PENGEMBANGAN ORGANISASI:Definisi dan Latar BelakangDefinisi dan Latar Belakang

Lina Miftahul Jannah

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Sebagai sebuah sistem organisasi berPROSES, artinyaorganisasi tidaklah statis tetapi DINAMIS. Dinamisnyaorganisasi dapat diartikan bahwa organisasi tersebut‘hidup’, ‘bergerak’ dapat merespon lingkungansekitarnya dan memiliki peluang untuk melakukansekitarnya dan memiliki peluang untuk melakukanperubahan atas masukan ataupun pengaruh tersebut.

• Perubahan kebijakan pimpinan

• Perubahan tujuan

• Perluasan wilayah operasitujuan

• Volume kegiatan bertambahbanyak

• Politik

• Hukum

• Kebudayaan

• Teknologi

• Sumber Daya Alambanyak

• Sikap dan perilaku paraanggota organisasi.

Lingkunganinternal

• Sumber Daya Alam

• Demografi

• Sosial

LingkunganEksternal

• struktur organisasi.

• sikap & perilaku pegawai.

Mengubah:

• 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 dalampengembangan selalu terindikasi adanya perubahan. Karenanyaketika membahas Pengembangan Organisasi, maka secara tidak

langsung yang kita bahas adalah perubahan itu sendiri.

Konsepsi OD berkembang dari berbagai macam bidang ilmupengetahuan yang mempelajari usaha-usaha untuk mengadakan

perubahan sehingga dapat lebih mampu menyesuaikan diridengan tuntutan perubahan.

Pusat perhatian OD adalah pada perubahan dan inovasi.

Bennis mengemukakan bahwa OD dalah suatu jawaban terhadapperubahan, suatu strategi pendidikan yang rumit yang dimaksudkanuntuk merubah kepercayaan, nilai-nilai dan struktur dari suatuorganisasi, sehingga organisasi tersebut dapat lebih mampumenyesuaikan diri dengan teknologi, pasar, dan tantangan baru, sertaperputaran yang sangat cepat dari perubahan itu sendiri.

“Organization Development ... attempt to influence the members of anorganization to expand their candidness ... and to take greaterresponsibility for their own actions ... The assumption behind OD is thatwhen people pursue both of these objectives simultaneously, they arelikely to discover new ways of working together that they experience asmore effective for achieving their own and their shared (organizational)goals ...”

(Neilsen, “Becoming an OD Practitioner”, Englewood Cliffs, CA: Prentice-Hall, 1984, pp. 2-3.)

Beckhard (1969): as "an effort, planned, organization-wide, andmanaged from the top, to increase organization effectiveness andhealth through planned interventions in the organization's processes,using behavioral-science knowledge." In essence, OD is a plannedsystem of change.

Beckhard, “Organization development: Strategies and Models”, Reading, MA: Addison-Wesley, 1969, p. 9.Wesley, 1969, p. 9.

Planned. OD takes a long-range approach to improving organizational performanceand 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 top-management. They have to model it, not just espouse it. The OD process also needsmanagement. They have to model it, not just espouse it. The OD process also needsthe buy-in and ownership of workers throughout the organization.

Increase organization effectiveness and health. OD is tied to the bottom-line. Its goal isto improve the organization, to make it more efficient and more competitive byaligning the organization's systems with its people.

Planned interventions. After proper preparation, OD uses activities calledinterventions to make system wide, permanent changes in the organization.

Using behavioral-science knowledge. OD is a discipline that combines research andexperience to understanding people, business systems, and their interactions.

Beer (1980), the aim of OD are

•(1) enhancing congruence betweenorganizational structure, processes,organizational structure, processes,strategy, people, and culture;

• (2) developing new and creativeorganizational solutions; and

•(3) developing the organization’s self-renewing capacity.

Human resources may be a largefraction of our costs of doing

business. They certainly can makethe difference between

organizational success and failure.We better know how to manage

them.

Changing nature of the workplace. Workerstoday want feedback on their performance, a

sense of accomplishment, feelings of value andworth, 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 workwith less people, we need to make our

processes more efficient.processes more efficient.

Global markets. The environments arechanging, and our organizations must also

change to survive and prosper. We need to bemore responsible to and develop closer

partnerships with our customers. We mustchange to survive, and we argue that we

should attack the problems, not thesymptoms, in a systematic, planned, humane

manner.

Accelerated rate of change. Takingan open-systems approach, we caneasily identify the competitions onan international scale for people,capital, physical resources, and

information.

Jika para pemimpinnya telah bekerja efektifdan respektif

Jika seluruh individu anggota/staf organisasiJika seluruh individu anggota/staf organisasitelah termotivasi untuk berubah

Jika bentuk organisasinya tidak hirarkis danseluruh anggota terbiasa untuk berkolaborasi

Startingpoint 2nd curve

(peremajaan)

tumbuh

matang

ideas

inkubasi

waktu

pendapatan Strengths Weaknesses

Opportunities Threats

Position