LINGKUNGAN ORGANISASI OLEH : AMY S. RAHAYU

DEFINITION OF ENVIORNMENT THE ENVIRONMENT IS EVERYTHING OUTSIDE AND INSIDE THE BOUNDARY OF THE ORGANIZATIONAL UNIT ANALYSIS WHEN YOU THINK ABOUT THE ENVIRONMENT FOR FIRM OR ONE OF PUBLIC ORGANIZATION, THINK ABOUT WHAT COULD HAVE AN EFFECT ON THE WAY THE ORGANIZATION PERFORMS.

INTERNAL ENVIRONMENT a. DIRECT INFLUENCE b. INDIRECT INFLUENCE EXTERNAL ENVIRONMENT a. DIRECT INFLUENCE b. INDIRECT INFLUENCE 3. EXTERNAL ENVIRONMENT AND INDIRECT INFLUENCE

NUMBER OF WAYS TO DESCRIBE AN ORGANIZATION ENVIRONMENT LAWRENCE & LORSCH (1967) : UNCERTAINTY BURTON & OBEL (2004) : USED A FOUR-DIMENSIONAL DESCRIPTION (COMPLEXITY,UNCERTAINTY, EQUIVOCALITY,HOSTILITY) DUNCAN (1972) : DYNAMIC AND COMPLEXITY LAWRENCE (1981) :INSTABILITY, NUMBER OF VARIABLES, INTERDEPENDENCE OF VARIABLES, UNPREDICTABILITY, AND COMPLEXITY SIGGLEKOW & RIVKIN (2005) ; TURBULENCE AND COMPLEXITY.

THE FOUR TYPES OF ENVIRONMENT COMPLEXITY : REFERS TO THE NUMBER OF POWERFULL FORCE AFFECTING AN ORGANIZATION. EXAMPLE, NUMBER OF COMPETITORS. UNPREDICTABILITY IS THE DEGREE OF UNCERTAINTY ABOUT THE FORCE THAT IMPACT THE ORGANIZATIONS. FOUR TYPES ENVIRONMENT : 1. A CALM ENVIRONMENT 2. A VARIED ENVIRONMENT 3. A LOCALLY STORMY ENVIRONMENT 4. A TURBULENT ENVIRONMENT Source : Burton,DeSanctis,Obel, (2006)

THE ENVIRONMENT SPACE COMPLEXITY HIGH VARIED TURBULENT UNPREDICTABILITY LOW HIGH LOCALLY STORMY CALM LOW SOURCE: BURTON at al, 2006:43

WHY WE NEED TO ANALYSIS ENVIRONMENT ? TO KNOWN AND TO FORECAST WHAT WILL HAPPEN TOMORROW TO RECOGNIZE AND ANTICIPATION THE RISK OF THE ORGANIZATION’S ACTION TO ANYLISIS OF POLITICAL, SOCIAL, AND ECONOMIC TRENDS AND OTHER FACTORS TO DEAL WITH ENVIRONMENT

AN OPEN SYSTEM OF AN ORGANIZATION AND ITS ENVIRONMENT STOCKHOLDERS SUPPLIERS ORGANIZATION CUSTOMERS EMPLOYEES Source : Alan Nankervis,2005:75

ANALISIS LINGKUNGAN Lingkungan Internal yang berpengaruh langsung terhadap Organisasi ( Direct Internal Environment Organization ) Lingkungan internal organisasi adalah segala sesuatu yang berada disekitar atau di dalam organisasi yang berpengaruh atau mempengaruhi organisasi secara langsung. Contoh : Karyawan/pegawai organisasi yang bersangkutan, system organisasi, peraturan-peraturan, pimpinan maupun kepemimpinannya, struktur, dan sebagainya.

Lingkungan Eksternal yang berpengaruh langsung terhadap Organisasi ( Direct External Environment Organization) Lingkungan eksternal organisasi adalah segala sesuatu yang berada di luar organisasi namun mempengaruhi atau berpengaruh secara langsung terhadap organisasi. Contoh : Kebijakan-kebijakan Pusat, PerUndang-Undangan, Pemerintah Pusat, Pelanggan/masyarakat yang kita layani, Dinas-Dinas di Daerah yang berkaitan dengan Bawasda, Unit-unit organisasi yang diawasi Bawasda, organisasi-organisasi yang menjadi pesaing kita, pemasok dan sebagainya.

Lingkungan Eksternal yang tidak berpengaruh langsung terhadap Organization ( Indirect External Environment Organization) Yakni lingkungan di luar organisasi namun dirasakan tidak berpengaruh secara langsung terhadap organisasi. Lingkungan ini biasanya digambarkan sebagai lingkungan makro organisasi Contoh : Kondisi politik, ekonomi, sosial di negara kita, lemahnya nilai tukar mata uang kita dengan mata uang asing/dollar, terorisme, dsb.

