mc-unistaff-indonesia1 pengelolaan perubahan perguruan tinggi

mc-unistaff-indonesia 1

Pengelolaan Perubahan

Perguruan Tinggi

Pengelolaan Perubahan

Perguruan Tinggi


Mengapa berubah

• MarketsMarkets• CompetitorsCompetitors• Suppliers become more globalSuppliers become more global• Revolutions in information and Revolutions in information and

technologytechnology• Future educationFuture education• People’s quality of lifePeople’s quality of life


Dorongan dari Luar dan dalam

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

Dorongan dr luar

Human Resource Problems/Prospects*Unmet needs *Job dissatisfaction*Productivity *Participation/*Absenteeism and suggestions turnover

Managerial Behavior/Decisions* Conflict * Leadership* Reward systems * Structural

reorganization

Dorongan dari dalam

Kebutuhan berubah


Perubahan Organisasi :

Adaptivechange

Innovativechange

Radicallyinnovative

change

Reintroducing afamiliar practice

Introducing apractice new to the

organization

Introducing apractice new to

the industry

Low High• Degree of complexity, cost and uncertainty• Potential for resistance to change


Dua jenis PerubahanDua 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.

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.


Yang mendasari Perubahan OrganisasiYang mendasari Perubahan Organisasi Planned change : Planned change : activities that are activities that are

intentional, purposive in nature and intentional, purposive in nature and designed to fulfill some organizational designed to fulfill some organizational goals. Exp: goals. Exp: Changes in products and servicesChanges in products and services , , Changes in organizational size and structure, Changes in organizational size and structure, Changes in administrative systemsChanges in administrative systems

Unplanned change : Unplanned change : shifts in shifts in organizational change due to force that organizational change due to force that are external in nature, those beyond the are external in nature, those beyond the organization’s control. Exp: organization’s control. Exp: Government Government regulation, Economic competition,regulation, Economic competition,

Planned change : Planned change : activities that are activities that are intentional, purposive in nature and intentional, purposive in nature and designed to fulfill some organizational designed to fulfill some organizational goals. Exp: goals. Exp: Changes in products and servicesChanges in products and services , , Changes in organizational size and structure, Changes in organizational size and structure, Changes in administrative systemsChanges in administrative systems

Unplanned change : Unplanned change : shifts in shifts in organizational change due to force that organizational change due to force that are external in nature, those beyond the are external in nature, those beyond the organization’s control. Exp: organization’s control. Exp: Government Government regulation, Economic competition,regulation, Economic competition,


Model Sistem PerubahanTarget Elements of Change

OrganizingArrangements

GoalsSocial Factors

Methods

People

Internal* Strengths

* WeaknessesExternal

* Opportunities* Threats

* OrganizationalLevel

* Department/group level* Individual

level

Inputs Outputs

Str

ateg

y


Forces for change

Environmental•Market•Technology•Resources Internal•Behavior•Processes

Performanceoutcomes

OrganizationalGroup Individual

Diagnosis ofthe problem

InformationParticipationChange agent

Selection ofappropriateintervention

StructuralSkill/attitudeBehavioral

Limiting conditions

Leadership climateFormal organizationOrganization culture

Implementation of the method

TimingScopeExperimentation

Evaluation of the method

FeedbackAdjustmentRevisionReinforcement

Affect Focusof

Leadsto

Asconstrainedby

Model for the Management of Organizational Development

Followed by

Provisionfor

FeedbackFeedback


Kotter’s Steps for Leading Organizational Change

StepStep DescriptionDescription Establish a senseEstablish a sense Unfreeze the organization by creating aUnfreeze the organization by creating a

of urgencyof urgency compelling reason for why change is needed.compelling reason for why change is needed. Create the guidingCreate the guiding Create a cross-functional, cross-level group ofCreate a cross-functional, cross-level group of

coalitioncoalition people with enough power to lead the change.people with enough power to lead the change. Develop a visionDevelop a vision Create a vision and strategic plan to guide theCreate a vision and strategic plan to guide the

and strategyand strategy change process.change process. Communicate theCommunicate the Create and implement a communication strategyCreate and implement a communication strategy

change visionchange vision that consistently communicates the new visionthat consistently communicates the new visionand strategic plan.and strategic plan.

