Learning organizations develop as a result of the pressures facing modern organizations and enables them to remain competitive in the business environment
From Trainer to Leader: Bagaimana CerdasMulia Menghasilkan Trainer BerkualitasArry Rahmawan
File ini adalah materi pembuka training for trainer CerdasMulia dan merupakan sebuah jawaban bagaimana CerdasMulia saat ini berhasil melakukan kaderisasi trainer yang solid dan memiliki kapasitas kepemimpinan yang tinggi sehingga mendukung perkembangan lembaga training CerdasMulia itu sendiri. Semoga bermanfaat Salam CerdasMulia!
“If you want to be a leader who attracts quality people, the key is to become a person of quality yourself. Leadership is the ability to attract someone to the gifts, skills and opportunities you offer as an owner, as a manager, as a parent. I call leadership the great challenge of life.”
– Jim Rohn
Memahami Organisasi dan Desain Organisasi-Organisasi Publik (Bagian 3)Seta Wicaksana
Hingga sekitar 20 tahun yang lalu, perusahaan mengalami desain ulang organisasi setiap beberapa tahun atau bahkan dekade.
Kebanyakan eksekutif puncak mungkin hanya memiliki pengalaman beberapa kali dalam karier mereka.
Namun, otomatisasi dan tekanan persaingan mulai mempercepat laju perubahan organisasi.
Dalam presentasi ini, kami mengeksplorasi model organisasi tradisional dan bagaimana model tersebut digunakan untuk menyelaraskan struktur dan operasi dengan strategi bisnis.
Kami akan menunjukkan bagaimana model tersebut masih dapat berfungsi sebagai alat diagnostik untuk memahami di mana berbagai faktor organisasi mungkin tidak seimbang.
Kemudian, kami akan menunjukkan bagaimana organisasi telah beralih dari model statis untuk diagnostik dan penyelarasan ke model fleksibel yang membantu organisasi beradaptasi terhadap perubahan yang dinamis dan berkelanjutan.
Bagian 1 Organizations and Organizations Theory
Bagian 2 From Strategy to Organization Design and Effectiveness
Bagian 3 Public Organization
Memahami Organisasi dan Desain Organisasi-from strategy (Bagian 2)Seta Wicaksana
Hingga sekitar 20 tahun yang lalu, perusahaan mengalami desain ulang organisasi setiap beberapa tahun atau bahkan dekade.
Kebanyakan eksekutif puncak mungkin hanya memiliki pengalaman beberapa kali dalam karier mereka.
Namun, otomatisasi dan tekanan persaingan mulai mempercepat laju perubahan organisasi.
Dalam presentasi ini, kami mengeksplorasi model organisasi tradisional dan bagaimana model tersebut digunakan untuk menyelaraskan struktur dan operasi dengan strategi bisnis.
Kami akan menunjukkan bagaimana model tersebut masih dapat berfungsi sebagai alat diagnostik untuk memahami di mana berbagai faktor organisasi mungkin tidak seimbang.
Kemudian, kami akan menunjukkan bagaimana organisasi telah beralih dari model statis untuk diagnostik dan penyelarasan ke model fleksibel yang membantu organisasi beradaptasi terhadap perubahan yang dinamis dan berkelanjutan.
Bagian 1 Organizations and Organizations Theory
Bagian 2 From Strategy to Organization Design and Effectiveness
Bagian 3 Public Organization
Memahami Organisasi dan Desain Organisasi-Pengantar (bagian 1)Seta Wicaksana
Hingga sekitar 20 tahun yang lalu, perusahaan mengalami desain ulang organisasi setiap beberapa tahun atau bahkan dekade.
Kebanyakan eksekutif puncak mungkin hanya memiliki pengalaman beberapa kali dalam karier mereka.
Namun, otomatisasi dan tekanan persaingan mulai mempercepat laju perubahan organisasi.
Dalam presentasi ini, kami mengeksplorasi model organisasi tradisional dan bagaimana model tersebut digunakan untuk menyelaraskan struktur dan operasi dengan strategi bisnis.
Kami akan menunjukkan bagaimana model tersebut masih dapat berfungsi sebagai alat diagnostik untuk memahami di mana berbagai faktor organisasi mungkin tidak seimbang.
