Chap 3 , organizational culture and environment the constraints dan indo

1. ninth edition
STEPHEN P. ROBBINS
PowerPoint Presentation by Charlie Cook
The University of West Alabama
MARY COULTER
© 2007 Prentice Hall, Inc.
All rights reserved.
Organizational Culture
and Environment:
The Constraints
Chapter
3

2. © 2007 Prentice Hall, Inc. All rights reserved. 3–2
L E A R N I N G O U T L I N E
Follow this Learning Outline as you read and study this chapter.
• The Manager: Omnipotent or Symbolic
• Contrast the action of manager according to the
omnipotent and symbolic views.
• Explain the parameters of managerial discretion.
• The Organization’s Culture
• Describe the seven dimensions of organizational culture.
• Discuss the impact of a strong culture on organizations
and managers.
• Explain the source of an organization’s culture.
• Describe how culture is transmitted to employees.
• Describe how culture affects managers.

3. © 2007 Prentice Hall, Inc. All rights reserved. 3–3
L E A R N I N G O U T L I N E (cont’d)
Follow this Learning Outline as you read and study this chapter.
• Current Organizational Cultural Issues Facing
Managers
• Describe the characteristics of an ethical culture, an
innovative culture, and a customer-responsive culture.
• Discuss why workplace spirituality seems to be an
important concern.
• Describe the characteristics of a spiritual organization.

4. © 2007 Prentice Hall, Inc. All rights reserved. 3–4
L E A R N I N G O U T L I N E (cont’d)
Follow this Learning Outline as you read and study this chapter.
• The Environment (cont’d)
• Describe the components of the specific and general
environments.
• Discuss the two dimensions of environmental
uncertainty.
• Identify the most common organizational stakeholders.
• Explain the four steps in managing external stakeholder
relationships.

5. © 2007 Prentice Hall, Inc. All rights reserved. 3–5
The Manager: Omnipotent or Symbolic?
• Omnipotent View of Management
Managers are directly responsible for an
organization’s success or failure.
The quality of the organization is determined by the
quality of its managers.
Managers are held accountable
for an organization’s performance
yet it is difficult to attribute
good or poor performance
directly to their influence
on the organization.

6. Manajer: Mahakuasa atau simbolik?
• Mahakuasa View of Management
• Manajer secara langsung bertanggung jawab
atas keberhasilan atau kegagalan organisasi.
• Kualitas organisasi ditentukan oleh kualitas
manajernya.
• Manajer harus bertanggung jawab? Untuk
kinerja organisasi? Namun sulit untuk atribut?
Kinerja yang baik atau buruk? Langsung ke
pengaruh mereka? Pada organisasi.
© 2007 Prentice Hall, Inc. All rights reserved. 3–6

7. © 2007 Prentice Hall, Inc. All rights reserved. 3–7
The Manager: Omnipotent or Symbolic?
• Symbolic View of Management
Much of an organization’s success or failure is due to
external forces outside of managers’ control.
The ability of managers to affect outcomes is
influenced and constrained by external factors.
 The economy, customers, governmental policies,
competitors, industry conditions,
technology, and the actions of
previous managers
Managers symbolize control and
influence through their action.

8. Manajer: Mahakuasa atau simbolik?
• Simbolis View of Management
Sebagian besar keberhasilan atau kegagalan suatu
organisasi adalah karena kekuatan eksternal di luar
kendali manajer.
Kemampuan manajer untuk mempengaruhi hasil
dipengaruhi dan dibatasi oleh faktor eksternal.
 Ekonomi, pelanggan, kebijakan pemerintah, pesaing, kondisi
industri,? Teknologi, dan tindakan manajer? Sebelumnya
Manajer melambangkan kendali dan pengaruh?
Melalui tindakan mereka.
© 2007 Prentice Hall, Inc. All rights reserved. 3–8

9. © 2007 Prentice Hall, Inc. All rights reserved. 3–9
Exhibit 3–1 Parameters of Managerial Discretion

10. © 2007 Prentice Hall, Inc. All rights reserved. 3–10
The Organization’s Culture
• Organizational Culture
A system of shared meanings and common beliefs
held by organizational members that determines, in a
large degree, how they act towards each other.
“The way we do things around here.”
 Values, symbols, rituals, myths, and practices
Implications:
 Culture is a perception.
 Culture is shared.
 Culture is descriptive.

