Individual Qualities In Organizational Development

INDIVIDUAL QUALITIES IN ORGANIZATIONAL DEVELOPMENT A good organization definitely wants qualified individuals to be able to manage an organization. Because quality individuals will determine the direction of an organization's performance. Quality individuals are assets that must be maintained by an organization for the progress of the organization. There are two factors that shape the quality of an individual to become a superior person, namely ability and motivation. Ability will show a person's potential in carrying out activities in an organization, while motivation is a process that shows the interaction in attitudes, needs, perceptions and decisions taken in an organization. According to Gibson, there are three variables that will influence individual behavior in an organization, namely: 1) Individual variables, in this variable, abilities, skills, expertise and demographic background are the benchmarks for someone in the organization. 2) Organizational variables, are variables related to resources, leadership, income, structure, work design and so on which are requirements in an organization. 3) Psychological variables, these variables relate to individual perceptions, attitudes, personality, ways of learning and motivation. According to Peter M. Senge (1997), there are five disciplines in organizational learning, namely systems thinking, personal mastery, mental models, building shared vision and team learning. Systems thinking or systems thinking is a conceptual milestone that underlies all pillars of organizational discipline. Systems thinking is important in shifting patterns of thought (shift of mind) from a partial perspective to a holistic perspective. Therefore, systems thinking is a paradigm that looks at the superiority of the whole unit (a paradigm premise upon the primary of the whole). Systems thinking is a discipline that looks at phenomena as a whole so that it places greater emphasis on an interrelated framework of thought (interconnectedness). Systems thinking is also a perspective that focuses on change (pattern of change) so that it does not see a phenomenon based only on a static method. Personal mastery or personal vision is essentially a personal discipline that continuously tries to achieve a personal vision through focusing and refocusing by looking at reality objectively so that the choices made accommodate the personal vision and reality faced by focusing energy and developing patience. Increasing personal self-mastery is an important thing in organizations because commitment to building learning begins with individual commitment. An organization will achieve its goals more quickly if every individual in the organization has a high level of self-efficacy. Characteristics of Personal Mastery at a high level are; have high commitment, take the initiative, be creative, have a clear personal vision, have deep selfconfidence, have a deep sense of responsibility, always try to develop themselves, have the ability to achieve the desired results, and are able to see reality objectively. Mental models are a framework for viewing something that is considered true but has not been proven true. Thus mental models are a window from which a person sees and how to adapt themselves to a changing environment. A person's value is largely determined by the contribution of his mental models. A good mental model allows the owner to adapt to changes in the environment. Building Shared Vision (building a shared vision) is a learning discipline that functions to unite an organization's potential to achieve success together. A shared vision is a vision that is formed from the vision of individuals, with the aim that the organizational vision can be shared ownership because all members have a role in its formation. Vision is an image or imagination that you want to realize. The vision states a future that is promising (attractive future), real (realistic) and trustworthy (credible). Mission provides answers to the question of what an individual/organization does. Missions are challenging and provide strength (energy) to a person or organization. According to Osborne (1995), mission-driven governments are more efficient, more effective, more innovative, more flexible, and have high morale than organizations driven by regulations. Values are attitudes or behavior in pursuing a vision; attitudes toward people in the organization, attitudes toward customers, community service attitudes and boundaries symbolize the demands of behavior that will help people move toward the vision. Team learning is a process of developing the capacity of a team to create or achieve results that are actually desired by team members. The building blocks of team learning are mutual trust, mutual respect, members complement each other. Learning is actually an activity to increase capacity (knowledge skills) and apply it effectively (increasing one's capacity to take effective action). Team learning has three dimensions, namely: the need to think clearly and deeply in dealing with complex issues, the need to act innovatively and coordinated, and the willingness of team members to play a role in other teams so that they complement and support each other.