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Perubahan adalah suatu keniscayaan. Oleh karena itu mengelola perubahan adalah suatu keharusan. Di era dinamis seperti saat ini, interaksi dan korelasi langsung antara suatu entitas organisasi dan lingkungannnya berjalan dengan sangat cepat, bervariasi, dan bersifat multidimensif. Organisasi yang sukses biasanya diwarnai dan dicirikan oleh kemampuannya menempatkan diri di tengah-tengah dinamika lingkungan melalui kapasitasnya bermanuver terhadap tuntutan pergerakan dan pergeseran lingkungan internal-eksternalnya serta kemampunnya mengendalikan perubahan. Sebaliknya, organisasi yang gagal biasanya menghadapi kompleksitas sindrom eksistensialnya karena ketidakmampuan menjawab tuntutan dinbamika lingkungan melalui strategi pemosisian system organisasionalnya ke dalam system yang lebih besar.
Tantangan eksistensial yang dihadapi oleh suatu entitas organisasi tidaklah sekedar berhenti pada upaya menciptakan dan menghadirkan Konsep Berorganisasi yang hebat saja, namun juga akan sangat terkait dengan upaya kontekstualisasi konsep tersebut untuk menjawab tantangan eksistensialnya. Persentuhan organisasi dengan isu-isu kontekstual yang sangat diamis itulah yang menyebabkan apakah suatu organisasi mampu bertahan hidup untuk jangka waktu panjang, atau akan segera mati dan hilang dari komunitas lingkungannya.
Dalam tataran praksis, kebutuhan pengembangan organisasi sebagai syarat agar tetap eksis tidak terlepas dari kemampuan Manajemennya untuk mengelola setiap kebutuhan perubahan yang selalu menyertai eksekusi program pengembangan organisasional tersebut. Oleh karena itu, Kemampuan mengoperasionalkan Grand Scenario kemana organisasi akan menuju sekian tahun ke depan akan berkorelasi secara signifikan dengan kebutuhan mengelola perubahan yang menyertai eksekusi Grand Scenario tersebut. Untuk itulah diperlukan karakter berorganisasi yang mengacu pada kekuatan Championship yang didukung oleh kapasitas Intrapreneurship dan Entepreneurship yang tangguh dari setiap pelaku organisasi. Titik tolak dari kesemuanya akan berangkat dari pemehaman tentang dinamika ingkungan dan implikasinya bagi kebutuhan perubahan, menyusun Grand Scenario perubahan, mengakumulasi sumberdaya perubahan, memilih pola dan menyususn strategi perubahan, menemukan entry gate to change, menempatkan setiap orang sebagai agen peubahan, dan memelihara endurance to change melalui proses kulturasi perubahan.

Memahami Konsep, Prinsip-prinsip, Teori Manajemen Perubahan dan Pengembangan Organisasional

Memahami serta mampu menjelaskan mengapa Manajemen Perubahan dan Pengembangan Organisasional perlu untuk menjawab Dinamika lingkungan internal – eksternal Organisasi

Memahami proses penyusunan Grand Scenario Pengembangan Organisasional dan strategi pengelolaan perubahan

Memahami bagaimana manajemen menyiapkan Organisasi mengeksekusi dan mengelola Perubahan dan Program Pengembangannya secara integrative dan komprehensif

Mendiskusikan bagaimana Manajemen dapat mengaplikasikan proses pengelolaan perubahan dan Program Pengembangannya secara sukses melalui bahasan kasus kontekstual

Mengintegrasikan ide-ide pengelolaan perubahan dan pengembangan organisasional untuk mewujudkan Organisasi yang Peka Terhadap Tuntutan Perubahan

Mengevaluasi apakah Program Perubahan dan Pengembangan Organisasional sudah berjalan dengan baik menuju terwujudnya Budaya perubahan di suatu Organisasi.

