study organisasi chapter 1 mata kuliah: j0754 - pengelolaan organisasi entrepreneurial dosen...
TRANSCRIPT
Study Organisasi
Chapter 1
Mata kuliah : J0754 - Pengelolaan Organisasi EntrepreneurialDosen Pembuat : D3122 - Rudy AryantoTahun : 2009
The Field of Organizational Behavior
• Studies the behavior of individuals and groups in organizational settings – This book focuses on management
of that behavior – In order to achieve organizational effectiveness
Learning Objectives
– Define the term organizational behavior– Explain the contingency approach to managing
behavior within an organizational setting– Identify why managing workplace behavior in the U.S. is
different from managing workplace behavior in other countries
– Compare the goal, systems, and multiple-constituency approaches to effectiveness
– Describe the environmental forces that compel organizations to initiate changes
The World Today
• Organizations in the 21st century must adapt to more turbulent environments– Managers now need multiple skills– Adaptation and flexibility are mandatory
• The U.S. is a productive nation– Sound management practices– Efficient planning– New techniques, methods, and management styles
Maintaining a Leadership Role
• Managing people effectively is essential for– Retaining a comfortable standard of living– Remaining one of the world’s economic leaders– Improving quality of life for all citizens
• The quality of life is connected to the quality of work
What is an Organization?
• A coordinated unit– At least two people – Working to achieve a common goal
• The study of organizational behavior focuses on individuals’– Perceptions and values– Learning capacities– Actions
Studying Organizational Behavior
• Studying people to help bring about– Productivity improvements– Customer satisfaction– Better competitive position
• Based on these sciences– Psychology– Sociology– Political science– Cultural anthropology
Studying Organizational Behavior
• Key points– Behavior happens at individual, group, and organizational
levels– OB uses the principles, models, theories, and methods of
other disciplines– It is humanistic and performance oriented – The external environment has significant impact on
organization behavior– The scientific method is used to study variables and
relationships– OB is application oriented
Studying Organizational Behavior
• Effectiveness of any organization rests on human behavior– Each person has unique perceptions, personality, life
experiences
• People have different– Ethnic backgrounds– Capabilities for learning and responsibility– Attitudes and beliefs– Aspiration levels
Studying Organizational Behavior
• Today’s workforce doesn’t look, think, or act like the workforce of the past– Each employee is a unique embodiment
of behavioral and cultural factors
Studying Organizational Behavior
• Organizations are social systems– Relationships among individuals and groups create
expectations for behavior– Systems allocate authority,
status, power– Groups impact individual
and organizational performance
Studying Organizational Behavior
• Contingency approach to management– Behavior involves the interaction of personal
characteristics with the characteristics of the situation– There is no “one best way” to manage
• Important considerations– Characteristics of individuals and groups– Characteristics of the situation– Personal management style
Structure, Processes, and Behavior
• Structure– The formal pattern of how people and
jobs are grouped– Often illustrated in an organization chart
Structure, Processes, and Behavior
• Culture– An organization’s personality, atmosphere, or “feel”– Defines appropriate behavior and bonds– Motivates individuals– Governs information processing, internal relations,
values– May be subconscious or visible– Can be positive or negative
Structure, Processes, and Behavior
• Problem indicators– Declining profits, quantity, or quality– Increases in absenteeism or tardiness– Negative employee attitudes
Structure, Processes, and Behavior
• No one can predict every behavior, team outcome, or phenomenon– People are unique and unpredictable
• Required management competencies– Intellectual capability– A system orientation– Interpersonal skills– Flexibility– Self-motivation
The Organization’s Environment
• How an organization is structured and operates depends on– The needs of customers or clients– Legal and political constraints– Economic and technological changes
• Managers work in an increasingly unpredictable environment
Behavior Within Organizations
• Determinants of individual performance– Individual characteristics– Individual motivation– Group behavior– Leadership– Power and politics– Intergroup behavior, conflict– Reward and appraisal systems– Groups and interpersonal influence
Organization Structure and Design
• Effective managers clearly understand the organizational structure– The configuration of positions, job duties, and lines
of authority– The formal pattern of activities and inter-
relationships among the various subunits
Organization Structure and Design
• Job design– The process by which managers specify job content,
methods, relationships – Must satisfy both organizational and individual
requirements