11. Budaya Organisasi
• Budaya Organisasi
Sebuah sistem makna bersama dan kepercayaan umum yang
diselenggarakan oleh anggota organisasi yang menentukan, dalam
gelar besar, bagaimana mereka bertindak terhadap satu sama lain.
"Cara kita melakukan sesuatu di sini."
Nilai-nilai, simbol, ritual, mitos, dan praktek-praktek
• implikasi:
Budaya adalah persepsi.
Budaya dibagi.
Budaya adalah deskriptif.
© 2007 Prentice Hall, Inc. All rights reserved. 3–11

12. © 2007 Prentice Hall, Inc. All rights reserved. 3–12
Exhibit 3–2 Dimensions of Organizational Culture

13. © 2007 Prentice Hall, Inc. All rights reserved. 3–13
Exhibit 3–3 Contrasting Organizational Cultures
Dimension Organization A Organization B
Attention to Detail High Low
Outcome Orientation Low High
People Orientation Low High
Team Orientation Low High
Aggressiveness Low High
Stability High Low
Innovation and Risk Taking Low High

14. © 2007 Prentice Hall, Inc. All rights reserved. 3–14
Strong versus Weak Cultures
• Strong Cultures
Are cultures in which key values are deeply held and
widely held.
Have a strong influence on organizational members.
• Factors Influencing the Strength of Culture
Size of the organization
Age of the organization
Rate of employee turnover
Strength of the original culture
Clarity of cultural values and beliefs

15. Kuat dibandingkan Budaya Lemah
• Budaya yang kuat
Apakah budaya di mana nilai-nilai kunci yang
dipegang dan dimiliki oleh banyak pihak.
Memiliki pengaruh yang kuat pada anggota
organisasi.
• Faktor yang Mempengaruhi Kekuatan Budaya
Ukuran organisasi
Umur organisasi
Tingkat perputaran karyawan
Kekuatan dari budaya asli
Kejelasan nilai-nilai budaya dan keyakinan
© 2007 Prentice Hall, Inc. All rights reserved. 3–15

16. © 2007 Prentice Hall, Inc. All rights reserved. 3–16
Benefits of a Strong Culture
• Creates a stronger employee commitment to the
organization.
• Aids in the recruitment and socialization of new
employees.
• Fosters higher organizational
performance by instilling and
promoting employee initiative.

17. Manfaat Budaya Kuat
• Membuat komitmen karyawan yang lebih kuat
terhadap organisasi.
• Aids dalam rekrutmen dan sosialisasi karyawan
baru.
• Memupuk organisasi? Kinerja yang lebih tinggi
dengan menanamkan dan? Mempromosikan
inisiatif karyawan.
© 2007 Prentice Hall, Inc. All rights reserved. 3–17

18. © 2007 Prentice Hall, Inc. All rights reserved. 3–18
Organizational Culture
• Sources of Organizational Culture
The organization’s founder
 Vision and mission
Past practices of the organization
 The way things have been done
The behavior of top management
• Continuation of the Organizational Culture
Recruitment of like-minded employees who “fit”
Socialization of new employees to help them adapt
to the culture

19. Budaya Organisasi
• Sumber Budaya Organisasi
Pendiri organisasi
 Visi dan Misi
Praktek-praktek masa lalu organisasi
 Cara hal-hal yang telah dilakukan
Perilaku manajemen puncak
• Kelanjutan dari Budaya Organisasi
Perekrutan berpikiran karyawan yang "cocok"
Sosialisasi karyawan baru untuk membantu mereka
beradaptasi dengan budaya
© 2007 Prentice Hall, Inc. All rights reserved. 3–19

20. © 2007 Prentice Hall, Inc. All rights reserved. 3–20
Exhibit 3–4 Strong versus Weak Organizational Cultures

21. © 2007 Prentice Hall, Inc. All rights reserved. 3–21
How Employees Learn Culture
• Stories
 Narratives of significant events or actions of people that convey
the spirit of the organization
• Rituals
 Repetitive sequences of activities that express and reinforce the
values of the organization
• Material Symbols
 Physical assets distinguishing the organization
• Language
 Acronyms and jargon of terms, phrases, and word meanings
specific to an organization

22. Bagaimana Karyawan Belajar Budaya
• cerita
Narasi peristiwa penting atau tindakan orang yang
menyampaikan semangat organisasi
• ritual
Sekuens berulang dari kegiatan yang
mengungkapkan dan memperkuat nilai-nilai
organisasi
• Simbol Material
Aset fisik membedakan organisasi
• bahasa
Akronim dan jargon istilah, frasa, dan arti kata spesifik
untuk sebuah organisasi
© 2007 Prentice Hall, Inc. All rights reserved. 3–22

23. Dissa Melina 1310511083 UNIVERSITAS ANDALAS
3–23
How Culture Affects Managers
• Cultural Constraints on Managers
Whatever managerial actions the organization
recognizes as proper or improper on its behalf
Whatever organizational activities the organization
values and encourages
The overall strength or weakness of the
organizational culture
Simple rule for getting ahead in an organization:
Find out what the organization rewards and do those things.

