- Teks
- Sejarah
their energies in the future. Accor
their energies in the future. According to a Society for Human Resource Management
survey, 43% of firms offer some sort of cross-training for workers.2
Two other approaches—job enlargement and job enrichment—also can provide
solutions to the problems caused by job specialization. These topics, along with other
methods used to motivate employees, are discussed in Chapter 10.
Departmentalization
After jobs are designed, they must be grouped together into “working units,”
or departments. This process is called departmentalization. More specifically,
departmentalization is the process of grouping jobs into manageable units. Several
departmentalization bases are used commonly. In fact, most firms use more than one.
Today, the most common bases for organizing a business into effective departments are
by function, by product, by location, and by customer.
By Function
Departmentalization by function groups jobs that relate to the same organizational
activity. Under this scheme, all marketing personnel are grouped together in the
marketing department, all production personnel in the production department, and
so on.
Most smaller and newer organizations departmentalize by function. Supervision is
simplified because everyone is involved in the same activities, and coordination is easy.
The disadvantages of this method of grouping jobs are that it can lead to slow decision
making and that it tends to emphasize the department over the whole organization.
By Product
Departmentalization by product groups activities related to a particular good or
service. This approach is used often by older and larger firms that produce and sell a
variety of products. Each department handles its own marketing, production, financial
management, and human resources activities.
Departmentalization by product makes decision making easier and provides
for the integration of all activities associated with each product.
However, it causes some duplication of specialized activities—
such as finance—from department to department. Moreover,
the emphasis is placed on the product rather than on the whole
organization.
By Location
Departmentalization by location groups activities according
to the defined geographic area in which they are performed.
Departmental areas may range from whole countries (for
international firms) to regions within countries (for national firms)
to areas of several city blocks (for police departments organized into
precincts). Departmentalization by location allows the organization
to respond readily to the unique demands or requirements of
different locations. Nevertheless, a large administrative staff and an
elaborate control system may be needed to coordinate operations
in many locations.
By Customer
Departmentalization by customer groups activities according
to the needs of various customer populations. A local Chevrolet
dealership, for example, may have one sales staff to deal with
individual consumers and a different sales staff to work with
193
Multibase Departmentalization for New-Wave Fashions, Inc.
Most firms use more than one basis for departmentalization
to improve efficiency and to avoid overlapping positions.
LIHAT DI MODUL YAAA
corporate fleet buyers. The obvious advantage of this approach is that it allows the firm
to deal efficiently with unique customers or customer groups. The biggest drawback is
that a larger-than-usual administrative staff is needed.
Combinations of Bases
Many organizations use more than one of these departmentalization bases. PepsiCo, for
instance, is divided by product and location. It has product divisions such as Beverages,
Frito-Lay, Quaker, and Latin American Foods, as well as divisions based on location
such as Asia, Europe, the Middle East, and Africa.3
Take a moment to examine Figure 7.2. Notice that departmentalization by customer
is used to organize New-Wave Fashions, Inc., into three major divisions: men’s,
women’s, and children’s clothing. Then functional departmentalization is used to distinguish
the firm’s production and marketing activities. Finally, location is used to
organize the firm’s marketing efforts.
Delegation, Decentralization,
and Centralization
The third major step in the organizing process is to distribute power in the organization.
Delegation assigns part of a manager’s work and power to other workers. The degree
of centralization or decentralization of authority is determined by the overall pattern
of delegation within the organization.
Delegation of Authority
Because no manager can do everything, delegation is vital to completion of a manager’s
work. Delegation is also important in developing the skills and abilities of subordinates.
It allows those who are being groomed for higher-level positions to play increasingly
important roles in decision making.
194
Steps in Delegation The delegation process generally involves three steps (see
Figure 7.3). First, the manager must assign responsibility. Responsibility is the duty to
do a job or perform a task. In most job settings, a manager simply gives the worker a
job to do. Typical job assignments might range from having a worker prepare a report
on the status of a new quality control program to placing the person in charge of a
task force. Second, the manager must grant authority. Authority is the power, within
the organization, to accomplish an assigned job or task. This might include the power
to obtain specific information, order supplies, authorize relevant expenditures, or make
certain decisions. Finally, the manager must create accountability. Accountability is
the obligation of a worker to accomplish an assigned job or task.
