Organizational Diagnostic Models

Diklat Problem Solving and Decision Making

Penggunaan Model-Model Alat Diagnosa Organisasi
Model analisis organisasi adalah representasi dari sebuah
organisasi yang membantu kita untuk memahami dengan
lebih jelas dan cepat apa yang kita amati dalam organisasi
1. Model membantu meningkatkan pemahaman kita
tentang perilaku organisasi.
2. Model membantu mengkategorikan data tentang
organisasi.
3. Model membantu menafsirkan data tentang sebuah
organisasi.
4. Model membantu menyediakan informasi dalam
bahasa umum yang ringkas
Diklat Problem Solving and Decision Making
 Organizational Diagnostic Models
1. Force Field Analysis (1951)
2. Leavitt’s Model (1965)
3. Likert System Analysis (1967)
4. Open Systems Theory (1966)
5. Weisbord’s Six-Box Model (1976)
6. Congruence Model for Organization Analysis (1977)
7. McKinsey 7S Framework (1981-82)
8. Tichy’s Technical Political Cultural (TPC) Framework (1983)
9. High-Performance Programming (1984)
10. Diagnosing Individual and Group Behavior (1987)
11. Burke-Litwin Model of Organizational Performance &
Change (1992)
12. Falletta’s Organizational Intelligence Model (2008)

Diklat Problem Solving and Decision Making

1. Force Field Analysis (1951)
• Model ini relatif mudah dipahami dan mudah divisualisasikan.
• Penggambaran model mengidentifikasi kekuatan pendorong dan
kekuatan menahan dalam sebuah organisasi.
• Kekuatan pendorong ini, seperti faktor lingkungan, mendorong
perubahan dalam organisasi sementara kekuatan penahanan,
seperti faktor organisasi (misalnya, sumber daya terbatas atau
moral yang buruk), bertindak sebagai penghambat untuk
berubah.
• Model ini bergantung pada proses perubahan, dengan implikasi
sosial yang ada dalam model (mis., Disekuilibrium diperkirakan
terjadi sampai ekuilibrium dibangun kembali).
• Tujuan umum dari model ini adalah dengan sengaja beralih ke
keadaan ekuilibrium yang diinginkan dengan menambahkan
kekuatan pendorong, jika penting, dan menghilangkan kekuatan
penahan, jika sesuai.
Diklat Problem Solving and Decision Making
Diklat Problem Solving and Decision Making
Diklat Problem Solving and Decision Making
2. Leavitt’s Model (1965)
• Beberapa saat setelah Lewin mengkonseptualisasikan Force
Field Analysis (tahun 1965), Leavitt merancang model lain
yang relatif sederhana.
• Model ini menentukan variabel tertentu dalam organisasi,
bukan kekuatan pendorongnya:
 Variabel struktur (sistem otoritas, sistem komunikasi, dan alur
kerja)
 Variabel teknologi (peralatan dan mesin yang dibutuhkan untuk
variabel tugas)
 Variabel tugas (semua tugas dan subtugas terlibat dalam
penyediaan produk dan layanan)
 Variabel manusia (mereka yang menjalankan tugas yang terkait
dengan tujuan organisasi (yaitu, produk dan layanan)
• Panah berbentuk berlian dalam model ini menekankan saling
ketergantungan di antara keempat variabel tersebut. Satu
variabel akan mempengaruhi variabel lainnya

Diklat Problem Solving and Decision Making

• Perubahan yang direncanakan dalam satu variabel, satu atau
lebih variabel akan terpengaruh+
• Variabel dalam model ini bersifat dinamis dan saling
bergantung+
• Modelnya terlalu sederhana untuk membuat pernyataan kausal
langsung berkenaan dengan keempat variabel tersebut+
• Tidak seperti Force Field Analysis, Leavitt tidak membahas peran
lingkungan eksternal dalam membawa perubahan pada
variable. mana pun.

