Teori Organisasi Manajemen.docx

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Teori Organisasi Manajemen

Organizational, Size and Life Cycle

Oleh:

Sepni Darmaningsih 041414253008

Tri Aprilian Jani 041414253001

Laili Rachmawati 041414253016

Studi Magister Akuntansi

Fakultas Ekonomi Dan Bisnis

Universitas Airlangga Surabaya

2014-2015

Introduction


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Every organization from locally owned restaurants and auto body shops to large international

firms, non profit organization and law-enforcement agencies wrestles with question about

organizational size, bureaucracy, and control. Organization size is a major contingency that

influences organization design and functioning. In this chapter we also discuss about

orgnisation life cycle, the structural characteristics at each stage and how bureaucracy in small

and big company.

Organizational Size: Is Bigger Better?

1. Pressure for Growth

There are a number of pressures for organization to grow. Companies in all industries

strive for growth to acquire the size and resources needed to compete globally, control

distribution channels and guarantee to access to markets. Large size enables companies to

take risks that could ruin smaller firms, and scale is crucial to economic health in

marketing- intensive companies. For example, as hospitals, medical groups, and insurers

strive to control healthcare costs and meet challenges brought about by federal healthcare

reform law.

2. Dilemmas of Large Size

Differences between large and small organization:

The explanation:

a. Large Organization are able to get back to business more quickly following a

disaster. They are standardized, mechanistic and complex.

b. Small companies are flexible and can be responsive. They often have flat

structure and a more organic, free-flowing management style.

c. Big-company/Small-company hybrid are combines a large corporations

resources and reach with a small companys simplicity and flexibility. The


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divisional structure is one way some large organizations attain a big-

company/small-company hybrid.

Organizational Life Cycle

The concept of an organizational life cycle is a useful way to think about organizational

growth and change, which suggest that organizational are born, grow older, and eventually

die.

1. Stages of Life Cycle Development

Stages are sequential and follow a natural progression. There are four stages characterize

organizational development or organizational life cycle:

a. Entrepreneurial stage emphasize on creating a product or service and surviving in

the marketplace. the organization is informal and non-bureaucratic. Control is basedon the owners personal supervision. Growth is from a creative new product or

service.

b. Collectively stage, organizations begin to develop clear goals and direction.

Employees indentify with the mission of the organization and spend long hours

helping the organization succeed.

c. Formalization stage, involves the installation and use of rules, procedures and control

systems. Communication is less frequent and more formal, and more likely to follow

the hierarchy of authority.

d. Elaborating stage focuses upon on collaboration and teamwork. All mature

organizations must go through periods of revitalization or they will decline, as shown

in the picture below:

2. Organizational Characteristic during The Life Cycle

As organizations evolve through the four stages of the life cycle, changes take place in

structure, control systems, innovation, and goals which summarized in the picture below:


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Organizational Size, Bureaucracy, and Control

What Is Bureaucracy?

a. Weber`s concept of bureaucracy

- It provided many advantages over organization forms based on favoritism, social

statues and so on.

-

However, it is a potential threat to basic personal liberties.

b. Bureaucratic characteristics tend to increase with large size.

c. Critics of bureaucracy tend to overlook the positive benefits of its impersonality and

conveniently disregard the limitation of alternatives to bureaucracy for dealing effectivelyand fairly with large, complex administrative tasks.


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Size and Structural Control

Formalization Large organization rely on rules, procedures, and paperwork to achieve

standardization and control across their large numbers of employee and departments,

whereas top managers can use personal observation to control a small organizations.

Centralizations the research on organization size that larger organizations permit

greater decentralization. In small start-up organization, on the other hand, the founder or

top executive can effectively be involved in every decision, large and small.

Personal Ratios another characteristic of bureaucracy relates to personal ratio for

administrative, clerical, and professional support staff.

Bureaucracy in a Changing World

Bureaucracy worked for the industrial age. The system does not necessarily work for

todayschallenges. Today bureaucracy leads to inefficiency.

a. Organizing Temporary Systems

Organizations are creating temporary structures to respond to crisis, Incident command

system (ICS Ouchi). The basic idea behind the ICS is that organization can glide smoothly

between a highly formalized, hierarchical structured one needed to respond well to

unexpected and demanding environmental conditions.

b.

Other Approaches to Busting Bureaucracy

Organizations are taking a number of other, less dramatic steps to reduce bureaucracy.

Many are cutting layers of hierarchy, maintaining light headquarter staff, empowering

lower-level workers, and the increasing professionalism of employee is attacking

bureaucracy. Professional partnershipis made up completely of professionals. Meanwhile,

substantial autonomy and decentralized authority to make necessary decisions.

Bureaucracy versus Other Forms of Control

William Ouchi (1979, 833-848) suggested three control strategies that organizations could

adopt-bureaucratic, market, and clan. Each form of control uses different types of

information. However, all three types may appear simultaneously in an organization.

