Transcript KOH3333 PERUBAHAN & KOMUNIKASI (Unit 4-6)

KOH3333
PERUBAHAN & KOMUNIKASI
(Unit 4-6)
[email protected]
Unit 4
Konsep & Teori Perubahan
Unit 5
Impak Perubahan terhadap ICT
Unit 6
Budaya Korporat dan Perubahan
Unit 4
Konsep & Teori
Perubahan
What is "Organizational Change?"
Typically, the concept of organizational change is in regard
to organization-wide change, as opposed to smaller
changes such as adding a new person, modifying a
program, etc.
Examples of organization-wide change might include a
change in mission, restructuring operations, new
technologies, mergers, major collaborations, "rightsizing",
new programs such as Total Quality Management, reengineering, etc.
Some experts refer change as organizational
transformation. Often this term designates a fundamental
and radical reorientation in the way the organization
operates.
What Provokes "Organizational Change"?
Change should not be done for the sake of change -- it's a
strategy to accomplish some overall goal. Usually
organizational change is provoked by some major outside
driving force (e.g. substantial cuts in funding, address major
new markets/clients, need for dramatic increases in
productivity/services, etc).
Typically, organizations must undertake organization-wide
change to evolve to a different level in their life cycle, e.g.,
going from a highly reactive, entrepreneural organization to
more stable and planned development.
Transition involving a new chief executive can provoke
organization-wide change when his or her new and unique
personality spread through the entire organization.
Why Organization-Wide Change Difficult to
Accomplish?
Typically there are strong resistances to change;
1. People are afraid of the unknown.
2. Many people think things are already just fine and don't
understand the need for change.
3. Many are inherently cynical about change, particularly from
reading about the notion of "change" as if it's a mantra.
4. Many doubt there are effective means to accomplish major
organizational change.
5. There are conflicting goals in the organization, e.g., to
increase resources to accomplish the change yet
concurrently cut costs to remain viable.
6. Organization-wi change often goes against the very
values held dear by members in the organization, that is, the
change may go against how members believe things should
be done.
How Organization-Wide Change Best Carried
Out? Successful change must;
1.
2.
3.
4.
5.
Involve top management, including the board and chief
executive, who initially instigates the change by being
visionary, persuasive and consistent.
Be initiated by a change agent who is responsible to
translate the vision to a realistic plan.
Involve team-work effort.
Be communicated frequently and to all organization
members.
Sustain and involve the modification of organization
structures, including strategic plans, policies and
procedures.
…Cont’d
6. Involve continuous, increased and sustained
communications and education. For example, the leader
should meet with all managers and staff to explain
reasons for the change, how it generally will be carried
out and where others can go for additional information.
A plan should be developed and communicated. Plans
do change. That's fine, but communicate that the plan
has changed and why. Forums should be held for
organization members to express their ideas for the
plan. They should be able to express their concerns and
frustrations as well.
Strategies for Managing Change
1.
2.
3.
4.
5.
Educate the leaders of change, including both CEOs
and managers.
Use a "systems" approach to ensure that all aspects of
the organization are considered when planning and
implementing change.
Use a team approach that involves many stakeholders
in the change process.
Share power with managers and others to encourage
the implementation of the change efforts.
Make plans, but "hold your plans loosely." Develop
plans, but know that they will have to be adapted to
change as needs change.
Cont’d
…Cont’d
6.
7.
8.
9.
Realize that there is a tension between establishing readiness for
change and the need to get people implementing new approaches
quickly. While getting people intellectually ready for change is
something to be considered, it should not take so much time and
effort that people lose interest and motivation.
Provide considerable amounts of training and staff development for
those involved. These activities can include everything from
holding QCC (quality control circle) group to "on-the-dash"
coaching.
Choose innovative practices for and with managers that are
research-based and "office friendly." Picking approaches that have
been used or researched can help the implementation of those
approaches.
Be prepared for "implementation test." It was noted that things
often get worse temporarily before improvement begins to appear.
…Cont’d
10. Recognize that change happens only through people.
The emotional effects of change on managers need to
be considered and understood by all involved in the
change process. Understanding resistance and working
with it is key factor to change implementation.
11. Help managers and others develop an "intellectual
understanding" of the new practices. While the
outcomes are important to assess, people also need to
understand the underlying meanings and functions of
the practices.
12. Seek out "paradigm shifters" and "idea champions"
who are interested in making substantial changes in
practice.
13. Take the long view; realize that change takes time and
should not be forced to occur too quickly.
Some General Guidelines to Organization-Wide
Change
There are a few other basic guidelines to keep in mind;
1. Consider using a consultant. Ensure the consultant is
highly experienced in organization-wide change. Ask to
see references and check the references.
2. Widely communicate the potential need for change.
Communicate what you're doing about it, what was done
and how it worked out.
3. Get as much feedback as practical from employees,
including what they think are the problems and what
should be done to resolve them. If possible, work with a
team of employees to manage the change.
