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2 Learning Outcomes Pada akhir pertemuan ini, diharapkan mahasiswa akan mampu : Mahasiswa dapat menunjukkan cara melakukan rekayasa kembali proses bisnis (BPR)

3 Outline Materi Pengaruh End-user computing dalam perubahan organisasi Pentingnya rekayasa proses bisnis(BPR) Empat tahap dalam BPR : Diagnosis, (Re)Design, Implementation dan Institutionalization

BackNextEndBackNextEnd 12-4 Copyright Prentice Hall, 2002 Business Process and Job (Re)Design

BackNextEndBackNextEnd 12-5 Copyright Prentice Hall, 2002 Learning Objectives Recognize how end-user computing introduces change at the organizational, work group, and individual levels throughout the organization. Explain why business process redesign is a critical competence for contemporary organizations. Describe the four basic phases of business process redesign methodology. Explain the difference between command-and- control management and empowerment. Describe how to establish boundaries to create empowerment while maintaining appropriate managerial control.

BackNextEndBackNextEnd 12-6 Copyright Prentice Hall, 2002 Learning Objectives Discuss the need for job (re)design. Differentiate between task analysis and job analysis. Identify various approaches to business process and job redesign. Explain the major characteristics of jobs that motivate workers. Identify core job dimensions to be considered when designing jobs. Choose appropriate techniques for redesigning jobs. Evaluate the way organizations are using technology to redesign jobs. 2

BackNextEndBackNextEnd 12-7 Copyright Prentice Hall, 2002 Business Processes, Work Groups, and Jobs Structure People –Both workers and customers Process Technology

BackNextEndBackNextEnd 12-8 Copyright Prentice Hall, 2002 Business Process Redesign (BPR) Diagnosis (Re)Design 1.Initial process redesign 2.Process walkthrough 3.Prototype 4.Pilot testing 5.Final process design

BackNextEndBackNextEnd 12-9 Copyright Prentice Hall, 2002 Business Process Redesign (BPR) Implementation –Implementation plan –Initial field implementation –Phased rollout Institutionalization

BackNextEndBackNextEnd Copyright Prentice Hall, 2002 Approaches to Job Design Job enlargement and job rotation Job enrichment –Job characteristics approach Skill variety Task identity Task significance Autonomy Job feedback

BackNextEndBackNextEnd Copyright Prentice Hall, 2002 – Sociotechnical (Systems) Approach –Quality of work life (QWL) programs –Empowerment –Perspectives on job design approaches Approaches to Job Design

BackNextEndBackNextEnd Copyright Prentice Hall, 2002 The Relationship Between Technology, Business Process, & Job Design IT changes jobs several ways –Procedures for completing tasks may change –Job boundaries may change –Automation creates new tasks –Technology creates new tasks

BackNextEndBackNextEnd Copyright Prentice Hall, 2002 The Relationship Between Technology, Business Process, & Job Design Computer-mediated work –Coping with computer logic –Worker frustration –Altered social structure De-skilling versus enhancing jobs Changes in organizational structure and communications Technology as an enabler for job and work group design

BackNextEndBackNextEnd Copyright Prentice Hall, 2002 The Redesign of Jobs Characteristics of motivating jobs –Work seen as meaningful –Workers responsible for results –Workers know their results –Growth satisfaction –Meeting employee’s desire for growth

BackNextEndBackNextEnd Copyright Prentice Hall, 2002 The Redesign of Jobs Designing jobs for individuals –Task combination –Forming natural work units –Establish client relationships –Vertically loading jobs –Establishing feedback channels

BackNextEndBackNextEnd Copyright Prentice Hall, 2002 The Redesign of Jobs Designing self-managing work groups –Criteria for group effectiveness Work group meets or exceeds standards of quality and quantity Group experience meets personal needs of members Social process maintains or enhances capability of members to work together –Composition of work groups

BackNextEndBackNextEnd Copyright Prentice Hall, 2002 The Redesign of Jobs Analyzing opportunities for work redesign –Consultants –Mission statement of the work unit –Work flow analysis –Observations and interviews –Survey instruments –Physical layout

BackNextEndBackNextEnd Copyright Prentice Hall, 2002 The Redesign of Jobs Technology, business process, and job design in perspectiveTechnology, business process, and job design in perspective –Improved performance –Rethinking the way products and services are produced and delivered –Technology as an enabler

BackNextEndBackNextEnd Copyright Prentice Hall, 2002 Summary Accountability Authority Business process redesign (or reengineering) Command and control management Computer-mediated work Core business process De-skilling Empowerment Enhancing Job Job design Job enlargement Job enrichment Job rotation Quality of work life (QWL) Responsibility Self-managing work groups Sociotechnical systems Third wave management Two-factor theory of motivation Key Terms:

BackNextEndBackNextEnd Copyright Prentice Hall, 2002 Next: Innovation and Strategic Planning

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