to fulfill Leading and Managing Organizational Change Course Assignment

1. Transformation of PD. Pasar
Bermartabat
Culture Transformation Planning

2. Bureau Market Companies
(1934-1971)
Kolonial and Dispenda
UPTD Pasar
(1975)
Dispenda
Dinas Pasar
(1985)
PD. Pasar
(2004)
Suspension
PD. Pasar (2008)
History of Transformation PD. Pasar

4. Vision
Mission
Motto
Become a world class and an independent
administrator of market company
 Improve the quality of service to the community
merchants and the consumer society.
 Increase the company's earnings potential
through the development of other supporting
units so as to contribute to PAD Bandung.
 Improve the quality and supervising personnel /
employees of the company so that it can become
competent human resources that are reliable and
performs well.
 Increase partnerships, both with merchants,
market managing partner, along with
partnerships with private companies related
S A E
(Santun, Akuntabel and Efisien)
Value of PD. Pasar

5. Declaration of
Service
Function
 We are ready to hold a good market management
 We are ready to provide good services to traders
and visitors for comfortable and security market
while selling and shopping.
 We are ready to handle complaints, critics and
suggestions
 Manage and develop the physical infrastructure and
facilities market as a company asset areas that have
legitimate certificate;
 Improve the quality and quantity of services market
facilities are comfortable, safe, orderly and clean;
 Manage spatial environment / market area, the
quality and diversity of commodities and sales
promotion efforts;
 Local Company create a business climate that is
conducive and competitive in the center of the
proliferation of modern markets and the existence of
street vendors (PKL) around the market; and
 Create good cooperation with other parties in order
to improve the competitiveness of the market
management.
Value of PD. Pasar

6. Organization Structure of PD. Pasar

7. The Competing Value Model

8. The Competing Value Model
• PD. Pasar is a bureaucracy company, where has a
traditional approach to structure and control that flows
from a strict chain of command
• By the questionnaire, the following answer about the
competing value model of PD. Pasar is Hierarchies
• PD. Pasar have respect for position and power, well-
defined policies, processes and procedures as it happens
in the company.
• The leaders at PD. Pasar are typically coordinators and
organizers who keep a close eye on what is happening.
• Favors structure and control, efficiency, timeliness,
smooth processes

9. The Competing Value Model

10. The Competing Value Model
Market Culture:
• Competitive, achievement oriented
• Aggressive and result oriented
• Emphasis on achievement and goal
accomplishment
• Competitive actions and winning
• The leaders in market cultures are often hard-
driving competitors who seek always to deliver the
goods

11. The Changing Why PD. Pasar need to change?
Function:
PD. Pasar
nowadays not only
concern to the
bureaucracy and
social company,
but also a
profitable
company which
necessarily target
oriented.
Service:
PD. Pasar not only
maintenance the
public facilities, but
also maintenance
their customer
(seller in the
traditional market),
and they can improve
the profit if the
customer treat well.
Business:
PD. Pasar should
aware its core
business, selling
the available place
to the customers.
Gain the profit by
optimal the
business
Environmental Pressure
People:
PD. Pasar should
improve the
performance of the
employee by create
some strategies (ex.
Placement test to
place people as
their capabilities,
skill and
competences)

12. The Changing Why PD. Pasar need to change?
Technologies:
PD. Pasar requires to apply the
technology in the systems, e.g .
Apply emailing system to
distribute many information to
the workforce
Products:
PD. Pasar maybe can expand their
core business not only Bandung
area only, but also regional, even
international. And not only core
business, but also they can expand
so many businesses
Geopolitical Pressure

13. The Changing What kind and type PD. Pasar need to
change?
Second-order
Change
Not developing but
transforming the
nature of the
organization
At PD. Pasar, the
culture should be
transform
Re-creation Change
Major upheaval where the
organization breaks with
past practices and
directions
At PD. Pasar, the
atmosphere in the work
place and work force should
be changed, the employee
should have a strong
valuable and can support
the company value
Fundamental (Major) Change
•Organizational Structure
•Organizational Process
•Organizational Boundaries

14. The Changing What kind and type PD. Pasar need to
change?
Midrange Organizational Change
Revitalization
•Major change in organizational environment
•Change needed in markets, services, resources, operational and measurement
systems, and culture
•Organizational size usually change, including downsizing
PD. Pasar
By environmental pressure, the company should make strategy to create major
change which include services, resources, operational, systems, measurement
and culture.
By transfrom into Private Local Government Company (PD), the company should
aware about the core business, to gain revenue from the business, PD. Pasar
should transform the culture from hierarchy to be market.
By transform the culture of organization, it will make a significant change

15. The Changing What kind and type PD. Pasar need to
change?
The Burke-Litwin Model

16. The Changing What kind and type PD. Pasar need to
change?
• External Environment
Such as local government regulation (Perda, Perwal), branding image by third party (e.g.
third party product the garbage plastic which environmentally friendly).
• Mission and Strategy
To achieve the mission and vision, the company has implemented some strategies, such
as develop gadget for collector to collect retribution in improve the quality to costumer,
do the revitalization of traditional market to improve income and gain the contribution
to the local government.
• Leadership
PD. Pasar still find the right people to fill the middle-to-top management (Kepala
Bidang), for this condition, the order from top management direct to low-to-middle
management (Kepala Sub. Bidang) and distribute the order to the staff.
• Organizational Culture
The culture of the company is a hierarchy culture, because has a traditional approach to
structure and control that flows from a strict chain of command, respect for position and
power.
The Burke-Litwin Model

