Transcript Slide 1

Pengelolaan
Perubahan
Perguruan Tinggi
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Mengapa berubah
•
•
•
•
Markets
Competitors
Suppliers become more global
Revolutions in information and
technology
• Future education
• People’s quality of life
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Dorongan dari Luar dan dalam
Dorongan dari dalam
Dorongan dr luar
Demographic Characteristics
*Age
*Education
* Skill level
*Gender
* Immigration
Technological Advancements
* Manufacturing automation
* Office automation
Market Changes
* Mergers and acquisitions
* Domestic and international competition
* Recession
Social and Political Pressures
*War
*Values
* Leadership
Human Resource Problems/Prospects
*Unmet needs
*Job dissatisfaction
*Productivity
*Participation/
*Absenteeism and
suggestions
turnover
Managerial Behavior/Decisions
* Conflict
* Leadership
* Reward systems * Structural
reorganization
Kebutuhan berubah
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Perubahan Organisasi :
Adaptive
change
Innovative
change
Radically
innovative
change
Reintroducing a
familiar practice
Introducing a
practice new to the
organization
Introducing a
practice new to
the industry
Low
High
• Degree of complexity, cost
and uncertainty
• Potential for resistance to
change
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Dua jenis Perubahan
First-order change: change that is continuous in
nature and involves no major shifts in way an
organization operates.
Second order change: Radical change,
major shifts involving many different levels
of the organization and many different aspects
of business.
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Yang mendasari Perubahan
Organisasi
Planned change : activities that are
intentional, purposive in nature and designed
to fulfill some organizational goals. Exp:
Changes in products and services , Changes in
organizational size and structure, Changes in
administrative systems
Unplanned change : shifts in organizational
change due to force that are external in
nature, those beyond the organization’s
control. Exp: Government regulation, Economic
competition,
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Model Sistem Perubahan
Target Elements of Change
Organizing
Arrangements
Internal
* Strengths
* Weaknesses
External
* Opportunities
* Threats
Strategy
Inputs
Goals
People
Outputs
Social
Factors
* Organizational
Level
* Department/
group level
* Individual
level
Methods
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Forces for
change
Performance
Environmental Affect outcomes
Focus
•Market
of
•Technology
Organizational
•Resources
Group
Internal
Individual
•Behavior
•Processes
Limiting
conditions
Leadership climate
Formal organization
Organization culture
Followed
by
Feedback
Diagnosis of
the problem
Information
Participation
Change agent
Implementation
of the method
Selection of
Leads appropriate
to
intervention
As
constrained
by
Structural
Skill/attitude
Behavioral
Provision
for
Timing
Scope
Experimentation
Evaluation
of the method
Feedback
Adjustment
Revision
Reinforcement
Feedback
Model for the Management of Organizational
Development
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Kotter’s Steps for Leading
Organizational Change
Step
 Establish a sense
of urgency
 Create the guiding
coalition
 Develop a vision
and strategy
 Communicate the
change vision
 Empower broadbased action
Description
Unfreeze the organization by creating a
compelling reason for why change is needed.
Create a cross-functional, cross-level group of
people with enough power to lead the change.
Create a vision and strategic plan to guide the
change process.
Create and implement a communication strategy
that consistently communicates the new vision
and strategic plan.
Eliminate barriers to change, and use target
elements of change to transform the
organization. Encourage risk taking and
creative problem-solving.
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Kotter’s Steps for Leading
Organizational Change (continued)
Step
 Generate shortterm wins
Description
Plan for and create short-term “wins” or
improvements. Recognize and reward people
who contribute to the wins.
 Consolidate gains The guiding coalition uses credibility from
and produce more short-term wins to create more change.
change
Additional people are brought into the change
process as change cascades throughout the
organization. Attempts are made to
reinvigorate the change process.
