ORGANIZATIONAL
CULTURES
ELEMENTS
of Organizational Cultures
1.Values
2.Shared
Values
3.Shared
Assumptions
4.Espoused
Values
Content
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
Organizational
Subcultures
•
Dominant Cultures
•
Subcultures
Deciphering Organizational
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
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:
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
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
Merging Organizational Cultures
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
Changing and Strengthening
Organizational Culture
Is it possible to change an
organization’s culture?
Attracting, selecting, and socializing
employees
Attracting, selecting, and socializing
employees
Actions of founders and leaders
Actions of founders and leaders
Introducing
culturally consistent rewards
Introducing
culturally consistent
rewards Aligning artifacts Aligning artifacts
Strengthening Organizational
Culture
Strengthening Organizational
Organizational Socialization
Proses di mana individu belajar nilai-nilai, perilaku yang diharapkan, dan pengetahuan sosial yang diperlukan untuk mengetahui peran mereka dalam
Socialization as a Learning and Adjustment Process
Memahami tempat kerja, dinamika sosial, dan lingkungan budaya,
ekspektasi kinerja, dinamika kekuasaan, budaya perusahaan,
sejarah perusahaan.
Mengembangkan peran baru yang mengkonfigurasi ulang identitas sosial mereka, mengadopsi
norma-norma kelompok baru, dan menunjukkan perilaku baru.
LEARNING
Stages of Organizational Socialization
Preemployment Socialization
(outsider)
Preemployment Socialization
(outsider)
• Learn about the
organization and job
• Form
employment relationship expectations
Encounter (newcomer)Encounter
(newcomer)
• Test expectations
against perceived realities
Role managementRole
management
• Strengthen work
relationships
• Practice new role
behavior
• Resolve
work-nonwork conflicts
Socialization outcomes
Socialization outcomes
• Higher motivation • Higher loyalty
• Higher
satisfaction
