Culture - Budaya Sebagai Dasar Tata Kelola Organisasi

Apol Pribadi

Workshop Tatakelola TI Dinas Kominfo Provinsi Jawa Timur Sidoarjo, 2013

Organizational Stakeholders

National Culture

Culture – collective programming of the mind

Based on Values & Norms Values – deeply held underlying beliefs and attitudes that help

determine a person’s behavior

Norms – unwritten rules and codes and conduct that prescribe appropriate behavior in particular situations and shape the behavior of people toward one another.

The Organization’s Culture

Organizational Culture

A system of shared meanings and common beliefs held by organizational members that determines, in a large degree, how they act towards each other.

“The way we do things around here.”

Values, symbols, rituals, myths, and practices

Implications:

Culture is a perception.

Culture is shared.

Culture is descriptive.

Dimensions of Organizational Culture

Contrasting Organizational Cultures

Dimension Organization A Organization B

Attention to Detail High Low

Outcome Orientation Low High

People Orientation Low High

Team Orientation Low High

Aggressiveness Low High

Stability High Low

Innovation and Risk Taking Low High

© 2007 Prentice Hall, Inc. All rights reserved. 3–7

Strong versus Weak Cultures

Strong Cultures

Are cultures in which key values are deeply held and widely held.

Have a strong influence on organizational members.

Factors Influencing the Strength of Culture

Size of the organization No impact with IT

Age of the organization

Rate of employee turnover

Strength of the original culture

Clarity of cultural values and beliefs

Benefits of a Strong Culture

Creates a stronger employee commitment to the organization.

Aids in the recruitment and socialization of new employees.

Fosters higher organizational performance by instilling and promoting employee initiative.

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

Strong versus Weak Organizational Cultures

How Employees Learn Culture

Stories

Narratives of significant events or actions of people that convey the spirit of the organization

Rituals

Repetitive sequences of activities that express and reinforce the values of the organization

Material Symbols

Physical assets distinguishing the organization

Language

Acronyms and jargon of terms, phrases, and word meanings specific to an organization

How Culture Affects Managers

Cultural Constraints on Managers

Whatever managerial actions the organization recognizes as proper or improper on its behalf

Whatever organizational activities the organization values and encourages

The overall strength or weakness of the organizational culture

Simple rule for getting ahead in an organization:

Find out what the organization rewards and do those things.

How an Organization’s Culture Is Established and Maintained

Managerial Decisions Affected by Culture

• Planning

• The degree of risk that plans should contain

• Whether plans should be developed by individuals or teams

• The degree of environmental scanning in which management will engage

• Organizing

• How much autonomy should be designed into employees’ jobs

• Whether tasks should be done by individuals or in teams

• The degree to which department managers interact with each other

Managerial Decisions Affected by Culture (cont’d)

• Leading

• The degree to which managers are concerned with increasing employee job satisfaction

• What leadership styles are appropriate

• Whether all disagreements—even constructive ones—should be eliminated

• Controlling

• Whether to impose external controls or to allow employees to control their own actions

• What criteria should be emphasized in employee performance evaluations

• What repercussions will occur from exceeding one’s budget

Spirituality and Organizational Culture

Workplace Spirituality

The recognition that people have an inner life that nourishes and is nourished by meaningful work that takes place in the context of community.

Characteristics of a Spiritual Organization

Strong sense of purpose

Focus on individual development

Trust and openness

Employee empowerment

Toleration of employees’ expression

Benefits of Spirituality

Improved employee productivity

Reduction of employee turnover

Stronger organizational performance

Increased creativity

Increased employee satisfaction

Increased team performance

Increased organizational performance

The Role of Culture in Governance

Culture

Helps us organize our world

Shared values, understandings, assumptions and goals (values, beliefs, norms)

Learned from earlier generation

Imposed by present members of society

Culture and Its Effects on Organizations

Once upon a time there was a great flood, and involved in this flood were two creatures, a monkey and a fish. The monkey, being agile and experienced, was lucky enough to scramble up a tree and escape the raging waters. As he looked down from his safe perch, he saw the poor fish struggling against the swift current. With the best of intentions, he reached down and lifted the fish from the water. The result was inevitable.

