Implementation of matrix organizational structure, development of key performance indicators, and employee recruitment in MSME Atelier Baou

Abstract

Atelier Baou is an MSME engaged in architectural consulting, which is currently experiencing difficulties in managing its business due to the owner who spends too much time in daily operations due to the unclear division of tasks to his employees, and the lack of human resources in MSMEs. The purpose of this research is to provide solutions for MSMEs in managing their businesses, especially for the division of tasks to employees, and to increase human resources for MSMEs so that the owners can focus on strategic matters so that they can develop their business. One of the challenges MSMEs face in growing their businesses is that their owners are too focused on day-to-day operations, forcing them to be less active in grabbing business prospects or other strategic considerations. Data are collected using business coaching and qualitative research in order to map the conditions and problems of MSMEs, and then corrective actions are taken to implement solutions for improvement. This study uses the business coaching method and qualitative method. The business coaching process starts with the data collection through (1) observation, (2) interview, and (3) documentation. The coach visited Atelier Baou and met the owner to collect the data through observation. The data analysis method is carried out after the data collection process is complete. Qualitative data processing is carried out through 3 stages, namely (1) Data selection, (2) Data presentation, and (3) Data verification. The data collected were then analyzed using the analysis for business coaching method, such as internal and external analysis (SWOT analysis, PESTEL analysis, Porter's Five Forces Model, Business Model Canvas), TOWS, Gap analysis, and Pareto analysis. After doing some analysis, the coach identified the problem of MSMEs. The last processes of this business coaching are the implementation and evaluation. Several implementations were carried out after several external and internal analyses, including the implementation of a matrix organizational structure, in which the organization structure was compiled in a complete matrix form with job descriptions in each part, so that daily operational activities could be delegated to employees and owners could focus on other strategic activities to develop the company. The second step was to create key performance indicators so that the owners can monitor and evaluate their personnel, and the final step was to recruit new employees. This implementation is being done to make internal improvements that will allow the owners to focus on strategic matters and be more aggressive in capturing opportunities and growing the business.