2. Study Organisasi Chapter 1 Mata kuliah: J0754 - Pengelolaan Organisasi Entrepreneurial Dosen Pembuat: D3122 - Rudy Aryanto Tahun : 2009

3. The Field of Organizational Behavior Studies the behavior of individuals and groups in organizational settings –This book focuses on management of that behavior –In order to achieve organizational effectiveness

4. Learning Objectives –Define the term organizational behavior –Explain the contingency approach to managing behavior within an organizational setting –Identify why managing workplace behavior in the U.S. is different from managing workplace behavior in other countries –Compare the goal, systems, and multiple-constituency approaches to effectiveness –Describe the environmental forces that compel organizations to initiate changes

5. The World Today Organizations in the 21 st century must adapt to more turbulent environments –Managers now need multiple skills –Adaptation and flexibility are mandatory The U.S. is a productive nation –Sound management practices –Efficient planning –New techniques, methods, and management styles

6. Maintaining a Leadership Role Managing people effectively is essential for –Retaining a comfortable standard of living –Remaining one of the world’s economic leaders –Improving quality of life for all citizens The quality of life is connected to the quality of work

7. What is an Organization? A coordinated unit –At least two people –Working to achieve a common goal The study of organizational behavior focuses on individuals’ –Perceptions and values –Learning capacities –Actions

8. Studying Organizational Behavior Studying people to help bring about –Productivity improvements –Customer satisfaction –Better competitive position Based on these sciences –Psychology –Sociology –Political science –Cultural anthropology

9. Studying Organizational Behavior Key points –Behavior happens at individual, group, and organizational levels –OB uses the principles, models, theories, and methods of other disciplines –It is humanistic and performance oriented –The external environment has significant impact on organization behavior –The scientific method is used to study variables and relationships –OB is application oriented

10. Studying Organizational Behavior Effectiveness of any organization rests on human behavior –Each person has unique perceptions, personality, life experiences People have different –Ethnic backgrounds –Capabilities for learning and responsibility –Attitudes and beliefs –Aspiration levels

11. Studying Organizational Behavior Today’s workforce doesn’t look, think, or act like the workforce of the past –Each employee is a unique embodiment of behavioral and cultural factors

12. Studying Organizational Behavior Organizations are social systems –Relationships among individuals and groups create expectations for behavior –Systems allocate authority, status, power –Groups impact individual and organizational performance

13. Studying Organizational Behavior Contingency approach to management –Behavior involves the interaction of personal characteristics with the characteristics of the situation –There is no “one best way” to manage Important considerations –Characteristics of individuals and groups –Characteristics of the situation –Personal management style

14. Structure, Processes, and Behavior Structure –The formal pattern of how people and jobs are grouped –Often illustrated in an organization chart

15. Structure, Processes, and Behavior Culture –An organization’s personality, atmosphere, or “feel” –Defines appropriate behavior and bonds –Motivates individuals –Governs information processing, internal relations, values –May be subconscious or visible –Can be positive or negative

16. Structure, Processes, and Behavior Problem indicators –Declining profits, quantity, or quality –Increases in absenteeism or tardiness –Negative employee attitudes

17. Structure, Processes, and Behavior No one can predict every behavior, team outcome, or phenomenon –People are unique and unpredictable Required management competencies –Intellectual capability –A system orientation –Interpersonal skills –Flexibility –Self-motivation

18. The Organization’s Environment How an organization is structured and operates depends on –The needs of customers or clients –Legal and political constraints –Economic and technological changes Managers work in an increasingly unpredictable environment

19. Behavior Within Organizations Determinants of individual performance –Individual characteristics –Individual motivation –Group behavior –Leadership –Power and politics –Intergroup behavior, conflict –Reward and appraisal systems –Groups and interpersonal influence

20. Organization Structure and Design Effective managers clearly understand the organizational structure –The configuration of positions, job duties, and lines of authority –The formal pattern of activities and inter-relationships among the various subunits

21. Organization Structure and Design Job design –The process by which managers specify job content, methods, relationships –Must satisfy both organizational and individual requirements Organizational design –The overall organizational structure –The structure of tasks, authority, and interpersonal relationships

