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©Prosci. Used with permission under terms of license agreement.
www.change-management.com
CHANGE MANAGEMENT
Oleh:
Prof. Wihana Kirana Jaya
Staf Khusus Menteri Perhubungan Bidang Ekonomi dan Investasi Transportasi
Start Point
• Berapa banyak orang yang merasa bangga dengan cara Anda melakukan pekerjaan Anda hari ini?
• Berapa banyak orang yang percaya bahwa pekerjaan yang Anda lakukan setiap hari secara langsung berkontribusi terhadap kesuksesan Kemenhub?
• Lihatlah orang di sebelah Anda dan berterima kasih kepada mereka untuk pekerjaan yang dilakukan dengan baik.
TIGA FASE PERUBAHAN
Current StateTransition
StateFuture State
Karyawan umumnya
lebih menyukai
keadaan saat ini
Keadaan masa depan
tidak diketahui oleh
karyawan.
Keadaan transisi
menciptakan stres
dan kecemasan
Sumber: APSAC Professional Development Presentation
©Prosci. Used with permission under terms of license agreement. www.change-management.com
CHANGE MANAGEMENT
Apa itu Management Change?
Bagaimana mengelola perubahan baik dari perspektif individu
dan organisasi?
Bagaimana cara kita mengelola kesiapan?
©Prosci. Used with permission under terms of license agreement. www.change-management.com
Generic Model
of NIE
L1
L2
L3
L4
often noncalculative,
spontaneous10² to 10³
Embeddedness:
Informal Institutions, Customs,
Tradition,Norms,
Religion
Social Theory
FREQUENCY
(YEARS)
PURPOSELEVEL THEORY
10 to 10²
get the Institutional
Environment right, 1st
order economizing
Institutional Environment:
Formal Rules of the Game – esp.
Property (Polity, Judiciary,
Bureaucracy)
Economics of
Property Rights,
Positive Political
Economy
1 to 10get the Governance
structure right, 2nd order
economizing
Governance:
Play of the Game – esp. Contract
(aligning Governance Structures
with TransactionsTransaction Cost
Economics
Resource
Allocation and Employment
(Prices and Quantities, Incentive
Alignment)continuous get the marginal conditions
right, 3rd order
economizing
Neoclassical
Economics/Agency
Theory
Source: Williamson (1998)
©Prosci. Used with permission under terms of license agreement. www.change-management.com
What is
Change Management?
A structured process and set of tools
for leading the people side of change.
Sumber: APSAC Professional Development Presentation
10 DASAR MELAKUKAN CHANGE MANAGEMENT
Sumber: PWC (2004)
BudayaOrganisasi
Dimulai dariPetinggi
Melibatkanseluruh lapisan
Menyelesaikankasus rasionaldan emosional
bersama
Bertindak dan Berpikir dengancara yang baru
Menilai dan Beradaptasi
Memanfaatkansolusi informal
Memanfaatkansolusi formal
Memimpin di luar garis
Terlibat, terlibat, terlibat
Sumber: Prentice Hall, 2001 8
Techniques for Managing Change
Authority
Koordinasi
Sentralisasi
Attitudes
Expectations
Behavior
Proses
Metode
OrangTeknologiStruktur
Peralatan yang digunakan dalam kerja
HOW?
1
Organizational Development Techniques
• Pengembangan antarkelompok
• Konsultasi
• Survey Feedback
• Team Building
Sumber: Prentice Hall, 2001
HOW?
2
What IsInnovation?
• Mengubah ide kreatif
menjadi produk, layanan,
atau metode operasi yang
bermanfaat
HOW?
3 Inovasi
Sumber: Prentice Hall, 2001
Structural
Variables
Sources ofInnovation
Budaya Organisasi
Human
Resources
Sumber: Prentice Hall, 2001
METODOLOGI
1. Ice BreakingPenciptaan suasana yang kondusifdan pengenalan topik-topikdilakukan pada tahap ini.
2. Brainstormingpeserta diberikan kesempatanuntuk memberikan pendapatberkaitan dengan beberapapermasalahan
3. Meta-planPeserta dilibatkan langsung dalamberpendapat dan menciptakanalur dalam memecahkanpermasalahan.
5. Action Planaction plan tersebut harusmemenuhi kriteria Specific, Measurable, Acieveble, Relevance, Timely (SMART).
4. Class ExperimentsPenyampaian materi (Delivery)disampaikan secara pedagogikdan melalui eksperimen
Metode
Pendekatan Organisasi dan Individu
Di tingkat organisasi
• Menggunakan pendekatan change management secara terstruktur
• Terlibat dalam proses perubahan
Pada tingkat individu
• Membangun perubahan kompetensi manajer dan supervisor
• Membekali karyawan terkait perubahan dan bagaimana perubahanitu berdampak pada mereka
Sumber: APSAC Professional Development Presentation
Tingkatan Hasil
Inputs Activities Outputs Outcomes Goal
Resources Actions Products
and
services
Log Frame
Needs
assessment
Process
evaluation
Impact
evaluation
Objectives
Hierarchy
Indicators Sources of
Verification
Assumptions /
Threats
Impact
(Goal/ Overall
objective)
Increased
immunization
Immunization
rates
Household
survey
Adequate vaccine
supply, parents do
not have second
thoughts
Outcome
(Project
Objective)
Parents attend
the
immunization
camps
repeatedly
Follow-up
attendance
Household
survey;
Immunization
card
Parents have the
time to come
Outputs Immunization
camps are
reliably open;
Incentives are
delivered
Number of kg
bags delivered;
Camp
schedules
Random audits;
Camp
administrative
data
Nurses/assistants
will show up to
camp and give out
incentives properly
Inputs
(Activities)
Camps +
incentives are
established
Camps are
built, functional
Random audits
of camps
Sufficient materials,
funding,manpower
Terimakasih
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