Pengaruh Dimensi Struktural Organisasi terhadap Efektivitas Organisasi PT Pelabuhan Indonesia I (Persero) dengan Koordinasi sebagai Varaiabel Intervening

Abstract

The objective of the study was to evaluate the influence of organizational structural dimension which consisted of formalization, centralization, and complexity on the effectiveness at PT Pelabuhan Indonesia I (Persero) with coordination as intervening variable. The use of these variables could describe whether the organizational structure of PT Pelindo I could adapt to external environment which kept on changing. From the modern point of view, structure becomes an important part in analyzing organization since it is part of an organization which is directly related to environment. The respondents were 128 employees of PT Pelindo I Main Office, Medan. The data were analyzed by using Structural Equation Modeling (SEM) with an AMOS software program. The result of the analysis showed that centralization and complexity had positive and significant influence on coordination, which could, in turn, intervene the correlation between organizational structure dimension (fiJrmali::ation, centralization, and complexity) and the efA~ctiveness at PT Pelindo I. It described that coordination was very important in ac ieving organizational effectiveness. In order to improve coordination, it was necessary to improve organizational structural dimension, particularly fot,malization because, even though coordination can intervene the correlation between formalization and effectiveness, its influence was very littlel and the result of the analysis of the influence of formalization on coordinati4n was positive but insignfficant. The conclusion of the analysis above was tnat all in all organizational structure dimension at PT Pelindo I could ef ourage coordination to accelerate effectiveness. The result could be the reference for increasing the capacity of the variable of organizational structural dime sion to encourage coordination and to accelerate effectiveness at PT Pelindo I.