ob presentasi 29 01 13
TRANSCRIPT
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Wahyu Wicaksono
122110142
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Hypothesis Development
Hypothesis 1. Firms with a nature offormalization that encourages autonomous workand learning have a locus of decision-making that
is low in the organization. Hypothesis 2. Firms with few layers in the
hierarchy have a locus of decision-making that islow in the organization.
Hypothesis 3. Firms with a high level ofhorizontal integration have a locus of decision-making that is low in the organization.
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Hypothesis Development
Hypothesis 4. Firms with a nature offormalization that encourages autonomous workand learning have a level of communication that
is fast, easy, and abundant. Hypothesis 5. Firms with few layers in the
hierarchy have a level of communication that isfast, easy, and abundant.
Hypothesis 6. Firms with a high level ofhorizontal integration have a level ofcommunication that is fast, easy, and abundant.
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Hypothesis Development
Hypothesis 7. Firms with a locus of decision-making that is low in the organization have a highlevel of time-based manufacturing practices.
Hypothesis 8. Firms with a level ofcommunication that is fast, easy, and abundanthave a high level of time-based manufacturingpractices.
Hypothesis 9. Firms with a high level of time-based manufacturing practices have high plantperformance.
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Research Methods
1. Pre-pilot stage
1.1. Item generation
1.2. Structured interviews
1.3. Q-sort method1.4. Pre-testing of questionnaire
2. Pilot study
The pilot study used 40 responses frommanufacturing executives/managers in the same SIC
codes used for the large-scale study.
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Research Methods
3. Large-scale sample characteristics and methods
The questionnaire was mailed to 3000 manufacturing
executives/managers from four industries: SIC codes 3437
fabricated metal products, industrial machinery and
equipment, electronic and other electric equipment, and
transportation equipment. Only companies with 100 or more employees were included in the
sample. The Society of Manufacturing Engineers (SME) provided the
mailing list.
Responses were received from 224 manufacturers primarily from
four SIC codes: 34 (49%), 35 (15%), 36 (17%), and 37 (16%). Two
percent did not specify an SIC code.
Respondents reported the following positions: president/CEO1%,
vice president15%, director19%, manager59%, and other or
not specified6%. Firms with 100499 employees
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Results for the measurement model
Confirmatory factor analysis was performed byapplyingLISREL to 104 responses for the purposes oftesting unidimensionality of the scales and estimatingoverall model fit (Gerbing and Anderson, 1988).
This analysis also identifies correlated error termsbetween measurement items. Model fit andsubsequently, convergent and discriminant validity wasassessed by examining various fit indices. The non-
normed fit index (NNFI) (Bentler and Bonnet, 1980),and the comparative fit index (CFI) (Bentler, 1990) wereassessed.
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Results for the structural model
The structural model was tested by applying
LISREL to the remaining 120 responses.
The results indicate that there was sufficient
model-to-data fit (2 = 696.33,452 d.f., NNFI =
0.87, CFI = 0.88, RMSEA = 0.067, with the 90%
confidence interval for RMSEA being 0.057 to
0.077, and 2/d.f. 1.54).
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Discussion
Organizational structure does affect the attainment oftime-based manufacturing practices.
Nature of formalization implies an internal environmentwith rules and procedures that encourage creative,
autonomous work and learning. The number of layers in the hierarchy should be few, not
merely to cut headcount and reduce costs but to create anenvironment where decision-making can be pushed downthe organization to the people best equipped to make themquickly and effectively.
Organizations should have a high level of horizontalintegration here workers have a broad rather than anarrow understanding of problems and issues.