budaya organisasi chapter 2 mata kuliah: j0754 - pengelolaan organisasi entrepreneurial dosen...
TRANSCRIPT
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Budaya Organisasi
Chapter 2
Mata kuliah : J0754 - Pengelolaan Organisasi EntrepreneurialDosen Pembuat : D3122 - Rudy AryantoTahun : 2009
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Learning Objectives
– Define the terms organizational culture and socialization
– Explain the difference in how some employees talk about a positive culture and others describe a negative culture
– Describe the impact of an organization’s culture on individual and team behavior
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Learning Objectives
– Explain why spirituality is considered to have positive benefits in the workplace
– Identify specific practices and programs used by organizations to facilitate socialization
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What is Organizational Culture?
• As defined by Edgar Schein– A pattern of basic assumptions invented, discovered or
developed by a given group– As it learns to cope with the problems of adaptation and
integration– That has worked well enough to be considered valid – Taught to new members as the correct way to perceive,
think, and feel in relation to those problems
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Organizational Culture
• Examples of cultural attributes– Documents– Physical layouts and furnishings– Language, jargon– Work ethics and practices– Loyalty and commitment– Helping others– Management equity– Fair day’s work for a fair day’s pay
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Organizational Culture
Visible but often not decipherable
Greater level of awareness
Taken for granted, invisible, preconscious
Layer III: Basic Assumptions Relationship to environment Nature of reality, time, & space Nature of human nature Nature of human activity Nature of human relations
Layer I: Artifacts & Creations Technology Art Visible and audible behavior patterns
Layer II: Values Testable in the physical environment Testable only by social consensus
Schein’s Three-Layer Organizational Model
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Organizational Culture
• Values– The conscious, affective desires or wants of people that
guide their behavior– Society’s ideas about right and wrong– Passed from one generation to the next
• Organizations operate well only when shared values exist among employees– Personal values guide both on- and
off-the-job behavior
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Organizational Culture
• Society’s values impact organizational values– Interactive nature of work, leisure, family, and
community
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Organizational Culture & Its Effects
• Organizational culture involves shared– Expectations– Values– Attitudes
• It exerts influence on – Individuals– Groups– Organizational processes
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Organizational Culture & Its Effects
• The more employees share and accept the core values– The stronger the culture– The more it influences behavior
• Artificially imposing a culture is often met with resistance
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Core of a Positive Culture
Methods Intervening Conditions
Cohesive organizational culture
Historical foundation
Understanding what is expected
Being part of a group
Interpersonal, intergroup relationships
Sense of history, communicationsPositive problem solvingStores about founders/leaders
Leadership, role modelingNorms, values, expectations
Reward systemsCareer management, job securityRecruiting and staffingSocialization of new staff membersTraining and development
Member contactParticipative decision makingIntergroup coordinationPersonal exchange
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Types of Culture
Fo
rmal
Co
ntr
ol
Ori
enta
tio
n
Flexible
Internal External
Stable
Clan Culture Entrepreneurial Culture
Bureaucratic Culture
Market Culture
Forms of Attention
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Types of Culture
• Bureaucratic Culture– Emphasizes rules, policies, procedures, chain of
command, central decision making
• Clan Culture– A working family, tradition and rituals, teamwork and
spirit, self-management, social influence
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Types of Culture
• Entrepreneurial Culture– Innovation, creativity, risk taking, aggressively seeking
opportunities– Change, individual initiatives, autonomy are standard
practices
• Market Culture– Emphasis on increased sales and market share, financial
stability, profitability– Workers have contractual relationship– Little feeling of teamwork, cohesiveness
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Organizational Subcultures
• Many may exist under the dominant corporate culture– Some have positive effects, others negative – Programmers work in a subculture under the dominant
culture of Microsoft
• Cultural conflict– Seldom investigated prior to mergers– Has caused many to fail
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Merging Cultures
• Less than 25% of all mergers and acquisitions are successful– Analytical analysis to pursue a merger
is usually based on financial criteria– Culture is a “soft” criteria
that isn’t considered
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Merging Cultures
• Merging firms should consider– Values, expectations, styles, goals– Information technology systems– Compensation and rewards systems– The human resource talent pool– Both the dominant and subcultures
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Influencing Culture Change
• Cultures are elusive and hidden– They cannot be adequately diagnosed, managed, or
changed– Deliberate attempts at culture change
