WEEK1 What is organization development OD 17 Jan

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WEEK-1 What is organization development (OD) 17 Jan 18 Kode MK : BM 63

WEEK-1 What is organization development (OD) 17 Jan 18 Kode MK : BM 63 S 4 Kelas: MB-39 -HTCD 2 -A Ruang: EB 2. 04. 03

PENGEMBANGAN ORGANISASI / BM 63 S 4 Deskripsi Singkat • Mata kuliah ini akan

PENGEMBANGAN ORGANISASI / BM 63 S 4 Deskripsi Singkat • Mata kuliah ini akan mengajarkan tentang konsep, model dan tahapan dalam pengembangan organisasi untuk meningkatkan kinerja organisasi. • Tahapan yang akan dijelaskan meliputi perencanaan, implementasi dan evaluasi aktivitas pengembangan organisasi. Capaian Pembelajaran: 1. Mampu menjelaskan konsep pengembangan organisasi 2. Mampu menjelaskan model pengembangan organisasi yang mencakup transformasi dan perubahan 3. Mampu menjelaskan tentang perencanaan, implementasi dan evaluasi pengembangan organisasi. Pustaka : 1. Mc. Lean, Gary N. (2006). Organization Development. San Fransisco: Berrett-Koehler Pubishers, Inc. 2. Rothwell, William J, Jacqueline M. Stavros and Roland L Sullivan, (2015). Practicing Organization Development: Leading Transformation and Change, Fourth edition. Wiley. 3. Jurnal bereputasi (terindeks Scopus)- check di Schimago.

PENGEMBANGAN ORGANISASI / BM 63 S 4 Minggu Ke Kemampuan akhir yang diharapkan Materi

PENGEMBANGAN ORGANISASI / BM 63 S 4 Minggu Ke Kemampuan akhir yang diharapkan Materi Pembelajaran 1 Menjelaskan definisi & model OD What is organization development (OD)? 2 Menjelaskan tahapan dalam memulai OD Start-up and system theory 3 Menjelaskan cara melakukan penilaian dan memberikan feedback Organizational Assessment and feedback 4 Menjelaskan cara merencanakan tindakan dan melakukan intervensi Action planning and interventions 5 Menjelaskan jenis intervensi OD di level individu Implementation at individual level 6 menjelaskan jenis intervensi OD di level team / kelompok Implementation at team levels 7 Mampu menjelaskan implementasi secara nyata dari OD intervention Assignment I 8 UTS Tugas 1 : � Mencari kasus nyata di perusahaan (max 2 thn terakhir) � Kasus membahas dengan jelas mengenai pengembangan organisasi

PENGEMBANGAN ORGANISASI / BM 63 S 4 Minggu Ke Kemampuan akhir yang diharapkan Materi

PENGEMBANGAN ORGANISASI / BM 63 S 4 Minggu Ke Kemampuan akhir yang diharapkan Materi Pembelajaran 9 Menjelaskan jenis intervensi OD di level process dan global Implementation at process level and global level 10 Menjelaskan jenis intervensi OD di level organisa Implementation at organizational level 11 Menjelaskan jenis intervensi OD di level nasional / Implementation at community and national negara level 12 Menjelaskan cara melakukan evaluasi terhadap proses intervensi yang telah dilakukan Evaluation of process and result 13 Menjelaskan cara – cara menyesuaikan dengan perubahan Adoption of change and follow-up 14 Menjelaskan alasan karyawan memisahkan diri dari organisasi Reason for separation from organization 15 Mampu menjelaskan proses, implementasi dan evaluasi OD secara komprehensif Assignment II 16 UAS Tugas 2 : � Mencari kasus nyata di perusahaan (max 2 thn terakhir) � Kasus membahas dengan jelas mengenai pengembangan organisasi

Komunikasi Dosen: Nama NIP Jab Struktural Jab Fungsional No HP E-mail Address Ketua Kelas

Komunikasi Dosen: Nama NIP Jab Struktural Jab Fungsional No HP E-mail Address Ketua Kelas Nama No HP E-mail Kelas : Dr. Teguh Widodo, SE, ST, MM : 14580008 : Dekan FIT : Lektor : 0811279944 (WA) : tewidodo@gmail. com : Fikri : : Aturan komunikasi e-mail dr mahasiswa/ kelompok: From Subject : OD_nama mhsw atau kelompok : nama tugas

