Slide PSY 108 Chapter 14
ORGANIZATIONAL
CULTURES
Ahmad Jaka Priadi (2012101004)
Madinna Ramadhani (2015031031)
ELEMENTS
of Organizational Cultures
1.Values
2.Shared
Values
3.Shared
Assumptions
4.Espoused
Content
of Organizational Cultures
1.Employee-friendly and
creative
2.Performance-oriented
3.Efficiency and humility
Organizational Culture Dimension
Characteristics
Innovation
Experimenting, opportunity seeking,
risk taking, few rules, low
cautiousness
Stability
Predictability, security, rule oriented
Respect for People
Fairness, tolerance
Outcome Orientation
Action oriented, high expectations,
results oriented
Attention to detail
Precise, analytic
Team Orientation
Collaboration, people oriented
Aggressiveness
Competitive, low emphasis on social
responsibility
Organizational
Subcultures
• Dominant Cultures
• Subcultures
• Counter Cultures
eciphering Organization
Culture through artifacts
Suatu simbol atau tanda sebuah budaya organisasi
seperti jalur pengunjung yang telah bagus
sebelumnya, tata letak fisik organisasi, dan
bagaimana anggota mendapatkan hadiah.
ARTIFACTS:
CATEGORIES:
•
•
•
•
Organizational Stories and Legends
Ritual and Ceremonies
Language
Physical Structures and Symbols
Potential Benefits and Contingencies of Culture
Strength
Benefits of Culture Strength depend on:
• Whether culture content fits the environment
• Moderate, not cutlike, strength
• An adaptive Culture
Function of Strong Cultures:
• Control system
• Social glue
• Sense Making
Organizational Outcomes:
• Organizational Performance
• Employee well-being
Contingencies of Organizational Culture and
Effectiveness
Dalam pembelajaran hanya menemukan suatu hubungan
positif sederhana antara culture strength (kekuatan budaya)
dengan organizational effectiveness (efektifitas organisasi)
karena 3 kontinjensi perlu dipertimbangkan, seperti:
1. Whether the culture content is aligned with environment
- Culture Content Alignment with Environment
2. Whether the culture is not so strong that it becomes cutlike
- Avoiding a Corporate Cult
3. Whether the culture incorporates an adaptive culture
- Culture is an Adaptive Culture
Organizational Culture and
Business Ethics.
Pengaruh sebuah budaya organisasi lebih
dari hanya intinya; hal ini juga dapat
mempengaruhi perilaku etis para anggota
organisasi. Hal ini masuk akal karena
perilaku yang baik dikendalikan oleh nilai
etik dan nilai etik dapat tertanam dalam
suatu budaya dominan organisasi.
Merging Organizational Cultures
(Penggabungan budaya organisasi)
Bicultural Audit:
Proses mendiagnosa hubungan budaya
antara perusahaan dan menentukan
sejauh mana bentrokan budaya akan
terjadi.
Strategies for Merging Different
Organizational Cultures
Merger strategy
Description
Works best when
Assimilation
Acquired company embraces
acquiring firm’s culture.
Acquired firm has a weak
culture
Deculturation
Acquired firm imposes its
culture on an unwilling
acquired firm
Rarely works– may be
necessary only when
acquired firm’s culture
doesn’t work but employees
don’t realize it
Integration
Merging companies combine
the two or more cultures into
a new composite culture.
Existing cultures can be
improved
Separation
Merging companies remain
distinct entities with minimal
exchange of culture or
organizational practices
Firms operate successfully in
different businesses requiring
different cultures
Changing and Strengthening
Organizational Culture
Is it possible to change an
organization’s culture?
Yes, but it’s not easy!
Attracting, selecting,
Actions of founders
and socializing
and leaders
employees
Strengthening
Organizational
Culture
Introducing
Aligning artifacts
culturally consistent
rewards
Organizational Socialization
Proses di mana individu belajar nilai-nilai, perilaku
yang diharapkan, dan pengetahuan sosial yang
diperlukan untuk mengetahui peran mereka dalam
organisasi.
Socialization as a Learning and Adjustment Process
LEARNING
Memahami tempat kerja, dinamika
sosial, dan lingkungan budaya,
ekspektasi kinerja, dinamika
kekuasaan, budaya perusahaan,
sejarah perusahaan.
ADJUSTMENT
Mengembangkan peran baru yang
mengkonfigurasi ulang identitas
sosial mereka, mengadopsi normanorma kelompok baru, dan
menunjukkan perilaku baru.
Stages of Organizational Socialization
Preemployment
Socialization
(outsider)
• Learn about the
organization and
job
• Form
employment
relationship
expectations
Encounter
(newcomer)
• Test expectations
against perceived
realities
Role
management
• Strengthen work
relationships
• Practice new role
behavior
• Resolve worknonwork conflicts
Socialization
outcomes
• Higher motivation
• Higher loyalty
• Higher
satisfaction
• Lower stress
• Lower turnover
Improving the
Socialization Process
• Realistic Job Preview (RJP):
Metode untuk meningkatkan
sosialisasi organisasi di mana pelamar
kerja diberikan informasi positif dan
negatif yang seimbang tentang
pekerjaan dan konteks kerjanya.
