1. MISBAHUDDIN AZZUHRI SE. MM. CPHR®. CSRS®.
MATERI #14 Aplikasi Pengembangan Organisasi (NON TRADITIONAL SETTING ORGANIZATION)
MISBAHUDDIN AZZUHRI
SE. MM. CPHR®. CSRS®.

2. 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

3. 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

4. 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

5. 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

6. 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

7. 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

8. 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

9. 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

10. 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

11. 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

12. 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

13. 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

14. 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

15. 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

16. 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

17. 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

18. 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

19. 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

20. 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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MISBAHUDDIN AZZUHRI
SE. MM. CPHR®. CSRS®.