KOH3333 PERUBAHAN & KOMUNIKASI (Unit 4-6) rosli8@streamyx.com.my Unit 4 Konsep & Teori Perubahan Unit 5 Impak Perubahan terhadap ICT Unit 6 Budaya Korporat dan Perubahan Unit 4 Konsep & Teori Perubahan What is "Organizational Change?" Typically, the concept of organizational change is in regard to organization-wide change, as opposed to smaller changes such as adding a new person, modifying a program, etc. Examples of organization-wide change might include a change in mission, restructuring operations, new technologies, mergers, major collaborations, "rightsizing", new programs such as Total Quality Management, reengineering, etc. Some experts refer change as organizational transformation. Often this term designates a fundamental and radical reorientation in the way the organization operates. What Provokes "Organizational Change"? Change should not be done for the sake of change -- it's a strategy to accomplish some overall goal. Usually organizational change is provoked by some major outside driving force (e.g. substantial cuts in funding, address major new markets/clients, need for dramatic increases in productivity/services, etc). Typically, organizations must undertake organization-wide change to evolve to a different level in their life cycle, e.g., going from a highly reactive, entrepreneural organization to more stable and planned development. Transition involving a new chief executive can provoke organization-wide change when his or her new and unique personality spread through the entire organization. Why Organization-Wide Change Difficult to Accomplish? Typically there are strong resistances to change; 1. People are afraid of the unknown. 2. Many people think things are already just fine and don't understand the need for change. 3. Many are inherently cynical about change, particularly from reading about the notion of "change" as if it's a mantra. 4. Many doubt there are effective means to accomplish major organizational change. 5. There are conflicting goals in the organization, e.g., to increase resources to accomplish the change yet concurrently cut costs to remain viable. 6. Organization-wi change often goes against the very values held dear by members in the organization, that is, the change may go against how members believe things should be done. How Organization-Wide Change Best Carried Out? Successful change must; 1. 2. 3. 4. 5. Involve top management, including the board and chief executive, who initially instigates the change by being visionary, persuasive and consistent. Be initiated by a change agent who is responsible to translate the vision to a realistic plan. Involve team-work effort. Be communicated frequently and to all organization members. Sustain and involve the modification of organization structures, including strategic plans, policies and procedures. …Cont’d 6. Involve continuous, increased and sustained communications and education. For example, the leader should meet with all managers and staff to explain reasons for the change, how it generally will be carried out and where others can go for additional information. A plan should be developed and communicated. Plans do change. That's fine, but communicate that the plan has changed and why. Forums should be held for organization members to express their ideas for the plan. They should be able to express their concerns and frustrations as well. Strategies for Managing Change 1. 2. 3. 4. 5. Educate the leaders of change, including both CEOs and managers. Use a "systems" approach to ensure that all aspects of the organization are considered when planning and implementing change. Use a team approach that involves many stakeholders in the change process. Share power with managers and others to encourage the implementation of the change efforts. Make plans, but "hold your plans loosely." Develop plans, but know that they will have to be adapted to change as needs change. Cont’d …Cont’d 6. 7. 8. 