Type Requirements

Bureaucracy Control Rules, Standards, Hierarchy, Legitimate, Authority

Market Control Prices, Competition, Exchange Relationship

Clan Control Tradition, Shared Values and Beliefs, Trust


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Quantitative Reasons Qualitative Reasons

Reduced Workforce

A cutback in size of the organization

reflects a reduced total market, reduced

need of products, lack of capability to

deliver the product, hence the underlying

reasons implies a decline.

Fierce Competition

The hostile takeover by large and established

company is for the purpose of quick termination

of a competitor.

Reduced Market Share

The reduction in the market share of the

company implies several issues, growing

competition if the total market is indeed

growing or is stable, or contraction of

overall market due to obsolete products or

technologies.

Lack of Customers

It happens due to unexpected decline in the niche

market, a change in consumer`s choice for a

different product or simply because the

organization fails to find proper market for the

product.

Reduced Profit or Share Price

It provides the investors assessment of the

companies operating margin and its

prospects of growth in future.

Obsolete Technology

Older organizations are very much vulnerable to

newer technologies that can adversely impact its

core business and competencies.

Economic Downfall

Harsh economic environment reduces the

customer spending multiple vendors compete for

the reduced market share. It also gets hard to

obtain fresh credit and finances for new ventures

or existing operations.

Organizational Atrophy (Leadership Crisis)

The organization size is large with excessive and

counterproductive. It usually occurs in older

organizations that have experienced healthy

growth & long period of stability. The

hierarchical structure & the bureaucratic culture

of such large organization cause its slow

degeneration. Finally there is leadership crisis.


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2. A Model of Decline Stages

This model suggests that decline, if not managed properly, can move through five

stages resulting in organizational dissolution.

a. Blinded Stage

The organization fails to recognize any of the internal or external changes that may

threaten its survival. Usually, causes for the decline are present but are not evident, the

leadership tends be insensitive and simply fails to make a connection between the

observed changes and a possible decline. Similarly the need for internal surveillance

cannot be ignored. It includes regular performance reviews employee satisfaction

surveys, training, skill development, and most importantly an open communication

mechanism to aid in vertical flow of information. The initial sign of decline are

usually very much visible and known to the bottom of organizational pyramid, but the

information fails to propagate upwards to its leaders.

b. Inaction Stage

The signs of deteriorating performance are clearly evident in this stage, but the

leadership still fails to take any action. The past successful approaches fail when the


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current situations are very different. Finally, the aging leadership might simply lack

the knowledge and insight to comprehend the influence of the changing conditions.

c. Faulty Action Stage

The organization is clearly on its downfall and pressure to take corrective action is

very high. Due to high pressure, the decision makers tends to make quick, risky and

often fault decisions, that further accelerates the decline. Some of the prescribed cure

include introduction of new leadership, diversification of core business either through

self development or acquisitions and disinvestment in failing product lines.

d. Crisis Stage

The organization reaches a crisis stage when all prior actions have failed and it

becomes obvious that without any major change, its survival is questionable. At this

stage, the organization requires a massive structural change, a new strategy to deal

with the external environment and a new ideology to revitalize the ailing organization.

e. Dissolution Stage

The new leadership and the strategy had failed to revive the business and now their

responsibility lies in proper dissolution of the organization and its resources.

3. Downsizing Implementation

Downsizing has become a common practice in corporations. Massive downsizing has

often not achieved the intended benefits and in some cases has significantly harmed the

organization. Techniques that can help smooth the downsizing process:

a. Communicate more, not less

b. Provide assistance to displaced workers

c. Help the survivors thrive


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Nestle: The Organizational Transformation

Latar Belakang Nestle

Nestle adalah sebuah perusahaan multinasional di Vevey, Swiss yang bergerak dalam

bidang makanan yang didirikan pada tahun 1867 oleh Henri Nestle. Perusahaan ini

menghasilkan makanan dan minuman seperti makanan bayi, susu, kopi, cokelat, dan lain-lain.

Perusahaan ini masuk dalam bursa saham SWX Swiss Exchange. Pada tahun 1842. Henry

Nestle membeli salah satu industri yang paling progresif dan lincah pada region itu pada masa

tersebut. Ia terlibat dalam proses produksi minyak kacang (digunakan sebagai bahan bakar

lampu minyak), minuman keras, rum, dan cuka.

Henry Nestle juga mulai memproduksi dan menjual air mineral bergas dan lemonande,

meskipun pada tahun-tahun krisis dari 1845-1847 Nestle menghentikan produksi air

mineralnya. Nestle mulai tumbuh dan berkembang menjadi sebuah perusahaan makanan

terbesar di dunia, serta perusahaan makanan dan minuman yang telah dipercaya oleh banyak

orang di seluruh dunia secara turun temurun hingga sekarang. Perusahaan Nestle tersebar di

seluruh mancanegara, Nestl berkomitmen untuk tetap mengembangkan produk-produk

melalui inovasi dan renovasi demi memuaskan kebutuhan konsumennya di seluruh dunia.

