Bahan Management

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INTRODUCTION

An organization able to be described as management structure that determine relationships

between functions and positions, and subdivides and delegates roles, responsibilities, and

authority to carry out defined tasks in a section or department. Organizations able to be seen

regardless in large or small scale and old or new concept, organization should be solid,

permanent, and orderly structured. Modern organizations are more structured and hierarchical

as compared to conventional one.

Organizations are observed to exist with various structures. As pointed out by Mohr (1982,

pp. 102 – 103), the early theorists of organizational structure, Taylor, Fayol, and Weber had

seen vital of structure for effectiveness and efficiency and assumed if there is no any issue rise

on the current structure , people could fashion and adapt accordingly. Meanwhile in the

1930s, the rebellion began which defined as human relations theory, no more people should

be treated as the artifact, but rather an advocacy of the creation of a distinguish sort of

structure, one in which the requirements, knowledge, and opinions of employees might be

given greater recognition towards an organization.

Nevertheless, a different view arose in the 1960s, recommending that the organizational

structure is "an externally caused phenomenon, an outcome rather than an artifact." (Mohr, L.

B, 1982). This explains organization may build by the influenced of the environment

regardless specific or general issue. In the 21st century, organizational theorists such as Lim,

Griffiths, and Sambrook (2010) are proposing that organizational structure development is

very much dependent on the management strategies and the workers as a limitation by the

power and authority distribution between them, and influenced by their environment and theoutcome.

In the new centuries, many organizations are designed as hierarchies, with each manager

reporting to one and only one manager at the next higher level. Within the hierarchical

structure, there is substantial variation in the number of levels and in the set of activities

grouped together. The several groupings are pertaining to organization such as functional,

product, matrix, geography and customer. For instance, other organizations may apply a

matrix structure in which each low-level manager reports to two or more superiors.

PENGENALAN

Sesebuah organisasi yang mampu boleh digambarkan sebagai struktur pengurusan yang

menentukan hubungan antara fungsi dan kedudukan, dan subdivides dan mengagihkan

peranan, tanggungjawab, dan kuasa untuk menjalankan ditakrifkan tugas dalam seksyen atau

bahagian. Organisasi boleh dilihat tidak kira dalam skala yang besar atau kecil dan konsep

lama atau baru, organisasi hendaklah kukuh, tetap dan teratur tersusun.

Organisasi moden adalah lebih berstruktur dan digunapakai berbanding konvensional satu.

Organisasi akan diperhatikan wujud dengan pelbagai struktur. Menegaskan oleh KSM (1982,

ms 102 – 103), ahli-ahli teori yang awal daripada struktur organisasi, Taylor, Fayol dan Weber

telah dilihat penting struktur untuk keberkesanan dan kecekapan dan diandaikan jika tiada



apa-apa isu kenaikan pada struktur semasa, orang boleh fesyen dan menyesuaikan diri dengan

sewajarnya.

Sementara itu pada tahun 1930-an, dan pemberontakan bermula yang ditakrifkan sebagai teori

perhubungan manusia, tidak ada orang yang lebih patut dianggap sebagai artifak, tetapi agak

untuk sokongan penubuhan distinguish jenis struktur, satu di mana keperluan, pengetahuan,

dan pendapat pekerja mungkin diberi pengiktirafan yang lebih meluas ke arah sebuah

organisasi.

Walau bagaimanapun, satu pandangan yang berbeza timbul pada tahun 1960an,

mencadangkan bahawa struktur organisasi adalah "satu fenomena luaran disebabkan, hasil

daripada artifak yang." (KSM, L. B, 1982). Ini menjelaskan organisasi boleh membina

dipengaruhi persekitaran tanpa mengira khusus atau umum isu tersebut. Dalam abad ke-21,

ahli-ahli teori organisasi seperti Lim, Griffiths dan Sambrook (2010) yang mencadangkan

bahawa pembangunan struktur organisasi banyak bergantung kepada strategi pengurusan dan

pekerja sebagai had oleh pengagihan kuasa antara mereka, dan dipengaruhi oleh persekitaran

mereka dan pencapaian.

Dalam abad-abad yang baru, banyak organisasi direka seperti hierarki, dengan setiap

Pengurus yang melapor kepada Pengurus yang satu dan hanya satu di peringkat yang lebih

tinggi. Dalam struktur hirarki, terdapat perbezaan yang ketara dalam bilangan peringkat dan

set aktiviti-aktiviti yang dikumpulkan bersama-sama. Beberapa kumpulan berkaitan dengan

organisasi seperti fungsian, produk, matriks, geografi dan pelanggan. Sebagai contoh,

organisasi lain boleh memohon matriks struktur di mana setiap Pengurus peringkat rendah

melapor kepada Ketua dua atau lebih.

