KOH3333KOH3333PERUBAHAN & KOMUNIKASIPERUBAHAN & KOMUNIKASI(Unit 4-6)(Unit 4-6)

rosli8@pd.jaring.myrosli8@pd.jaring.my

Unit 4Unit 4Konsep & Teori PerubahanKonsep & Teori Perubahan

Unit 5Unit 5Impak Perubahan terhadap ICT Impak Perubahan terhadap ICT

Unit 6Unit 6Budaya Korporat dan PerubahanBudaya Korporat dan Perubahan

Unit 4Unit 4Konsep & Teori Konsep & Teori

PerubahanPerubahan

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, re-engineering, 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 CarriedOut? Successful change must;1. Involve top management, including the board and chief

executive, who initially instigates the change by being visionary, persuasive and consistent.

2. Be initiated by a change agent who is responsible to translate the vision to a realistic plan.

3. Involve team-work effort. 4. Be communicated frequently and to all organization

members. 5. 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. Educate the leaders of change, including both CEOs and managers.

2. Use a "systems" approach to ensure that all aspects of the organization are considered when planning and implementing change.

3. Use a team approach that involves many stakeholders in the change process.

4. Share power with managers and others to encourage the implementation of the change efforts.

5. Make plans, but "hold your plans loosely." Develop plans, but know that they will have to be adapted to change as needs change.

Cont’dCont’d

…Cont’d6. 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.

7. 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.

8. 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.

9. Be prepared for "implementation test." It was noted that things often get worse temporarily before improvement begins to appear.

…Cont’d10. 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 ChangeThere 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’d5. Have someone in charge of the plan.6. 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.

7. 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.

8. The process won't be an "aha!" It will take longer than you think.

Cont’dCont’d

…Cont’d9. 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.

10. Keep perspective. Keep focused on meeting the needs of your customer or clients.11. Take care of yourself first. Organizational change can

be highly stressful. 12. Don't seek to control change, but rather to expect it, understand it and manage it. 13. Include closure in the plan. Acknowledge and celebrate your accomplishments.14. 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 Theory of Change 5 variables that influence 5 variables that influence

change:change:

present present discomfortdiscomfort

emotional securityemotional securityinternalization of internalization of

responsibilityresponsibility

preferred preferred alternative alternative

futurefuture

efficacefficacyy

Present DiscomfortPresent Discomfort

You must have a need for something

to be different.

Internalization of ResponsibilityInternalization of Responsibility

You must realize change is your job, and not the work of others.

Emotional SecurityEmotional Security

This can have different meanings at different stages of development, but generally includes safety, identity, attachments, trust in others etc.

EfficacyEfficacy

You have the power and ability

to influence outcomes.

Preferred Alternative FuturePreferred Alternative Future

You must hope for a different future that is

worth working for.

Quoted from “The Prince” by Niccolo Machiavelli, 1515 Quoted from “The Prince” by Niccolo Machiavelli, 1515 A.D.A.D.

“It follows that an acceleration in the rate of change will result in an increasing need for re-organization. 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.”

Communication ChannelsCommunication Channels

The medium is the message.

-Marshall McLuhan

The SMCR Selection ModelAre 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?

ImplicationsMost effective knowledge-sharing occurs face-

to-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’dChannel choices affect power relationships

Different channels fill particular niches

Channel choices send symbolic messages

Senders & receivers often evaluate channel effectiveness in different ways

Unit 5Unit 5Impak Perubahan Impak Perubahan

terhadap ICTterhadap 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. Intrapersonal2. Interpersonal3. Kumpulan kecil4. Keorganisasian5. 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 ConvergenceMesej 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 DivergenceGlobalisasi & 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 KomunikasiRuang 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 GlobalPerspektif 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 GlobalOrganisasi 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.

…SambunganOrganisasi 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 organisasiStrategi pengurusanKomunikatorPersekitaranProses dan prosedur

1. Struktur organisasi1. Struktur organisasiPerhubungan antara unit atau komponen Perhubungan antara unit atau komponen organisasi menentukan fungsi dan organisasi menentukan fungsi dan tanggungjawab komunikasi.tanggungjawab komunikasi.

2. Strategi pengurusanMatlamat komunikasi organisasi ditentukan oleh tindakan bersistematik dan peruntukan sumber.

3. Komunikator3. KomunikatorSetiap kakitangan yang Setiap kakitangan yang bertanggungjawab mengurus maklumat bertanggungjawab mengurus maklumat dianggap sebagai sebahagian produk dianggap sebagai sebahagian produk dan jenama serta berfungsi sebagai dan jenama serta berfungsi sebagai ambassadorambassador organisasi. organisasi.

