Organizational Design and Dynamics
By: BEZT (Alisna Yanni. Felicia Tamara)
Kalo mau sebar bilang dlu yaaaa, love :)
Kemungkinan besar yang ini keluar (yang distabiloin
kemungkinan besar keluar jd mohon di hafal gais)
BAB 1 
1. 4 Value Effective Halaman 76
1.Goal Approach
The Goal Approach to effectiveness consists of
identifying an organization’s output goals and
assessing how well the organization has attained
those goals
Indicators​:
● Profitability​: The positive gain from business
operations or investments after expenses are
subtracted
● Market Share: ​The proportion of the market
the firm is able to capture relative to
competitors
● Growth: ​The ability of the organization to
increase its sales, profits, or client base over
time
● Social Responsibility: How well the
organization serves the interests of society
as well as itself
● Product Quality: The ability of the
organization to achieve high quality in its
products or services
Usefulness​. The goal approach is used in
business organizations because output goals
can be readily measured.
2.Resource-Based Approach
resource-based approach looks at the input side of
the transformation process shown in Exhibit 2.10. It
assumes organizations must be successful in
obtaining and managing valued resources in order to
be effective because strategically valuable resources
give an organization a competitive edge.
Indicators:
•Bargaining position—​the ability of the
organization to obtain from its environ- ment
scarce and valued resources, including
tangible resources such as a prime location,
financing, raw materials, and quality
employees, and intangible assets such as a
strong brand or superior knowledge
•The abilities of the organization’s decision
makers to perceive and correctly in- ​terpret
the real properties of the external
environment and supply forces
•The abilities of managers ​to use tangible
(e.g., supplies, people) and intangible (e.g.,
knowledge, corporate culture) resources and
capabilities in day-to-day or- ganizational
activities to achieve superior performance
•The ability of the organization to respond
to changes in resource sectors of the
environment
Usefulness​. The resource-based approach is valuable when
other indicators of performance are difficult to obtain.
Internal Process Approach
internal process approach ​effectiveness is measured as
internal organizational health and efficiency.
•​A strong​, adaptive corporate culture and positive
work climate
•​Confidence and trust between employees and
management
•​Operational efficiency​, such as using minimal
resources to achieve outcomes
•​Undistorted horizontal and vertical communication
•​Growth and development of employees
•​Coordination among the organization’s parts​, with
conflicts resolved in the interest of the larger
organization
Usefulness. The internal process approach is important
because the efficient use of resources and harmonious internal
functioning are good ways to assess orga- nizational
effectiveness.
Strategic Constituent Approach
The strategic constituents ​approach is related to the
stakeholder approach.The strategic constituents approach
measures effectiveness by focusing on the satisfaction of key
stakeholders, those who are critical to the organization’s
ability to survive and thrive.
 A Framework for Interorganizational Relationships
Indicators
Usefulness. Research has shown that the assessment of
multiple constituents is an accurate reflection of
Cara untuk mengendalikan interindependence:
organizational effectiveness, especially with respect to orga-
nizational adaptability.
● Resources Dependence​: keadaan di mana suatu
2. 6 Horizontal Organic Halaman 100
Across department bisa kerja bareng (Organik itu berarti
flexible ga harus pake SOP segala)
Horizontal Linkage​: refers to communication and coordination
horizontally across organizational departments.
- Relational Coordinations
- Teams: permanent, sesuai fungsi (virtual teams)
- Full Time Integrators: tidak report ke functional
department full time, hanya mencangkup sebagian
divisi. (Product Manager)
- Task Force: Temporary committee dari semua divisi
untuk menyelesaikan suatu masalah/project
- Liaison Roles: seseorang yang ditempatkan untuk
tujuan berkomunikasi
- Information Systems: computerized
Makin ke atas (effective horizontal design) makin kerjanya
fulltime/ permanent. Makin ke bawah makin ga full time.
BAB 5 
3. Interorganizational
● Organizational Ecosytem
Hubungan 4 organisasi dengan organisasi lain
organisasi mengurangi ketergantungan terhadap
organisasi lain. Ketergantungan yang dimaksud:
pemasukan bahan baku yg dibutuhkan dalam proses
produksi.
- ​Acquisition/Merger​: Akuisisi merupakan
bentuk hubungan yang menawarkan bentuk kontrol
terbesar. Merger merupakan penggabungan antara
dua perusahaan atau lebih yang menjadi satu
perusahaan.
- Joint Venture​: pembentukan sebuah
organisasi baru yang lebih besar, kreatif serta
innovative yang dibentuk oleh dua organisasi atau
lebih. Contoh: HULU hasil dari joint venture disney,
news corporation dan comcast.
- Strategic Alliance​: collaborative agreement
yang dilakukan antara 2 perusahan atau lebih. Tapi
tetap berkompetisi sehingga kontribusi yang
dilakukan dibatasi oleh perjanjian. Contoh: Skyteam:
gabungan dari gardua indonesia, air france, china
southern airlines, dll. Dengan adanya aliansi skyteam
akan mempermudah setiap penumpang yang ingin
melakukan transfer penerbangan.
-Supply Sourcing: ​kerjasama kontrak antara
perusahaan dan supplier agar supplier tersebut
menyediakan bahan baku yang tidak dimiliki
perusahaan tersebut. Contoh: SCA (Svenska
Cellulosa Aktiebolaget) yang mensupply toilet paper,
tissue untuk restoran, perkantoran, sekolah dan
institusi yang lain.
- Trade Association: ​sebuah perkumpulan
dari beberapa organisasi atau perusahaan yang
berada dalam industri yang sama dan memiliki visi
serupa. Tujuannya adalah agar setiap perusahaan bisa
saling berbagi informasi serta pengalaman.
- Board Interlock​: suatu keadaan di mana
direksi dari suatu perusahaan akan menjabat menjadi
direksi juga di beberapa perusahaan lain guna
membangun hubungan antar perusahaan tersebut.
 ● Collaborative Networks​: gabungan dua atau lebih
perusahaan, individu atau entitas organisasi lainnya
yang memiliki kemampuan dan sumber daya yang
dibutuhkan untuk mencapai hasil tertentu. Membuat
suatu organisasi menjadi pada posisi terbaik untuk
memanfaatkan sumber daya yg ada dan menciptakan
nilai baru. Merupakan jaringan yang terdiri dari
berbagai entitas yang mandiri dan heterogen.
Diperlukan untuk menciptakan nilai melalui
kemampuan baru untuk mengatasi kebutuhan
inovasi, ketidakpastian, dan persaingan sengit.
Strategies for Global Versus Local Opportunities
● Population Ecology: studi ttg perubahan dinamis
dalam satu set organisasi. Menganggap pandangan
- Globalization strategy : Products are standardized
evolusi perubahan evolusi organisasi; organisasi turun
throughout the world
dari organisasi sebelumnya dan perubahan tingkat
Coca cola (only advertising & marketing program are
populasi dalam bentuk organisasi biasanya lambat
tailored)
dan berkelanjutan.
Walmart (display & marketing strategy, and even
● Institutionalism: menjelaskan bagaimana organisasi
store characteristic are western style)
dapat bertahan dan berhasil melalui penyesuaian
- Multidomestic strategy : Competition is handled in
antara suatu organisasi dan ekspektasi dari
each country independently (​Global Geographic
lingkungannya.
Structure​) Divides the world into geographic regions,
Motivation for Global Expansion
with each geographic reporting to the CEO. (High local
- Economies of Scale
fit & reponsiveness low global uniformity) contoh:
- Economies of Scope
nasi dan ayam McD.
- Low cost Production Factors
McD & KFC (encourage product design, assembly, marketing
tailored to the specific needs of each country)
Stages of International Development

