efektifitas organisasi(new)

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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

8

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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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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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…….

2020

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


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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


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.

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