17. The Changing What kind and type PD. Pasar need to
change?
• Structure
Since low-to-middle management has been filled up by the right man, the management
still have to evaluate them periodically. The company propose the new structure and still
wait for the permission and legalization from the local government.
• System
Regulation for this company is clearly in the local government regulation (Perda No. 15
Tahun 2007 dan perubahan Perda No. 2 Tahun 2012), but the company not yet make the
standard operational procedures for guidelines to do the work.
• Management Practices
The mid-low managers have many experiences before they worked in this company, but
that’s not enough to run their position. They should be given a training and some
practices to solve the problem.
• Work Unit Climate
The employee can adaptation with others, they need a clear SOP to know the
boundaries about their job. A clear SOP will guide the employee to gain their
performance, and gain their awareness about reward and punishment.
The Burke-Litwin Model

18. The Changing What kind and type PD. Pasar need to
change?
• Task Requirements and Individual Skills
The placement test has been held to map the employee. So, the management can place
the employee by skills and job requirements.
• Individual Needs and Values
The placement test not enough to map the employee in the right place. The company
should interview the employee to know more about what the employee need and their
values.
• Employee Motivation
To know employee motivation by interview them. By theory Maslow, there’s five
motivation of the employee, they are basic needs, security needs, love, self esteem,
transcendence. After interview them, then evaluate where are the most motivation of
the employee.
• Individual and Overall Performance
The company has slow performance, it looks from the profit that the company get last
year is about minus 5 billion.
The Burke-Litwin Model

19. The Changing Who initiate the change and involve in the
change at PD. Pasar?
• The key person who should initiate
the change are The Directors.
Operational Director,
Administrative Director, and
President Director should
committed to initiate the change.
• The Directors should show the
committed about the change, and
help provide the employee with
meaning and understanding about
“what is going on”.
Key Person
• Everyone should involve in the
transformation.
• The Directors can make the
transformation in some parties and
some stages.
• The Directors can build some teams
to lead the transformation, with
right skill and right capabilities.

20. The Changing How PD. Pasar should change? (The
Method)
Use the Theory O
Inquiry 4-D Cycle
Discovering
Dream
Design
Destiny Affirmative
Topic Choice

21. The Changing How PD. Pasar should change? (The
Method)
Discovery Step has objective to gain
information about what is currently
practice in company.
At PD. Pasar, the change of the culture
still not implementation, but PD.
Pasar has been held two test
assessments since 2013, first for
placement the mid-low managers,
second for placement the employee.
Use the Theory O
Inquiry 4-D Cycle
Discovering Dream
Dream Step is what might be, help
envision about what the future could
be.
At PD. Pasar, to support its business,
company has to empower its people
to make their own decision which
can support and give life to company’s
strategy and brand and shape the
culture.

22. The Changing How PD. Pasar should change? (The
Method)
Design Step is about what should be
the deal?
PD. Pasar should make a group
discussion between The Directors and
the whole employee to do
brainstorming and gathering idea. The
Directors should make teams for each
part, each stage and each process that
consist of the employee. The teams
will make report to The Director, and
the report will be published as
information for the company.
Use the Theory O
Inquiry 4-D Cycle
Design Destiny
In Destiny Step is about how to
empower, learn, and
adjust/improvise?
By make teams that consist of the
whole employee, it will make the
employee engage each other. They
will learn everything new, and more
solid because they will work as a team
not in a short time. They will
improvise by make the decision as
they never do.

23. The Changing Applying D I C E Framework
The duration of time until the change
program is completed if it has a short life
span; if not short, the amount of time
between reviews of milestones.
The change of culture needs so much
time, but if it be divided into many part,
the time for each part will not take so
long, count it about 3 – 6 months for each
part.
This score is 2.
D I C E
Duration Integrity
The project team’s performance integrity;
that is, its ability to complete the initiative
on time. That depends on members’ skills
and traits relative to the project’s
requirements.
The change of culture needs the skill of
the employee to analyze, to arrange, to
make the strategy, and The Directors have
to pick the right man for each team. If The
Directors do that the score will 1.

24. The Changing Implement D I C E
The commitment to change that top
management (C1) and employees affected
by the change (C2) display.
The Directors and the supervisor (chief of
team) should communicate the reason of
the culture change periodically, the
importance of its success, support for the
change. If The Directors commit with the
change so with the supervisor, the score
will be 1.
D I C E
Commitment (C1) Commitment (C2)
The commitment to change that top
management (C1) and employees affected
by the change (C2) display.
The employee will eager with the change,
support it if The Directors commit with the
change, support the change. They will not
only eager, but also give so many ideas,
improvise for the change.
The score will be 1.

25. The Changing Implement D I C E
The effort over and above the usual work
that the change initiative demands of
employees.
Because it’s a fundamental transformation,
it will take many workloads than usual,
maybe about 30% - 40 the workloads will be
increased. But if the company has extra
payroll for the employee who involve in this
transformation, there will no exception from
the employee.
The score is 3.
D I C E
Effort
DICE Score = D + (2 x I) + (2 x C1) + C2 + E
DICE Score= 2 + (2x1) + (2 x 1) + 1 + 3
DICE Score = 10
Scores between 7 and 14:
The project is very likely to succeed. We
call this the Win Zone.
The Score

26. The Changing Implement D I C E
D I C E
The score is 10, and it is in Win Zone.
Means that the culture change will be success to be applied.

27. RARAS CITRA RASMI
29114845
Gracias