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Organizational Development

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

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Organizational Development

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  1. Organizational Development Dita//Prili//Karel

  2. Managing Change • SACRED COW HUNTS – praktekuntukmengurangipraktek-praktek yang ridakbermanfaat. • 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 • Consultative I 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 • Increased job satisfaction for most • Stress • Decreased stress due to greater control • Increased stress due to greater responsibility • Financial • Bonuses • Pay Increase • Career • Increased job security • Promotions • Increased marketability • 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.

  20. Thank You

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