Note that accountability is created, but it cannot be delegated. Suppose that you
are an operations manager for Target and are responsible for performing a specific task.
You, in turn, delegate this task to someone else. You nonetheless remain accountable to
your immediate supervisor for getting the task done properly. If the
other person fails to complete the assignment, you—not the person
to whom you delegated the task—will be held accountable.
Barriers to Delegation For several reasons, managers may be
unwilling to delegate work. Many managers are reluctant to delegate
because they want to be sure that the work gets done. Another
reason for reluctance stems from the opposite situation. The manager
fears that the worker will do the work well and attract the
approving notice of higher-level managers. Finally, some managers
do not delegate because they are so disorganized that they simply
are not able to plan and assign work effectively.
Decentralization of Authority
The pattern of delegation throughout an organization determines the
extent to which that organization is decentralized or centralized. In
a decentralized organization, management consciously attempts
to spread authority widely across various organization levels. A
195
survey, 43% of firms offer some sort of cross-training for workers.2
Two other approaches—job enlargement and job enrichment—also can provide
solutions to the problems caused by job specialization. These topics, along with other
methods used to motivate employees, are discussed in Chapter 10.
Departmentalization
After jobs are designed, they must be grouped together into “working units,”
or departments. This process is called departmentalization. More specifically,
departmentalization is the process of grouping jobs into manageable units. Several
departmentalization bases are used commonly. In fact, most firms use more than one.
Today, the most common bases for organizing a business into effective departments are
by function, by product, by location, and by customer.
By Function
Departmentalization by function groups jobs that relate to the same organizational
activity. Under this scheme, all marketing personnel are grouped together in the
marketing department, all production personnel in the production department, and
so on.
Most smaller and newer organizations departmentalize by function. Supervision is
simplified because everyone is involved in the same activities, and coordination is easy.
The disadvantages of this method of grouping jobs are that it can lead to slow decision
making and that it tends to emphasize the department over the whole organization.
By Product
Departmentalization by product groups activities related to a particular good or
service. This approach is used often by older and larger firms that produce and sell a
variety of products. Each department handles its own marketing, production, financial
management, and human resources activities.
Departmentalization by product makes decision making easier and provides
for the integration of all activities associated with each product.
However, it causes some duplication of specialized activities—
such as finance—from department to department. Moreover,
the emphasis is placed on the product rather than on the whole
organization.
By Location
Departmentalization by location groups activities according
to the defined geographic area in which they are performed.
Departmental areas may range from whole countries (for
international firms) to regions within countries (for national firms)
to areas of several city blocks (for police departments organized into
precincts). Departmentalization by location allows the organization
to respond readily to the unique demands or requirements of
different locations. Nevertheless, a large administrative staff and an
elaborate control system may be needed to coordinate operations
in many locations.
By Customer
Departmentalization by customer groups activities according
to the needs of various customer populations. A local Chevrolet
dealership, for example, may have one sales staff to deal with
individual consumers and a different sales staff to work with
193
Multibase Departmentalization for New-Wave Fashions, Inc.
Most firms use more than one basis for departmentalization
to improve efficiency and to avoid overlapping positions.
LIHAT DI MODUL YAAA
corporate fleet buyers. The obvious advantage of this approach is that it allows the firm
to deal efficiently with unique customers or customer groups. The biggest drawback is
that a larger-than-usual administrative staff is needed.
Combinations of Bases
Many organizations use more than one of these departmentalization bases. PepsiCo, for
instance, is divided by product and location. It has product divisions such as Beverages,
Frito-Lay, Quaker, and Latin American Foods, as well as divisions based on location
such as Asia, Europe, the Middle East, and Africa.3
Take a moment to examine Figure 7.2. Notice that departmentalization by customer
is used to organize New-Wave Fashions, Inc., into three major divisions: men’s,
women’s, and children’s clothing. Then functional departmentalization is used to distinguish
the firm’s production and marketing activities. Finally, location is used to
organize the firm’s marketing efforts.
Delegation, Decentralization,
and Centralization
The third major step in the organizing process is to distribute power in the organization.
Delegation assigns part of a manager’s work and power to other workers. The degree
of centralization or decentralization of authority is determined by the overall pattern
of delegation within the organization.
