Chapter 3 LINGKUNGAN DAN BUDAYA ORGANISASI LINGKUNGAN ORGANISASI

Chapter 3 LINGKUNGAN DAN BUDAYA ORGANISASI

LINGKUNGAN ORGANISASI l Lingkungan manajerial adalah lingkungan internal dan eksternal yang mampu mempengaruhi kinerja manajer dalam organisasi Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 2

LINGKUNGAN ORGANISASI ● General environment – affects indirectly ● Task environment - ● Affects directly Influences operations and performances Internal environment – elements within the organization’s boundaries Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 3

LINGKUNGANORGANISASI 1. Lingkungan Internal Organisasi (Internal Environment) yaitu Lingkungan yang berada di dalam organisasi yang terdiri dari karyawan, manajemen dan budaya organisasi 2. Lingkungan Eksternal Organisasi/ Lingkungan Organisasi (Organizational Environment) yaitu meliputi semua elemen yang berada di luar organisasi tetapi berpotensi mempengaruhi organisasi. Lingkungan ini terdiri atas : a. Lingkungan Umum (General Environment) merupakan Lapisan lingkungan eksternal yang mempengaruhi organisasi secara tidak langsung. Termasuk dalam lingkungan ini antara lain dimensi internasional, teknologi, sosiokultur, ekonomi dan legal politik. b. Lingkungan Tugas (Task Environment) yaitu Lapisan lingkungan eksternal yang secara langsung mempengaruhi operasi dan kinerja organisasi. Lingkungan ini meliputi pesaing, pemasok, pelanggan dll. Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 4

Technological Organizational Environments General Environment s ee oy pl Em Labor Market Inter ol iti ca l m o on Ec Suppliers Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 5 ral Suppliers l/P ultu ga re ltu Cu Le Management Competitors natio Customers io-C Soc nal Technological ic Task Environment Internal Environment

International Dimension Dimensi internasional merepresentasikan peristiwa yang berasal dari negara lain dan mempengaruhi organisasi di suatu negara. Di era globalisasi, dimensi internasional dapat memunculkan : 1. kompetitor baru 2. pelanggan baru 3. supplier baru, 4. serta membentuk trend sosial, teknologi, dan ekonomi Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 6

Technological Dimension l Scientific and technological advances – – l Specific industries Society at large Impact – – Competition Relationship with Customers Medical advances Nanotechnology advances Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 7

DIMENSI TEKNOLOGI l Dimensi teknologi termasuk ilmu pengetahuan dan kemajuan teknologi di suatu bidang industri atau masyarakat secara umum. l Dimensi ini banyak mempengaruhi perubahan-perubahan besar atas organisasi aneka industri. l Dua puluh tahun lalu, suatu organisasi paling banter punya 1 PC desktop. Sekarang, ada jaringan komputer, akses internet, video conferencing, telepon seluler, website, dan laptop. Bahkan, teknologi tersebut kini sudah jadi standar harian. Misal lainnya adalah perkembangan buku digital, TV digital, Surat kabar Digital dll l Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 8

Socio-Cultural Dimension of the general environment – – Demographic characteristics Norms Customs Values Copyright

Economic Dimension ● General economic health ● ● Consumer purchasing power Unemployment rate Interest rates Recent Trends ● ● Frequency of mergers and acquisitions Small business sector vitality Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 10

Task Environment Sectors that have a direct working relationship with the organization ● ● Customers Competitors Suppliers Labor Market Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 11

Labor Market Forces Affecting Organizations today ● Growing need for computer literate information technology workers ● Necessity for ongoing investment in human resources – recruitment, education, training ● Effects of international trading blocks, automation, outsourcing, shifting facility locations upon labor dislocations Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 12

Adopting to the Environment ü ü ü Boundary-spanning Inter-organizational partnerships Mergers or joint ventures Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 13

External Environment and Uncertainty High Uncertainty Rate of Change in Factors in Environment Low Uncertainty Low High Number of Factors in Organization Environment Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 14 Adapt to Environment

Competitive Intelligence - CI l What - Activities to get as much information as possible about one’s rivals l Where - Web sites, commercial databases, financial reports, market activities, news clippings, trade publications, personal contacts l Why – Spot potential threats or opportunities Ethical Dilemma: Competitive Intelligence Predicament, P. 105 Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 15

Interorganizational Partnerships Shift in paradigm ● ● ● ● Trust, value added to both sides Equity, fair dealing, everyone profits E-business links to share information and conduct digital transactions Close coordination; virtual teams and people on site Involvement in partner’s product design and production Long-term contracts Business assistance goes beyond the contract Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 16

Levels of Corporate Culture that can be seen at the surface level Visible 1. Artifacts, such as dress, office layout, symbols, slogans, ceremonies Invisible 2. Expressed values, such as “The Penney Idea, ” “The HP Way” 3. Underlying assumptions and deep beliefs, such as “people are lazy and can’t be trusted” Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 17 Deeper values and shared understandings held by organization members

Visible Manifestations Symbols l Stories l Heroes l Slogans l Ceremonies l Copyright ©

Environment and Culture l A big influence on internal corporate culture is the external environment l Cultures can vary widely across organizations l Organizations within same industry reveal similar cultural characteristics Experiential Exercise: Working in an Adaptive Culture, p. 104 Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 19

Corporate Culture Adaptability Adaptive Culture Visible Behavior Managers pay close attention to all their constituencies, especially customers, and initiate change when needed to serve their legitimate interests, even if it entails taking some risks. Expressed Values Managers care deeply about customers, stockholders, and employees. They strongly value people and processes that can create useful change (e. g. , leadership initiatives up and down the management hierarchy). Unadaptive Culture Managers tend to behave somewhat insularly, politically, and bureaucratically. As a result, they do not change their strategies quickly to adjust to or take advantage of changes in their business environments. Managers care mainly about themselves, their immediate work group, or some product (or technology) associated with that work group. They value the orderly and risk-reducing management process much more highly than leadership initiatives. Source: John P. Kotter and Jmaes L. Heskett, Corporate Culture and Performance (New York, The Free Press, 1992), 51. Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 20

Four Types of Corporate Cultures Needs of the Environment Flexibility Strategic Focus External Internal Adaptability Culture Involvement Culture Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 21 Stability Achievement Culture Consistency Culture

Cultural Leadership ● Articulates a vision that employees can believe in ● ● ● Defines and communicates central values that employees believe in Values are tied to a clear and compelling mission, or core purpose Heeds the day-to-day activities that reinforce the cultural vision – work procedures and reward systems match and reinforce the values Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 22

High-Performance Culture Creating and maintaining a high-performance culture in today’s turbulent environment and changing workplace is not easy. – Managers widely communicate their cultural values through their words and particularly their actions – Value statements that are not reinforced by management behavior are meaningless or even harmful for employees and the organization – Cultural leaders uphold their commitment to values during difficult times or crises. Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 23