4. PersekitaranRekabentuk organisasi mempengaruhi komitmen komunikasi.Dimensi rekabentuk organisasi melibatkan budaya, ruang, masa dan sempadan.

5. Proses dan prosedurProses 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 GlobalJurang 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 GlobalisasiPerkongsian 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 DatangKepelbagaian fahaman politik dan ideologi.

Penglobalisasian enteprais domestik.

Ekspektasi pengguna yang meningkat.

Infrastruktur komunikasi yang lemah.

Premis akan DatangTransfomasi rangkaian komunikasi

mengurangkan kos komunikasi, tetapi sebaliknya meningkatkan amaun maklumat.

Jarak komunikasi tidak menjadi penentu keberkesanan komunikasi.

KesimpulanKomunikasi adalah keperluan sejadi manusia. Perubahan global adalah suatu insiden. Komunikasi dalam era globalisasi adalah suatu permulaan.

Agenda Perubahan PengurusanMalaysia dalam Era Digital/Siber

1. Kronologi Tamaddun Manusia2. Fenomena Era Maklumat3. Persediaan Menghadapi Ledakan

Maklumat4. Pengenalan Kepada Kerajaan

Elektronik5. Projek-projek Perintis6. Faedah dan Cabaran7. Rumusan

Kronologi Tamaddun Manusia

Zaman BatuZaman Batu

Zaman PembaharuanZaman Pembaharuan

Zaman IndustriZaman Industri

Zaman Era MaklumatZaman 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

MSC boundaryPETALING JAYA

KLCC

KLIA

AIRPORT CITY

Country heights

PUTRAJAYA

KL Tower“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

CYBERJAYA

KORIDOR RAYA MULTIMEDIA (MSC)

APLIKASI PERDANA MSC

E-Perniagaan6. Pemasaran

Tanpa Sempadan

3. Kelompok Penyelidikan & Pembangunan

5. Jaringan Pengilangan

Dunia

4. Kerajaan Elektronik

7. Teleperubatan

1. Sekolah Bestari

2. Kad Pintar Pelbagai Guna

VISI KERAJAAN ELEKTRONIK

Kerajaan Dengan Orang Ramai/Perniagaan

• *Kemudahan Akses• *Kualiti perkhidmatan

• *Pelbagai saluran penyampaian perkhidmatan

Dalaman Agensi

*Penambahbaikkan Proses

• *Pembangunan sumber manusia

Antara Agensi

• *Aliran maklumat yang licin• *Pangkalan data berdasarkan

amalan terbaik• *Peningkatan keupayaan

menganalisis maklumat

VISI

Merubah corak perkhidmatan

melalui penggunaan

teknologi maklumat dan

multimedia

PIAWAIAN KESELAMATAN

PERUNDANGAN

DEFINISI DAN OBJEKTIFDEFINISI DAN OBJEKTIFKERAJAAN ELEKTRONIKKERAJAAN ELEKTRONIK

Objektif

1.Menyediakan perkhidmatan yang cekap dan berkualiti secara elektronik

2.Menyelaraskan proses-proses 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

Definisi Pentadbiran secara

elektronik yang merombak semula proses-proses kerja dalaman, mengubah corak

perkhidmatan yang diberikan dan menghubungkan agensi-

agensi Kerajaan melalui teknologi maklumat dan

multimedia bagi mewujudkan persepakatan

antara anggota-anggota Kerajaan, syarikat swasta dan orang awam ke arah

pembangunan negara

• 25 Kementerian• 219 Jabatan Persekutuan/ Badan Berkanun • 346 Jabatan & Badan Berkanun Negeri • 144 Penguasa Tempatan• Jumlah Pekerja : 950,000

• 400,000 perbadanan• 1.6 juta perkongsian/perniagaan

• 23 juta penduduk

SKOP KERAJAAN ELEKTRONIK

Kerajaan

Perniagaan

Rakyat

PROJEK-PROJEK PERINTISPROJEK-PROJEK PERINTIS

EP

Perolehan Elektronik

GOEPersekitaran

Pejabat Generik

PMSSistem

PemantauanProjek

eSERVICESPendaftaran Pemandu

dan Kenderaan, Perkhidmatan

Pelesenan dan Saman, Bayaran Bil Utiliti dan Maklumat Kesihatan

Secara On-Line

HRMISSistem

MaklumatPengurusan

SumberManusia

ELXBursa Buruh

Elektronik

eServiceseServices

Connection

Optical

Magnetic

Contact

Homes/ BusinessPremises

Approved Site

PC Fax

GP

Public Places(kiosks)