SIFAT LINGKUNGAN SAAT INI Semakin Langka (Scarcity) Mudah Berubah Kompleks Semakin Langka (Scarcity) Tidak Stabil

The Environments of Organization Environment III Environment I Environment II

THE ENVIRONMENT OF ORGANIZATION POLITIC TECHNOLOGY GOVERNMENT EMPLOYEES COMPETITOR SOCIAL THE ORGANIZATION LABOR UNION CUSTOMER GLOBALIZATION SUPPLIER CULTURE OTHERS ECONOMIC

THE GENERAL ENVIRONMENT ECONOMIC, TECHNOLOGICAL, SOCIOCULTURAL, DEMOGRAPHIC, POLITICAL AND LEGAL, AND GLOBAL FORCE IN AN ORGANIZATION’S GENERAL ENVIRONMENT CAN HAVE PROFOUND EFFECTS ON THE ORGANIZATION’S TASK ENVIRONMENT. THE IMPLICATION IS CLEAR : MANAGERS MUST CONSTANTLY ANALYZE FORCES IN THE GENERAL ENVIRONMENT BECAUSE THESE FORCE AFFECT ONGOING DECISION MAKING AND PLANNING.

THAT MEAN, A CHANGE IN A PART OR A WHOLE OF THE ORGANIZATION. ECONOMIC FORCES ECONOMIC FORCES AFFECT THE GENERAL HEALTH AND WELL BEING OF A COUNTRY OR WORLD REGION. THEY INCLUDE INTEREST RATE, INFLATION, UNEMPLOYMENT, AND ECONOMIC GROWTH. ECONOMIC FORCES PRODUCE MANY OPPORTUNITIES AND THREATS FOR MANAGERS. THAT MEAN, A CHANGE IN A PART OR A WHOLE OF THE ORGANIZATION.

TECHNOLOGICAL FORCES TECHNOLOGY IS THE COMBINATION OF SKILLS AND EQUIPMENT THAT MANAGERS USE IN THE DESIGN, PRODUCTION, AND DISTRIBUTION OF GOODS AND SERVICES. TECHNOLOGICAL FORCES : OUTCOME OF CHANGES IN THE TECHNOLOGY THAT MANAGERS USE TO DESIGN, PRODUCE, AND DISTRIBUTE GOODS AND SERVICES. CHANGES IN INFORMATION TECHNOLOGY ARE ALTERING THE VERY NATURE OF WORK ITSELF WITHIN ORGANIZATIONS, INCLUDING THAT THE MANAGER’S JOB

DEMOGRAPHIC FORCES DEMOGRAPHIC FORCES : OUTCOME OF CHANGE IN, OR CHANGING ATTITUDES TOWARD, THE CHARACTERISTICS OF A POPULATION SUCH AS AGE, GENDER, ETHNIC ORIGIN, RACE, SEXUAL ORIENTATION AND SOCIAL CLASS THESE CHANGES SUGGEST THAT ORGANIZATIONS NEED TO FIND WAYS TO MOTIVATE AND UTILIZE THE SKILLS AND KNOWLEDGE FOR EMPLOYEES.

POLITICAL AND LEGAL FORCES POLITICAL AND LEGAL FORCES : OUTCOMES OF CHANGES IN LAWS AND REGULATIONS, SUCH AS THE DEREGULATION OF INDUSTRIES, THE PRIVATIZATION OF ORGANIZATIONS, AND INCREASED EMPHASIZE ON ENVIRONMENTAL PROTECTION. MANAGERS WHO WANT TO TAKE ADVANTAGE OF THE OPPORTUNITIES CREATED BY CHANGING GLOBAL POLITICAL AND LEGAL AND ECONOMIC FORCES FACE A MAJOR CHALLENGE.

SOCIOCULTURAL FORCES SOCIOCULTURAL FORCES ARE PRESSURES EMANATING FROM THE SOCIAL STRUCTURE OF A COUNTRY OR SOCIETY OR FROM THE NATIONAL CULTURE. SOCIAL STRUCTURE IS THE ARRANGEMENT OF RELATIONSHIPS BETWEEN INDIVIDUALS AND GROUPS IN A SOCIETY. SOCIETIES DIFFER SUBSTANTIALLY IN SOCIAL STRUCTURE. IN SOCIETIES THAT HAVE A HIGH AND A LOW DEGREE OF SOCIAL STRATIFICATION, THERE ARE MANY DISTINCTIONS AMONG INDIVIDUALS AND GROUPS NATIONAL CULTURE IS THE SET OF VALUES THAT A SOCIETIES CONSIDERS IMPORTANT AND THE NORMS OF BEHAVIOR THAT ARE APPROVED OR SANCTIONED IN THAT SOCITIES. CONTINUED……..

INDIVIDUAL MANAGERS AND ORGANIZATION MUST BE RESPONSIVE TO CHANGES IN, AND DIFFERENCES AMONG THE SOCIAL STRUCTURES AND NATIONAL CULTURES OF ALL THE COUNTRIES IN WHICH THEY OPERATE.

APA YANG HARUS DILAKUKAN ? Melihat sifat lingkungan dan urgensinya bagi organisasi PELAYANAN PUBLIK, maka langkah yang perlu dilakukan adalah : 1.Membaca Dengan Cepat Kondisi Lingkungan ( Environmental Scanning) 2. Bekerjasama Untuk Menguasai Lingkungan (Joint Ventures) 3. Menaklukkan Lingkungan Melalui Pendidikan dan Latihan ( Training and Development) 4. Organisasi Bersedia Membuka Diri ( Open Management )