Handout PSI 209 PIO Chapter 14
Organizational Development
Dita//Prili//Karel
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
Don’t punish – but give rewards
Managing Change
3 phases
unfreezing moving refreezing
* Steps
Stage 1 Denial
Stage 2 Defense
Stage 3 Discarding
Stage 4 Adaptation
Stage 5 Internalization
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
than the unkown”
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
Training Needs
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
symbol
Empowerment
Making the Decision to Empower
Levels of Employee Input
Empowerment Charts
Consequences of Empowerment
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
Consultative II Strategy
Group I Strategy
I Strategy
Levels of Employee
Input
Following
Ownership of Own Product
Advisory
Shared/Participative/Team
Absolute
Empowerment Charts
Consequences of
Empowerment
Personal
1.
Increased job satisfaction for most
2.
Stress
Decreased stress due to greater control
b)
Increased stress due to greater responsibility
Financial
1.
2.
a)
Bonuses
Pay Increase
Career
1.
Increased job security
2.
Promotions
3.
Increased marketability
4.
Increased chance of being terminated
Downsizing
Reducing the Impact of Downsizing
Effects of Downsizing
Reducing the Impact of
Downsizing
Sign of Problems
Temporary employees
Outsourcing
Selecting the Employees to Be Laid Off
The Announcement
Outplacement Programs
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
The Organization
WORK SCHEDULES
TUJUAN :
Untuk meningkatkan kepuasan employee, motivasi,
and performa
Untuk mengurangi absensi
Fokus kepada penerapan jam kerja
WORK SCHEDULES
Compressed workweeks
Employee mempunyai kecendrungan untuk
menekan/meng-crompress jam kerjanya lebih banyak
dengan mengurangi hari kerja dari biasanya.
Moonlighting
Employee mempunyai pekerjaan yang lebih dari 1 job.
Penyebab : membutuhkan biaya yang lebih banyak.
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
bekerja di jam-jam yang padat
WORK SCHEDULES
Job Sharing
Adanya pembagian jadwal kerja (shift) pada 2 karyawan
dengan pembgian waktu kerja.
Work at Home
Employee bekerja di rumah untuk menyelesaikan
tugasnya daripada di kantor telecommuting.
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.
Dampak negatif : gangguan tidur, gangguan pekerjaan,
dll.
Thank You
Dita//Prili//Karel
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
Don’t punish – but give rewards
Managing Change
3 phases
unfreezing moving refreezing
* Steps
Stage 1 Denial
Stage 2 Defense
Stage 3 Discarding
Stage 4 Adaptation
Stage 5 Internalization
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
than the unkown”
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
Training Needs
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
symbol
Empowerment
Making the Decision to Empower
Levels of Employee Input
Empowerment Charts
Consequences of Empowerment
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
Consultative II Strategy
Group I Strategy
I Strategy
Levels of Employee
Input
Following
Ownership of Own Product
Advisory
Shared/Participative/Team
Absolute
Empowerment Charts
Consequences of
Empowerment
Personal
1.
Increased job satisfaction for most
2.
Stress
Decreased stress due to greater control
b)
Increased stress due to greater responsibility
Financial
1.
2.
a)
Bonuses
Pay Increase
Career
1.
Increased job security
2.
Promotions
3.
Increased marketability
4.
Increased chance of being terminated
Downsizing
Reducing the Impact of Downsizing
Effects of Downsizing
Reducing the Impact of
Downsizing
Sign of Problems
Temporary employees
Outsourcing
Selecting the Employees to Be Laid Off
The Announcement
Outplacement Programs
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
The Organization
WORK SCHEDULES
TUJUAN :
Untuk meningkatkan kepuasan employee, motivasi,
and performa
Untuk mengurangi absensi
Fokus kepada penerapan jam kerja
WORK SCHEDULES
Compressed workweeks
Employee mempunyai kecendrungan untuk
menekan/meng-crompress jam kerjanya lebih banyak
dengan mengurangi hari kerja dari biasanya.
Moonlighting
Employee mempunyai pekerjaan yang lebih dari 1 job.
Penyebab : membutuhkan biaya yang lebih banyak.
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
bekerja di jam-jam yang padat
WORK SCHEDULES
Job Sharing
Adanya pembagian jadwal kerja (shift) pada 2 karyawan
dengan pembgian waktu kerja.
Work at Home
Employee bekerja di rumah untuk menyelesaikan
tugasnya daripada di kantor telecommuting.
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.
Dampak negatif : gangguan tidur, gangguan pekerjaan,
dll.
Thank You