9. Realize that there is a tension between establishing readiness for change and the need to get people implementing new approaches quickly. While getting people intellectually ready for change is something to be considered, it should not take so much time and effort that people lose interest and motivation. Provide considerable amounts of training and staff development for those involved. These activities can include everything from holding QCC (quality control circle) group to "on-the-dash" coaching. Choose innovative practices for and with managers that are research-based and "office friendly." Picking approaches that have been used or researched can help the implementation of those approaches. Be prepared for "implementation test." It was noted that things often get worse temporarily before improvement begins to appear. …Cont’d 10. Recognize that change happens only through people. The emotional effects of change on managers need to be considered and understood by all involved in the change process. Understanding resistance and working with it is key factor to change implementation. 11. Help managers and others develop an "intellectual understanding" of the new practices. While the outcomes are important to assess, people also need to understand the underlying meanings and functions of the practices. 12. Seek out "paradigm shifters" and "idea champions" who are interested in making substantial changes in practice. 13. Take the long view; realize that change takes time and should not be forced to occur too quickly. Some General Guidelines to Organization-Wide Change There are a few other basic guidelines to keep in mind; 1. Consider using a consultant. Ensure the consultant is highly experienced in organization-wide change. Ask to see references and check the references. 2. Widely communicate the potential need for change. Communicate what you're doing about it, what was done and how it worked out. 3. Get as much feedback as practical from employees, including what they think are the problems and what should be done to resolve them. If possible, work with a team of employees to manage the change. 4. Don't get wrapped up in doing change for the sake of change. Know why you're making the change. What goal(s) do you hope to accomplish? …Cont’d 5. 6. 7. 8. Have someone in charge of the plan. Plan the change. How do you plan to reach the goals, what will you need to reach the goals, how long might it take and how will you know when you've reached your goals or not? Focus on the coordination of the departments/programs in your organization, not on each part by itself. End up having every employee ultimately reporting to one person, if possible, and they should know who that person is. Job descriptions are often complained about, but they are useful in specifying who reports to whom. The process won't be an "aha!" It will take longer than you think. Cont’d …Cont’d 9. 10. 11. 12. 13. 14. Delegate decisions to employees as much as possible. This includes granting them the authority and responsibility to get the job done. As much as possible, let them decide how to do the project. Keep perspective. Keep focused on meeting the needs of your customer or clients. Take care of yourself first. Organizational change can be highly stressful. Don't seek to control change, but rather to expect it, understand it and manage it. Include closure in the plan. Acknowledge and celebrate your accomplishments. Read some resources about organizational change, including new forms and structures. Some of the reasons why senior management do not support change; 1. They are short term results oriented and most change processes take a long time to achieve results. 2. Managers relate best to quantitative financial results, while most change processes either produce qualitative results or do not translate the results to dollars. 3. Many senior managers do not understand the critical nature of their role in the change process, or what they have to do to visibly support the change. 4. Senior managers often see the change process as a "project or program" rather than an all encompassing and ongoing process. Theory of Change 5 variables that influence change: efficacy present discomfort preferred alternative future emotional security internalization of responsibility Present Discomfort You must have a need for something to be different. Internalization of Responsibility You must realize change is your job, and not the work of others. Emotional Security This can have different meanings at different stages of development, but generally includes safety, identity, attachments, trust in others etc. Efficacy You have the power and ability to influence outcomes. Preferred Alternative Future You must hope for a different future that is worth working for. “It follows that an acceleration in the rate of change will result in an increasing need for