In the 21st century, parts of organizations are not purely employed hierarchical

structures, many management are still prone to practice the existence of the flat

community structure within their organizations (Butler Jr., J.K., 1986, p.5). For

functional hierarchy, departments were distributed into styling, engineering,

manufacturing, research, public relations, and personnel division (Sloan 1963, p. 190).

TYPES OF ORGANISATIONAL STRUCTURE

Generally, organizational structures are able to be described based on the type of

departmentalization. It means the different organizational units which the division of

system and organization that is responsible to resolving the duties given. Differentiation

of task or activity into separate segments is called departmentalization. Briefing about

grouping tasks in different departments or it can be defined as division of work. The

functions reflect the nature of the business. The advantage of this type of grouping is

obtaining efficiencies from consolidating similar specialties and people with common

skills, knowledge and orientations together in common units. There are several types of

departmentalization that being applied in most of the organization in Malaysia which

are functional, product, matrix geographical and consumer. Each type of

departmentalization will be described as below:



Departmentalization by function organizes by a group of people who have similar skills

which has its own functions and objectives to be performed. The functions reflect the

nature of the business. The advantage of this type of grouping is obtaining efficiencies

from consolidating similar specialties and people with common skills, knowledge and

orientations together in common units. Functional departmentalization indicates

grouping activities by functions performed. Activities can be grouped according to

function (work being done) to pursue economies of scale by placing employees with

shared skills and knowledge into departments for example human resources, IT,

accounting, manufacturing, logistics, marketing, and engineering. Functional

departmentalization can be used in all types of organizations. Figure 1.0 illustrates

departmentalization by function.



SUMMARY

This study attempts to explain organization structure based on rationalization coordination of

interactions among activities. Many organizations are designed as hierarchies, with each

manager reporting to one and only one manager at the next higher level. Therefore, the

function of organization structure is work arrangement by division or management to

individual or grouping intended for achievement of an organization’s objectives.

The important potency to accomplish organizational structure is organizational strategies, size

of organization, technology and environmental factor. Combination between people,

hierarchies and system may recognize as a departmentalization. Departmentalization can be

described as a distribution of work and employees to different organizational units that are

responsible for resolving the duties given.

There are few types of departmentalization had been applied by variety of companies. It can

be observed through their types of organization chart. As above mentioned, those types of structure are functional, geographical, matrix and product base. Functional structure is the

most common type departmentalization whereby it is quite straight forward in coordinating

the interactions between top management and each specific department representative which

is normally department managers.

This typical structure allows one company to have in depth knowledge and skills on each

function. However, there is still some limitations if they are facing with global and

environment changes which it might slow the response time on it. Depending on the types of

businesses, some companies able covers certain region, meanwhile the others cover all areas

of market demand.

For the companies that apply geographical structure, most likely they will determine the

regions either by cardinal directions or by name of the states. Cardinal point of directions such

north, south, east and west are normally being applied by major players. It is much easier for

them to monitor and track performance and market demand analysis instead of by product or

services itself.

Matrix structure presents complex design of hierarchy whereby the authority and

responsibility of manager is bigger than the functional structure. Those companies that apply

matrix structure are more fragile and flexible in terms of reporting matters. Even though, staff

works in the different department, they are able to cross report to another department. This

structure is normally applied within production department by the maintenance people. For

those who applied this structure are able to create huge network within multidisciplinary

department. However, management of this company has to ensure that their staffs are self

driven to carry out major tasks and deal with the multi cross-sectional network.

Product structure is normally applied by those companies who have numbers of products as

their bullet to succeed. In order to penetrate current global changes, certain companies have to

survive to run their businesses. Varieties of product almost certainly have variety of marginand able to analyze market trend which one is worth to be sold and vice versa.



Limitation on product structure is the companies have to spend their time on market analysis

and determining thoroughly the market trend as well as their benefits on it. However, in order

to fulfill customer demand, an organization is required to study the market trend and observe

the best in class or multinational company best practices. They might assist new born

company and developing company to take a step further in establishing their own businesses.

