1. MATERI #4 Proses Awal Pengembangan Organisasi
MISBAHUDDIN AZZUHRI
SE. MM. CPHR®. CSRS®.

2. 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

3. 4 Types of OD Applications
OD Applications Types
Human process applications
Technostructural interventions
Human resource management applications
Strategic applications

4. 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

5. 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

6. 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

7. 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

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

9. 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.

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

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

12. 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

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

14. 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?

15. 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

16. 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

17. 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

18. 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

19. 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.

20. 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
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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.

21. 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

22. 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

23. 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

24. 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

25. 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

26. 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

27. Next | Proses Diagnosa Informasi
MISBAHUDDIN AZZUHRI
SE. MM. CPHR®. CSRS®.