IV. Organizational Culture

7/30/2019 IV. Organizational Culture

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ORGANIZATIONAL CULTURE

Development:Berasal bahasa latin: colere = sistem

bercocok tanam.

Dalam antropologi sejak thn 1871 olehTaylor.

Dalam organisasi sejak tahun 1960-an.

Sejak thn 1980 menjadi gagasan penting

Produk Jepang dominan di A.S. & Eropa

A.S. defisit dan pengangguran meningkat


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Budaya Organisasi Pembeda suatuorganisasi adalah budaya

Schein: basic assumptions Peter & Waterman: values

Pettigrew: beliefs and norms Hofstede: collective programming of

mind

HASIL PENELITIAN


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CONTOH EKSPRESI BUDAYA KORPORAT

TELKOM THE WAY 135

MATSUSHITA FIRST WE MAKE PEOPLE BEFOREWE MAKE PRODUCT

MCDONALD A COMMITMENT TO QUALITY,

SERVICE, & CLEANLINESS

POLISI MELAYANI, MELINDUNGI

UII RAHMATAN LIL ALAMIN

IMT INTEGRITY, ENTREPRENEURSHIP,BEST FOR EXCELLENT


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KORELASI THDP KINERJA

Budaya berkorelasi kuat dan positif

thdp kinerja jika:

1. Diasosiasikan dengan kinerja

optimal,2. Nilai-nilai mengakar secara kuat,

3. Perilaku konsisten dengan nilai-nilai,

4. Dominan mempengaruhi perilakukerja,

5. Adaptif terhadap perubahan


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Organizational culture is concerned withhow employees perceive the characteristicsof an organizations culture, not with

whether or not they like them. That is, itsa descriptive term.(Robbins, 2005:486)

DEFINITION

Organizational culture represents acommon perception held by theorganizations members.(Robbins, 2005:486)


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Hofstede (1997:180):

the collective programming of the mind whichdistinguishes the members of one organizationfrom another.

Manifestation:Values:

Broad tendencies to prefer certain states of

affairs over others.Not visibleto an outsideobserver.

Practices:

Behaviors that are visible to an outside

observer.

DEFINITION


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RITUALS

HEROES

VALUES

Source: Hofstede (1997:9)

PRACTICES

THE ONION DIAGRAM


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Practices

Values

LEVEL

Nation

Occupation

Organization

PLACE OFSOCIALIZATION

Family

School

Workplace

Source: Hofstede (1997:

182)

THE NATURE OF CULTURAL

DIFFERENCES


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CULTURE IN AN ORGANIZATION

SHARED VALUES(Important concerns

that are shared)

GROUP BEHAVIORNORMS

(Common ways

of acting)

Invisible

Visible

Harder to Change

Easier to Change

Sumber: Kotter & Hesket (1992)


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Organizational Values

(Nilai-nilai 0rganisasi):

Pandangan seluruh karyawan tentang

sesuatu di perusahaan tempat

mereka bekerja yang bersifat:

Pragmatis (penting - tidak

penting)

Moralistik (benar - tidak benar)

Afektif (suka - tidak suka)

VALUES

E NG E


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1. Power distance high low

Hi: Distribusi kekuasaan yang tidakseimbang.

2. Individualism high ; low collectivismHi:Mementingkan diri sendiri.

3. Masculinity high ; low femininityHi:Agresif, bekerja keras, suka tantangan.

4. Uncertainty avoidance high - low

Hi: Menghindari situasi yang turbulen,stres.

5. Long-term orientation high ; low short-term

Hi: Berpikir jauh ke masa depan

MEASURING VALUES


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Organizational Practices

= Praktik-praktik Organisasi:

Perilaku kerja karyawan di perusahaanyang mencerminkan ciri pembeda dengan

perusahaan lain.

PRACTICES


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1. Process versus result-orientedOrientasi proses kerja vs hasil kerja

2. Employee versus job-orientedOrientasi hubungan vs orientasi pekerjaan

3. Open versus closed systemSistem terbuka vs sistem tertutup

4. Tight versus loose controlPengawasan ketat vs pengawasan longgar

5. Self versus social responsibilityKepentingan organisasi vs kepentingan sosial

6. Market versus internal orientedOrientasi pasar vs internal organisasi

MEASURING PRACTICES


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FUNCTIONS OF CULTURE IN

ORGANIZATIONS1. Creating distinctions from other

organizations

2. Conveying a sense of identity3. Facilitating the generation of commitment

4. Enhancing social system stability

5. Serving as a sense-making & controlmechanism

Culture is the social glue that helpshold the organization together


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CULTURE AS A LIABILITY

1. Barrier to changeWhen not in agreement with those thatwill further organizations effectiveness

2. Barrier to diversityNew employees who are not like themajority will create a paradox.

3. Barrier to acquisition and mergerOne of primary causes of acquisitionfailure is conflicting organizational culture.


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KEEPING CULTURE ALIVE

1. SelectionIn addition to knowledge and skills,

vales need to be included.

2. Top managementCommitment through what they say

how they behave.

3. SocializationHelping new employees adapt to

culture.


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SOCIALIZATION MODEL

Pre-arrival Encountered Metamorphosis

Productivity

Commitment

Turnover

Socialization Process Outcomes

Metamorphosis: Adjusting own behaviors.

Pre-arrival: learning about the organization before joining

Encountered: Seeing the reality and addressing comments


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HOW EMPLOYEES LEARN CULTURE

1. STORIESNarratives of events about organization

2. RITUALSRepetitive sequences of activities thatexpresses the key values of theorganizations

3. MATERIAL SYMBOLS

Facilities given to the employees,particularly managers

4. LANGUAGE

Expressions used to identify members of aculture


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CULTURE AND PERFORMANCE

ObjectiveFactors:

Innovation & RiskTaking

Attention to detail

Outcome Orientation

People Orientation

Team Orientation

Aggressiveness

Stability

Organizational Culture

Performance

Satisfaction

Hi

L

o

Strength

Robbins (2005: 507)


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THANKS FOR UR ATTENTION

IV. Organizational Culture

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