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Case 4.2 - New Jersey Insurance Company

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Submitted By andi1
Words 1269
Pages 6
Management Control System
Dosen:
Rusdi Akbar, PhD, Ak., CMA, CA
Case #4-2 New Jersey Insurance Company

EKSEKUTIF B 28 A
Team #06
Irwandi Panggalo
Luisa Amanda
Marshall Ohan Silitonga

UNIVERSITAS GADJAH MADA
JAKARTA
2015

I.

Problem Statement
1. Jenis organisasi (types of organizations)
Strategi sebuah perusahaan sangat dipengaruhi oleh struktur organisasinya, hal ini dikarenakan struktur sebuah perusahaan sangat berpengaruh bagi sistem pengendaliannya (control system).

Ada tiga jenis tipe struktur organisasi, yaitu Functional structure, business unit structure, dan matrix structure. Jika melihat struktur organisasi dari New
Jersey Insurance seperti yang terdapat pada exhibit 1, maka diketahui bahwa jenis struktur yang mereka terapkan adalah business unit structure, dimana struktur dibagi berdasarkan tanggungjawabnya masing-masing (per unit bisnis) dan unit bisnis ini dikendalikan oleh unit manager sebagai perpanjangan tangan manajemen. selain itu terdapat 5 sub divisi, dimana masih terdapat pembagian berdasarkan wilayah untuk sub divisi itu sendiri.

Karakteristik dari struktur organisasi ini yang dapat berdampak atau mempengaruhi sistem pengendalian suatu organisasi adalah:
a. Berfokus pada banyak tanggungjawab
b. teknik pengendalian yang digunakan
c. Standard yang digunakan untuk mengukur kinerja dari unit menejer

Yang menjadi kendala disini kenapa sistem pengendalian tidak berjalan lancar adalah:
a. Struktur organisasi di perusahaan ini memiliki banyak unit bisnis, bahkan didalam unit bisnis itu sendiri. Misalnya untuk divisi hukum ini, terbagi kedalam 5 sub divisi.
b. Tidak terdapat standard untuk mengukur kinerja unit manajer maupun

2. Kamampuan sumber daya manusia (Competency of human resources)
Struktur

organisasi

unit

bisnis

yang

digunakan

disini

berbasiskan

tanggungjawab (responsibility center). untuk jenis organisasi ini dibagi menjadi 2 tipe:
a. Revenue center (unit kerja yang menghasilkan).
b. Expense center (unit kerja yang mengeluarkan biaya tanpa menghasilkan)

Jika melihat kasus pada New Jersey Insurance ini, yaitu unit kerja yang dibahas adalah divisi hukum dengan sub divisi pinjaman individu dan pinjaman korporasi, maka dapat diketahui bahwa organisasi ini merupakan expense center.
Tugas untuk masing-masing sub divisi ini adalah bertanggungjawab terhadap proses pengajuan pinjaman baik untuk individual (nilai yang lebih kecil) maupun untuk korporasi (nilai jauh lebih besar dari individual). salah satunya menganalisa agunan pinjaman yang berupa rumah maupun properti lainnya.

Untuk sub divisi individual loan dibagi menjadi 3 bagian berdasarkan wilayah yaitu Atlantic Coast, Midwest, dan Pasific Coast, yang dikendalikan oleh seorang perwakilan. Selain itu terdapat 1 cadangan yang akan membantu untuk daerah yang sedang banyak pekerjaan maupun untuk menggantikan jika ada perwakilan yang sakit, dan satu orang baru yang masih berstatus training. selain kelima orang diatas, untuk mendukung pekerjaan sub divisi ini, terdapat 26 orang yang bertugas sebagai penilai agunan (mortage eximiner). Tidak seperti karyawan didivisi legal yang semuanya adalah orang dengan latar belakang jurusan hukum, para penilai agunan ini tidak memiliki latar belakang hukum. Mereka telah dipilih dengan hati-hati dan dilatih untuk mengecek dan menyetujui permohonan pinjaman yang masuk kedivisi tersebut. Permasalahannya mucul ketika masa training dilakukan, yang pada awalnya diperkirakan hanya akan memakan waktu 3 bulan, ternyata menghabiskan waktu lebih lama yaitu 1,5 tahun untuk job training dan 2 - 3 tahun untuk para examiner ini mencapai performance terbaiknya.

Selain itu, dikarenakan kemampuan para penilai agunan ini dan juga permasalahan yang berbeda-beda tiap wilayah, walaupun standard yang telah ditetapkan menjadi 15 transaksi/hari/examiners dari sebelumnya 12 transaksi/hari/examiners, namun tidak bisa dilakukan sesuai standard.

3. Budget
Untuk sub divisi individual loan, dikarenkan menggunakan tenaga penilai yang bukan berlatarbelakang hukum, maka akan membutuhkan biaya yang besar untuk training.

Untuk sub divisi corporate loan, karena kredit yang diberikan lebih banyak dan lebih kompleks dalam melakukan analisa, maka para pekerja diambil yang berlatar belakang hukum.

II.

Analysis / Discussion

1. Dengan cara apa Mr. Somersby mengendalikan operasional setiap bagian dalam divisinya? dengan cara apa manajemen puncak mengendalikan operasional divisi hukum?

Mr.Somersby memberi pelatihan khusus bagi karyawan yang bekerja di bidang mortgage examiners. Orang-orang di bidang ini tidak memiliki latar belakang pendidikan hukum namun dipilih secara selektif dan dilatih secara khusus untuk memeriksa dan mengesahkan transaksi-transaksi peminjaman.