4. Don't get wrapped up in doing change for the sake of
change. Know why you're making the change. What
goal(s) do you hope to accomplish?
…Cont’d
5.
6.
7.
8.
Have someone in charge of the plan.
Plan the change. How do you plan to reach the goals,
what will you need to reach the goals, how long might it
take and how will you know when you've reached your
goals or not? Focus on the coordination of the
departments/programs in your organization, not on
each part by itself.
End up having every employee ultimately reporting to
one person, if possible, and they should know who that
person is. Job descriptions are often complained about,
but they are useful in specifying who reports to whom.
The process won't be an "aha!" It will take longer than
you think.
Cont’d
…Cont’d
9.
10.
11.
12.
13.
14.
Delegate decisions to employees as much as possible.
This includes granting them the authority and
responsibility to get the job done. As much as possible,
let them decide how to do the project.
Keep perspective. Keep focused on meeting
the needs of your customer or clients.
Take care of yourself first. Organizational change can
be highly stressful.
Don't seek to control change, but rather to
expect it, understand it and manage it.
Include closure in the plan. Acknowledge and
celebrate your accomplishments.
Read some resources about organizational
change, including new forms and structures.
Some of the reasons why senior management
do not support change;
1. They are short term results oriented and most change
processes take a long time to achieve results.
2. Managers relate best to quantitative financial results,
while most change processes either produce qualitative
results or do not translate the results to dollars.
3. Many senior managers do not understand the critical
nature of their role in the change process, or what they
have to do to visibly support the change.
4. Senior managers often see the change process as a
"project or program" rather than an all encompassing and
ongoing process.
Theory of Change
5 variables that influence change:
efficacy
present
discomfort
preferred
alternative
future
emotional security
internalization of
responsibility
Present Discomfort
You must have a need
for something to be
different.
Internalization of Responsibility
You must realize change is your job, and not the
work of others.
Emotional Security
This can have different meanings at different stages
of development, but generally includes safety,
identity, attachments, trust in others etc.
Efficacy
You have the power
and ability to
influence outcomes.
Preferred Alternative Future
You must hope for a
different future that is worth
working for.
“It follows that an acceleration in the rate of
change will result in an increasing need for reorganization. Re-organization is usually feared,
because it means disturbance of the status quo,
a threat to people’s vested interests in their jobs,
and an upset to established ways of doing things.
For these reasons, needed re-organization is
often deferred, with a resulting loss in
effectiveness and an increase in costs.”
Quoted from “The Prince” by Niccolo Machiavelli, 1515 A.D.
Communication Channels
The medium is the message.
-Marshall McLuhan
The SMCR Selection Model
 Are needs of the sender compatible with the
attributes of the intended message?
 Are the messages sent compatible with the
channels used?
 Are the sender’s needs compatible with the
channels used?
 Are the messages compatible with the receivers’
needs?
 Are the channels utilized compatible with the
receivers’ needs?
Implications
 Most effective knowledge-sharing occurs faceto-face
 Some channels focus more attention on the
message, others on the people
 Different channels require different skills
 Writing fosters critical thinking
 Speed often trumps completeness
… Cont’d
 Channel choices affect power relationships
 Different channels fill particular niches
 Channel choices send symbolic messages
 Senders & receivers often evaluate channel
effectiveness in different ways
Unit 5
Impak Perubahan
terhadap ICT
IMPAK PERUBAHAN GLOBAL
KE ATAS KOMUNIKASI
Apa dia Perubahan Global?
Berdasarkan perspektif ekonomi, perubahan global
atau globalisasi secara ringkas dirujuk sebagai
situasi di mana barangan, wang, dan manusia
bergerak merentasi sempadan antarabangsa
secara bebas tanpa sekatan dan halangan.
Komunikasi dalam Era Globalisasi?
“Komunikasi yang berlaku apabila manusia terlibat
dalam perundingan global, bekerja dalam syarikat
yang mengeksport produk dan perkhidmatan,
berinteraksi dengan pelanggan dan klien
antarabangsa dalam perkampungan global secara
siber atau secara konvensyenal - Tidak ada sesiapa
yang terkecuali dan tiada siapa yang boleh
menghalang proses globalisasi”.
Sejarah Globalisasi?
1. Tamadun nomadic (1.5 juta tahun dulu)
2. Tamadun agrarian (sebelum 8000BC)
3. Tamadun transisi (8000BC-1750AD)
4. Tamadun perindustrian (1750-1971)
5. Tamadun informatic (1971-sekarang) yang berasaskan
knowledge industries dengan orientasi k-economy.
Ciri Individu Manusia dalam Era
Globalisasi?
“Individu tanpa maklumat tidak boleh
melaksanakan tanggungjawab; Individu yang
diberi maklumat tidak dapat membantu tetapi
mampu menjalankan tanggungjawab”.
