efektifitas organisasi(new)
TRANSCRIPT
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ORGANIZATION THEORY
(ORGANIZATIONAL EFFECTIVENESS)
OLEH: AMY S.RAHAYU
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KASUS 1) :
Suatu organisasi pelayanan publik di bidang perijinan dan beroperasi di wilayah kota memiliki jumlah pegawai 105 orang, dan jumlah pelanggan yang berbeda pada setiap hari kerja. Pada hari senin – rabu, jumlah pelanggan mencapai sekitar 300 orang per hari, setelah itu, kamis dan jumát merupakan hari santai bagi pegawai karena jumlah pelanggan hanya sekitar 20 – 50 orang per hari. Visi – misi organisasi terpampang dengan jelas pada loby kantor, yakni pelayanan dilakukan secara cepat, murah dan baik. Hasil penelitian perguruan tinggi di kota tersebut, diperoleh informasi bahwa masyarakat mengeluhkan pelayanan yang buruk, antara lain pada jam-jam sibuk, seperti proses perijinan lamban, ada biaya ekstra, dan petugas yang tidak simpati. Pada tahun anggaran berikutnya, instansi tersebut telah mengusulkan kenaikan anggaran operasional pelayanan 20 % dari anggaran tahun ini, dengan tujuan untuk memperluas loket pelayanan,menambah pegawai, dan memberikan insentif pada pegawai untuk mencegah pungli.
Anda diminta untuk menganalisis instansi tersebut dari aspek ‘éfisiensï” dan “efektifitas” organisasi.
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KASUS 2) :KASUS 2) :Satu tahun setelah beroperasi, sebuah Bank swasta mengalami Satu tahun setelah beroperasi, sebuah Bank swasta mengalami
peningkatan jumlah nasabah sekitar 20 %. Manajer pemasaran peningkatan jumlah nasabah sekitar 20 %. Manajer pemasaran mengusulkan penambahan jumlah pegawai sekitar 2 % dari mengusulkan penambahan jumlah pegawai sekitar 2 % dari jumlah yang ada, namun Pimpinan tidak menyetujui alasannya jumlah yang ada, namun Pimpinan tidak menyetujui alasannya rasio jumlah pegawai dan rasio jumlah nasabah masih relevan. rasio jumlah pegawai dan rasio jumlah nasabah masih relevan. Artinya work load masih bisa diatasi. Pada sisi lain, Pimpinan Artinya work load masih bisa diatasi. Pada sisi lain, Pimpinan merencanakan untuk membuka hotline service dan merencanakan untuk membuka hotline service dan merencanakan beberapa produk pelayanan yang tidak merencanakan beberapa produk pelayanan yang tidak memerlukan proses transaksi dilakukan secara face to face di memerlukan proses transaksi dilakukan secara face to face di depan counter. Ketika rencana tersebut direalisasikan, maka depan counter. Ketika rencana tersebut direalisasikan, maka pada 2 tahun berturut-turut setelah itu, jumlah nasabah terus pada 2 tahun berturut-turut setelah itu, jumlah nasabah terus meningkat, sedangkan jumlah karyawan tidak mengalami meningkat, sedangkan jumlah karyawan tidak mengalami peningkatan, namun jumlah sarana dan prasarana nampak peningkatan, namun jumlah sarana dan prasarana nampak semakin baik. Tahun depan akan dibuka cabang baru untuk semakin baik. Tahun depan akan dibuka cabang baru untuk lebih mendekatkan dengan nasabah. lebih mendekatkan dengan nasabah.
Anda diminta untuk menganalisis Bank tersebut dari aspek ‘éfisiensï” Anda diminta untuk menganalisis Bank tersebut dari aspek ‘éfisiensï” dan “efektifitas” organisasi. dan “efektifitas” organisasi.
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ORGANIZATIONAL GOAL
1. OFFICIAL GOALS, IS OFTEN CALLED MISSION (THE ORGANIZATION’S REASON FOR EXISTENCE). MISSION IS THE OVERALL GOAL FOR AN ORGANIZATION. OFFICIAL GOALS TEND TO BE ABSTRACT AND DIFFICULT TO MEASURE (STATE GOAL)
2. OPERATIVE GOALS, DESIGNATE THE ENDS SOUGHT THROUGH THE ACTUAL OPERATING PROCEDURES OF THE ORGANIZATION AND EXPLAIN WHAT THE ORGANIZATION IS ACTUALLY TRYING TO DO (ACTUAL GOAL)
STATE VS ACTUAL GOALS
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EFFICIENCY VS EFFECTIVENESSEFFICIENCY VS EFFECTIVENESS
TWO FUNDAMENTAL OF GOALS ARE EFFICIENCY AND EFFECTIVENESS.