reorganization. Re-organization is usually feared, because it means disturbance of the status quo, a threat to people’s vested interests in their jobs, and an upset to established ways of doing things. For these reasons, needed re-organization is often deferred, with a resulting loss in effectiveness and an increase in costs.” Quoted from “The Prince” by Niccolo Machiavelli, 1515 A.D. Communication Channels The medium is the message. -Marshall McLuhan The SMCR Selection Model Are needs of the sender compatible with the attributes of the intended message? Are the messages sent compatible with the channels used? Are the sender’s needs compatible with the channels used? Are the messages compatible with the receivers’ needs? Are the channels utilized compatible with the receivers’ needs? Implications Most effective knowledge-sharing occurs faceto-face Some channels focus more attention on the message, others on the people Different channels require different skills Writing fosters critical thinking Speed often trumps completeness … Cont’d Channel choices affect power relationships Different channels fill particular niches Channel choices send symbolic messages Senders & receivers often evaluate channel effectiveness in different ways Unit 5 Impak Perubahan terhadap ICT IMPAK PERUBAHAN GLOBAL KE ATAS KOMUNIKASI Apa dia Perubahan Global? Berdasarkan perspektif ekonomi, perubahan global atau globalisasi secara ringkas dirujuk sebagai situasi di mana barangan, wang, dan manusia bergerak merentasi sempadan antarabangsa secara bebas tanpa sekatan dan halangan. Komunikasi dalam Era Globalisasi? “Komunikasi yang berlaku apabila manusia terlibat dalam perundingan global, bekerja dalam syarikat yang mengeksport produk dan perkhidmatan, berinteraksi dengan pelanggan dan klien antarabangsa dalam perkampungan global secara siber atau secara konvensyenal - Tidak ada sesiapa yang terkecuali dan tiada siapa yang boleh menghalang proses globalisasi”. Sejarah Globalisasi? 1. Tamadun nomadic (1.5 juta tahun dulu) 2. Tamadun agrarian (sebelum 8000BC) 3. Tamadun transisi (8000BC-1750AD) 4. Tamadun perindustrian (1750-1971) 5. Tamadun informatic (1971-sekarang) yang berasaskan knowledge industries dengan orientasi k-economy. Ciri Individu Manusia dalam Era Globalisasi? “Individu tanpa maklumat tidak boleh melaksanakan tanggungjawab; Individu yang diberi maklumat tidak dapat membantu tetapi mampu menjalankan tanggungjawab”. Ciri Manusia dalam Era Globalisasi (Kes Amerika) • Terdapat 1275 associate di seluruh dunia • 73% memiliki pendidikan peringkat kolej dan universiti • Bertutur dalam lebih 15 bahasa • Berada di 90+ negara yang berlainan Asas Komunikasi Keorganisasian dalam Era Perubahan Global (Rujukan Komunikasi Kemanusiaan) 1. Intrapersonal 2. Interpersonal 3. Kumpulan kecil 4. Keorganisasian 5. Publik -----------------------------------------------------------------------6. Massa (aplikasi ICT) Fenomena Komunikasi Keorganisasian dalam Era Perubahan Global Pengantarabangsaan Komunikasi. Terdapat lambakan maklumat. Sumber dan penerima berkomunikasi secara interaktif. Penglibatan komunikasi secara silang-fungsi. Maklumat adalah komoditi. …Sambungan Substance lebih diutamakan berbanding rhetoric. Struktur maklumat bukan dikuasai oleh sumber tetapi penerima. Jurang maklumat antara komunikator adalah luas. Wujud komunikasi yang bersifat convergence dan divergence. Komunikasi Convergence Mesej komunikasi membawa masyarakat ke satu arah. Perlakuan komunikasi membentuk satu corak institusional yang seragam. Aplikasi ICT mewujudkan kesamaan tindakan antara masyarakat. Penghomegenan sikap, nilai, perlakuan, gaya, muzik dan selainnya. Komunikasi Divergence Globalisasi & modenisasi mentransfomasi maklumat kepada masyarakat dalam bentuk yang berlainan. ICT digunapakai bagi tujuan dan matlamat yang berbeza di antara budaya. Komponen komunikasi (bahasa, budaya, dll) menjadi faktor penghalang kepada convergence. Impak Perubahan Global terhadap Komunikasi Ruang komunikasi tiada sempadan. Sumber komunikasi yang kaya dan berpengaruh akan memonopoli proses, mesej dan alatan komunikasi. Wujud pendominasian komunikasi. Tahap pengkayaan dan pemerolehan maklumat meningkat secara drastik dan mendorong perubahan perlakuan. Peningkatan taraf hidup. Premis Komunikasi Global Perspektif ekonomi - Unit fundamental ekonomi adalah individu dan bukan corporation => ketrampilan komunikasi