Organizational Development
Managing Change
SACRED COW HUNTS – praktek untuk mengurangi
praktek-praktek yang ridak bermanfaat.
The paper cow The meeting cow The speed cow
Strategi lain :
Ask stupid questions
Don’t get too comfy – keep innovating Make your own rules
Managing Change
3 phases
unfreezing moving refreezing
* Steps
Stage 1 Denial
Stage 2 Defense
Stage 3 Discarding
Stage 4 Adaptation
Managing Change
IMPORTANT FACTORS (in eployee acceptance)
The type of change
The reason behind the change
The person making the change
The person being changed
Change agents “if it aint broke, break it”
Change analyst “if it aint broke, leave it, if its broke, fix
it”
Receptive changers “if broke, I’ll help fix it” Reluctant changers “ are you sure its broken?”
Change resitors “ it may be broken, but its still better
Managing Change
IMPLEMENTING CHANGE
Creating an Atmosphere for change
“good old days” vs “bad old days”
Communicationg Details
Communicating change is hard work Training is needed
Two-way comm is essential Honesty is the best policy
Time Frame
Managing Change
ORGANIZATIONAL CULTURE
Changing Culture
Assessing the New Culture
Step 1 needs assessment
Step 2 Determining executive directions Step 3 Implementation Considerations Step 4 Training
Step 5 Evaluation of the new culture
Creating Dissatisfaction with existing culture Maintaining the New Culture
Selection of Employees
Organizational socialization
Ritual
Empowerment
Making the Decision to Empower
Levels of Employee Input
Empowerment Charts
Making the Decision to
Empower
Factors in Making Decision to Empower Importance of Decision Quality
Leader Knowledge of the Problem Area
Structure of the Problem
Importance of Decision Acceptance
Probability of Decision Acceptance
Subordinate Trust and Motivation
Probability of Subordinate Conflict
Decision-Making Strategies Using the Vroom-Yetton Model Autocratic I Strategy
Autocratic II Strategy
Consultative I Strategy
Consultative II Strategy
Levels of Employee
Input
Following
Ownership of Own Product
Advisory
Shared/Participative/Team
Consequences of
Empowerment
Personal
1. Increased job satisfaction for most
2. Stress
a) Decreased stress due to greater control
b) Increased stress due to greater responsibility
Financial
1. Bonuses
2. Pay Increase
Career
1. Increased job security
2. Promotions
3. Increased marketability
Downsizing
Reducing the Impact of Downsizing
Reducing the Impact of
Downsizing
Sign of Problems
Temporary employees
Outsourcing
Selecting the Employees to Be Laid Off
The Announcement
Effects of Downsizing
Victims
To reduce the effects of downsizing, Beyer and
colleagues have this advice for layoff victims:
Immediately tell families
Evaluate the reasons for the job loss
Plan a new course of action and go forward with
confidence
Survivors
Local Community
WORK SCHEDULES
TUJUAN :
Untuk meningkatkan kepuasan employee, motivasi,
and performa
Untuk mengurangi absensi
WORK SCHEDULES
Compressed workweeks
Employee mempunyai kecendrungan untuk
menekan/meng-crompress jam kerjanya lebih banyak dengan mengurangi hari kerja dari biasanya.
Moonlighting
WORK SCHEDULES
Flexible Work Hours
Karyawan diberikan kontrol yang memungkinkan untuk memilih jam untuk bekerja.
bandwith : total jam kerja setiap harinya
core hours : employee wajib kerja pada jam-jam
kerja yang padat
Peak-time Pay
Karyawan paruh waktu akan dibayar lebih tinggi
dibandingkan karyawan yang full time karena mereka
WORK SCHEDULES
Job Sharing
Adanya pembagian jadwal kerja (shift) pada 2 karyawan dengan pembgian waktu kerja.
Work at Home
WORK SCHEDULES
Shift Work
Pergantian jam kerja pada pegawai, baik siang ataupun malam. Adanya shift work disebabkan karena
ketidakcocokkan jadwal pegawai dengan jadwal orang lain.