Delegation of Authority
Because no manager can do everything, delegation is vital to completion of a manager’s
work. Delegation is also important in developing the skills and abilities of subordinates.
It allows those who are being groomed for higher-level positions to play increasingly
important roles in decision making.
194
Steps in Delegation The delegation process generally involves three steps (see
Figure 7.3). First, the manager must assign responsibility. Responsibility is the duty to
do a job or perform a task. In most job settings, a manager simply gives the worker a
job to do. Typical job assignments might range from having a worker prepare a report
on the status of a new quality control program to placing the person in charge of a
task force. Second, the manager must grant authority. Authority is the power, within
the organization, to accomplish an assigned job or task. This might include the power
to obtain specific information, order supplies, authorize relevant expenditures, or make
certain decisions. Finally, the manager must create accountability. Accountability is
the obligation of a worker to accomplish an assigned job or task.
Note that accountability is created, but it cannot be delegated. Suppose that you
are an operations manager for Target and are responsible for performing a specific task.
You, in turn, delegate this task to someone else. You nonetheless remain accountable to
your immediate supervisor for getting the task done properly. If the
other person fails to complete the assignment, you—not the person
to whom you delegated the task—will be held accountable.
Barriers to Delegation For several reasons, managers may be
unwilling to delegate work. Many managers are reluctant to delegate
because they want to be sure that the work gets done. Another
reason for reluctance stems from the opposite situation. The manager
fears that the worker will do the work well and attract the
approving notice of higher-level managers. Finally, some managers
do not delegate because they are so disorganized that they simply
are not able to plan and assign work effectively.
Decentralization of Authority
The pattern of delegation throughout an organization determines the
extent to which that organization is decentralized or centralized. In
a decentralized organization, management consciously attempts
to spread authority widely across various organization levels. A
195
0/5000
their energies in the future. According to a Society for Human Resource Managementsurvey, 43% of firms offer some sort of cross-training for workers.2Two other approaches—job enlargement and job enrichment—also can providesolutions to the problems caused by job specialization. These topics, along with othermethods used to motivate employees, are discussed in Chapter 10.DepartmentalizationAfter jobs are designed, they must be grouped together into “working units,”or departments. This process is called departmentalization. More specifically,departmentalization is the process of grouping jobs into manageable units. Severaldepartmentalization bases are used commonly. In fact, most firms use more than one.Today, the most common bases for organizing a business into effective departments areby function, by product, by location, and by customer.By FunctionDepartmentalization by function groups jobs that relate to the same organizationalactivity. Under this scheme, all marketing personnel are grouped together in themarketing department, all production personnel in the production department, andso on.Most smaller and newer organizations departmentalize by function. Supervision issimplified because everyone is involved in the same activities, and coordination is easy.The disadvantages of this method of grouping jobs are that it can lead to slow decisionmaking and that it tends to emphasize the department over the whole organization.By ProductDepartmentalization by product groups activities related to a particular good orservice. This approach is used often by older and larger firms that produce and sell avariety of products. Each department handles its own marketing, production, financialmanagement, and human resources activities.Departmentalization by product makes decision making easier and providesfor the integration of all activities associated with each product.However, it causes some duplication of specialized activities—such as finance—from department to department. Moreover,the emphasis is placed on the product rather than on the wholeorganization.By LocationDepartmentalization by location groups activities accordingto the defined geographic area in which they are performed.Departmental areas may range from whole countries (forinternational firms) to regions within countries (for national firms)to areas of several city blocks (for police departments organized intoprecincts). Departmentalization by location allows the organizationto respond readily to the unique demands or requirements ofdifferent locations. Nevertheless, a large administrative staff and anelaborate control system may be needed to coordinate operationsin many locations.By CustomerDepartmentalization by customer groups activities accordingto the needs of various customer populations. A local Chevroletdealership, for example, may have one sales staff to deal withindividual consumers and a different sales staff to work with193Multibase Departmentalization for New-Wave Fashions, Inc.Most firms use more than one basis for departmentalizationto improve efficiency and to avoid overlapping