22. The Process of Organizations Processes give life to organizational structure –Communication… receiving, transmitting, and acting on information –Decision making… quality depends on selecting proper goals and identifying ways to achieve them

23. Decision Making Ethics affect decision making –Decisions evaluated as good or bad, right or wrong, ethical or unethical –Conflicts between personal and corporate values and culture arise regularly Managers have power and authority –Potential wrong and right, good and evil Managers display their morals and values when they make decisions

24. Perspectives on Effectiveness Levels of effectiveness –Individual –Group –Organizational Synergy –The sum of individual contributions exceeds the simple summation of them Organizational effectiveness –Results from the synergy between individuals and groups

25. Causes of Effectiveness Individual Ability Skill Knowledge Attitude Motivation Stress Group Cohesiveness Leadership Structure Status Roles Norms Organization Environment Technology Strategic choices Structure Processes Culture

26. The Nature of Managerial Work Mintzberg’s managerial roles –Interpersonal –Decisional –Informational

27. The Nature of Managerial Work Managers make decisions about –Operational matters –Resource allocation –Negotiations with constituencies Managers are needed when –Work is specialized –It is undertaken by two or more people

28. The Nature of Managerial Work The nature of managerial work –To coordinate the work of individuals, groups, organizations Management functions –Planning –Organizing –Leading –Controlling

29. The Nature of Managerial Work Management’s Contribution to Effectiveness Feedback Management Plans Organizes Leads Controls To Coordinate the Behavior of Individuals Groups Organizations To Attain Effectiveness of Individuals Groups Organizations

30. Planning Effective Performance Planning involves –Defining the ends to be achieved –Determining the means to achieve the defined ends Planning activities can be –Complex or simple –Implicit or explicit –Impersonal or personal

31. Organizing Effective Performance The organizing function involves –Designing the responsibility and authority of each job –Determining which of these jobs will be grouped into specific departments

32. Leading Effective Performance Leading involves close, day-to-day contact with individuals and groups –People do the actual work, and people are variable entities –Managers must guide unique perceptions and behaviors toward a common purpose –Learning more about human psychology can help Successful managers have effective interpersonal skills

33. Controlling Performance Managers use control to determine whether intended results are achieved –And if not, then why Controlling activities –Worker selection, placement, evaluation –Materials inspection –Financial statement analysis Control occurs at the individual, group, and organizational levels

34. Approaches to Effectiveness Goal Approach Systems Theory Stakeholder Approach

35. Goal Approach Also called “management by objectives” –Emphases goal achievement –Emphasizes Western values of purposefulness, rationality, achievement Difficulties with this approach –Intangible outputs are hard to measure –Goals may conflict –Difficult to obtain consensus among managers as to specific goals

36. Systems Theory A system is a group of elements that –Individually establish relationships with each other –Interact with their environment, both as individuals and as a collective System categories –Conceptual (language) –Concrete (machines) –Abstract (culture)

37. Basic Elements of a System Inputs Process Outputs Environment

38. Systems Theory Key concepts –Every organization is part of a larger system –All systems make demands on their parts –Organizations must produce a product or service to satisfy customers –They must also satisfy the larger environment –Feedback facilitates adjustment to environmental demands

39. Input-Output Cycle An organization has two forms of input –Human resources –Natural resources Major considerations –Survival of the organization depends on adaptation to the environment –The total cycle of input-process-output must have managerial attention

40. Stakeholder Approach Achieving balance among the various parts of the system –The organization is but one part Stresses satisfying the interests of the organization’s constituency –Expectations may not be consistent or compatible among individuals or groups –Effectiveness is achieved by satisfying the demands of the most powerful coalitions

41. Organizational Change & Learning Successful change is a multi-step process that creates –Power –Motivation Change is driven by managers who –Establish direction –Align people with their visions –Inspire people to overcome political, personal, and bureaucratic barriers

42. Managerial Work The purpose of managers –Coordinate behavior –Satisfy evaluators This requires –Planning –Organizing –Leading –Controlling

43. Managerial Work Major factors in individual and group behavior –Task and authority relationships –Structures and processes that facilitate communication among employees