Ciri Manusia dalam Era Globalisasi
(Kes Amerika)
• Terdapat 1275 associate di seluruh dunia
• 73% memiliki pendidikan peringkat kolej
dan universiti
• Bertutur dalam lebih 15 bahasa
• Berada di 90+ negara yang berlainan
Asas Komunikasi Keorganisasian
dalam Era Perubahan Global
(Rujukan Komunikasi Kemanusiaan)
1. Intrapersonal
2. Interpersonal
3. Kumpulan kecil
4. Keorganisasian
5. Publik
-----------------------------------------------------------------------6. Massa (aplikasi ICT)
Fenomena Komunikasi Keorganisasian
dalam Era Perubahan Global
 Pengantarabangsaan Komunikasi.
 Terdapat lambakan maklumat.
 Sumber dan penerima berkomunikasi secara
interaktif.
 Penglibatan komunikasi secara silang-fungsi.
 Maklumat adalah komoditi.
…Sambungan
 Substance lebih diutamakan berbanding
rhetoric.
 Struktur maklumat bukan dikuasai oleh sumber
tetapi penerima.
 Jurang maklumat antara komunikator adalah
luas.
 Wujud komunikasi yang bersifat convergence
dan divergence.
Komunikasi Convergence
 Mesej komunikasi membawa masyarakat
ke satu arah.
 Perlakuan komunikasi membentuk satu
corak institusional yang seragam.
 Aplikasi ICT mewujudkan kesamaan
tindakan antara masyarakat.
 Penghomegenan sikap, nilai, perlakuan,
gaya, muzik dan selainnya.
Komunikasi Divergence
 Globalisasi & modenisasi mentransfomasi
maklumat kepada masyarakat dalam bentuk yang
berlainan.
 ICT digunapakai bagi tujuan dan matlamat yang
berbeza di antara budaya.
 Komponen komunikasi (bahasa, budaya, dll)
menjadi faktor penghalang kepada convergence.
Impak Perubahan Global terhadap
Komunikasi
 Ruang komunikasi tiada sempadan.
 Sumber komunikasi yang kaya dan berpengaruh
akan memonopoli proses, mesej dan alatan
komunikasi.
 Wujud pendominasian komunikasi.
 Tahap pengkayaan dan pemerolehan maklumat
meningkat secara drastik dan mendorong
perubahan perlakuan.
 Peningkatan taraf hidup.
Premis Komunikasi Global
 Perspektif ekonomi - Unit fundamental ekonomi
adalah individu dan bukan corporation =>
ketrampilan komunikasi individu menentukan
kejayaan.
 Modenisasi = modem + isasi.
 Perkampungan global tanpa sempadan dalam
ruang siber.
Ciri Keorganisasian dalam Era
Perubahan Global
 Organisasi bersifat virtual.
 Organisasi sentiasa berubah => stail dan jenis
komunikasi turut berubah.
 Budaya organisasi mempengaruhi kepelbagaian
komunikasi.
 Pekerja organisasi rapat dengan pelanggan dan
secara signifikan saling berhubungan secara
elektronik.
…Sambungan
 Organisasi berkongsi teknologi dan maklumat.
 Pekerja organisasi dari pelbagai budaya.
 Pekerja part-time lebih “diutamakan”.
 Pekerja bersifat “tidak setia”.
 Wujud nilai yang dinamik dalam organisasi.
 Organisasi lebih mengutamakan servis sebagai
komoditi utama.
Elemen yang Mempengaruhi Perubahan
Komunikasi Keorganisasian
 Struktur organisasi
 Strategi pengurusan
 Komunikator
 Persekitaran
 Proses dan prosedur
1. Struktur organisasi
Perhubungan antara unit atau komponen
organisasi menentukan fungsi dan
tanggungjawab komunikasi.
2. Strategi pengurusan
Matlamat komunikasi organisasi ditentukan oleh
tindakan bersistematik dan peruntukan sumber.
3. Komunikator
Setiap kakitangan yang bertanggungjawab
mengurus maklumat dianggap sebagai
sebahagian produk dan jenama serta
berfungsi sebagai ambassador organisasi.
4. Persekitaran
Rekabentuk organisasi mempengaruhi
komitmen komunikasi.Dimensi rekabentuk
organisasi melibatkan budaya, ruang, masa
dan sempadan.
5. Proses dan prosedur
 Proses sosial dalam organisasi yang
melibatkan pendekatan perundingan,
agihan kuasa dan politik organisasi
mempengaruhi kejayaan komunikasi.
 Proses operasional yang melibatkan
sistem maklumat, proses pembuatan,
belanjawan dan proses kawalan
mengelakkan salahfaham komunikasi.
Kritik terhadap Komunikasi dalam
Era Perubahan Global
 Jurang komunikasi semakin luas antara
negara maju dengan membangun; sumber
yang bermaklumat dengan penerima yang
kurang maklumat.
 Wujud penjajahan maklumat oleh negara
kaya terhadap negara miskin melalui
proses pengintegrasian dan perkongsian
yang dianggap sebagai “non-colonial”.
