1. mc-unistaff-indonesia1 Pengelolaan Perubahan Perguruan Tinggi

2. mc-unistaff-indonesia2 Mengapa berubah MarketsMarkets CompetitorsCompetitors Suppliers become more globalSuppliers become more global Revolutions in information and technologyRevolutions in information and technology Future educationFuture education People’s quality of lifePeople’s quality of life

3. mc-unistaff-indonesia3 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

4. mc-unistaff-indonesia4 Perubahan Organisasi : Adaptive change Innovative change Radically innovative change Reintroducing a familiar practice Introducing a practice new to the organization Introducing a practice new to the industry LowHigh Degree of complexity, cost and uncertainty Potential for resistance to change

5. mc-unistaff-indonesia5 Dua 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.

6. mc-unistaff-indonesia6 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,  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,

7. mc-unistaff-indonesia7 Model Sistem Perubahan Target Elements of Change Organizing Arrangements Goals Social Factors Methods People Internal * Strengths * Weaknesses External * Opportunities * Threats * Organizational Level * Department/ group level * Individual level Inputs Outputs Strategy

8. mc-unistaff-indonesia8 Forces for change Environmental Market Technology Resources Internal Behavior Processes Performance outcomes Organizational Group Individual Diagnosis of the problem Information Participation Change agent Selection of appropriate intervention Structural Skill/attitude Behavioral Limiting conditions Leadership climate Formal organization Organization culture Implementation of the method Timing Scope Experimentation Evaluation of the method Feedback Adjustment Revision Reinforcement Affect Focus of Leads to As constrained by Model for the Management of Organizational Development Followed by Provision for Feedback

9. mc-unistaff-indonesia9 Kotter’s Steps for Leading Organizational Change StepDescription  Establish a senseUnfreeze the organization by creating a of urgencycompelling reason for why change is needed.  Create the guidingCreate a cross-functional, cross-level group of coalitionpeople with enough power to lead the change.  Develop a visionCreate a vision and strategic plan to guide the and strategychange process.  Communicate theCreate and implement a communication strategy change visionthat consistently communicates the new vision and strategic plan.  Empower broad-Eliminate barriers to change, and use target based actionelements of change to transform the organization. Encourage risk taking and creative problem-solving.

10. mc-unistaff-indonesia10 Kotter’s Steps for Leading Organizational Change (continued) StepDescription  Generate short-Plan for and create short-term “wins” or term winsimprovements. Recognize and reward people who contribute to the wins.  Consolidate gainsThe guiding coalition uses credibility from and produce moreshort-term wins to create more change. changeAdditional people are brought into the change process as change cascades throughout the organization. Attempts are made to reinvigorate the change process.  Anchor newReinforce the changes by highlighting approaches in theconnections between new behaviors and cultureprocesses and organizational success. Develop methods to ensure leadership development and successes.

11. mc-unistaff-indonesia11 Membangun Kemampuan Organisasi Belajar Facilitating factors Learning mode Culture and experience Internal structure and processes An organization’s learning capability Customer satisfaction Organizational performance Sales growth Profitability

12. mc-unistaff-indonesia12 Leadership Roles and Activities for 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 with Leadership Activities Impact Impact Make learning a component X of the vision and strategic objectives Invest in learning X Publicly promote the value X of learning Measure, benchmark, and X track learning Create rewards and symbols X of learning Implement continuous X improvement programs

13. mc-unistaff-indonesia13 Leadership Roles and Activities for Building a Learning Organization (2) Role 1: Role 2: Role 3: Build a Work to Work to Commitment GenerateGeneralize to Learning Ideas with Ideas with Leadership Activities Impact Impact Increase employee X competence through training, or buy talent from outside the organization Experiment with new ideas, X processes, and structural arrangements Go outside the organization X to identify world-class ideas and processes

14. mc-unistaff-indonesia14 Leadership Roles and Activities for 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 with Leadership Activities Impact Impact Identify mental models of X organizational processes Instill systems thinking X throughout the organization Create an infrastructure that X moves ideas across organizational boundaries Rotate employees across X functional and divisional boundaries

15. mc-unistaff-indonesia15 Basic Issues Why people resist change Role of leaders Differences between structural and incremental change Impact of size and complexity

16. mc-unistaff-indonesia16 Why people resist change Change isChange is  Difficult  Painful  Uncertain

17. mc-unistaff-indonesia17 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).

18. mc-unistaff-indonesia18 Resistance to Change Will Organizational Change Be Accepted? Resistance to change : the tendency for employees to be unwilling to go along with organizational changes. Will Organizational Change Be Accepted? Resistance to change : the tendency for employees to be unwilling to go along with organizational changes.

19. mc-unistaff-indonesia19 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. 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.

20. mc-unistaff-indonesia20 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. 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.

21. mc-unistaff-indonesia21 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.

22. mc-unistaff-indonesia22 Role of Leaders Komitmen pimpinan pentingKomitmen pimpinan penting Komitmen kuatKomitmen kuat Meyakinkan bahwa perubahan perlu dilakukanMeyakinkan bahwa perubahan perlu dilakukan Perlindngan dan dorongan terhadap yang terlibat secara mendalam dalam proses perubahanPerlindngan dan dorongan terhadap yang terlibat secara mendalam dalam proses perubahan

23. mc-unistaff-indonesia23 Role of Leaders Pimpinan 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

24. mc-unistaff-indonesia24 The dilemma of changing paradigms FromFrom  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 ToTo  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

25. mc-unistaff-indonesia25 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 PTAda berbagai elemen dalam tubuh PT

26. mc-unistaff-indonesia26 Structural and incremental change Restructuring merupakan perubahan yang mendasarkan pada prosesRestructuring merupakan perubahan yang mendasarkan pada proses Perubahan kalender akademikPerubahan kalender akademik Penggunaan IT dalam administrasi akademikPenggunaan IT dalam administrasi akademik Cara kerja institusiCara kerja institusi Cara pembelajaranCara pembelajaran

27. mc-unistaff-indonesia27 Size and complexity Memperkecil ukuran dengan mempertimbangkan efisiensiMemperkecil ukuran dengan mempertimbangkan efisiensi Social-psychological costSocial-psychological cost KompleksitasKompleksitas Terlalu kompleks menjadi tidak efektif dan kurang produktifTerlalu kompleks menjadi tidak efektif dan kurang produktif Sentralistik > < desentralistik

28. mc-unistaff-indonesia28 Agen Perubahan: External: universities, consulting firms, training agenciesExternal: universities, consulting firms, training agencies Internal: individuals with extraordinary performance from inside organizationInternal: individuals with extraordinary performance from inside organization External-internal: combination of the two aboveExternal-internal: combination of the two above External: universities, consulting firms, training agenciesExternal: universities, consulting firms, training agencies Internal: individuals with extraordinary performance from inside organizationInternal: individuals with extraordinary performance from inside organization External-internal: combination of the two aboveExternal-internal: combination of the two above

29. mc-unistaff-indonesia29 Sudah siapkan berubah ? Terima kasih