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1 THE HR & ORG. CHANGE STRATEGY SuperMotivation for SuperPeople By Siswoyo Haryono.

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Presentasi berjudul: "1 THE HR & ORG. CHANGE STRATEGY SuperMotivation for SuperPeople By Siswoyo Haryono."— Transcript presentasi:

1 1 THE HR & ORG. CHANGE STRATEGY SuperMotivation for SuperPeople By Siswoyo Haryono

2 2 CHANGE FROM PRESIDENT TO PRESIDENT

3 3 POTRET APBN PENDIDIKAN TAHUNREALISASI (% Total APBN) SKENARIO ,55 % ,76 % ,18 % ,60 % ,00 %9,90 % 20069,10 %12,01 % ,8 %14,68 % ,8 %17,40 % 2009…?20,10 % Sumber : Diolah dari berbagai sumber.

4 4 APBN PENDIDIKAN vs BELANJA PUSAT TAHUNAPBNBELANJA PUSAT (RP T) PENDIDIKAN (Rp. T) ,4255,316, ,0268,124, ,0281,533, ,0296, ,6310,054, ,6325,965,5 Sumber : Diolah dari berbagai sumber.

5 5 Mengapa Indonesia Terpuruk? Sumber daya manusia Indonesia masih sangat lemah utk mendukung perkembangan industri dan ekonomi. Penyebab utama : pemerintah Indonesia selama ini tidak pernah menempatkan pendidikan sebagai prioritas utama. Masyarakat Indonesia, mulai dari yang awam hingga politisi dan pejabat pemerintah, lebih berorientasi mengejar materi untuk memperkaya diri sendiri dan tidak pernah berfikir panjang dan jauh ke depan. (Sumber : Profesor Toshiko Kinosita, Guru Besar Universitas Waseda Jepang)

6 6 WE NEED CHANGE

7 7 RATIONAL CHANGE

8 8 STEP BY STEP CHANGE

9 9 Teori “Human Capital” Nilai penting pendidikan adalah suatu investasi sumber daya manusia yang dengan sendirinya akan memberi manfaat moneter ataupun non-moneter. Investasi pendidikan yang diperlukan bagi bangsa Indonesia sebenarnya harus terlebih dahulu mengarah pada pendidikan dasar dan bukan pendidikan yang super canggih. Menurut UNESCO, proses pendidikan pada pendidikan dasar setidaknya harus bertumpu pada 4 (empat) pilar, yaitu learning to know, learning to do, learning to be, dan learning to live together. (Sumber : Walter W. McMahon dan Terry G. Geske (2000) dalam bukunya yang berjudul “Financing Education: Overcoming Inefficiency and Inequity”, University of Illionis, USA)

10 10 The lists of seven groups of skills wanted by employers. Knowing How to Learn Reading, Writing and Computation Communication Skills: Speaking and Listening Effectively Adaptability Skills: Solving Problems and Thinking Creatively Developmental Skills: Managing Personal and Professional-Growth Group Effectiveness: Interpersonal Skills, Teamwork and Negotiation Skills Influencing Skills: Organised Effectiveness and Leadership

11 11 SuperMotivation for SuperPeople 69% manager operasi dunia mengeluh masalah utama adalah kurangnya motivasi kerja (lack of motivation) 73% pekerja memiliki motivasi menurun dibandingkan awal2 bekerja 84% mengaku dpt bekerja dg baik jika mau melaksanakannya 50% mengatakan bekerja secukupnya utk dpt mempertahankan posisinya Sumber : Spitzer R. Dean (2000;3),SuperMotivation, Amacom.

12 PERFORMANCE = ABILITY X MOTIVATION (Only 10 – 30% used) 12 HR Performance

13 13 CONTOH KEBERHASILAN The LENOVO Affair Kebangkitan Raksasa Komputer China (Lianxiang) mengambilalih IBM-PC dg Kaitian (h. 186). Akuisisi seharga US $ 13 milliar, menjadikan perusahaan komputer terbesar ke 3 di dunia. Lenovo bagaikan Ular Makan Gajah Sony-Ericsson Proton-Nissan

14 14 Jumlah Jam Kerja/Tahun NegaraTh. 60, Jam kerja / tahun Th Jepang2,4502,017 USA1,957 Inggris1,911 Germany1.870 France1.680

15 15 RAHASIA BISNIS JEPANG Tidak mudah menyerah Tidak takut pada cobaan dan kesusahan Menjaga harga diri dan kehormatan bangsa Melakukan pekerjaan dengan sungguh-sungguh Disiplin Kerja keras Semangat Bushido Sistem organisasi : hubungan interpesonal baik Mementingkan kepentingan anggota Dialog Tidak membuat keputusan secara sewenang-wenang

16 16 Jalan cepat Selalu mengejar waktu Tidak membuang waktu, bergerak cepat Pencatatan waktu Bekerja dalam tim Senam sebelum kerja Mempelajari SOP sebelum bekerja Patuh pd perusahaan Mau melakukan apa saa demi perusahaan Stanadar mutu produk Disiplin samurai Inovasi Pekerja kreatif