 Anchor new
Reinforce the changes by highlighting
approaches in the connections between new behaviors and
culture
processes and organizational success. Develop
methods to ensure leadership development and
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Membangun Kemampuan Organisasi
Belajar
Internal
structure and
processes
Facilitating
factors
Customer
satisfaction
Sales
growth
Organizational
performance
Profitability
An organization’s
learning capability
Learning
mode
Culture and
experience
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Leadership Roles and Activities
for Building a Learning Organization (1)
Role 1:
Role 2:
Build a
Work to
Commitment Generate
to Learning
Ideas with
Leadership Activities
Impact
Make learning a component
X
of the vision and
strategic objectives
Invest in learning
X
Publicly promote the value
X
of learning
Measure, benchmark, and
X
track learning
Create rewards and symbols
X
of learning
Implement continuous
X
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improvement programs
Role 3:
Work to
Generalize
Ideas with
Impact
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Leadership Roles and Activities
for Building a Learning Organization (2)
Role 1:
Build a
Commitment
to Learning
Leadership Activities
Increase employee
competence through
training, or buy talent
from outside the
organization
Experiment with new ideas,
processes, and structural
arrangements
Go outside the organization
to identify world-class
ideas and processes
Role 2:
Work to
Generate
Ideas with
Impact
X
Role 3:
Work to
Generalize
Ideas with
Impact
X
X
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Leadership Roles and Activities
for Building a Learning Organization (3)
Role 1:
Build a
Commitment
to Learning
Leadership Activities
Identify mental models of
organizational processes
Instill systems thinking
throughout the organization
Create an infrastructure that
moves ideas across
organizational boundaries
Rotate employees across
functional and divisional
boundaries
Role 2:
Work to
Generate
Ideas with
Impact
X
Role 3:
Work to
Generalize
Ideas with
Impact
X
X
X
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Basic Issues
Why people resist change
Role of leaders
Differences between structural and
incremental change
Impact of size and complexity
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Why people resist change
• Change is
 Difficult
 Painful
 Uncertain
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Readiness for change : when will organizational change
occur?
The factors contributing to the benefits of
making a change are:
The amount of dissatisfaction with current
condition.
The availability of a desirable alternative
The existence of a plan for achieving that
alternative.
If any of these factors is very low (or zero), the
benefits of making a change and the likelihood of
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low (or zero).
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Resistance to Change
Will Organizational Change Be Accepted?
Resistance to change : the tendency for
employees to be unwilling to go along
with organizational changes.
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Kendala Individu
Economic insecurity: because any changes on the job
have the potential to threaten one’s livelihood- by
either loss of job or reduced pay-some resistance
to change is inevitable.
Fear of the unknown: employees derive a sense of
security from doing things the same way, knowing
who their co-workers will be and to whom they’re
supposed to answer from day to day. Disrupting
these well-established, comfortable patterns
creates unfamiliar conditions, a state of affairs that
is often rejected.
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Threats to social relationships: as people
continue to work within organizations, they
form strong bonds with their co-workers. Many
organizational changes threaten the integrity
of friendship groups that provide valuable
social rewards.
Habit: jobs that are well learned and become
habitual are easy to perform. The prospect of
changing the way jobs are done challenges
people to develop new job skills. Doing this
clearly more difficult than continuing to
perform the job as it was originally learned.
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Failure to recognize need for change: Unless
employees can recognize and fully appreciate the
need for changes in organizations, any vested
interest they may have in keeping things the
same may overpower their willingness to accept
change.
Demographic background: Some people are more
making changes in their organizations. Research
has found that organizations that are most likely
to change are those in which the executives are
younger, better educated, and have less
experience in their organization.
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Role of Leaders
• Komitmen pimpinan penting
• Komitmen kuat
• Meyakinkan bahwa perubahan perlu
dilakukan
• Perlindngan dan dorongan terhadap
yang terlibat secara mendalam dalam
proses perubahan
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Role of Leaders
Pimpinan tidak ingin berubah
• Mengapa pimpinan tidak ingin berubah ?
• Apakah perubahan tidak akan terjadi ?
berubah berarti perubahan paradigma
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The dilemma of changing paradigms
•
From
 Stability
 Change as disruption
 Local, point solution
 Focus o technology
 National focus
 One right solution
 Individuality & competition
 Hierarchical control
 Managers and controllers
 White-male dominated
power structures
 Leaders as generals
•
To
 Continuous change
 Change as normal
 Integrated, systemic
solutions
 Focus on customer needs
 Global focus
 Multiple possible solutions
 Cooperation and
collaboration
 Flatter, flexible networks
 Coaches, servants, and
catalysts
 Racial, ethnic, gender, and
stylistic diversity
 Leaders as servants
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Apakah perubahan tidak akan terjadi ?
Institusi PT tidak hanya terdiri dari
pimpinan
Perguruan tinggi merupakan suatu
organisasi yang unik (khas)
PT merupakan leadership shared
• Ada berbagai elemen dalam tubuh PT
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Structural and incremental change
• Restructuring merupakan perubahan
yang mendasarkan pada proses
•Perubahan kalender akademik
•Penggunaan IT dalam administrasi
akademik
•Cara kerja institusi
•Cara pembelajaran
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Size and complexity
• Memperkecil ukuran dengan
mempertimbangkan efisiensi
• Social-psychological cost
• Kompleksitas
• Terlalu kompleks menjadi tidak efektif
dan kurang produktif
• Sentralistik >< desentralistik
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Agen Perubahan:
• External: universities, consulting firms,
training agencies
• Internal: individuals with extraordinary
performance from inside organization
• External-internal: combination of the
two above
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Sudah siapkan berubah ?
Terima kasih
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