Konsultasi berkaitan dengan materi perkuliahan diselenggarakan terutama pada saat tatap muka di kelas. Apabila diperlukan waktu tambahan dan/atau oleh karena satu dan lain hal Mahasiswa menghendaki konsultasi di luar tatap muka kelas, maka waktu konsultasi akan disediakan satu jam setelah perkuliahan selesai. Untuk waktu dan kesempatan konsultasi selain yang telah disebutkan di atas, mahasiswa dipersilakan membuat janji terlebih dulu dengan INSTRUKTUR dengan menghubungi HP 081 668 8649 atau email: edipras@fe.ugm.ac.id
MATERI PEMBELAJARAN, TUJUAN INSTRUKSIONAL KHUSUS (LEARNING OUTCOMES) DAN RENCANA KEGIATAN PEMBELAJARAN MINGGUAN

|KELAS KE |MATERI |LEARNING OUTCOMES |RENCANA KEGIATAN |MATERI |
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|1 |Pergesaran-pergeseran Paradigma Abad|Mahasiswa memahami |Penjelasan umum RPKPS, membuat kesepakatan dasar |RPKPS/Silabus |
| |21 dan Dampaknya terhadap |Paradigma perubahan abad 21 |dengan mahasiswa, serta menjelaskan konsep dasar OCD |Rf 1 – 2 |
| |pengelolaan pengembangan dan |Intensi dan cakupan perubahan abad 21 | | |
| |perubahan organisasional |Kebutuhan reposisi organisasi secara berkelanjutan | | |
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|2 |Kebutuhan Mengelola Perubahan dan |Mahasiswa memahami dan mengenali aspek-aspek : |Mendiskusikan faktor-faktor yang mempengaruhi |CW bab 1 – 2, Rf 3 |
| |Pengembangan Organisasional di |2.1. Dinamika lingkungan dan tuntutan perubahan |ketidak-pastian lingkungan. | |
| |tengah-tengah Ketidakpastian |organisasi |Membahas konsep-konsep perubahan. | |
| |Lingkungan |2.2. Perbedaan antara perubahan terencana dan | | |
| | |perubahan tidak terencana |Menguji sikap proaktif dan menjelaskan arti | |
| | |2.3. Kebutuhan Mengembangkan sikap proaktif |pentingnya dalam menghadapi perubahan. | |
| | |terhadap tuntutan perubahan | | |
| | |2.4. Mengenal system organisasi yang peka perubahan|Menyajikan contoh organisasi peka perubahan dan | |
| | |2.5. Prinsip-prinsip Manajemen perubahan untuk |merumuskan karakternya. | |
| | |mengelola dialektika manusia-organisasi dalam | | |
| | |menjawab dinamika lingkungan. |Mengenalkan | |
| | | |Prinsip-prinsip Manajemen perubahan | |
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|3 |KASUS I |Mahasiswa memiliki kepekaan mengidentifikasi sumber|Membahas kasus yang telah dipersiapkan terlebih |Materik Kasus perubahan |
| | |permasalahan yang berasal dari dinamika lingkungan |dahulu melalui proses diskusi interaktif |Organisasional |
| | |dan memerlukan pendekatan perubahan |Mengumpulkan paper hasil bahasan kasus | |
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|4 |Pembaharuan Organisasi |Mahasiswa memahami |Mengidentifikasi dan Mendiskusikan tantangan riel |CW bab 4 - 5 – 6 |
| |Berkesinambungan : Reposisi |3.1. Tantangan eksistensial di abad 21 : Dari Chaos|yang dihadapi organisasi di abad 21. |Rf 4 |
| |Pendekatan Pengembangan |menuju Organizational Distinctiveness | | |
| |Organisasional |3.2. Prinsip-prinsip Pembaharuan organisasi |Menjelaskan prinsip-prinsip pengembangan | |
| | |berkesinambungan |organisasional dan factor-faktor yang | |
