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"This book analyzes the process-oriented and organizational changes related to the digital transformation of multidisciplinary design firms. Based on this it proposes a systematic analysis-based methodology for change management, which consists of two distinct, but complementary components: a framework and a set of analysis methods. It particularly focuses on the relationship between the new paradigms, perspectives, and context of change related to digital transformation. The proposed framework combines these three elements in order to identify and address areas of investigation concerning process-oriented and organizational changes in the context of digital transformation, and also quantitatively and qualitatively assesses these changes in practice.This book offers the first comprehensive review of change management and digital practice, and includes case studies to enhance readers’ understanding of change management in the context of the digitalization. As such it is of interest to both industry practitioners and researchers."

"Artikel ini membahas tentang bagaimana cara mencegah dan mengatasi resistensi pada pekerja dalam menangani perubahan di dalam perusahaan. Konsep keadaan siap dalam mengalami perubahan diperkenalkan untuk mengatasi resistensi pada pekerja dalam menangani perubahan. Berikutnya, artikel ini akan membahas secara detil, untuk mengurangi resistensi pada pekerja dalam menghadapi perubahan secara kognitif. Akhirnya, artikel ini menawarkan beberapa saran untuk mengatasi resistensi pada pekerja dalam menghadapi perubahan.

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The article focuses on how to prevent and overcome resistance to change. Readiness to change is introduced as a concept to prevent resistance to change for occurring. Subsequently, this article provides an in depth discussion on how to reduce resistance to change cognitively. Finally, The article offers remedies to overcome resistance to change."

"Trainers must be comfortable with managing change to be effective organizational performance partners. Use this Infoline as a primer on change management tactics and the skills needed to facilitate change. This issue includes useful tools, hands-on examples, and models for change practitioners to use. In addition to a six-phase change strategy model, you will find a list of needed implementation skills, a performance issue analysis tool, and other important advice that will smooth the way of change and reduce barriers."

"Table of contents :- Preface - Introduction - Step one: understand change - Step two: assess the impact of change - Step three: assemble a change management team - Step four: build a vision for change - Step five: put a change strategy in place - Step six: win support - Step seven: communicate effectively - Step eight: overcome challenges - Step nine: measure success - Step ten: review lessons learned - References - Index - About the author "

"ABSTRAKPesatnya perkembangan Teknologi Informasi (TI) mempengaruhi kegiatan manusia di berbagai bidang industri, salah satunya bidang pendidikan. Kondisi ini berdampak pada semakin ketatnya persaingan antar-Perguruan Tinggi Swasta (PTS). Dengan demikian, untuk meningkatkan daya saing dan juga untuk mempercepat proses bisnis perlu adanya perubahan dari sistem yang masih dijalankan secara manual dan konvensional menjadi sistem otomasi yang terkomputerisasi. Dalam proses pergantian tersebut pasti terjadi resistensi, yang jika dibiarkan dapat berakibat terhambat atau gagalnya proses implementasi. Oleh karena itu perlu dilakukan penelitian strategi manajemen perubahan dalam mengimplementasikan sistem baru untuk mengatasi resistensi yang terjadi.Saat ini Universitas Al Azhar Indonesia (UAI) sedang dalam proses implementasi sistem Kartu Rencana Studi (KRS) Online yang menggantikan sistem KRS berbasis intranet. Penelitian ini dilakukan untuk menganalisa bentuk resistensi yang terjadi dalam mengimplementasikan sistem KRS Online di Universitas Al Azhar Indonesia (UAI). Proses pengumpulan data dilakukan dengan cara menyebarkan kuesioner online, wawancara, dan observasi. Penelitian dilakukan dengan menggunakan metode manajemen perubahan berdasarkan teori Prosci yang bernama model ADKAR (Awareness Desire Knowledge Ability Reinforcement). Pertanyaan yang diajukan kepada responden dibuat dengan menggunakan pendekatan model ADKAR. Data yang didapat merupakan bentuk resistensi yang terjadi, kemudian untuk mengatasi resistensi tersebut dilakukan Focused Group Discussion (FGD) yang dihadiri para pakar untuk mendapatkan strategi manajemen perubahan yang perlu dilakukan.Penelitian ini menghasilkan strategi manajemen perubahan terhadap implementasi sistem KRS Online di UAI. Secara umum, resistensi yang terjadi dikarenakan kurangnya sosialisasi terhadap implemetasi ini dan juga fitur yang ada di sistem masih belum lengkap sehingga proses bimbingan akademik menjadi terhambat.