Financial Network

PaymentConsortium

SP2SP3

EG*Net

SP1

Utility Bill PaymentOther Government Services

Private Sector

Services

Road Transport Dept

GMPC

WebTV

IVR/Phone

eSERVICES

Pendaftaran Pemandu & Kenderaan, Perkhidmatan Pelesenan dan Saman (termasuk penjadualan dan pengambilan Ujian Memandu)

Tenaga Nasional Berhad (TNB)

Bayaran Bil Utiliti

Telekom Malaysia Berhad (TM)

Kementerian Kesihatan

Pendaftaran Pemandu dan Kenderaan,

Perkhidmatan Pelesenan dan Saman, Bayaran Bil

Utiliti dan Maklumat Kesihatan Secara On-

Line

Maklumat Kesihatan Secara On-line

Jabatan Pengangkutan Jalan

Bayaran Bil Utiliti

BUYING AND SELLING VIA THE NET

Supplier Registration/Central Contract

Direct Purchase,Quotation, Tendering

Suppliers publish Catalogues on EP

Government Users browse catalogues & place orders online

Government publishes Request For Tender on EP for new supplies

Suppliers submit quotations

Suppliers receive orders from Government

Government awards contract to Suppliers

Phase 1

Phase 2

eProcurementeProcurement

Pemilihan Produk

Pilih Pembek

al

Keluar Pesanan Pembelia

n

Tunai Pesanan

Bayar Pesanan

Pengurusan Produk

Pengurusan Agensi

Pengurusan Pembekal

•Katalog Elektronik

•Perolehan E•Pengesahan E•Kawalan Peruntukan

•Serahan Elektronik

•Penerimaan Pesanan Pembelian

•Pengesanan pesanan

•Pengakuan Penghantaran

•Invois

•Pemadanan pembayaran

•Penghubungan Lejar

•Pembayaran E

•Pengurusan Profil Agensi

•Pengurusan Profil Pengguna

•Pengurusan Profil Pembekal

•Pengurusan Profil Pengguna

•Pengurusan Kontrak

•Pengurusan Produk dan Katalog

Kontrak Pusat, Pembelian Terus, Sebutharga dan Tender

ePEROLEHAN

Proses Perolehan Kerajaan bagi barangan dan perkhidmatan secara on-line

• Check electronic mail, meeting schedule, and filtered news

• Accessing documents online

• Assigning tasks electronically

An electronic office environment to enhance productivity through better information management, communications and collaboration

PERSEKITARAN PEJABAT ELEKTRONIKPERSEKITARAN PEJABAT ELEKTRONIK

SISTEM MAKLUMAT PENGURUSAN SISTEM MAKLUMAT PENGURUSAN SUMBER MANUSIASUMBER MANUSIA

TERAS

Pesaraan

Kenaikan Pangkat

Pengurusan Gaji

Latihan

Taraf Pencen

Pengesahan Jawatan

Penempatan

Pengambilan

Perancangan Sumber Manusia

KebajikanPekerja

Fungsi Fungsi OperasiOperasi

Fungsi Fungsi PengurusanPengurusan

Menyediakan fungsi pengurusan sumber manusia sepenuhnya kepada Kerajaan untuk membangun dan mengurus sumber manusia

SISTEM PEMANTAUAN PROJEK

Maklumat boleh diperolehi pada bila-bila masaPenyediaan maklumat

yang konsisten dan menepati masa

PMS

Mempunyai ciri dan fungsi grafik dan multimedia

Penyeragaman kod-kod projek

Penghantaran maklumat serta merta

Kemudahan menyediakan laporan mengikut keperluan

Keupayaan membuat analisa impak sosial, simulasi dan ramalan (Fasa 2)

1223-055681-1706

Mewujudkan persekitaran usahasama bagi mengurus projek-projek pembangunan dengan lebih baik