Kelompok 1: 1. 2. 3. 4. 5. Adrian Suryantono Anindithia Dwi Putri Ikbar Naufal

Kelompok 1: 1. 2. 3. 4. 5. Adrian Suryantono Anindithia Dwi Putri Ikbar Naufal Z M. Hafid Ridyantoro W. Murti Kelompok 2: 1. 2. 3. 4. 5. Aulia Rizki M. P. M. Adjie Wicaksana Ahmad Yusuf Wibisono Risty Utami Putri Riska Amelia Putri

Kelompok 3: 1. Farhan Hakim Rosidin 2. Hilery Farfalonni 3. Annisa Nugrahani 4. Wa

Kelompok 3: 1. Farhan Hakim Rosidin 2. Hilery Farfalonni 3. Annisa Nugrahani 4. Wa Ode Rizky 5. Mira M Kelompok 4: 1. Adnan Pradana 2. Dhyta Dinove 3. Oktavian Herlambang 4. Rizkya Putri 5. Pradana Awis Prayogi

Kelompok 5: 1. Febriyanto Ramadhan P 2. M. Alief Luqman H 3. Rakasandi S

Kelompok 5: 1. Febriyanto Ramadhan P 2. M. Alief Luqman H 3. Rakasandi S 4. Lucky Dwi Yudhi K 5. Reysa Tandika Putra Kelompok 6: 1. 2. 3. 4. 5. Hawa Indah P. Sekarnetta Amadea Bewi Meilita Rani Veriyani Suci Trisno P.

Kelompok 7: 1. 2. 3. 4. 5. Wisnu Bagaskara Nur Fardina Astari Febrilian Retno

Kelompok 7: 1. 2. 3. 4. 5. Wisnu Bagaskara Nur Fardina Astari Febrilian Retno Qanita A M. Adiansyah Kelompok 8: 1. 2. 3. 4. 5. Arina R Intaan Lestari Renaldi Dwiko Rivo A

 • KELOMPOK 9 1. 2. 3. 4. 5. 6. Alno hendrawan Andhika Ilham

• KELOMPOK 9 1. 2. 3. 4. 5. 6. Alno hendrawan Andhika Ilham Reysa Ananda Happy Emunda • Kelompok 10 1. 2. 3. 4. 5. Muhammad Syauqi Rifqi fadhlurrahman Elvan Irsyad wose

Pengalaman Anda ber. Oganisasi (force field analysis) positif • Menciptakan pola pikir, pengetahuan. •

Pengalaman Anda ber. Oganisasi (force field analysis) positif • Menciptakan pola pikir, pengetahuan. • Pengalaman berkembang • Adaptasi, relasi, mgt waktu • Berkomunikasi, team work, berkembang. • Mengetahui unit lain, • Mengenal budaya, kompetensi baru. • Menerapkan kompetensi baru negatif Tertekan krn ada sasaran yg hrs dicapai. Resiko kerugian Sosialisasi terbatas Tdk didukung lingkungan. Ancaman kudeta Perbedaan budaya, penyimpangan susila. Resiko pendapatan turun tdk bisa menggaji • Komplain pembeli. • • Tugas prof OD: menjaga yg positig, memperbaiki yg negatif. Bagian dr proses analisis organisasi

Definisi OD 1. Beckhard (1969): “an effort [that is] (1) planned, (2) organization-wide, and

Definisi OD 1. Beckhard (1969): “an effort [that is] (1) planned, (2) organization-wide, and (3) managed from the top, to (4) increase organization effectiveness and health through (5) planned interventions in the organization’s processes, using behavioral-science knowledge” 2. Benin (1969): “Organization development is - response to change, - a complex educational strategy intended to change beliefs, attitudes, values, and structures of organizations >so that they can better adapt to new technologies, markets, and challenges, and the dizzying (memusingkan) rate of change itself” (p. 2)

Levels of Cultures and Their Interactions • change in an organization can occur at

Levels of Cultures and Their Interactions • change in an organization can occur at many levels • change is much more difficult when organizational change needs to penetrate the underlying beliefs, values, and, ultimately, the unconscious assumptions made in the organization. (adapted from Schein, 1980, p. 4)

SCHEIN’S CULTURAL ICEBERG & PEELING THE ONION METAPHORE Schein : “peeling of an onion”

SCHEIN’S CULTURAL ICEBERG & PEELING THE ONION METAPHORE Schein : “peeling of an onion” (metafora: mengupas bawang). We can easily see the outside skin of the onion (behaviors), but, without peeling away the layers between the external skin and the core of the onion (the assumptions), we cannot really understand the onion (the people in the organization). The challenge that faces OD professionals— how do we peel away the layers of the onion or get to the bottom of the iceberg as we work in an organization?

