sub-goals includemechanisms for efficient communication,information management, and decision-making. 2-*


Four Models of Effectiveness IVQuadrant IV: Rational Goal Model ReflectsManagement values of structural control andexternal focus. Primary goals are productivity,efficiency, and profit. Organization wants toachieve output goals in a controlled way.Sub-goals include internal planning andgoal-setting, which are rational managementtools. Similar to the Goal Approach. 2-*


2-*Effectiveness Valuesfor Two OrganizationsHuman RelationsModelInternal ProcessModelRational Goal ModelOpen Systems ModelSTRUCTUREFOCUSFLEXIBILITYCONTROLINTERNALEXTERNAL


2-*Identifying CompanyGoals and StrategiesWorkbookActivity

Goals fromExhibit 2.8Strategiesfrom PorterCompany #1Company #2Company #3


2-*Competing Values andOrganizational EffectivenessWorkshopActivity


Sheet1

Goal or subgoalPerformance GaugeHow to measureSource of dataWhat do you consider effective?

(Example) EquilibriumTurnover ratesCompare percentages of workers who leftHRM files25% reduction in first year

1

Open System2

3

Human Relations4

5

Internal Process6

7

Rational Goal8

Sheet2

Sheet3

Efektivitas didefinisikan sebagai sejauhmana sebuah organisasi mewujudkan tujuan-tujuannyaEO didefinisikan sebagai tingkat pencapaian organisasi atas tujuan jangka pendek dan tujuan jangka panjang.Pilihan definisi mencerminkan konstituensi strategis, minat mengevaluasi dan tingkat kehidupan organisasi2-*


30 Kriteria tentang Efektivitas Organisasi (menurut John P. Campbell).

Efektivitas keseluruhanProduktivitasEfisiensiLabaKualitasKecelakaanPertumbuhanKemangkiranLabour turn overKepuasan karyawanMotivasiMoral/semangat kerjaKontrolKonflik/solidaritasFleksibilitas/penyesuaianPerencanaan dan penetapan tujuanKonsensus tentang tujuanInternalisasi tujuan organisasiKetrampilan interpersonal manajerialKetrampilan manajerialManajemen informasi dan komunikasiKesiapanPemantapan lingkunganEvaluasi pihak luarStabilitas nilai sumber dayaPartisipasi dan pengaruh yang digunakanPenekanan pada pelatihan dan pengembanganPenekanan pada kinerja2-*


4 Pendekatan yang digunakan dalam pengukuran efektivitas organisasi1. Pendekatan pencapaian tujuan (goal attainment), menganggap bahwa EO harus dinilai sehubungan dengan pencapaian tujuan akhir daripada caranya 2. Pendekatan sistem, memfokuskan pada cara-cara yaitu kemampuan untuk memperoleh masukan,memproses masukan tersebut, keluaran atau output dan mempertahankan stabilitas dan keseimbangan di dalam sistem

2-*


3. Pendekatan konstituensi strategis, EO diukur dari kemampuan untuk memuaskan individu, kelompok, serta lembaga yang menjadi tempat kelangsungan kegiatan organisasi tersebut.4. Pendekatan nilai-nilai bersaing. Kriteria EO dikelompokkan menjadi 4 model dan masing-masing didasarkan suatu nilai yang paling disukai sesuai dengan daur hidup organisasi

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Pendekatan pencapaian tujuan (goal attainment)Asumsi : -> SMARTOrganisasi harus mempunyai tujuan akhirTujuan harus diidentifikasi dan dan harus jelasTujuan harus sedikit dan jelasHarus ada konsensus mengenai tujuan-tujuan tersebutContoh pelaksanaan : Management by Objectives (MBO)2-*


Pendekatan sistemAsumsi :1.organisasi terdiri dari sub-sub bagian yang saling berhubungan2. Keberhasilan organisasi ditentukan dari semua sub sistem yang ada dalam organisasi2-*


Pendekatan nilai-nilai bersaingOrganisasiTujuanFleksibilitasPengawasanOPEN SYSTEMS MODELINTERNAL-PROCESSMODELHUMAN RELATIONSMODELRATIONAL-GOALMODEL2-*


Approaches to Measuring Org. Effectiveness, continuedConstituency Approach: Effectiveness is the ability to satisfy multiple strategic constituencies both within and outside the organization.Domain Approach: Effectiveness is the ability to excel in one or more among several domains as selected by senior managers.2-*


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2 Strategy, Organization Design, And Effectiveness