Pendekatan Integrasi “Non-Kolonial”
 Pengambilalihan tanggungjawab
penstrukturan pembangunan ICT oleh
pakar (dari negara maju & kaya?) melalui
perkongsian teknologi dalam semua aspek
pembangunan menggunakan platform
latihan, pendidikan, kerjasama dan
sebagainya.
Halangan Komunikasi Keorganisasian
terhadap Perubahan Global
 Halangan organisasi - dalaman.
 “Perunding” yang berbeza beroperasi di
negara yang berbeza - konflik kepentingan.
 Halangan budaya.
 Halangan bahasa.
 Isu keselamatan.
Strategi Pemerkasaan Komunikasi
Era Globalisasi
 Perkongsian maklumat/mesej secara adil
bagi peningkatan ilmu secara sejagat.
 Pengurangan monopoli komunikasi.
 Komunikasi berfungsi sebagai katalis
untuk mewujudkan rasa hormat dan
kepercayaan untuk berkongsi ilmu.
 Ketrampilan komunikasi individu menjadi
asas ketrampilan organisasi.
Halangan akan Datang
 Kepelbagaian fahaman politik dan ideologi.
 Penglobalisasian enteprais domestik.
 Ekspektasi pengguna yang meningkat.
 Infrastruktur komunikasi yang lemah.
Premis akan Datang
Transfomasi rangkaian komunikasi
mengurangkan kos komunikasi, tetapi
sebaliknya meningkatkan amaun maklumat.
Jarak komunikasi tidak menjadi penentu
keberkesanan komunikasi.
Kesimpulan
Komunikasi adalah keperluan sejadi
manusia. Perubahan global adalah suatu
insiden. Komunikasi dalam era globalisasi
adalah suatu permulaan.
Agenda Perubahan Pengurusan
Malaysia dalam Era Digital/Siber
1. Kronologi Tamaddun Manusia
2. Fenomena Era Maklumat
3. Persediaan Menghadapi Ledakan
Maklumat
4. Pengenalan Kepada Kerajaan
Elektronik
5. Projek-projek Perintis
6. Faedah dan Cabaran
7. Rumusan
Kronologi Tamaddun Manusia
 Zaman Batu
 Zaman Pembaharuan
 Zaman Industri
 Zaman Era Maklumat
Persediaan Ke Arah Era
Maklumat
 KESEDARAN
 PENGETAHUAN
 INTERAKSI
The Haves and The Have-Nots
• Haves – Kaya Maklumat
• The Have-Nots – Miskin
Maklumat
“ Pada masa hadapan ini sesiapa yang tidak
memahami komputer akan menghadapi
kesulitan sama dengan orang yang tidak pandai
membaca pada masa ini ”
Ciri-ciri Komputer





KELAJUAN/Speed
BOLEH DI PERCAYAI/Reliable
SIMPANAN/Storage Capability
PRODUKTIVITI/Productivity
MEMBUAT KEPUTUSAN/Decision
Making
 JIMAT/Cost Reduction
Kegunaan Komputer
 Grafik
 Perdagangan
 Tenaga
 Pengangkutan
 Penulisan
 Perbankan
 Pertanian
 Pendidikan
…Sambungan
 Kegunaan Peribadi
 Perubatan
 Robotik
 Sains
 Latihan
 Komunikasi
 Kerajaan
KORIDOR RAYA MULTIMEDIA (MSC)
MSC boundary
KLCC
PETALING JAYA
KL Tower
Country
heights
CYBERJAYA
PUTRAJAYA
AIRPORT CITY
KLIA
“Multimedia Utopia”
• Kawasan seluas 750 km
persegi di selatan Kuala
Lumpur
• Sebuah kawasan
percambahan ide dalam
bidang pengurusan,
penyelidikan, pembuatan dan
penyebaran maklumat serta
produk berunsurkan
multimedia
• Infrastruktur fizikal yang
bertaraf dunia serta rangkaian
multimedia 2.5 – 10 GB
APLIKASI PERDANA MSC
3. Kelompok
Penyelidikan &
Pembangunan
2. Kad Pintar
Pelbagai Guna
4. Kerajaan Elektronik
5. Jaringan
Pengilangan
Dunia
1. Sekolah Bestari
E-Perniagaan
6. Pemasaran
Tanpa Sempadan
7. Teleperubatan
VISI KERAJAAN ELEKTRONIK
Kerajaan Dengan Orang
Ramai/Perniagaan
• *Kemudahan Akses
• *Kualiti perkhidmatan
• *Pelbagai saluran
penyampaian perkhidmatan
KESELAMATAN
PIAWAIAN
VISI
Dalaman Agensi
*Penambahbaikkan
Proses
Merubah corak
perkhidmatan
melalui
penggunaan
teknologi
maklumat dan
multimedia
• *Pembangunan sumber
manusia
PERUNDANGAN
Antara Agensi
• *Aliran maklumat yang licin
• *Pangkalan data berdasarkan
amalan terbaik
• *Peningkatan keupayaan
menganalisis maklumat
DEFINISI DAN OBJEKTIF
KERAJAAN ELEKTRONIK
Definisi
Pentadbiran secara elektronik
yang merombak semula prosesproses kerja dalaman, mengubah
corak perkhidmatan yang
diberikan dan menghubungkan
agensi-agensi Kerajaan melalui
teknologi maklumat dan
multimedia bagi mewujudkan
