Download - Budaya organisasi
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INTRODUCTION
Organizational behavior is the study of human relation in organization.
To understand individual and group behavior, interpersonal process, organizational dynamics
With the goal of improving the performance of the organizations and the people in them
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So learning about Organizational Behavior can help to:-Develop a better work related understanding about yourself and others
-Have a knowledge platform that can expand your potential career success in dynamic and complex workplaces.
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A: Organizational StrategyOrganizations are collections of people working together to achieve a common purpose
(Implication for your organization?)Let’s Discuss
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A strategy guides organizations to operate in ways that out perform competitors.
Sustainable high performance is achieved only when strategies are well implemented
and It is in respect to implementation that
understanding Organizational Behavior becomes especially important
People in the organization make things happens People make the difference
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So leaders and managers need to mobilize and activate human capital and talents to implement strategies.B. Organizational environment
Organizations are dynamic open systemOpen systems transform human and material
resource inputs into finished goods and servicesStakeholders are people and groups with and interest in the performance of the organization.
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Figure 1: Organization as open systems
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C. Organizational Culture It is a shared set of beliefs and values within an
organization.
Figure 2: Insights on organizational cultures
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D. Diversity and Multicultural
Workforce diversity-individual differences
Multiculturalism- refers to pluralism and respect for diversity in the workplace
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• Managers - are responsible for supporting the work efforts of other people
• Effective managers – is one who helps others achieve high levels of both performance and satisfaction.
• Task Performance – is the quantity and quality of work produces
• Job Satisfaction – is a positive feeling about one’s work and work setting.
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Figure 3:The Management Process of Planning, Leading and Controlling
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• Technical skills is an ability to perform specialized task
• Human skills is the ability to work well with other people–Emotional intelligence (EI) is the ability to manage
ourselves and one’s relationship effectively–EI is ability to understand and deals with emotions.–EI is now considered as an important leadership
competency.
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Is the ability to analyze and solve complex problems.
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Human RelationInteractions between employers and employees and their attitudes toward one another.
Psychological ContractSet of expectations held by an employee concerning what he or she will contribute to an organization (referred to as contributions) and what the organization will in return provide the employee (referred to as inducements)
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Job SatisfactionDegree of enjoyment that people derive from performing their jobs.
MoraleOverall attitude that employees have toward their workplace.
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Motivation- The set of forces that cause people to behave in
certain waysClassical theory Theory holding that workers are motivated solely
by moneyBehavior Theory: The Hawthorn Studies Tendency for productivity to increase when
workers believe they are receiving special attention from management
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Theory XTheory of motivation holding that people are naturally irresponsible and cooperative.
Theory YTheory of motivation holding that people are naturally responsible, growth oriented, self-motivated, and interested in being productive
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Theory X Theory Y
1. People are lazy 1. People are energetic
2. People lack ambition and dislike responsibility
2. People are ambitious and
seek responsibility
3. People are self-centered
3. People can be selfless
4. People resist change 4. People want to contribute to business growth and change
5. People are gullible and not very bright
5. People are intelligent
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Hierarchy of human needs modelTheory of motivation describing five levels of human needs and arguing that basic needs must be fulfilled before people work to satisfy higher-level needs.
Two Factor TheoryTheory of motivation holding that job satisfaction depends on two types of factors, hygiene and motivation
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Expectancy theoryTheory of motivation holding that people are motivated to work toward rewards that they want and that they believe they have a reasonable chance of obtaining.
Equity TheoryTheory of motivation holding that people evaluate their treatment by employers relative to the treatment of others.
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1. Reinforcement Theory that behavior can be encouraged or
discouraged by means of rewards or punishments
2. Management by Objectives Set of procedures involving both managers
and subordinates in setting goals and evaluations progress
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3. Participative Management and EmpowermentMethod of increasing job satisfaction by giving employees a voice in the management of their jobs and the company
4. Job Enrichment and job Redesign◦Job Enrichment Method of increasing job satisfaction by adding one
or more motivating factors to job activities◦Job Redesign Method of Increasing job satisfaction by designing a
more satisfactory fit between workers and their jobs Usually implemented in one of three ways;
Combining tasks Forming natural work groups Establishing client relationships
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5. Modified Work Schedule
a) Work-Share Programs Method of increasing job satisfaction by allowing
two or more people to share a single full-time jobb) Flextime Programs Method of increasing job satisfaction by allowing
workers to adjust work schedules on a daily or weekly basis
c) Telecommuting Form of flextime that allows people to perform
some or all of a job away from standard office setting
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Leadership◦Process of motivating others to work to meet
specific objectives Managerial Style
◦Pattern of behavior that a manager exhibits in dealing with subordinates
Autocratic Style◦Managerial style in which managers generally issue
orders and expect them to be obeyed without question
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Democratic Styles◦Managerial style in which managers
generally ask for input from subordinates but retain final decision-making power
Free-rein style◦Managerial style in which managers
typically serve as advisers to subordinates who are allowed to make decisions.