24. Bagaimana Budaya Mempengaruhi
Manajer
• Kendala budaya pada Manajer
Apapun tindakan manajerial organisasi mengakui
sebagai tepat atau tidak tepat atas namanya
Apapun kegiatan organisasi nilai-nilai organisasi dan
mendorong
Keseluruhan kekuatan atau kelemahan dari budaya
organisasi?
• Aturan sederhana untuk semakin maju dalam
suatu organisasi:
Cari tahu apa imbalan organisasi dan melakukan hal-
hal.
© 2007 Prentice Hall, Inc. All rights reserved. 3–24

25. © 2007 Prentice Hall, Inc. All rights reserved. 3–25
Exhibit 3–5 How an Organization’s Culture Is Established
and Maintained

26. © 2007 Prentice Hall, Inc. All rights reserved. 3–26
Exhibit 3–6 Managerial Decisions Affected by Culture
• Planning
• The degree of risk that plans should contain
• Whether plans should be developed by individuals or teams
• The degree of environmental scanning in which management
will engage
• Organizing
• How much autonomy should be designed into employees’ jobs
• Whether tasks should be done by individuals or in teams
• The degree to which department managers interact with each
other

27. Bukti 3-6 Keputusan Manajerial Terkena
Budaya
• perencanaan
 Tingkat risiko bahwa rencana harus berisi
 Apakah rencana harus dikembangkan oleh individu atau tim
 Tingkat pemindaian lingkungan di mana manajemen akan
terlibat
• pengorganisasian
 Berapa banyak otonomi harus dirancang ke dalam pekerjaan
karyawan
 Apakah tugas-tugas yang harus dilakukan oleh individu atau
dalam tim
 Sejauh mana manajer departemen berinteraksi satu sama lain
© 2007 Prentice Hall, Inc. All rights reserved. 3–27

28. © 2007 Prentice Hall, Inc. All rights reserved. 3–28
Exhibit 3–6 Managerial Decisions Affected by Culture (cont’d)
• Leading
• The degree to which managers are concerned with increasing
employee job satisfaction
• What leadership styles are appropriate
• Whether all disagreements—even constructive ones—should
be eliminated
• Controlling
• Whether to impose external controls or to allow employees to
control their own actions
• What criteria should be emphasized in employee performance
evaluations
• What repercussions will occur from exceeding one’s budget

29. • terkemuka
 Sejauh mana manajer prihatin dengan meningkatnya kepuasan
kerja karyawan
 Apa gaya kepemimpinan yang sesuai
 Apakah semua perbedaan pendapat-bahkan konstruktif yang-
harus dihilangkan
• mengontrol
 Apakah untuk menerapkan kontrol eksternal atau untuk
memungkinkan karyawan untuk mengontrol tindakan mereka
sendiri
 Kriteria apa yang harus ditekankan dalam evaluasi kinerja
karyawan
 Dampak apa yang akan terjadi dari melebihi anggaran
seseorang
© 2007 Prentice Hall, Inc. All rights reserved. 3–29

30. © 2007 Prentice Hall, Inc. All rights reserved. 3–30
Organization Culture Issues
• Creating an Ethical
Culture
High in risk tolerance
Low to moderate
aggressiveness
Focus on means as
well as outcomes
• Creating an Innovative
Culture
Challenge and
involvement
Freedom
Trust and openness
Idea time
Playfulness/humor
Conflict resolution
Debates
Risk-taking

31. Isu Budaya Organisasi
• Menciptakan Budaya
Etis
Tinggi toleransi risiko
Rendah sampai
sedang agresivitas
Fokus pada sarana
serta hasil
• Menciptakan Budaya
Inovatif
Tantangan dan
keterlibatan
kebebasan
Kepercayaan dan
keterbukaan
waktu Idea
Main-main / humor
resolusi konflik
debat
Risk-taking
© 2007 Prentice Hall, Inc. All rights reserved. 3–31

32. © 2007 Prentice Hall, Inc. All rights reserved. 3–32
Exhibit 3–7 Suggestions for Managers: Creating a More Ethical Culture
• Be a visible role model.
• Communicate ethical expectations.
• Provide ethics training.
• Visibly reward ethical acts and punish unethical
ones.
• Provide protective mechanisms so employees can
discuss ethical dilemmas and report unethical
behavior without fear.