individu menentukan kejayaan. Modenisasi = modem + isasi. Perkampungan global tanpa sempadan dalam ruang siber. Ciri Keorganisasian dalam Era Perubahan Global Organisasi bersifat virtual. Organisasi sentiasa berubah => stail dan jenis komunikasi turut berubah. Budaya organisasi mempengaruhi kepelbagaian komunikasi. Pekerja organisasi rapat dengan pelanggan dan secara signifikan saling berhubungan secara elektronik. …Sambungan Organisasi berkongsi teknologi dan maklumat. Pekerja organisasi dari pelbagai budaya. Pekerja part-time lebih “diutamakan”. Pekerja bersifat “tidak setia”. Wujud nilai yang dinamik dalam organisasi. Organisasi lebih mengutamakan servis sebagai komoditi utama. Elemen yang Mempengaruhi Perubahan Komunikasi Keorganisasian Struktur organisasi Strategi pengurusan Komunikator Persekitaran Proses dan prosedur 1. Struktur organisasi Perhubungan antara unit atau komponen organisasi menentukan fungsi dan tanggungjawab komunikasi. 2. Strategi pengurusan Matlamat komunikasi organisasi ditentukan oleh tindakan bersistematik dan peruntukan sumber. 3. Komunikator Setiap kakitangan yang bertanggungjawab mengurus maklumat dianggap sebagai sebahagian produk dan jenama serta berfungsi sebagai ambassador organisasi. 4. Persekitaran Rekabentuk organisasi mempengaruhi komitmen komunikasi.Dimensi rekabentuk organisasi melibatkan budaya, ruang, masa dan sempadan. 5. Proses dan prosedur Proses sosial dalam organisasi yang melibatkan pendekatan perundingan, agihan kuasa dan politik organisasi mempengaruhi kejayaan komunikasi. Proses operasional yang melibatkan sistem maklumat, proses pembuatan, belanjawan dan proses kawalan mengelakkan salahfaham komunikasi. Kritik terhadap Komunikasi dalam Era Perubahan Global Jurang komunikasi semakin luas antara negara maju dengan membangun; sumber yang bermaklumat dengan penerima yang kurang maklumat. Wujud penjajahan maklumat oleh negara kaya terhadap negara miskin melalui proses pengintegrasian dan perkongsian yang dianggap sebagai “non-colonial”. Pendekatan Integrasi “Non-Kolonial” Pengambilalihan tanggungjawab penstrukturan pembangunan ICT oleh pakar (dari negara maju & kaya?) melalui perkongsian teknologi dalam semua aspek pembangunan menggunakan platform latihan, pendidikan, kerjasama dan sebagainya. Halangan Komunikasi Keorganisasian terhadap Perubahan Global Halangan organisasi - dalaman. “Perunding” yang berbeza beroperasi di negara yang berbeza - konflik kepentingan. Halangan budaya. Halangan bahasa. Isu keselamatan. Strategi Pemerkasaan Komunikasi Era Globalisasi Perkongsian maklumat/mesej secara adil bagi peningkatan ilmu secara sejagat. Pengurangan monopoli komunikasi. Komunikasi berfungsi sebagai katalis untuk mewujudkan rasa hormat dan kepercayaan untuk berkongsi ilmu. Ketrampilan komunikasi individu menjadi asas ketrampilan organisasi. Halangan akan Datang Kepelbagaian fahaman politik dan ideologi. Penglobalisasian enteprais domestik. Ekspektasi pengguna yang meningkat. Infrastruktur komunikasi yang lemah. Premis akan Datang Transfomasi rangkaian komunikasi mengurangkan kos komunikasi, tetapi sebaliknya meningkatkan amaun maklumat. Jarak komunikasi tidak menjadi penentu keberkesanan komunikasi. Kesimpulan Komunikasi adalah keperluan sejadi manusia. Perubahan global adalah suatu insiden. Komunikasi dalam era globalisasi adalah suatu permulaan. Agenda Perubahan Pengurusan Malaysia dalam Era Digital/Siber 1. Kronologi Tamaddun Manusia 2. Fenomena Era Maklumat 3. Persediaan Menghadapi Ledakan Maklumat 4. Pengenalan Kepada Kerajaan Elektronik 5. Projek-projek Perintis 6. Faedah dan Cabaran 7. Rumusan Kronologi Tamaddun Manusia Zaman Batu Zaman Pembaharuan Zaman Industri Zaman Era Maklumat Persediaan Ke Arah Era Maklumat KESEDARAN PENGETAHUAN INTERAKSI The Haves and The Have-Nots • Haves – Kaya Maklumat • The Have-Nots – Miskin Maklumat “ Pada masa hadapan ini sesiapa yang tidak memahami komputer akan menghadapi kesulitan sama dengan orang yang tidak pandai membaca pada masa ini ” Ciri-ciri Komputer KELAJUAN/Speed BOLEH DI PERCAYAI/Reliable SIMPANAN/Storage Capability PRODUKTIVITI/Productivity MEMBUAT KEPUTUSAN/Decision Making JIMAT/Cost Reduction Kegunaan Komputer Grafik Perdagangan Tenaga Pengangkutan Penulisan Perbankan Pertanian Pendidikan …Sambungan Kegunaan Peribadi Perubatan Robotik Sains Latihan Komunikasi Kerajaan KORIDOR RAYA MULTIMEDIA (MSC) MSC boundary KLCC PETALING JAYA KL Tower Country