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7/30/2019 IV. Organizational Culture
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ORGANIZATIONAL CULTURE
Development:Berasal bahasa latin: colere = sistem
bercocok tanam.
Dalam antropologi sejak thn 1871 olehTaylor.
Dalam organisasi sejak tahun 1960-an.
Sejak thn 1980 menjadi gagasan penting
Produk Jepang dominan di A.S. & Eropa
A.S. defisit dan pengangguran meningkat
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Budaya Organisasi Pembeda suatuorganisasi adalah budaya
Schein: basic assumptions Peter & Waterman: values
Pettigrew: beliefs and norms Hofstede: collective programming of
mind
HASIL PENELITIAN
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CONTOH EKSPRESI BUDAYA KORPORAT
TELKOM THE WAY 135
MATSUSHITA FIRST WE MAKE PEOPLE BEFOREWE MAKE PRODUCT
MCDONALD A COMMITMENT TO QUALITY,
SERVICE, & CLEANLINESS
POLISI MELAYANI, MELINDUNGI
UII RAHMATAN LIL ALAMIN
IMT INTEGRITY, ENTREPRENEURSHIP,BEST FOR EXCELLENT
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KORELASI THDP KINERJA
Budaya berkorelasi kuat dan positif
thdp kinerja jika:
1. Diasosiasikan dengan kinerja
optimal,2. Nilai-nilai mengakar secara kuat,
3. Perilaku konsisten dengan nilai-nilai,
4. Dominan mempengaruhi perilakukerja,
5. Adaptif terhadap perubahan
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Organizational culture is concerned withhow employees perceive the characteristicsof an organizations culture, not with
whether or not they like them. That is, itsa descriptive term.(Robbins, 2005:486)
DEFINITION
Organizational culture represents acommon perception held by theorganizations members.(Robbins, 2005:486)
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Hofstede (1997:180):
the collective programming of the mind whichdistinguishes the members of one organizationfrom another.
Manifestation:Values:
Broad tendencies to prefer certain states of
affairs over others.Not visibleto an outsideobserver.
Practices:
Behaviors that are visible to an outside
observer.
DEFINITION
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RITUALS
HEROES
VALUES
Source: Hofstede (1997:9)
PRACTICES
THE ONION DIAGRAM
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Practices
Values
LEVEL
Nation
Occupation
Organization
PLACE OFSOCIALIZATION
Family
School
Workplace
Source: Hofstede (1997:
182)
THE NATURE OF CULTURAL
DIFFERENCES
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CULTURE IN AN ORGANIZATION
SHARED VALUES(Important concerns
that are shared)
GROUP BEHAVIORNORMS
(Common ways
of acting)
Invisible
Visible
Harder to Change
Easier to Change
Sumber: Kotter & Hesket (1992)
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Organizational Values
(Nilai-nilai 0rganisasi):
Pandangan seluruh karyawan tentang
sesuatu di perusahaan tempat
mereka bekerja yang bersifat:
Pragmatis (penting - tidak
penting)
Moralistik (benar - tidak benar)
Afektif (suka - tidak suka)
VALUES
E NG E
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1. Power distance high low
Hi: Distribusi kekuasaan yang tidakseimbang.
2. Individualism high ; low collectivismHi:Mementingkan diri sendiri.
3. Masculinity high ; low femininityHi:Agresif, bekerja keras, suka tantangan.
4. Uncertainty avoidance high - low
Hi: Menghindari situasi yang turbulen,stres.
5. Long-term orientation high ; low short-term
Hi: Berpikir jauh ke masa depan
MEASURING VALUES
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Organizational Practices
= Praktik-praktik Organisasi:
Perilaku kerja karyawan di perusahaanyang mencerminkan ciri pembeda dengan
perusahaan lain.
PRACTICES
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1. Process versus result-orientedOrientasi proses kerja vs hasil kerja
2. Employee versus job-orientedOrientasi hubungan vs orientasi pekerjaan
3. Open versus closed systemSistem terbuka vs sistem tertutup
4. Tight versus loose controlPengawasan ketat vs pengawasan longgar
5. Self versus social responsibilityKepentingan organisasi vs kepentingan sosial
6. Market versus internal orientedOrientasi pasar vs internal organisasi
MEASURING PRACTICES
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FUNCTIONS OF CULTURE IN
ORGANIZATIONS1. Creating distinctions from other
organizations
2. Conveying a sense of identity3. Facilitating the generation of commitment
4. Enhancing social system stability
5. Serving as a sense-making & controlmechanism
Culture is the social glue that helpshold the organization together
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CULTURE AS A LIABILITY
1. Barrier to changeWhen not in agreement with those thatwill further organizations effectiveness
2. Barrier to diversityNew employees who are not like themajority will create a paradox.
3. Barrier to acquisition and mergerOne of primary causes of acquisitionfailure is conflicting organizational culture.
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KEEPING CULTURE ALIVE
1. SelectionIn addition to knowledge and skills,
vales need to be included.
2. Top managementCommitment through what they say
how they behave.
3. SocializationHelping new employees adapt to
culture.
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SOCIALIZATION MODEL
Pre-arrival Encountered Metamorphosis
Productivity
Commitment
Turnover
Socialization Process Outcomes
Metamorphosis: Adjusting own behaviors.
Pre-arrival: learning about the organization before joining
Encountered: Seeing the reality and addressing comments
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HOW EMPLOYEES LEARN CULTURE
1. STORIESNarratives of events about organization
2. RITUALSRepetitive sequences of activities thatexpresses the key values of theorganizations
3. MATERIAL SYMBOLS
Facilities given to the employees,particularly managers
4. LANGUAGE
Expressions used to identify members of aculture
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CULTURE AND PERFORMANCE
ObjectiveFactors:
Innovation & RiskTaking
Attention to detail
Outcome Orientation
People Orientation
Team Orientation
Aggressiveness
Stability
Organizational Culture
Performance
Satisfaction
Hi
L
o
Strength
Robbins (2005: 507)
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THANKS FOR UR ATTENTION