Culture and Its Effects on Organizations

GLOBE CLUSTER

Hofstede Cultural Framework

1. Power Distance

2. Individualism vs. Collectivism

3. Masculinity vs. Femininity

4. Uncertainty Avoidance

5. Long Term (Time)

Orientation

Power Distance

Power Distance – degree to which societies accept the economic

and social differences in wealth, status, and well-being that result

from differences in individual capabilities.

Low PD – large inequities are not allowed

e.g., USA & UK

High PD – large gap between rich and poor

E.g., Russia, China, & France

Power Distance

High Power Distance

Order of inequality

Special privileges

Subordinates are different from superiors

Boss should know all

Low Power Distance

Minimize inequalities

Equal rights

Subordinates and superiors are equals

Ok for boss to ask subordinates for answers

Power Distance Comparisons High

Low

0

10

20

30

40

50

60

70

80

90

100

U.S.

A.

Cana

da

Ger

man

y

Japa

n

Fran

ce

Net

herla

nds

Hon

g K

ong

Indo

nesia

Wes

t Afri

ca

Russ

ia

P.R.

C

PD

High Power Distance Employee Expectations

Wrong to disagree with the boss

Paternalistic (father-like) management style

Boss should know all the answers

Boss should have more privileges

Uncertainty Avoidance

Uncertainty Avoidance – refers to differences in tolerances for

uncertainty and risk.

Low uncertainty avoidance countries are easygoing, value diversity,

and tolerate differences in personal beliefs and actions

e.g., USA & UK

High uncertainty avoidance countries are more rigid and skeptical

about people whose behaviors or beliefs differ from the norm.

e.g., Russia, China, France, & Japan

Uncertainty Avoidance

High

Avoid risks

Dissonance is dangerous

Time is money

Need written rules and regulations

Believe in experts

Low

Willing to take risks

Accept disagreements

Time is free

Prefer common sense to rules

Logic and common sense better than expert opinions

Uncertainty Avoidance Average=64

High avoidance of risk Willing to take risks

0

10

20

30

40

50

60

70

80

90

100

U.S.A

.

Cana

da

Germ

any

Japan

Franc

e

Nethe

rland

s

Hong

Kon

g

Indon

esia

West

Afri

ca

Russi

a

P.R.C

UA

Individualism v. Collectivism

Individualism – worldview that values individual freedom and self-expression

and adherence to the principle that people should be judged by their individual

achievements rather than their social background.

e.g., USA, UK, Russia, & France

Collectivism – worldview that values subordination of the individual to the goals

of the group and adherence to the principles that people should be judged by

their contribution to the group.

e.g., China & Japan

Individualism Collectivism

Responsible for self and immediate family

Identity based on the individual

Autonomy, variety, pleasure and individual financial security

Individual decisions

Extended families, loyalty, protection

Identity in the social system

Expertise, order, duty, security provided by the in-group

Group decisions

Individualistic Collective Average =51

0

10

20

30

40

50

60

70

80

90

100

U.S.A.

Canad

a

Germ

any Japan

France

Nethe

rlands

Hong

Kong

Indone

sia

West A

frica

Russi

a

P.R.C

MA

Collective Individualistic

Masculinity v. Femininity

Masculinity – values such individual qualities as assertiveness,

performance, success, competition, and results.

e.g., USA, UK, & Japan

Femininity – values the quality of life, warm personal relationships,

and services and care for the weak.

e.g., Russia & France

Masculine -Feminine

Masculine

Material success

Ambition, assertive

Competitive

Live to work

Women are nurturers

Achievement

Feminine

Quality of life

Relationships

Concern for weak

Work to live

Men & Women nurture

Disapprove of high achievers

Masculine Feminine Average = 51

0

10

20

30

40

50

60

70

80

90

100

U.S

.A.

Cana

da

Ger

man

y

Japa

n

Fran

ce

Net

herla

nds

Hon

g K

ong

Indo

nesia

Wes

t Afri

ca

Russ

ia

P.R.

C

MA

Time Orientation

Long-Term – rests on values such as thrift (savings) and

persistence in achieving goals.

e.g., USA, UK, Russia, & France

Short-Term – concerned with maintaining personal stability or

happiness and living for the present

e.g., China & Japan

Long term Orientation

Truth vs. Virtue: What one believes vs. What one does

0

20

40

60

80

100

120

U.S

.A.

