MATERI #4 Proses Awal Pengembangan Organisasi MISBAHUDDIN AZZUHRI SE. MM. CPHR®. CSRS®. 081 555 80 8899 081 233 72 8899 dinoazzuhri@live.com misbachazzuhri@gmail.com

LEARNING OBJECTIVE To describe the steps associated with starting a planned change process To reinforce the definition of an OD practitioner as anyone who is helping a system to make planned change To equip students with a general framework of OD diagnostic tools from a systematic perspective To define diagnosis and to explain how the diagnostic process provides a practical understanding of problems at the organizational level of analysis To clarify the concepts of group and job level diagnosis To define diagnosis and to explain how the diagnostic process discovers the underlying causes of problems at the group and job level of analysis To present an open systems diagnostic model for group and job levels

4 Types of OD Applications OD Applications Types Human process applications Technostructural interventions Human resource management applications Strategic applications

10 STEP TO CHANGE Urgency Mobilize Commitment Create a Guiding Coalition Develop a Shared Vision Communicate that Vision Monitor Progress & Adjust Vision Anchor New Ways in Culture Consolidate Gains Generate Short-Term Wins Help Make the Change

THE ENTERING PROCESS Clarifying the Organizational Issue Presenting Problem Symptoms Determining the Relevant Client Working power and authority Multiple clients -- multiple contracts Selecting a Consultant Expertise and experience

ELEMENTS OF AN EFFECTIVE PROPOSAL Content Description Goals of Proposed Effort Descriptive, clear, and concise goals to be achieved Recommended Action Plan Description of 1) diagnosis, 2) data analysis process, 3) feedback process, and 4) action-planning process Specification of Responsibilities What will various leaders, including the OD practitioner, be held accountable for? Strategy for Achieving the Desired State Provide change strategies, including education/training, political influence, structural interventions, and confrontation of resistance. Fees, terms, and conditions Outline fees and expenses associated with the project

ELEMENTS OF AN EFFECTIVE CONTRACT Mutual expectations are clear Outcomes and deliverables Publishing cases and results Involvement of stakeholders Time and Resources Access to client, managers, members Access to information Ground Rules Confidentiality

INTERPERSONAL ISSUES OF ENTRY Client Issues Exposed and Vulnerable Inadequate Fear of losing control OD Practitioner Issues Empathy Worthiness and Competency Dependency Overidentification

DIAGNOSIS DEFINED A collaborative process between organizational members and the OD consultant to collect pertinent information, analyze it, and draw conclusions for action planning and intervention.

OPEN SYSTEM MODEL environment feedback Inputs Information Energy People Transformations Social Component Technological Component Outputs Goods Services Ideas feedback

PROPERTIES OF SYSTEMS Inputs, Transformations, and Outputs Boundaries Feedback Equifinality Alignment

ORGANIZATIONAL SYSTEMS The key to effective diagnosis is… DIAGNOSING ORGANIZATIONAL SYSTEMS The key to effective diagnosis is… Know what to look for at each organizational level Recognize how the levels affect each other

ORGANIZATION-LEVEL DIAGNOSTIC MODEL General Environment INPUTS General Environment Industry Structure DESIGN COMPONENTS Technology Strategy Structure HR Systems Measurement Systems Culture OUTPUTS Organization Effectiveness

KEY ALIGNMENT QUESTIONS Do the Design Components fit with the Inputs? Are the Design Components internally consistent? Do they fit and mutually support each other?

ORGANIZATION-LEVEL INPUTS General Environment External forces that can directly or indirectly affect the attainment of organizational objectives Social, technological, ecological, economic, and political factors Industry Structure External forces (task environment) that can directly affect the organization Customers, suppliers, substitute products, new entrants, and rivalry among competitors

ORGANIZATION DESIGN COMPONENTS Strategy Structure Technology The way an organization uses its resources (human, economic, or technical) to gain and sustain a competitive advantage Structure How attention and resources are focused on task accomplishment Technology The way an organization converts inputs into products and services

ORGANIZATION DESIGN COMPONENTS (CONT’D) Human Resource Systems the mechanisms for selecting, developing, appraising, and rewarding organization members Measurement Systems Methods of gathering, assessing, and disseminating information on the activities of groups and individuals in organizations Organization Culture The basic assumptions, values, and norms shared by organization members Represents both an “outcome” of organization design and a “foundation” or “constraint” to change

OUTPUTS Organization Performance Productivity Stakeholder Satisfaction e.g., profits, profitability, stock price Productivity e.g., cost/employee, cost/unit, error rates, quality Stakeholder Satisfaction e.g., market share, employee satisfaction, regulation compliance

ALIGNMENT Diagnosis involves understanding each of the parts in the model and then assessing how the elements of the strategic orientation align with each other and with the inputs. Organization effectiveness is likely to be high when there is good alignment.

How to Create a Culture of Involvement & Participation Educate all regarding business plans Devote resources to build the necessary HR systems Involve unions as partners Involve in designing and implementing new systems Train in new technologies Promote employees continuous communication Involve employees in assessing effects of new technology Use telecommunications Page 231 1. Educate all employees regarding business plans. Explain that their increased participation in these plans will require major changes in the employees’ role and responsibilities. 2. Devote enough time, planning, and resources to the transition and to worker involvement, especially to building the necessary HR systems (training, selection, and so on) to reinforce desired behaviors. 3. If your company has unions, involve them as partners at every stage; develop jointly all key principles and guidelines concerning, for instance, team structure and development, training, and information flow; and give employees access to information on business plans and operational performance. 4. Involve employees in designing and implementing new operating systems, and in selecting suppliers. 5. Provide training in using new technologies.

GROUP-LEVEL DIAGNOSTIC MODEL Organization Design Goal Clarity INPUTS Organization Design DESIGN COMPONENTS Goal Clarity Task Structure Group Functioning Group Composition Performance Norms OUTPUTS Group Effectiveness

GROUP-LEVEL DESIGN COMPONENTS Goal Clarity Task Structure extent to which group understands its objectives Task Structure the way the group’s work is designed Team Functioning the quality of group dynamics among members Group Composition the characteristics of group members Performance Norms the unwritten rules that govern behavior

GROUP-LEVEL OUTPUTS Product or Service Quality Productivity e.g., cost/member, number of decisions Team Cohesiveness e.g., commitment to group and organization Work Satisfaction

INDIVIDUAL-LEVEL DIAGNOSTIC MODEL Organization Design Group Design INPUTS Organization Design Group Design Personal Traits DESIGN COMPONENTS Skill Variety Task Identity Task SIgnificance Autonomy Feedback about Results OUTPUTS Individual Effectiveness

INDIVIDUAL-LEVEL DESIGN COMPONENTS Skill Variety The range of activities and abilities required for task completion Task Identity The ability to see a “whole” piece of work Task Significance The impact of work on others Autonomy The amount of freedom and discretion Feedback about Results Knowledge of task performance outcomes

INDIVIDUAL-LEVEL OUTPUTS Performance e.g., cost/unit, service/product quality Absenteeism Job Satisfaction e.g., internal motivation Personal Development e.g., growth in skills, knowledge, and self

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