MISBAHUDDIN AZZUHRI SE. MM. CPHR®. CSRS®. MATERI #14 Aplikasi Pengembangan Organisasi (NON TRADITIONAL SETTING ORGANIZATION) MISBAHUDDIN AZZUHRI SE. MM. CPHR®. CSRS®. 081 555 80 8899 081 233 72 8899 dinoazzuhri@live.com misbachazzuhri@gmail.com

Learning Objectives To understand how OD is health care, family businesses, school systems, and government settings differ from traditional practice contexts To examine how OD is practiced in four non-traditional settings

Organization Development in Health Care Consumers are insulated from economics of health care by insurance providers Key providers of care are often not exclusively employed by one hospital or care setting Hospitals are primarily “not for profit” and heavily regulated by government

Environmental Trends in Health Care Imbalanced supply and demand Severe workforce shortages and little diversity Increasing calls for patient safety and accountability Increasing technology Continuing financial challenges Eroding trust in the health care system

Opportunities for OD Practice in Health Care Settings Creating effective Cultures High quality, cost effective human resource systems Effective job and work design Restoring trust in and among stakeholders

Success Principles for OD in Health Care Demonstrate the relevance of the subject to strategic performance Demonstrate the importance of depth for sustainability Demonstrate Competence Facilitate integration among and between the diverse parts of the system

Organization Development in Family-Owned Businesses The family business system An organization where ownership and/or management control rests with a family (or families) Composed of the business, the shareholder and the family

The Family Business System Shareholder Forum Source: Cummings & Worley, 2005 Shareholder Plan Shareholder System Values Family Council Board of Directors Family System Business System Family Plan Business Plan

Critical Issues in Family Business Entering or leaving the business as a family member Conflicts and rivalry Ownership transfer and estate planning Selecting a new leader Business growth and family wealth

OD Interventions in Family Business Systems Entering and contracting Create a safe emotional environment—trust Diagnosing the organization Confidential interviews of stakeholders Feedback and planning Build good communication practices Implementing and evaluating change

Typical Family Business Intervention Areas Strategic Mission and vision development, capability identification, and goal setting Systems Human resources, communication, technical operations, culture Structure Management team, family council, shareholder forum Process Coaching, conflict resolution, team building

Organization Development in School Systems Trends effecting public schools Greater social complexity and competitive demands of a global economy Culturally diverse and multilingual populations Increased divorce and dual-career families which manifest in poorly prepared students lacking necessary parental support

Unique Characteristics of Schools Primary task centers on transforming young people through learning Tasks are complex and uncertain Highly dependent on environment Public schools generally lack competition Teachers better educated and motivated by intrinsic rewards

Implications for OD in Schools Schools have highly developed administrative structures to enable interaction with the environment Tasks are uncertain creating difficulties in performance including coordination and resource allocation Teachers do not have access to structures for collaborative problem solving Schools are underorganized systems

High-Involvement Management in Schools Create an alternative to the traditional school hierarchy Include all stakeholders (teachers, administrators, parents) in decisions Increasing the presence of power, information, knowledge and skills, and rewards

OD Interventions in Schools Total Quality Management Leader initiated, long term and iterative School-based Management Formal alteration of school governance structures Classroom Interventions Integrated curriculum and cooperative learning incorporate high involvement principles and involve students in designing their learning

Trends affecting Public-Sector Organizations Federal, state, and local governments operate in an environment of competing political, social and economic forces Public-sector organizations are called to become more citizen focused and to operate as an efficient business

Values and Structures of Public-Sector Organizations Values focus on governing toward greater public good and to demonstrating responsiveness to public wants and needs Structures are political-administrative creating an inherent tension within the organization

Characteristics of Public-Sector Organizations Multiplicity of decision makers Creates difficulty in identifying who is responsible for different steps in the governmental process Stakeholder Access Open to the public, diverse groups of people with different and competing interests Intergovernmental relations Federal, state, and local governments share power, responsibility and resources

OD in Public-Sector Organizations Focus on technostructural interventions Work flow design and structure Tailor interventions to fit highly diverse, politicized situations Continuous improvement, customer focus

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