Empower broad-Empower broad- Eliminate barriers to change, and use targetEliminate barriers to change, and use targetbased actionbased action elements of change to transform theelements of change to transform the

organization. Encourage risk taking andorganization. Encourage risk taking andcreative problem-solving.creative problem-solving.


Kotter’s Steps for Leading Organizational Change (continued)

StepStep DescriptionDescription Generate short-Generate short- Plan for and create short-term “wins” orPlan for and create short-term “wins” or

term winsterm wins improvements. Recognize and reward peopleimprovements. Recognize and reward peoplewho contribute to the wins.who contribute to the wins.

Consolidate gainsConsolidate gains The guiding coalition uses credibility fromThe guiding coalition uses credibility fromand produce moreand produce more short-term wins to create more change.short-term wins to create more change.changechange Additional people are brought into the changeAdditional people are brought into the change

process as change cascades throughout theprocess as change cascades throughout theorganization. Attempts are made to organization. Attempts are made to reinvigorate the change process.reinvigorate the change process.

Anchor newAnchor new Reinforce the changes by highlightingReinforce the changes by highlightingapproaches in theapproaches in the connections between new behaviors and connections between new behaviors and cultureculture processes and organizational success. Developprocesses and organizational success. Develop

methods to ensure leadership development andmethods to ensure leadership development andsuccesses.successes.


Membangun Kemampuan Organisasi Belajar

Facilitatingfactors

Learningmode

Culture and experience

Internalstructure and

processes

An organization’slearning capability

Customersatisfaction

Organizationalperformance

Salesgrowth

Profitability


Leadership Roles and Activitiesfor Building a Learning Organization (1)

Role 1: Role 2: Role 1: Role 2: Role 3:Role 3:Build aBuild a Work to Work to Work toWork toCommitment Generate Commitment Generate GeneralizeGeneralizeto Learningto Learning Ideas with Ideas with Ideas withIdeas with

Leadership ActivitiesLeadership Activities Impact Impact ImpactImpactMake learning a componentMake learning a component X X

of the vision andof the vision andstrategic objectivesstrategic objectives

Invest in learningInvest in learning X XPublicly promote the valuePublicly promote the value X X

of learningof learningMeasure, benchmark, andMeasure, benchmark, and X X

track learningtrack learningCreate rewards and symbols XCreate rewards and symbols X

of learningof learningImplement continuousImplement continuous X X

improvement programsimprovement programs



Role 1: Role 2: Role 1: Role 2: Role 3:Role 3:Build aBuild a Work to Work to Work toWork toCommitment GenerateCommitment Generate GeneralizeGeneralizeto Learningto Learning Ideas with Ideas with Ideas withIdeas with

Leadership ActivitiesLeadership Activities Impact Impact ImpactImpactIncrease employeeIncrease employee X X

competence throughcompetence throughtraining, or buy talenttraining, or buy talentfrom outside the from outside the organizationorganization

Experiment with new ideas,Experiment with new ideas, X Xprocesses, and structuralprocesses, and structuralarrangementsarrangements

Go outside the organizationGo outside the organization X Xto identify world-class to identify world-class ideas and processesideas and processes



Role 1: Role 2: Role 3:Role 1: Role 2: Role 3:Build aBuild a Work to Work to Work to Work toCommitment Generate GeneralizeCommitment Generate Generalizeto Learningto Learning Ideas with Ideas with Ideas with Ideas with

Leadership ActivitiesLeadership Activities Impact Impact Impact ImpactIdentify mental models ofIdentify mental models of X X

organizational processesorganizational processesInstill systems thinkingInstill systems thinking X X

throughout the organizationthroughout the organizationCreate an infrastructure thatCreate an infrastructure that X X

moves ideas acrossmoves ideas acrossorganizational boundariesorganizational boundaries

Rotate employees acrossRotate employees across X Xfunctional and divisionalfunctional and divisionalboundariesboundaries


Basic Issues

Why people resist changeWhy people resist change

Role of leadersRole of leaders

Differences between structural and Differences between structural and incremental changeincremental change

Impact of size and complexityImpact of size and complexity


Why people resist change

• Change is Change is DifficultDifficult PainfulPainful UncertainUncertain


Readiness for change : when will organizational change Readiness for change : when will organizational change occur?occur?