positions.LIHAT DI MODUL YAAAcorporate fleet buyers. The obvious advantage of this approach is that it allows the firmto deal efficiently with unique customers or customer groups. The biggest drawback isthat a larger-than-usual administrative staff is needed.Combinations of BasesMany organizations use more than one of these departmentalization bases. PepsiCo, forinstance, is divided by product and location. It has product divisions such as Beverages,Frito-Lay, Quaker, and Latin American Foods, as well as divisions based on locationsuch as Asia, Europe, the Middle East, and Africa.3Take a moment to examine Figure 7.2. Notice that departmentalization by customeris used to organize New-Wave Fashions, Inc., into three major divisions: men’s,women’s, and children’s clothing. Then functional departmentalization is used to distinguishthe firm’s production and marketing activities. Finally, location is used toorganize the firm’s marketing efforts.Delegation, Decentralization,and CentralizationThe third major step in the organizing process is to distribute power in the organization.Delegation assigns part of a manager’s work and power to other workers. The degreeof centralization or decentralization of authority is determined by the overall patternof delegation within the organization.Delegation of AuthorityBecause no manager can do everything, delegation is vital to completion of a manager’swork. Delegation is also important in developing the skills and abilities of subordinates.It allows those who are being groomed for higher-level positions to play increasinglyimportant roles in decision making.194Steps in Delegation The delegation process generally involves three steps (seeFigure 7.3). First, the manager must assign responsibility. Responsibility is the duty todo a job or perform a task. In most job settings, a manager simply gives the worker ajob to do. Typical job assignments might range from having a worker prepare a reporton the status of a new quality control program to placing the person in charge of atask force. Second, the manager must grant authority. Authority is the power, withinthe organization, to accomplish an assigned job or task. This might include the powerto obtain specific information, order supplies, authorize relevant expenditures, or makecertain decisions. Finally, the manager must create accountability. Accountability isthe obligation of a worker to accomplish an assigned job or task.Note that accountability is created, but it cannot be delegated. Suppose that youare an operations manager for Target and are responsible for performing a specific task.You, in turn, delegate this task to someone else. You nonetheless remain accountable to
your immediate supervisor for getting the task done properly. If the
other person fails to complete the assignment, you—not the person
to whom you delegated the task—will be held accountable.
Barriers to Delegation For several reasons, managers may be
unwilling to delegate work. Many managers are reluctant to delegate
because they want to be sure that the work gets done. Another
reason for reluctance stems from the opposite situation. The manager
fears that the worker will do the work well and attract the
approving notice of higher-level managers. Finally, some managers
do not delegate because they are so disorganized that they simply
are not able to plan and assign work effectively.
Decentralization of Authority
The pattern of delegation throughout an organization determines the
extent to which that organization is decentralized or centralized. In
a decentralized organization, management consciously attempts
to spread authority widely across various organization levels. A
195
your immediate supervisor for getting the task done properly. If the
other person fails to complete the assignment, you—not the person
to whom you delegated the task—will be held accountable.
Barriers to Delegation For several reasons, managers may be
unwilling to delegate work. Many managers are reluctant to delegate
because they want to be sure that the work gets done. Another
reason for reluctance stems from the opposite situation. The manager
fears that the worker will do the work well and attract the
approving notice of higher-level managers. Finally, some managers
do not delegate because they are so disorganized that they simply
are not able to plan and assign work effectively.
Decentralization of Authority
The pattern of delegation throughout an organization determines the
extent to which that organization is decentralized or centralized. In
a decentralized organization, management consciously attempts
to spread authority widely across various organization levels. A
195
Sedang diterjemahkan, harap tunggu..
energi mereka di masa depan. Menurut Society for Human Resource Management
survei, 43% dari perusahaan menawarkan semacam cross-pelatihan untuk workers.2
Dua lainnya pembesaran pendekatan-kerja dan pekerjaan pengayaan-juga dapat memberikan
solusi untuk masalah yang disebabkan oleh spesialisasi pekerjaan. Topik-topik ini, bersama dengan lainnya
metode yang digunakan untuk memotivasi karyawan, dibahas dalam Bab 10.
departementalisasi
Setelah pekerjaan dirancang, mereka harus dikelompokkan bersama menjadi "unit kerja,"
atau departemen. Proses ini disebut departementalisasi. Lebih khusus,
departementalisasi adalah proses pengelompokan pekerjaan menjadi unit-unit dikelola. Beberapa
basis departementalisasi digunakan umumnya. Bahkan, sebagian besar perusahaan menggunakan lebih dari satu.