1. EFFICIENCY IS A PRIMARY FOCUS ON INPUTS, USE OF RESOURCES, AND COST
2. EFFECTIVENESS IS A FOCUS MORE ON OUTPUTS, PRODUCTS OR SERVICES AND REVENUES
WHICH IS THE DOMINANT PRIORITY ? HOW DO YOU OBTAIN A BALANCE BETWEEN EFFICIENCY AND EFFECTIVENESS ?
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ORGANIZATIONAL EFFECTIVENESS
ORGANIZATIONAL EFFECTIVENESS IS THE DEGREE TO WHICH AN ORGANIZATION REALIZES ITS GOALS.
EFFECTIVENES IS A BROAD CONCEPT. IT IMPLICITLY TAKES INTO CONCIDERATION A RANGE OF VARIABLES AT BOTH THE ORGANIZATIONAL AND DEPARTMENTAL LEVELS.
EFFECTIVENESS EVALUATES THE EXTENT TO WHICH MULTIPLE GOALS – WHETHER OFFICIAL OR OPERATIVE GOAL – ARE ATTAINED.
EFFICIENCY IS MORE LIMITED CONCEPT THAT PARTAINS TO THE INTERNAL WORKINGS OF THE ORGANIZATION. ORGANIZATIONAL EFFICIENCY IS THE AMOUNT OF RESOURCES USED TO PROCEDURE A UNIT OF OUTPUT. IT CAN BE MEASURED AS THE RATIO OF INPUTS TO OUTPUTS.
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ORGANIZATIONAL EFFECTIVENESSORGANIZATIONAL EFFECTIVENESSAN ORGANIZATIONAL EFFECTIVENESS IF IT CAN :AN ORGANIZATIONAL EFFECTIVENESS IF IT CAN :
1. SECURE SCARCE AND VALUED SKILLS 1. SECURE SCARCE AND VALUED SKILLS
AND RESOURCES FROM OUTSIDE THE AND RESOURCES FROM OUTSIDE THE
ORGANIZATION (EXTERNAL)ORGANIZATION (EXTERNAL)
2. CREATIVELY COORDINATE RESOURCES 2. CREATIVELY COORDINATE RESOURCES
WITH EMPLOYEES SKILLS TO INNOVATE WITH EMPLOYEES SKILLS TO INNOVATE
PRODUCTS AND ADAPT TO CHANGING PRODUCTS AND ADAPT TO CHANGING
CUSTOMER NEEDS (INTERNAL)CUSTOMER NEEDS (INTERNAL)
3. EFFICIENTLY CONVERT SKILLS AND 3. EFFICIENTLY CONVERT SKILLS AND
RESOURCES INTO FINISHED GOODS AND RESOURCES INTO FINISHED GOODS AND
SERVICES (TECHNICAL)SERVICES (TECHNICAL)
SOURCE : BURTON et al, 2006 : 11
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THE GOAL SPACE
EFFICIENCY
HIGH
EFFECTIVENESS
HIGH
LOW
LOW
B D
CA
SOURCE : BURTON et al, 2006 : 11
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APPROACH TO MEASURING ORGANIZATIONAL APPROACH TO MEASURING ORGANIZATIONAL EFFECTIVENESSEFFECTIVENESS
APROACHAPROACH DESCRIPTIONDESCRIPTION GOAL TO SET TO GOAL TO SET TO MEASURE MEASURE
EFFECTIVENESSEFFECTIVENESS
1)1) EXTERNAL EXTERNAL
RESOURCES RESOURCES APPROACHAPPROACH
EVALUATES THE EVALUATES THE ORGANIZATION’S ORGANIZATION’S ABILITY TO SECURE, ABILITY TO SECURE, MANAGE, AND MANAGE, AND CONTROL SCARCE CONTROL SCARCE AND VALUED SKILLS AND VALUED SKILLS AND RESOURCESAND RESOURCES
LOWER COST OF LOWER COST OF
INPUTSINPUTS
HIGH QUALITY HIGH QUALITY
INPUTS OF RAW INPUTS OF RAW
MATERIALS AND MATERIALS AND
EMPLOYEESEMPLOYEES
INCREASE MARKET INCREASE MARKET
SHARESHARE
GAIN SUPPORT OF GAIN SUPPORT OF
STAKEHOLDERS STAKEHOLDERS
SUCH AS SUCH AS
GOVERNMENT OFGOVERNMENT OF