are not practical
• Cultures sustain people through periods of difficulty and anxiety– Because culture provides continuity and stability, people
naturally resist change
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Cultural Change Intervention Points
Behavior of employees
Cultural evolution & learning
11
Cultural communication
Recruitment & hiring
Terminate deviant & nonperforming employees
Socialization of new employees
22
33 44
55
66
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Spirituality in the Workplace
• Defined by Smith and Rayment– A state or experience that can provide individuals with
direction or meaning
– Or provide feelings of understanding, support, inner wholeness, or connectedness
– Connectedness can be to themselves, other people, nature, the universe, a god, or some other supernatural power
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Spirituality in the Workplace
• Potential benefits– Increased creativity– Honesty– Trust– Commitment– Personal need satisfaction– Improved organizational effectiveness
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Spirituality in the Workplace
• Potential benefits (continued)– Attaining a broader world view
– Sense of integrity
– Stronger sense of community
– Willingness to contribute and make a positive difference
– Improved work/life balance, attitude, and set of behaviors
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Spirituality in the Workplace
• Criticisms– May limit ability to embrace diversity
of beliefs among employees and shareholders
– Talking about values could sound “preachy”
– Research showing positive organizational benefits is sparse
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Socialization and Culture
• Socialization is the process by which organizations bring new employees into their culture
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Socialization and Culture
• Three stages of socialization
– Coincide generally with the stages of a career
• Anticipatory stage– Activities undertaken prior to entering
an organization– Activities prior to taking a different job within the same
organization
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Socialization and Culture
• Accommodation– Occurs after joining an organization– The organization/job are seen as they actually are– Involves establishing interpersonal relationships– Learning job tasks– Clarifying the role– Evaluating the progress being made
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Socialization and Culture
• Role management is the stage during which conflicts arise – The employee’s work and home life– The employee’s work group and other work groups within
the organization
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Socialization Stages
• Anticipatory stage– Recruitment, selection, placement using realistic job
previews and career paths
• Accommodation stage – Tailor-made orientation programs– Social and technical skills training– Supportive and accurate feedback– Challenging work assignments– Demanding but fair supervisors
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Socialization Stages
• Role management – Provision of professional counseling– Adaptive and flexible work assignments– Sincere person-oriented managers
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Effective Socialization
• Anticipatory socialization stage– New recruits experience realism, congruence
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Effective Socialization
• Accommodation socialization stage– Design orientation programs – Structure training programs– Provide performance evaluation information– Assign challenging work– Assign demanding bosses
• Role management socialization stage– Try to adapt to employee problems
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Mentors and Socialization
Mentor – a friend, coach, advisor or sponsor who supports, encourages, and helps a less experienced protégé.
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Mentors and Socialization
• Phases of the mentor relationship– Initiation– Cultivation– Trial separation– Separation– Redefinition
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Socializing and Cultural Diversity
• Diversity– The vast array of physical and cultural differences that
constitute the spectrum of human differences
• Managerial challenge– Integrate the increasing number and mix of people from
diverse national cultures into the workplace
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Socializing and Cultural Diversity
• Core dimensions of diversity– Age, ethnicity, gender, physical attributes, race,
sexual/affectional orientation
• Secondary dimensions– Differences that people acquire, discard, or modify
throughout their lives– Educational background, marital status, religious beliefs,
disabilities, work experience
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Capitalizing on Diversity
• Employee diversity will increase over the next few decades– Studying ethnic backgrounds and national cultures will be
important
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Capitalizing on Diversity
• Issues to consider– Employees who don’t speak English– Increased training needs– Cultural awareness training– Matching rewards and career development programs to
ethnic group– Rewarding managers for recruiting, hiring, and
integrating a diverse workforce– Learning more about age, gender, and disabilities
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Capitalizing on Diversity
• Forces driving diversity management– Global competition– Changing domestic demographics
• Open expression of diversity– Paralleled by social movement toward retention of
ethnic roots– Awareness and pride of cultural heritage can become an
advantage for U.S. firms operating in foreign countries