PERILAKU & BUDAYA

ORGANISASI KESEHATAN

. 1–1
 Diskusi:
Apa yg dimaksud
Perilaku Organisasi?

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 PERILAKU ORGANISASI adl
Studi ttg
– perilaku manusia di tempat kerja
– Interaksi antara manusia dengan organisasainya
– Keadaan organisasi itu sendiri

Misi dari mempelajari PO adalah:

Menjelaskan

Memprediksi,dan
Mengendalikan perilaku

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 BANDINGKAN DEFINISI TADI DENGAN DIBAWAH INI ..
…study of how employees work to
become assets of organization and how
leadership works to assist them in doing
so –SW
…study of the interaction between
individuals and groups (may include
reactions) –JS
…study of people’s work habits, ethics,
and how people conduct their day-to-day
tasks…how leaders can oversee work –
VK
…interactions between various
employees within the
organization…encompasses various
levels of management, chain of
command within organization and
interactions between employees and
their superiors –JB
…actions taken by a group of people in
an organized way…pre-thought in order
to have actions done at peak
performance of group - PB
. within an organization –MB
…relationships and interactions
between different people with similar
or different roles, inside the
organization, and their relationships
with outside stakeholders -AK
…includes the way an enterprise
condones doing business. Ethics
are the guide – VR
…attitudes, customs and beliefs that
a company/organization holds – MF
…behavior that is expected for
certain ways of business. The way
people think and act in an organized
manner. The way corporations will
gear its thinking or actions toward
other companies or people – JP
…way in which you function and
interact with fellow employees in a
business setting – JK
…attitude and judgment of those
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 MANFAAT STUDI PO

Menajamkan ketrampilan untuk

menjalankan tupoksi sec efektif
Mengembangkan kematangan individu
dlm organisasi
Meningkatkan efektifitas organisasi sec
keseluruhan
Menajamkan kemampuan nalar dalam
organisasi

. 1–5
 Perkembangan PO
The Hawthorne Studies at Western Electric
 Studi ttg efek perubahan lingkungan thd produktivitas
 The Hawthorne Effect— kecendrungan individu untuk
berperilaku berbeda ketika diamati/diberi perhatian
 Key Findings
1. Insentif ekonomis tidak sekuat seperti yg diduga semula.
2. Menangani manusia dalam organisasi adalah rumit dan penuh
tantangan.
3. Kepemimpinan yang nyata dan kerja kelompok adalah faktor penting
dlm produktivitas, kepuasan kerja dan kinerja organisasi
4. Masalah pribadi yang dibawa dr luar mempengaruhi tingkat
produktivitas.
5. Komunikasi yang efektif mempunyai peranan kritis untuk sukses.
6. Berbagai faktor kontekstual yg berada dalam sistem sosial
mempengaruhi perilaku individu

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 Perkembangan PO
Mazhab Human Relation
 Premis= perilaku manajerial, moral dan produktivitas
individu berkaitan erat dengan faktor kontekstual dlm
organisasi
 Douglas McGregor
Theory X
– Managers assume people dislike work,
avoid responsibility, lack ambition,
and need close supervision.
Theory Y
– Managers assume people enjoy
work, accept responsibility,
are innovative, and are
self-controlling.

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 Perkembangan PO
Pendekatan Contingency
 Premis= Kontekstual yang sangat kompleks
menyebabkan tidak ada cara terbaik yang sama

 Diperlukan diagnosis kontekstual organisasi dan

perilaku manajerial yang komprehensif sblm
memutuskan solusi terbaik bagi suatu organisasi

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 Perkembangan PO
Organisasi tipe A, J dan Z (Ouchi, 1980)

TYPE A ORGANIZATION (American)

SHORT-TERM EMPLOYMENT
RAPID EVALUATION & PROMOTION
HIGHLY SPECIALIZED CAREERS
INDIVIDUAL DECISION-MAKING AND INDIVIDUAL RESPONSIBILITY
EXPLICIT, FORMAL CONTROLS, SEGMENTED CONCERN

TYPE J ORGANIZATION (Japanese)

LIFETIME EMPLOYMENT
SLOW EVALUATION & PROMOTION
NONSPECIALIZED CAREER PATH
CONSENSUAL DECISION=MAKING, COLLECTIVE RESPONSIBILITY
IMPLICIT, INFORMAL CONTROLS, HOLISTIC CONCERN

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 Perkembangan PO
Organisasi tipe A, J dan Z (Ouchi, 1980)

TYPE Z ORGANIZATION (Modified American)

LONG-TERM EMPLOYMENT
SLOW EVALUATION & PROMOTION
MODERATELY SPECIALIZED CAREERS
CONSENSUAL DECISION-MAKING, INDIVIDUAL RESPONSIBILITY
IMPLICIT, INFORMAL CONTROLS, HOLISTIC CONCERN
A CLEAR ORGANIZATIONAL PHILOSOPHY