OD definition (cont. ) 3. Mc. Lagan (1989), • Organization development focuses on assuring

OD definition (cont. ) 3. Mc. Lagan (1989), • Organization development focuses on assuring healthy inter- and intra-unit relationships and helping groups initiate and manage change. • Organization development’s primary emphasis is on relationships and processes between and among individuals and groups. • Its primary intervention is influence on the relationship of individuals and groups to effect an impact on the organization as a system. 4. Cummings and Worley (2005) : “Organization development is • a system wide application and transfer of behavioral science knowledge to the planned development, • improvement, and • reinforcement of strategies, structures, and processes that lead to organization effectiveness” (p. 1).

5. Mc. Lean (2006): Organization development is • any process or activity, (based on

5. Mc. Lean (2006): Organization development is • any process or activity, (based on the behavioral sciences), (that, either initially or over the long term) • has the potential to develop in an organizational setting enhanced • knowledge, expertise, productivity, satisfaction, income, interpersonal relationships, and other desired outcomes, • whether for • personal or group/team gain, • or for the benefit of • an organization, community, nation, region, or, ultimately, the whole of humanity.

10 Outcomes of OD (Egan, 2002) (dependen variables) 1. Advance organizational renewal 2. Engage

10 Outcomes of OD (Egan, 2002) (dependen variables) 1. Advance organizational renewal 2. Engage organization culture change 3. Enhance profitability and competitiveness 4. Ensure health and well-being of organizations and employees 5. Facilitate learning and development 6. Improve problem solving 7. Increase effectiveness 8. Initiate and/or manage change 9. Strengthen system and process improvement 10. Support adaptation to change

The core characteristics of OD 1. OD is an interdisciplinary and primarily behavioral science

The core characteristics of OD 1. OD is an interdisciplinary and primarily behavioral science approach that draws from such fields as organization behavior, management, business, psychology, sociology, anthropology, economics, education, counseling, and public administration. 2. A primary, though not exclusive, goal of OD is to improve organizational effectiveness. 3. The target of the change effort is the whole organization, departments, work groups, or individuals within the organization and, as mentioned earlier, may extend to include a community, nation, or region. 4. OD recognizes the importance of top management’s commitment, support, and involvement. It also affirms a bottom-up approach when the culture of the organization supports such efforts to improve an organization. 5. It is a planned and long-range strategy for managing change, while also recognizing that the dynamic environment in which we live requires the ability to respond quickly to changing circumstances. 6. The major focus of OD is on the total system and its interdependent parts. 7. OD uses a collaborative approach that involves those affected by the change in the change process.

The core characteristics of OD (cont. ) 8. It is an education-based program designed

The core characteristics of OD (cont. ) 8. It is an education-based program designed to develop values, attitudes, norms, and management practices that result in a healthy organization climate that rewards healthy behavior. OD is driven by humanistic values. 9. It is a data-based approach to understanding and diagnosing organizations. 10. It is guided by a change agent, change team, or line management whose primary role is that of facilitator, teacher, and coach rather than subject matter expert. 11. It recognizes the need for planned follow-up to maintain changes. 12. It involves planned interventions and improvements in an organization’s processes and structures and requires skills in working with individuals, groups, and whole organizations. It is primarily driven by action research (AR) (which will be discussed soon).