Diklat Problem Solving and Decision Making

 3. Likert System Analysis (1967)
• Dimensi organisasi Likert dalam kerangka kerjanya
meliputi:
– Motivasi, komunikasi, interaksi, pengambilan
keputusan, penetapan tujuan, pengendalian, dan
kinerja
• Sementara Likert tidak menggunakan ilustrasi
untuk menggambarkan kerangka kerjanya, seperti
model sebelumnya yang ditinjau
• Dia menggambarkan empat jenis sistem
manajemen yang berbeda dalam organisasi, yang
mempertimbangkan dimensi organisasi yang dia
identifikasi

Diklat Problem Solving and Decision Making

LIKERT’S FRAMEWORK

Diklat Problem Solving and Decision Making

4. Open Systems Theory (1966)
• Premis dari teori ini adalah bahwa organisasi adalah sistem
sosial yang bergantung pada lingkungan di mana mereka
ada untuk input (Katz & Kahn, 1978)
• Teori sistem terbuka memungkinkan siklus masukan yang
berulang, transformasi (yaitu, proses, keluaran, dan
masukan baru dalam organisasi).
• Sebuah loop umpan balik menghubungkan keluaran
organisasi dengan input baru
• Teori organisasi tradisional telah memandang organisasi
sebagai sistem "tertutup" yang independen terhadap
lingkungan tempat mereka tinggal (Katz & Kahn, 1978).

Diklat Problem Solving and Decision Making

OPEN SYSTEM MODEL

Diklat Problem Solving and Decision Making

5. Weisbord’s Six-Box Model (1976)
• Weisbord (1976) mengusulkan 6 kategori besar dalam model
kehidupan organisasi, termasuk tujuan, struktur, hubungan,
kepemimpinan, penghargaan, dan mekanisme yang
membantu.
• Tujuan organisasi adalah misi dan tujuan organisasi
• Weisbord mengacu pada struktur sebagai cara organisasi
diatur; ini mungkin:
 Dengan fungsi - di mana para ahli bekerja sama
 Dengan produk, program, atau proyek - di mana tim multi-
keahlian bekerja sama
• Cara di mana orang dan unit berinteraksi disebut hubungan
• Kotak hubungan adalah cara orang berinteraksi dengan
teknologi dalam pekerjaan mereka.
• Penghargaan adalah penghargaan intrinsik dan ekstrinsik yang
diasosiasikan dengan pekerjaan mereka
Diklat Problem Solving and Decision Making
• Kotak kepemimpinan mengacu pada tugas
kepemimpinan yang khas, termasuk keseimbangan
antara kotak-kotak lainnya.
• Akhirnya, mekanisme bantuan adalah sistem
perencanaan, pengendalian, penganggaran, dan
informasi yang berfungsi untuk memenuhi tujuan
organisasi.
• Lingkungan eksternal juga digambarkan dalam model
Weisbord, meskipun tidak direpresentasikan sebagai
"kotak"
• Weisbord mengidentifikasinya sebagai masukan uang,
orang, gagasan, dan mesin yang digunakan untuk
memenuhi misi organisasi. Hasilnya adalah produk dan
layanan.
Diklat Problem Solving and Decision Making
• Dua tempat yang tidak tampak dalam model Weisbord
sangat penting untuk memahami kotak dalam model.
• Premis pertama mengacu pada sistem formal versus
informal. Sistem formal adalah kebijakan dan prosedur
yang harus dilakukan oleh organisasi. Sebaliknya, sistem
informal adalah perilaku yang benar-benar terjadi.
Semakin besar kesenjangan antara sistem formal dan
informal dalam organisasi, semakin tidak efektifnya
organisasi.
• Premis kedua menyangkut kecocokan antara organisasi
dan lingkungan, yaitu perbedaan antara organisasi yang
ada dan cara organisasi harus berfungsi untuk memenuhi
tuntutan eksternal. Weisbord mendefinisikan tuntutan
atau tekanan eksternal sebagai pelanggan, pemerintah,
dan serikat pekerja.
Diklat Problem Solving and Decision Making
KONSEPTUALISASI MODEL WEISBORD’S SIX BOX
Tercantum di bawah ini adalah contoh beberapa pertanyaan yang dia ajukan sebagai berikut:
• Tujuan: Apakah anggota organisasi setuju dengan dan mendukung misi dan tujuan organisasi?
• Struktur: Adakah kesesuaian antara tujuan dan struktur internal dari organisasi?
• Hubungan: Apa jenis hubungan yang ada antara
individu, antar departemen, dan antara individu
dan sifat pekerjaan mereka? Apakah mereka
saling ketergantungan? Apa kualitas hubungan?
Bagaimana cara-cara konflik?
• Imbalan: Penghargaan apa yang akan diberikan
oleh organisasi secara resmi, dan untuk apa
anggota organisasi merasa dihargai dan dihukum?
Apa yang perlu dilakukan organisasi agar sesuai
dengan lingkungan?
• Kepemimpinan: Apakah pemimpin
mendefinisikan tujuan? Apakah mereka
mewujudkan tujuan dalam program mereka? Apa
gaya normatif kepemimpinan?
• Mekanisme Bermanfaat: Apakah mekanisme ini
membantu atau menghalangi pencapaian tujuan
organisasi?