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 Perkembangan PO
JAPANESE MANAGEMENT MODELS
HATVANY & PUCIK (81)
STRATEGIES
1. DEVELOPMENT OF AN INTERNAL (CLOSED) LABOR MARKET
2. EMPLOYEE-ORIENTED, COOPERATIVE COMPANY PHILOSOPHY
3. CAREFUL SOCIALIZATION & DEVELOPMENT OF PERSONNEL

SPECIFIC TECHNIQUES USED

JOB ROTATION
SLOW EVALUATION & PROMOTION
GROUP & TEAM EMPHASIS
OPEN, FACE-TO-FACE COMMUNICATIONS
CONSULTATIVE DECISION-MAKING
INTIMATE EMPLOYEE CONCERN

KEYS TO SUCCESSFUL APPLICATION

1. ARTICULATE A COMPANY PHILOSOPHY
2. PROVIDE LONG TENURE
3. PRACTICE JOB ROTATION
4. PRACTICE CONSULTATIVE DECISION-MAKING
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 Perkembangan PO
IN SEARCH OF EXCELLENCE
PETERS & WATERMAN (82)
A BIAS TOWARD ACTION
JUST “DO IT”….KILL THE SNAKE, DON’T STUDY IT TO DEATH!
CLOSENESS TO THE CUSTOMER
CUSTOMER DRIVEN DECISION-MAKING
AUTONOMY & ENTREPRENEURSHIP
STRUCTURED TO ENCOURAGE INNOVATION & CHANGE
PRODUCTIVITY THROUGH PEOPLE
PARTICIPATION AND CONSENSUS STRESSED
HANDS ON, VALUE DRIVEN
THE VISION & MISSION OF THE ORGANIZATION ARE CLEAR AND KNOWN
TO EVERYONE WITHIN THE FIRM. LEADERS/MANAGERS ARE WILLING TO “GET
INVOLVED” IN PROBLEMS AT ALL LEVELS.
STICKING TO THE KNITTING
STAY FOCUSED ON WHAT YOU DO BEST
SIMPLE FORM, LEAN STAFF
KEEP STRUCTURES SIMPLE AND LEAN
SIMULTANEOUS LOOSE-TIGHT PROPERTIES
KEEP TIGHT CONTROL ON THE FIRM’S CORE VALUES
STAY FLEXIBLE ELSEWHERE
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 Kunci manajerial untuk keberhasilan suatu
organisasi
1. Pekerjaan yg mapan 5. Pelatihan yg intensif
2. Rekrutmen yang baik 6. Kebersamaan status
3. Pemberdayaan &
teamwork 7. Transparansi
4. Sistem insentif berbasis informasi
performance yang 8. Promosi dari dalam
kompettitif

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 Model Pengembangan Ketrampilan Perilaku
Organisasi

Pembelajar memanfaatkan:
1. Kerangka berfikit praktek
Perilaku manajerial
Ketrampilan
2. Berfikir analtik & rasional Perilaku Organisasi
3. Pengalaman
4. Umpan balik

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 Kerangka PERILAKU ORGANISASI

Individual Level Groups and Interpersonal

Relations
Individual differences, mental
ability, and personality Interpersonal communication
Learning, perception, attitudes, Group dynamics and teamwork
values, and ethics Leadership
Individual decision making Power, politics, and influence
and creativity
Foundation concepts of motivation
Conflict, stress, and well-being

The Organizational System

and the Global Environment
Organizational structure and design
Organizational culture and change
The learning organization and
knowledge management
Cultural diversity and international
organizational behavior

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Organisasi sebagai iceberg

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DIMENSI-DIMENSI PERILAKU ORGANISASI (BUDAYA ORGANISASI)

© Prentice Hall, 2002

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Kontekstual Organisasi

Lingkungan
Makro

Suppliers Customers

The
Organization

Public
Pressure Competitors
Groups

Lingkungan
Mikro
© Prentice Hall, 2002
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 TANTANGAN KEDEPAN
PARADIGM SHIFTS
CHANGING PRODUCTS & TECHNOLOGIES
SHIFTS IN WAYS OF THINKING AND MANAGING

CHAOS THEORY
THE ENVIRONMENT IS NOT PREDICTABLE
LEARN TO BE FLEXIBLE AND ADAPTABLE

WORKPLACE DIVERSITY
CHANGING LABOR FORCE

GLOBALIZATION
INTERNATIONAL COMPETITION

THE NEW (LEARNING) ORGANIZATION

STRONG ON VISION AND CULTURAL VALUES
EMPOWERED WORKERS
NEW STRUCTURES
NEW CAREER PATHS

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