persepakatan antara anggotaanggota Kerajaan, syarikat
swasta dan orang awam ke arah
pembangunan negara
Objektif
1.Menyediakan perkhidmatan
yang cekap dan berkualiti
secara elektronik
2.Menyelaraskan prosesproses kerja dalaman bagi
meningkatkan kualiti,
menjimatkan kos dan
meningkatkan produktiviti
3.Mengukuhkan keselamatan
maklumat serta menjamin
privasi
4.Meningkatkan penglibatan
orang awam dalam Kerajaan
5.Mewujudkan Kerajaan yang
telus dan akauntabel
SKOP KERAJAAN ELEKTRONIK
Kerajaan
Perniagaan
• 25 Kementerian
• 219 Jabatan Persekutuan/
Badan Berkanun
• 346 Jabatan & Badan
Berkanun Negeri
• 144 Penguasa Tempatan
• Jumlah Pekerja : 950,000
Rakyat
• 400,000 perbadanan
• 1.6 juta perkongsian/perniagaan
• 23 juta penduduk
PROJEK-PROJEK PERINTIS
EP
Perolehan
Elektronik
eServices
Public Places
(kiosks)
Payment
Consortium
Private
Sector
Services
Financial
Network
SP1
Other Government Services
Homes/ Business
Premises
IVR/ Web
Phone TV
SP2
GP
PC
Fax
SP3
Approved Site
Utility Bill Payment
EG*Net
Road Transport Dept
GMPC
Magnetic
Connection
Contact
Optical
eSERVICES
Jabatan Pengangkutan
Jalan
Pendaftaran Pemandu &
Kenderaan,
Perkhidmatan Pelesenan
dan Saman (termasuk
penjadualan dan
pengambilan Ujian
Memandu)
Tenaga Nasional
Berhad (TNB)
Bayaran Bil Utiliti
Kementerian Kesihatan
Pendaftaran Pemandu
dan Kenderaan,
Perkhidmatan Pelesenan
dan Saman, Bayaran Bil
Utiliti dan Maklumat
Kesihatan Secara On-Line
Maklumat Kesihatan
Secara On-line
Telekom Malaysia
Berhad (TM)
Bayaran Bil Utiliti
eProcurement
BUYING AND SELLING VIA THE NET
Phase 1
Suppliers publish Catalogues on EP
Supplier Registration/
Central Contract
Suppliers receive orders from Government
Government Users browse catalogues
& place orders online
Government publishes Request For Tender on EP
for new supplies
Government awards contract to Suppliers
Phase 2
Suppliers submit
quotations
Direct Purchase,
Quotation, Tendering
ePEROLEHAN
Proses Perolehan Kerajaan bagi barangan dan perkhidmatan
secara on-line
Pemilihan
Produk
•Katalog
Elektronik
Pilih
Pembekal
•Perolehan E
•Pengesahan E
•Kawalan
Peruntukan
Keluar
Pesanan
Pembelian
•Serahan Elektronik
•Penerimaan
Pesanan Pembelian
Tunai Pesanan
•Pengesanan
pesanan
•Pengakuan
Penghantaran
•Invois
Bayar
Pesanan
•Pemadanan
pembayaran
•Penghubungan
Lejar
•Pembayaran E
Kontrak Pusat, Pembelian Terus, Sebutharga dan Tender
Pengurusan Agensi
•Pengurusan Profil
Agensi
•Pengurusan Profil
Pengguna
Pengurusan
Pembekal
•Pengurusan Profil
Pembekal
•Pengurusan Profil
Pengguna
Pengurusan Produk
•Pengurusan Kontrak
•Pengurusan Produk dan
Katalog
PERSEKITARAN PEJABAT ELEKTRONIK
An electronic office environment to enhance productivity
through better information management, communications
and collaboration
• Check electronic mail,
meeting schedule, and
filtered news
• Accessing documents
online
• Assigning tasks
electronically
SISTEM MAKLUMAT PENGURUSAN
SUMBER MANUSIA
Menyediakan fungsi pengurusan sumber manusia sepenuhnya
kepada Kerajaan untuk membangun dan mengurus sumber manusia
Perancangan
Sumber Manusia
Pengambilan
Penempatan
Fungsi
Operasi
Pengesahan
Jawatan
Taraf Pencen
Latihan
Kebajikan
Pekerja
Pengurusan Gaji
Kenaikan Pangkat
Pesaraan
Fungsi
Pengurusan
TERAS
SISTEM PEMANTAUAN PROJEK
Mewujudkan persekitaran usahasama bagi mengurus projekprojek pembangunan dengan lebih baik
Penyediaan maklumat
yang konsisten dan
menepati masa
Maklumat boleh
diperolehi pada bilabila masa
Keupayaan membuat
analisa impak sosial,
simulasi dan ramalan
(Fasa 2)
PMS
Kemudahan
menyediakan
laporan mengikut
keperluan
Mempunyai
ciri dan fungsi
grafik dan
multimedia
Penyeragaman
kod-kod projek
Penghantaran
maklumat serta merta
1223-055681-1706
BURSA BURUH ELEKTRONIK
Pusat setempat bagi memperolehi maklumat pasaran buruh dan
