Management of Change (of Apparatus Mental Attitude)
With regard to the concept of “globalization”, Michael Hammer and James Champy write that global economy has impact on 3Cs, i.e. Customer, Competition, and Change. Customers are the deciding factor; there are more and more competitors; and changes have become constant. This is happening not only to private sector but also to public sector, in which the pace of all processes is steady and all changes as if restrained, inevitably, like it or not, because of the interests of customers (which is actually very large - for public-sector customers certainly are people), the 3Cs’ rule applies. Unfortunately not many people like changes, even so the changes cannot be avoided. We must face the change because what stays the same is the change itself. Therefore, it requires a change management process so that the impacts of these changes can lead to a positive point.
Change Management is still a continuation of 2011 activities. Change management is a systematic process that applies knowledge, tools, and resources necessary for the organization to shift from the present to the desired conditions, i.e. towards better performance and to manage individuals who will be affected by the change process.
As a public organization, NADFC is also affected by the change. Changes occur within the scope of both internal and external organization that have either positive or negative impacts on the organization. What really important is how to manage this change for the greater good of the organization so that the organization can anticipate any bad impacts of the changes. A company can manage changes in such a way so that they can bring as much benefit as possible to the organization, and how it shapes the future for the organization itself. Thus, NADFC must also be able to manage the concept of these changes. Likewise, the members of the organization - i.e. the entire personnel, should also be able to manage changes in a positive way.
It is widely recognized that the task of managing change is not a simple one. Most organizations and individuals within the organization are resistant to change, due to many factors. Changes must be managed seriously because it could potentially have a significant disincentive. Therefore, it is necessary to formulate a strategy to manage and implement change. In 2011 the structure of Program Management Office (PMO) of change was established, in which one of its sub-teams, Design Management, is responsible for formulating change strategy. For that purpose, it carried out an assessment on organization's readiness for change. Measurement of organizational readiness for change was done using a questionnaire on organization's readiness to face changes involving respondents from all structural positions and 10% sampling of the general and specific functional population. From the results of the questionnaire, each strategy from eight areas of change in the bureaucratic reforms have been determined, namely: Organization, Implementation, legislation, apparatus, Monitoring, Accountability, Public Service and Mindset and Work Culture of the Apparatus. To support the change strategy, training modules as well as TOT change management training for agents of change of the entire units have been prepared. From 2012 to 2014, it will be continued with the assistance of change management as well as the evaluation of the implementation of change management.