Diklat Problem Solving and Decision Making

6. Congruence Model for Organization Analysis (1977)
• Nadler-Tushman Congruence Model is a more comprehensive
model, specifying inputs, throughputs, and outputs, which is
consistent with open systems theory (Katz & Kahn, 1978).
• This model is very similar to Leavitt’s model, it also retains
the formal and informal systems of the Weisbord six-box
model.
• The model is based on several assumptions which are
common to modern organizational diagnostic models; these
assumptions are as follows:
1. Organizations are open social systems within a larger environment.
2. Organizations are dynamic entities (i.e., change is possible and
occurs).
3. Organizational behavior occurs at the individual, the group, and the
systems level.
4. Interactions occur between the individual, group, and systems
levels of organizational behavior.
Diklat Problem Solving and Decision Making
• The inputs within the Nadler-Tushman Congruence model
include such factors as the environment, resources, history
(i.e., patterns of past behavior), and organizational
strategies
• The system components of the whole organizational
transformation process are informal organizational
arrangements, task, formal organizational arrangements,
and individual components .
• Similarly, the outputs of the model include individual,
group, and system outputs: products and services,
performance, and effectiveness.
• While outputs such as products and services are generally
understood, specific examples of organizational
performance and effectiveness
Diklat Problem Solving and Decision Making
Diklat Problem Solving and Decision Making
7. McKinsey 7S Framework (1981-82)
The McKinsey 7S
Framework was
created as a
recognizable and
easily
remembered
model in business.
The seven
variables, which
the authors term
“levers,” all begin
with the letter “S”

Diklat Problem Solving and Decision Making

• Model was also designed to illustrate the
interdependency of the variables; the illustration of the
model has been termed the “Managerial Molecule.”
• The variables represented in the model were considered
to be of crucial importance to managers and
practitioners
• The seven variables include structure, strategy, systems,
skills, style, staff, and shared values. Structure is defined
as the skeleton of the organization or the organizational
chart.
– systems are the routinized processes and procedures
followed within the organization
– Staff are described in terms of personnel categories
within the organization (e.g., engineers)
– skills variable refers to the capabilities of the staff
within the organization as a whole
Diklat Problem Solving and Decision Making
 – way in which key managers behave in achieving
organizational goals is considered to be the style
variable
– shared values variable, originally termed superordinate
goals, refers to the significant meanings or guiding
concepts that organizational members share
• Authors have concluded that American companies
tend to focus on those variables which they feel they
can change (e.g., structure, strategy, and systems)
while neglecting the other variables.
• These other variables (e.g., skills, style, staff, and
shared values) are considered to be “soft” variables.

