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PENGEMBANGAN ORGANISASI

Pertemuan Ke-tujuh

ORGANIZATION DEVELOPMENT [OD]


PROSES MENGENAI : IDENTIFIKASI MASALAH PENGUMPULAN DATA ANALISIS/DIAGNOSIS MASALAH PERENCANAAN TINDAKAN/INTERVENSI INTERVENSI & PERUBAHAN EVALUASI YANG DITERAPKAN PADA ORGANISASI SECARA TERUS MENERUS
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TUJUAN OD

MENINGKATKAN TINGKAT KECOCOKAN PADA STRUKTUR, PROSES, STRATEGI, MANUSIA, DAN BUDAYA DALAM ORGANISASI MENGEMBANGKAN SOLUSI UNTUK ORGANISASI YG BARU & KREATIF MENGEMBANGKAN KEMAMPUAN ORGANISASI UNTUK MEMPERBARUI DIRI MENGHADAPI KEKUATAN LINGKUNGAN SECARA EFEKTIF
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Large

Very Large Size

Large Size

Small Informal Structure Placid Environment

Formal Bureaucratic Competitive Decreasing Medium Size Structure and Dynamic Size Some Formal Competitive Environment Formal Structure Environment Bureaucratic Competitive Structure Environment Competitive Environment

Divisional Basis of Organization

Small

Organization Size

Birth Phase

Growth Phase

Maturity Phase

Revival Phase

Decline Phase

Figure 2.1 Organizational Life Cycle

Discontinuity

Performance

Effort

Figure 2.2 S Curve Almost Always Appear in Pairs

Scouting Decide whether or not to enter Obtain general information about the organization

Entry Establish collaborative relationship with clout Begin initial problem exploration

Data Collection Develop measures of organization variables and processes

Data Feedback Return data to client system Begin discussion and analysis of data

Diagnosis Determine the state of the organization and its problems

Evaluation Assess the effects and effectiveness of action implementation

Action Implementation Implement specific change plans

Action Planning Develop specific action plans Determine who will implement the plans and how they will be evaluated

Figure 6.1 Planned Change Model

TAHAPAN PENGEMBANGAN ORGANISASI

Goals and Values Subsystem


Culture Philosophy Overall goals Group goals Individual goals

Technical Subsystem Knowledge Techniques Facilities Equipment

Managerial Subsystem Goal setting Planning Assembling resources Organizing Implementing Controlling

Psychosocial Subsystem Human resources Attitudes Perceptions Motivation Group dynamics Leadership Communication Interpersonal Relations

Structural Subsystem Tasks Workflow Workgroups Authority Information flow Procedures Rules

Figure 4.1 The Organizational System

Vision Value proposition Bus and Revenue models Objectives Strategies

Organizational Culture

A
The Organizational Stakeholders: Customers Employees Shareholders Partners Suppliers Communities Government Other

Performance Measures and H Incentives

Structure C

G Technology

Processes and Facilities

F
Resources

E
People and Competencies

FOCUS ON THE ENTIRE ORGANIZATIONAL ARCHITECTURE

Level

Data Source

ORGANIZATION

Organizational structure Major systems Environmental factors Organizational outcomes Distribution of resources

GROUP

Group structure Group composition Group norms Group relationships Group productivity, satisfaction and skills Personal characteristics Job characteristics Job enrichment Individual productivity, satisfaction, and skills

INDIVIDUAL

Figure 5.3 Three Levels Of Organizational Analysis

HAMBATAN DALAM OD

DARI INDIVIDU : RASA TIDAK AMAN, KAKU, TAK MEMAHAMI PENTINGNYA PERUBAHAN DARI KELOMPOK : GROUP THINK, EWUH PAKEWUH DARI ORGANISASI : BUDAYA, STRUKTUR

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Large SOME RESISTANCE: Moderate Chance of Success HIGH RESISTANCE: Low Chance of Success

Impact on Culture

LOW RESISTANCE: High Chance of Success

SOME RESISTANCE: Moderate to High Chance of Success

Small Small Degree of Change Large

Figure 2.3 The Change Model

HIGH POLITICAL

Quality Improvement Survey Feedback D Performance Systems Incentive Systems Information Systems PRODUCT C Contract Training Programs Instructional Design Products and Materials Computer-based Training B Speakers Facilitation for Teams Expert Advice A Culture Change Diversity Executive Coaching PROCESS

LESS POLITICAL

Figure 3.1 The Scope of Consulting Projects

[TINJAUAN INDIVIDU & KELOMPOK]


TEKNIK (INTERVENSI) OD

MANAGEMENT BY OBJECTIVE WORK REDESIGN THE SCANLON PLAN TEAM BUILDING, ETC

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MANAGEMENT BY OBJECTIVE

PROSEDUR YANG MENUNTUT PARTISIPASI ANGGOTA YANG TINGGI MENGACU TUJUAN SPESIFIK YANG AKAN DICAPAI TUJUAN DITENTUKAN BERSAMA DENGAN ANGGOTA REVIU KINERJA DILAKUKAN BERSAMA DENGAN ANGGOTA
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WORK REDESIGN
JOB ENRICHMENT : KOMBINASI TUGAS MENINGKATKAN ARTI TUGAS MENINGKATKAN OTONOMI UMPAN BALIK ALTERNATIVE WORK SCHEDULE : WAKTU KERJA FLEKSIBEL WAKTU KERJA DIPADATKAN

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THE SCANLON PLAN

MENERAPKAN SISTEM BONUS/INSENTIF PARTISIPASI YANG TINGGI TINGKAT KOMUNIKASI YANG TINGGI SISTEM MONITORING KINERJA YANG OBJEKTIF
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TEAM BUILDING

PEMBERIAN UMPAN BALIK TERHADAP PERILAKU ORANG LAIN MENERIMA NILAI, SIKAP, PERASAAN YANG ADA TERBUKA TERHADAP NILAI, SIKAP, PERASAAN YANG BARU MENCOBA NILAI, SIKAP, PERASAAN YANG BARU MENGAMBIL RESIKO UNTUK MENERAPKAN NILAI, SIKAP, PERASAAN YANG BARU
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Start Perception of Problem

Evaluation of Behaviors

Data Gathering

Action Implementation

Data Sharing

Diagnosis and Action Planning Figure 10.4 The Team-Building Cycle

Tugas kelompok

LAKUKANLAH PENGEMBANGAN ORGANISASI PADA ORGANISASI YANG TELAH ANDA KAJI KELOMPOKNYA DENGAN LANGKAH SEBAGAI BERIKUT :
1. SCOUTING DAN ENTRY (SUDAH ANDA LAKUKAN DALAM TUGAS TENTANG KELOMPOK DAN TIM KERJA) 2. DATA COLLECTION 3. DATA FEEDBACK 4. DIAGNOSIS/ANALYSIS

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