Sesi 1. Organisasi Bisnis Dan Lingkungan

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SesiSesi 1.1.

OrganisasiOrganisasi BisnisBisnis dandan LingkunganLingkungan

BisnisBisnis

Oleh:

Dr. H. Kasman Arifin SE., MM., Ak

Program Magister Akuntansi - PPAk

Universitas Riau, 2012

1

Tujuan PembelajaranTujuan Pembelajaran

1. Menjelaskan organisasi bisnis dan

lingkungan

2. Menjelaskan teori lingkungan bisnis dan

dinamika lingkungan bisnis

3. Memberikan nilai bagi organisasi bisnis

sesuai dinamika lingkungan

4. Bidang pekerjaan dalam organisasi bisnis

5. Isu manajerial

2

Bagian I:Bagian I:

OrganisasiOrganisasi BisnisBisnis dandan LingkunganLingkungan

BisnisBisnis

3

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Business and Society Business and Society ::An Interactive SystemAn Interactive System

4

BusinessBusiness

Business and SocietyBusiness and Society

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Business :Business :Today in one of the dominant institution in society, all Today in one of the dominant institution in society, all

around the wordaround the word

Society :Society :in broadest sense, refers to human beings and to the in broadest sense, refers to human beings and to the

social structures the collectively createsocial structures the collectively create

A range of levels for understanding the A range of levels for understanding the

businessbusiness--governmentgovernment--society relationshipsociety relationship

Broad conceptual level

Society/Culture

Economy/

Business

Politics/

Government

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Intermediate level

Stakeholders

Industry

in general;

industry

sectors

Governments:

national, state,

local, foreign



Practical, applied management level

Primary and

secondary

stakeholders

Corporation

X

Specific

government

agencies and

actors

Relations between a business firm and its Relations between a business firm and its

primary stakeholdersprimary stakeholders

Business

firm

(Managers)

Wholesalers

(Retailers)

Creditors

Suppliers

Customers

Stockholders

Employees

(Unions)

Invest

capital

Lend

money

Sell

materials

Buy

products

Distribute

products

Sell

labor

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Investor RelationsInvestor Relations

Fiduciary Responsibilities

Financial Bottom Line

Best practices

Transparency

Accountability

Fair return to shareholders

Balance among interests

Sumber : Waddock

Employee RelationsEmployee Relations

Wages,

contribution, and

meaning

Human and

Intellectual

Capital

Commitment

Loyalty

Sumber : Waddock

FailedFailed Assumptions about Employee Assumptions about Employee

RelationshipsRelationships

Employees are costs

Short-term orientation

Dehumanizing practices

Lack of delegation of responsibility and authority

Perverse norms of management

tough or mean management

paralysis of analysis

Sumber : Waddock

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Employment Security

Selective Hiring

Self-managed teams and decentralization

High performance based compensation

extensive training

Reduction of status differences

Sharing Information

Employee Practices that work...

Sumber : Waddock

EmployeeEmployee CommitmentCommitment

Clear vision and values

elaborate common purposes

Inspirational and meaningful

Part of something bigger

Cult-like cultures

Fair treatment

Two-way communications

Sumber : Waddock

Customer RelationsCustomer Relations

Relationship marketing

Customer franchise = Trust

Build loyalty

On-going relationships and regular interaction

Meet real needs

Product/Service Quality

Sumber : Waddock

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Suppliers, Allies, PartnersSuppliers, Allies, Partners

Relationships based on trust,

quality, and commitment

Bottom line is infrastructure,

delivery, and quality

Similar codes of conduct,

standards, and expectations

Need integrity on both sides

Sumber : Waddock

Relations between a business firm and some of Relations between a business firm and some of

its other (secondary) stakeholdersits other (secondary) stakeholders

Business

Firm

(Managers)

The

General

Public

Business

Support

Groups

Foreign

Governments

Social

Activist

Groups

Media

Federal,

State

and Local

Governments

Local

Communities

Regulation,

taxes

Friendly,

hostile

Social

demands

Image,

publicity

Advice,

research

Positive,

negative

opinionJobs,

environment

Public AffairsPublic Affairs

Government and publics relationships

Rules of society

infrastructure

Sumber : Waddock

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Media RelationsMedia Relations

Image management

Reputation management

Advocacy and public image

Build consensus

Multiple means to frame the

companys position

press releases, advertising, newsletters, reports

General media relationships

reporters know and trust company

Sumber : Waddock

Corporate Community Relation Strategies Build relations

Identify issues and concerns

Design appropriate programs

Communities of Interest

Site Communities

Employee communities

Fenceline communities

Impact communities

Cyber Communities

common interest communities

Community Relations

Sumber : Waddock

Standards of ExcellenceStandards of Excellence

Corporate Community RelationsCorporate Community Relations

Leadership

Issues Management

Relationship Building

Strategy

Accountability

Infrastructure

Measurement

Sumber : Waddock

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Bagian II:Bagian II:

TeoriTeori dandan DinamikaDinamika

LingkunganLingkungan BisnisBisnis

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Business and SocietyBusiness and Society

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General Systems Theory :General Systems Theory :First introduce in 1940s, argues that all organism are open to, and First introduce in 1940s, argues that all organism are open to, and

interact with, their external environments.interact with, their external environments.