MAJIKAN

PENCARI KERJA

PENEMPATAN

PERKHIDMATAN PEMADANAN KERJA

DAN TEMUDUGA

PERKHIDMATAN KAUNTER

PENDAFTARAN

PERKHIDMATAN ADUAN DAN KAUNSELING

Kaunseling

Pendaftaran Pencari Kerja

Pendaftaran Kekosongan

Maklumat Calon

Pemberitahuan Penempatan

• Menyatukan statistik prospektif pekerjaan

• 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

Sistem Job Clearing

BURSA BURUH ELEKTRONIKPusat setempat bagi memperolehi maklumat pasaran buruh dan pemadanan pencari kerja

dengan kekosongan pekerjaan

LMDData

*Labour Market Database

eSPKB – Sistem Perancangan Kawalan Belanjawan Elektronik

- Integrasi antara aplikasi EG dengan sistem JAN

BAS

AGO/SAD

EFT

SPKBServer

PTJ

SPKB users

ePerolehan

Bank

AG HQ

Information Broker

E-Services

PMS

HRMIS

eSPKB Cross-EG

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”

Mewujudkan sebuah organisasi dengan:

Kakitangan Perkhidmatan Awam yang berpengetahuan dan kaya maklumat

Pekerja yang celik IT

Proses-proses yang teratur dan terkemas

…sambunganPERKHIDMATAN AWAM

YANG LEBIH DINAMIK

PERKONGSIAN INFRASTRUKTUR

Infrastruktur IT yang dikongsi bersama penggunaanya seperti:

Rangkaian Pengurusan perkakasan/perisian

(Enterprise Management) Pusat Data (Data Centre) Pusat Pemulihan Bencana Meja Bantuan

Mengurangkan duplikasi sumber-sumber berikut: Infrastruktur Tenaga Kerja Kos

TUJUAN

PERKONGSIAN PINTAR

Mengalakkan kerjasama melalui Perkongsian Pintar

Penglibatan sektor swasta dalam projek EG

Penglibatan institusi tempatan dan luaran

Seiring dengan perkembangan IT global

Melalui penggunaan teknologi komunikasi, IT dan multimedia yang bersesuaian dan terkini

PENGGUNAAN TEKNOLOGI 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

Source: EPU; IMF; World Bank; McKinsey analysis

16

14

12

10

8

6

4

2

0

Potensi melalui pendekatan IT

Sasaran wawasan 2020

Jangkaan berasaskan pendekatan industri1992 1996 2000 2004 2008 20202012 2016

Potensi KDNK per kapita dalam AS$ (‘000) tahun 1992

MENCAPAI WAWASAN 2020MENCAPAI WAWASAN 2020

ISU DAN CABARAN

KERAJAANELEKTRONIK

PROSES

TEKNOLOGIMANUSIA

STRATEGI

• “Liat” menerima perubahan• Kepakaran IT• Pemindahan Teknologi

• Penyelarasan Usaha-Usaha Pembangunan IT

• Integrasi dan Interoperabiliti

• Pengeluaran produk IT bertaraf dunia

• Pengurusan teknologi yang pelbagai dan usang

• Keselamatan dan Kerahsiaan

• Perekayasaan 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

Pengurusan teknologi yang pelbagai dan usang

Keselamatan dan Kerahsiaan

Pengeluaran produk IT bertaraf dunia

Teknologi terkini

Keupayaan konsortium

Keberkesanan kos

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

Kakitangan Perkhidmatan Awam perlu bersedia menerima perubahan ICT

RUMUSAN

How to Communicate Change Effectively?How to Communicate Change Effectively?

Contextual Analysis

Audience Analysis

Strategy

TacticsChannels

Messages

Timing

Safety Valves

Effectiveness

A. Contextual AnalysisA. 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 ChangeAssessing Type of Change

Routine

Non-routine

Routine

Non-routine

Receiver’s Perspective

Sender’sPerspective

B. Audience AnalysisB. 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. StrategyC. 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. TacticsD. Tactics

Principles

@Use richer channels for more non-routine changes

@Link messages to pre-existing thought patterns

@Always discuss upside & downside

@Balance managing expectations & dissent

Issues

Channels

Messages

Timing

……Cont’dCont’d

Principles

@ Legitimize employee concerns

@ Look for continuous improvement ideas

@ Match people’s skills with task

Issues

Safety Valves

Monitor

Who

Unit 6Unit 6Budaya KorporatBudaya Korporat

&&PerubahanPerubahan

Corporate CultureCorporate Culture(Definition)(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 CultureThe Necessity of Culture