Saat ini, basis yang paling umum untuk mengatur bisnis dalam departemen yang efektif adalah
dengan fungsi, produk, berdasarkan lokasi, dan oleh pelanggan.
Dengan Fungsi
departementalisasi oleh kelompok fungsi pekerjaan yang berhubungan dengan organisasi yang sama
aktivitas. Berdasarkan skema ini, semua personil pemasaran dikelompokkan bersama di
departemen pemasaran, semua personil produksi di departemen produksi, dan
sebagainya.
Kebanyakan organisasi yang lebih kecil dan lebih baru departementalisasi menurut fungsi. Pengawasan
disederhanakan karena semua orang yang terlibat dalam kegiatan yang sama, dan koordinasi mudah.
Kelemahan dari metode ini pengelompokan pekerjaan adalah bahwa hal itu dapat menyebabkan keputusan lambat
keputusan dan bahwa ia cenderung untuk menekankan departemen di seluruh organisasi.
Dengan Produk
departementalisasi oleh kelompok produk kegiatan yang berhubungan dengan barang atau tertentu
layanan. Pendekatan ini sering digunakan oleh lebih tua dan lebih besar perusahaan yang memproduksi dan menjual
berbagai produk. Setiap departemen menangani pemasaran sendiri, produksi, keuangan
manajemen, dan sumber daya manusia kegiatan.
Departementalisasi menurut produk membuat pengambilan keputusan lebih mudah dan memberikan
untuk integrasi semua kegiatan yang berhubungan dengan masing-masing produk.
Namun, hal itu menyebabkan beberapa duplikasi khusus
kegiatan-seperti keuangan departemen -dari departemen. Selain itu,
penekanan ditempatkan pada produk bukan pada seluruh
organisasi.
Dengan Lokasi
departementalisasi oleh kegiatan kelompok lokasi sesuai
dengan wilayah geografis yang didefinisikan di mana mereka tampil.
Wilayah Departemen dapat berkisar dari seluruh negara (untuk
perusahaan-perusahaan internasional) untuk daerah dalam negara (untuk perusahaan nasional)
ke daerah-daerah dari beberapa blok kota (untuk departemen kepolisian disusun dalam
Bait). Departementalisasi berdasarkan lokasi memungkinkan organisasi
untuk merespon mudah untuk tuntutan unik atau persyaratan
lokasi yang berbeda. Namun demikian, staf administrasi besar dan
sistem kontrol yang rumit mungkin diperlukan untuk mengkoordinasikan operasi
di banyak lokasi.
Dengan Pelanggan
departementalisasi oleh kegiatan kelompok pelanggan sesuai
dengan kebutuhan berbagai populasi pelanggan. Sebuah Chevrolet lokal
dealer, misalnya, mungkin memiliki satu staf penjualan untuk menangani
konsumen individu dan staf penjualan yang berbeda untuk bekerja dengan
193 Multibase departementalisasi untuk New-Wave Fashions, Inc. Sebagian besar perusahaan menggunakan lebih dari satu dasar untuk departementalisasi untuk meningkatkan efisiensi dan untuk menghindari posisi. tumpang tindih LIHAT DI MODUL yaaa armada perusahaan pembeli. Keuntungan yang jelas dari pendekatan ini adalah bahwa hal itu memungkinkan perusahaan untuk menangani secara efisien dengan pelanggan unik atau kelompok pelanggan. Kelemahan terbesar adalah bahwa staf administrasi yang lebih besar dari biasanya diperlukan. Kombinasi Basa Banyak organisasi menggunakan lebih dari satu pangkalan departementalisasi ini. PepsiCo, untuk misalnya, dibagi dengan produk dan lokasi. Ini memiliki divisi produk seperti Minuman, Frito-Lay, Quaker, dan Amerika Latin Foods, serta divisi berdasarkan lokasi seperti Asia, Eropa, Timur Tengah, dan Africa.3 Luangkan waktu sejenak untuk memeriksa Gambar 7.2. Perhatikan bahwa departementalisasi oleh pelanggan digunakan untuk mengatur Baru-Wave Fashions, Inc., menjadi tiga divisi utama: laki-laki, perempuan, dan pakaian anak-anak. Kemudian departementalisasi fungsional digunakan untuk membedakan kegiatan produksi dan pemasaran perusahaan. Akhirnya, lokasi yang digunakan untuk mengatur upaya pemasaran perusahaan. Delegasi, Desentralisasi, dan