PENGEMBANGAN ORGANISASI

4 TUJUAN

Pada akhir kuliahdiharapkan mampu untuk :

Memahami mengenai pengembangan organisasi

(OD), mengetahui metode dan proses dalam
melakukan OD dan mampu mengelola perubahan
yang mengikuti proses OD.

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PENDEKATAN OD
5

ORGANISASI
ORGANISASI YANG
SAAT INI DIINGINKAN

Intervensi

But why ?
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 CHANGE TERJADI KARENA

GLOBALISASI

INFORMATION TECHNOLOGY

MANAGERIAL INOVATIONS
 CHANGE …………

Change is persuading massive numbers of

people to stop what they have been doing
and start doing something they probably
don’t want to do.”

David Nadler, Champions of Change

Carr et al. 1996

 CHANGE -----

Change is not what is used to be. The status quo will no longer be the best way
forward.

The best way will be less comfortabe and less easy, but no doubt, more interesting –
a word we often use to signal a mix of danger and uncertainty…..

quote fr : Charles Handy –

The Age of Unreason.

Source : Carr et. al, 1996.

 MANAGING CHANGE!!

The process of aligning people, resources and culture with a shift in

organizational direction.

Succesfull change is managed change

Change management : necessary, difficult and possible.

Source : Carr et al , 1996

 6 PENGERTIAN OD
OD adalah suatu usaha yang (1) terencana; (2) dalam ruang lingkup
organisasi; (3) dikelola oleh manajemen puncak, (4) dengan tujuan untuk
meningkatkan efektifivitas dan kesehatan organisasi melalui (5) intervensi
organisasi yang terencana melalui proses organisasi menggunakan
pengetahuan perilaku (Beckhard)

OD adalah proses perubahan yang terencana suatu budaya

orgaisasi melalui penggunaan ilmu perilaku, risetdan teori (Burke)

OD melibatkan pengetahuan tentang perilaku dalam

mencapai perubahan yang direncanakan ; Target perubahan
adalah keseluruhan total sistem organisasi; dan tujuannya
adalah meningkatkan efektivitas rganisasi dan
pengembangan individu (French & Bell, 1999)

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 PENGERTIAN OD
7 (2)
OD adalah system yang luas mengenai proses pengumpulan
data, diagnosis, perencanaan tindakan, intervensi, dan evaluasi
yang tujuannya untuk:

3) Mengembangkan
kapasitas organisasi untuk

1)Meningkatkan 2) Mengembangkan memperbarui diri, yang

kongruensi antara
struktur, proses, strategi,
orang dan budaya.
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solusi baru dan kreatif dilakukan melalui
bagi organisasi kolaborasi dari anggota
organisasi dan
agen perubahan dengan
mengguakan teori dan
ilmu
 French’s Definition of OD

OD refers to a long-range effort to improve an

organization’s problem-solving capabilities and
its ability to cope with changes in its external
environment with the help of external or
internal behavioral-scientist consultants.

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 Organization Development is...

a systemwide application and transfer of behavioral science

knowledge to the planned development, improvement, and
reinforcement of the strategies, structures, and processes that
lead to organization effectiveness.
( Cummings & Worley, 2005)

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 Organization Change and OD
Organization Change is a broader concept than OD.
OD can be applied to managing Organization change

OD Knowledge & skills are transferred to build

the organization ‘s capability to achieve goals
and solve problems.
More broadly focused and can apply to any kind
OC of change, Including tehnical &managerial
inovation, Organization decline etc. Theses changes
may or may not be directed at making the
organization more developed in the sense implied by
OD.
Organization can use planned change for :
1.To solve problem
2.To learn from experience
3.To reframe shared perceptions
4.To adapt to external environmental
changes
5.To improve performance
6.To influence future changes.
Five Stems of OD Practice
Laboratory Training

Current Practice
Action Research/Survey Feedback

Normative Approaches

Quality of Work Life

Strategic Change

1950 1960 1970 1980 1990 2000 Today

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The first was the growth of the National Training Laboratories (NTL) and the development of
training groups,otherwise known as sensitivity training or T-groups.
The second stem of OD was the classic work on action research conducted by social
scientists interested in applying research to managing change. An important feature of
action research was a technique known as survey feedback. Kurt Lewin, a prolific theorist,
researcher, and practitioner in group dynamics and social change, was instrumental in the
development of T-groups, survey feedback, and action research. His work led to the creation
of OD and still serves as a major source of its concepts and methods.
The third stem reflects a normative view of OD. Rensis Likert’s participative
management framework and Blake and Mouton’s
Grid® OD suggest a “one best way” to design and operate organizations.
The fourth background is the approach focusing on productivity and the
quality of work life.
The fifth stem of OD, and the most recent influence on current practice,
involves strategic change and organization transformation.
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