Visi dan Misi Nestle

Nestle mencoba memberikan dan memfasilitasi yang terbaik untuk kehidupan masyarakat

melalui cara hidup mereka di dunia dengan memenuhi kebutuhan konsumen dan memberikan

solusi. Nestle juga memberikan kontribusi pada kualitas kehidupan yang lebih baik.

Nestle selalu memperhatikan lingkungan sekitar dengan cara menciptakan lingkungan sehat

bagi semua orang di seluruh dunia. Pihak Nestle merealisasikan keinginannya untuk

memberikan dan menciptakan lingkungan yang sehat untuk semua orang di seluruh dunia

dengan mengadakan kerjasama dengan para ahli untuk memberikan dan mengantisipasi

masalah-masalah tentang lingkungan sehat bagi seluruh dunia.

Tujuan Nestle

Nestle berkeinginan kuat untuk memberikan produk-produk yang sehat bagi masyarakat luas

di seluruh dunia sehingga orang-orang di seluruh dunia dapat terjamin kesehatannya dengan

hadirnya produk-produk Nestle yang terjamin kualitasnya. Selain itu, Nestle mempunyai

tujuan seperti kebanyakan perusahaan lainnya yaitu ingin dapat bersaing dengan perusahaan


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lainnya dengan persaingan yang sehat dan dapat menguasai pasar dunia. Sekarang tujuan dari

perusahaan Nestle untuk menguasai pasar dunia secara sehat sudah hampir terwujud dengan

menggunakan strategi pasar yang bagus serta kerja keras Nestle semakin kuat dan

berkembang dengan pesat.

Strutur Organisasi Nestle

Kinerja Nestle

Di pasar dunia, Nestle menunjukkan grafik yang sangat menanjak dari tahun ke tahun. Hal ini

terbukti dengan maraknya pabrik-pabrik yang berdiri di hampir seluruh dunia. Nestle selalu

memberikan sesuatu yang baru setiap waktu ke waktu. Nestle juga menghadirkan produk-

produk yang baru dengan berbagai bentuk kemasan yang baru sehingga harga dari produk

Nestle dapat terjangkau oleh semua kalangan masyarakat luas di seluruh dunia. Selain

kegiatan-kegiatan yang bersifat komersial Nestle pun mengadakan kegiatan-kegiatan sosial

dengan memberikan santunan kepada yayasan-yayasan soial di seluruh dunia.

Jaringan Internasional

Nestle adalah bentuk usaha Joint Venture. Dengan menggunakan bentuk usaha ini, Nestle

mempunyai keuntungan yaitu perusahaan dapat mengambil manfaat dari mitra lokalnya


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mengenai pengetahuan tentang kondisi persaingan, budaya, bahasa, sistem politik dan sistem

bisnis di negara dimana perusahaan akan didirikan. Ketika perkembangan biaya dan atau

risiko pembukaan pasar luar negeri tinggi, suatu perusahaan dapat mengambil keuntungan

dengan cara berbagi biaya dan atau risiko ini dengan mitra local, Sehingga Nestle dapat

berkembang dengan cepat dan terjalin hubungan yang kuat.

Produk Nestle

Nestle mengeluarkan beberapa produk bagi kebutuhan masyarakat, meliputi:

a. Kembang Gula, Coklat, dan Makanan Ringan

b.

Kopi

c. Minuman


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Pembahasan Study Kasus

Disini Nestle melakukanfirst order change dansecond order change:

1. First order change

Melakukan continous improvement dengan restrukturisasi.

2. Second order change

Melakukan merger, akuisisi, ekspansi dan downsizing.

Brabeck melakukan pendekatan incremental, berfokus pada bagaimana untuk

memperkuat dan mempertahankan kekuatan daripada mengubah internal perusahaan.Selain

itu juga dikarenakan keberhasilan Nestle di periode-periode lalu menyebabkan Brabeck tetap

ingin mempertahankan factor fundamental keberhasilan Nestle.Namun, kadangkala tetap

perlu dilakukan perubahan dalam lingkup second-order dalam kondisi tertentu, seperti

downsizingpada saat krisis finansial. Disini Brabeck sebagai interpreter, yang mengingatkan

kita sebagaimana perubahan yang bersifat adaptive, reactive, atau transforming bukanlah

suatu tujuan yang mutlak untuk dilakukan akan tetapi bergantung pada sudut pandang dari

masing-masing pihak yang bertanggung jawab terhadapnya. Bagian dari peran manajer

perubahan adalah untuk membentuk sudut pandang tersebut terlihat masuk akal untuk seluruh

anggota perusahaan mengenai apa yang sebenarnya terjadi di dalam perusahaan tersebut.

Beberapa pelajaran yang bisa kita dapatkan dari kasus Nestle ini adalah:

1.

Downsizing, divestasi karena krisis keuangan

2. Penerapan teknologi, untuk mempermudah dan mempercepat proses bisnis.

3. Merger/acquisition, untuk menjalankan misi dalam berekspansi, maka dilakukan akuisisi

terhadap perusahaan-perusahaan di luar negeri

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