17 17 What is SuperMotivation? Self-sustaining, organization-wide and high motivation Motivation is not difficult to attain, Motivation tends to be much more difficult to sustain Reducing demotivators, adding motivators

18 18 What is SuperMotivation? Self-sustaining, organization-wide and high motivation A B LOW MOTIVATIONHIGH NUMBER OF EMPLOYEESNUMBER OF EMPLOYEES

19 19 The Motivating Cycle High energy Positive/E- nergizing Emotions Posotive Thought Productive/ Creative Behavior

20 20 The De-motivating Cycle Low/Moderate energy Negative/E- nergizing Emotions Negative Thought Routine/ Negative Behavior Energy Dissipation

21 21 The Eight Human Desire Desire for Activity Desire for Ownership Desire for Power Desire for Affiliation Desire for Competence Desire for Achievement Desire for Recognition Desire for Meaning

22 22 Identifying and Defeating Demotivator Politics Unclear expectation Unnecessary Rules Poorly designed work Unproductive meetings Lack of follow up Constant change Internal competition Dishonesty Hypocrisy Withholding information

23 23 Unfairness Discouraging responses Criticism Capacity underutilization Tolerating poor performance Being taken for granted Management invisibility Over control Being forced to do Poor-quality work

24 24 Personal and Organizational Change Styles In order to lead change effectively, it is crucial to understand personal and organizational change styles. This paper provide questions and inventories that can help us begin to understand our personal and organization's change styles.

25 25 I. PC Styles We need to gain a greater awareness of our personal change style as well as those of the people with whom we work. We will learn what causes resistance to change; the characteristics of those who are adept at change; and the shifts in personal learning which are important for working effectively with ongoing change.

26 26 Tips for Managing Personal Change Listed below are some guidelines for managing change in your work life: Identify what is in your control to change. Identify your options. Create a support system. Examine your attitude. Remain flexible. Give yourself a break. Strive to achieve balance and perspective.

27 27 Pace of Change It is important to know one’s own pace of change and not set oneself up for failure by going too fast or too slow. Individual pace of change depends on the following five factors: Safety: The need to feel secure before trying something new. Specificity: The need to start small and be specific. Age: You are less able to make changes and to adapt as you get older. Time: Allows you to break old habits. Attitude: Your belief that you can’t change to become self-fulfilling prophecy.

28 28 Working Effectively With On-Going Change FromTo Being closedBeing open Denying feelingsExpressing feelings Being defensiveAccepting feedback Clinging toEmbracing ConventionExperimentation Being suspiciousTrusting others Being guardedBeing spontaneous Avoiding conflictFacing conflict Being rigidBeing flexible Showing a façadeBeing sincere Shallow perceptionsDeep perceptions Distorted self-awarenessAccurate self-awareness

29 29 II. Org. Change Styles We need to gain a greater awareness of organizational changes. We will learn group dynamics and the organizational capacity for change and learning. Key Points, for successful organizational change, you must: Secure executive commitment and sponsorship. Set aside resources. Empower the Core Team. Instill a "no flex" project schedule. Prepare and support employees.

30 30 WORK GROUP DEVELOPMENT FromTo Surface DiscussionDepth discussion CompetitivenessCollaboration Guarding informationSharing information Denying feelingsExpressing feelings UndercuttingSupporting Unaware of group processAware of group process Not using the group as a resourceUsing all of the group as a resource Win/lose conflictWin/win conflict Apathy to group goalsCommitment to group goals Self-enhancementContribution to group action

31 31 INTERGROUP RELATION FromTo CompetitionsCollaboration Win/lose conflictWin/win conflict Destructive (fighting)Constructive (helping) One-sidedShared Rejecting others’ points of viewAccepting others’ points of view Others as enemiesOthers as colleagues SuspicionTrust Commitment to group goalsCommitment to total organizational goals

32 32 Organizational Capacity for Change and Learning FromTo Doing only what is plannedTaking advantage of opportunity Decisions made by the few (elite)Decisions made by many (stakeholders) Mandated rulesDiscretionary guidelines Managing by tellingManaging by transforming Individual performanceGroup (collegial) performance People as specialistsPeople as generalists Defending past actionsDiscovering new actions Preserving serenityValuing internal argument and debate

33 33 PENUTUP "When planning for one year, there's nothing better than planting grain, When planning for ten years, there's nothing better than planting trees, When planning for a lifetime, there's nothing better than planting men” Sumber : Guanzi ( BC).

34 34 REFERENCES An Wan Saeng (2007) Rahasia Bisnis Orang Jepang, Mizan Media Utama, Bandung Jimmy Auw (2007). The Lenovo Affair, Kebangkitan Rakasasa Komputer Cina dan Pengambilalihannya terhadap IBM-PC, PT Elexmedia Komputindo, Jakarta Spitzer R Dean (1996), SuperMotivation, A Blueprint for Energizing Tour Organization from Top to Bottom, American Management Association Com.

35 35 The End. Thank You


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