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ORGANIZATIONAL BEHAVIORS T E P H E N P. R O B B I N S
E L E V E N T H E D I T I O N
W W W . P R E N H A L L . C O M / R O B B I N S © 2005 Prentice Hall Inc.All rights reserved.
PowerPoint Presentationby Charlie Cook
Pengantar PerilakuOrganisasi
Chapter One
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Tujuan Pembelajaran
1. Mampu mendefinisikan organizational
behavior (OB).
2. Mampu mendeskripsikan apa yang dilakukan
Manager.
3. Mampu menjelaskan sistem nilai dan cara
pandang OB.
4. Mampu me-list perubahan utama dan peluangbagi manager untuk aplikasi OB .
5. Mampu mengidentifikasi kontribusi dari ilmu
OB.
L E A
R
N I
N
G
O B
J E C
T I V
E S
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What Managers Do ?
Aktivitas Manajerial
• Make decisions
• Allocate resources
• Direct activities of others
to attain goals
Managers (or administ rators )Seseorang yang mencapai tujuan (organisasi)melalui (pencapaian/bantuan) orang lain.
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Where Managers Work
Organization
Suatu unit sosial yang dibentuk secarasadar, terdiri dari dua orang atau lebihyang memiliki fungsi dasar dan kontinue
untuk mencapai tujuan/serangkaiantujuan bersama .
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Management Functions (cont’d)
Planning
Proses yang meliputi penentuan tujuan(perusahaan), penentuan strategi yangdipilih (untuk mencapai tujuan ) dan
mengembangkan rencana untukaktivitas koordinasi untuk mengawalpencapaian tujuan.
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Management Functions (cont’d)
Organizing
Menentukan tugas-tugas apa saja yangakan dikerjakan, oleh siapa, bagaimanaperan/tugas dari kelompok, sistem
pelaporan (reporting) dan sebarankeputusan ditempatkan (order).
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Management Functions (cont’d)
Leading
Sebuah fungsi yang meliputi memberimotivasi bawahan, mengarahkan oranglain dan memilih jalur komunikasi yang
efektif dan menyelesaikan konflik yangterjadi.
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Management Functions (cont’d)
Controlling
Proses monitoring untukmemastikan bahwa semuasumber daya organisasi yang ada
mampu mencapai tujuanorganisasi yang sudahdirencanakan (planning) danmelakukan koreksi terhadap
penyimpangan/bias yang ada .
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Mintzberg’s Managerial Roles
E X H I B I T 1 –1Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright © 1973
by H. Mintzberg. Reprinted by permission of Pearson Education.
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Mintzberg’s Managerial Roles (cont’d)
E X H I B I T 1 –1 (cont’d) Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright © 1973
by H. Mintzberg. Reprinted by permission of Pearson Education.
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Mintzberg’s Managerial Roles (cont’d)
E X H I B I T 1 –1 (cont’d) Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright © 1973
by H. Mintzberg. Reprinted by permission of Pearson Education.
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Management Skills
Technical skillsThe ability to apply specializedknowledge or expertise.
Human skillsThe ability to work with, understand,and motivate other people, bothindividually and in groups.
Conceptual SkillsThe mental ability to analyze anddiagnose complex situations.
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Effective Versus Successful Managerial
Activities (Luthans)
1. Traditional management
• Decision making, planning, and controlling
2. Communication
• Exchanging routine information and processing
paperwork
3. Human resource management
• Motivating, disciplining, managing conflict, staffing,
and training
4. Networking
• Socializing, politicking, and interacting with others
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E X H I B I T 1 –2
Allocation of Activities by Time
Source: Based on F. Luthans, R.M. Hodgetts, and S.A. Rosenkrantz,Real Managers (Cambridge, MA: Ballinger, 1988).
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Enter Organizational Behavior
Organizational behavior(OB)
A field of study thatinvestigates the impact thatindividuals, groups, andstructure have on behaviorwithin organizations, for thepurpose of applying such
knowledge toward improvingan organization’s effectiveness.
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Replacing Intuition with Systematic Study
TheFacts
PreconceivedNotions ≠
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Toward an OB Discipline
E X H I B I T 1 –3
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Contributing Disciplines to the OB Field (cont’d)
E X H I B I T 1 –3 (cont’d)
SociologyThe study of people in relation to their fellow human beings.
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Contributing Disciplines to the OB Field (cont’d)
E X H I B I T 1 –3 (cont’d)
Social Psychology An area within psychology that blends concepts from psychologyand sociology and that focuses on the influence of people on oneanother.
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Contributing Disciplines to the OB Field (cont’d)
E X H I B I T 1 –3 (cont’d)
AnthropologyThe study of societies to learn about human beings and theiractivities.
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E X H I B I T 1 –4
Source: Drawing by Handelsman in
The New Yorker , Copyright © 1986
by the New Yorker Magazine.
Reprinted by permission.
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There Are Few Absolutes in OB
ContingencyVariablesx y
Contingency variablesSituational factors: variables that moderatethe relationship between two or more othervariables and improve the correlation.
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Challenges and Opportunities for OB
Responding to Globalization
– Increased foreign assignments
– Working with people from different cultures
– Coping with anti-capitalism backlash
– Overseeing movement of jobs to countries with low-cost labor
Managing Workforce Diversity
– Embracing diversity
– Changing U.S. demographics – Implications for managers
• Recognizing and responding to differences
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DomesticPartners
Major Workforce Diversity Categories
Race
Non-Christian
National
Origin
Age
Disability
E X H I B I T 1 –5
Gender
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Challenges and Opportunities for OB (cont’d)
Improving Quality and Productivity
– Quality management (QM)
– Process reengineering
Responding to the Labor Shortage
– Changing work force demographics – Fewer skilled laborers
– Early retirements and older workers
Improving Customer Service
– Increased expectation of service quality – Customer-responsive cultures
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What Is Quality Management?
1. Intense focus on the customer.
2. Concern for continuous improvement.
3. Improvement in the quality of everything
the organization does.
4. Accurate measurement.
5. Empowerment of employees.
E X H I B I T 1 –6
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Improving Quality and Productivity
Quality management (QM)
– The constant attainment of customer satisfactionthrough the continuous improvement of allorganizational processes.
– Requires employees to rethink what they do and
become more involved in workplace decisions.
Process reengineering
– Asks managers to reconsider how work would be doneand their organization structured if they were starting
over. – Instead of making incremental changes in processes,
reengineering involves evaluating every process interms of its contribution.
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Challenges and Opportunity for OB (cont’d)
Improving People Skills
Empowering People
Stimulating Innovation and Change
Coping with “Temporariness”
Working in Networked Organizations
Helping Employees Balance Work/Life Conflicts
Improving Ethical Behavior
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Basic OB Model, Stage I
E X H I B I T 1 –7
Model
An abstraction of reality. A simplified representationof some real-world
phenomenon.
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The Dependent Variables (cont’d)
Productivity A performance measure that includeseffectiveness and efficiency.
Effectiveness
Achievement of goals.
Efficiency
The ratio of effectiveoutput to the inputrequired to achieve it.
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The Dependent Variables (cont’d)
Absenteeism
The failure to report to work.
Turnover
The voluntary andinvoluntary permanentwithdrawal from anorganization.
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The Dependent Variables (cont’d)
Organizational citizenshipbehavior (OCB)
Discretionary behavior that is notpart of an employee’s formal job
requirements, but that neverthelesspromotes the effective functioningof the organization.
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The Dependent Variables (cont’d)
Job satisfaction A general attitude toward one’s job, the differencebetween the amount of reward workers receive andthe amount they believe they should receive.
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