heights CYBERJAYA PUTRAJAYA AIRPORT CITY KLIA “Multimedia Utopia” • Kawasan seluas 750 km persegi di selatan Kuala Lumpur • Sebuah kawasan percambahan ide dalam bidang pengurusan, penyelidikan, pembuatan dan penyebaran maklumat serta produk berunsurkan multimedia • Infrastruktur fizikal yang bertaraf dunia serta rangkaian multimedia 2.5 – 10 GB APLIKASI PERDANA MSC 3. Kelompok Penyelidikan & Pembangunan 2. Kad Pintar Pelbagai Guna 4. Kerajaan Elektronik 5. Jaringan Pengilangan Dunia 1. Sekolah Bestari E-Perniagaan 6. Pemasaran Tanpa Sempadan 7. Teleperubatan VISI KERAJAAN ELEKTRONIK Kerajaan Dengan Orang Ramai/Perniagaan • *Kemudahan Akses • *Kualiti perkhidmatan • *Pelbagai saluran penyampaian perkhidmatan KESELAMATAN PIAWAIAN VISI Dalaman Agensi *Penambahbaikkan Proses Merubah corak perkhidmatan melalui penggunaan teknologi maklumat dan multimedia • *Pembangunan sumber manusia PERUNDANGAN Antara Agensi • *Aliran maklumat yang licin • *Pangkalan data berdasarkan amalan terbaik • *Peningkatan keupayaan menganalisis maklumat DEFINISI DAN OBJEKTIF KERAJAAN ELEKTRONIK Definisi Pentadbiran secara elektronik yang merombak semula prosesproses kerja dalaman, mengubah corak perkhidmatan yang diberikan dan menghubungkan agensi-agensi Kerajaan melalui teknologi maklumat dan multimedia bagi mewujudkan persepakatan antara anggotaanggota Kerajaan, syarikat swasta dan orang awam ke arah pembangunan negara Objektif 1.Menyediakan perkhidmatan yang cekap dan berkualiti secara elektronik 2.Menyelaraskan prosesproses kerja dalaman bagi meningkatkan kualiti, menjimatkan kos dan meningkatkan produktiviti 3.Mengukuhkan keselamatan maklumat serta menjamin privasi 4.Meningkatkan penglibatan orang awam dalam Kerajaan 5.Mewujudkan Kerajaan yang telus dan akauntabel SKOP KERAJAAN ELEKTRONIK Kerajaan Perniagaan • 25 Kementerian • 219 Jabatan Persekutuan/ Badan Berkanun • 346 Jabatan & Badan Berkanun Negeri • 144 Penguasa Tempatan • Jumlah Pekerja : 950,000 Rakyat • 400,000 perbadanan • 1.6 juta perkongsian/perniagaan • 23 juta penduduk PROJEK-PROJEK PERINTIS EP Perolehan Elektronik eServices Public Places (kiosks) Payment Consortium Private Sector Services Financial Network SP1 Other Government Services Homes/ Business Premises IVR/ Web Phone TV SP2 GP PC Fax SP3 Approved Site Utility Bill Payment EG*Net Road Transport Dept GMPC Magnetic Connection Contact Optical eSERVICES Jabatan Pengangkutan Jalan Pendaftaran Pemandu & Kenderaan, Perkhidmatan Pelesenan dan Saman (termasuk penjadualan dan pengambilan Ujian Memandu) Tenaga Nasional Berhad (TNB) Bayaran Bil Utiliti Kementerian Kesihatan Pendaftaran Pemandu dan Kenderaan, Perkhidmatan Pelesenan dan Saman, Bayaran Bil Utiliti dan Maklumat Kesihatan Secara On-Line Maklumat Kesihatan Secara On-line Telekom Malaysia Berhad (TM) Bayaran Bil Utiliti eProcurement BUYING AND SELLING VIA THE NET Phase 1 Suppliers publish Catalogues on EP Supplier Registration/ Central Contract Suppliers receive orders from Government Government Users browse catalogues & place orders online Government publishes Request For Tender on EP for new supplies Government awards contract to Suppliers Phase 2 Suppliers submit quotations Direct Purchase, Quotation, Tendering ePEROLEHAN Proses Perolehan Kerajaan bagi barangan dan perkhidmatan secara on-line Pemilihan Produk •Katalog Elektronik Pilih Pembekal •Perolehan E •Pengesahan E •Kawalan Peruntukan Keluar Pesanan Pembelian •Serahan Elektronik •Penerimaan Pesanan Pembelian Tunai Pesanan •Pengesanan pesanan •Pengakuan Penghantaran •Invois Bayar Pesanan •Pemadanan pembayaran •Penghubungan Lejar •Pembayaran E Kontrak Pusat, Pembelian Terus, Sebutharga dan Tender Pengurusan Agensi •Pengurusan Profil Agensi •Pengurusan Profil Pengguna Pengurusan Pembekal •Pengurusan Profil Pembekal •Pengurusan Profil Pengguna Pengurusan Produk •Pengurusan Kontrak •Pengurusan Produk dan Katalog PERSEKITARAN PEJABAT ELEKTRONIK An electronic office environment to enhance productivity through better information management, communications and collaboration • Check electronic mail, meeting schedule, and filtered news • Accessing documents online • Assigning tasks electronically SISTEM MAKLUMAT PENGURUSAN SUMBER MANUSIA Menyediakan fungsi pengurusan sumber manusia sepenuhnya kepada Kerajaan untuk membangun dan mengurus sumber manusia Perancangan Sumber Manusia Pengambilan Penempatan Fungsi Operasi Pengesahan Jawatan Taraf