1. Pertemuan 26 Solusi Bisnis Terintegrasi Matakuliah: M0034 /Informasi dan Proses Bisnis Tahun: 2005 Versi: 01/05

2. Learning Outcomes Pada akhir pertemuan ini, diharapkan mahasiswa akan mampu : Menghubungkan solusi bisnis yang terintegrasi

3. Outline Materi Klasifikasi Perubahan organisasi Prinsip dasar menangani perubahan

4. Lanjutan Dari Pertemuan 25

5.  The McGraw-Hill Companies, Inc., 2000 Irwin/McGraw-Hill Types of Organizational Change n Organizational change can be classified according to its scope and depth. ä Developmental change is the improvement of an existing system ä Transitional change is the implementation of a known new state ä Transformational change is the emergence of a new state.

6.  The McGraw-Hill Companies, Inc., 2000 Irwin/McGraw-Hill Types of Organizational Change n Some important questions to ask when determining the type of change best suited for an organization include: ä How far do we want to go? Is it too far or not far enough? ä What type of result do we want: short term or long term? ä How much change can the organization absorb in on change and cumulatively? ä Can the changes contemplated be presented positively? If not, why? ä What happens if we don’t change?

7.  The McGraw-Hill Companies, Inc., 2000 Irwin/McGraw-Hill Deciding When to Change n The decision about when to change is as important as what to change and how much to change. ä Change when things are going well. ä Change when results are mixed. ä Change demanded by a full-fledged crisis.

8.  The McGraw-Hill Companies, Inc., 2000 Irwin/McGraw-Hill Managing Change and Creating a Common Vision n Organization Culture n Participation n Performance Evaluation n Dysfunctional Human Behaviour

9.  The McGraw-Hill Companies, Inc., 2000 Irwin/McGraw-Hill Organization Culture n Each organization has a unique culture that distinguishes it from all others. n Changes should support rather than challenge the organization’s culture.

10.  The McGraw-Hill Companies, Inc., 2000 Irwin/McGraw-Hill Participation n Allowing people to participate in identifying the problem, the solution approach, and the final product is the most powerful technique for creating a common vision and the support to achieve it.

11.  The McGraw-Hill Companies, Inc., 2000 Irwin/McGraw-Hill Performance Evaluation n Because changes often alter people’s responsibilities, organization and system changes often impact the way individual performance should be measured and evaluated. n Unless the performance evaluation process is updated, changes may obscure personal performance, thus creating disincentives for supporting the proposed changes.

12.  The McGraw-Hill Companies, Inc., 2000 Irwin/McGraw-Hill Dysfunctional Human Behaviour n Most dysfunctional human behaviour is manifest in one, or more, of three ways: ä Aggression involves any attempt by an individual or group to damage the organization or its information system. ä Projection involves any effort to blame the system for problems that people face. ä Avoidance involves any attempt to avoid using the system.

13.  The McGraw-Hill Companies, Inc., 2000 Irwin/McGraw-Hill Culture Strategy Business processes IT architecture (technical/ application) Measurements Stewardships and structures Culture S3 Culture S2 Culture S1 Business processes/ events Information technology Measurements Strategy People and structures IS Professionals Provide Integration and Structure

14.  The McGraw-Hill Companies, Inc., 2000 Irwin/McGraw-Hill Responsibilities for Managing Change n Management should: ä Openly support efforts to continually improve all aspects of the organization. ä Determine timing for enterprise-wide changes. ä Approve suggestions for improvement. ä Monitor progress of approved changes and insure that measurement systems are adjusted quickly. ä Assist in resolving problems resulting from change.

15.  The McGraw-Hill Companies, Inc., 2000 Irwin/McGraw-Hill Responsibilities for Managing Change n Employees should: ä Commit to continual individual and organization improvement. ä Actively participate in suggesting and implementing changes. ä Demand creative solutions to business and information problems.

16.  The McGraw-Hill Companies, Inc., 2000 Irwin/McGraw-Hill Responsibilities for Managing Change n Change agents (those who guide or develop the business solutions) should: ä Understand the impact of IT as a change agent. ä Deal with problems in a timely and effective manner.

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