SAP 5

ORGANISASI DAN
PERUBAHAN
OLEH :
TIM DOSEN AZMEN
WHAT IS ORGANIZATIONAL CHANGE ?
THE PROCESS BY
WHICH
ORGANIZATIONS
MOVE FROM THEIR
PRESENT STATE TO
SOME DESIRED
FUTURE STATE TO
INCREASE THEIR
EFFECTIVENESS
TARGET OF CHANGE
PLANNED ORGANIZATIONAL CHANGE IS
NORMALY TARGETED AT :
- IMPROVING EFFECTIVENESS AT ONE
OR MORE OF FOUR DIFFERENT LEVELS
- HUMAN RESOURCES
- FUNCTIONAL RESOURCES,
- TECHNOLOGICAL CAPABILITIES
- ORGANIZATIONAL CAPABILITIES
HUMAN RESOURCES ARE AN
ORGANIZATIONS MOST IMPORTANT
ASSET. ULTIMATELY, AN ORGANIZATIONS
DISTINCTIVE COMPETENCES LIE IN THE
SKILLS AND CAPABILITIES OF ITS
EMPLOYEES.
BECAUSE THESE SKILLS AND ABILITIES
GIVE AN ORGANIZATION A COMPETITIVE
ADVANTAGE, ORGANIZATION MUST
CONTINUALLY MONITOR THEIR
STRUCTURES TO FIND THE MOST
EFFECTIVE WAY OF MOTIVATING AND
ORGANIZING HUMAN RESOURCES TO
AQUIRE AND USE THEIR SKILLS.
TYPICAL KINDS OF CHANGE EFFORTS
DIRECTED AT HUMAN RESOURCES
1. NEW INVESTMENT IN TRAINING AND DEVELOPMENT
ACTIVITIES SO THAT EMPLOYEES ACQUIRE NEW SKILLS AND
ABILITIES
2. SOCIALIZING EMPLOYEES INTO THE ORGANIZATIONAL
CULTURE SO THAT THEY LEARN THE NEW ROUTINES ON
WHICH ORGANIZATIONAL PERFORMANCE DEPENDS
3. CHANGING ORGANIZATIONAL NORMS AND VALUES TO
MOTIVATE A MULTICULTURAL AND DIVERSE WORKFORCE
4. ONGOING EXAMINATION OF THE WAY IN WHICH PROMOTION
AND REWARD SYSTEMS OPERATE IN A DIVERSE
WORKFORCE
5. CHANGING THE COMPOSITION OF THE TOP MANAGEMENT
TEAM TO IMPROVE ORGANIZATION LEARNING AND DECISION
MAKING
FUNCTIONAL RESOURCES
EACH ORGANIZATIONAL FUNCTION NEEDS TO DEVELOP
PROCEDURES THAT ALOW IT TO MANAGE THE PARTICULAR
ENVIRONMENT IT FACES

AS THE ENVIRONMENT CHANGES, ORGANIZATONS OFTEN
TRANFER RESOURCES TO FUNCTIONS WHERE THE MOST
VALUE CAN BE CREATES. CRUCIALS FUNCTIONS GROW IN
IMPORTANCE, WHILE THOSE WHOSE USEFULNESS IS
DECLINING SHRINK

AN ORGANIZATION CAN IMPROVE THE VALUE THAT ITS
FUNCIONS CREAE BY CHANGING ITS STRUCTURE, CULTURE,
AND TECHNOLOGY.

TECHNOLOGICAL CAPABILITIES
TECHNLOGICAL CAPABILITIES GIVE AN
ORGANIZATION AN ENORMOUS CAPACITY TO
CHANGE ITSELF IN ORDER TO EXPLOIT MARKET
OPPORTUNITIES
THE ABILITY TO IMPROVE THE WAY GODS AND
SERVICES ARE PRODUCED IN ORDER TO
INCREASE THEIR QUALITY AND RELIABILITY IS A
CRUCIAL ORGANIZATIONAL CAPABILITY
AT THE ORGANIZATIONAL LEVEL, AN
ORGANIZATON HAS TO PROVIDE THE CONTEX
THAT ALLOWS IT TO TRANSLATE ITS
TECHNOLOGICAL COMPETENCES INTO VALUE
FOR ITS STAKEHOLDERS
ORGANIZATIONAL CAPABILITIES
ORGANIZATIONAL CHANGE OFTEN INVOLVES
CHANGING THE RELATIONSHIPS BETWEEN
PEOPLE AND FUNCTIONS TO INCREAS THEIR
ABILITY TO CREATE VALUE.