Diklat Problem Solving and Decision Making

8. Tichy’s Technical Political Cultural (TPC) Framework (1983)

• Tichy’s model includes inputs, throughputs, and outputs, which

is consistent with the open systems perspective discussed
earlier.
• Tichy identifies key variables in the model which are important
to the change management process (Tichy, 1983).
• The environment and history (broadly construed) are two major
categories of input to the organization whereas resources are a
third category of input.
• The throughput variables, or change levers, identified in the
model include mission/strategy, tasks, prescribed networks,
people, organizational processes, and emergent networks

Diklat Problem Solving and Decision Making

Diklat Problem Solving and Decision Making
 9. High-Performance Programming (1984)

• Nelson and Burns describe four organizational systems

which are more or less effective.
• These systems, or frames, as Nelson and Burns call them
– the high-performing organization (level 4),
– the proactive organization (level 3),
– the responsive organization (level 2), and
– the reactive organization (level 1).

Diklat Problem Solving and Decision Making

Diklat Problem Solving and Decision Making
 10. Diagnosing Individual and Group Behavior (1987)

• Harrison (1987) has devised a model for diagnosing

individual and group behavior within organizations.
• This model is somewhat unique in that it focuses on
outputs such as organizational performance and quality
of work life.
• The model represents an open systems perspective
with minimal boundaries between the organization and
external environment.
• However, the external environment is not represented
by anything other than resources and feedback loops

Diklat Problem Solving and Decision Making

Diklat Problem Solving and Decision Making
 11. Burke-Litwin Model of Organizational Performance & Change
(1992)

• Burke-Litwin Causal Model of Organizational Performance and

Change (B-L Model) was developed by Litwin and others (Litwin
& Stringer, 1968; Tagiuri & Litwin, 1968) and later refined by
Burke in the late 1980’s (Burke & Litwin, 1992).
• This model includes several key features which go beyond the
models discussed earlier:
• includes twelve theoretical constructs (i.e., organizational variables)
• distinguishes between the culture and the climate of an organization
• distinguishes between transformational and transactional dynamics
• specifies the nature and direction of influence of organizational
variables
• is based on previous models, empirical studies, and OD practice

Diklat Problem Solving and Decision Making

• The twelve organizational variables in the B-L Model
are
– external environment, mission and strategy, leadership,
organizational culture, structure, management practices,
systems, work unit climate, task requirements and individual
skills, motivation, individual needs and values, and individual
and organizational performance.
• With the representation of the external environment
as a variable, it is evident that open systems theory
underlies the B-L Model.
• The external environment variable is considered to be
the input to the system with the individual and
organizational performance variable representing the
output Diklat Problem Solving and Decision Making
Diklat Problem Solving and Decision Making
Diklat Problem Solving and Decision Making
Diklat Problem Solving and Decision Making
 12. Falletta’s Organizational Intelligence Model (2008)

• The final model introduced and described here is a relatively

newer model, namely the Organizational Intelligence Model,
which was developed by Falletta in 2004 and later refined and
published in 2008.
• This model includes several elements which are similar to the B-L
model as well as additional key factors and indices that drive
employee engagement and performance.
• The Organizational Intelligence Model can serve as a diagnostic
framework for OD purposes as well as to facilitate the design
and interpretation of most employee and organizational survey
efforts. In total, the model includes 11 factors and variables

Diklat Problem Solving and Decision Making

Diklat Problem Solving and Decision Making
LEAVITS’S MODEL

Diklat Problem Solving and Decision Making

SWOT MODEL

Diklat Problem Solving and Decision Making

 SWOT ANALYSIS

INTERNAL
FACTOR

EKSTERNAL
FACTOR

Diklat Problem Solving and Decision Making

ANALISIS KEBIJAKAN PUBLIK (WILLIAM DUNN)

Diklat Problem Solving and Decision Making

Diklat Problem Solving and Decision Making
ROOT CAUSE ANALYSIS TREE DIAGRAM

Diklat Problem Solving and Decision Making

Diklat Problem Solving and Decision Making
Thank You…!!!

Diklat Problem Solving and Decision Making