33. • Menjadi panutan terlihat.
• Komunikasikan harapan etis.
• Memberikan pelatihan etika.
• Tampak menghargai tindakan etis dan
menghukum yang tidak etis.
• Menyediakan mekanisme protektif sehingga
karyawan dapat mendiskusikan dilema etika dan
melaporkan perilaku tidak etis tanpa takut.
© 2007 Prentice Hall, Inc. All rights reserved. 3–33

34. © 2007 Prentice Hall, Inc. All rights reserved. 3–34
Organization Culture Issues (cont’d)
• Creating a Customer-Responsive Culture
Hiring the right type of employees (ones with a strong
interest in serving customers)
Having few rigid rules, procedures, and regulations
Using widespread empowerment of employees
Having good listening skills in relating to customers’
messages
Providing role clarity to employees to reduce
ambiguity and conflict and increase job satisfaction
Having conscientious, caring employees willing to
take initiative

35. • Menciptakan Budaya Pelanggan-Responsif
Mempekerjakan jenis hak karyawan (orang-orang
dengan minat yang kuat dalam melayani pelanggan)
Memiliki beberapa aturan yang kaku, prosedur, dan
peraturan
Menggunakan pemberdayaan meluas karyawan
Memiliki keterampilan mendengarkan yang baik
dalam berhubungan dengan pesan pelanggan '
Memberikan kejelasan peran kepada karyawan untuk
mengurangi ambiguitas dan konflik dan
meningkatkan kepuasan kerja
Memiliki teliti, karyawan peduli bersedia untuk
mengambil inisiatif
© 2007 Prentice Hall, Inc. All rights reserved. 3–35

36. © 2007 Prentice Hall, Inc. All rights reserved. 3–36
Exhibit 3–8 Suggestions for Managers: Creating a More Customer-
Responsive Culture
• Hire service-contact people with the personality and attitudes
consistent with customer service—friendliness, enthusiasm,
attentiveness, patience, concern about others, and listening skills.
• Train customer service people continuously by focusing on
improving product knowledge, active listening, showing patience,
and displaying emotions.
• Socialize new service-contact people to the organization’s goals and
values.
• Design customer-service jobs so that employees have as much
control as necessary to satisfy customers.
• Empower service-contact employees with the discretion to make
day-to-day decisions on job-related activities.
• As the leader, convey a customer-focused vision and demonstrate
through decisions and actions the commitment to customers.

37. Saran untuk Manajer: Membuat Lebih
Pelanggan-Responsif Budaya
• Mempekerjakan orang layanan-kontak dengan kepribadian dan
sikap yang konsisten dengan keramahan-layanan pelanggan,
antusiasme, perhatian, sabar, kekhawatiran tentang orang lain, dan
keterampilan mendengarkan.
• Melatih layanan pelanggan orang terus-menerus dengan berfokus
pada peningkatan pengetahuan produk, mendengarkan secara aktif,
menunjukkan kesabaran, dan emosi menampilkan.
• Sosialisasi orang layanan-kontak baru dengan tujuan dan nilai-nilai
organisasi.
• Desain pekerjaan layanan pelanggan sehingga karyawan memiliki
banyak kontrol yang diperlukan untuk memuaskan pelanggan.
• Memberdayakan karyawan layanan kontak dengan keleluasaan
untuk membuat hari-hari keputusan tentang kegiatan yang
berhubungan dengan pekerjaan.
• Sebagai pemimpin, menyampaikan visi yang berfokus pada
pelanggan dan menunjukkan melalui keputusan dan tindakan
komitmen kepada pelanggan. 3–37

38. © 2007 Prentice Hall, Inc. All rights reserved. 3–38
Spirituality and Organizational Culture
•Workplace Spirituality
The recognition that people have an inner life that
nourishes and is nourished by meaningful work that
takes place in the context of community.
•Characteristics of a Spiritual Organization
Strong sense of purpose
Focus on individual development
Trust and openness
Employee empowerment
Toleration of employees’ expression

39. © 2007 Prentice Hall, Inc. All rights reserved. 3–39
Benefits of Spirituality
• Improved employee productivity
• Reduction of employee turnover
• Stronger organizational performance
• Increased creativity
• Increased employee satisfaction
• Increased team performance
• Increased organizational performance

40. © 2007 Prentice Hall, Inc. All rights reserved. 3–40
Defining the External Environment
• External Environment
Those factors and forces outside the organization that
affect the organization’s performance.
• Components of the External Environment
Specific environment: external forces that have a
direct and immediate impact on the organization.
General environment: broad economic, socio-
cultural, political/legal, demographic, technological,
and global conditions that may affect the organization.