RINGKASAN

Kajian ini cuba menerangkan struktur organisasi berdasarkan rasionalisasi penyelarasan

interaksi antara aktiviti. Banyak organisasi direka seperti hierarki, dengan setiap Pengurus

yang melapor kepada Pengurus yang satu dan hanya satu di peringkat yang lebih tinggi. Oleh

itu, fungsi struktur organisasi adalah aturan kerja oleh pihak pengurusan untuk individu atau

grouping dimaksudkan atau bahagian bagi pencapaian objektif sesebuah organisasi.

Penting potensi untuk mencapai struktur organisasi adalah strategi organisasi, saiz organisasi,

teknologi dan faktor alam sekitar. Kombinasi antara penduduk, hierarki sistem bolehmengiktiraf sebagai satu departmentalization. Departmentalization boleh diterangkan sebagai

pengagihan kerja dan kakitangan unit organisasi yang bertanggungjawab untuk

menyelesaikan tugas-tugas yang diberikan.

Terdapat beberapa jenis departmentalization telah telah digunakan oleh pelbagai syarikat. Ia

boleh dilihat melalui mereka jenis carta organisasi. Seperti yang dinyatakan di atas, jenis-jenis

struktur adalah matriks berfungsi, geografi, dan asas produk. Struktur fungsian adalah

departmentalization jenis yang paling biasa di mana ia adalah agak lurus ke hadapan dalam

menyelaraskan interaksi antara pengurusan atasan dan wakil setiap Jabatan khusus yang

kebiasaannya Pengurus Jabatan.

Struktur khas ini membolehkan sebuah syarikat untuk mempunyai pengetahuan mendalam

dan kemahiran setiap fungsi. Walau bagaimanapun, masih terdapat beberapa sekatan jika

mereka sedang berhadapan dengan global dan persekitaran perubahan iaitu ianya mungkin

lambat respon masa di atasnya. Bergantung kepada jenis perniagaan, sesetengah syarikat yang

mampu merangkumi rantau tertentu, manakala yang lain meliputi semua bidang permintaan

pasaran.Bagi syarikat-syarikat yang berkenaan struktur geografi, kemungkinan besar mereka

akan menentukan kawasan sama ada oleh Kardinal arahan atau nama Syarikat.

Titik Cardinal arahan-arahan tersebut Utara, Selatan, Timur dan Barat yang biasanya yang

diguna pakai oleh pemain utama. Ia adalah lebih mudah bagi mereka untuk memantau dan

menjejaki prestasi dan pasaran permintaan analisis bukannya oleh produk atau perkhidmatan

itu sendiri.Struktur matriks membentangkan Reka bentuk kompleks hierarki di mana kuasa

dan tanggungjawab Pengurus adalah lebih besar daripada struktur fungsian.

Syarikat-syarikat yang berkenaan struktur matriks adalah lebih rapuh dan fleksibel dari segi

perkara yang dilapor. Walaupun, kakitangan yang bekerja di Jabatan yang berbeza, mereka

akan mampu merentas laporan ke Jabatan lain. Inistruktur biasanya diguna pakai dalam

bahagian pengeluaran oleh orang-orang penyelenggaraan. Bagi mereka yang menggunakan

struktur ini akan mampu mencipta rangkaian yang besar dalam pelbagai disiplin Jabatan.



Walau bagaimanapun, pengurusan Syarikat ini perlu memastikan kakitangan mereka sendiri

didorong untuk menjalankan tugas-tugas utama dan berurusan dengan pelbagai rangkaian

hirisan lintang.Struktur produk biasanya diguna pakai oleh Syarikat-syarikat tersebut yang

mempunyai bilangan produk sebagai peluru mereka untuk berjaya. Untuk menembusi pasaran

semasa perubahan global, syarikat-syarikat tertentu perlu bertahan untuk menjalankan

perniagaan mereka.

Jenis produk hampir pasti mempunyai pelbagai margin dan mampu menganalisis trend

pasaran ialah bernilai untuk dijual dan sebaliknya.Had atas struktur produk adalah syarikat-

syarikat perlu menghabiskan masa mereka di analisis pasaran dan menentukan benar-benar

trend pasaran serta faedah mereka di atasnya. Walau bagaimanapun, untuk memenuhi

permintaan pelanggan, organisasi perlu mengkaji arah aliran pasaran dan memerhati yang

terbaik dalam kelas atau amalan terbaik Syarikat multinasional. Mereka mungkin membantu

syarikat yang baru lahir dan Syarikat yang sedang berkembang untuk mengambil satu langkah

tambahan dalam menubuhkan perniagaan mereka sendiri.

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