| | |3.3. Sistem organisasi dan pusat-pusat perubahan |mempengaruhinya. | |
| | |3.4. Reposisi pendekatan pengembangan | | |
| | |organisasional menuju organisasi yang |Mencoba mencari sebab-sebab mengapa banyak organisasi| |
| | |proaktif-kreatif-inovatif |di Indonesia yang tidak peka menjawab kebutuhan | |
| | |3.5. Tiga factor dominan : Iklim, Budaya, dan |dinamika lingkungan. | |
| | |system (Intergroup dynamics, Organizational | | |
| | |culture, Sociotechnical system) | | |
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|5 |KASUS II |Mahasiswa mampu memahami lingkup perubahan dan |Membahas kasus yang telah dipersiapkan terlebih |Kasus perubahan Organisasional |
| | |memecahkan permasalahan berkaitan dengan pemetaan |dahulu melalui proses diskusi interaktif | |
| | |perubahan dan pengembangan organisasional |Mengumpulkan paper hasil bahasan kasus | |
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|6 |Menyiapkan Organisasi Mengelola |Mahasiswa memahami dan mampu mengidentifikasi |Mendiskusikan prinsip dasar pengelolaan perubahan |CW bab 7 - 8 - 9 |
| |Perubahan |kesiapan organisasi melakukan perubahan dari sisi :| |Rf 5 - 6 |
| | |4.1. Organisasi sebagai melting pot perubahan |Mengkaji karakter organisasi yang siap mengelola | |
| | |4.2. Struktur dan disain jabatan organisasi sebagai|perubahan | |
| | |wahana pengelolaan perubahan | | |
| | |4.3. Hambatan prosedural-sistemik dalam mengelola |Mendiskusikan contoh organisasi dengan system dan | |
| | |perubahan |struktur organisasi yang fleksibel menghadapi | |
| | |4.4. Membangun orientasi kemenyeluruhan : |perubahan | |
| | |mengkondisikan iklim transaksional | | |
| | |sinergis-kolaboratif |Mengidentifikasi karakter agen perubahan dan pemuka | |
| | |4.5. Peran agen perubahan (agent of change)) dan |perubahan serta upaya optimalisasinya dalam | |
| | |pemuka perubahan (Champion of change) |mengarahkan perubahan | |
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|7 |Mengkondisikan Organisasi yang |Mahasiswa memahami |Mendiskusikan posisi strategis setiap karyawan |CW bab 10 – 11, Rf 7 – 8 - 0 |
| |Proaktif Terhadap Perubahan |5.1. Peran Entrepreneur dan Intrapreneur Organisasi|sebagai Entrepreneur dan Intrapreneur Organisasi | |
| | |5.2. Orientasi pendekatan organisasi berbasis tim| | |
| | |5.3. Proses pembelajaran menyeluruh dan |Mempraktekkan konsep team building sebagai dasar | |
| | |berkesinambungan |pembelajaran untuk menumbuhkan spirit to change | |
| | |5.4. Mensikapi organisasi sebagai pusat-pusat |secara integrative dan komprehensif | |
| | |jaringan pertumbuhan dan perubahan | | |
| | |5.5. Menanamkan semangat perubahan (spirit to | | |
| | |change) pada semua anggota organisasi | | |
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|8 |KASUS III |Mahasiswa mampu memahami bagaimana mengkondisikan |Membahas kasus yang telah dipersiapkan terlebih |Kasus perubahan Organisasional |
| | |perubahan agar proses perubahan secara keseluruhan |dahulu melalui proses diskusi interaktif | |
| | |dapat berjalan lancar |Mengumpulkan paper hasil bahasan kasus | |

