KONSEP
POLA HUBUNGAN ANTAR TIGA ORGAN ITB
JANN HIDAJAT
2
KONSEP POLA HUBUNGAN ORGAN ITB
1. Efektifitas hubungan antar Organ sebuah organisasi ditentukan oleh pemahaman yang baik bagaimana mereka berhubungan satu dengan lainnya.
2. Efektifitas hubungan tidak akan tergambar dalam
28/06/2014 Konsep VSM
2. Efektifitas hubungan tidak akan tergambar dalam struktur organisasi – tapi membutuhkan peta
khusus untuk menjelaskan hubungan yang diharapkan (PETA HUBUNGAN).
3. Efektifitas hubungan sangat dipengaruhi oleh
MODEL ORGANISASI (Mekanistik atau Organistik)
Catatan: Lingkungan berubah cepat dan tidak terduga!
Paradigma MODEL ORGANISASI
ITB INGIN MENJADI SEPERTI APA?
INGIN MENJADI ORGANISMIC MODEL?
Perlu Alat Bantu Analisis
Viable System Model (VSM)
Struktur VSM: LIMA SISTEM
1. SYSTEM-1: OPERATION
2. SYSTEM-2: COORDINATION 3. SYSTEM-3: AUDIT/DIRECTION 4. SYSTEM-4: PLANNING
5. SYSTEM-5: IDENTITY
Struktur VSM: LIMA SISTEM
1. SYSTEM-1 (OPERATION):
The system that actually “does” what the system does;
the operational units of an organization, and managing the “resources”
2. SYSTEM-2 (COORDINATION/KNOWLEDGE FLOW):
Provides information, communication, and processes for issues common to all System 1.
It is usually described as information systems, internal service providers, coordination teams, or standards of behavior of organization culture.
3. SYSTEM-3 (AUDIT/DIRECTION):
The interface between System 1 and the policy makers in System 5; to control the activities of the System 1 by
managing the “resource bargain” that ensures that System 1 performs its functions appropriately
The Structure of VSM
Flood & Jackson (1991): The policy decisions of higher management and ensuring effective implementation of policy through allocating resources to the parts of System 1;
usually called “Management”
System 3 contains a special function described as SYSTEM 3*:
To investigates and validates the information flowing between and among the systems (auditing)
4. SYSTEM-4 (PLANNING/STRATEGIC):
Acts as an intelligence function that monitors the environment and helps the organization adapt and plan for the future
The Structure of VSM
plan for the future
5. SYSTEM-5 (IDENTITY/NORMATIVE):
Responsible for policy , or “what are we going to do”;
establishes policy in light of competing demands between the present and the future and between internal and external perspectives
The “metasystem” (2-5)
1a (1) 1d
POLA HUBUNGAN ANTAR ORGAN – FUNGSI 5 SISTEM VSM
1c 1b 1e
1f
FURTHER VARIATIONS #1:
ST. GALLEN MANAGEMENT MODELS
• The St. Gallen Institute (Switzerland) is a leading European proponent of VSM;
• Pushed the “old” VSM model ( management of
• Pushed the “old” VSM model ( management of information) toward an appreciation of what is needed (structurally, functionally, & culturally) to make sense of information;
• Three different levels of management.
St. Gallen Management Model:
Management Levels & Organizational Aspects
STRUCTURES ACTIVITIES CULTURE PRIMARY FOCUS
(SCHWANINGER 2001)
S5 Normative Corporate constitution
Corporate policy
Corporate culture
Legitimacy (ability to fulfill the claims of all
stakeholders) stakeholders)
S4 Strategic
Organizational structures;
Management systems
Programs
Problem- solving attitudes
Effectiveness
S1-3 Operative
Organizational
processes; Tasks
Performance and
cooperative Efficiency
Basic Model of the 1234-model
The 1234- St Gallen Model
• The St. Gallen management model is applicable for both nonprofit and profit-making organizations, and it can also be used to reflect public governance structures;
• The 1234-model consists of four components:
1. Organization;
2. Steering entities;
2. Steering entities;
3. Steering levels; and
4. Steering functions.
1. Organization
a. Organization may range from a small
nonprofit organization, a firm, a political
party, up to large networks and governance arrangements;
b. Larger structures might require further
differentiations and subdivisions according to place, type of activity, or other criteria (in
order to avoid “understeering”).
2. Steering Entities
There are two steering entities:
a. The “honorary” partnership, often called
“owners” in the widest sense of the word (shareholders in a firm, the electorate in a (shareholders in a firm, the electorate in a political party, the general assembly of an association, or others); and
b. The implementing structures, the managing staff, who are employed or contracted as
professionals.
3. Steering Levels
There are three steering levels (relating to the St.
Gallen model):
a. Normative Steering
relates to the long-term vision, the guidelines, and the general operationalprinciples. They constitute ethical basis for joint activities and provide a consistent common goal;
activities and provide a consistent common goal;
b. Strategic Steering
relates to a medium-to-long-term programmatic horizon, which indicates what should be achieved, with which stakeholders, and in which way it should be pursued;c. Operational Steering
refers to “everyday business”of an organization. It is embodied in the chain of activities defined as core processes generating the intended output of the organization.
4. Steering Functions
There are up to four kinds of
steering functions.
a. Mandate: The mandate comes “from the people” (e.g., in a political party), from the co-owners (of firms), from a general assembly (of a non-profit organization), or from target groups;
in some cases the mandate is delegated to representatives (e.g., corporate members of a national consumer protection association).
b. Supervision: Representatives of political, administrative, b. Supervision: Representatives of political, administrative,
scientific, civil society, and other bodies fulfill this function in a way that could be compared to a company board of directors.
c. Direction: This is the level at which most management decisions are taken and which host the “face” or “speaker” of the
enterprise to the outside world.
d. Action: Loosely speaking, the direction function ensures that the right things are done. The action function ensures doing