pemadanan pencari kerja dengan kekosongan pekerjaan
• Menyatuka
n statistik
prospektif
pekerjaan
Kaunseling
PENCARI
KERJA
Pendaftaran
Pencari Kerja
PERKHIDMATAN
ADUAN DAN
KAUNSELING
PENEMPATAN
Maklumat Calon
Pemberitahuan
Penempatan
Data
*Labour Market
Database
Sistem Job Clearing
Pendaftaran
Kekosongan
MAJIKAN
LMD
PERKHIDMATAN
KAUNTER
PENDAFTARAN
PERKHIDMATAN
PEMADANAN KERJA
DAN TEMUDUGA
• Mengemaskini pendaftaran
prospektif majikan dengan
kekosongan
• Mengemaskini pendaftaran
pencari kerja/pemohon
• Mengagihkan permohonan
pencari kerja/pemohon dan
maklumat kekosongan
• Melaksanakan pemadanan
pekerjaan
• Mengagihkan pemadanan
pekerjaan
eSPKB
Cross-EG
eSPKB – Sistem Perancangan Kawalan Belanjawan Elektronik
- Integrasi antara aplikasi EG dengan sistem JAN
ePerolehan
AGO/SAD
BAS
AG HQ
PMS
Information Broker
SPKB
Server
EFT
E-Services
HRMIS
PTJ
SPKB users
Bank
PERKHIDMATAN AWAM YANG
LEBIH DINAMIK
Penyampaian Perkhidmatan Kerajaan kepada
keperluan Rakyat:
Menerusi pelbagai saluran
24 jam sehari, 7 hari seminggu tanpa
mengira lokasi.
Menggunakan pendekatan pelbagai
perkhidmatan melalui satu saluran
penyampaian atau “single window”
…sambungan
PERKHIDMATAN AWAM
YANG LEBIH DINAMIK
Mewujudkan sebuah organisasi dengan:
 Kakitangan Perkhidmatan Awam yang
berpengetahuan dan kaya maklumat
 Pekerja yang celik IT
 Proses-proses yang teratur dan terkemas
PERKONGSIAN INFRASTRUKTUR
Infrastruktur IT yang dikongsi bersama
penggunaanya seperti:
 Rangkaian
 Pengurusan perkakasan/perisian
(Enterprise Management)
 Pusat Data (Data Centre)
 Pusat Pemulihan Bencana
 Meja Bantuan
TUJUAN
Mengurangkan duplikasi sumber-sumber berikut:
 Infrastruktur
 Tenaga Kerja
 Kos
PERKONGSIAN PINTAR
Mengalakkan kerjasama melalui
Perkongsian Pintar
Penglibatan sektor swasta
dalam projek EG
 Penglibatan institusi tempatan
dan luaran
PENGGUNAAN TEKNOLOGI TERKINI
Seiring dengan
perkembangan IT
global

Melalui penggunaan
teknologi komunikasi,
IT dan multimedia
yang bersesuaian dan
terkini
KEBAIKAN KEPADA NEGARA
Good Governance
 Menghasilkan pemerintahan yang lebih terbuka,
telus serta meningkatkan kebertanggungjawaban
 Potensi tinggi terhadap menyumbang kepada
ekonomi negara melalui k-ekonomi dan e-ekonomi
MENCAPAI WAWASAN 2020
Potensi KDNK per kapita
dalam AS$ (‘000) tahun 1992
16
Potensi
melalui
pendekatan IT
14
12
10
Sasaran
wawasan 2020
8
6
4
2
0
1992
1996
2000
2004
Source: EPU; IMF; World Bank; McKinsey analysis
2008
2012
2016
2020
Jangkaan
berasaskan
pendekatan
industri
ISU DAN CABARAN
• Penyelarasan UsahaUsaha Pembangunan
IT
• Integrasi dan
Interoperabiliti
MANUSIA
STRATEGI
KERAJAAN
ELEKTRONIK
• “Liat” menerima perubahan
• Kepakaran IT
• Pemindahan Teknologi
• Pengeluaran produk IT
bertaraf dunia
• Pengurusan teknologi
yang pelbagai dan usang
• Keselamatan dan
Kerahsiaan
TEKNOLOGI
• Perekayasaan
Proses
PROSES
STRATEGI
Penyelarasan usaha-usaha pembangunan
ICT
 Agenda IT Negara (NITA)
 MSC
 Jawatankuasa-jawatankuasa yang
berkaitan (NITC, JITIK,MTN, SITC, dan
sebagainya)
Integrasi dan Interoperabiliti
 Integrasi merentasi aplikasi dan sistem
sedia ada
 Pelaksanaan polisi dan standard ICT
TEKNOLOGI
Pengeluaran produk IT bertaraf dunia
Teknologi terkini
Keupayaan konsortium
Keberkesanan kos
Pengurusan teknologi yang pelbagai
dan usang
Keselamatan dan Kerahsiaan
PROSES
Perekayasaan Proses Urusan
(Business Process Engineering)
 Di setiap peringkat dalam organisasi
MANUSIA
“Liat” Menerima Perubahan
•
•
Memerlukan anjakan paradigma
Perlu mengurus perubahan
Kepakaran ICT
•
•
•
Kekurangan kepakaran dalam bidang ICT
Campuran kompetensi dan kepakaran
Latihan
Pemindahan Teknologi (TOT)
•
Kurang usaha TOT dalam bidang operasi,
penyelenggaraan dan pengubahsuaian
RUMUSAN
 Kakitangan Perkhidmatan Awam perlu
bersedia menerima perubahan ICT
How to Communicate Change Effectively?