ENVIRONMENT ENVIRONMENT
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APPROACH TO MEASURING ORGANIZATIONAL APPROACH TO MEASURING ORGANIZATIONAL EFFECTIVENESSEFFECTIVENESS
APROACHAPROACH DESCRIPTIONDESCRIPTION GOAL TO SET TO GOAL TO SET TO MEASURE MEASURE
EFFECTIVENESSEFFECTIVENESS
2). INTERNAL SYSTEM2). INTERNAL SYSTEM
APPROACHAPPROACH
EVALUATES THE EVALUATES THE ORGANIZATION’S ORGANIZATION’S ABILITY TO BE ABILITY TO BE INNOVATIVE AND INNOVATIVE AND FUNCTION QUICKLY FUNCTION QUICKLY AND RESPONSIBILITYAND RESPONSIBILITY
CUT DECISION CUT DECISION
MAKING TIMEMAKING TIME
INCREASE RATE OF INCREASE RATE OF
PRODUCTS PRODUCTS
INNOVATIONINNOVATION
INCREASE INCREASE
COORDINATION COORDINATION
AND AND
MOTIVATION OF MOTIVATION OF
EMPLOYEESEMPLOYEES
REDUCE CONFLICTREDUCE CONFLICT
REDUCE TIME TO REDUCE TIME TO
MARKETMARKET
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APPROACH TO MEASURING ORGANIZATIONAL APPROACH TO MEASURING ORGANIZATIONAL EFFECTIVENESSEFFECTIVENESS
APROACHAPROACH DESCRIPTIONDESCRIPTION GOAL TO SET TO GOAL TO SET TO MEASURE MEASURE
EFFECTIVENESSEFFECTIVENESS
3). TECHNICAL3). TECHNICAL
APPROACHAPPROACH
EVALUATES THE EVALUATES THE ORGANIZATION’S ORGANIZATION’S ABILITY TO CONVERT ABILITY TO CONVERT SKILL AND SKILL AND RESOURCES INTO RESOURCES INTO GOODS AND GOODS AND SERVICES SERVICES EFFICIENTLYEFFICIENTLY
INCREASE INCREASE
PRODUCT QUALITYPRODUCT QUALITY
REDUCE NUMBER REDUCE NUMBER
OF DEFECTSOF DEFECTS
REDUCE REDUCE
PRODUCTION COSTPRODUCTION COST
IMPROVE IMPROVE
CUSTOMER CUSTOMER
SERVICESSERVICES
REDUCE DELIVERY REDUCE DELIVERY
TIME TO CUSTOMERTIME TO CUSTOMER
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TOP MANAGEMENT DIRECTION
EXTERNAL ENVIRONMENTOPPORTUNITIES
THREATSUNCERTAINTYRESOURCE
AVAILABILITY
CEO,TM, TEAM
INTERNAL ENVIRONMENT
STRENGTHSWEAKNESSESLEADER STYLE
PAST -
PERFORMANCE
DEFINE MISSION, OFFICIAL
GOAL
SELECT OPERATIVE
GOAL STRATEGIES
ORGANIZATION DESIGN
STRUCTURETECHNOLOGY
CONTROLHRD
POLICIESINCENTIVES
CULTURNETWORKINGINFORMATION
EFFECTIVENESS OUTCOME RESOURCESEFFICIENCY
GOAL-ATTAIMENT
STAKEHOLDERSCOMPETING –
VALUES
SOURCE: DAFT, 1992: 39
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1) TRADITIONAL EFFECTIVENESS APPROACHES
RESOURCE INPUTS
ORGANIZATION
INTERNAL ACTIVITIES AND
PROCESS
PRODUCT AND
SERVICE OUTPUT
SYSTEM RESOURCE APPROACH
INTERNAL PROCESS
APPROACH
GOAL APPROACH
SOURCE : DAFT, 1992:47
EXTERNAL ENVIRONMENT
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SYSTEM RESOURCE APPROACH
1. THE SYSTEM RESOURCE APPROACH LOOKS AT THE INPUT SIDE OF THE TRANSFORMATION PROCESS.
2. ORGANIZATION MUST BE SUCCESSFUL IN OBTAINING RESOURCE INPUTS AND IN MAINTAINING THE ORGANIZATIONAL SYSTEM IN ORDER TO BE EFFECTIVE.