Kemudian, kami akan menunjukkan bagaimana organisasi telah beralih dari model statis untuk diagnostik dan penyelarasan ke model fleksibel yang membantu organisasi beradaptasi terhadap perubahan yang dinamis dan berkelanjutan.
Materi dibagi menjadi 3 bagian, yaitu:
Bagian 1 Organizations and Organizations Theory
Bagian 2 From Strategy to Organization Design and Effectiveness
Bagian 3 Public Organization
Organizational Transformation Lead with CultureSeta Wicaksana
Transformation is even harder than we thought
“Only 22% of companies successfully carry out transformation. The failure rate was 78%.”
“Often the business value of digital transformation is not realized. One of the most common causes is an abundance of technology projects, not a true business culture transformation”
- Phil Le-Brun, Enterprise Strategist, AWS
Perspektif Psikologi dalam Perubahan OrganisasiSeta Wicaksana
“Perubahan organisasi merupakan suatu proses yang berkelanjutan dan dinamis. Perubahan tidak berhenti ketika sebuah inisiatif perubahan telah sukses diimplementasikan, tapi akan selalu terjadi perubahan karena lingkungan yang terus menerus berubah.” – Seta A. Wicaksana
“Perubahan hadir karena adanya ketidaksempurnaan, sedangkan ketidaksempurnaan itu adalah ruang untuk belajar, tumbuh dan berkembang, …
itulah yang Sempurna.” – Seta A. Wicaksana
Organizational Structure Running A Successful BusinessSeta Wicaksana
Every company needs an organizational structure—whether they realize it or not.
The organizational structure is how the company delegates roles, responsibilities, job functions, accountability, and decision-making authority.
The organizational structure often shows the “chain of command” and how information moves within the company.
Have an organizational structure that aligns with your company’s goals and objectives.
This article describes the various organizational structures, the benefits of creating one for your business, and specific elements that should be included.
Ten Organizational Design Models to align structure and operations to busines...Seta Wicaksana
Up until about 20 years ago, companies experienced organizational redesign every few years or even decades.
Most top executives would have the experience perhaps only a few times in their careers.
However, automation and competitive pressures had begun to accelerate the pace of organizational change.
In this presentation, we explore traditional organizational models and how they have been used to align structure and operations to business strategies.
We will show how those models can still operate as diagnostic tools to understand where various organizational factors can be out of balance.
Then, we will show how organizations have shifted from static models for diagnostics and alignment to flexible models that help organizations adapt to continuous, dynamic change.
Understanding Business Function and Business ProcessSeta Wicaksana
Enterprise Resource Planning (ERP) programs: Core software used by companies to coordinate information in every area of business
Help manage companywide business processes
Use common database and shared management reporting tools
Business process: Collection of activities that takes some input and creates an output that is of value to the customer
HC Company Profile 2024 Excellence JourneySeta Wicaksana
Humanika Consulting is an HRD and Management consultant brand under the auspices of PT Humanika Amanah Indonesia. As a brand, Humanika Consulting, which was established in 2004, started its career in developing human resources through training program activities using an outdoor activity (Outbound) approach. The Experiential Learning method is promoted in developing people through continuous change so that the S.O.B.A.T. (Semua Orang Bisa Hebat) becomes a platform in the change process, namely Start, Order, Breakthrough, Accelerate, and Transform.
To anticipate high demands regarding Individual Assessment, Humanika Consulting has innovated to create a web-based application and has parameters (Job-Person Profile Matching), by having a subsidiary, PT Humanika Bisnis Digital, which a subsidiary that concentrates on Big Data and research related to HR. in 2019.
Business Strategy Creating and Sustaining Competitive AdvantagesSeta Wicaksana
Effective strategies in an environment of constant change are a key requirement for success.
Corporate strategy: Deciding on the scope and purpose of the business, its objectives, and the initiatives and resources necessary to achieve the objectives.
Strategic Management Organization objective with Appreciative InquirySeta Wicaksana
To introduce the philosophy, practice and process of Appreciative Inquiry so that you can apply it to your setting objectives in strategic management.
Appreciative inquiry (AI) is a positive approach to leadership development and organizational change. The method is used to boost innovation among organizations.
A company might apply appreciative inquiry to best practices, strategic planning, and organizational culture, and to increase the momentum of initiatives.
