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Managing Change  SACRED COW HUNTS – praktek untuk mengurangi praktek-praktek yang ridak bermanfaat.  The paper cow  The meeting cow  The speed cow.

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Presentasi berjudul: "Managing Change  SACRED COW HUNTS – praktek untuk mengurangi praktek-praktek yang ridak bermanfaat.  The paper cow  The meeting cow  The speed cow."— Transcript presentasi:

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2 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

3 Managing Change 3 phases unfreezing  moving  refreezing * Steps  Stage 1 Denial  Stage 2 Defense  Stage 3 Discarding  Stage 4 Adaptation  Stage 5 Internalization

4 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”

5 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

6 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

7 Empowerment  Making the Decision to Empower  Levels of Employee Input  Empowerment Charts  Consequences of Empowerment

8 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  ConsultativeI Strategy  Consultative II Strategy  Group I Strategy

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

10 Empowerment Charts

11 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 4. Increased chance of being terminated

12 Downsizing  Reducing the Impact of Downsizing  Effects of Downsizing

13 Reducing the Impact of Downsizing  Sign of Problems  Temporary employees  Outsourcing  Selecting the Employees to Be Laid Off  The Announcement  Outplacement Programs

14 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

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

16 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.

17 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

18 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.

19 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.

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