Budaya Organisasi

Chapter 2

Mata kuliah : J0754 - Pengelolaan Organisasi EntrepreneurialDosen Pembuat : D3122 - Rudy AryantoTahun : 2009

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

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

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

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

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

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

Organizational Culture

• Society’s values impact organizational values– Interactive nature of work, leisure, family, and

community

Organizational Culture & Its Effects

• Organizational culture involves shared– Expectations– Values– Attitudes

• It exerts influence on – Individuals– Groups– Organizational processes

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

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

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

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

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

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

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

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

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

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

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

Spirituality in the Workplace

• Potential benefits– Increased creativity– Honesty– Trust– Commitment– Personal need satisfaction– Improved organizational effectiveness

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

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

Socialization and Culture

• Socialization is the process by which organizations bring new employees into their culture

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

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

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

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

Socialization Stages

• Role management – Provision of professional counseling– Adaptive and flexible work assignments– Sincere person-oriented managers

Effective Socialization

• Anticipatory socialization stage– New recruits experience realism, congruence

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

Mentors and Socialization

Mentor – a friend, coach, advisor or sponsor who supports, encourages, and helps a less experienced protégé.

Mentors and Socialization

• Phases of the mentor relationship– Initiation– Cultivation– Trial separation– Separation– Redefinition

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

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

Capitalizing on Diversity

• Employee diversity will increase over the next few decades– Studying ethnic backgrounds and national cultures will be

important

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

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