Mata kuliah
Dosen Pembuat
Tahun
: J0754 - Pengelolaan Organisasi Entrepreneurial
: D3122 - Rudy Aryanto
: 2009
Budaya Organisasi
Chapter 2
Learning Objectives
– Define the terms organizational culture and socialization
– Explain the difference in how some employees talk about a
positive culture and others describe a negative culture
– Describe the impact of an organization’s culture on individual
and team behavior
Learning Objectives
– Explain why spirituality is considered to have positive benefits in
the workplace
– Identify specific practices and programs used by organizations to
facilitate socialization
What is Organizational Culture?
• As defined by Edgar Schein
– A pattern of basic assumptions invented, discovered or
developed by a given group
– As it learns to cope with the problems of adaptation and
integration
– That has worked well enough to be considered valid
– Taught to new members as the correct way to perceive, think,
and feel in relation to those problems
Organizational Culture
• Examples of cultural attributes
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Documents
Physical layouts and furnishings
Language, jargon
Work ethics and practices
Loyalty and commitment
Helping others
Management equity
Fair day’s work for a fair day’s pay
Organizational Culture
Layer I: Artifacts & Creations
 Technology
 Art
 Visible and audible behavior patterns
Layer II: Values
 Testable in the physical environment
 Testable only by social consensus
Layer III: Basic Assumptions
 Relationship to environment
 Nature of reality, time, & space
 Nature of human nature
 Nature of human activity
 Nature of human relations
Visible but often not
decipherable
Greater level of awareness
Taken for granted, invisible,
preconscious
Schein’s Three-Layer
Organizational Model
Organizational Culture
• Values
– The conscious, affective desires or wants of people that guide
their behavior
– Society’s ideas about right and wrong
– Passed from one generation to the next
• Organizations operate well only when shared values
exist among employees
– Personal values guide both on- and
off-the-job behavior
Organizational Culture
• Society’s values impact organizational values
– Interactive nature of work, leisure, family, and community
Organizational Culture & Its Effects
• Organizational culture involves shared
– Expectations
– Values
– Attitudes
• It exerts influence on
– Individuals
– Groups
– Organizational processes
Organizational Culture & Its Effects
• The more employees share and accept the core values
– The stronger the culture
– The more it influences behavior
• Artificially imposing a culture is
often met with resistance
Core of a Positive Culture
Methods
Sense of history, communications
Positive problem solving
Stores about founders/leaders
Intervening Conditions
Historical
foundation
Leadership, role modeling
Norms, values, expectations
Understanding
what is
expected
Reward systems
Career management, job security
Recruiting and staffing
Socialization of new staff members
Training and development
Being part of
a group
Member contact
Participative decision making
Intergroup coordination
Personal exchange
Interpersonal,
intergroup
relationships
Cohesive
organizational
culture
Flexible
Stable
Formal Control Orientation
Types of Culture
Clan Culture
Entrepreneurial
Culture
Bureaucratic
Culture
Market Culture
Internal
Forms of Attention
External
Types of Culture
• Bureaucratic Culture
– Emphasizes rules, policies, procedures, chain of command,
central decision making
• Clan Culture
– A working family, tradition and rituals, teamwork and spirit, selfmanagement, social influence
Types of Culture
• Entrepreneurial Culture
– Innovation, creativity, risk taking, aggressively seeking
opportunities
– Change, individual initiatives, autonomy are standard practices
• Market Culture
– Emphasis on increased sales and market share, financial
stability, profitability
– Workers have contractual relationship
– Little feeling of teamwork, cohesiveness
Organizational Subcultures
• Many may exist under the dominant corporate culture
– Some have positive effects, others negative
– Programmers work in a subculture under the dominant culture of
Microsoft
• Cultural conflict
– Seldom investigated prior to mergers
– Has caused many to fail
Merging Cultures
• Less than 25% of all mergers and acquisitions are
successful
– Analytical analysis to pursue a merger
is usually based on financial criteria
– Culture is a “soft” criteria
that isn’t considered
Merging Cultures
• Merging firms should consider
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Values, expectations, styles, goals
Information technology systems
Compensation and rewards systems
The human resource talent pool
Both the dominant and subcultures
Influencing Culture Change
• Cultures are elusive and hidden
– They cannot be adequately diagnosed, managed, or changed
– Deliberate attempts at culture change
are not practical
• Cultures sustain people through periods of difficulty and