Pencen Latihan Kebajikan Pekerja Pengurusan Gaji Kenaikan Pangkat Pesaraan Fungsi Pengurusan TERAS SISTEM PEMANTAUAN PROJEK Mewujudkan persekitaran usahasama bagi mengurus projekprojek pembangunan dengan lebih baik Penyediaan maklumat yang konsisten dan menepati masa Maklumat boleh diperolehi pada bilabila masa Keupayaan membuat analisa impak sosial, simulasi dan ramalan (Fasa 2) PMS Kemudahan menyediakan laporan mengikut keperluan Mempunyai ciri dan fungsi grafik dan multimedia Penyeragaman kod-kod projek Penghantaran maklumat serta merta 1223-055681-1706 BURSA BURUH ELEKTRONIK Pusat setempat bagi memperolehi maklumat pasaran buruh dan pemadanan pencari kerja dengan kekosongan pekerjaan • Menyatuka n statistik prospektif pekerjaan Kaunseling PENCARI KERJA Pendaftaran Pencari Kerja PERKHIDMATAN ADUAN DAN KAUNSELING PENEMPATAN Maklumat Calon Pemberitahuan Penempatan Data *Labour Market Database Sistem Job Clearing Pendaftaran Kekosongan MAJIKAN LMD PERKHIDMATAN KAUNTER PENDAFTARAN PERKHIDMATAN PEMADANAN KERJA DAN TEMUDUGA • Mengemaskini pendaftaran prospektif majikan dengan kekosongan • Mengemaskini pendaftaran pencari kerja/pemohon • Mengagihkan permohonan pencari kerja/pemohon dan maklumat kekosongan • Melaksanakan pemadanan pekerjaan • Mengagihkan pemadanan pekerjaan eSPKB Cross-EG eSPKB – Sistem Perancangan Kawalan Belanjawan Elektronik - Integrasi antara aplikasi EG dengan sistem JAN ePerolehan AGO/SAD BAS AG HQ PMS Information Broker SPKB Server EFT E-Services HRMIS PTJ SPKB users Bank PERKHIDMATAN AWAM YANG LEBIH DINAMIK Penyampaian Perkhidmatan Kerajaan kepada keperluan Rakyat: Menerusi pelbagai saluran 24 jam sehari, 7 hari seminggu tanpa mengira lokasi. Menggunakan pendekatan pelbagai perkhidmatan melalui satu saluran penyampaian atau “single window” …sambungan PERKHIDMATAN AWAM YANG LEBIH DINAMIK Mewujudkan sebuah organisasi dengan: Kakitangan Perkhidmatan Awam yang berpengetahuan dan kaya maklumat Pekerja yang celik IT Proses-proses yang teratur dan terkemas PERKONGSIAN INFRASTRUKTUR Infrastruktur IT yang dikongsi bersama penggunaanya seperti: Rangkaian Pengurusan perkakasan/perisian (Enterprise Management) Pusat Data (Data Centre) Pusat Pemulihan Bencana Meja Bantuan TUJUAN Mengurangkan duplikasi sumber-sumber berikut: Infrastruktur Tenaga Kerja Kos PERKONGSIAN PINTAR Mengalakkan kerjasama melalui Perkongsian Pintar Penglibatan sektor swasta dalam projek EG Penglibatan institusi tempatan dan luaran PENGGUNAAN TEKNOLOGI TERKINI Seiring dengan perkembangan IT global Melalui penggunaan teknologi komunikasi, IT dan multimedia yang bersesuaian dan terkini KEBAIKAN KEPADA NEGARA Good Governance Menghasilkan pemerintahan yang lebih terbuka, telus serta meningkatkan kebertanggungjawaban Potensi tinggi terhadap menyumbang kepada ekonomi negara melalui k-ekonomi dan e-ekonomi MENCAPAI WAWASAN 2020 Potensi KDNK per kapita dalam AS$ (‘000) tahun 1992 16 Potensi melalui pendekatan IT 14 12 10 Sasaran wawasan 2020 8 6 4 2 0 1992 1996 2000 2004 Source: EPU; IMF; World Bank; McKinsey analysis 2008 2012 2016 2020 Jangkaan berasaskan pendekatan industri ISU DAN CABARAN • Penyelarasan UsahaUsaha Pembangunan IT • Integrasi dan Interoperabiliti MANUSIA STRATEGI KERAJAAN ELEKTRONIK • “Liat” menerima perubahan • Kepakaran IT • Pemindahan Teknologi • Pengeluaran produk IT bertaraf dunia • Pengurusan teknologi yang pelbagai dan usang • Keselamatan dan Kerahsiaan TEKNOLOGI • Perekayasaan Proses PROSES STRATEGI Penyelarasan usaha-usaha pembangunan ICT Agenda IT Negara (NITA) MSC Jawatankuasa-jawatankuasa yang berkaitan (NITC, JITIK,MTN, SITC, dan sebagainya) Integrasi dan Interoperabiliti Integrasi merentasi aplikasi dan sistem sedia ada Pelaksanaan polisi dan standard ICT TEKNOLOGI Pengeluaran produk IT bertaraf dunia Teknologi terkini Keupayaan konsortium Keberkesanan kos Pengurusan teknologi yang pelbagai dan usang Keselamatan dan Kerahsiaan PROSES Perekayasaan Proses Urusan (Business Process Engineering) Di setiap peringkat dalam organisasi MANUSIA “Liat” Menerima Perubahan • • Memerlukan anjakan paradigma Perlu mengurus perubahan Kepakaran ICT • • • Kekurangan kepakaran dalam bidang ICT Campuran kompetensi dan kepakaran Latihan Pemindahan Teknologi (TOT) • Kurang usaha TOT dalam bidang operasi, penyelenggaraan dan pengubahsuaian RUMUSAN Kakitangan Perkhidmatan Awam perlu bersedia menerima perubahan ICT How to Communicate Change Effectively? Timing