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The Contingency Approach to Managerial Style◦Approach to managerial style holding that
the appropriate behavior in any situation in dependent (contingent) on the unique elements of that situation.
Motivation and Leadership in the Twenty-First Centuryi.Changing Patterns of Motivationii.Changing Patterns of Leadership
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Phase One
Type of Group Group Formation
Phase Two
Group Development stagesMutual AcceptanceCommunication and Decision MakingMotivation and ProductivityControl and Organization
Performance FactorsCompositionSizeNormsCohesiveness
Phase Three: Mature groupGroup CharacteristicsProductiveAdaptiveSelf-Correcting
Member CharacteristicsInterdependentCoordinatedCooperativeCompetentMotivatedCommunicative
Group Decision Making and Interactions with Others Groups
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A group is two or more persons who interact with one another that each person influenced by each other person
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Relatively Permanent Relatively Temporary
Formal Command groups Quality assurance
department Cost accounting group
Task groups Pope’s Special
Council on Finances
Task force on new product quality
Informal Friendship groups Friends who do many
activities together (attend the theater, play games, travel)
Interest groups Bowling group Women’s network
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Formal GroupAre formed by the organization to do its work and usually are included in the organization chart
- Command/Functional GroupIs a relatively permanent, formal group with functional reporting relationships.
- Task GroupIs a relatively temporary, formal group established to do a specific task
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Informal groups- Established by their members
◦Friendship group Relatively permanent and informal and draws
its benefits from the social relationships among its members
◦Interest group Relatively temporary and informal and is
organized around a common activity or interest of its members
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Mutual acceptance◦ stage of group development is characterized
by members sharing information about themselves and getting to know each other.
Communication and Decision Making◦Members discuss their feelings more openly
and agree on group goals and individual roles in the group
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Motivation and Productivity◦Members cooperate, help each other and
work toward task accomplishment
Control and organization◦Members work together and are flexible,
adaptive, and self-correcting
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Group performance factors including;◦Composition◦Size◦Norms◦Cohesiveness
They affect the success of the group in fulfilling its goal
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Group Composition◦Degree of similarity or differences in the
characteristics of the members on factors important to the group’s work.
SOURCE: Based on discussion in Bernard M. Bass and Edward C. Ryterband, Organizational Psychology, 2nd ed.
A homogeneous group is more useful for :
A heterogeneous group is more useful for:
• Simple tasks• Sequential tasks• Cooperation required• Speed required
• Complex tasks• Collective tasks• Creativity required• Speed not important
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Group size◦Number of members of the group and affects the
number of resources available to perform the task
Group norm◦Standard against which the appropriateness of a
behavior is measuredi. Norms help the group surviveii. Norms simplify and make more predictable the
behaviors expected of group membersiii. Norms help the group avoid embarrassing
situationsiv. Norms express the central values of the group
and identify the group to others
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Group CohesivenessFactors that affect group cohesiveness
and consequences of group cohesiveness
Factors that affect group cohesiveness
Consequences of high cohesiveness
• Homogeneous composition• Mature development• relatively small size• Frequent interactions•Clear goals (competition or external threat)• Success
• goal accomplishment • personal satisfaction of members• increased quantity and quality of interactions• groupthink
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Factors that decrease cohesiveness
Consequences of low cohesiveness
• Heterogeneous composition• Recent formation• Large size• Physical Dispersion • Ambiguous Goals• Failure
• Difficulty in achieving goals • increased likelihood of disbanding • Fewer interactions •Individual orientation
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Group Polarization◦Tendency for a group’s average post-discussion
attitudes to be more extreme than its average pre-discussion attitudes.
Groupthink◦Mode of thinking that occurs when members of a
group are deeply involved in a cohesive in group and desire for unanimity offsets their motivation to appraise alternative courses of action
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Participation in Decision Making Important part of managing motivation, leadership,
organization structure, and decision-making processes
Group Problem Solving Brainstorming
Technique used in the alternative generative phase of decision making that assists in development of numerous alternative courses of action
Nominal Group Technique (NGT)• Group members follow a generate discussion vote cycle
until they reach an appropriate decision. The Delphi technique• Method of systematically gathering judgments of
experts for use in developing forecasts
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Interaction among groups are based on the characteristics of the interacting groups, the organizational context within which the groups operate, and the task and situational bases of the interactions
Five factors that determine the nature of group interactions are;◦ Location◦ Resources◦ Time and goal interdependence◦ Task uncertainty◦ Task interdependence