culture typology - organizational behaviour

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+ ORGANIZATIONAL CULTURE TYPOLOGI ADHITIA SATYAGRAHA AJENG RADINI TONIA HERO ASKAKARNANDA NINA NURMAYANTI RIO PRATAMA WM 69 PPM MANAGEMENT

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Page 1: Culture typology - organizational behaviour

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ORGANIZATIONAL CULTURE TYPOLOGI

ADHITIA SATYAGRAHAAJENG RADINI TONIAHERO ASKAKARNANDANINA NURMAYANTIRIO PRATAMA

WM 69PPM MANAGEMENT

Page 2: Culture typology - organizational behaviour

+ TYPOLOGY?

A logical classification of cultures which purports to characterize the similarities and differences among them.

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+ TYPOLOGI ROLE

-Help to make sense and provide some order out of the observed phenomena

-Help to define what may be the underlying structure

-Enables us to predict how other phenomena that may not yet have been observed are going to look

ADVANTAGE

-Attempt to order a great variety of different phenomena

DISADVANTAGE

-So abstract that they do not reflect adequately the reality of a given set of phenomena being observed

-Narrow our attention span and become more mindless with respect to what we are observing

-Perceptions are aggregated and combined into more abstract concept

TYPOLOGY?

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+CULTURE SURVEYS

PROBLEMS

-Not knowing what to ask

-Employees may not be motivated to be honest

-Employees may not understand the questions or interpret them differently

-The sample of employees surveyed may not be representative of the key culture carriers.

WHEN TO USE?

-Determining whether particular dimensions of culture are systematically related to some element of performance

-Comparing organizations to each other on selected dimensions as preparation for mergers, acquisitions, and joint ventures

-Testing whether certain subcultures that we suspect to be present can be objectively differentiated and defined in terms of preselected dimensions that a survey can identify

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TYPOLOGY – GOFFEE AND JONES

GOFFEE AND JONES

- Organizational culture as ‘communities’

- Divide organizational culture into two types of human relation: sociability and solidarity

Sociability

The level of warmth and friendliness among employee (go for a drink after work)

Solidarity

The degree to which employees bond with their employer (interdependence in achieving their tasks)

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TYPOLOGY – GOFFEE AND JONES

NETWORKED

is friendly but work tasks are not particularly interdependent. Individual but Friendly

COMMUNAL

is both friendly and interdependent.

FRAGMENTED

is neither friendly nor interdependent. People keep themselves to themselves, both in work and personal terms.

MERCENARY

is not particularly friendly but people do need each other to get the work done.

“Managers can recruit the most appropriate personality types to work for them, can anticipate potential clashes of culture when dealing with partner and understanding the different cultures

involved”

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TYPOLOGY – DEAL AND KENNEDY

Deal and Kennedy

Based on characterizing different four types of organization

Feedback and Reward, tell them they are doing a good or bad job

-Rapid feedback: quickly correct any ineffective behavior and hence lead to a consistent culture

-Slow feedback: leave mistakes uncorrected, but it also lets people look further out into the future, it must be some substitute activity to keep on track

Risk

-Low risk: people will take risk to their acceptable limit

-High risk: risks need to be managed or accepted

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TYPOLOGY – DEAL AND KENNEDY

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TYPOLOGY – DEAL AND KENNEDY

WORK HARD & PLAY HARD CULTURE

TOUGH GUY MACHO CULTURE PROCESS CULTURE

BET THE COMPANY CULTURE

CHARACTER

High speed action leading to high speed recreation

Focus on the present rather than the longer-term future

Focus on security of the past and of the future

The long view is taken, but then much work is put into making sure things happen as planned

Meetings, conventions, teamworking, office parties, jargon, buzzwords

Managers need to be able to make decisions quickly and accept risk

Development of bureaucracies and other ways of maintaining the status quo

Tend to produce a lot of internal politics and conflict

STRESSOR Quantity of workHigh risk and potential loss/gain of reward

Low stress. Stress may come from internal politics and stupidity of the system also plodding work.

High risk and delay before knowing if actions have paid off

EXAMPLERestaurant, Software Company

Police, surgeons, brokers, sels orientation organization

Bank, and Insurance Company

Oil companies, aerospace organization, construction company

“if you are influencing into an organization, find out what style it has and adjust your approach accordingly. If you are a member of the

organization, you may understand why you are either right at home or way out of place”

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+OCAI (Organizational Culture Assessment Instrument)

- Culture can be assessed and changed with a step-by-step manageable method.

- Organizational Culture Assessment Instrument is just as timely, easy to use, low priced, and manageable

- The OCAI is practical and focused, timely, manageable, quantitative, involving, and valid

TYPOLOGY – CAMERON QUIN

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TYPOLOGY – CAMERON QUIN

  Leader Type Value DriversTheory for

EffectivenessQuality

Strategies

The Clan Culture:

a pleasant place to work where people have a lot in common

Facilitator, Mentor, Team Builder

Commitment, Communication,

Development

Human Development & Participation are

effective

Empowerment, Team Building, Employee

Involvement, Human Resource

Development, Open Communication

The Adhocracy Culture:

a dynamic, entrepreneurial and creative place to work

Innovator, Entrepreneur,

Visionary

Innovative Outputs, Transformation,

Agility

Innovation, Vision and New Resources

are Effective

Surprise and Delight, Creating New

Standards, Anticipating Needs,

Continuous Improvement,

Finding Creative Solutions

The Market Culture:

A results oriented organization whose major concern is getting the job done

Hard Driver, Competitor, Producer

Market Share, Goal Achievement, Profitability

Aggressive Competition and

Customer Focus are Effective

Measuring Customer Preferences, Improving

Productivity, Creating External

Partnership, Enhancing

Competitiveness, Involving Customer

and Suppliers

The Hierarchy Culture:

A very formalized and structured place to work, focused on efficiency

Coordinator, Monitor, Organizer

Efficiency, Punctuality,

Consistency, and Uniformity

Control and Efficiency with

appropriate processes are

effective

Error Detection, Measurement,

Process Control, Systematic Problem

Solving, Quality Tools

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TYPOLOGY – CAMERON QUIN

The Assesment

- Dominant characteristics

- Organizational leadership

- Management of employees

- Organizational Glue

- Strategic Emphasize

- Criteria of success

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+PERTANYAAN DI KELAS :

1.Mustarofah AhmadApa indikator dari resiko dalam pengklasifikasian

menurut Deal & Kennedy?2.Sri Milawati

Jika sudah dilakukan OCAI pada perusahaan dan hasil pada pada grafik untuk situasi “now” dan “future” berimpit apakah artinya perusahaan tidak perlu berubah budayanya?3.Louisa Zephania Ketika Pixar dan Disney bergabung, apakah harus meninggalkan budaya-budaya lama dan membuat budaya baru?

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+THANK YOU