Professional Documents
Culture Documents
Organizational Behavior
Class
Reni Rosari
RENI ROSARI
MM UGM
RENI ROSARI
2008 The McGraw-Hill Companies, Inc. All rights reserved.
Jack Welch
(CEO of General Electric)
RENI ROSARI
2008 The McGraw-Hill Companies, Inc. All rights reserved.
Percy Barnevick
(CEO of Asia Brown Boveri)
RENI ROSARI
2008 The McGraw-Hill Companies, Inc. All rights reserved.
RENI ROSARI
2008 The McGraw-Hill Companies, Inc. All rights reserved.
RENI ROSARI
2008 The McGraw-Hill Companies, Inc. All rights reserved.
PEOPLE-CENTERED ORGANIZATION
(Jeffrey Pfeffer - Stanford University)
RENI ROSARI
2008 The McGraw-Hill Companies, Inc. All rights reserved.
According to Pfeffer:
only 12% of todays organizations have the
systematic approaches and persistence to qualify as
true people centered organizations, thus giving them a
competitive advantage.
RENI ROSARI
2008 The McGraw-Hill Companies, Inc. All rights reserved.
RENI ROSARI
2008 The McGraw-Hill Companies, Inc. All rights reserved.
RENI ROSARI
2008 The McGraw-Hill Companies, Inc. All rights reserved.
RENI ROSARI
2008 The McGraw-Hill Companies, Inc. All rights reserved.
People-Centered Examples
Yvon Chouinard, Pentagonia Inc.
Trust, empower, and listen to the employees
Herb Kelleher, Southwest Airlines
Respect people for who they are, not for what their titles are.
Clayton Christensen, Harvard Business School
You can learn from anyone.
George Zimmer, Mens Wearhouse
Happy employees attract loyal customers.
Every 5 years full time employees receive a three-week paid
sabbatical on top of their regular vacations
Jim Sinegal, Costco
Good starting pay, 94% health care costs
RENI ROSARI
2008 The McGraw-Hill Companies, Inc. All rights reserved.
RENI ROSARI
2008 The McGraw-Hill Companies, Inc. All rights reserved.
Your Experience
Do you feel that you have worked in a peoplecentered workplace?
A=Yes, B=No
RENI ROSARI
2008 The McGraw-Hill Companies, Inc. All rights reserved.
A key fact:
No matter how good a companys product may be, there can be
no company without people
From the founder to the loyal employees, its all about people.
People problems can bring an organization down very rapidly.
RENI ROSARI
2008 The McGraw-Hill Companies, Inc. All rights reserved.
RENI ROSARI
MM UGM
Organizational Behavior:
The Quest for People-Centered
Organizations and Ethical Conduct
RENI ROSARI
MM UGM
RENI ROSARI
2008 The McGraw-Hill Companies, Inc. All rights reserved.
MANAGEMENT
getting things done with other people and God
RENI ROSARI
2008 The McGraw-Hill Companies, Inc. All rights reserved.
RENI ROSARI
2008 The McGraw-Hill Companies, Inc. All rights reserved.
RENI ROSARI
2008 The McGraw-Hill Companies, Inc. All rights reserved.
RENI ROSARI
2008 The McGraw-Hill Companies, Inc. All rights reserved.
Theory
Most complete
information for
better
understanding
and managing
organizational
behavior
Research
Practice
RENI ROSARI
2008 The McGraw-Hill Companies, Inc. All rights reserved.
Learning about OB
Three Approaches:
Theory ideas about what happens and why
Research testing theoretical ideas
Practice learning from what has and has not
worked
All three provide valuable information for
understanding and managing organizational
behavior
RENI ROSARI
2008 The McGraw-Hill Companies, Inc. All rights reserved.
Field study
Examination of variables in real-life settings
Sample survey
Questionnaire responses from a sample of people
Case Studies
In-depth analysis of single individual, group, or organization
Meta-analysis
Pools the results of many studies through statistical
procedure
RENI ROSARI
2008 The McGraw-Hill Companies, Inc. All rights reserved.
Why?