Developing Organization's Vision, Mission and ValuesSeta Wicaksana
Together, the vision, mission, and values statements provide direction for everything that happens in an organization.
They keep everyone focused on where the organization is going and what it is trying to achieve. And they define the core values of the organization and how people are expected to behave.
Creating a mission, values and vision makes a statement as to how a company and its personnel will interact with the consumer, its colleagues and even competitors.
The value, mission and vision statements of a company are the foundation on which all business is conducted and decisions are made.
The Future of Business, Organization and HRMSeta Wicaksana
In an ever-evolving global landscape, the realm of business development is undergoing a profound transformation.
The convergence of technological advancements, shifting consumer preferences, and dynamic market conditions has created a paradigm shift that promises to reshape the way businesses approach growth and expansion.
The future of business development is not only about adapting to change but also about harnessing emerging trends and innovations to thrive in an increasingly competitive environment.
To better organize a business in the future, leaders should embrace nine imperatives that collectively explain “who we are” as an organization, “how we operate,” and “how we grow.”
Transformasi menuju SDM Unggul dalam Era VUCASeta Wicaksana
Pembangunan Sumber Daya Manusia (SDM) unggul adalah bagian dari proses dan tujuan pembangunan nasional Indonesia. Saat ini Indonesia menghadapi tantangan untuk mengejar ketertinggalan dari bangsa-bangsa lain yang telah lebih dahulu maju. Tantangan menjadi lebih berat karena saat ini berada di era VUCA yaitu Volatility, Uncertainty, Complexity, dan Ambiguity.
Kita hidup di dunia dengan perubahan yang sangat cepat, tidak terduga, dipengaruhi oleh banyak faktor yang sulit dikontrol, dan kompleks. Mustahil kita mampu mencapai kemajuan dan kemandirian bangsa apabila kita mengabaikan pembangunan yang semestinya bertitik berat pada keunggulan sumber daya manusia. Hanya melalui SDM unggul kita akan mampu menghadapi era VUCA ini dan mampu berkompetisi dengan bangsa–bangsa lain. Era VUCA harus kita hadapi dengan mencetak SDM unggul Indonesia.
SDM unggul adalah SDM yang mampu beradaptasi, menerima dan merangkul perubahan sebagai bagian dari lingkungan yang tidak dapat diprediksi. Di samping itu, SDM unggul juga adalah SDM yang mampu memahami sekaligus melaksanakan tugas pekerjaannya secara tuntas dan berkualitas dengan visi kerja yang jelas dalam menghadapi tantangan dan ketidakpastian, yang mampu berkolaborasi dan bersinergi secara efektif dengan kolega, tim kerja, dan menjadi insan penggerak perubahan dan inovasi dalam menghadapi kompleksitas persoalan organisasi. SDM unggul juga diharapkan mampu mengatasi ambiguitas dengan agilitas serta memiliki ketangkasan dan kecerdasan dalam menjalankan tugas pekerjaannya.
Using Workload Analysis for Manpower PlanningSeta Wicaksana
Mengapa Manpower Planning dibutuhkan:
Membantu mengidentifikasi kekurangan atau kelebihan tenaga kerja, sehingga memungkinkan perusahaan mengambil langkah-langkah yang diperlukan untuk mengatasi masalah ini sebelum menjadi masalah.
Memastikan bahwa program rekrutmen dan seleksi didasarkan pada perencanaan tenaga kerja untuk mendapatkan hasil terbaik.
Membantu mengurangi biaya tenaga kerja dengan mengidentifikasi kelebihan staf atau jadwal shift kelebihan staf.
Membantu mengidentifikasi talenta yang tersedia dalam angkatan kerja, seperti pekerja terampil, dan membuat rencana pengembangan untuk mereka.
Membantu mengoptimalkan penggunaan sumber daya manusia yang ada, sehingga menghasilkan produktivitas yang lebih tinggi dan biaya yang lebih rendah.
Membantu meningkatkan kepuasan karyawan dengan memastikan bahwa tenaga kerja yang ada terlibat dalam pekerjaan yang bermakna.