CHANGES IN CULTURE AND STRUCTURE TAKE
PLACE AT ALL LEVELS OF THE ORGANIZATION
AND INCLUDE CHANGING THE ROUTINES
INDIVIDUAL USES TO GREET CUSTOMERS,
CHANGING WORK GROUP RELATIONSHIPS,
IMPROVING INTEGRATION BETWEEN DIVISIONS
AND CHANGING CORPORATE CULTURE BY
CHANGING THE TOP MANAJEMEN TEAM
FORCES FOR AND RESISTANCE TO
ORGANIZATIONAL CHANGE
FORCES FOR CHANGE
RESISTANCES TO
CHANGE
COMPETITIVE FORCES
ECONOMIC FORCES
POLITICAL FORCES
ORGANIZATIONAL LEVEL
-STRUCTURE
-CULTURE
-STRATEGY
GLOBAL FORCES
DEMOGRAPHIC FORCES
FUNCTIONAL LEVEL
- DIFFERENCES IN SUBUNIT
ORIENTATION
- POWER AND CONFLICT
FORCES FOR
CHANGE
RESISTANCES TO CHANGE
SOCIAL FORCES
ETHICAL FORCES
GROUP LEVEL
-NORMS
-COHESIVENESS
-GROUPTHINK
INDIVIDUAL LEVEL
-COGNITIVE BIASES
-UNCERTAINTY AND
INSECURITY
-SELECTIVE PERCEPTION AND
RETENTION
- HABIT

COMPETITIVE FORCES
COMPETITION IS A FORCE
FOR CHANGE BECAUSE
UNLESS AN ORGANIZATION
MATCHES OR SURPASSES
ITS COMPETITORS IN
EFFICIENCY, QUALITY, OR
ITS CAPABILITY TO
INNOVATE NEW OR
IMPROVED GOODS OR
SERVICES IT WILL NOT
SURVIVE.
ECONOMIC, POLITICAL, AND GLOBAL FORCES

