Mata kuliah
Dosen Pembuat
Tahun
: J0754 - Pengelolaan Organisasi Entrepreneurial
: D3122 - Rudy Aryanto
: 2009
Study Organisasi
Chapter 1
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
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
The World Today
• Organizations in the 21st 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
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
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
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
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
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
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
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
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
Structure, Processes, and Behavior
• Structure
– The formal pattern of how people and
jobs are grouped
– Often illustrated in an organization chart
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
Structure, Processes, and Behavior
• Problem indicators
– Declining profits, quantity, or quality
– Increases in absenteeism or tardiness
– Negative employee attitudes
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
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
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
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
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
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
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
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
Causes of Effectiveness
Individual
Ability
Skill
Knowledge
Attitude
Motivation
Stress
Group
Organization
Cohesiveness
Leadership
Structure
Status
Roles
Norms
Environment
Technology
Strategic choices
Structure
Processes
Culture
The Nature of Managerial Work
• Mintzberg’s managerial roles
– Interpersonal
– Decisional
– Informational
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
The Nature of Managerial Work
• The nature of managerial work
– To coordinate the work of individuals, groups, organizations
• Management functions
–
–
–
–
Planning
Organizing
Leading
Controlling
The Nature of Managerial Work
Management
Plans
Organizes
Leads
Controls
To Coordinate
the Behavior of
Individuals
Groups
Organizations
To Attain
Effectiveness of
Individuals
Groups
Organizations
Feedback
Management’s Contribution to Effectiveness
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
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
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
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
Approaches to Effectiveness
Stakeholder Approach
Systems Theory
Goal Approach
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
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)
Basic Elements of a System
Inputs
Process
Environment
Outputs
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
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
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
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
Managerial Work
• The purpose of managers
– Coordinate behavior
– Satisfy evaluators
• This requires
–
–
–
–
Planning
Organizing
Leading
Controlling
Managerial Work
• Major factors in individual and group behavior
– Task and authority relationships
– Structures and processes that facilitate communication among
employees