The Talent Management Navigator Performance ManagementSeta Wicaksana
Effective Performance Management supports the achievement of both individual and business objectives. Through the Performance Management Process:
Employees understand how the work they are doing supports the broader goals of the organization
Employees understand what is expected of them, how they’re performing against those expectations, and how they can continue to improve their performance and contributions to advance their own career and business objectives
Managers provide feedback and coaching throughout the year to support employees in sustaining and improving their performance and developing their capabilities in alignment with their career goals
Employees and managers maintain on-going communications about performance and development progress and use the Company’s approved documents and/or technology to document progress
“Most companies still earn profits per employee at close to the same low levels earned in the 20th century because they have not become very adept at mobilizing the mind power of their workforces.
As a comparison, the average top-30 company increased profits per employee 70 percent
The target should be to improve profits per employee by 30 to 60 percent or more. “
“The opportunities to improve the performance of workers just from increased efficiency alone are huge: Surveys show that a majority of workers in thinking-intensive jobs in large companies feel they waste from half a day to two days out of every workweek...
The opportunities to improve the effectiveness of such workers are even larger. The opportunities to mobilize the latent intangible assets (that is, knowledge, skills, relationships and reputations) of a company’s workforce are vast.”
Changing Group to High Performing Teams with SOBATWAY through coachingSeta Wicaksana
Teamwork is important because it promotes a positive work environment where employees can achieve more opportunities and overcome more obstacles.
Businesses and organizations need teamwork the most when a project is time-sensitive and requires a diverse set of skills and experiences.
Teamwork can improve efficiency and productivity.
Efficiency rules when work is appropriately divided within a team, responsibilities are shared, and tasks are more likely to be finished within a set time frame. Good teamwork also enhances group outcomes and the measurable effectiveness of organizations.
Changing Group to High Performing Teams with SOBATWAY through LeadingSeta Wicaksana
A productive leader can help to improve efficiency by getting the most out of their team.
Leaders can help improve efficiency by ensuring everyone is working towards the same goal and doing what they do best.
They can provide guidance and direction and delegate tasks to make the most of everyone's strengths.
Someone who leads by example can expect to receive trust and respect from their team.
Superiors see them as someone who is capable of running a team, and employees see them as trusted mentors.
A trusted leader can also inspire teammates to respect and trust each other.
Changing Group to High Performing Teams with SOBATWAY through ParticipatingSeta Wicaksana
Why is participation important in teams?
Increases productivity
No matter how you measure it, participation promotes productivity by helping teams work through problems, ideate different solutions, raise potential roadblocks, and communicate goals more clearly.
3. Tantangan Bisnis Merumuskan dan mengimplementasikan strategi perusahaan secara efektif Mencapai Keuntungan/Laba Usaha (Profit) Meningkatkan Revenue Meningkatkan Efisiensi 3 Revenue Cost
4. Tantangan Terbesar-> Strategy Execution “Less than 10% of strategies effectively formulated are effectively executed” “The problem is that our age’s fascination with strategy and vision feeds the mistaken belief that developing the right strategy will enable a company to rocket past competitors. In reality, strategy is less than half the battle. .. In the majority of cases – we estimate 70% – the real problem isn’t [bad strategy]…. It’s bad execution.” 4
5. THREE P’S IN ORGANIZATION DESIGN POLICY Whatstrategy(mision, vision, policy, roadmap) should we have ? CULTURE What behaviors& assumptions ? PROCESS What kind of structure and system to get there ? PEOPLE What competenciesshould we have to get there ? 5
6. MenterjemahkanVisimenjadiAksi Vision & Mission Business Strategies GM, VP Short-Mid Term Plan Manager Short Operational Plan Supervisor Implement Operational Plan Team Leader Day to Day Operational Staff
12. ControllingPencapaian Sasaran/Target sesuai Aturan dan Prosedur yang berlaku Mengatur Proses kerja dan Sumber daya secara optimal Manajerial Manajemen dan Kepemimpinan merupakan dua keterampilan yang saling melengkapi untuk optimalisasi keberhasilan
21. KEMANDIRIAN Mampu Mau TidakMandiri KurangMandiri CukupMandiri Sangat Mandiri M4 M1 M2 M3
22. KEPEMIMPINAN SITUASIONAL BERBASIS KEMANDIRIAN BAWAHAN ORIENTASI RELASI/ HUBUNGAN ORIENTASI TUGAS Sejauhmanapemimpinterlibatdidalammenetapkandanmemberipetunjuktentangtugas & tanggungjawabbawahan Sejauh mana pemimpin terlibat di dalam kegiatan komunikasi dua arah, mendengarkan, memberikan dukungan sosio-emosional, atau bantuan pribadi. Kemandirian Bawahan MAMPU (ability): Pengetahuan ttg pekerjaan Keterampilan mengerjakan dan menguasai sesuatu MAU (wilingness): Kepercayaan diri Komitmen/Motivasi untuk menyelesaikan tugas
23.