No organization can aford to
ignore the effects of global
economic on its activity
ie:
1) The North American Free
Trade Agreement (NAFTA) paved
the way for cooperation among
Canada, United State, and Mexico
2) The European Union (EU)
includes over 20 members eager
to exploit the advantages of a
large protected market.
OTHER GLOBAL CHALLENGES FACING
ORGANIZATIONS INCLUDE THE NEED TO CHANGE
AN ORGANIZATIONAL STRUCTURE TO ALLOW
EXPANSION INTO FOREIGN MARKETS, THE NEED TO
ADAPT TO A VARIETY OF NATIONAL CULTURES, AND
THE NEED TO HELP EXPATRIATE MANAGERS ADAPT
TO THE ECONOMIC, POLITICAL, AND CULTURAL
VALUES OF COUNTRIES IN WHICH THEY ARE
LOCATED. DAIMLER CHRYSLERS GERMAN PARENT,
FOR EXAMPLE, SENT 30 MANAGERS ALREADY
EXPERIENCED IN BOTH UNITED STATE AND
JAPANESE STYLE MANUFACTURING METHODS TO
HEAD ITS NEW OPERATION IN THE UNITED STATE
MANAGING A DIVERSE WORKFORCE IS
ONE OF THE BIGGEST CHALLENGES TO
CONFRONT ORGANIZATION IN 2000 AND
BEYOND.
ITS HAVE LEAD MANAGERS TO CHANGE
THEIR STYLES OF MANAGING ALL
EMPLOYEES AND TO LEARN HOW TO
UNDERSTAND, SUPERVISE, AND
MOTIVATE DIVERSE MEMBERS
EFFECTIVELY. FOR EXAMPLE,
EMPOWERING EMPLOYEES TO MAKE
IMPORTANT AND SIGNIFICANT
DECISIONS.
ORGANIZATIONS ARE ALSO IMPORTANT
TO TAKE STEPS TO PROMOTE ETHICAL
BEHAVIOR IN THE FACE OF INCREASING
GOVERNMENT, POLITICAL, AND SOCIAL
DEMANDS FOR MORE RESPONSIBLE
AND HONEST CORPORATE BEHAVIOR.
MANY ORGANIZATIONS NEED TO MAKE
CHANGES TO ALLOW MANAGERS AND
WORKERS AT ALL LEVELS TO REPORT
UNETHICAL BEHAVIOR SO THAT AN
ORGANIZATION CAN MORE QUICKLY TO
ELIMINATE SUCH BEHAVIOR AND
PROTECT THE GENERAL INTEREST OF
ITS MEMBERS AND CUSTOMERS
RESEARCH SUGGESTS THAT ONE OF THE
MAIN REASONS FOR SOME
ORGANIZATIONS INABILITY TO CHANGE IS
ORGANIZATIONAL INERTIA, THE
TENDENCY OF AN ORGANIZATION TO
MAINTAIN THE STATUS QUO.
RESISTANCE TO CHANGE LOWERS AN
ORGANIZATIONS EFFECTIVENESS AND
REDUCES ITS CHANGES OF SURVIVAL
RESISTANCE OR IMPEDIMENTS TO
CHANGE THAT CAUSE INERTIA ARE
FOUND AT THE ORGANIZATION, GROUP,
AND INDIVIDUAL LEVELS.
ORGANIZATION-LEVEL
RESISTANCE TO CHANGE
GROUP-LEVEL
RESISTANCE TO
CHANGE
INDIVIDUAL-LEVEL
RESISTANCE TO
CHANGE
MANY FORCES INSIDE AN ORGANIZATION
MAKE IT DIFFICULT FOR THE ORGANIZATION
TO CHANGE IN RESPONSE TO CHANGING
CONDITIONS IN ITS ENVIRONMENT
THE MOST POWERFUL ORGANIZATION-LEVEL
IMPEDIMENTS TO CHANGE INCLUDE:
1. POWER AND CONFLICT
2. DIFFERENCES IN FUNCTIONAL ORIENTATION
3. MECHANISTIC STRUCTURE, AND
4. ORGANIZATIONAL CULTURE
ORGANIZATIONAL-LEVEL RESISTANCE TO
CHANGE
CHANGE USUALLY BENEFITS SOME PEOPLE, FUNCTIONS,
OR DIVISIONS AT THE EXPENSE OF OTHERS. WHEN
CHANGE CAUSES POWER STRUGGLES AND
ORGANIZATIONAL CONFLICT, AN ORGANIZATIONS IS LIKELY
TO RESIST IT.
FUNCTION 1 FUNCTION 2
PUSH FOR
CHANGE
RESIST IT
THE CONFLICT BETWEEN THE TWO FUNCTIONS WILL
SLOW THE PROCESS OF CHANGE AND PERHAPS
PREVENT CHANGE FROM OCCURRING AT ALL
2. DIFFERENCES IN FUNCTIONAL ORIENTATION
DIFFERENT FUNCTIONS AND
DIVISIONS OFTEN SEE THE SOURCE
OF ORGANIZATIONAL INERTIA,
BECAUSE THEY SEE AN ISSUE OR
PROBLEM PRIMARILY FROM THEIR
OWN VIEWPOINT.
THE ORGANIZATION MUST SPEND
TIME AND EFFORT TO SECURE
AGREEMENT ABOUT THE SOURCE
OF A PROBLEM, BEFORE IT CAN
EVEN CONSIDER HOW THE
ORGANIZATION NEEDS TO CHANGE
TO RESPOND TO PROBLEM
MECHANISTIC STRUCTURE IS
CHARACTERIZED BY A TALL
HIERARCHY, CENTRALIZED
DECISION MAKING, AND
STANDARDIZATION OF
BEHAVIOUR THROUGH RULES
AND PROCEDURES
BY CONTRAST, ORGANIC
STRUCTURE ARE FLAT
AND DECENTRALIZED
AND RELY ON MUTUAL
ADJUSTMENT BETWEEN
PEOPLE TO GET THE
JOB DONE

