BUDAYA Gibson, Ivancevich, Donnely : ide tradisional, turun menurun, tertanaman pada nilai J.W. Symington : kebiasaan (kepercayaan, pengetahuan, seni,

Presentasi berjudul: "BUDAYA Gibson, Ivancevich, Donnely : ide tradisional, turun menurun, tertanaman pada nilai J.W. Symington : kebiasaan (kepercayaan, pengetahuan, seni,"— Transcript presentasi:

1 BUDAYA Gibson, Ivancevich, Donnely : ide tradisional, turun menurun, tertanaman pada nilai J.W. Symington : kebiasaan (kepercayaan, pengetahuan, seni, moral , adat istiadat) Krober & Kluchorn : pola eksplisit dan implisit perilaku kelompok manusia

2 Karakteristik Budaya Mempelajari : diperlukan dalam belajar, observasi, pengalaman Saling berbagi : kelompok, keluarga, masyarakat Transgenerasi : kumulatif dan dari generasi kegenerasi Persepsi pengaruh : perilaku Adaptasi : kapasitas berubah atau adaptasi

3 Budaya Organisasi Sistem makna bersama yang dianut oleh anggota-anggota yang membedakan dari organisasi yang lain (Robbins) Pola sumsi dasar bentukan, temuan atau pengembangan kelompok yang bekerja cukup baik dalam mengatasi masalah sehingga perlu diajarkan kepada anngota baru (Schein, 1991; Luthus, 1998)

4 Pemrograman mental efektif (Hofstede, 1983)
Pandangan hidup dalam organisasi (Hatch, 1997) Berkaitan dengan makna bersama, nilai, sikap dan keyakinan, kebiasaan dan pengharapan seluruh anggota organisasi (Nicholson, 1997; Juechter, 1998)

5 Tingkatan Budaya Organisasi
Artifak : hal yang dapat dilihat, didengar dan dirasa (produk, jasa, tingkah laku) Nilai-nilai :alasan bahwa kita berkorban demi yang kita kerjakan Asumsi dasar : keyakinan yang sudah dianggap ada oleh anggota

6 4 dimensi orang berbagi budaya bertindak seperti yang mereka lakukan
Power distance : anggota organisasi atau lembaga kurang memiliki kekuatan menerima kekuasaan yang didistribusikan tidak merata Uncertainty avoidance : menghindari ketidakpastian dari personil yang terancam situasi yang tidak pasti

7 Masculinity : pemisihan yang jelas diantara gender
Feminitas :situasi dimana nilai dominan masyarakat adalah memperhatikan orang lain

8 Sosialisasi Organisasi
Mempelajari pengetahuan baru tenatang kinerja yang harus dicapai karyawan Mempelajari suatu strategi dasar yang mengatur penyusunan keputusan untuk memecahkan masalah Mempelajari misi, tujuan atau mandat organisasi

9 3 Tahap Sosialisasi Pendahuluan (anticipatory) : seleksi pegawai melalui tes psikologi Pertemuan (encouver) : dimulai ketika benar-benar menerima tugas baru mereka Perubahan dan kemahiran (change and question) : tahap akhir yang relatif panjang, karyawan benar-benar menguasai ketrampilan kerja.

10 Sosialisasi yang Efektif
Kepuasan kerja Komitmen organisasi Percaya diri pada pekerjaan Mengurangi tekanan serta kemungkminan karyawan keluar

11 Langkah Mempertahankan Budaya Organisasi
Seleksi karyawan Penempatan Pendalaman perkerjaan Menanamkan kesetiaan Memperluas cerita/berita Pengakuan atas kenerja dan promosi (Luthans, 1998)

12 Fungsi Budaya Organisasi
Tapal batas : menciptakan pembedaan yang jelas antar organisasi Identitas Mempermudah timbulnya komitmen Meningkatkan kemantapan sistem sosial Mekanisme pembuat makna dan kendali yang memandu untuk membentuk perilaku karyawan

13 Sumber Budaya Organisasi
Sejarah : kesadaran akan masa lalu organiasasi, kesadaran membentuk budaya Lingkungan : organisasi harus berinteraksi dengan lingkungan, lingkungan berperan dalam membentuk budaya organisasi Staffing : Sosialisasi : organisasi dengan budaya yang kuat sangat mementinmgkan pengenalan dan indoktrinisasi karyawan baru

14 Pengukuran Budaya Organisasi
Inovasi dan pengambilan resiko Perhatian kerincian Orientasi hasil Orientasi orang Orientasi tim Keagresifan Kemantapan

15 Tipe Budaya Organisasi
Akademi : merekrut lulusan muda universitas dan memberi banyak perlatihan Kelab : menaruh nilai tinggi pada kesetiaan, komitmen. Senioritas kunci tipe kelab Bisbol : mencari orang berbakat dari segalausia dan pengalaman Benteng : tidak menawarkan keamanan pekerjaan cocok untuk orang uang suka tantangan (Sonnenfeld, 19..)

