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Dony Eko Prasetyo, S.IP.

Edukasi:

S1 : Departemen Hubungan Internasional, FISIP, Universitas Airlangga

S2 : Sedang menyelesaikan Program Magister Management, majoringHRM, Fakultas Ekonomi, Universitas Airlangga

Peminatan Study:

Politik Luar Negeri, Bisnis Internasional, Ekonomi Politik Internasional,

Organization Behaviour, Manajemen Lintas BudayaWork experience:

Lecturer assistance in Indonesia Foreign Affairs subject and Geopoliticsand geostrategic subject (2006 2007)

Senior Merchandiser, PT. Eratex Djaja, Tbk. (2007 2009)

Outsourcing Staff in Cooperation Division Surabaya City Government,

sub division foreign affairs (2009 2010)Contact details:

Email: dony.eko.prasetyo@gmail.com

dony_eko_prasetyo@yahoo.com

YM: donyekoprasetyo; dony_eko_prasetyo

Skype: dony_eko_prasetyo

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Mata kuliah wajib (MKB)

Total kredit: 6 SKS

Dosen-dosen pengampu Evi Silvana Muchsinati, SE., Msi

Dony Eko Prasetyo, S.IP.

Silabus bisa di download dihttp://donyekoprasetyo.wordpress.com/ma

teri-kuliah/msdm-iii/

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Daft, Richard L., 2007, Understanding The Theoryand Design of Organization, 9th ed, ThomsonLearning.

Dessler, Gary, 2008, Human Resources

Management, 10th ed, Prentice Hall. Mondy & Noe (2008), Human Resource

Management, Tenth Edition, Pearson InternationalEdition.

Dreher, George and Thomas Dougherty, (2001),Human Resource Strategy: A BehavioralPerspective for the General Manager, 1st Ed, McGraw Hill

Kotler,P, (2006) Marketing, Prentice Hall

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Pra UTS diampu oleh Dony Eko Prasetyo,

S.IP.

Pasca UTS diampu oleh Evi Silvana

Muchsinati, SE., Msi

Waktu toleransi telat : 15 menit

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Individual Task Setiap mahasiswa diharuskan membuat review chapter yang

akan dibahas di kelas

Group Task Akan ada presentasi kelompok, diharapkan setiap kelompok mencari

medium scale business dan melakukan analisa berdasar topik sesuaisilabus

Big Task Setiap mahasiswa diwajibkan untuk mencari satu perusahaan

kelas menengah dan kemudian menganalisisnya secaramendalam dengan memilih salah satu topik yang ada dalampertemuan, laporan akan dipresentasikan pada pertemuan 23-28. format laporan Latar belakang

Masalah

Tinjauan pustaka

Pembahasan

Solusi

Kesimpulan

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Ini ceritera tentang empat orang yangbernama:

Everybody, Somebody, Anybodydan Nobody.Ada satu tugas penting yang harus dikerjakan

dan Everybody diminta untukmengerjakannya. Everybody yakin bahwa

Somebody akan mengerjakannya.SebetulnyaAnybody dapat mengerjakannya, tetapiNobody yang mengerjakannya. Somebody

marah sebab itu tugas Everybody. Everybodypikir bahwa Anybody dapat mengerjakannya,tetapi Nobody sadar bahwaEverybody tidakakan mengerjakannya. Akhirnya, Everybody

menyalahkan Somebody yang sebetulnyaNobody diminta oleh Anybody.

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Social Entities that are Goal Directed,

with Deliberately Structured,

Coordinated Activity Systems, andwith a link to the External

Environment

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Large & Small

Manufacturing & Service

Profit & Non-Profit

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Create value for owners, customers and

employees

Bring together resources to achieve desired goals

Use modern manufacturing and innovativetechnologies produce goods and services

efficiently

Adapt to and influence a changing Environment

and Globalization Accommodate the challenges of Diversity, Ethics,

and the motivation and coordination of employees

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Open Systems vs close system

Organizational Configuration

Technical Core

Technical Support

Administrative Support

Top Management

Middle Management

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TopManagement

Technical

Support

Technical Core

Administrative

Support

Middle

Management

Source: Based on Henry Mintzberg, The Structuring of Organizations (Englewood Cliffs, N. J.: Prentice-Hall, 1979) 215-297;

and Henry Mintzberg, Organization Design: Fashion or Fit? Harvard Business Review 59 (Jan.Feb. 1981): 103-116.

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Transformation

Process

Environment

Raw Materials

PeopleInformationresources

Financialresources

Input

SubsystemsBoundary

Spanning

Production,

Maintenance,

Adaptation,

Management

Boundary

Spanning

Products

and

Services

Output

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Structural Dimensions Formalization Specialization Hierarchy of Authority Centralization Professionalism Personnel Ratios

Contextual Dimensions Size Organizational Technology Environment Goals and Strategy Culture

Performance and Effectiveness Outcomes Efficiency vs effectiveness

15

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Goals and

StrategyEnvironment Size

Culture Technology

Structure1. Formalization

2. Specialization

3. Hierarchy of Authority

4. Centralization

5. Professionalism

6. Personnel Ratios

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Historical Perspectives Efficiency is Everything

How to Get Organized administration bureaucratic

What About People not the concern

Environment also not the concern

Contemporary Organization Design The Environment for todays companies is anything but stable.

Many Organizations are shifting to Flexible, DecentralizedStructures that emphasize Horizontal Collaboration andwidespread Information Sharing.

Efficient Performance versus the Learning Organization From Vertical to Horizontal Structure

From Routine Tasks to Empowered Roles

From Formal Control Systems to Shared Information

From Competitive to Collaborative Strategy

From Rigid to Adaptive Culture17

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Vertical

Structure

Routine

Tasks

Rigid

Culture

Competitive

Strategy

Formal

Systems

Horizontal

Structure

Adaptive

CultureEmpowered

Roles

CollaborativeStrategy

Shared

Information

Organizational Change

in the Service of

Performance

Mechanical System Design Natural System Design

Stable Environment

Efficient PerformanceTurbulent Environment

Learning Organization

Source: Adapted from David K. Hurst, Crisis and Renewal: Meeting the Challenge of Organizational Change (Boston, Mass.: Harvard Business School)

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