MORE
RESISTANT
TO CHANGE
RELATIVELY
EASY TO
CHANGE
THE VALUES AND NORMS IN AN
ORGANIZATIONS CULTURE CAN BE
ANOTHER SOURCE OF RESISTANCE TO
CHANGE. JUST AS ROLE
RELATIONSHIPS RESULT IN A SERIES OF
STABLE EXPECTATIONS BETWEEN
PEOPLE, SO VALUES AND NORMS
CAUSE PEOPLE TO BEHAVE IN
PREDICTABLE WAYS.
IF ORGANIZATIONAL CHANGE DISRUPTS
TAKEN-FOR-GRANTED VALUES AND
NORMS AND FORCES PEOPLE TO
CHANGE WHAT THEY DO AND HOW
THEY DO IT, AN ORGANIZATIONS
CULTURE WILL CAUSE RESISTANCE TO
CHANGE.
GROUP-LEVEL RESISTANCE TO
CHANGE
MUCH OF AN ORGANIZATIONS WORK IS PERFORMED BY
GROUPS, AND SEVERAL GROUP CHARACTERISTICS CAN
PRODUCE RESISTANCE TO CHANGE
MANY GROUP DEVELOP STRONG INFORMAL NORMS THAT
SPECIFY APPROPRIATE AND INAPPROPRIATE BEHAVIOR AND
GOVERN THE INTERACTIONS BETWEEN GROUP MEMBERS
OFTEN, CHANGE ALTERS TASK AND ROLE RELATIONSHIPS IN
A GROUP ; WHEN IT DOES, IT DISRUPTS GROUP NORMS AND
THE INFORMAL EXPECTATIONS THAT GROUP MEMBERS HAVE
OF ONE ANOTHER. AS A RESULT, MEMBERS OF A GROUP MAY
RESIST CHANGE BECAUSE A WHOLE NEW SET OF NORMS
MAY HAVE TO BE DEVELOPED TO MEET THE NEEDS OF THE
NEW SITUATION.
INDIVIDUAL-LEVEL RESISTANCE CHANGE
THERE ARE ALSO SEVERAL REASONS WHY INDIVIDUALS
WITHIN AN ORGANIZATION MAY BE INCLINED TO RESIST
CHANGE.
1). PEOPLE TEND TO RESIST CHANGE BECAUSE THEY FEEL
UNCERTAIN AND INSECURE ABOUT WHAT ITS OUTCOME
WILL BE.( ie: NEW TASK, NEW ROLE, AND SOME WORKERS
LOSE THEIR JOB)
2). MOREOVER, THERE IS A GENERAL TENDENCY FOR PEOPLE
TO SELECTIVELY PERCEIVE INFORMATION THAT IS
CONSISTENT WITH THEIR EXISTING VIEWS OF THEIR
ORGANIZATION. WHEN CHANGE TAKES PLACE, WORKERS
TEND TO FOCUS THEIR FUNCTION OR DIVISION.
3). HABIT, PEOPLES PREFERENCE FOR FAMILIAR ACTIONS
AND EVENTS, IS A FUTHER IMPEDIMENT TO CHANGE.
FORCE FOR CHANGE
RESISTANCE TO CHANGE
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Sumber:Jones, 2007: 276
Lewins Three-Step Change Process
Unfreeze the
organization
from its
present state
Make the
desired type
of change

Refreeze the
organization
in a new
desired state
Sumber :Jones, 2007 : 288
TO MINIMIZE RESISTANCE TO CHANGE
A MANAGER CAN ADOPT ONE OF THE FOLLOWING
APPROACH TO MINIMIZE TO CHANGE :

1. EDUCATION AND COMMUNICATION
2. PARTICIPATION AND INVOLVEMENT
3. FACILITATION AND SUPPORT
4. NEGOTIATION AND AGREEMENT
5. MANIPULATION AND CO-OPTATION
6. EXPLICIT AND IMPLICIT COERCION