3. FROM A SYSTEM VIEW, ORGANIZATIONAL EFFECTIVENESS IS DEFINED AS THE ABILITY OF THE ORGANIZATION TO EXPLOIT ITS ENVIRONMENT IN THE ACQUISITION OF SCARCE AND VALUED RESOURCES.
4. INDICATORS :
BARGAINING POSITION – THE ABILITY OF THE ORGANIZATION TO EXPLOIT ITS ENVIRONMENT IN THE ACQUISITION OF SCARCE AND VALUED RESOURCES.
ABILITY OF THE SYSTEM’S DECISION MAKER TO PERCEIVE AND CORRECTLY ENTERPRET THE REAL PROPERTIES OF THE EXTERNAL ENVIRONMENT.
MAINTENANCE OF INTERNAL DAY-TO-DAY ORGANIZATIONAL ACTIVITIES
ABILITY OF THE ORGANIZATION TO RESPOND TO CHANGES IN THE ENVIRONMENT.
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INTERNAL PROCESS APPROACH
1. EFFECTIVENESS IS MEASURED AS INTERNAL ORGANIZATIONAL HEALTH AND EFFICIENCY
2. AN EFFECTIVE ORGANIZATION HAS A SMOOTH, WELL OILED INTERNAL PROCESS. EMPLOYEES ARE HAPPY AND SATISFIED. DEPARTMENTAL ACTIVITIES MET WITH ONE ANOTHER TO ENSURE HIGH PRODUCTIVITY.
3. INDICATOR :
STRONG CORPORATE CULTURE AND POSITIVE WORK CLIMATE
TEAM SPIRIT, GROUP LOYALTY, AND TEAM WORK
CONFIDENCE, TRUST, AND COMMUNICATION BETWEEN WORKERS AND MANAGEMENT
DECISION MAKING NEAR SOURCES OF INFORMATION
UNDISTORTED HORIZONTAL AND VERTICAL COMMUNICATION
GOOD FOR REWARD SYSTEM FOR PERFORMANCE
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GOAL APPROACH
1. ORGANIZATION DO TRY TO ATTAIN CERTAIN LEVELS OF OUTPUT, PROFIT, OR CLIENT SATISFACTION
2. THE IMPORTANT GOALS TO CONSIDER ARE OPERATIVE GOALS. EFFORTS TO MEASURE EFFECTIVENESS HAVE BEEN MORE PRODUCTIVE USING OPERATIVE GOALS THAN USING OFFICIAL GOALS
3. IDENTIFYING OPERATIVE GOALS AND MEASURING PERFORMANCE OF AN ORGANIZATION ARE NOT ALWAYS EASY.
4. ISSUE TO RESOLVE WITH THE GOAL APPROACH IS HOW TO IDENTIFY OPERATIVE GOALS FOR AN ORGANIZATION AND HOW TO MEASURE GOAL ATTAINMENT.
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2) CONTEMPORARY EFFECTIVENESS APPROACHES
1. STAKEHOLDERS APPROACH
A STAKEHOLDERS IS ANY GROUP WITHIN OR OUTSIDE AN ORGANIZATION THAT HAS A STAKE IN THE ORGANIZATION’S PERFORMANCE. CREDITORS, SUPPLIERS, EMPLOYEES, AND OWNERS ARE ALL STAKEHOLDERS.
IN THE STAKEHOLDERS APPROACH, THE SATISFACTION OF SUCH GROUPS CAN BE ASSESSED AS AN INDICATOR OF THE ORGANIZATION’S PERFORMANCE
EACH STAKEHOLDERS WILL HAVE DIFFERENT CRITERION OF EFFECTIVENESS BECAUSE IT HAS A DIFFERENT INTEREST IN THE ORGANIZATION
EACH STAKEHOLDERS GROUP HAS TO BE SURVEYED TO LEARN WHETHER THE ORGANIZATION PERFORMS WELL FROM ITS VIEWPOINT.
