Pertemuan 3:

Level Organisasi
Struktur Organisasi & Budaya Organisasi
(Organizational Structure & Organizational Culture)

PS 23022
Teori dan Aplikasi Psikologi Industri dan Organisasi

Faculty of Psychology
Universitas Tarumanagara
Learning Points Session 2
• Definition of Organization
• Indicators of Organization’s Performance
• Three Levels of Organization Behaviour
• Vision, Mission, & Values (VMV)
• Business Process
Agenda
Session 3A Session 3B
• Organizational Structure • Organizational Culture
• Dimensions of Organizational • Components of Organization Culture
Structure • Function of Organizational Culture
• Organizational Design • Measurement of Organizational Culture
• Factors Affecting Organizational • Maintaining, Developing, & Changing
Design Organizational Culture
 Pertemuan 3A:
Level Organisasi
Struktur Organisasi
(Organizational Structure)

PS 23022
Teori dan Aplikasi Psikologi Industri dan Organisasi

Faculty of Psychology
Universitas Tarumanagara
Organizational Structure
• It refers to the arrangement of positions in an organization, the
authority and responsibility relationships among them
• Every organization is made up of persons holding positions or playing
certain roles in an organization
• It is determined by the interrelationships among the responsibilities
of these various positions or roles
Dimensions of Organizational Structure

Chain of
Traditional vs
Command and
Non-Traditional
Span of Control

Functional vs Centralized vs
Divisional Decentralized
1. Traditional vs Non-Traditional Structure
Traditional Structure
• Traditional organizations have
formally defined roles for their
members, are very rule driven,
and are stable and resistant to
change
• Examples are:
oBureaucracy Structure
oLine-Staff Structure
Non-Traditional Structure
• Non-traditional organizational
structures are characterized by high
flexibility, collaboration, less
emphasis on organizational status,
and group decision making
• Examples are:
oTeam Organization
oProject Task Force
oMatrix Organization
 Traditional Structure : Bureaucracy
• It is a well-defined authority hierarchy and strict rules governing work
behaviour
Traditional Structure:
Line Staff Organization
• It is composed of one group of employees who achieve the goals of
the organization (line staff) and another group of employees who
support the line staff
 Non-Traditional Structure :
Team Organization
• It consists of a team of
members organized around a
particular project or product
• Characteristics:
o Workers have broadly defined jobs
o Collaboration among workers
o Less emphasis on organizational
status
o Decision making by consensus
Non-Traditional Structure :
Project Task Force

• Workers who are assembled temporarily to complete a specific job

Non-Traditional Structure:
Matrix Organization
• It blends
functional and
product
structure
2. Chain of Command and Span of Control
Chain of Command Span of Control
• Number of authority levels in a • Number of workers who must
particular organization report to a single supervisor
 3. Functional vs Divisional Structure
Functional Structure Divisional Structure
• It divides into departments based • It divides based on types of
on functions or tasks they perform products or customers
4. Centralized vs Decentralized Structure

Centralized Structure Decentralized Structure

• Decision-making power rests at • Taking the decision-making
the upper levels of the authority away from the top
organizational hierarchy levels of the organization and
distributing it to lower levels
Organizational Design
• It involves the creation of roles, processes and structures to ensure
that the organization’s goals can be achieved.
• It associates with the arrangement of positions and reporting lines on
the organization structure
Factors Affecting Organizational Design
• Business environment:
Stake holders who have significant impacts to organization (eg. customer,
competitor, government)
• Company strategy
An organization’s objectives and goals and how it tries to capitalize on its
assets to make money
• Technology
The method by which it transforms inputs into outputs
• Company size
As the organizations become larger, they need to rely on some combinations
of specialization, formalization, and centralization to control their activities
 Pertemuan 3B:
Level Organisasi
Budaya Organisasi
(Organizational Culture)

PS 23022
Teori dan Aplikasi Psikologi Industri dan Organisasi

Faculty of Psychology
Universitas Tarumanagara
Organizational Culture
• It refers to the shared values, beliefs, assumptions, and patterns of
behaviour within an organization
• It is somewhat to the organization’s “personality”
• Affected by:
o Shared norms, values, and goals
o Reflected by stories & “myths”
o Technology, the markets it sells its products, competitions
o Societal cultures
o Personality of the founders
Components of Organizational Culture
Societal Influences on Organizational Culture
(Hofstede, 1997)

Individual vs Power Masculinity

Collectivism Distance vs Femininity

Long Term vs
Uncertainty
Short Term
Avoidance
Orientation
Functions of Organizational Culture
• It enables organizations to differentiate themselves from others
• It builds a strong sense of identification
• It generates commitment, superseding personal interests
• It enhances mutual trust and cooperation
• It assists employees on how to behave in organization
Measurement of Organizational Culture
Qualitative Measurement Quantitative Measurement
• Symbol • Organizational Culture Profile
• Physical Structure (O’Reilly, Chatman, & Caldwell)
• Language • Organizational Practices Scale
(Hofstede et al.)
• Stories
• Ritual
• Events
Maintaining and Developing
Organizational Culture
• Using attraction-selection-attrition system  P-O Fit
• Through a socialization
• Increasing employees’ competencies  P-J Fit
• Awarding employees
• Setting career path for employees
Changing Organizational Culture
• Change the leaders
• Merger and acquisition
Conclusion
Session 3A Session 3B
• Organizational Structure • Organizational Culture
• Dimensions of Organizational • Components of Organization Culture
Structure • Function of Organizational Culture
• Organizational Design • Measurement of Organizational Culture
• Factors Affecting Organizational • Maintaining, Developing, & Changing
Design Organizational Culture