Organizational Development DitaPriliKarel Managing Change SACRED COW HUNTS

  • Slides: 20
Download presentation
Organizational Development Dita//Prili//Karel

Organizational Development Dita//Prili//Karel

Managing Change SACRED COW HUNTS – praktek untuk mengurangi praktek -praktek yang ridak bermanfaat.

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

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

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

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

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 Levels of Employee Input Empowerment Charts Consequences of Empowerment

Making the Decision to Empower Factors in Making Decision to Empower Importance of Decision

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 II Strategy Group I Strategy

Levels of Employee Input Following Ownership of Own Product Advisory Shared/Participative/Team Absolute

Levels of Employee Input Following Ownership of Own Product Advisory Shared/Participative/Team Absolute

Empowerment Charts

Empowerment Charts

Consequences of Empowerment Personal 1. 2. Increased job satisfaction for most Stress a) b)

Consequences of Empowerment Personal 1. 2. Increased job satisfaction for most Stress a) b) Financial 1. 2. Decreased stress due to greater control Increased stress due to greater responsibility Bonuses Pay Increase Career 1. 2. 3. 4. Increased job security Promotions Increased marketability Increased chance of being terminated

Downsizing Reducing the Impact of Downsizing Effects of Downsizing

Downsizing Reducing the Impact of Downsizing Effects of Downsizing

Reducing the Impact of Downsizing Sign of Problems Temporary employees Outsourcing Selecting the Employees

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

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 : ü ü ü Untuk meningkatkan kepuasan employee, motivasi, and performa

WORK SCHEDULES TUJUAN : ü ü ü Untuk meningkatkan kepuasan employee, motivasi, and performa Untuk mengurangi absensi Fokus kepada penerapan jam kerja

WORK SCHEDULES Compressed workweeks Employee mempunyai kecendrungan untuk menekan/mengcrompress jam kerjanya lebih banyak dengan

WORK SCHEDULES Compressed workweeks Employee mempunyai kecendrungan untuk menekan/mengcrompress 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

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

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

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

Thank You

WITCH HUNTS THE ENLIGHTENMENT European Witch Hunts EuropeanWITCH HUNTS THE ENLIGHTENMENT European Witch Hunts European
ORGANIZATIONAL BEHAVIOR Organizational Change Organizational Culture THE ORGANIZATIONORGANIZATIONAL BEHAVIOR Organizational Change Organizational Culture THE ORGANIZATION
Mad Cow Disease Effects of Mad Cow diseaseMad Cow Disease Effects of Mad Cow disease
How to clone a cow Cow A KSHow to clone a cow Cow A KS
Picture Dictionary Chicken Pig Cow pig cow tailPicture Dictionary Chicken Pig Cow pig cow tail
Holy Cow Consulting Holy Cow ConsultingPO Box 304Holy Cow Consulting Holy Cow ConsultingPO Box 304
HOW NOW SHADER COW CS 519 Shader CowHOW NOW SHADER COW CS 519 Shader Cow
Cow The cow is the most common typeCow The cow is the most common type
Picture Dictionary Chicken Pig Cow pig cow tailPicture Dictionary Chicken Pig Cow pig cow tail
Dirty COW Race Condition Attack Outline Dirty COWDirty COW Race Condition Attack Outline Dirty COW
Holy Cow Consulting Holy Cow Consulting PO BoxHoly Cow Consulting Holy Cow Consulting PO Box
What is that cat cow cat cow eatsWhat is that cat cow cat cow eats
Mad Cow Disease Zoonotic Disease FKHUB MAD COWMad Cow Disease Zoonotic Disease FKHUB MAD COW
Sacred Cow vs Bum Steer Cost Benefit ofSacred Cow vs Bum Steer Cost Benefit of
Lesson One Science Is Not a Sacred CowLesson One Science Is Not a Sacred Cow
Lesson One Science Is Not a Sacred CowLesson One Science Is Not a Sacred Cow
BBQ the Sacred Cow Rethinking Instruction in ClinicalBBQ the Sacred Cow Rethinking Instruction in Clinical
Organizational Change What is Organizational Change v TheOrganizational Change What is Organizational Change v The
CHAPTER 14 ORGANIZATIONAL CHANGE INTRODUCTION Organizational change mayCHAPTER 14 ORGANIZATIONAL CHANGE INTRODUCTION Organizational change may