Sentralisasi Langkah utama ketiga dalam proses pengorganisasian adalah untuk mendistribusikan kekuasaan dalam organisasi. Delegasi memberikan bagian dari pekerjaan seorang manajer dan kekuatan untuk pekerja lain. Tingkat sentralisasi atau desentralisasi kewenangan ditentukan oleh pola keseluruhan delegasi dalam organisasi. Pendelegasian Wewenang Karena tidak ada manajer dapat melakukan segala sesuatu, delegasi sangat penting untuk penyelesaian manajer pekerjaan. Delegasi juga penting dalam mengembangkan keterampilan dan kemampuan bawahan. Hal ini memungkinkan mereka yang sedang dipersiapkan untuk posisi-tingkat yang lebih tinggi untuk bermain semakin peran penting dalam pengambilan keputusan. 194 Langkah-langkah dalam delegasi Proses delegasi umumnya melibatkan tiga langkah (lihat Gambar 7.3) . Pertama, manajer harus menetapkan tanggung jawab. Tanggung jawab adalah kewajiban untuk melakukan suatu pekerjaan atau melakukan tugas. Dalam pengaturan pekerjaan yang paling, seorang manajer hanya memberikan pekerja sebuah tugas untuk dilakukan. Tugas pekerjaan khas mungkin berkisar dari memiliki seorang pekerja menyiapkan laporan tentang status program pengendalian mutu baru untuk menempatkan orang yang bertanggung jawab dari satuan tugas. Kedua, manajer harus memberikan kewenangan. Otoritas adalah kekuasaan, dalam organisasi, untuk mencapai pekerjaan yang ditugaskan atau tugas. Ini mungkin termasuk kekuasaan untuk mendapatkan informasi yang spesifik, memesan persediaan, otorisasi pengeluaran yang relevan, atau membuat keputusan tertentu. Akhirnya, manajer harus membuat pertanggungjawaban. Akuntabilitas adalah kewajiban seorang pekerja untuk mencapai pekerjaan yang ditugaskan atau tugas. Perhatikan akuntabilitas yang dibuat, tetapi tidak dapat didelegasikan. Misalkan Anda adalah seorang manajer operasi untuk Target dan bertanggung jawab untuk melakukan tugas tertentu. Anda, pada gilirannya, mendelegasikan tugas ini kepada orang lain. Anda tetap tetap bertanggung jawab kepada atasan langsung Anda untuk mendapatkan tugas dilakukan dengan benar. Jika orang lain gagal untuk menyelesaikan tugas, Anda-bukan orang kepada siapa Anda mendelegasikan tugas-akan bertanggung jawab. Hambatan Delegasi Untuk beberapa alasan, manajer mungkin bersedia untuk mendelegasikan pekerjaan. Banyak manajer enggan untuk mendelegasikan karena mereka ingin memastikan bahwa pekerjaan akan dilakukan. Lain alasan keengganan berasal dari situasi sebaliknya. Manajer kekhawatiran bahwa pekerja akan melakukan pekerjaan dengan baik dan menarik pemberitahuan menyetujui manajer tingkat yang lebih tinggi. Akhirnya, beberapa manajer tidak mendelegasikan karena mereka begitu teratur bahwa mereka hanya tidak mampu merencanakan dan menetapkan bekerja secara efektif. Desentralisasi Kewenangan Pola delegasi seluruh organisasi menentukan sejauh mana organisasi yang terdesentralisasi atau terpusat. Dalam sebuah organisasi desentralisasi, manajemen sadar mencoba untuk menyebarkan otoritas luas di seluruh berbagai tingkat organisasi. A 195
survei, 43% dari perusahaan menawarkan semacam cross-pelatihan untuk workers.2
Dua lainnya pembesaran pendekatan-kerja dan pekerjaan pengayaan-juga dapat memberikan
solusi untuk masalah yang disebabkan oleh spesialisasi pekerjaan. Topik-topik ini, bersama dengan lainnya
metode yang digunakan untuk memotivasi karyawan, dibahas dalam Bab 10.
departementalisasi
Setelah pekerjaan dirancang, mereka harus dikelompokkan bersama menjadi "unit kerja,"
atau departemen. Proses ini disebut departementalisasi. Lebih khusus,
departementalisasi adalah proses pengelompokan pekerjaan menjadi unit-unit dikelola. Beberapa
basis departementalisasi digunakan umumnya. Bahkan, sebagian besar perusahaan menggunakan lebih dari satu.
