Pertemuan 26 Solusi Bisnis Terintegrasi

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

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

3. Outline Materi • Klasifikasi Perubahan organisasi • Prinsip dasar menangani perubahan

4. Lanjutan Dari Pertemuan 25

5. Types of Organizational Change • Organizational change can be classified according to its scope and depth. • Developmental change is the improvement of an existing system • Transitional change is the implementation of a known new state • Transformational change is the emergence of a new state.

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

7. Deciding When to Change • The decision about when to change is as important as what to change and how much to change. • Change when things are going well. • Change when results are mixed. • Change demanded by a full-fledged crisis.

8. Managing Change and Creating a Common Vision • Organization Culture • Participation • Performance Evaluation • Dysfunctional Human Behaviour

9. Organization Culture • Each organization has a unique culture that distinguishes it from all others. • Changes should support rather than challenge the organization’s culture.

10. Participation • Allowing people to participate in identifying the problem, the solution approach, and the final product is the most powerful technique for creating a common vision and the support to achieve it.

11. Performance Evaluation • Because changes often alter people’s responsibilities, organization and system changes often impact the way individual performance should be measured and evaluated. • Unless the performance evaluation process is updated, changes may obscure personal performance, thus creating disincentives for supporting the proposed changes.

12. Dysfunctional Human Behaviour • Most dysfunctional human behaviour is manifest in one, or more, of three ways: • Aggression involves any attempt by an individual or group to damage the organization or its information system. • Projection involves any effort to blame the system for problems that people face. • Avoidance involves any attempt to avoid using the system.

13. Culture IT architecture (technical/ application) Stewardships and structures Business processes Measurements Strategy IS Professionals Provide Integration and Structure Culture S3 Culture S2 Culture S1 Strategy People and structures Business processes/ events Information technology Measurements

14. Responsibilities for Managing Change • Management should: • Openly support efforts to continually improve all aspects of the organization. • Determine timing for enterprise-wide changes. • Approve suggestions for improvement. • Monitor progress of approved changes and insure that measurement systems are adjusted quickly. • Assist in resolving problems resulting from change.

15. Responsibilities for Managing Change • Employees should: • Commit to continual individual and organization improvement. • Actively participate in suggesting and implementing changes. • Demand creative solutions to business and information problems.

16. Responsibilities for Managing Change • Change agents (those who guide or develop the business solutions) should: • Understand the impact of IT as a change agent. • Deal with problems in a timely and effective manner.

17. Terima Kasih