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首页> 外文会议>International Conference of Democratisation in Southeast Asia >Reframing on Organization Transforming at PT. Kereta Api Indonesia
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Reframing on Organization Transforming at PT. Kereta Api Indonesia

机译：在PT的转变组织中恢复恢复。印度尼西亚火车

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Transformation is a process that can not be avoided when the condition of the organization gets worse in all aspects. PT. Kereta Api Indonesia prior to 2009 experienced worsening conditions in almost every aspect. Impaired employee performance, service performance associated with delayed arrivals and arriving trains, dirty station conditions, adventurous condition of coaches and loco, brokering systems and corporate assets. Therefore, restructuring steps are done by PT. KAI by doing organizational transformation. The most important process in transformation is to change the employee's mind set or Reframing. The purpose of this study is to analyze how the reframing process is run by PT. KAI. This research is qualitative research with descriptive method. The primary data source of this research is the leadership of PT. KAI and train passengers. The theory used as a knife analysis in this study is the theory of Goulliart and Kelly (1994) where Reframing is one of the important parts in the transformation, consisting of 3 chromosomes, which get mobilization, create vision, and make measurement instruments. Reframing is done by changing the orientation of the company from orientation to production to service orientation. To mobilize subordinates to change their orientation, socialization, reward and punishment, more leadership style changes in leading by example. Creating a new vision is done by changing the vision and mission, organizational culture, work values and organizational logos. Meanwhile, to measure that the transformation has indicated a condition improvement, a measurement instrument was developed. Measurement instruments are designed to measure overall organizational performance and service performance. The results show that the reframing is well executed, although at the beginning there are many oppositions, but with a firm leadership and willing to go down the field little by little employees who oppose the transformation began to follow the path of transformation.
机译：转型是当组织的状况在各个方面变得更糟时无法避免的过程。 Pt。 2009年之前的Kereta API印度尼西亚几乎在各方面的恶化条件。员工业绩受损，与延迟抵达的服务表现，抵达列车，肮脏站点条件，教练和基地的冒险状况，经纪系统和企业资产。因此，重组步骤由PT完成。凯通过组织转型进行。转型中最重要的过程是改变员工的思想集或重新制作。本研究的目的是分析重塑过程是如何通过PT运行的。凯。本研究具有描述性方法的定性研究。本研究的主要数据来源是PT的领导。凯和火车乘客。本研究中用作刀分析的理论是朱利亚人和凯利（1994）的理论，其中重塑是转型中的重要部位之一，由3条染色体组成，该染色体可移动，创造视力和制造测量仪器。通过改变公司的方向从方向到生产到服务方向来完成refaling。动员下属改变他们的定位，社会化，奖惩，更多的领导风格，以举例的领导。通过更改愿景和使命，组织文化，工作价值和组织标识来完成新的愿景。同时，为了测量转化表明了条件改进，开发了测量仪器。测量仪器旨在衡量整体组织性能和服务性能。结果表明，重新恢复很好，虽然在开始时有许多反对派，但有很强的领导力，并愿意被反对转型的小员工沿着那些反对变革的小员工走下田。

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