2. Budaya Organisasi Chapter 2
Mata kuliah : J Pengelolaan Organisasi Entrepreneurial
Dosen Pembuat : D Rudy Aryanto
Tahun : 2009
Budaya Organisasi Chapter 2

3. Learning Objectives
Define the terms organizational culture and socialization
Explain the difference in how some employees talk about a positive culture and others describe a negative culture
Describe the impact of an organization’s culture on individual and team behavior

4. Learning Objectives
Explain why spirituality is considered to have positive benefits in the workplace
Identify specific practices and programs used by organizations to facilitate socialization

5. What is Organizational Culture?
As defined by Edgar Schein
A pattern of basic assumptions invented, discovered or developed by a given group
As it learns to cope with the problems of adaptation and integration
That has worked well enough to be considered valid
Taught to new members as the correct way to perceive, think, and feel in relation to those problems

6. Organizational Culture
Examples of cultural attributes
Documents
Physical layouts and furnishings
Language, jargon
Work ethics and practices
Loyalty and commitment
Helping others
Management equity
Fair day’s work for a fair day’s pay

7. Organizational Culture
Visible but often not decipherable
Greater level of awareness
Taken for granted, invisible, preconscious
Layer III: Basic Assumptions
Relationship to environment
Nature of reality, time, & space
Nature of human nature
Nature of human activity
Nature of human relations
Layer I: Artifacts & Creations
Technology
Art
Visible and audible behavior patterns
Layer II: Values
Testable in the physical environment
Testable only by social consensus
Schein’s Three-Layer Organizational Model

8. Organizational Culture
Values
The conscious, affective desires or wants of people that guide their behavior
Society’s ideas about right and wrong
Passed from one generation to the next
Organizations operate well only when shared values exist among employees
Personal values guide both on- and off-the-job behavior

9. Organizational Culture
Society’s values impact organizational values
Interactive nature of work, leisure, family, and community

10. Organizational Culture & Its Effects
Organizational culture involves shared
Expectations
Values
Attitudes
It exerts influence on
Individuals
Groups
Organizational processes

11. Organizational Culture & Its Effects
The more employees share and accept the core values
The stronger the culture
The more it influences behavior
Artificially imposing a culture is often met with resistance

12. Core of a Positive Culture
Methods
Intervening Conditions
Cohesive organizational culture
Historical foundation
Understanding what is expected
Being part of a group
Interpersonal, intergroup relationships
Sense of history, communications Positive problem solving Stores about founders/leaders
Leadership, role modeling
Norms, values, expectations
Reward systems
Career management, job security
Recruiting and staffing
Socialization of new staff members
Training and development
Member contact
Participative decision making
Intergroup coordination
Personal exchange

13. Formal Control Orientation
Types of Culture
Formal Control Orientation
Flexible
Internal
External
Stable
Clan Culture
Entrepreneurial Culture
Bureaucratic Culture
Market Culture
Forms of Attention

14. Types of Culture Bureaucratic Culture Clan Culture
Emphasizes rules, policies, procedures, chain of command, central decision making
Clan Culture
A working family, tradition and rituals, teamwork and spirit, self-management, social influence

15. Types of Culture Entrepreneurial Culture Market Culture
Innovation, creativity, risk taking, aggressively seeking opportunities
Change, individual initiatives, autonomy are standard practices
Market Culture
Emphasis on increased sales and market share, financial stability, profitability
Workers have contractual relationship
Little feeling of teamwork, cohesiveness

16. Organizational Subcultures
Many may exist under the dominant corporate culture
Some have positive effects, others negative
Programmers work in a subculture under the dominant culture of Microsoft
Cultural conflict
Seldom investigated prior to mergers
Has caused many to fail

17. Merging Cultures
Less than 25% of all mergers and acquisitions are successful
Analytical analysis to pursue a merger is usually based on financial criteria
Culture is a “soft” criteria that isn’t considered

18. Merging Cultures Merging firms should consider
Values, expectations, styles, goals
Information technology systems
Compensation and rewards systems
The human resource talent pool
Both the dominant and subcultures