The factors contributing to the benefits of The factors contributing to the benefits of making a change are:making a change are:

The amount of dissatisfaction with current The amount of dissatisfaction with current condition.condition.

The availability of a desirable alternativeThe availability of a desirable alternative The existence of a plan for achieving that The existence of a plan for achieving that

alternative.alternative.

If any of these factors is very low (or zero), the If any of these factors is very low (or zero), the benefits of making a change and the likelihood of benefits of making a change and the likelihood of change itself, are very low (or zero).change itself, are very low (or zero).


Resistance to ChangeResistance to Change

Will Organizational Change Be Accepted?Will Organizational Change Be Accepted?

Resistance to change : the tendency for Resistance to change : the tendency for employees to be unwilling to go along employees to be unwilling to go along

with organizational changes.with organizational changes.

Will Organizational Change Be Accepted?Will Organizational Change Be Accepted?

Resistance to change : the tendency for Resistance to change : the tendency for employees to be unwilling to go along employees to be unwilling to go along

with organizational changes.with organizational changes.


Kendala IndividuKendala IndividuEconomic insecurityEconomic insecurity: : because any changes on because any changes on

the job have the potential to threaten one’s the job have the potential to threaten one’s livelihood- by either loss of job or reduced livelihood- by either loss of job or reduced pay-some resistance to change is inevitable.pay-some resistance to change is inevitable.

Fear of the unknownFear of the unknown: : employees derive a sense employees derive a sense of security from doing things the same way, of security from doing things the same way, knowing who their co-workers will be and to knowing who their co-workers will be and to whom they’re supposed to answer from day whom they’re supposed to answer from day to day. Disrupting these well-established, to day. Disrupting these well-established, comfortable patterns creates unfamiliar comfortable patterns creates unfamiliar conditions, a state of affairs that is often conditions, a state of affairs that is often rejected.rejected.

Economic insecurityEconomic insecurity: : because any changes on because any changes on the job have the potential to threaten one’s the job have the potential to threaten one’s livelihood- by either loss of job or reduced livelihood- by either loss of job or reduced pay-some resistance to change is inevitable.pay-some resistance to change is inevitable.

Fear of the unknownFear of the unknown: : employees derive a sense employees derive a sense of security from doing things the same way, of security from doing things the same way, knowing who their co-workers will be and to knowing who their co-workers will be and to whom they’re supposed to answer from day whom they’re supposed to answer from day to day. Disrupting these well-established, to day. Disrupting these well-established, comfortable patterns creates unfamiliar comfortable patterns creates unfamiliar conditions, a state of affairs that is often conditions, a state of affairs that is often rejected.rejected.


Threats to social relationshipsThreats to social relationships: : as people as people continue to work within organizations, they continue to work within organizations, they form strong bonds with their co-workers. form strong bonds with their co-workers. Many organizational changes threaten the Many organizational changes threaten the integrity of friendship groups that provide integrity of friendship groups that provide valuable social rewards.valuable social rewards.

HabitHabit: : jobs that are well learned and become jobs that are well learned and become habitual are easy to perform. The prospect habitual are easy to perform. The prospect of changing the way jobs are done challenges of changing the way jobs are done challenges people to develop new job skills. Doing this people to develop new job skills. Doing this clearly more difficult than continuing to clearly more difficult than continuing to perform the job as it was originally learned.perform the job as it was originally learned.

Threats to social relationshipsThreats to social relationships: : as people as people continue to work within organizations, they continue to work within organizations, they form strong bonds with their co-workers. form strong bonds with their co-workers. Many organizational changes threaten the Many organizational changes threaten the integrity of friendship groups that provide integrity of friendship groups that provide valuable social rewards.valuable social rewards.

HabitHabit: : jobs that are well learned and become jobs that are well learned and become habitual are easy to perform. The prospect habitual are easy to perform. The prospect of changing the way jobs are done challenges of changing the way jobs are done challenges people to develop new job skills. Doing this people to develop new job skills. Doing this clearly more difficult than continuing to clearly more difficult than continuing to perform the job as it was originally learned.perform the job as it was originally learned.