Domestic ​: domestically oriented, but managers are aware of

the global environment and want to consider initial foreign
involvement
International ​: Take export seriously & begins to think multi
domestically, international div has replaced the export dept
and specialist are hired to handle sales, service and
warehousing abroad
Multinational ​: the company has business unit scattered
around the world. Extensive experience in a number of
international markets and has establish marketing,
manufacturing, or rnd facilities in several foreign countries.
Strategic Orientation: ​multinational
Stage of Development: ​explosion
Structure:​Worldwide geographic product structure
Market Potential: ​ Very large, Multinational
Global ​: the company transcends any single country
Global Product Structure
- Manager in each product division can focus on
organizing for international operations
- They are responsible for planning, organizing,
controlling all function for the production &
distribution of its products for any market around the
world
- International division : responsible for coordinators in
each region. The coordinators find ways to share
facilities & improve production & delivery across all
product lines sold in their region
- Work best : ​company has opportunities for worldwide
production & sale pf standard products for all
markets, thus providing economic of scale &
standardization of production, marketing, and
advertising
 - Philips : has one worldwide product group responsible
for coordinating the global R&D, manufacturing,
marketing, and sales activities

Global Coordination Mechanisms

- Global Teams
- Headquarters Planning
- Expanded Coordination Roles

BAB 7 
4. Manufacturing and Service Technologies

Manufacturing Techonology​:
● Traditional Manufacturing Process
● Contempory Applications
○ Smart Factory
○ Lean Manufacturing : JIT (just in time). Perlu
memerlukan highly trained employees, six
sigma, kaizen, paved the way for mass
customization
3 Jenis basic Technology by Woordward
- Small batch & Unit Production (Kaya patung bikinnya
dikit”)​ ORGANIC
- Large batch & mass production ( nyuci 50 kg
langsung)​ MECHANIC
- Continuous Process (bikin produksi aqua trus
menerus) ​ORGANIC
1 Produk bisa punya banyak technology yang digunakan,
contoh:
Botol aqua (botol di cetak dan ada berhentinya)
Ngisi air (continuous)