THAN
K YOU
CULTURES
Ahmad Jaka Priadi (2012101004)
Madinna Ramadhani (2015031031)
ELEMENTS
of Organizational Cultures
1.Values
2.Shared
Values
3.Shared
Assumptions
4.Espoused
Content
of Organizational Cultures
1.Employee-friendly and
creative
2.Performance-oriented
3.Efficiency and humility
Organizational Culture Dimension
Characteristics
Innovation
Experimenting, opportunity seeking,
risk taking, few rules, low
cautiousness
Stability
Predictability, security, rule oriented
Respect for People
Fairness, tolerance
Outcome Orientation
Action oriented, high expectations,
results oriented
Attention to detail
Precise, analytic
Team Orientation
Collaboration, people oriented
Aggressiveness
Competitive, low emphasis on social
responsibility
Organizational
Subcultures
• Dominant Cultures
• Subcultures
• Counter Cultures
eciphering Organization
Culture through artifacts
Suatu simbol atau tanda sebuah budaya organisasi
seperti jalur pengunjung yang telah bagus
sebelumnya, tata letak fisik organisasi, dan
bagaimana anggota mendapatkan hadiah.
ARTIFACTS:
CATEGORIES:
•
•
•
•
Organizational Stories and Legends
Ritual and Ceremonies
Language
Physical Structures and Symbols
Potential Benefits and Contingencies of Culture
Strength
Benefits of Culture Strength depend on:
• Whether culture content fits the environment
• Moderate, not cutlike, strength
• An adaptive Culture
Function of Strong Cultures:
• Control system
• Social glue
• Sense Making
Organizational Outcomes:
• Organizational Performance
• Employee well-being
Contingencies of Organizational Culture and
Effectiveness
Dalam pembelajaran hanya menemukan suatu hubungan
positif sederhana antara culture strength (kekuatan budaya)
dengan organizational effectiveness (efektifitas organisasi)
karena 3 kontinjensi perlu dipertimbangkan, seperti:
1. Whether the culture content is aligned with environment
- Culture Content Alignment with Environment
2. Whether the culture is not so strong that it becomes cutlike
- Avoiding a Corporate Cult
3. Whether the culture incorporates an adaptive culture
- Culture is an Adaptive Culture
Organizational Culture and
Business Ethics.
Pengaruh sebuah budaya organisasi lebih
dari hanya intinya; hal ini juga dapat
mempengaruhi perilaku etis para anggota
organisasi. Hal ini masuk akal karena
perilaku yang baik dikendalikan oleh nilai
etik dan nilai etik dapat tertanam dalam
suatu budaya dominan organisasi.
Merging Organizational Cultures
(Penggabungan budaya organisasi)
Bicultural Audit:
Proses mendiagnosa hubungan budaya
antara perusahaan dan menentukan
sejauh mana bentrokan budaya akan
terjadi.
Strategies for Merging Different
Organizational Cultures
Merger strategy
Description
Works best when
Assimilation
Acquired company embraces
acquiring firm’s culture.
Acquired firm has a weak
culture
Deculturation
Acquired firm imposes its
culture on an unwilling
acquired firm
Rarely works– may be
necessary only when
acquired firm’s culture
doesn’t work but employees
don’t realize it
Integration
Merging companies combine
the two or more cultures into
a new composite culture.
Existing cultures can be
improved
Separation
Merging companies remain
distinct entities with minimal
exchange of culture or
organizational practices
Firms operate successfully in
different businesses requiring
different cultures
Changing and Strengthening
Organizational Culture
Is it possible to change an
organization’s culture?
Yes, but it’s not easy!
Attracting, selecting,
Actions of founders
and socializing
and leaders
employees
Strengthening
Organizational
Culture
Introducing
Aligning artifacts
culturally consistent
rewards
Organizational Socialization
Proses di mana individu belajar nilai-nilai, perilaku
yang diharapkan, dan pengetahuan sosial yang
diperlukan untuk mengetahui peran mereka dalam
organisasi.
Socialization as a Learning and Adjustment Process
LEARNING
Memahami tempat kerja, dinamika
sosial, dan lingkungan budaya,
ekspektasi kinerja, dinamika
kekuasaan, budaya perusahaan,
sejarah perusahaan.
ADJUSTMENT
Mengembangkan peran baru yang
mengkonfigurasi ulang identitas
sosial mereka, mengadopsi normanorma kelompok baru, dan
menunjukkan perilaku baru.
Stages of Organizational Socialization
Preemployment
Socialization
(outsider)
• Learn about the
organization and
job
• Form
employment
relationship
expectations
Encounter
(newcomer)
• Test expectations
against perceived
realities
Role
management
• Strengthen work
relationships
• Practice new role
behavior
• Resolve worknonwork conflicts
Socialization
outcomes
• Higher motivation
• Higher loyalty
• Higher
satisfaction
• Lower stress
• Lower turnover
Improving the
Socialization Process
• Realistic Job Preview (RJP):
Metode untuk meningkatkan
sosialisasi organisasi di mana pelamar
kerja diberikan informasi positif dan
negatif yang seimbang tentang
pekerjaan dan konteks kerjanya.
THAN
K YOU