The Ownership Theory of the FirmsThe Ownership Theory of the Firms The Stakeholder theory of the firmsThe Stakeholder theory of the firms

A Systems PerspectiveA Systems Perspective

BagianBagian III:III:

NilaiNilai OrganisasiOrganisasi BisnisBisnis

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THE KEYS:

Balance company interests with the community

Trust and relationship

Show individual and companyleadership

Become neighbor of choice

Social vision/social capital

Sumber : Waddock

Forces that shape the business and society Forces that shape the business and society

relationshiprelationship

Economic competition:

strategic and social challenges

Ethical expectations and

public values

Changing role of government

and public policy

Ecological and natural resource

concerns

Technology and new knowledge

Business and

its

Stakeholders

World Class ManufacturingWorld Class Manufacturing

Safety orientation

Involved, committed workforce

JIT manufacturing and delivery

Product flow focus

Preventive maintenance

Management of bottlenecks

Total quality management

Fast setups

Low inventories

Supportive policies/procedures

Sumber : Waddock

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Employee Accessibility

Competence

Attitude

Communication

Credibility

Features/ Innovation

Responsiveness

Tangible Results

World Class Services

Sumber : Waddock

Trust and commitment comes from...Trust and commitment comes from...

Superior resources, opportunities and

benefits to competitors

Maintaining high integrity, standards of

conduct, and values

And assuring partners do, too

Communicating important

information

including expectations, market intelligence, and evaluation

Avoiding opportunistic behavior

Sumber : Waddock

BagianBagian IV:IV:

BidangBidang--bidangbidang PekerjaanPekerjaan

dalamdalam OrganisasiOrganisasi BisnisBisnis

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The The macroevironmentmacroevironment of businessof business

Corporation

Economic forces

- Unemployment

- Interest rates

- Imports and exports

- Balance of payments

Political forces

- Political relationships

- Political processes

- Political change

Technological

Forces

- New products and processes

- Innovation

- Scientific discovery; R&D

Social forces

- Demographic changes

- Social values

- Lifestyles

The performanceThe performance--expectations gapexpectations gap

Corporate Stakeholder

Performance Expectations

- Actual performance - Expected corporate performance

- Outcomes - What stakeholders want

- Results - Satisfaction

- Impacts on others - Disappointment or anger

How wide is the gap?

The public issue life cycle

High

Low Time

Life Cycle of Issue

Management

Discretion

Phase 1:

Changing

Stakeholder

Expectations

Phase 2:

Political

Action

Phase 3:

Formal

Government

Action

Phase 4:

Legal

Implementation

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Corporate public affairs activitiesCorporate public affairs activities

Federal government relations Federal government relations

State government relations State government relations

Community relationsCommunity relations

Trade association relationsTrade association relations

Local government relationsLocal government relations

Contributions/philanthropyContributions/philanthropy

Grassroots management Grassroots management

Issues managementIssues management

Political action committee (PAC)Political action committee (PAC)

Public interest group relationsPublic interest group relations

Regulatory affairsRegulatory affairs

Public relationsPublic relations

Media relationsMedia relations

Employee communicationsEmployee communications

Education affairs/outreachEducation affairs/outreach

Volunteer programsVolunteer programs

Advertising Advertising

International public affairsInternational public affairs

Environmental affairsEnvironmental affairs

Stockholder relationsStockholder relations

Institutional investor relationsInstitutional investor relations

Consumer affairsConsumer affairs

Source: See Foundation for Public Affairs, State of Public Affairs, 2000, Washington, DC: FPA, 2000. J.E. Post

and J.J. Griffin, State of Corporate Public Affairs, 1996, Washington, DC: FPA, 1997.

The value added derived from public affairs The value added derived from public affairs

management management

Social and Political

Intelligence*

External

action programs***

Internal

communication**

* Accurate understanding of the

people, issues, trends, and factors

that can affect the achievement of

strategic goals and objectives.

** Capacity for sharing information

with internal constituencies,

Including the CEO and senior

executives of key staff and

operating areas.

*** Demonstrated capacity

for executing programs

that achieve desired results

with stakeholders.

Bagian VI:Bagian VI:

Isu ManajerialIsu Manajerial

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The issues management process

Policy

Options

Program

Design

Results

Issues

Identification

Issues

Analysis

Research

Judgement

and priority

setting

Policy and

strategy selection

Implementation

Performance

evaluation

The issues priority matrix

Impact of Issue on Company

High Medium Low

High

Medium

Low

Strategic management approach to managing Strategic management approach to managing

external relationsexternal relations

Today low high Future

Amount of

uncertainty

Crisis

management

Issues

management

Strategic

planning

- Focus on the here

and now- Intense pressure

on decision makers;

- Little opportunity to

make course corrections

- Reactive mode of

action dominates

- Near-term and intermediate

focus on problem

- Significant pressure

on decision makers;

- Some opportunity to


- Proactive and interactive

modes of action dominate

-Long-term and intermediate

focus

- Limited pressure

on decision makers;

- Ample opportunity to


- Proactive mode of action

(anticipatory) dominates

0

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Four basic strategies of response

to stakeholder issues

Stakeholder expectations

changes


change first

Organization

initiates change


and relations are changing

Organization does

not change

Organization Stakeholders

Organization and environment are changing and there

is an effort to adjust to one anothers needs

Organization resists, then

responds to stakeholders

Inactive

Strategy

Reactive

Strategy

Proactive

Strategy

Interactive

Strategy

Sekian dan Terima KasihSekian dan Terima Kasih

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Sesi 1. Organisasi Bisnis Dan Lingkungan

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