Range of possible beliefs

Transforming power into strength

Provides an efficient coordination mechanism

May be unreflective and disorderly

Basic principlesBasic 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 CultureCommunicating the Culture

Objectives- Commitment to organizational goals- Move from the objective to the subjective

Use the culturation processLink values to behaviorsManage information appropriatelyDevelop the right symbols & ceremoniesTell the right stories

I-We-Them-It principleI-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 CultureStated & 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 Change Readiness Wheel (from Shannon Coman in (from Shannon Coman in

collaboration with Tim Dickenson at collaboration with Tim Dickenson at Immunex)Immunex)

How to use the Change Readiness How to use the Change Readiness Wheel: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’dCont’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’dCont’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 #Vision

Clarity and Value Proposition

Historical Success in Implementing System Changes

Sponsorship

Competency in this area Resistance

Plan for Ongoing Support

and Management

OrganizationalCulture and Structure

End Users

Y

G

Y R

YY

Executives

Project Leadership

andAccountabilit

y

G

G

G

G

G

G

YY

Y

Y

YRY

Y

Y

RR

R R

Y

Y

Y

Y

G

G

Steering Committee

Project TeamY

Stakeholder Stakeholder Awareness Awareness

and Involvementand InvolvementAUDIENCE/ STATUS

Unaware SomewhatAware

Understand/ Aware

Willing /Committed

ActivelyInvolved

End-Users X O ZProject-Team X O Z

SteeringCommittee X O Z

Executives X O ZAll

Company X O Z

X = Where They Are TodayO = Where They Need to Be TodayZ = Where They Need to Be By Rollout

Change Readiness DefinitionsChange 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

decision-making ability to successfully lead and implement?

3. Do they have support from all areas participating in the change?

……Cont’dCont’dProject 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’dCont’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 Interdepartmental Communication ((The inherent nature of departmentalization)The inherent nature of departmentalization)

Definition separation

Functional

Physical

Budgetary

Authoritatively

Problems with DepartmentalizationProblems with Departmentalization

Uncoordinated decisions

Unnecessary conflict

Lack of understanding

Overlapping responsibilities

Poor performance

Time delays/wasted time

Contributing factors to IDCContributing factors to IDC

Language

Priority differences

Few direct rewards/punishments

Category dissimilarity

Nonverbal

Addition/multiplication problem

Resolution PrinciplesResolution Principles

Must be mutual

Requires continual effort

Create sensitivity not edicts

Seek structural changes

Build company context (values)

Short –term projectsShort –term projects

Job switching

Company wide seminars

Co-authored articles

New product presentations

Brainstorming sessions

Show & Tell

Quizzes

Long-term ProjectsLong-term Projects

Job rotation

Redesign accounting procedures

Company wide gatherings

Change office design

Communication policy

Matrix organization

Dangers of IDCDangers of IDC

Time

Expense

Overload

Lack of decisiveness

Over consultation

Groupthink

Benefits of IDCBenefits of IDC

Avoid misunderstandings

Avoid antagonisms

More creativity/innovation

Learning organization

Increase employee commitment

Managing Data, Information Managing Data, Information Knowledge, & ActionKnowledge, & Action

Business isn’t complicated. The complications arise when people are cut off from information they need.

John F. Welch, CEO of GE

MythsMyths

More data is better.

Information is a commodity

Information is knowledge.

D-I-K-A ModelD-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

Data Information K nowledge Acti on

……Cont’d Cont’d

Relationships

Skills- Data gathering- Information managing- Knowledge managing- Action

Variations on the modelVariations on the model

D-I-K loop

K-A loop

I-A loop

Others

Managing the D-I RelationshipManaging the D-I Relationship

Like a watch- Timely- Accurate- Relevant

Determine what employees really need to know

Increase efficiency of transmissionPay attention to the form of information

……Cont’dCont’d

Be alert of communication chains

Generate both soft & hard data

Recognize & manage all the information networks

Managing the I-K RelationshipManaging the I-K Relationship

Consider the source’s credibilityBe aware of how the hierarchy affects the

flow & availability of informationAcknowledge what you don’t knowReconcile the tension between the facts

and theoryOrganize the same info. differently

Managing the K-A relationshipManaging 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 ModelApplying the D-I-K-A Model

D - IThe company generates a lot of data and information but doesvery little with it.

- k - a

D - I -----------K---A

The company generates useful data and information but takesa long time to act on it.

9-12 months