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.


Role of LeadersRole of Leaders

• Komitmen pimpinan pentingKomitmen pimpinan penting• Komitmen kuatKomitmen kuat

• Meyakinkan bahwa perubahan Meyakinkan bahwa perubahan perlu dilakukanperlu dilakukan

• Perlindngan dan dorongan Perlindngan dan dorongan terhadap yang terlibat secara terhadap yang terlibat secara mendalam dalam proses mendalam dalam proses perubahanperubahan

23mc-unistaff-indonesia

Role of LeadersRole of Leaders

Pimpinan tidak ingin berubahPimpinan tidak ingin berubah• Mengapa pimpinan tidak ingin berubah ?Mengapa pimpinan tidak ingin berubah ?• Apakah perubahan tidak akan terjadi ?Apakah perubahan tidak akan terjadi ?

berubah berarti perubahan paradigma


The dilemma of changing paradigms

• FromFrom StabilityStability Change as disruptionChange as disruption Local, point solutionLocal, point solution Focus o technologyFocus o technology National focusNational focus One right solutionOne right solution Individuality & competitionIndividuality & competition Hierarchical controlHierarchical control Managers and controllersManagers and controllers White-male dominated White-male dominated

power structurespower structures Leaders as generalsLeaders as generals

• ToTo Continuous changeContinuous change Change as normalChange as normal Integrated, systemic Integrated, systemic

solutionssolutions Focus on customer needsFocus on customer needs Global focusGlobal focus Multiple possible solutionsMultiple possible solutions Cooperation and Cooperation and

collaborationcollaboration Flatter, flexible networksFlatter, flexible networks Coaches, servants, and Coaches, servants, and

catalystscatalysts Racial, ethnic, gender, and Racial, ethnic, gender, and

stylistic diversitystylistic diversity Leaders as servantsLeaders as servants


Apakah perubahan tidak akan terjadi ?

Institusi PT tidak hanya terdiri dari Institusi PT tidak hanya terdiri dari pimpinanpimpinan

Perguruan tinggi merupakan suatu Perguruan tinggi merupakan suatu organisasi yang unik (khas)organisasi yang unik (khas)

PT merupakan leadership sharedPT merupakan leadership shared• Ada berbagai elemen dalam Ada berbagai elemen dalam

tubuh PTtubuh PT


Structural and incremental change

• Restructuring merupakan Restructuring merupakan perubahan yang mendasarkan perubahan yang mendasarkan pada prosespada proses• Perubahan kalender akademikPerubahan kalender akademik• Penggunaan IT dalam Penggunaan IT dalam

administrasi akademikadministrasi akademik• Cara kerja institusiCara kerja institusi• Cara pembelajaranCara pembelajaran


Size and complexity

• Memperkecil ukuran dengan Memperkecil ukuran dengan mempertimbangkan efisiensimempertimbangkan efisiensi• Social-psychological costSocial-psychological cost

• KompleksitasKompleksitas• Terlalu kompleks menjadi tidak efektif Terlalu kompleks menjadi tidak efektif

dan kurang produktifdan kurang produktif• Sentralistik >< desentralistikSentralistik >< desentralistik


Agen Perubahan:Agen Perubahan:

• External: universities, consulting External: universities, consulting firms, training agenciesfirms, training agencies

• Internal: individuals with Internal: individuals with extraordinary performance from extraordinary performance from inside organizationinside organization

• External-internal: combination of External-internal: combination of the two abovethe two above

• External: universities, consulting External: universities, consulting firms, training agenciesfirms, training agencies

• Internal: individuals with Internal: individuals with extraordinary performance from extraordinary performance from inside organizationinside organization

• External-internal: combination of External-internal: combination of the two abovethe two above


Sudah siapkan berubah ?Sudah siapkan berubah ?

Terima kasih

mc-unistaff-indonesia1 pengelolaan perubahan perguruan tinggi

Documents

order change

radical change

change cascades

actionelements of change

organizational level

organizational goals

organizational size

feedback slide