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|9 |Kreativitas dan Inovasi Organisasi |Mahasiswa memahami |Mendiskusikan konsep kreativitas dan inovasi serta |CW bab 12 - 13, Rf 10 – 11 |
| | |6.1. Kreativitas dan inovasi sebagai Sumberdaya |peran strategisnya sebagai sikap dasar pengelolaan | |
| | |abadi perubahan organisasi |perubahan organisasi | |
| | |6.2. Membangun budaya kreatif dan inovatif |Menguji daya kreatif dan inovatif mahasiswa serta | |
| | |6.3. Daya kreatif dan tantangan optimalisasi |mendiskusikan bagaimana mereka menggunakannya untuk | |
| | |sumberdaya organisasi |mensikapi tuntutan perubahan | |
| | |6.4. Inovasi dan tantangan eksistensi jangka | | |
| | |panjang organisasi | | |
| | |6.5. Menanamkan semangat kreatif-inovatif pada | | |
| | |semua anggota organisasi | | |
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|10 |Proses Pengelolaan Perubahan |Mahasiswa memahami dan mampu untuk: |Mendiskusikan dan mensimulasikan bagaimana organisasi|CW bab 14-15-16, |
| |Organisasi |7.1. Menyiapkan organisasi mengelola perubahan |menyiapkan diri untuk mengelola perubahan. |Rf 12 |
| | |7.2. Mengenal sumber-sumber penolakan perubahan | | |
| | |7.3. Mengenal proses intervensi organisasional: |Menguji kapasitas mahasiswa sebagai pelaku perubahan-| |
| | |Memotong siklus rutinitas organisasi |pengembangan organisasional | |
| | |7.4. Memetakan peran konsultan perubahan organisasi|(OD Practitioners) | |
| | |(OD consultant) | | |
| | |7.5. Menjadi anggota organisasi untuk menjalankan | | |
| | |peran dan posisinya sebagai konsultan internal | | |
| | |organisasi | | |
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|11 |Merancang Strategi Pengelolaan |Mahasiswa mampu mengidentifikasi : |Mendiskusikan berbagai pilihan strategi pengelolaan |CW bab 19 - 20 |
| |Perubahan Organisasi |8.1. Pilihan Pola perubahan : Dari Evolusi sampai |perubahan | |
| | |Revolusi | | |
| | |8.2. Mengenal tahapan proses perubahan |Mendiskusikan bagaimana | |
| | |8.3. Orientasi strategi perubahan : Resource based | | |
| | |vs. result based |Mengkaji berbagai blue-print strategi pengelolaan | |
| | | |perubahan | |
| | |Mahasiswa mampu mempraktekkan upaya-upaya untuk : | | |
| | |8.4. Merancang strategi pengelolaan perubahan : |Mempraktekkan menyusun strategi perubahan untuk kasus| |
| | |Change without pain |kecil | |
| | |8.5. Membangun strategi perubahan berkesinambungan | | |
| | |(suatainable change) | | |
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|12 |KASUS Integratif I |Mahasiswa mampu memahami bagaimana memilih strategi|Membahas kasus yang telah dipersiapkan terlebih |Kasus perubahan Organisasional |
| | |perubahan sesuai dengan intensitas permasalahan |dahulu melalui proses diskusi interaktif | |
| | |berdasarkan SWOT organisasi serta mampu memahami |Mengumpulkan paper hasil bahasan kasus | |
| | |bagaimana mengelola perubahan dengan | | |
| | |langkah-langkah yang tepat | | |
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|13 |Menuju Organisasi yang Peka Terhadap|Mahasiswa memahami |Mendiskusikan hal-hal yang perlu dilakukan untuk |CW bab 17-18, 20 Ref 13,14,15 |
| |Tuntutan Perubahan |9.1. Perubahan sebagai Proses yang tak pernah |menjaga spirit to change melalui upaya-upaya | |
| | |berhenti |menumbuhkembang-kan budaya perubahan | |
| | |9.2. Menyiapkan proses transaksional organisasi | | |
| | |menuju perubahan berkesinambungan |Mendiskusikan bagaimana prinsip Performance | |
| | |9.3. Menjaga momentum dan memelihara semangat |networking organization diaplikasikan untuk | |
| | |perubahan |kasus-kasus organisasional di Indonesia yang sering | |
| | |9.4. Membangun Budaya Perubahan dalam menjawab |dipersepsikan kurang proaktif mensikapi perubahan | |
| | |tuntutan dinamika lingkungan | | |
| | |9.5. Profil Organisasi masa depan : Performance | | |
| | |networking organization | | |
| | |9.6. Clossing notes | | |
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|14 |KASUS Integratif 2 |Mahasiswa mampu memahami bagaimana Prinsip |Membahas kasus yang telah dipersiapkan terlebih |Kasus perubahan Organisasional |
| | |Performance Networkin Approach dengan benar |dahulu melalui proses diskusi interaktif | |
| | | |Mengumpulkan paper hasil bahasan kasus | |

