Study Organisasi

Chapter 1

Mata kuliah : J0754 - Pengelolaan Organisasi EntrepreneurialDosen Pembuat : D3122 - Rudy AryantoTahun : 2009

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

Cohesiveness

Leadership

Structure

Status

Roles

Norms

Organization

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’s Contribution to Effectiveness

Feedback

Management

PlansOrganizesLeadsControls

To Coordinate the Behavior of

IndividualsGroupsOrganizations

To Attain Effectiveness of

IndividualsGroups

Organizations

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

Goal Approach

Systems Theory

Stakeholder 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 Outputs

Environment

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