10 ORGANIZATIONAL BEHAVIOR Organization Culture.pdf

Organizational Behavior (11) Organizational Culture 1  Parameters of Managerial Discretion 2  The Architecture Of Culture Element E Culture The Exhibition And Aggregation Of Employee Behavioral Norms And Val...

Organizational Behavior (11) Organizational Culture 1  Parameters of Managerial Discretion 2  The Architecture Of Culture Element E Culture The Exhibition And Aggregation Of Employee Behavioral Norms And Values Element D Employee Behaviors Conduct And Actions Of Company Employees; Beliefs Turned Into Action Element C Company Practices, Policies, Programs, Structures, Systems, Processes, Ceremonies, And Routines Framework For Driving Desired Employee Behaviors; Hardware For Building Culture Element B Values Deeply Held Beliefs of Company; Principals That Guide The Way The Company Operates; Software For Building Culture Element A Vision Vivid Description About Desired Future State of Company 3  McKinsey’s 7s Framework Shared Value Skills 4 Carr et al., 1996)  The Organization’s Culture Budaya Organisasi (Organizational Culture)  Suatu sistem makna bersama dan kepercayaan umum yang dipegang oleh anggota organisasi yang menentukan, dalam tingkat besar, bagaimana mereka bertindak terhadap satu sama lain (A system of shared meanings and common beliefs held by organizational members that determines, in a large degree, how they act towards each other).  “Cara kita melakukan hal-hal di sekitar” (The way we do things around here).  Nilai, simbol, ritual, mitos, dan praktik (Values, symbols, rituals, myths, and practices).  Implications:  Budaya adalah persepsi (Culture is a perception).  Budaya disebarkan (Culture is shared).  Budaya bersifat deskriptif (Culture is descriptive). 5  Dimensions of Organizational Culture Exhibit 3.2 6  Strong versus Weak Cultures  Budaya yang Kuat (Strong Cultures)  Yaitu budaya di mana nilai-nilai kunci dipegang teguh dan dipegang secara luas. (Are cultures in which key values are deeply held and widely held).  Memiliki pengaruh yang kuat pada anggota organisasi (Have a strong influence on organizational members).  Faktor-faktor yang Mempengaruhi Kekuatan Budaya (Factors Influencing the Strength of Culture)  Ukuran organisasi (Size of the organization).  Usia organisasi (Age of the organization).  Tingkat pergantian karyawan (Rate of employee turnover).  Kekuatan budaya asli (Strength of the original culture).  Kejelasan nilai-nilai budaya dan kepercayaan (Clarity of cultural values and beliefs). 7  Benefits of a Strong Culture Manfaat Budaya yang Kuat  Menciptakan komitmen karyawan yang lebih kuat terhadap organisasi (Creates a stronger employee commitment to the organization).  Membantu dalam rekrutmen dan sosialisasi karyawan baru (Aids in the recruitment and socialization of new employees).  Mendorong kinerja organisasi yang lebih tinggi dengan menanamkan dan mendorong/mempromosikan inisiatif karyawan (Fosters higher organizational performance by instilling and promoting employee initiative). 8  Organizational Culture Sources of Organizational Culture  The organization’s founder  Vision and mission  Past practices of the organization  The way things have been done  The behavior of top management Continuation of the Organizational Culture  Recruitment of like-minded employees who “fit”  Socialization of new employees to help them adapt to the culture 9  How an Organization’s Culture Is Established and Maintained 10  How Employees Learn Culture Stories. Narasi peristiwa atau tindakan penting orang yang menyampaikan semangat organisasi (Narratives of significant events or actions of people that convey the spirit of the organization). Rituals. Urutan berulang dari kegiatan yang mengekspresikan dan memperkuat nilai-nilai organisasi (Repetitive sequences of activities that express and reinforce the values of the organization). Material Symbols. Aset fisik yang membedakan organisasi (Physical assets distinguishing the organization). Language. Akronim dan jargon istilah, frasa, dan arti kata khusus untuk suatu organisasi (Acronyms and jargon of terms, phrases, and word meanings specific to an organization). 11  Suggestions for Managers: Creating a More Ethical Culture  Jadilah panutan yang terlihat (Be a visible role model).  Komunikasikan harapan etis (Communicate ethical expectations).  Memberikan pelatihan etika (Provide ethics training).  Secara nyata menghargai tindakan etis dan menghukum yang tidak etis (Visibly reward ethical acts and punish unethical ones).  Menyediakan mekanisme perlindungan sehingga karyawan dapat mendiskusikan dilema etika dan melaporkan perilaku tidak etis tanpa rasa takut (Provide protective mechanisms so employees can discuss ethical dilemmas and report unethical behavior without fear). 12  Organization Culture Issues Creating an Ethical Creating an Culture Innovative Culture  Toleransi risiko tinggi (High  Tantangan dan keterlibatan (Challenge in risk tolerance) and involvement).  Kebebasan (Freedom)  Agresivitas rendah hingga  Kepercayaan dan keterbukaan (Trust sedang (Low to moderate and openness) aggressiveness)  Waktu ide (Idea time)  Fokus pada sarana serta hasil  Playfulness/humor (Focus on means as well as  Conflict resolution outcomes)  Debates  Risk-taking 13  Organization Culture Issues (cont’d) Creating a Customer-Responsive Culture  Mempekerjakan jenis karyawan yang tepat (yang memiliki minat kuat dalam melayani pelanggan) ~ Hiring the right type of employees (ones with a strong interest in serving customers).  Memiliki sedikit aturan, prosedur, dan regulasi yang kaku (Having few rigid rules, procedures, and regulations).  Terapkan pemberdayaan karyawan secara luas (Using widespread empowerment of employees).  Memiliki kemampuan mendengarkan yang baik dalam berhubungan dengan pesan pelanggan (Having good listening skills in relating to customers’ messages).  Memberikan kejelasan peran kepada karyawan untuk mengurangi ambiguitas dan konflik serta meningkatkan kepuasan kerja (Providing role clarity to employees to reduce ambiguity and conflict and increase job satisfaction).  Memiliki karyawan yang teliti dan peduli yang bersedia mengambil inisiatif (Having conscientious, caring employees willing to take initiative). 14  Spirituality and Organizational Culture Spiritualitas di tempat kerja (Workplace spirituality).  Pengakuan bahwa orang memiliki kehidupan batin yang memelihara dan dipelihara oleh pekerjaan yang bermakna yang terjadi dalam konteks komunitas (The recognition that people have an inner life that nourishes and is nourished by meaningful work that takes place in the context of community).  Karakteristik Organisasi Spiritual (Characteristics of a Spiritual Organization).  Kesadaran/Perasaan tujuan yang kuat (Strong sense of purpose).  Fokus pada pengembangan individu (Focus on individual development).  Kepercayaan dan keterbukaan (Trust and openness).  Pemberdayaan karyawan (Employee empowerment).  Ekspresi toleransi karyawan (Toleration of employees’ expression). 15  Benefits of Spirituality  Peningkatan produktivitas karyawan (Improved employee productivity)  Mengurangi pergantian karyawan (Reduction of employee turnover)  Kinerja organisasi lebih kuat (Stronger organizational performance).  Peningkatan kreativitas (Increased creativity).  Peningkatan kepuasan karyawan (Increased employee satisfaction)  Peningkatan kinerja tim (Increased team performance)  Peningkatan kinerja organisasi (Increased organizational performance) 16