Saat ini, basis yang paling umum untuk mengatur bisnis dalam departemen yang efektif adalah
dengan fungsi, produk, berdasarkan lokasi, dan oleh pelanggan.
Dengan Fungsi
departementalisasi oleh kelompok fungsi pekerjaan yang berhubungan dengan organisasi yang sama
aktivitas. Berdasarkan skema ini, semua personil pemasaran dikelompokkan bersama di
departemen pemasaran, semua personil produksi di departemen produksi, dan
sebagainya.
Kebanyakan organisasi yang lebih kecil dan lebih baru departementalisasi menurut fungsi. Pengawasan
disederhanakan karena semua orang yang terlibat dalam kegiatan yang sama, dan koordinasi mudah.
Kelemahan dari metode ini pengelompokan pekerjaan adalah bahwa hal itu dapat menyebabkan keputusan lambat
keputusan dan bahwa ia cenderung untuk menekankan departemen di seluruh organisasi.
Dengan Produk
departementalisasi oleh kelompok produk kegiatan yang berhubungan dengan barang atau tertentu
layanan. Pendekatan ini sering digunakan oleh lebih tua dan lebih besar perusahaan yang memproduksi dan menjual
berbagai produk. Setiap departemen menangani pemasaran sendiri, produksi, keuangan
manajemen, dan sumber daya manusia kegiatan.
Departementalisasi menurut produk membuat pengambilan keputusan lebih mudah dan memberikan
untuk integrasi semua kegiatan yang berhubungan dengan masing-masing produk.
Namun, hal itu menyebabkan beberapa duplikasi khusus
kegiatan-seperti keuangan departemen -dari departemen. Selain itu,
penekanan ditempatkan pada produk bukan pada seluruh
organisasi.
Dengan Lokasi
departementalisasi oleh kegiatan kelompok lokasi sesuai
dengan wilayah geografis yang didefinisikan di mana mereka tampil.
Wilayah Departemen dapat berkisar dari seluruh negara (untuk
perusahaan-perusahaan internasional) untuk daerah dalam negara (untuk perusahaan nasional)
ke daerah-daerah dari beberapa blok kota (untuk departemen kepolisian disusun dalam
Bait). Departementalisasi berdasarkan lokasi memungkinkan organisasi
untuk merespon mudah untuk tuntutan unik atau persyaratan
lokasi yang berbeda. Namun demikian, staf administrasi besar dan
sistem kontrol yang rumit mungkin diperlukan untuk mengkoordinasikan operasi
di banyak lokasi.
