review materi uts

8/8/2019 Review Materi Uts

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REVIEW MATERI UTSPERILAKU ORGANISASI

D4 LOGISTIK BISNIS2010


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Challenges and Opportunityfor OB

Responding to Globalization

Managing Workforce Diversity

Improving Quality and Productivity Responding to the Labor Shortage

Improving Customer Service


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Challenges and Opportunity for OB(contd)

Improving People Skills

Empowering People

Coping with Temporariness

Stimulation Innovation and Change Helping Employees Balance Work/Life

Conflicts

Improving Ethical Behavior


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Defining Motivation

Key Elements

1.Intensity: how hard a person tries2.Direction: toward beneficial goal

3.Persistence: how long a person tries

Key Elements

1.Intensity: how hard a person tries

2.Direction: toward beneficial goal

3.Persistence: how long a person tries

Pro ses y a n g m e n jela skan

,in te n ita s arah , dan

keteku n an

u sa h a u n tu k m e n c a p a i

suatu

tu ju a n


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Need Hierarchy Theory

Physiological needs

Safety needs

Social needs

Esteem needs

Self-actualization

needs

Lower-orderneeds

Higher-orderneeds


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ERG Theory (ClaytonAlderfer)

Core Needs

Existence: provision of basicmaterial requirements.

Relatedness: desire forrelationships.

Growth: desire for personaldevelopment.

Core Needs

Existence: provision of basicmaterial requirements.

Relatedness: desire forrelationships.

Growth: desire for personaldevelopment.

Concepts:

More than one need can beoperative at the same time.

If a higher-level need cannotbe fulfilled, the desire tosatisfy a lower-level needincreases.

Concepts:

More than one need can be

operative at the same time.

If a higher-level need cannotbe fulfilled, the desire tosatisfy a lower-level needincreases.

:Tiga kelompok kebutuhan inti, ,Kehidupan Hubungan dan Pertumbuhan


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Two-Factor Theory (FrederickHerzberg)

In trin sik K e p u a sa n ke rjaEkstrin sik Ke tid a kp u asa n

ke rja


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Comparison ofSatisfiers and

Dissatisfiers

Factors characterizing events onthe job that led to extreme jobdissatisfaction

Factors characterizing events on

the job that led to extreme jobsatisfaction


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David McClellands Theory ofNeeds

nAch

nPow

nAff

-Pencapaian Kekuatan Hubungan


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Expectancy Theory

E X H I B I T 6-8


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IntegratingContemporaryTheories ofMotivation

nAch yg Tinggi

Desain Pekerjaan

/Perbandingan keadilan Keadilan Organisasion/ : /O IA O IB

Kriteria Evaluasi Kinerja

-Tujuan tujuanmengarahkan perilaku

Penguatan

Tujuan PribadiPenghargaan OrganisasionalKinerja Individual

Sist Evaluasi Kinerja Objektif

Kemampuan

Usaha Individual

Peluang

Kebutuhan yg dominan

h i k


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The Link BetweenPerceptions and Individual

Decision Making

Perceptions of thedecision maker

Perceptions of thedecision maker

O u tcom e s


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Steps in the Rational Decision-Making Model

E X H I B I T 5-3


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Assumptions of the RationalDecision-Making Model

1.Problem clarity2.Known options

3.Clear preferences

4.Constant preferences

5.No time or cost constraints

6.Maximum payoff

1.Problem clarity

2.Known options

3.Clear preferences

4.Constant preferences

5.No time or cost constraints

6.Maximum payoff

S e b u a h m o d e l p e m b u a ta n k e p u tu sa n

Yan g m en d eskrip sikan b ag aim an aIn d iv id u se h a ru sn y a b e rp e rila ku u n tu k

M em a ksim a lka n b e b e ra p a h a sil


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15

SHAPING BEHAVIOR

(PEMBENTUKAN PERILAKU) Secara sistematis menegaskan

setiap urutan langkah yang

menggerakkan seorang individulebih dekat kepada respons yangdiharapkan


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ethods ofethods ofhaping Behaviorhaping Behaviorethods ofethods ofhaping Behaviorhaping Behavior

egativeegativeReinforcementeinforcement

egativeegativeReinforcementeinforcement

PositiveositiveReinforcementeinforcement

PositiveositiveReinforcementeinforcement

Extinctionxtinctionxtinctionxtinctionunishmentunishmentunishmentunishment


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Types of Reinforcement

Continuous Intermittent

e in fo rce sd e sire deh avio r e ve rytim e

e in fo rce sd e sire de h a v io r o fte n

n o u g h to m a keeh avio r w o rthre p e a tin g


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Schedules of Reinforcement

-ixe dIn te rv a l

F ixe d-R a tio

-a ria b leR a tio-a ria b leIn te rva l

Interval Ratio

Var

iab

le

F

ixed


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19

JADWAL PENEGASAN

JADWAL SIFAT PENGARUH CONTOHBerkesinambungan Penghargaan diberikan

setelah perilaku ygdiharapkan

Pembelajaran secaracepat thdp perilaku yg

baru tetapi lenyapdengan cepat

Pujian

Interval tetap Penghargaan diberikanpada interval waktu yangtetap

Kinerja rata-rata dantidak teratur, dan lenyapdg cepat

Bayaran mingguan

Interval variabel Penghargaan diberikanpada interval waktu yangvariabel

Kinerja yg cukup tinggidan stabil didapat dgcepat tapi juga lenyap dgcepat

Kuis dadakan

Rasio tetap Penghargaan diberikanpada jumlah hasil secara

tetap

Kinerja sangat tinggi danlenyap dengan lambat

Bayaran tarif per buah

Rasio variabel Penghargaan diberikanpada jumlah hasil yangvariabel

Komisi berdasarkanpenjualan


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Big Five Model

Faktor-faktor Kepribadian menurut ModelLima

Besar:

1.Ekstraversi (extraversion)2.Mudah akur atau mudah bersepakat

(agreebleness)

3.Sifat berhati-hati (conscientiousness)4.Stabilitas emosi (emotional stability)

5.Terbuka terhadap hal-hal baru (opennnesto experience)


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Ekstraversion

Dimensi kepribadian yang mendeskripsikanseseorang yang suka bergaul, suka

berteman,

dan tegas


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Agreeableness

Dimensi kepribadian yang mendeskripsikanseseorang yang bersifat baik, kooperatif,

dan

penuh kepercayaan


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Conscientiousness

Dimensi kepribadian yang mendeskripsikanseseorang yang bertanggung jawab, bisadipercaya, gigih, dan teratur


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Emotional stability

Dimensi kepribadian yang menggolongkanseseorang sebagai orang yang tenang,

percaya

diri, memiliki pendirian yang teguh (positif)versus mudah gugup, khawatir, depresi, dantidak memiliki pendirian yang teguh

(negatif)


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Openness to experience

Dimensi kepribadian yang menggolongkanseseorang berdasarkan lingkup minat danketertarikannya terhadap hal-hal baru


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Hofstedes Framework forAssessing Cultures


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Hofstedes Framework(contd)


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