Organizational Environment Analysis Organizational Theory Design and Change

What is the Organizational Environment? n Environment: the set of forces surrounding an organization

The Organizational Environment Copyright 2007 Prentice Hall 3 - 3

The Specific Environment n The forces from outside stakeholder groups that directly affect an

The General Environment n The forces that shape the specific environment and affect the

The General Environment (cont. ) n Economic forces: factors, such as interest rates, the

The General Environment (cont. ) n Political and environmental forces: influence government policy toward

Sources of Uncertainty in the Organizational Environment n All environmental forces cause uncertainty for

Sources of Uncertainty in the Environment (cont. ) n Environmental complexity: the strength, number,

Sources of Uncertainty in the Environment (cont. ) n Environmental dynamism: the degree to

Sources of Uncertainty in the Environment (cont. ) n Environmental richness: the amount of

Three Factors Causing Uncertainty Copyright 2007 Prentice Hall 3 - 12

Organizational Theory and Environmental Theory Copyright 2007 Prentice Hall 3 - 13

Contingency Theory n Burn dan Stalker menyimpulkan bahwa efektivitas masing-masing tipe struktur organisasi adalah

Struktur Organisasi Mekanik dan Organik (Burns & Stalkel) Copyright 2007 Prentice Hall 3 -

Resource Dependence Theory n Ide dasar teori ini adalah bahwa hubungan organisasi dan lingkungan

Population Ecology Theory n Teori ini bermanfaat untuk menganalisis kelompok industri tertentu, dimana organisasi

Institutional Theory n Pengaruh lingkungan terhadap organisasi: n n Pengaruh yang menekankan pada aspek

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Organizational Environment Analysis Organizational Theory, Design, and Change 1 -1 3 -

What is the Organizational Environment? n Environment: the set of forces surrounding an organization that have the potential to affect the way it operates and its access to scarce resources n Organizational domain: the particular range of goods and services that the organization produces, and the customers and other stakeholders whom it serves Copyright 2007 Prentice Hall 3 - 2

The Specific Environment n The forces from outside stakeholder groups that directly affect an organization’s ability to secure resources n Outside stakeholders include customers, distributors, unions, competitors, suppliers, and the government n The organization must engage in transactions with all outside stakeholders to obtain resources to survive Copyright 2007 Prentice Hall 3 - 4

The General Environment (cont. ) n Economic forces: factors, such as interest rates, the state of the economy, and the unemployment rate, determine the level of demand for products n Technological forces: the development of new production techniques and new informationprocessing equipment, influence many aspects of organizations’ operations Copyright 2007 Prentice Hall 3 - 6

The General Environment (cont. ) n Political and environmental forces: influence government policy toward organizations and their stakeholders n Demographic, cultural, and social forces: the age, education, lifestyle, norms, values, and customs of a nation’s people n Shape organization’s customers, managers, and employees Copyright 2007 Prentice Hall 3 - 7

Sources of Uncertainty in the Organizational Environment n All environmental forces cause uncertainty for organizations n Greater uncertainty makes it more difficult for managers to control the flow of resources to protect and enlarge their domains Copyright 2007 Prentice Hall 3 - 8

Sources of Uncertainty in the Environment (cont. ) n Environmental complexity: the strength, number, and interconnectedness of the specific and general forces that an organization has to manage n Interconnectedness: increases complexity Copyright 2007 Prentice Hall 3 - 9

Sources of Uncertainty in the Environment (cont. ) n Environmental dynamism: the degree to which forces in the specific and general environments change over time n n Stable environment: forces that affect the supply of resources are predictable Unstable (dynamic) environment: it is difficult to predict how forces will change that affect the supply of resources Copyright 2007 Prentice Hall 3 - 10

Sources of Uncertainty in the Environment (cont. ) n Environmental richness: the amount of resources available to support an organization’s domain n Environments may be poor because: n n The organization is located in a poor country or in a poor region of a country There is a high level of competition, and organizations are fighting over available resources Copyright 2007 Prentice Hall 3 - 11

Contingency Theory n Burn dan Stalker menyimpulkan bahwa efektivitas masing-masing tipe struktur organisasi adalah ”tergantung” (contingent) terhadap jenis lingkungan yang dihadapi n Menghasilkan struktur organisasi mekanik dan organik Copyright 2007 Prentice Hall 3 - 14

Resource Dependence Theory n Ide dasar teori ini adalah bahwa hubungan organisasi dan lingkungan adalah bersifat dependen, organisasi bergantung kepada lingkungan untuk mendapatkan sumberdaya (modal, bahan mentah, tenaga kerja, teknologi & peralatan, dll). Oleh karena itu teori ini disebut teori ketergantungan sumberdaya (resource dependent). Copyright 2007 Prentice Hall 3 - 16

Population Ecology Theory n Teori ini bermanfaat untuk menganalisis kelompok industri tertentu, dimana organisasi yang datang dan pergi terjadi dengan relatif mudah n organisasi-organisasi yang tergabung dalam kelompok resource pool yang sama adalah persaingan yang bersifat saling ketergantungan (interdependence) n Proses seleksi didalam suatu populasi organisasi terjadi melalui tiga tahap, yaitu: variasi, seleksi, dan retensi atau survival Copyright 2007 Prentice Hall 3 - 18

Institutional Theory n Pengaruh lingkungan terhadap organisasi: n n Pengaruh yang menekankan pada aspek teknis dan ekonomis (efesiensi dan efektivitas) Pengaruh yang menekankan pada aspek sosio kultural Copyright 2007 Prentice Hall 3 - 19