19. Influencing Culture Change
Cultures are elusive and hidden
They cannot be adequately diagnosed, managed, or changed
Deliberate attempts at culture change are not practical
Cultures sustain people through periods of difficulty and anxiety
Because culture provides continuity and stability, people naturally resist change

20. Cultural Change Intervention Points
Behavior of employees
Cultural evolution & learning 1
Cultural communication
Recruitment & hiring
Terminate deviant & nonperforming employees
Socialization of new employees 2 3 4 5 6

21. Spirituality in the Workplace
Defined by Smith and Rayment
A state or experience that can provide individuals with direction or meaning
Or provide feelings of understanding, support, inner wholeness, or connectedness
Connectedness can be to themselves, other people, nature, the universe, a god, or some other supernatural power

22. Spirituality in the Workplace
Potential benefits
Increased creativity
Honesty
Trust
Commitment
Personal need satisfaction
Improved organizational effectiveness

23. Spirituality in the Workplace
Potential benefits (continued)
Attaining a broader world view
Sense of integrity
Stronger sense of community
Willingness to contribute and make a positive difference
Improved work/life balance, attitude, and set of behaviors

24. Spirituality in the Workplace
Criticisms
May limit ability to embrace diversity of beliefs among employees and shareholders
Talking about values could sound “preachy”
Research showing positive organizational benefits is sparse

25. Socialization and Culture
Socialization is the process by which organizations bring new employees into their culture

26. Socialization and Culture
Three stages of socialization
Coincide generally with the stages of a career
Anticipatory stage
Activities undertaken prior to entering an organization
Activities prior to taking a different job within the same organization

27. Socialization and Culture
Accommodation
Occurs after joining an organization
The organization/job are seen as they actually are
Involves establishing interpersonal relationships
Learning job tasks
Clarifying the role
Evaluating the progress being made

28. Socialization and Culture
Role management is the stage during which conflicts arise
The employee’s work and home life
The employee’s work group and other work groups within the organization

29. Socialization Stages Anticipatory stage Accommodation stage
Recruitment, selection, placement using realistic job previews and career paths
Accommodation stage
Tailor-made orientation programs
Social and technical skills training
Supportive and accurate feedback
Challenging work assignments
Demanding but fair supervisors

30. Socialization Stages Role management
Provision of professional counseling
Adaptive and flexible work assignments
Sincere person-oriented managers

31. Effective Socialization
Anticipatory socialization stage
New recruits experience realism, congruence

32. Effective Socialization
Accommodation socialization stage
Design orientation programs
Structure training programs
Provide performance evaluation information
Assign challenging work
Assign demanding bosses
Role management socialization stage
Try to adapt to employee problems

33. Mentors and Socialization
Mentor – a friend, coach, advisor or sponsor who supports, encourages, and helps a less experienced protégé.

34. Mentors and Socialization
Phases of the mentor relationship
Initiation
Cultivation
Trial separation
Separation
Redefinition

35. Socializing and Cultural Diversity
The vast array of physical and cultural differences that constitute the spectrum of human differences
Managerial challenge
Integrate the increasing number and mix of people from diverse national cultures into the workplace

36. Socializing and Cultural Diversity
Core dimensions of diversity
Age, ethnicity, gender, physical attributes, race, sexual/affectional orientation
Secondary dimensions
Differences that people acquire, discard, or modify throughout their lives
Educational background, marital status, religious beliefs, disabilities, work experience

37. Capitalizing on Diversity
Employee diversity will increase over the next few decades
Studying ethnic backgrounds and national cultures will be important

38. Capitalizing on Diversity
Issues to consider
Employees who don’t speak English
Increased training needs
Cultural awareness training
Matching rewards and career development programs to ethnic group
Rewarding managers for recruiting, hiring, and integrating a diverse workforce
Learning more about age, gender, and disabilities

39. Capitalizing on Diversity
Forces driving diversity management
Global competition
Changing domestic demographics
Open expression of diversity
Paralleled by social movement toward retention of ethnic roots
Awareness and pride of cultural heritage can become an advantage for U.S. firms operating in foreign countries