RENI ROSARI
2008 The McGraw-Hill Companies, Inc. All rights reserved.
Individual
effectiveness
the task
performance of
specific
employees or
member of the
organization
Group
effectiveness
Organizational
effectiveness
consist of
individuals and
group
effectiveness
more than the
sum of individual
and group
effectiveness
RENI ROSARI
2008 The McGraw-Hill Companies, Inc. All rights reserved.
Organizational
effectiveness
Causes
Causes
Causes
Ability
Cohesiveness
Environment
Skill
Leadership
Technology
Knowledge
Structure
Attitude
Status
Strategic
choices
Motivation
Roles
Stress
Norms
Individual
effectiveness
Structure
Processes
Culture
RENI ROSARI
2008 The McGraw-Hill Companies, Inc. All rights reserved.
To coordinate the
behavior of:
Individuals
Groups
Organizations
Controlling
To attain:
Individual
effectiveness
Group
effectiveness
Organizational
effectiveness
Feedback
RENI ROSARI
2008 The McGraw-Hill Companies, Inc. All rights reserved.
RENI ROSARI
2008 The McGraw-Hill Companies, Inc. All rights reserved.
Past Managers
Future Managers
Cultural Orientation
Monocultural,
monolingual
Multicultural, multilingual
Source of influence
Formal authority
Technical
knowledge and
interpersonal skill
View of people
Potential problem
Primary resource;
human capital
Decision-making
style
Broad-based input
for joint decisions
Ethical
considerations
Afterthought
Forethought
RENI ROSARI
2008 The McGraw-Hill Companies, Inc. All rights reserved.
1.
2.
3.
4.
5.
6.
7.
8.
Psikologi
Sosiologi
Antropologi
Ilmu Politik
Ekonomi
Ilmu manajemen
RENI ROSARI
2008 The McGraw-Hill Companies, Inc. All rights reserved.
Theory X
Theory Y
(traditional approach)
(modern approach)
Ketidakpercayaan
Pada dasarnya
malas
Rendah
(tidak berminat)
Bekerja ketika
dipaksa
Orientasi
terhadap orang
Penerimaan,
mendorong
sumberdaya manusia
lebih baik
Asumsi terhadap
orang
Butuh untuk
berprestasi dan
bertanggungjawab
Minat dalam
bekerja
Tinggi
(sangat berminat)
RENI ROSARI
2008 The McGraw-Hill Companies, Inc. All rights reserved.
TERAPAN
TEORETIKAL
PERILAKU ORGANISASIONAL
DAN BIDANG TERKAIT
TEORI ORGANISASI
(Organization Theory)
PERILAKU
ORGANISASIONAL
(Organizational Behavior)
PENGEMBANGAN
ORGANISASI
(Organization
Development)
MANAJEMEN
SUMBERDAYA
MANUSIA
(Human
Resource Management)