Can

ada

Ger

man

y

Japa

n

Fran

ce

Net

herla

nds

Hon

g K

ong

Indo

nesi

a

Wes

t Afr

ica

Rus

sia

P.R

.C

LT

Short Term Long Term Average - 51

Cultural Dimensions Summary

Power Distance – how should the boss act

Uncertainty Avoidance – rules or common sense

Masculine/Feminine – material rewards or quality of life

Individualism/Collectivism – I versus we

Short term /Long term – truth or virtue

Cultural Dimensions Summary

Result in Indonesian Management Practice

National Ranking on Hofstede’s Cultural Dimensions

Source: Nath & Sadhu (1988)

Power

Distance Individualism Masculinity

Uncertainty

Avoidance

Long-Term

Orientation

USA L H H L L

UK L H H L L

Russia H H L H L

China H L M H H

France H H L H L

Japan M L H H H

World Mean M L M H L

Contoh Kasus

PT. Kompas Gramedia, penerbit harian Kompas dan sejumlah media cetak lainnya, telah mengembangkan filosofi perusahaan. Kepada setiap karyawan yang baru masuk, selalu ditanamkan falsafah kejujuran, rendah hati dan kebersamaan. Kepada seluruh pria (tua maupun muda, apa pun latar belakang dan asal sukunya) diberi tahu bahwa mereka akan dipanggil dengan sebuat ‘mas’. Dan kepada wanitanya akan dipanggil dengan sebutan ‘mbak’

Sintesa Dengan Hofstede Power Distance Sebagai karyawan baru, yang memiliki latar belakang

berbeda, tapi dengan Nation Culture yang sama, maka

penerimaan terhadap kekuasaan atasan/ pimpinan

adalah bersifata “High”. Maka akan sangat mudah

untuk embentuk kultur sesuai dengan yang diinginkan

perusahaan.

Uncertainty

Avoidance

Ketidak pastian yang ada disini adalah apakah

kelangsungan bisnis media masih akan tetap erah.

Disamping itu karyawan baru tidak meiliki terlalu

banyak posisi tawar. Artinya disini Uncertainty

Avoidancenya bersifat rendah, dan Manager dapat

lebih mengambil keputusan dengan resiko yang agak

Individualism Kompas mengharapkan bahwa kerjasama antar team

lebih didinginkan dan lebih diutamakan daripada

individualism

Masculinity Kompas menyetarakan antara Masculine dan

Feminime dalam kultur perusahaan.

Sintesa Menurut Denison

Involvement (Dengan menanamkan nilai-nilai kejujuran, rendah hati dan kebersamaan, maka Kompas grup berusaha untuk lebih memberikan rasa ikut serta dalam menjalankan gerak perusahaan, apalagi dengan penyetaraan panggilan mbak atau Mas, yang akan semakin membuat team work lebih kental)

Consistency (Bahwa sejak awal Kompas sudah menanamkan nilai-nilai kejujuran, rendah hati dan kebersamaan yang harus secara konsisten dan terus menerus ditekankan sebagai budaya perusahaan menuju posisi Keunggulan bersaing

Adaptability (Dengan tanpa memperhatikan latar belakang, maka semua karyawan diharapkan untuk menjadi adaptive, baik dengan sebutan baru (Mbak/Mas) yang sama, ataupun dengan memfokuskan pada customer dengan tetap memegang nilai kejujuran, rendah hati dan kebersamaan

Mission. (Tujuan jangka panjang yang bisa diraih adalah dengan menegaskan misi perusahaan yg mengedepankan sifat-sifat tadi)

Could You govern or even manage your ENTITY without Culture?

Memaknai Tata Kelola Organisasi

Anisah Herdiyanti

Workshop Tatakelola TI Dinas Kominfo Provinsi Jawa Timur Sidoarjo, 2013

Tantangan penyediaan layanan TI

Which path should we choose?

Whom we should follow?

How about governing together?

Have we put control on everything?

Why Governance is so important ?

Governance is a general term used to describe legal, managerial and moral responsibilities arising from trusteeship.

What a governance is?

specifies the rules and procedures for making decisions

What a governance is?

distribution of rights and responsibilities among different participants in the corporation

What a governance is?

Governance is the act of governing.

It relates to decisions that define expectations, grant power, or verify performance.

It consists of either a separate process or part of management or leadership processes.

Governance is not about

steering the ship

Even more it is not about

rowing the ship

What a corporate governance is?

A set of processes, customs, policies, laws, and institutions affecting the way a corporation (or company) is directed, administered or controlled