organizational culture defined - lina miftahul jannah · pdf fileorganizational culture...
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Organizational Culture Defined
The basic pattern of shared
assumptions, values, and beliefs
considered to be the correct way of
thinking about and acting on problemsthinking about and acting on problems
and opportunities facing the
organization.
Keeping Culture Alive
0 Selection
0 Concern with how well the candidates will fitinto the organization.
0 Provides information to candidates about theorganization.
0 Top Management0 Top Management
0 Senior executives help establish behavioralnorms that are adopted by the organization.
0 Socialization
0 The process that helps new employees adapt tothe organization’s culture.
Elements of Organizational Culture
Physical Structures
Language
Rituals and
Ceremonies
Artifacts ofOrganizationalCulture
Ceremonies
Stories and Legends
BeliefsBeliefs
ValuesValues
AssumptionsAssumptions
OrganizationalOrganizationalCultureCulture
Level of Corporate Culture
BasicAssumptions
Values
NormsNorms
Artifacts
Beberapa hal penting:
Budaya organisasi tidak terbentuk dengan sendirinya,melainkan mencerminkan masa lalu organisasi
Budaya organisasi memerlukan institusionalisasi: harus adaupaya sadar untuk melestarikan budaya tersebut
Manajemen perlu menciptakan program sosialisasi agarsetiap anggota memahami sejarah, tradisi, kebiasaan, ritual,simbol, gaya organisasi
The Cultural and Economic Contexts ofInternational OD Practice
CULTURAL FITLow WITH OD VALUES High
Moderate
South pacific India
EC
ON
OM
IC
DEV
ELO
PM
EN
T
High
South AmericaMiddle east
South Africa
Central AmericaEastern Europe
Asia
UK Scandinavia
USA
LEV
EL
OF
EC
ON
OM
IC
DEV
ELO
PM
EN
T
WORLDWIDE STRATEGIC ORIENTATION:The Integration- Responsiveness Framework
NEED FOR LOCALLow RESPONSIVENESS High
High
GLOBALORIENTATION
TRANSNATIONALORIENTATION
NEED
FO
R
IN
TEG
RA
TIO
N
Low
INTERNATIONALORIENTATION
MULTINATIONALORIENTATION
NEED
FO
RG
LO
BA
LIN
TEG
RA
TIO
N
Characteristics and Interventions forWorldwide Strategic Orientation
Worldwidestrategicorientation
Strategy Structure InformationSystem
HumanResources
ODInterventions
International -Existingproducts-Goals ofincreasedforeignrevenues
Centralizedinternationaldivision
Loose Volunteer -Cross-culturaltrainingStrategicplanning
revenues
Global -Standardizedproducts-Goals ofefficiencythroughvolume
-Centralized ,balanced,andcoordinatedactivities-Globalproductdivision
Formal Ethnocentricselection
-Careerplanning-Roleclarification-Employeeinvolvement-Seniormanagementteam building-Conflictmanagement
Characteristics and Interventions forWorldwide Strategic Orientation
Worldwidestrategicorientation
Strategy Structure InformationSystem
HumanResources
ODInterventions
Multinational
Tailoredproducts-Goals oflocalresponsiveness through
Decentralizedoperations;centralizedplanningGlobalgeographic
Profitcenters
Regiocentricorpolycentricselection
-Intergrouprelations-Localmanagementteam building-Managementss through
specializationgeographicdivisions
-Managementdevelopment-RewardSystems-Strategicalliances
Transnational
-Tailoredproducts-Goals oflearning andresponsiveness throughintegration
-Centralized ,balanced, andcoordinatedactivities-Globalproductdivision
Formal Geocentricselection
-Extensiveselection androtation-Culturaldevelopment-IntergrouprelationsBuildingcorporatevision
The third wave organization (Alvin Toffler)Karakteristik Gelombang kedua Gelombang ketiga
Organisasi Hirarki Jaringan
Luaran Pangsa pasar Penciptaan pasar
Fokus Institusi Individual
Gaya Terstruktur Luwes
Sumber kekuatan Stabilitas Perubahan
Struktur Kemandirian Interdependensi
Budaya Tradisi Kode genetikBudaya Tradisi Kode genetik
Misi Tujuan/Rencana Strategis Identitas/Arahan dan Nilai
Kepemimpinan Dogmatik Inspirasional
Kualitas “Yang terbaik” Tidak ada kompromi
Harapan Keamanan Pertumbuhan pribadi
Sumber Daya Uang Informasi
Keunggulan Kesamaan yang lebih besar Perbedaan yang bermakna
Motivasi Penyelesaian tugas Membangun
Cakupan Multinasional Multilokal
Cara pandang Taktis Strategis
Budaya dan Strategi
Meningkatkan produktivitasdan keuntungan
Organisasi dengan budayakuat
dan keuntungan
Menubuhsuburkansemangat kebersamaan
Meningkatkan rasa memiliki
Power in Organizations
Departmental
•Place on
Individual
•Ability to intercede•Place oncommittees
•Number ofemployees
•Budget allocation
•Location of offices
•Ability to intercede
•Approval forspending
•Items on theagenda
•Access to top brass
Faces of politics
Negative
•Dominate others
•Tendency to view
Positive
• Include interest ofothers•Tendency to view
situations as win-lose
•Tactics of fighting
others
•Viewing situations inwin-win terms
•Open problemsolving
•Absence of tactics
Power tends to corrupt; Absolute powercorrupts absolutely (Lord Acton)
OD and Power-Politics:
OD values consistent withpositive face of power: trust,
openness, collaboration,individual dignity, promotingindividual, and organizational
competence.
Emphasis on powerequalization: increase power
among organizational member,the whole organization has
more power
OD in Political Environment
Become a desired commodity personally and professionally
• High international competence
• Listening, communication, problem-solving, coaching, counseling skills,appreciating other
Make OD a desired commodity
• OD allows individuals and organizations to reach their goals
Make OD a valued commodity for multiple powerful people in theorganization
• Crates value for OD
• Increases power base and support
• Endorsement, support and protection of OD interventions
Create win-win situations
• Enhance stable, constructive social relationships
• Different way to handle conflict
OD in Political Environment
Mind your own business (help others solvestheir major problems)
• Help on request
• Help the manager meet her/his goals
Mind your own business – be a process, not content, expert
Mind your own business and don’t invite political trouble
• OD practitioner’s role is that of facilitator, catalyst, problem-solver, educator
• Role is not power-broker or power activist
Trends Affecting OD PracticeTrad
itio
nal
Tren
ds Wealth is
becoming moreconcentrated
Economy is moreglobalized
Prag
mati
cTren
ds Workforce is
becoming older,more diverse,more educated
Shift towardcontingent
Sch
ola
rly
Tren
ds Emphasis on
values ofunderstanding,prediction, andcontrol
Search for
Trad
itio
nal
Tren
ds
Ideologies areshifting fromconsumption tocoexistence andecologicalsustainability
Prag
mati
cTren
ds
contingentemployment &change inpsychologicalcontract
No careers
Sch
ola
rly
Tren
ds
Search forvariables thatexplain changeand effectiveness
Trends Affecting OD Practice
0Scholarly Trends0Emphasis on values ofunderstanding, prediction, andcontrol
Cummings & Worley, 8e(c)2005 Thomson/South-
Western23-19
control
0Search for variables that explainchange and effectiveness
The Future of OD
0 More embedded in the organization’s culture
0 More technologically enabled
0 Shorter OD cycle times
0 More interdisciplinary
0 More diverse client organizations0 More diverse client organizations
0 More cross-cultural
0 Greater focus on ecological sustainability