PENGURUSAN DAN PENTADBIRAN PENDIDIKAN

SEMESTER II, 2009/2010

Ling Ai Yieng

MENGURUS PERUBAHAN

The major obstacle to organizational growth is managers inability to change their attitudes and behavior as rapidly as their organization require. Peter F. Drucker

HASIL PEMBELAJARAN
Sebab-Sebab Manusia Menentang Perubahan Model Perubahan 3-Fasa (Kurt Lewin) Langkah-Langkah Menerajui Perubahan (Kotter) Pendekatan Menerajui Perubahan

WHY PEOPLE RESIST CHANGE?

Concern for self:
Leaving a comfort zone; fear of the unknown; fear of failure; additional work and inconvenience; skeptical about the need for change; loss of power and control

WHY PEOPLE RESIST CHANGE?

Concern for task:
Dont understand the change and its implication; additional work; Lack of skills and experience

Concern for impact:

Uncertain of the result; dont think that the change makes sense

PUNCA HALANGAN PERUBAHAN

Bimbang pada yang tidak diketahui Kurang maklumat Ancaman kepada status Ancaman kepada kemahiran Ancaman sumber kuasa Ancaman kepada harga diri Takut gagal Enggan lepas yang biasa Takut kelihatan bodoh Takut hilang kuasa

MODEL PERUBAHAN (Lewin)

Unfreezing Changing Refreezing

Give reasons. Be empathetic. Communicate clearly.

Explain the benefits. Identify a champion. Get input from employees. Watch timing. Maintain job security. Provide training. Proceed at a manageable pace.

Show top managements support. Publicize successes. Make midcourse corrections.

Help employees deal with stress.

Mistakes Managers Make When Leading Change

Unfreezing Changing Refreezing

Not communicating a sense of urgency Not forming a guiding coalition

Not creating a vision Not communicating the vision Not empowering others to act on the vision Not planning for and creating short-term wins

Quitting before change is finished Not making changes part of the organizational culture

UNFREEZE (the status quo)

1. Mengenalpasti apa yang perlu berubah (Determine what needs to change)

2. Tegaskan kenapa perlu berubah Emphasize why the need for change
3. Pastikan sokongan sepenuhnya daripada pihak pengurusan (Ensure strong support from upper management) 4. Memahami kerisauan pekerja (Manage and understand the doubts and concerns)

CHANGE (to a new state)

1. 2. 3. 4.

Komunikasi berkesan Menangani masalah dengan segera Penglibatan secara aktif Menggalakan kritikan Menjana kejayaan jangka pendek untuk meneruskan proses perubahan

5.

REFREEZE (the new change to make it permanent)

1. Anchor the changes into the culture Identity what supports the change Identify barriers to sustaining change. 2. Develop ways to sustain the change Ensure leadership support Create a reward system Establish feedback systems Adapt the organizational structure as necessary. 3. Provide support and training Keep everyone informed and supported. 4. Celebrate success!

DEALING WITH RESISTANCE TO CHANGE

Education and Communication Participation Facilitation and Support

Negotiation
Manipulation and Co-optation Coercion

(Kotter and Schlesinger, 1979)

Education & Communication

Commonly used in situation

Where there is a lack of information or inaccurate information and analysis

Advantages
Once persuaded, people will often help with the implementation of the change.

Drawbacks
Can be very time-consuming if lots of people are involved.

PARTICIPATION + INVOLVEMENT

Commonly used in situation

Where the initiatiors does not have all the information they need to design the change, and where others have considerable power to resist.

Advantages
People who participate will be committed to implementing change, and any relevant information they have will be integrated into the change plan.

Drawbacks
Can be very time-consuming if participators design an inappropriate changes

FACILITATION + SUPPORT

Commonly used in situation

Where people are resisting because of adjustment problems.

Advantages
No other approach works as well with adjustment problems

Drawbacks
Can be time consuming, expensive and still fail.

NEGOTIATION + AGREEMENT
Commonly used in situation
Where someone or some group will clearly lose out in a change and where that group that has considerable power to resist.

Advantages
Sometimes it is a relatively easy way to avoid major resistance.

Drawbacks
Can be too expensive in many cases if alerts others to negotiate for compliance.

MANIPULATION + CO-OPTATION

Commonly used in situation

Where other tactics will not work or are too expensive.

Advantages
If can be relatively quick and inexpensive solution to resistance problems.

Drawbacks
Can lead to future problems if people feel manipulated.

COERCION

Commonly used in situation

Where speed is essential and the change initiators possess considerable power.

Advantages
It is speedy, and can overcome any of resistance.

Drawbacks
Can be risky if it leaves people mad at the initiators.

The 8-Step Process of Successful Change

(Kotter) 1. Create a Sense of Urgency.
2. Build the Guiding Team. 3. Develop the Change Vision and Strategy. 4. Communicate for Understanding and Buy-in. 5. Empower Action 6. Create Short-Term Wins 7. Consolidating Gains and Producing More Change. 8. Create a New Culture

The 8-Step Process of Successful Change

(Kotter)
1. Mewujudkan situasi terdesak/cemas tentang keperluan untuk berubah.

2. Menubuhkan pasukan berpengaruh .

3. Membentuk visi dan strategi. 4. Berkomunikasi untuk memahami perubahan berkenaan. 5. Memberi kuasa/mengatasi halangan 6. Wujudkan kejayaan jangka pendek. 7. Menukuhkan perubahan dan memajukan perubahan berterusan. 8. Menerapkan perubahan dalam budaya organisasi.

1. Create a Sense of Urgency

Help others see the need for change and the importance of acting immediately. Inspire people to move, Make objectives real and relevant. Menghadapi kenyataan: persaingan, pasaran Mengenalpasti krisis, peluang keperluan perubahan SERTA MERTA

2. Build the Guiding Team

Make sure there is a powerful group guiding the change one with the right people in place with the right emotional commitment, and the right mix of skills and levels. Bentuk satu kumpulan berpengaruh untuk menerajui perubahan

3. Develop the Change Vision and Strategy

Clarify how the future will be different from the past, and how you can make that future a reality. Membangunkan strategi untuk mencapai visi

4. Communicate for Understanding and Buy-in

Make sure as many others as possible understand and accept the vision and the strategy Appeal and respond to people's needs Penyebaran visi dan strategi perubahan Penjelasan tingkah laku yang diperlukan

5. Empower Action
Remove barriers and obstacles Enable constructive feedback Lots of support from leaders

Mengatasi halangan untuk berubah

Mengubah sistem atau struktur yang menghalang perubahan Menggalakkan risk-taking, kreativiti dan inovasi dari segi idea, aktiviti dan tindakan

6. Create Short-Term Wins

Set aims that are easy to achieve - in bite-size chunks. Manageable numbers of initiatives. Finish current stages before starting new ones. Mewujudkan kemenangan jangka pendek yang boleh dilihat Memberi pengiktirafan dan ganjaran kepada orang yang membawa penambahbaikan

7. Consolidating Gains dan Producing More Change

Foster and encourage determination and persistence Ongoing change Encourage ongoing progress reporting Highlight achieved and future milestones Mempromosi dan membangunkan sumber manusia yang mampu melaksanakan perubahan Melibatkan lebih ramai individu dengan projek baru

8. Create a New Culture

Hold on to the new ways of behaving, and make sure they succeed, until they become a part of the very culture of the group.

Menghubungkaitkan tingkah baru dengan kejayaan organisasi

TERIMA KASIH