• Organizational design– The overall organizational structure– The structure of tasks, authority, and interpersonal
relationships
The Process of Organizations
• Processes give life to organizational structure– Communication… receiving, transmitting, and acting on
information– Decision making… quality depends on selecting proper
goals and identifying ways to achieve them
Decision Making
• Ethics affect decision making– Decisions evaluated as good or bad,
right or wrong, ethical or unethical– Conflicts between personal and corporate values and
culture arise regularly
• Managers have power and authority– Potential wrong and right, good and evil
• Managers display their morals and values when they make decisions
Perspectives on Effectiveness
• Levels of effectiveness– Individual– Group– Organizational
• Synergy– The sum of individual contributions exceeds the simple
summation of them
• Organizational effectiveness– Results from the synergy between individuals and groups
Causes of Effectiveness
Individual
Ability
Skill
Knowledge
Attitude
Motivation
Stress
Group
Cohesiveness
Leadership
Structure
Status
Roles
Norms
Organization
Environment
Technology
Strategic choices
Structure
Processes
Culture
The Nature of Managerial Work
• Mintzberg’s managerial roles– Interpersonal– Decisional– Informational
The Nature of Managerial Work
• Managers make decisions about– Operational matters– Resource allocation– Negotiations with constituencies
• Managers are needed when– Work is specialized– It is undertaken by two or more people
The Nature of Managerial Work
• The nature of managerial work– To coordinate the work of individuals, groups,
organizations
• Management functions– Planning– Organizing– Leading– Controlling
The Nature of Managerial Work
Management’s Contribution to Effectiveness
Feedback
Management
PlansOrganizesLeadsControls
To Coordinate the Behavior of
IndividualsGroupsOrganizations
To Attain Effectiveness of
IndividualsGroups
Organizations
Planning Effective Performance
• Planning involves– Defining the ends to be achieved– Determining the means to achieve
the defined ends
• Planning activities can be– Complex or simple– Implicit or explicit– Impersonal or personal
Organizing Effective Performance
• The organizing function involves– Designing the responsibility and authority of each
job– Determining which of these jobs will be grouped into
specific departments
Leading Effective Performance
• Leading involves close, day-to-day contact with individuals and groups– People do the actual work, and people
are variable entities– Managers must guide unique perceptions and behaviors
toward a common purpose– Learning more about human psychology can help
• Successful managers have effective interpersonal skills
Controlling Performance• Managers use control to determine whether
intended results are achieved– And if not, then why
• Controlling activities– Worker selection, placement, evaluation– Materials inspection– Financial statement analysis
• Control occurs at the individual, group, and organizational levels
Approaches to Effectiveness
Goal Approach
Systems Theory
Stakeholder Approach
Goal Approach
• Also called “management by objectives”– Emphases goal achievement– Emphasizes Western values of purposefulness,
rationality, achievement
• Difficulties with this approach– Intangible outputs are hard to measure– Goals may conflict– Difficult to obtain consensus among managers as to
specific goals
Systems Theory
• A system is a group of elements that– Individually establish relationships with each other– Interact with their environment, both as individuals and
as a collective
• System categories– Conceptual (language)– Concrete (machines)– Abstract (culture)
Basic Elements of a System
Inputs Process Outputs
Environment
Systems Theory
• Key concepts– Every organization is part of a larger system– All systems make demands on their parts– Organizations must produce a product or service to
satisfy customers– They must also satisfy the larger environment– Feedback facilitates adjustment to environmental
demands
Input-Output Cycle
• An organization has two forms of input– Human resources– Natural resources
• Major considerations– Survival of the organization depends on adaptation to
the environment– The total cycle of input-process-output must have
managerial attention
Stakeholder Approach
• Achieving balance among the various parts of the system– The organization is but one part
• Stresses satisfying the interests of the organization’s constituency– Expectations may not be consistent or compatible
among individuals or groups– Effectiveness is achieved by satisfying the demands of
the most powerful coalitions
Organizational Change & Learning
• Successful change is a multi-step process that creates– Power– Motivation
• Change is driven by managers who– Establish direction– Align people with their visions– Inspire people to overcome political, personal, and
bureaucratic barriers
Managerial Work
• The purpose of managers– Coordinate behavior– Satisfy evaluators
• This requires– Planning– Organizing– Leading– Controlling
Managerial Work
• Major factors in individual and group behavior– Task and authority relationships– Structures and processes that facilitate communication
among employees