Kuliah Materi Budaya Organisasi
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Transcript of Kuliah Materi Budaya Organisasi
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ORGANIZATIONAL
CULTURETITO YUSTIAWAN, DRG., M.KESDEPARTEMEN ADMINISTRASI DAN KEBIJAKAN KFAKULTAS KESEHATAN MASYARAKATUNIVERSITAS AIRLANGGA
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1. Pengert!n B"#!$! Org!n%!%
&. F"ng% #!n Per!n B"#!$!Org!n%!% #!'!( )e*er+!%'!nrg!n%!%
-. Te B"#!$! Org!n%!%/. Pr%e% (e(*!ng"n B"#!$!
Org!n%!%
0. Ee)t2t!% B"#!$! Org!n%!%
3. 4!r! An!'%% 5Peng")"r!n6 B"#!$!
Outline
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What is Culture?
Values, norms, guiding beliefs, and understandings that are sha
members of an organization
Taught to new members as the corre
to think, feel, and behave
Organizational culture exists at two levels
Observable symbols
Underlying values
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20! "engage #earning$ %ll &ights &eserved$ 'ay not be scanned, co(ied or du(licated, or (osted to a (ublicly accessible website, in whole or in ( art$
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Culture is an abstraction, yet the forces thcreated in social and organizational situatio
derive from culture are powerful. If we dunderstand the operation of these forces we
victim of them.
Schein, . !"##$% &rganizational Culture and 'eadersh
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WHAT IS ORGANI7ATIONAL 4UL
A system %+!re# (e!nng !n# *e+e'# *$ rg!n9!tn!' (e(*er% t+!t#eter(ne%, n '!rge #egree, how the
4(%te :t"re rg!n9!tn!' :(!$ *e #er2e# r( %e2en #(en%
Org!n9!tn;% er%n!'t$ ten %+!ne t+e%e #(en%n%
3
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S:+en;% r(!' #e
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Organizationa c!t!re
Arti"acts o"organizationa c!t!re
E'e(ent%
Org!n9!tn!'
4"'t"re
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Characteristics o"Organizationa C!t!re
Organizational
Culture
Observed
behavioral
regularities
Norms
Philosophy
on treatmentof employees/
customers
Ru
em
beh
Organizational
climate
Dominant
values
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#I$EN%ION% O& ORGANIZATIONAL CUL
3( )**3 +earson E,!cationCana,a Inc.
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Observable Aspects of Organization1>
20! "engage #earning$ %ll &ights &eserved$ 'ay not be scanned, co(ied or du(licated, or (osted to a (ublicly accessible website, in whole or in ( art$
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Org!n9!tn!'4"'t"re
Sen%e?(!)ng#e2:e
Org!n9!tn!'#entt$
S:!' %$%te(%t!*'t$
4''e:((
F"r F"n:tn% Org!n9!tn!'4"'t"re
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&orma statements o" organizationa-hioso-hy mission /ision /a!es an,materias !se, "or recr!iting seection an,sociaization
The ,esign o" -hysica s-ace wor0en/ironments an, 1!i,ings
%ogans ang!age acronyms an, sayings #ei1erate roe mo,eing training -rograms
teaching an, coaching 1y managers an,s!-er/isors
E2-icit rewar,s stat!s sym1os e.g. tites4an, -romotion criteria
%tories egen,s an, myths a1o!t 0ey -eo-e
E(*e##ng Org!n9!tn!'4"'t"re
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5!i,ing C!t!re
Re:r"t(ent !n# %e'e:tn.
S:!'9!tn.
Perr(!n:e E2!'"!tn.
Le!#er%+. ? E('$ee Mt2!tn @ De:%n
4(en%!tn P!:)!ge%.
Gre2!n:e H!n#'ng. 4n:t% !n# Deren:e% +!n#'ng.
D%:'ne !n# Mr!'e
4!reer P'!nnng !n# De2e'(ent
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#e/eo-ing OC in/o/es
#e/eo-ing a strong cor-orate i,
#e/eo-ment o" im-ortant /a!es
5!i,ing heathy tra,itions
#e/eo-ing consistent manageme-ractices
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C!t!ra as-ect o" 7R#concerne, with
#e/eo-ment o" A--ro-riate OC
Creating con,!ci/e Organizationa Cim
Im-ro/ing Comm!nication
E/o/ing e8ecti/e rewar, system
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%trong Cor-orate I,entity
#e2e'% C+en e('$ee% +!2e ! %en%e *!n# ee' r"# Cr)ng Ct+ t+e rg!n9!t#e2e'% !% ! re%"'t nter!:tn e('$rg!n9!tn.
De2e'ng !n !ttr!:t2e In#":tn B)'et F'(% n %"::e%% eeren:e% n t+e rg!n 4(!n$ neC%'etter% M*'t$ Pe'e
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#e/eo-ing im-ortant /a!es
V!'"e% e:e''en:e !n# +"(!n :n%#er!t
#e2e' n'$ *$ #e(n%tr!tng t+e%e 2!'"e%
S"r2e$% V!'"e% !n# #eren:e% *C e% 2% r!:t:e# 2!'"e% Se:!' 2!'"e rent!tn rgr!(
E!(nng t+e 2!r"% %$%te(% er!tng n rg!n9!tn Se:!' OD nter2entn n 4er!tn !n#
4''!*r!tn
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5!i,ing 7eathy tra,itions 9-ractices
Tr!#tn% !re *"'t n rg. n t+e *!%% (F"n:tn!' rt"!'% r :e'e*r!tn%
In#":tn rgr!( r neC entr!nt
Pr(tn% !% tr!n%tn Rt"!' !%%:!te# Ct+ '# !ge !n# retre( E:etn!' *e+!2r 4e'e*r!tn %e:!' n#2#"!' @ (rt!n rg!n9!tn!' #!$%
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Ty-es
A"t:r!t: r e"#!' :"'t"re% :+!r!:ter9e# *$
:entr!'9e# Cer :n:entr!te# n ! eC er% !n# *%er2!tn rer rt:' n re'!tn t t+e er%n% n Cer. B"re!":r!t: :"'t"re% :+!r!:ter9e# *$ r(! r:e#"re% !n# r"'e%, +er!r:+$ !n# #%t!nt
!n# (er%n!' re'!tn%+.Te:+n:r!t: :"'t"ree(+!%9e% te:+n:!'
re%%n!' %t!n#!r#% !n# (r2e(ent. Entrerene"r!' :"'t"ren :n:erne# !*"t
!:+e2e(ent re%"'t% !n# r2#ng e:e''en %er2:e% t t+e :"%t(er%.