16 Formalisasi tinggi, sentralisasi tinggi : budaya birokrasi
Formalisasi rendah, sentralisasi tinggi : tidak ada aturan kekuasaan tertinggi pada satu orang/komando Formalisasi tinggi, sentraliasi rendah : dibagi elemen2, independen dan terikat prosedur Formaliasasi rendah, sentralisasi rendah : punya tujuan sama tapi kebebasan individu tinggi

17 Komponen Utama Budaya Organisasi yang Kuat
Nilai : orang yang mempunyai sistem nilai yang kuat memiliki arah dan tujuan hidup Pahlawan : memberi model untuk diteladani Ritual : budaya yang kuat harus dikomunikasikan melalui kegiatan sehari-hari Jaringan Budaya : manajer harus mempelajari bagaimana jaringan budaya berfungsi

18 Karakteristik umum budaya organisasi Indonesia
Assertiveness : orang Indonesia biasanya menyembunyikan perasaan negatifnya seperti iri, cemburu, marah dan bahkan kekecewaan Individualism : tidak ada tempat bagi orang yang terlalu individualis, egosentris Leadership : hubungan antara atasan dan bawahan seperi hubungan ayah - anak

19 Initiative : inisiatif penting dipunyai pimpinan karena bawahan kurang mempunyai inisiatif
Seniority : senioritas merupakan hal yang sangat penting di Indonesia, senioritas tidak hanya berdsar pada posisi atau lama kerja akan tetapi juga uimur, status, gelar, kewenangan, pendidikan Responsibility : tanggungjawab muncul apabila diawasi

20 (Organizational Culture)
BUDAYA ORGANISASI (Organizational Culture)

21 Culture in Organizations
Introduction to Culture Concept Concept and Levels of culture Study of a specific organization culture

22 Different Versions of Culture
Found in many disciplines: Sociology Anthropology Management Place stress on different aspects: Beliefs and cognition Actions Rituals Folklore, etc.

23 Organizational Structure & Culture
The formal system of task and reporting relationships that controls, coordinates, and motivates employees, to work together to achieve organizational goals (George & Jones, 2002). Culture: The informal set of values, norms, and beliefs that control that way people and groups in an organization interact with each other and with people outside the organization (George & Jones, 2002).

24 Organizational Culture & Climate (by George and Jones)
Shared set of attitudes, beliefs and values that exist among individuals in a group, unit, team, or organization (influences workplace practices and norms for appropriate behavior) Climate Shared perception among employees regarding their work group, unit, team, or organization (influenced by how an organization treats its members)

25 Cont’d. (by Thomas Haigh)
Organizational Culture Shared and reinforced within particular firm. Many successful organizations have strong culture.

26 So That Organizational Culture Is:
Organizational culture refers to the shared pattern of beliefs, assumptions, and expectations held by organizational members and their characteristic way of perceiving the organization’s artifacts and environment, and its norms, roles, and values as they exist outside the individual.

27 What does Culture Get? In business, often presented as key to motivated and harmonious workforce Culture will give shared vision Make work harder, worry less about money Alternative to cruder management methods Hope to solve problems, such as: Distrust between different teams Low morale High employee turnover

28 The Benefit of Culture Culture helps us make sense of organizational behavior Schein (1996) A narrow description of behavior, divorced from the cultural context in which it occurs is of limited values for understanding the organization. Pratt and Rafaeli (1997) Found manner of dress among staff was symbolic of their sense of organizational identity.

29 Communicating Cultures
Through socialization and tradition Formally communicated Leaders, symbols, vision, ideals, norms for behavior, memos, dress code, rewards. Informally communicated Stories, rumors, customs, rituals, jokes, role models, office layout.

30 Culture Reviewed Organizations also have a learned, shared, interrelated set of symbols and patterns of basic assumptions The culture help the organizations cope with problems it faces external adaptation internal integration The introductory case highlights MTV, a Viacom business that has a very distinctive culture. Other firms with distinctive cultures include Disney, Microsoft, Nike, Wal-Mart, Siemens, Toyota, FedEx Your studies of global firms will demonstrate that each has a corporate culture, but these cultures differ from one another; some are strong, some weak. A good example of organizational culture is Walt Disney Corp. (if available show potion of Mickey Mouse Monopoly video—see document for details). As early as 1958, Roy Disney as president said “integration is the key word around here.” Disney has a deeply rooted corporate culture that self-reinforces. For example, Mickey is embedded in everything: buildings, furniture, even the toilet paper at Disney resorts are embossed with a Mickey logo. Everyone is a “cast” member—meaning they are always performing. Bosses are “leads,” and executives dress up as characters from time to time to wander the theme parks. The underground transit systems help to emphasize that everything happens as if by “magic.”

31 Cont’d. Contributions to a firm’s culture:
the ways in which people act and interact with each other. how top management deals with various situations how people actually spend their time what the company says about itself in annual reports organization’s physical setting

32 The Stages of Socializations

33 Often Creating Culture Clash
between parent and subsidiary among managers In practices considered “unnatural” to the subsidiary.

34 Study of Different Aspects of Work Culture in One Organization
Methodology is called “ethnographic” The Grand theory are: Try to look at same kinds of things in context of your own experience of organizations. Socialization, status hierarchy, enforcement, rituals. (by Van Mannen)

35 Socialization Process by which individual become part of specific culture. Many processes: Formal (e.g. the training or assimilation program) Informal (on the job training, out of work social events) Many Components Learn language Learn specific roles

36 Status Hierarchy Ranking of roles by prestige
Exist in broader societies May be different within organization

37 Mechanism to Enforce Initial selection Human feedback
Supervisors (constant threat of observation) Visitors Design of work itself Scripts, rides, etc. Removal of offenders Rapid, harsh punishment

38 Rituals and Values Explicit statement of “values”
All organizations have rituals Rituals reinforce identities: Express values Show importance of tradition beyond individual.