24.
25.
26.
27. Rendah pada HubunganRendah Rendah Tinggi Orientasi pada Tugas Kurang Mandiri Sangat Mandiri Cukup Mandiri M1 M2 M3 M4 Tidak Mandiri
38. LEADING EFFECTIVELY . KematanganIndividu Proaktifitas: HidupBerdasarkanPrinsip Integritas: Walk the Talk. 3, Mentalitas: Kelimpahruahan. JanganMenyalahkanOrang Lain HEART (Salingpercaya) HEAD (Salingmengerti) 3. HAND (Salingmemberi) Dapat Diandalkan Kinerja yang Optimal
43. The people responsible for running an organizational & the running process itself, to achieve organizational objectives
44.
45. DUA KATA SAKTI DALAM MANAJEMEN EFEKTIF Mengutamakanhal-hal yang berkaitanlangsungdenganpencapaiansasaran yang telahditetapkandandisepakati. Menggunakansumberdayaseminimalmungkinuntukmendapatkanhasilseoptimalmungkin. 20 : 80 EFISIEN
49. KeterampilanManajerial 2. Actuating BOSS Menyuruhstafbekerja MengandalkanOtoritas MenciptakanKetakutan MengatakanSaya Mencari-cari SIAPA yang salah Menuntut / Gila Hormat PEMIMPIN Menginspirasiuntukbekerja MengandalkanNiatBaik MenerbitkanKepatuhan Mengatakan Kita Menunjukkan APA yang salah Dihormatidengantulus JadilahPemimpin, janganjadi BOSS!
53. Yang harusdiperhatikandalam Control ApakahAndatelahmembuatstandarberdasarkantujuan yang telahditetapkan? Ukurlahhasilkerjadancatat Bandingkanantarastandardanhasilkerja, adakahpenyimpangan? Lakukanperubahandanbuatlangkahpencegahankesalahanserupa BerikanKoreksikepadabawahan
54. KeterampilanManajerial 4. MengoreksiBawahan Seorang Supervisor yang baikmampumengoreksibawahantanpamenimbulkanperlawanandansakithati yang berkepanjangan. John Wooden SeorangPembaharumelakukankoreksiterhadapkekeliruan, tetapiseorangprovokatorhanyamenimbulkankeresahandanpermusuhan. Robert Bulwer-Lytton Kecantikanadalahsebuahpersepsi, bukansoal make-up dantatabusana. I Awalmuladarikecantikanadalahmengetahuidanmenyukaidiridanorang lain. JikaAndahanyaingin MENGOREKSI, percumasajaberdandandanmengenakanbusanaterindahsekalipun. KevynAucoin
55. 33 MENGOREKSI BAWAHAN Siapkan fakta Jangan mengkoreksi di depan umum Lakukan koreksi dengan cara tatap muka Berikan pujian, bila perlu Kendalikan emosi Jadilah diri sendiri
56. 34 MENGOREKSI BAWAHAN (lanjutan) Spesifik, positif dan negatif Tenggang waktu Disampaikan secara konstruktif Satu persatu Komunikasikan secara efektif Buat catatan untuk pengembangan selanjutnya
58. Membangun Rasa HormatdanHargaDiri BiasakanTersenyum Dan Bersikap Ramah Tataplah Mata MitraKetikaBerbicara Sapalah, SambilMenyebutkanNama Puji Dan HargaiOrang Lain DenganTulus DengarkanPernyataanOrang Lain SampaiTuntas NyatakanKeinginan Dan KebutuhanAndaDenganJelas JagalahNamaBaik, HindariPerginjungan KendalikanEmosiAndaSecaraTepat Dan Produktif PenuhiSemuaJanji Yang AndaKeluarkan Pastikan Humor AndaBersifatKonsturktif