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INDICATOR OF STAKEHOLDERS APPROACH
STAKEHOLDERSTAKEHOLDER EFFECTIVENESS CRITERIAEFFECTIVENESS CRITERIA
1.1. OWNERSOWNERS
2.2. EMPLOYEESEMPLOYEES
3.3. CUSTOMERSCUSTOMERS
4.4. CREDITORSCREDITORS
5.5. COMMUNITYCOMMUNITY
6.6. SUPPLIERSSUPPLIERS
7.7. GOVERNMENTGOVERNMENT
FINANCIAL RETURNFINANCIAL RETURN
WORKER SATISFACTION, PAY, WORKER SATISFACTION, PAY, SUPERVISIONSUPERVISION
QUALITY OF GOOD & SERVICESQUALITY OF GOOD & SERVICES
CREDITWORTHINESSCREDITWORTHINESS
CONTRIBUTION TO COMMUNITY CONTRIBUTION TO COMMUNITY AFFAIRSAFFAIRS
SATISFACTORY TRANSACTIONSSATISFACTORY TRANSACTIONS
OBEDIENCE TO LAW, OBEDIENCE TO LAW, REGULATIONSREGULATIONS
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2. COMPETING VALUES APPROACH
IN THE COMPETING VALUES APPROACH, USING A COMPREHENSIVE LIST OF PERFORMANCE INDICATOR CAN BE NEEDED. THE ANALYSIS PRODUCED UNDERLYING DIMENSIONS OF EFFECTIVENESS CRITERIA THAT REPRESENTED COMPETING MANAGEMENT VALUES IN ORGANIZATIONS.
1. THE FIRST VALUE DIMENSION PERTAIN TO ORGANIZATIONAL FOCUS WHICH IS WHETHER DOMINANT VALUES CONCERN ISSUES THAT ARE INTERNAL OR EXTERNAL TO THE FIRM.
INTERNAL FOCUS REFLECTS A MANAGEMENT CONCERN FOR THE WELL BEING AND EFFICIENCY OF EMPLOYEES
EXTERNAL FOCUS REPRESENTS AN EMPHASIS ON WELL BEING OF THE ORGANIZATION ITSELF WITH RESPECT TO ENVIRONMENT
2. THE SECOND VALUE DIMENSIONS PERTAINS TO ORGANIZATION STRUCTURE, AND WHETHER STABILITY VERSUS FLEXIBILITY IS THE DOMINANT STRUCTURAL CONSIDERATION.
CONTINUED…….
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HUMAN RELATIONHUMAN RELATION MODELMODEL
Goal values : Human Goal values : Human resource developmentresource development
Subgoals: cohesion, morale, Subgoals: cohesion, morale, and trainingand training
OPEN SYSTEM MODELOPEN SYSTEM MODELGoal values: growth, Goal values: growth, resource acquisitionresource acquisition
Subgoals : flexibility, Subgoals : flexibility, readiness, external readiness, external
evaluationevaluation
INTERNAL PROCESS INTERNAL PROCESS MODELMODEL
Goal values : stability, Goal values : stability, equilibriumequilibrium
Subgoals : information Subgoals : information management, management,
communicationcommunication
RATIONAL GOAL MODELRATIONAL GOAL MODELGoal values : productivity, Goal values : productivity,
efficiency, profitefficiency, profit
Subgoals : planning, goal Subgoals : planning, goal settingsetting
THE FOUR MODELS OF EFFECTIVENESS VALUES
STRUCTURE
Flexibility
FOCUS
internal
control
external
SOURCE: DAFT, 1992: 56
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HUMAN RELATIONHUMAN RELATION MODELMODEL OPEN SYSTEM MODELOPEN SYSTEM MODEL
INTERNAL PROCESS MODELINTERNAL PROCESS MODELRATIONAL GOAL MODELRATIONAL GOAL MODEL
THE FOUR MODELS OF EFFECTIVENESS VALUES
STRUCTURE
Flexibility
FOCUS
internal
control
external
SOURCE: DAFT, 1992: 56
ORGANIZATION A
ORGANIZATION B
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FACTORS INFLUENCING THE SELECTION OF EFFECTIVENESS CRITERIA
1. TOP MANAGEMENT INFLUENCE
GOALS REPRESENT VALUE JUDGMENTS BY MANAGERS, SO TOP MANAGER COALITION HAVE SUBSTANTIAL INFLUENCE OVER ORGANIZATION DIRECTION, LIKE A VISION AND MISSION OF ORGANIZATION.
2. GOAL MEASURABILITY
ANOTHER FACTOR IS EXTENT TO WHICH GOALS AND THEIR ATTAINMENT CAN BE READILY MEASURED.
3. ENVIRONMENTAL CONDITIONS
ENVIRONMENTS VARY WITH RESPECT TO RESOURCE SCARCITY. WHEN RESOURCES ARE PERCEIVED AS SCARE, ORGANIZATIONAL GOALS WILL DEFINE RESOURCE AQCUISITION AND INTERNAL EFFICIENCY CRITERIA, ON THE OTHER HAND, IN A DYNAMIC ENVIRONMENT.