WHO IS AN OD PROFESSIONAL • OD professionals or consultants can be employed by

WHO IS AN OD PROFESSIONAL • OD professionals or consultants can be employed by the organization or can be hired on a contract basis. • Regardless of whether they are internal or external to the organization, the term consultant is still commonly used • There is no right answer for whether an internal consultant is better than an external consultant, or vice versa • OD professional would be expected to have an intensive and broad background in the behavioral sciences • Clearly, no one individual can be an expert in all of the behavioral sciences, so one would expect an OD professional to be involved in continuous study and lifelong learning in the profession • The OD Institute has two levels of credentials: RODP (Registered Organization Development Professional) and RODC (Registered OD Consultant)

The Action Research Model Shewhart’s PDCA Cycle Organization Development Process (ODP) Model W 5

The Action Research Model Shewhart’s PDCA Cycle Organization Development Process (ODP) Model W 5 W 6 W 1. W 9 W 2 W 10 W 3 W 11 W 4 W 12 W 13 W 14

Delapan langkah proses PO 1. 2. 3. 4. Entry – The first phase is

Delapan langkah proses PO 1. 2. 3. 4. Entry – The first phase is when the OD professional (“consultant”), having done the requisite marketing, and a person representing the client organization (or part of an organization) (“client”) meet to decide whether they will work together, assess the readiness of the organization to change, and agree on the conditions under which they will work together. Start-up – The next phase occurs after an agreement has been reached to work together, and a basic infrastructure (such as a client team with whom the consultant will work) is put in place. Assessment and Feedback – This phase is sometimes called analysis or diagnosis; in this phase, the consultant and client, together, determine the organizational culture, including its strengths and weaknesses, and give this information to the organizational members. The assessment can also focus on a specific area of interest to the organization that might, because of its lack of depth, require much less commitment of time and resources. Action Plan – Based on what was determined in the previous step, plans are mutually developed as to how the organization wishes to move forward, in terms of both goals and objectives and how these will be accomplished.

Delapan langkah proses PO (cont. ) 5. 6. 7. 8. Implementation – In this

Delapan langkah proses PO (cont. ) 5. 6. 7. 8. Implementation – In this phase, the plans that were made in the previous step are implemented; in OD jargon, this is called an intervention. Evaluation – This phase answers the question, “How well did our intervention accomplish the objectives that were planned? ” Adoption – If the evaluation indicates that the objectives of the intervention were accomplished, then the change that was implemented becomes institutionalized; that is, it becomes a part of the way in which business is done in the organization. If the evaluation indicates that desired objectives were not met, then this phase is skipped. In both cases, the process begins all over again. Separation – At some point, the consultant will withdraw from the intervention process, having transferred his or her skills to the client organization (again, whether the OD professional is internal or external). This may occur because additional change is no longer a priority to the client organization, or that it is not ready for the next stage of change. It may be because OD skills are needed that the current OD consultant does not possess. It may be that the consultant has been co-opted by the organizational culture and is no longer able to maintain objectivity. For whatever reason, separation should occur intentionally and not by just letting it happen.

What is Organization Development (cont) Key concepts of OD theory include: 1. Organizational climate

What is Organization Development (cont) Key concepts of OD theory include: 1. Organizational climate (the mood or unique “personality” of an organization, which includes attitudes and beliefs that influence members’ collective behavior), 2. Organizational culture (the deeply-seated norms, values and behaviors that members share) 3. Organizational strategies (how an organization identifies problems, plans action, negotiates change and evaluates progress

What is Organization Development (cont) • By long term effort. . . • Led

What is Organization Development (cont) • By long term effort. . . • Led and supported by top management. . . • By visioning process. . . • By empowerment process. . • By learning process. . • By problem solving process. . . • By on going collaborative management of organization’s culture. . . • By action research. . .

Feature of OD • Focus on : • Making organization function better (total system

Feature of OD • Focus on : • Making organization function better (total system change) • Emphasis on : • intervention • and action research • Orientation : • Action (achieving result through planned activities) • Feature: • • • Planned changed Comprehensive change Long- range change Dynamic process Participation of change agent • Normative educational process

Role of OD • To place emphasis on humanistic value • To treat each

Role of OD • To place emphasis on humanistic value • To treat each human gbeing as complex person • To increase the level of trust among member • To increase the level of enthusiasm at all levels • To increase the level of self and group responsibility in planning

Tugas-1 OD • Tiap kelompok buat dua definisi dan dua model OD. • Jelaskan

Tugas-1 OD • Tiap kelompok buat dua definisi dan dua model OD. • Jelaskan contoh perubahan organisasi yang tidak mengikuti prinsip 2 OD. Prinsip apa yang tidak diikutinya.