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 ORGANIZATION’S MOST IMPORTANT ASSET. ULTIMATELY, AN ORGANIZATION’S DISTINCTIVE COMPETENCES LIE IN THE SKILS 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 FUNCYIONS 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 CHRYSLER’S 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 ORGANIZATION’S INABILITY TO CHANGE IS ORGANIZATIONAL INERTIA, THE TENDENCY OF AN ORGANIZATION TO MAINTAIN THE STATUS QUO. RESISTANCE TO CHANGE LOWERS AN ORGANIZATION’S 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 1FUNCTION 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 ORGANIZATION’S 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 ORGANIZATION’S CULTURE WILL CAUSE RESISTANCE TO CHANGE.

GROUP-LEVEL RESISTANCE TO CHANGE MUCH OF AN ORGANIZATION’S 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, PEOPLE’S PREFERENCE FOR FAMILIAR ACTIONS AND EVENTS, IS A FUTHER IMPEDIMENT TO CHANGE.

FORCE FOR CHANGE RESISTANCE TO CHANGE LEVEL OF PERFORMANCE TIME CHANGE P 1 P 2 Sumber:Jones, 2007: 276

Lewin’s 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