Organizational Behavior
PERILAKU ORGANISASI
1
INTRODUCTIONName : ROMAT SARAGIH, Dr. MM.
Address : Komplek Setra Dago I / No 22
Antapani
HP : 0811343640
Phone : 022.87240840
Email :
[email protected]@telkomuniversity.ac.id
BLOG:
http://saragih.staff.telkomuniversity.ac.id
ORGANIZATIONAL BEHAVIOR
Team Teaching:
1. Romat Saragih, Dr., MM.
2. Bacharudin Saleh L., Dr., SE.
3. Paramitha Aualia, S.Psi, M. Psi
ORGANIZATIONAL BEHAVIOR
Main References:
1. Stephen P Robbins & Timoty A. Judge, 2017. Organizational
Behavior (Seventeenth Edition), PERASON
2. Astadi Pangarso, 2016. Perlaku Organisasi (Buku Ajar),
Yogyakarta: Deepublish
Support Reference:
1. John M. Ivancevich, Robert Konopaske and Michael,T.
Matteson, 2014. Organizational Behaviour and Management,
10th edn,United States of America: McGrawHill
2. Fred Luthans, 2006. Organizational Behavior, 11th edn ([n.p]:
McGraw-Hill/Irwin,)
3. James L. Gibson, John M. Ivancevich and James H. Donelly,
1995. Organizations (Behaviour, Structure, Process), 8th edn,
United States of America: Richard D.Irwin, Inc
Preface
5
Every organization must have
a manager
MANAGER: Individuals who
achieve goals with others
Managers must ensure that
management functions are
running well
Managing an organization can be
done intuitively and systematically
in a balanced way.
Intuition: using feelings that are not
always supported by research
Systematic: looking at relationships,
trying to determine cause and effect
and drawing conclusions based on
scientific evidence.
Management function:
Planning, including setting goals, enforcing
strategies, and developing plans to coordinate
activities
Organizing, determining the tasks that must be
done, who should do it, how the tasks are grouped,
who reports to whom and where decisions must be
taken.
Leadership, including motivating subordinates,
directing others, selecting effective communication
channels, solving conflicts
Control, monitor activities to ensure that the
activities are achieved as planned and correct any
significant deviations.
Luthans and colleagues examined 450 managers,
they found there were 4 managerial activities:
Traditional Management: decision making,
planning & controlling.
Communication: exchanging routine information
and processing documents
Human Resource Management: motivate,
discipline, manage conflict, allocate staff and
train.
Network Development: socializing, doing politic
and interacting with outsiders.
Luthans’ Research
Then the results are divided by the following
categories:
Average manager: Ordinary manager
Success manager: Defined based on speed of
getting promoted
Effective manager: defined based on quantity and
the quality of his/ her performance, and satisfies
sub-ordinates and makes their commitment
THE RESULTS
Introduction of Organizational
Behavior
PERILAKU ORGANISASI
Organization:A social unit that is intentionally
regulated, consisting of 2 or more
people, which functions relatively
continuously to achieve a common
goal or set of goals. (Robbins)
PERILAKU ORGANISASI
Organizational Behavior:
A field of study that investigates the impact that
individuals, groups, and structure have on
behaviour within organizations, for the purpose
of applying such knowledge toward improving
an organization’s effectiveness (Robbins)
• Psychology – is the science that seeks to meassure, explain and
sometimes change the bahaviour of human. This study also concern wtihstudying and attempting to understand individual behaviour.
• Social Psychology – it focuses on peoples influence on one another.
This study have made important contributions to OB through group behaviour,power and conflict.
• Sociology – it study of people in relation to their social environment or
culture. This study have contibutions to OB through group behaviour, complexorganization and communications.
• Anthropology - is the study of societies to learn about human beings and
their activities, helped understand differences in fundamental values, attitudes,and behaviour between people inside organization.
Contributing Disciplines to the
OB Fields
Toward an OB Discipline
Challenges and Opportunities for OB
Responding to Globalization
Managing Workforce Diversity
Improving Quality and Productivity
Responding to the Coming Labor Shortage
Improving Customer Service
Improving People Skills
Empowering People
Stimulating Innovation and Change
Helping Employees Balance Work-Life Conflicts
Improving Etchical Behaviour
Organizational Behaviour Model
Basic Model of OB
Dependent Variable:
The key factors that want to be explained are
influenced by other factors
Independent variable:
The cause of a number of changes in the dependent
variable
Dependent Variables and
Independent Variables in OB
Independe
nt variable
(X)
Dependent
Variable (Y)
Model:
Dependent Variables in OB (Y):
• Productivity, a performance measure that includes
effectiveness and efficiency.
• Turnover, permanent resignation from an
organization.
• Absenteeism, Do not come to work without a
report
• Organizational Citizenship Behavior, discretionary/
wise behavior that is not part of an employee's formal
position requirements, however it promotes effective
functioning of the organization
• Job Satisfaction, A general attitude towards one's
work, the difference between the many awards
received by a worker and what they believe they
should receive
Dependent variables in OB (X)
Communication
Conflict
Power & Politics
Work teams
Group Structure
Group decision making
Leadership and trust
Dependent variable (X)
“Individual Level”
Variable
“Organizational
System Level”
Variable
“Group Level” Variable
Biographical Characteristics
Personality & Emotion Values Attitude Ability Perception Motivation Individual Learning &
Individual Decision Making
Work design & technology
Organizational culture
HR policies and practices
X Y
FRAME OF WORK