Timing
Messages
Channels
Safety Valves
Tactics
Effectiveness
Strategy
Audience Analysis
Contextual Analysis
A. Contextual Analysis
1. Key Issues
- Culture
- Non-complex & manageable
- Advantageous over past practices
- Benefits observable
- Key relationships
- Employee reactions
…Cont’d
2. Principles
-Need to thoroughly understand org. context
-Need to assess type of change
-Need to understand implications of the change
-Need to anticipate possible resistance points
-Need to sustain focused flexibility
Assessing Type of Change
Receiver’s Perspective
Routine
Sender’s
Perspective
Routine
Non-routine
Non-routine
B. Audience Analysis
1. Issues
-Major groups
-How impacted
-Resistance points
-Communication preferences
-“Lions”
…Cont’d
2. Principles
- What is persuasive to one group may not be
persuasive to another
- What is a specific point of resistance to one
group may not be to another
- Influence is unequally distributed
C. Strategy
1. Issues
- Unifying vision
- Communication objectives for all groups
- Unique objectives for specific groups
…Cont’d
2. Principles
- Persuasion is a process
- Spend communication resources wisely
* Need
* Remedy
* Disadvantages
- Allocate resources according to AA
D. Tactics
Issues
Principles
Channels
@Use richer channels for more non-routine
changes
Messages
@Link messages to pre-existing thought
patterns
@Always discuss upside & downside
Timing
@Balance managing expectations & dissent
…Cont’d
Issues
Principles
Safety Valves
@ Legitimize employee concerns
Monitor
@ Look for continuous improvement ideas
Who
@ Match people’s skills with task
Unit 6
Budaya Korporat
&
Perubahan
Corporate Culture
(Definition)
“Consists of a set of symbols, ceremonies, and
myths that communicate the underlying values
and beliefs of that organization to its employees.”
Corporate Culture;
* Limits range of movement
* Makes movement possible
* Does NOT cause movement
The Necessity of Culture
 Range of possible beliefs
 Transforming power into strength
 Provides an efficient coordination
mechanism
 May be unreflective and disorderly
Basic principles
 Employees are at once the consequence,
creators, and carriers of culture
 Cultural values are reflected in a variety of ways
(overt & subtle)
 Culture changes but it does so slowly
 Cultural values are necessarily few, because
values inevitably conflict
Communicating the Culture
 Objectives
- Commitment to organizational goals
- Move from the objective to the subjective
 Use the culturation process
 Link values to behaviors
 Manage information appropriately
 Develop the right symbols & ceremonies
 Tell the right stories
I-We-Them-It principle
 I = treatment of individuals
 We = treatment of the group
 Them = treatment of the customer
 It = how the company feels about what it
does
Stated & Unstated Culture
 Stated Culture - The ideal state
 Unstated Culture - The actual state
 They are always disconnected.
 The critical question is how disconnected the
stated and unstated culture really are.
Stated
Unstated
Change Readiness Wheel
(from Shannon Coman in collaboration
with Tim Dickenson at Immunex)
How to use the Change Readiness
Wheel:
 Use the Change Readiness Wheel to help
assess your organization’s readiness for a
change that you are considering.
 If you decide to go forward with the
change, use it to help plan interventions
that will prepare for successful
implementation.
…Cont’d
@In each concentric ring of the circle,
list one of the stakeholder groups
who will be involved with the change.
@Assess each group’s readiness for
change in each area, or slice (as
described on the next page) of the
wheel.
…Cont’d
 Use (R) RED-not ready, needs lots of work; (Y)
YELLOW-needs some work; (G) GREEN-ready.
 Look at this wheel to indicate where you need to
work to prepare for a smooth implementation of
the change.
