budaya organisasi chapter 2 mata kuliah: j0754 - pengelolaan organisasi entrepreneurial dosen...
TRANSCRIPT
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