Core Organization Service technology

Joanna Woodward

Non core departmental technology

- Variety: unexpected event contoh di kelas tiba” ada
yang keserupan dosen harus bisa langsung talangin
- Analyzability : uda ada SOP kaya pesawat
- Framework: The two dimensions of departmental
technology and examples of departmental activities
that would fit on Perrow’s framework
 - ​Overall performance​: goals are growth and
output volume. Reflected in terms of net
income, earnings per share, or return on
investement.
- ​Resources: ​pertain to the acquisition of
needed material and financial resources
from the environment.
- ​Market​: making changes in marketing and
selling approaches to win over more
customer.
-​Employee development​: pertains to
training, promotion, safety, and growth of
employees, ,maintain a motivated,
committed workforce
- ​Innovation and change​: ​innovation goals​:
internal flexibility and readiness to adapt to
unexpected changes in the environment.
Innovation: concern to the development of
specific new services, products, or
production processes. ​Innovation and
change goals​: may cause decrease in profit
but important.
- ​Productivity​: concern the amount of output
achieved from available resources.
Relationship Between Technical Complexity and Structural
● Selecting Strategy and Design
Characteristics
- Strategy​: a plan for interacting with the
competitive environment.
Model to formulate strategy:
- Porter’s Competitive Strategies -> ​sudut pandang
industri ​(PASTI MASUK!!!!!)

BAB 2 
5. Strategy, Organization Design, and Effectiveness BAB
2 - Differentiation focus on uniqueness
- Cost leadership focus on efficiency, low cost
● Strategic intent​: organization’s energies and - Fokus di industri besar: cost leadership,
resources are directed toward a focused, unifying, differentiation.
and compelling goal. - Fokus di industri kecil: focus cost, focus
-​Mission​: tujuan apa yang mau dicapai. differentiation.
-​Competitive advantage​: keunggulan
bersaing, keunggulan yang dimiliki yang tdk - Miles & Snow’s Strategy Typology -> ​sudut pandang
dimiliki oleh bisnis lain. organisasi ​(INI JUGA!!!)
-​Core competenc​e: apa yang paling ahli yang Managers should seek to formulate strategy that
perusahaan dapat lakukan. matches the demands of the external environment.
● Operating goals​: provide employee direction and ○ Prospector:
motivation, offer decision guidelines, and define - Learning orientation, flexible, fluid,
standards of performance. decentralized structure.
 - Values creativity, risk-taking, and
innovation.
○ Defender​:
- Efficiency orientation; centralized
authority and tight cost control.
- Emphasis on production efficiency,
low overhead.
○ Analyzer​:
- Balances Efficiency and learning;
tight cost with flexibility and
adaptability.
- Emphasis on creativity; research;

BAB 8 
risk-taking for innovation.
○ Reactor​:
6. No Clear organizational approach; design
characteristics may shift abruptly depending on 8. Technology for Control, Social Business, and Big Data
current needs.
● Balanced Scorecard: ​comprehensive
7. Perbedaan Divisional, Matrix, Horizontal management control system that balances
traditional financial measures with
operational measures relating to a
Jenis Keterangan company’s critical success factors.

Horizontal Ilmunya bisa dipake ke departemen lain tapi

lebih efisien kalau sendiri. Contohnya:
Design buat ​business development​.

Matrix Ilmunya dibutuhin didepartemen macem”

contoh: dosen prasmul (ngajar beberapa
program). Di posisikan karena skills dia di
perluin di beberapa projek. Jadi resourcenya
bisa dimana mana.

Divisional Produknya biasa heterogen (contoh: SBE

dan STEM).
+ Fast change customer satisfaction, high
coordination, large organization,
decentralized
- no economic of scale poor coordination in
product, no knowledge transfer, poor
standardization

Melalui balanced scorecard bisa identify key

performance indicators (KPIs) yang akan di track oleh
sebuah organisasi.

BAB 1 
Fungsional Biasa produknya homogen. di buat 9. Historical Perspectives
berdasarkan fungsi contohnya: RnD
+knowledge transfer few products,
economic of scale
- slow response, hierarchy overload, less
innovation, poor horizontal coordination
CONTOH SOAL:
1. Explain 4 approaches to effectiveness value & give
example!
2. Explain 6 horizontal coordination mechanisms & give
example
3. Explain 4 framework of interorganizational
relationship!
4. What is globalization strategy? What structure is
suitable for this strategy? Explain clearly and draw the
structure
5. Explain 3 types of technology based on joan
woodward theory and give example!