Pengelolaan Perubahan Perguruan Tinggi

1. Pengelolaan Perubahan Perguruan Tinggi mc-unistaff-indonesia

2. Mengapa berubah • Markets • Competitors • Suppliers become more global • Revolutions in information and technology • Future education • People’s quality of life mc-unistaff-indonesia

3. Dorongan dari Luar dan dalam Dorongan dari dalam Dorongan dr luar 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 Human Resource Problems/Prospects*Unmet needs *Job dissatisfaction*Productivity *Participation/*Absenteeism and suggestions turnover Managerial Behavior/Decisions* Conflict * Leadership* Reward systems * Structural reorganization Kebutuhan berubah mc-unistaff-indonesia

4. Perubahan Organisasi : Adaptivechange Innovativechange Radicallyinnovativechange Reintroducing afamiliar practice Introducing apractice new to theorganization Introducing apractice new tothe industry Low High • Degree of complexity, cost and uncertainty • Potential for resistance to change mc-unistaff-indonesia

5. Dua jenis Perubahan • First-order change: change that is continuous in nature and involvesno major shiftsin way an organization operates. • Second order change: Radical change, major shiftsinvolving many different levels of the organization and many different aspects of business. mc-unistaff-indonesia

6. Yang mendasari Perubahan Organisasi • Planned change : activities that are intentional, purposive in nature and designed to fulfill some organizational goals. Exp: Changes in products and services , Changes in organizational size and structure, Changes in administrative systems • Unplanned change : shifts in organizational change due to force that are external in nature, those beyond the organization’s control. Exp: Government regulation, Economic competition, mc-unistaff-indonesia

7. Model Sistem Perubahan Target Elements of Change OrganizingArrangements Inputs Outputs Internal* Strengths* Weaknesses External* Opportunities* Threats * OrganizationalLevel* Department/group level* Individuallevel Strategy Goals People Social Factors Methods mc-unistaff-indonesia

8. Forces for • change • Environmental • Market • Technology • Resources • Internal • Behavior • Processes Selection of appropriate intervention Structural Skill/attitude Behavioral Performance outcomes Organizational Group Individual Diagnosis of the problem Information Participation Change agent As constrained by Leads to Focus of Affect Limiting conditions Leadership climate Formal organization Organization culture Implementation of the method Timing Scope Experimentation Evaluation of the method Feedback Adjustment Revision Reinforcement Provision for Followed by Feedback Feedback Model for the Management of Organizational Development mc-unistaff-indonesia

9. Kotter’s Steps for Leading Organizational Change StepDescription • Establish a sense Unfreeze the organization by creating aof urgency compelling reason for why change is needed. • Create the guiding Create a cross-functional, cross-level group ofcoalition people with enough power to lead the change. • Develop a vision Create a vision and strategic plan to guide theand strategy change process. • Communicate the Create and implement a communication strategychange vision that consistently communicates the new vision and strategic plan. • Empower broad- Eliminate barriers to change, and use targetbased action elements of change to transform the organization. Encourage risk taking and creative problem-solving. mc-unistaff-indonesia

10. Kotter’s Steps for Leading Organizational Change (continued) StepDescription • Generate short- Plan for and create short-term “wins” orterm wins improvements. Recognize and reward people who contribute to the wins. • Consolidate gains The guiding coalition uses credibility fromand produce more short-term wins to create more change.change Additional people are brought into the change process as change cascades throughout the organization. Attempts are made to reinvigorate the change process. • Anchor new Reinforce the changes by highlightingapproaches in the connections between new behaviors and culture processes and organizational success. Develop methods to ensure leadership development and successes. mc-unistaff-indonesia

11. Membangun Kemampuan Organisasi Belajar Internalstructure andprocesses Facilitating factors Customer satisfaction Sales growth An organization’s learning capability Organizational performance Learning mode Profitability Culture and experience mc-unistaff-indonesia

12. Leadership Roles and Activitiesfor Building a Learning Organization (1) Role 1: Role 2: Role 3: Build a Work to Work to Commitment Generate Generalize to Learning Ideas with Ideas withLeadership Activities Impact Impact Make learning a component Xof the vision andstrategic objectives Invest in learning X Publicly promote the value Xof learning Measure, benchmark, and Xtrack learning Create rewards and symbols Xof learning Implement continuous Ximprovement programs mc-unistaff-indonesia