Ada juga penetapan standar dimana setiap examiner minimal melakukan proses terhadap 15 transaksi pinjaman per hari kerja.
Cara lain yang dilakukan dalam melakukan kontrol adalah dengan melakukan staff conferences. Dalam conferences ini, para attorney mengangkat kasus tertentu kepada Mr.Carlisle secara terbuka apa yang saja yang mereka hadapi dan bagaimana pemecahan kasusnya, sehingga setiap staff yang ikut menonton conferences ini dapat mengetahui dan merasakan pengalaman yang sama dengan yang diceritakan attorney. Alat kontrol lain yang dipakai adalah dengan membuat laporan tertulis yang dibuat oleh tiap attorney yang ditujukan langsung kepada Mr.Carlisle. Karena waktu pengerjaan yang tidak menentu waktu penyelesaiannya, laporan ini tidak ditentukan per minggu atau per bulan.
Laporan ini dibuat dan disampaikan sampai attorney menginginkan kasus baru.
Sedangkan dari sisi manajemen sendiri, cara yang diambil dalam menerapkan kontrol

adalah

dengan

mengajak

setiap

divisi

untuk

menganggarkan biaya yang diperlukan dalam periode satu tahun. Dengan metode ini setiap divisi diajarkan untuk membuat rencana kerja dan perkiraan biaya yang pada akhir tahun di-review kembali apakah rencana yang telah dibuat berjalan sesuai rencana atau belum.

2. Apakah

ada

cara

lain

yang

mungkin

dilakukan

untuk

meningkatkan

pengendalian?

Melakukan pemantauan atas seluruh bagian setiap divisi tampaknya sulit.

Sedangkan pembahasan budgeting yang lebih ketat harus diletakkan di suatu wadah dimana kepala divisi harus menyiapkan anggaran untuk tahun berikutnya yang nantinya akan dibandingkan ketika hasil aktual sudah keluar. Itu semua bisa dilakukan secara teratur sehingga dapat melakukan pematauan yang lebih

anggaran dapat ditinjau setiap bulan dan penyimpangan dapat ditangani secara efektif. Intinya Report Budget dan aktual harus bisa di monitor secara mingguan, bulanan, atau kuartal sebagai acuan kepala divisi untuk meminimalisasi penyimpangan cost.
Perusahaan ini berpendapat bahwa hal itu akan meningkatkan daya jual investasi. Divisi hukum dapat memiliki pemantauan yang lebih baik atas tugastugas ini jika tugas ini sepenuhnya dilakukan oleh pengacara internal perusahaan, efeknya akan mengurangi penyimpangan biaya. Sehingga harus ada kontrol yang lebih baik pada pekerjaan yang ditugaskan untuk pengacara perusahaan, karena selama ini tidak ada batas waktu yang diberikan kepada mereka untuk penyampaian laporan. Oleh karena itu harus ada standar yang sama sehingga peninjauan bisa dilakukan melalui pengacara tersebut.

3. Sebagai Montgomery, kritik apa yang akan Anda berikan dan pertanyaan apa yang akan Anda ajukan pada Somersby mengenai kinerja dari dua bagian divisi hukum selama enam bulan pertama pada tahun 1987?

Melihat kinerja keuangan dari divisi hukum selama enam bulan pertama, kami melihat kalau Mr.Somersby dan timnya salah dalam melakukan perencanaan karena mayoritas sektor secara actual telah melewati angka di anggaran. Dalam hal ini selaku Mr.Montgomery akan menanyakan mengapa bisa anggaran yang telah dibuat tidak berjalan sesuai rencana. Kalaupun ada hal-hal yang tidak diperkirakan terjadi sebelumnya, mengapa melewatkan hal-hal tersebut. Kami akan menanyakan bukti-bukti dari setiap pengeluaran untuk meyakinkan bahwa dana yang dihabiskan memang telah digunakan sesuai dengan yang terjadi di lapangan. Ke depannya kami akan lebih mengikuti proses pembuatan anggaran yang dilakukan oleh tim Mr.Somersby.

III.

Conclusion

Terdapat lima jenis tipe organisasi unit bisnis berbasiskan tanggungjawab, yaitu:
1. Engineered expense center
2. Discretionary expense center
3. Revenue center
4. Profit center
5. Investment center

Berdasarkan kasus, diketahui bahwa NJIC menerapkan struktur organisasi unit bisnis berbasiskan tanggungjawab, khususnya expense center/investment center. Untuk dapat menjalankan jenis organisasi seperti unit bisnis berbasiskan tanggungjawab, maka dibutuhkan suatu sistem pengendalian yang handal.

Pengendalian yang perlu dilakukan antara lain seperti:
1. Menentukan standard pengukuran kinerja untuk masing-masing unit divisi manajer yang merupakan cerminan dari kinerja unit bisnisnya. Misalnya parameternya dapat diukur dari realisasi budget, banyaknya output yang dihasilkan, keefektifan dan efisiensi proses kerja, serta profit yang dihasilakan
2. Menginvestasikan dana pada sumber daya manusia
3. Memperbaiki jalur komunikasi, agar proses putusan dapat diambil dengan cepat REFERENSI

Anthony, Robert N. & Vijay Govindarajan. 2004. Management Control System. New
York: McGraw-Hill/Irwin.

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