 On the following slide page, the Stakeholder
Awareness and Involvement table is another tool
that can be used to assess each stakeholder
group’s readiness for change, and progress
toward full involvement.
Project Name -- Phase #
Organizational
Culture and Structure
Plan for Ongoing
Support
and Management
Historical Success
in Implementing
System Changes
Y
G
G
Y
R
Y
Y
R
R
Y
Y
Vision
Clarity and Value
Proposition
G
Y G
R
Y
REnd Users
Y
Y
R Y
Y
Y
Y
Project Team
Competency in this area
Y
G
G
Y
Y
G
G
Steering Committee
Executives
G
Resistance
Sponsorship
Project
Leadership and
Accountability
Stakeholder Awareness
and Involvement
AUDIENCE
/ STATUS
Unaware
Somewhat Understand Willing /
Aware
/ Aware
Committed
X
End-Users
O
ProjectTeam
Steering
Committee
Executives
All
Company
X
X=
O=
Z=
X
O
O
Z
Where They Are Today
Where They Need to Be Today
Where They Need to Be By Rollout
Actively
Involved
Z
X
OZ
X
OZ
Z
Change Readiness Definitions
Vision Clarity/Value Proposition:
1. How clear is the stated direction and goal for the
project?
2. What is the desired future state, and what is the
desired outcome?
3. Is the value of the project to the business clear?
Sponsorship:
1. Are the necessary resources being allocated to the
project?
2. Do project leaders have the authority and decisionmaking ability to successfully lead and implement?
3. Do they have support from all areas participating in
the change?
…Cont’d
Project Leadership/Accountability:
1. Is there a clearly identified leader of the project?
2. Is the direction clear?
3. Are the goals and measures for success clearly
stated?
4. Is someone clearly accountable for the success of
the project?
Resistance:
1. What resistance is observed, both explicitly and
implicitly, to the change?
Competency in this area:
1. How competent are those involved in the project with
the new skill tool, or implementation methodology?
…Cont’d
Historical Success:
1. How successful have we been with past big
system changes?
Plan for Ongoing:
1. Is there a plan for ongoing leadership and
support of this change?
Organizational Culture/Structure:
1. Will the organization’s culture and structure
support the change?
2. What challenges need to be addressed?
3. How significant is the change?
Interdepartmental Communication
(The inherent nature of departmentalization)
 Definition  separation
 Functional
 Physical
 Budgetary
 Authoritatively
Problems with Departmentalization
 Uncoordinated decisions
 Unnecessary conflict
 Lack of understanding
 Overlapping responsibilities
 Poor performance
 Time delays/wasted time
Contributing factors to IDC
 Language
 Priority differences
 Few direct rewards/punishments
 Category dissimilarity
 Nonverbal
 Addition/multiplication problem
Resolution Principles
 Must be mutual
 Requires continual effort
 Create sensitivity not edicts
 Seek structural changes
 Build company context (values)
Short –term projects
 Job switching
 Company wide seminars
 Co-authored articles
 New product presentations
 Brainstorming sessions
 Show & Tell
 Quizzes
Long-term Projects
 Job rotation
 Redesign accounting procedures
 Company wide gatherings
 Change office design
 Communication policy
 Matrix organization
Dangers of IDC
 Time
 Expense
 Overload
 Lack of decisiveness
 Over consultation
 Groupthink
Benefits of IDC
 Avoid misunderstandings
 Avoid antagonisms
 More creativity/innovation
 Learning organization
 Increase employee commitment
Managing Data, Information
Knowledge, & Action
Business isn’t complicated. The
complications arise when people are cut
off from information they need.
 John F. Welch, CEO of GE
Myths
 More data is better.
 Information is a commodity
 Information is knowledge.
D-I-K-A Model
 Concepts
- Data = Representations of reality
- Information = Data which provides relevant
clues or news
- Knowledge = The framework or schema for
organizing the relationships between pieces
of information.
- Action = The deeds or decisions made
based on knowledge
…Cont’d
 Relationships
 Skills
- Data gathering
- Information managing
- Knowledge managing
- Action
Variations on the model
 D-I-K loop
 K-A loop
 I-A loop
 Others
Managing the D-I Relationship
 Like a watch
- Timely
- Accurate
- Relevant
 Determine what employees really need to
know
 Increase efficiency of transmission
 Pay attention to the form of information
…Cont’d
 Be alert of communication chains
 Generate both soft & hard data
 Recognize & manage all the information
networks
Managing the I-K Relationship
 Consider the source’s credibility
 Be aware of how the hierarchy affects the
flow & availability of information
 Acknowledge what you don’t know
 Reconcile the tension between the facts
and theory
 Organize the same info. differently
Managing the K-A relationship
 50% of organization decisions never get
fully implemented
 Create strategic knowledge-sharing
communities
 Reevaluate the role of reports
Applying the D-I-K-A Model
D - I
-k-a
The company generates a lot of data and information but does
very little with it.
D - I -----------K---A
9-12 months
The company generates useful data and information but takes
a long time to act on it.