MAKRO
MIKRO
TINGKAT
ANALISIS
RENI ROSARI
A Historical Perspective of OB
The Human Relations Movement
The Quality Movement
The E-Business Revolution
The Age of Human and Social Capital
RENI ROSARI
2008 The McGraw-Hill Companies, Inc. All rights reserved.
Supportive management
Mayo and Follett
McGregors Theory Y
Theory X
Most people dislike
work and want to
avoid it
People require close
direction
People want to avoid
responsibility and
have little ambition
Theory Y
Work is a natural activity
People can be selfdirected if they are
committed to the objective
Rewards help
commitment
Most employees accept
and seek responsibility
Employees have
imagination, ingenuity and
creativity
RENI ROSARI
2008 The McGraw-Hill Companies, Inc. All rights reserved.
RENI ROSARI
2008 The McGraw-Hill Companies, Inc. All rights reserved.
Employee-driven, customer-focused
Basic Principles
RENI ROSARI
2008 The McGraw-Hill Companies, Inc. All rights reserved.
RENI ROSARI
2008 The McGraw-Hill Companies, Inc. All rights reserved.
RENI ROSARI
2008 The McGraw-Hill Companies, Inc. All rights reserved.
RENI ROSARI
2008 The McGraw-Hill Companies, Inc. All rights reserved.
Shared vision/goals
intelligence./abilities/knowledge
Shared values
Visions/dreams/aspiration
Trust
Mutual respects/goodwill
Confidence/self esteem
Friendship/support groups
Initiative/entrepreneurship
Adaptability/flexibility
Readiness to learn
Creativity
Enthusiasm
Motivation/commitment
Persistence
Ethical standards/courage
Honesty
Emotional maturity
Participation/empowerment
Organizational
learning
(shared
knowledge)
Connections/sources
Networks/affiliations
Cooperation/collaboration
Teamwork
Camaraderie
Assertive (rather than aggressive) communication
Functional (rather than dysfunctional0 conflict
Win-win negotiations
RENI ROSARI
Philanthropy/volunteering
2008 The McGraw-Hill Companies, Inc. All rights reserved.
RENI ROSARI
2008 The McGraw-Hill Companies, Inc. All rights reserved.
RENI ROSARI
2008 The McGraw-Hill Companies, Inc. All rights reserved.
Ethics
Study of moral issues and choices
It is considered with right vs wrong, good vs bad, and
the many shades of gray in supposedly black-andwhite issues.
Managers are challenged to have more imagination
and the courage to do the right thing to make the world
a better place.
RENI ROSARI
2008 The McGraw-Hill Companies, Inc. All rights reserved.
Ethics
Decision
Behavior
(fundamental
beliefs about
what is good or
bad, right or
wrong)
(standards of
conduct in
keeping with
ones moral
values)
(plan for
behaving in an
ethical fashion)
(action taken
following from the
decision made)
e.g. I do not steal
e.g. it is wrong to
harm another
person
Religious
background,
beliefs, training
Level of
cognitive moral
development
Clearly
articulated
ethical
standards
Training in
recognizing and
applying ethical
standards
RENI ROSARI
2008 The McGraw-Hill Companies, Inc. All rights reserved.
RENI ROSARI
2008 The McGraw-Hill Companies, Inc. All rights reserved.
Internal Organizational
Influences
Ethical codes
Organizational culture
Organizational size
Structure
Perceived pressure for
results
Corporate strategy
External Organizational
Influences
Political/legal
Industry culture
National culture
Environment
Ro
Ex l e
pe
ct
at
io
ns
Individual
Personality
Values
Moral principles
History of
reinforcement
Gender
Ethical
behavior
Neutralizing/enhancing factors
TMTeam characteristics
Age
Length of Service
Military service
Homogeneity/heterogeneity
RENI ROSARI
2008 The McGraw-Hill Companies, Inc. All rights reserved.
Source: Carroll, A. B. Managing Ethically with Global Stakeholders: A present and future challenge, Academy of Management
RENI ROSARI
2008 The McGraw-Hill Companies, Inc. All rights reserved.
Executive, May 2004, p. 116.
Cultural relativism
No cultures ethics are superior.
The values and practices of the
local setting determine what is
right and wrong
When in Rome, do as the Romans do
Ethical imperialism
Certain absolute thrust apply
everywhere. Universal values
transcend cultures in determining
what is right or wrong
Dont do anything you wouldnt do at home
RENI ROSARI
2008 The McGraw-Hill Companies, Inc. All rights reserved.
RENI ROSARI
2008 The McGraw-Hill Companies, Inc. All rights reserved.
RENI ROSARI
2008 The McGraw-Hill Companies, Inc. All rights reserved.
RENI ROSARI
2008 The McGraw-Hill Companies, Inc. All rights reserved.