13. Leadership Roles and Activitiesfor Building a Learning Organization (2) Role 1: Role 2: Role 3: Build a Work to Work to Commitment Generate Generalize to Learning Ideas with Ideas withLeadership Activities Impact Impact Increase employee Xcompetence throughtraining, or buy talentfrom outside the organization Experiment with new ideas, Xprocesses, and structuralarrangements Go outside the organization Xto identify world-class ideas and processes mc-unistaff-indonesia

14. Leadership Roles and Activitiesfor Building a Learning Organization (3) Role 1: Role 2: Role 3: Build a Work to Work to Commitment Generate Generalize to Learning Ideas with Ideas withLeadership Activities Impact Impact Identify mental models of Xorganizational processes Instill systems thinking Xthroughout the organization Create an infrastructure that Xmoves ideas acrossorganizational boundaries Rotate employees across Xfunctional and divisionalboundaries mc-unistaff-indonesia

15. Basic Issues • Why people resist change • Role of leaders • Differences between structural and incremental change • Impact of size and complexity mc-unistaff-indonesia

16. Why people resist change • Change is • Difficult • Painful • Uncertain mc-unistaff-indonesia

17. Readiness for change : when will organizational change occur? The factors contributing to the benefits of making a change are: • The amount of dissatisfaction with current condition. • The availability of a desirable alternative • The existence of a plan for achieving that alternative. If any of these factors is very low (or zero), the benefits of making a change and the likelihood of change itself, are very low (or zero). mc-unistaff-indonesia

18. Resistance to Change Will Organizational Change Be Accepted? Resistance to change : the tendency for employees to be unwilling to go along with organizational changes. mc-unistaff-indonesia

19. Kendala Individu Economic insecurity: because any changes on the job have the potential to threaten one’s livelihood- by either loss of job or reduced pay-some resistance to change is inevitable. Fear of the unknown: employees derive a sense of security from doing things the same way, knowing who their co-workers will be and to whom they’re supposed to answer from day to day. Disrupting these well-established, comfortable patterns creates unfamiliar conditions, a state of affairs that is often rejected. mc-unistaff-indonesia

20. Threats to social relationships: as people continue to work within organizations, they form strong bonds with their co-workers. Many organizational changes threaten the integrity of friendship groups that provide valuable social rewards. Habit: jobs that are well learned and become habitual are easy to perform. The prospect of changing the way jobs are done challenges people to develop new job skills. Doing this clearly more difficult than continuing to perform the job as it was originally learned. mc-unistaff-indonesia

21. 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. mc-unistaff-indonesia

22. Role of Leaders • Komitmen pimpinan penting • Komitmen kuat • Meyakinkan bahwa perubahan perlu dilakukan • Perlindngan dan dorongan terhadap yang terlibat secara mendalam dalam proses perubahan mc-unistaff-indonesia

23. Role of Leaders Pimpinan tidak ingin berubah • Mengapa pimpinan tidak ingin berubah ? • Apakah perubahan tidak akan terjadi ? berubah berarti perubahan paradigma mc-unistaff-indonesia

24. From Stability Change as disruption Local, point solution Focus o technology National focus One right solution Individuality & competition Hierarchical control Managers and controllers White-male dominated power structures Leaders as generals To Continuous change Change as normal Integrated, systemic solutions Focus on customer needs Global focus Multiple possible solutions Cooperation and collaboration Flatter, flexible networks Coaches, servants, and catalysts Racial, ethnic, gender, and stylistic diversity Leaders as servants The dilemma of changing paradigms mc-unistaff-indonesia

25. Apakah perubahan tidak akan terjadi ? • Institusi PT tidak hanya terdiri dari pimpinan • Perguruan tinggi merupakan suatu organisasi yang unik (khas) • PT merupakan leadership shared • Ada berbagai elemen dalam tubuh PT mc-unistaff-indonesia

26. Structural and incremental change • Restructuring merupakan perubahan yang mendasarkan pada proses • Perubahan kalender akademik • Penggunaan IT dalam administrasi akademik • Cara kerja institusi • Cara pembelajaran mc-unistaff-indonesia

27. Size and complexity • Memperkecil ukuran dengan mempertimbangkan efisiensi • Social-psychological cost • Kompleksitas • Terlalu kompleks menjadi tidak efektif dan kurang produktif • Sentralistik >< desentralistik mc-unistaff-indonesia

28. Agen Perubahan: • External: universities, consulting firms, training agencies • Internal: individuals with extraordinary performance from inside organization • External-internal: combination of the two above mc-unistaff-indonesia

29. Sudah siapkan berubah ? Terima kasih mc-unistaff-indonesia