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KOH3333KOH3333PERUBAHAN & KOMUNIKASIPERUBAHAN & KOMUNIKASI(Unit 4-6)(Unit 4-6)
[email protected]@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