anxiety
– Because culture provides continuity and stability, people
naturally resist change
Cultural Change Intervention Points
1
Behavior of
employees
Cultural
evolution &
learning
6
2
5
Terminate
deviant &
nonperforming
employees
3
4
Cultural
communication
Recruitment &
hiring
Socialization of
new employees
Spirituality in the Workplace
• Defined by Smith and Rayment
– A state or experience that can provide individuals with direction
or meaning
– Or provide feelings of understanding, support, inner wholeness,
or connectedness
– Connectedness can be to themselves, other people, nature, the
universe, a god, or some other supernatural power
Spirituality in the Workplace
• Potential benefits
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Increased creativity
Honesty
Trust
Commitment
Personal need satisfaction
Improved organizational effectiveness
Spirituality in the Workplace
• Potential benefits (continued)
– Attaining a broader world view
– Sense of integrity
– Stronger sense of community
– Willingness to contribute and make a positive difference
– Improved work/life balance, attitude,
and set of behaviors
Spirituality in the Workplace
• Criticisms
– May limit ability to embrace diversity
of beliefs among employees and shareholders
– Talking about values
could sound “preachy”
– Research showing positive
organizational benefits is sparse
Socialization and Culture
• Socialization is the process by which organizations
bring new employees into their culture
Socialization and Culture
• Three stages of socialization
– Coincide generally with the stages of
a career
• Anticipatory stage
– Activities undertaken prior to entering
an organization
– Activities prior to taking a different job within the same
organization
Socialization and Culture
• Accommodation
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Occurs after joining an organization
The organization/job are seen as they actually are
Involves establishing interpersonal relationships
Learning job tasks
Clarifying the role
Evaluating the progress being made
Socialization and Culture
• Role management is the stage during which conflicts arise
– The employee’s work and home life
– The employee’s work group and other work groups within the
organization
Socialization Stages
• Anticipatory stage
– Recruitment, selection, placement using realistic job previews
and career paths
• Accommodation stage
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Tailor-made orientation programs
Social and technical skills training
Supportive and accurate feedback
Challenging work assignments
Demanding but fair supervisors
Socialization Stages
• Role management
– Provision of professional counseling
– Adaptive and flexible work assignments
– Sincere person-oriented managers
Effective Socialization
• Anticipatory socialization stage
– New recruits experience realism, congruence
Effective Socialization
• Accommodation socialization stage
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Design orientation programs
Structure training programs
Provide performance evaluation information
Assign challenging work
Assign demanding bosses
• Role management socialization stage
– Try to adapt to employee problems
Mentors and Socialization
Mentor – a friend,
coach, advisor or
sponsor who supports,
encourages, and helps
a less experienced
protégé.
Mentors and Socialization
• Phases of the mentor relationship
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Initiation
Cultivation
Trial separation
Separation
Redefinition
Socializing and Cultural Diversity
• Diversity
– The vast array of physical and cultural differences that constitute
the spectrum
of human differences
• Managerial challenge
– Integrate the increasing number and mix of people from diverse
national cultures into the workplace
Socializing and Cultural Diversity
• Core dimensions of diversity
– Age, ethnicity, gender, physical attributes, race,
sexual/affectional orientation
• Secondary dimensions
– Differences that people acquire, discard, or modify throughout
their lives
– Educational background, marital status, religious beliefs,
disabilities, work experience
Capitalizing on Diversity
• Employee diversity will increase over the next few decades
– Studying ethnic backgrounds and national cultures will be important
Capitalizing on Diversity
• Issues to consider
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Employees who don’t speak English
Increased training needs
Cultural awareness training
Matching rewards and career development programs to ethnic
group
– Rewarding managers for recruiting, hiring, and integrating a
diverse workforce
– Learning more about age, gender, and disabilities
Capitalizing on Diversity
• Forces driving diversity management
– Global competition
– Changing domestic demographics
• Open expression of diversity
– Paralleled by social movement toward retention of ethnic roots
– Awareness and pride of cultural heritage can become an
advantage for U.S. firms operating in foreign countries