Messages Channels Safety Valves Tactics Effectiveness Strategy Audience Analysis Contextual Analysis A. Contextual Analysis 1. Key Issues - Culture - Non-complex & manageable - Advantageous over past practices - Benefits observable - Key relationships - Employee reactions …Cont’d 2. Principles -Need to thoroughly understand org. context -Need to assess type of change -Need to understand implications of the change -Need to anticipate possible resistance points -Need to sustain focused flexibility Assessing Type of Change Receiver’s Perspective Routine Sender’s Perspective Routine Non-routine Non-routine B. Audience Analysis 1. Issues -Major groups -How impacted -Resistance points -Communication preferences -“Lions” …Cont’d 2. Principles - What is persuasive to one group may not be persuasive to another - What is a specific point of resistance to one group may not be to another - Influence is unequally distributed C. Strategy 1. Issues - Unifying vision - Communication objectives for all groups - Unique objectives for specific groups …Cont’d 2. Principles - Persuasion is a process - Spend communication resources wisely * Need * Remedy * Disadvantages - Allocate resources according to AA D. Tactics Issues Principles Channels @Use richer channels for more non-routine changes Messages @Link messages to pre-existing thought patterns @Always discuss upside & downside Timing @Balance managing expectations & dissent …Cont’d Issues Principles Safety Valves @ Legitimize employee concerns Monitor @ Look for continuous improvement ideas Who @ Match people’s skills with task Unit 6 Budaya Korporat & Perubahan Corporate Culture (Definition) “Consists of a set of symbols, ceremonies, and myths that communicate the underlying values and beliefs of that organization to its employees.” Corporate Culture; * Limits range of movement * Makes movement possible * Does NOT cause movement The Necessity of Culture Range of possible beliefs Transforming power into strength Provides an efficient coordination mechanism May be unreflective and disorderly Basic principles Employees are at once the consequence, creators, and carriers of culture Cultural values are reflected in a variety of ways (overt & subtle) Culture changes but it does so slowly Cultural values are necessarily few, because values inevitably conflict Communicating the Culture Objectives - Commitment to organizational goals - Move from the objective to the subjective Use the culturation process Link values to behaviors Manage information appropriately Develop the right symbols & ceremonies Tell the right stories I-We-Them-It principle I = treatment of individuals We = treatment of the group Them = treatment of the customer It = how the company feels about what it does Stated & Unstated Culture Stated Culture - The ideal state Unstated Culture - The actual state They are always disconnected. The critical question is how disconnected the stated and unstated culture really are. Stated Unstated Change Readiness Wheel (from Shannon Coman in collaboration with Tim Dickenson at Immunex) How to use the Change Readiness Wheel: Use the Change Readiness Wheel to help assess your organization’s readiness for a change that you are considering. If you decide to go forward with the change, use it to help plan interventions that will prepare for successful implementation. …Cont’d @In each concentric ring of the circle, list one of the stakeholder groups who will be involved with the change. @Assess each group’s readiness for change in each area, or slice (as described on the next page) of the wheel. …Cont’d Use (R) RED-not ready, needs lots of work; (Y) YELLOW-needs some work; (G) GREEN-ready. Look at this wheel to indicate where you need to work to prepare for a smooth implementation of the change. On the following slide page, the Stakeholder Awareness and Involvement table is another tool that can be used to assess each stakeholder group’s readiness for change, and progress toward full involvement. Project Name -- Phase # Organizational Culture and Structure Plan for Ongoing Support and Management Historical Success in Implementing System Changes Y G G Y R Y Y R R Y Y Vision Clarity and Value Proposition G Y G R Y REnd Users Y Y R Y Y Y Y Project Team Competency in this area Y G G Y Y G G Steering Committee Executives G Resistance Sponsorship Project Leadership and Accountability Stakeholder Awareness and Involvement AUDIENCE / STATUS Unaware Somewhat Understand Willing / Aware / Aware Committed X End-Users O ProjectTeam Steering Committee Executives All Company X X= O= Z= X O O Z Where They Are Today Where They Need to Be Today Where They Need to Be By Rollout Actively Involved Z X OZ X OZ Z Change Readiness Definitions Vision Clarity/Value Proposition: 1. How clear is the stated direction and goal for the project? 