Dengan Pelanggan
departementalisasi oleh kegiatan kelompok pelanggan sesuai
dengan kebutuhan berbagai populasi pelanggan. Sebuah Chevrolet lokal
dealer, misalnya, mungkin memiliki satu staf penjualan untuk menangani
konsumen individu dan staf penjualan yang berbeda untuk bekerja dengan
193 Multibase departementalisasi untuk New-Wave Fashions, Inc. Sebagian besar perusahaan menggunakan lebih dari satu dasar untuk departementalisasi untuk meningkatkan efisiensi dan untuk menghindari posisi. tumpang tindih LIHAT DI MODUL yaaa armada perusahaan pembeli. Keuntungan yang jelas dari pendekatan ini adalah bahwa hal itu memungkinkan perusahaan untuk menangani secara efisien dengan pelanggan unik atau kelompok pelanggan. Kelemahan terbesar adalah bahwa staf administrasi yang lebih besar dari biasanya diperlukan. Kombinasi Basa Banyak organisasi menggunakan lebih dari satu pangkalan departementalisasi ini. PepsiCo, untuk misalnya, dibagi dengan produk dan lokasi. Ini memiliki divisi produk seperti Minuman, Frito-Lay, Quaker, dan Amerika Latin Foods, serta divisi berdasarkan lokasi seperti Asia, Eropa, Timur Tengah, dan Africa.3 Luangkan waktu sejenak untuk memeriksa Gambar 7.2. Perhatikan bahwa departementalisasi oleh pelanggan digunakan untuk mengatur Baru-Wave Fashions, Inc., menjadi tiga divisi utama: laki-laki, perempuan, dan pakaian anak-anak. Kemudian departementalisasi fungsional digunakan untuk membedakan kegiatan produksi dan pemasaran perusahaan. Akhirnya, lokasi yang digunakan untuk mengatur upaya pemasaran perusahaan. Delegasi, Desentralisasi, dan Sentralisasi Langkah utama ketiga dalam proses pengorganisasian adalah untuk mendistribusikan kekuasaan dalam organisasi. Delegasi memberikan bagian dari pekerjaan seorang manajer dan kekuatan untuk pekerja lain. Tingkat sentralisasi atau desentralisasi kewenangan ditentukan oleh pola keseluruhan delegasi dalam organisasi. Pendelegasian Wewenang Karena tidak ada manajer dapat melakukan segala sesuatu, delegasi sangat penting untuk penyelesaian manajer pekerjaan. Delegasi juga penting dalam mengembangkan keterampilan dan kemampuan bawahan. Hal ini memungkinkan mereka yang sedang dipersiapkan untuk posisi-tingkat yang lebih tinggi untuk bermain semakin peran penting dalam pengambilan keputusan. 194 Langkah-langkah dalam delegasi Proses delegasi umumnya melibatkan tiga langkah (lihat Gambar 7.3) . Pertama, manajer harus menetapkan tanggung jawab. Tanggung jawab adalah kewajiban untuk melakukan suatu pekerjaan atau melakukan tugas. Dalam pengaturan pekerjaan yang paling, seorang manajer hanya memberikan pekerja sebuah tugas untuk dilakukan. Tugas pekerjaan khas mungkin berkisar dari memiliki seorang pekerja menyiapkan laporan tentang status program pengendalian mutu baru untuk menempatkan orang yang bertanggung jawab dari satuan tugas. Kedua, manajer harus memberikan kewenangan. Otoritas adalah kekuasaan, dalam organisasi, untuk mencapai pekerjaan yang ditugaskan atau tugas. Ini mungkin termasuk kekuasaan untuk mendapatkan informasi yang spesifik, memesan persediaan, otorisasi pengeluaran yang relevan, atau membuat keputusan tertentu. Akhirnya, manajer harus membuat pertanggungjawaban. Akuntabilitas adalah kewajiban seorang pekerja untuk mencapai pekerjaan yang ditugaskan atau tugas. Perhatikan akuntabilitas yang dibuat, tetapi tidak dapat didelegasikan. Misalkan Anda adalah seorang manajer operasi untuk Target dan bertanggung jawab untuk melakukan tugas tertentu. Anda, pada gilirannya, mendelegasikan tugas ini kepada orang lain. Anda tetap tetap bertanggung jawab kepada atasan langsung Anda untuk mendapatkan tugas dilakukan dengan benar. Jika orang lain gagal untuk menyelesaikan tugas, Anda-bukan orang kepada siapa Anda mendelegasikan tugas-akan bertanggung jawab. Hambatan Delegasi Untuk beberapa alasan, manajer mungkin bersedia untuk mendelegasikan pekerjaan. Banyak manajer enggan untuk mendelegasikan karena mereka ingin memastikan bahwa pekerjaan akan dilakukan. Lain alasan keengganan berasal dari situasi sebaliknya. Manajer kekhawatiran bahwa pekerja akan melakukan pekerjaan dengan baik dan menarik pemberitahuan menyetujui manajer tingkat yang lebih tinggi. Akhirnya, beberapa manajer tidak mendelegasikan karena mereka begitu teratur bahwa mereka hanya tidak mampu merencanakan dan menetapkan bekerja secara efektif. Desentralisasi Kewenangan Pola delegasi seluruh organisasi menentukan sejauh mana organisasi yang terdesentralisasi atau terpusat. Dalam sebuah organisasi desentralisasi, manajemen sadar mencoba untuk menyebarkan otoritas luas di seluruh berbagai tingkat organisasi. A 195
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