PENGEMBANGAN ORGANISASI: Definisi dan Latar Belakang Lina Miftahul Jannah linamjannah.wordpress.com
Sebagai sebuah sistem organisasi berPROSES, artinya organisasi tidaklah statis tetapi DINAMIS. Dinamisnya organisasi dapat diartikan bahwa organisasi tersebut ‘hidup’, ‘bergerak’ dapat merespon lingkungan sekitarnya dan memiliki peluang untuk melakukan perubahan atas masukan ataupun pengaruh tersebut.
• Perubahan kebijakan pimpinan • Perubahan tujuan • Perluasan wilayah operasi tujuan • Volume kegiatan bertambah banyak • Sikap dan perilaku para anggota organisasi.
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Politik Hukum Kebudayaan Teknologi Sumber Daya Alam Demografi Sosial
Lingkungan internal
Lingkungan Eksternal
Mengubah: • struktur organisasi. • sikap & perilaku pegawai. • tata aliran kerja. • peralatan kerja. • prosedur kerja • hubungan kerja antar personel.
Mengadakan pengkajian. Melakukan identifikasi. Menetapkan perubahan. Menentukan strategi. Melakukan evaluasi.
OD pada hakikatnya adalah perubahan organisasi, sebab di dalam pengembangan selalu terindikasi adanya perubahan. Karenanya ketika membahas Pengembangan Organisasi, maka secara tidak langsung yang kita bahas adalah perubahan itu sendiri.
Konsepsi OD berkembang dari berbagai macam bidang ilmu pengetahuan yang mempelajari usaha-usaha untuk mengadakan perubahan sehingga dapat lebih mampu menyesuaikan diri dengan tuntutan perubahan.
Pusat perhatian OD adalah pada perubahan dan inovasi.
Bennis mengemukakan bahwa OD dalah suatu jawaban terhadap perubahan, suatu strategi pendidikan yang rumit yang dimaksudkan untuk merubah kepercayaan, nilai-nilai dan struktur dari suatu organisasi, sehingga organisasi tersebut dapat lebih mampu menyesuaikan diri dengan teknologi, pasar, dan tantangan baru, serta perputaran yang sangat cepat dari perubahan itu sendiri. “Organization Development ... attempt to influence the members of an organization to expand their candidness ... and to take greater responsibility for their own actions ... The assumption behind OD is that when people pursue both of these objectives simultaneously, they are likely to discover new ways of working together that they experience as more effective for achieving their own and their shared (organizational) goals ...” (Neilsen, “Becoming an OD Practitioner”, Englewood Cliffs, CA: Prentice-Hall, 1984, pp. 23.)
Beckhard (1969): as "an effort, planned, organization-wide, and managed from the top, to increase organization effectiveness and health through planned interventions in the organization's processes, using behavioral-science knowledge." In essence, OD is a planned system of change. Beckhard, “Organization development: Strategies and Models”, Reading, MA: AddisonWesley, 1969, p. 9.
Planned. OD takes a long-range approach to improving organizational performance and efficiency. It avoids the (usual) "quick-fix". Organization-wide. OD focuses on the total system. Managed from the top. To be effective, OD must have the support of topmanagement. They have to model it, not just espouse it. The OD process also needs the buy-in and ownership of workers throughout the organization. Increase organization effectiveness and health. OD is tied to the bottom-line. Its goal is to improve the organization, to make it more efficient and more competitive by aligning the organization's systems with its people. Planned interventions. After proper preparation, OD uses activities called interventions to make system wide, permanent changes in the organization. Using behavioral-science knowledge. OD is a discipline that combines research and experience to understanding people, business systems, and their interactions.
Beer (1980), the aim of OD are • (1) enhancing congruence between organizational structure, processes, strategy, people, and culture; • (2) developing new and creative organizational solutions; and • (3) developing the organization’s selfrenewing capacity.
Human resources may be a large fraction of our costs of doing business. They certainly can make the difference between organizational success and failure. We better know how to manage them.
Changing nature of the workplace. Workers today want feedback on their performance, a sense of accomplishment, feelings of value and worth, and commitment to social responsibility. They need to be more efficient, to improve their time management. And, of course, if we are to continue doing more work with less people, we need to make our processes more efficient.
Global markets. The environments are changing, and our organizations must also change to survive and prosper. We need to be more responsible to and develop closer partnerships with our customers. We must change to survive, and we argue that we should attack the problems, not the symptoms, in a systematic, planned, humane manner.
Accelerated rate of change. Taking an open-systems approach, we can easily identify the competitions on an international scale for people, capital, physical resources, and information.
Jika para pemimpinnya telah bekerja efektif dan respektif Jika seluruh individu anggota/staf organisasi telah termotivasi untuk berubah Jika bentuk organisasinya tidak hirarkis dan seluruh anggota terbiasa untuk berkolaborasi
Starting point
2nd curve (peremajaan)
matang
tumbuh
inkubasi
ideas waktu pendapatan
Strengths
Weaknesses
Position Opportunities
Threats