Sistem Evaluasi kelas di titikberatkan pada hasil proses pembelajaran yang diidentifikasi melalui :

• Ujuan tengah semester berbobot 30% • Ujian Akhir semester berbobot 30 % • PARTISIPASI KELAS individual case and reporting berbobot 20 % • Bahasan dan presentasi kasus integratif 20%.

1. Cumming & Worley, 2008 Organization Development & Change 8th edition, (atau yang terbaru) South western College Publishing (Kode CW) 2. Referensi lain dan Artikel terkait dari Jurnal dan sumber-sumber yang memenuhi syarat untuk digunakan pada level studi S1. Disampaikan per topic (Kode Rf) 3. Materi Kasus Khusus

Apabila ada hal-hal yang sifatnya kasuistis berkaitan dengan system perkuliahan yang belum di atur dan dinyatakan dalam uraian tersebut di atas serta dipandang penting untuk diakomodasi dalam rangka meningkatkan kualitas proses dan hasil pembelajaran, maka akan ditentukan peraturan tambahan sebagai hasil kesepakatan bersama antara instruktur dan mahasiswa.

-----------------------

Silabus

PENGELOLAAN PERUBAHAN

DAN PENGEMBANGAN ORGANISASIONAL

(ORGANIZATIONAL CHANGE AND DEVELOPMENT)

EDI PRASETYO NUGROHO

PROGRAM S1 – KELAS REGUKER UGM

FASTEN YOUR SEAT BELT

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...Section 0 COURSE CODE COURSE TITLE UNITS / TYPE EEC201L CIRCUITS 2 LABORATORY 1 / LAB Section 1 INSTITUTION MISSION STATEMENT The FEU Institute of Technology is a premier technology educational institution in the Philippines. INSTITUTION VISION STATEMENT The FEU Institute of Technology commits itself to be an institution of quality education and relevant partnership with the larger community, producing competent and principled professionals who will contribute significantly to the betterment of society. DEPARTMENT MISSION STATEMENT The Electrical and Electronics Engineering (EEE) Department commits itself to provide students with industry-grade and outcomes-based education in electrical, electronics and communications engineering that will allow the students to develop a greater sense of professional responsibility, social awareness and high competitiveness in industry or in graduate work. DEPARTMENT VISION STATEMENT The Electrical and Electronics Engineering (EEE) Department envisions itself as a center of excellence, leadership, and an internationally recognized institution in electrical and electronics engineering education and technology. Section 2 PROGRAM OUTCOMES a. ability to apply knowledge of mathematics and science to solve engineering problems b. ability to design and conduct experiments, as well as to analyze and interpret data c. ability to design a system, component, or process to meet desired needs within realistic constraints such as economic, environmental...

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...[pic] ISOM 491, Section 001 - Managerial Statistics Fall Quarter 2013, Monday 6:00 – 9:00 PM, Maguire Hall Room 330 Quinlan School of Business Policies: Class by Class/Week by Week Course Outline for ISOM 491 Tentative Course Outline: First Class (August 26, 2013) Chapter Topic Session (Week) 1 Introduction 1 Ethical Guidelines for Statistical Practice American Statistical Association (Handout) 2 Summarizing Data 1 3 Describing Data - Numerically…… 2 4 Describing Data – Exploring…….. 2 (Introduce concept of Stable Model) 5. Survey of probability ………… 3 (Emphasis - cross tabbing, (Omit Bayes' Theorem, i.e., Contingency Tables) pp 167-171) 6 Discrete Probability Distributions 3 (Emphasis Binomial) (Omit hypergeometric and poisson sections, pp 204-212) 7 Continuous Probability Distributions...

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...20th May, 2014 Important Announcement Attention: Intermediate (IPC) and Final Course students- May 2015 examinations and onwards Subject: Revision of the syllabus for May 2015 examinations and onwards pursuant to enactment of the Companies Act, 2013 As students may be aware, the Companies Act, 2013 has been notified in the Official Gazette on 30th August, 2013 stating that different dates may be appointed for enforcement of different provisions of this Act through notification of the Central Government in this regard. Having regard to the above development, the Council at its 333th meeting, revised the syllabus in a comprehensive manner in the following papers of Intermediate (IPC) and Final Course(s) as annexed herewith (shown in Bold cum Italics): Intermediate (IPC) Course Paper 1: Accounting (Group I) Paper 2: Business Laws, Ethics and Communication (Group I) Paper 5: Advanced Accounting (Group II) Paper 6: Auditing and Assurance (Group II) Final Course Paper 3: Advanced Auditing and Professional Ethics (Group I) Paper 4: Corporate and Allied Laws (Group I) Director, Board of Studies Annexure SYLLABUS PAPER 1: ACCOUNTING (One paper – Three hours – 100 Marks) Level of Knowledge : Working Knowledge Objectives : (a) To lay a foundation for the preparation and presentation of financial statements, (b) To gain working knowledge of the principles and procedures of accounting and their application to different practical situations, (c) To gain the ability to solve simple problems...

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