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ABSTRACTThe rapid growth of Information Technology (IT) has affected people’s activity in many industrial fields including education. This condition has made tighter competition among many private universities. Thus, to improve competitiveness level and also to fasten the business processes, changes are necessary from the manual and conventionally working system to computerized and automated system. Resistance will normally appear within the replacement process which can delay or prevent the implementation process. A management strategy of replacement is necessary to handle the upcoming resistance.Nowadays, University of Al Azhar Indonesia is in the process of implementing KartuRencanaStudi (KRS) Online System to replace the old intranet base KRS System. This research is held to analyze any kind of emerging resistance in the KRS OnlineSystem implementation. The data collection process for this research is done by posting online questionnaire, interview, and observation. Change management based on Prosci’s theory which is called ADKAR (Awareness Desire Knowledge Ability Reinforcement) is used for designing the questionnaire. The obtained data is then discussed by the experts through Focus Group Discussion (FGD) to determine the strategy to handle occurred resistances.The research result is the change management strategies against KRS Online system implementation in the UAI. Generally, the occurred resistanceswere caused by the lack of system socialization and the incomplete system features that impede the academic assistance process. This research produces 9 change management strategies which can be used by UAI in implementing the KRS Online."

"ABSTRAKBidang manajemen stratejik semakin tertarik dengan isu perubahan organisasi, terutama pada lingkungan yang saat ini semakin dinamis dan turbulen, di mana divergent organizational change yang dilakukan organisasi menentukan apakah organisasi dapat tetap eksis atau mati karena kalah dalam persaingan. Studi dilakukan untuk meneliti divergent organizational change dari perspektif influence process, yang beranggapan ada aktor dalam setiap perubahan, dan aktor tersebut memiliki kekuatan atau power yang diperlukan untuk menginisiasi dan mengimplementasikan perubahan, suatu proses yang disebut sebagai institutional entrepreneurship.Berdasarkan studi literatur tentang institutional entrepreneurship, diidentifikasi bahwa personal mastery, personality, dan network centrality adalah power yang dibutuhkan oleh aktor perubahan untuk menginisiasi dan mengimplementasikan divergent organizational change. Penelitian dilakukan pada perusahaan BUMN di sektor energi dan melibatkan 155 responden, yang mengisi kuesioner secara online. Data dianalisis dengan menggunakan structural equation modeling untuk menguji model pengukuran dan model struktural. Studi menunjukkan bahwa divergent organizational change terjadi sebagai hasil dari influence process, yang melibatkan power yang dimiliki aktor perubahan untuk menginisiasi dan mengimplementasikan perubahan.Hasil penelitian menunjukkan bahwa personal mastery dan network centrality mempengaruhi institutional entrepreneurship, dan bahwa institutional entrepreneurship mempengaruhi terjadinya divergent organizational change. Namun demikian, hasil studi menunjukkan bahwa personality tidak mempengaruhi institutional entrepreneurship. Penelitian ini juga mengkaji peran engagement to change sebagai variabel moderasi yang mempengaruhi hubungan personal mastery, personality dan network centrality terhadap institutional entrepreneurship, dan peran engagement to change sebagai variabel moderasi yang mempengaruhi hubungan institutional entrepreneurship dengan divergent organizational change. Hasil penelitian menunjukkan bahwa peran engagement to change sebagai variabel moderasi tidak didukung oleh data.

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ABSTRACTThe field of strategic management has been increasingly interested in the issues of organizational change, especially in today rsquo;s more dynamic and turbulent environments. As a consequence, the outcome of divergent organizational change performed by organizations determines whether or not they can survive the competition, The study is conducted to examine divergent organizational change from the perspective of influence process, which argues that there are actors in every change who have necessary power to initiate and implement such a change. This process is called institutional entrepreneurship.Based on literature studies on institutional entrepreneurship, it is identified that personal mastery, personality, and network centrality are required to initiate and implement divergent organizational change. This research is conducted in an Indonesian energy state-owned enterprise and involves 155 respondents, who are asked to fill out the questionnaire online. Data are analyzed using structural equation modeling to examine the measurement and structural models. The study shows that divergent organizational change occurs as a result of an influence process, which involves power to initiate and implement change.Furthermore, the results of this research demonstrate that personal mastery and network centrality influence institutional entrepreneurship, and that institutional entrepreneurship influences the occurrence of divergent organizational change. Personality, however, does not influence institutional entrepreneurship. This study also examines the role of engagement to change as a moderating variable that affects the impacts of personal mastery, personality and network centrality on institutional entrepreneurship; as well as studies the role of engagement to change as a moderating variable that influences the relationship between institutional entrepreneurship and divergent organizational change. The results show that the role of engagement to change as a moderating variable is not supported by data. "

"Coach employees to ensure maximum performance, motivation and retention. Following a seven-step coaching process, Coaching for High Performance gives managers the tools to help their people excel at their jobs and meet competitive challenges with confidence. This book teaches managers how to communicate performance expectations, assess employee skill levels, establish the purpose of coaching, and agree on a coaching contract. Managers will learn the critical skills needed to conduct coaching conversations, adapt one?s coaching style to fit changing situations, and create a coaching plan. Readers will learn how to: ? Establish the mission and role as a coach ? Deliver feedback in any situation ? Use coaching skills to motivate and retain employees ? Coach employees across generations and throughout the employment life cycle ? Enhance team performance and channel conflict constructively ? Handle difficult coaching situations with insight and skill. This is an ebook version of the AMA Self-Study course. If you want to take the course for credit you need to either purchase a hard copy of the course through amaselfstudy."