41. © 2007 Prentice Hall, Inc. All rights reserved. 3–41
Exhibit 3–9 The External Environment

42. © 2007 Prentice Hall, Inc. All rights reserved. 3–42
Exhibit 3–10 Selected U.S. Legislation Affecting Business
• Occupational Safety and Health Act of 1970
• Consumer Product Safety Act of 1972
• Equal Employment Opportunity Act of 1972
• Worker Adjustment and Retraining Notification Act of 1988
• Americans with Disabilities Act of 1990
• Civil Rights Act of 1991
• Family and Medical Leave Act of 1993
• Child Safety Protection Act of 1994
• U.S. Economic Espionage Act of 1996
• Electronic Signatures in Global and National Commerce Act of 2000
• Sarbanes-Oxley Act of 2002
• Fair and Accurate Credit Transactions Act of 2003

43. © 2007 Prentice Hall, Inc. All rights reserved. 3–43
How the Environment Affects Managers
• Environmental Uncertainty
The extent to which managers have knowledge of
and are able to predict change their organization’s
external environment is affected by:
 Complexity of the environment: the number of components
in an organization’s external environment.
 Degree of change in environmental components: how
dynamic or stable the external environment is.

44. © 2007 Prentice Hall, Inc. All rights reserved. 3–44
Exhibit 3–11 Environmental Uncertainty Matrix

45. © 2007 Prentice Hall, Inc. All rights reserved. 3–45
Stakeholder Relationships
• Stakeholders
Any constituencies in the organization’s environment
that are affected by the organization’s decisions and
actions
• Why Manage Stakeholder Relationships?
It can lead to improved organizational performance.
It’s the “right” thing to do given the interdependence
of the organization and its external stakeholders.

46. © 2007 Prentice Hall, Inc. All rights reserved. 3–46
Managing Stakeholder Relationships
1. Identify the organization’s external
stakeholders.
2. Determine the particular interests and
concerns of the external stakeholders.
3. Decide how critical each external stakeholder
is to the organization.
4. Determine how to manage each individual
external stakeholder relationship.

47. © 2007 Prentice Hall, Inc. All rights reserved. 3–47
Exhibit 3–12 Organizational Stakeholders

48. © 2007 Prentice Hall, Inc. All rights reserved. 3–48
Terms to Know
• omnipotent view of
management
• symbolic view of
management
• organizational culture
• strong cultures
• socialization
• workplace spirituality
• external environment
• specific environment
• general environment
• environmental uncertainty
• environmental complexity
• stakeholders

49. ninth edition
STEPHEN P. ROBBINS
PowerPoint Presentation by Charlie Cook
The University of West Alabama
MARY COULTER
MANAJEMEN - STIE IEU YOGYAKARTA 49
PENGANTAR
MANAJEMEN
Pertemuan Ke-3
Budaya Organisasi dan Lingkungan organisasi
Diana Leli Indratno, S.E., M.M.

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Deskripsi
Materi dalam pertemuan ke-3 ini
merupakan materi yang berisi (a)
Budaya Organisasi dan Lingkungan
Organisasi, dan (b) Mengelola dalam
suatu Lingkungan Global

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Tujuan Instruksional
Khusus (TIK)
Mahasiswa mampu
menjelaskan Budaya
Organisasi dan
Lingkungan Organisasi

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Soal Latihan
1. Apakah budaya organisasi itu ?
2. Bandingkan budaya kuat dan budaya kuat.
Manakah yang akan memiliki dampak
lebih besar terhadap para manajer?
3. Apa yang dimaksud dengan lingkungan
organisasi? Jelaskan lingkungan khusus
dan lingkungan umum organaisasi?

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Referensi
 Robbins, Stephen P. & Coulter, Mary. 2002.
Management, International Edition.
Prentice-Hall International Inc, New Jersey.
 Terry, G. 1986. Asas-asas Manajemen.
Penerbit Alumni, Bandung.