2. What is the desired future state, and what is the desired outcome? 3. Is the value of the project to the business clear? Sponsorship: 1. Are the necessary resources being allocated to the project? 2. Do project leaders have the authority and decisionmaking ability to successfully lead and implement? 3. Do they have support from all areas participating in the change? …Cont’d Project Leadership/Accountability: 1. Is there a clearly identified leader of the project? 2. Is the direction clear? 3. Are the goals and measures for success clearly stated? 4. Is someone clearly accountable for the success of the project? Resistance: 1. What resistance is observed, both explicitly and implicitly, to the change? Competency in this area: 1. How competent are those involved in the project with the new skill tool, or implementation methodology? …Cont’d Historical Success: 1. How successful have we been with past big system changes? Plan for Ongoing: 1. Is there a plan for ongoing leadership and support of this change? Organizational Culture/Structure: 1. Will the organization’s culture and structure support the change? 2. What challenges need to be addressed? 3. How significant is the change? Interdepartmental Communication (The inherent nature of departmentalization) Definition separation Functional Physical Budgetary Authoritatively Problems with Departmentalization Uncoordinated decisions Unnecessary conflict Lack of understanding Overlapping responsibilities Poor performance Time delays/wasted time Contributing factors to IDC Language Priority differences Few direct rewards/punishments Category dissimilarity Nonverbal Addition/multiplication problem Resolution Principles Must be mutual Requires continual effort Create sensitivity not edicts Seek structural changes Build company context (values) Short –term projects Job switching Company wide seminars Co-authored articles New product presentations Brainstorming sessions Show & Tell Quizzes Long-term Projects Job rotation Redesign accounting procedures Company wide gatherings Change office design Communication policy Matrix organization Dangers of IDC Time Expense Overload Lack of decisiveness Over consultation Groupthink Benefits of IDC Avoid misunderstandings Avoid antagonisms More creativity/innovation Learning organization Increase employee commitment Managing Data, Information Knowledge, & Action Business isn’t complicated. The complications arise when people are cut off from information they need. John F. Welch, CEO of GE Myths More data is better. Information is a commodity Information is knowledge. D-I-K-A Model Concepts - Data = Representations of reality - Information = Data which provides relevant clues or news - Knowledge = The framework or schema for organizing the relationships between pieces of information. - Action = The deeds or decisions made based on knowledge …Cont’d Relationships Skills - Data gathering - Information managing - Knowledge managing - Action Variations on the model D-I-K loop K-A loop I-A loop Others Managing the D-I Relationship Like a watch - Timely - Accurate - Relevant Determine what employees really need to know Increase efficiency of transmission Pay attention to the form of information …Cont’d Be alert of communication chains Generate both soft & hard data Recognize & manage all the information networks Managing the I-K Relationship Consider the source’s credibility Be aware of how the hierarchy affects the flow & availability of information Acknowledge what you don’t know Reconcile the tension between the facts and theory Organize the same info. differently Managing the K-A relationship 50% of organization decisions never get fully implemented Create strategic knowledge-sharing communities Reevaluate the role of reports Applying the D-I-K-A Model D - I -k-a The company generates a lot of data and information but does very little with it. D - I -----------K---A 9-12 months The company generates useful data and information but takes a long time to act on it.