Organizational

Behavior

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Orang adalah Aset
Paling Penting dari
Organisasi

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 Behavior
 Perilaku ini terjadi dalam organisasi.

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 What is Organizational Behavior?

 Definition: Studi tentang perilaku

manusia, sikap, dan kinerja dalam
organisasi.

 Nilai OB: Membantu orang mencapai kompetensi yang dibutuhkan untuk

menjadi karyawan yang efektif, pemimpin tim / anggota, atau manajer
 Kompetensi = seperangkat kemampuan, perilaku, sikap, dan pengetahuan yang
saling terkait yang diperlukan oleh seorang individu untuk menjadi efektif dalam
sebagian besar posisi profesional dan manajerial

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 What is OB?
 studi tentang perilaku manusia di tempat kerja
 investigasi dampak yang dimiliki individu, kelompok, dan
struktur terhadap perilaku dalam organisasi, untuk tujuan
menerapkan pengetahuan tersebut dalam meningkatkan
efektivitas organisasi
 Teori OB memiliki aplikasi luas - antara lain, mengetahui teori-
teori ini dapat membantu Anda untuk:
 Promosikan kesejahteraan karyawan
 Mengevaluasi solusi yang diusulkan oleh konsultan dan manajer
 Prediksi apa yang akan terjadi di organisasi Anda
 Mempengaruhi arah organisasi Anda

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 Why Do We Study OB?
 Untuk mempelajari tentang diri Anda dan cara
berurusan dengan orang lain
 Anda adalah bagian dari organisasi sekarang, dan
akan terus menjadi bagian dari berbagai organisasi
 Organisasi semakin mengharapkan individu untuk
dapat bekerja dalam tim, setidaknya beberapa
waktu
 Beberapa dari Anda mungkin ingin menjadi manajer
atau pengusaha

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WHY OB

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4

OB
menyediakan satu set Alat yang memungkinkan:

manajer untuk
meningkatkan,
orang untuk memahami, meningkatkan, atau
menganalisis, dan mengubah perilaku
menggambarkan kerja sehingga individu,
perilaku dalam kelompok, dan seluruh
organisasi organisasi dapat
mencapai tujuan
mereka

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 Characteristics
 Berorientasi pada tujuan

 Tingkat analisis

 Alat manusia

 Kepuasan kebutuhan karyawan

 Pendekatan sistem total

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 Challenges and Opportunities
for OB
 Responding to Globalization
 Increased foreign assignments
 Working with people from different cultures
 Coping with anti-capitalism backlash
 Overseeing movement of jobs to countries with low-
cost labor
 Managing people during the war on terror
 Managing Workforce Diversity
 Embracing diversity
 Changing U.S. demographics
 Implications for managers
 Recognizing and responding to differences

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 Challenges and Opportunities for OB (cont’d)

 Improving Quality and Productivity

 Quality management (QM)
 Process reengineering
 Responding to the Labor Shortage
 Changing work force demographics
 Fewer skilled laborers
 Early retirements and older workers
 Improving Customer Service
 Increased expectation of service quality
 Customer-responsive cultures

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 Productivity
 Productivity
 A performance measure including effectiveness and
efficiency
 Effectiveness
 Achievement of goals
 Efficiency
 The ratio of effective work output to the input
required to produce the work

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 Effective Employees
 Absenteeism
 Failure to report to work
 Turnover
 Voluntary and involuntary permanent withdrawal from the
organization
 Organizational citizenship behaviour
 Discretionary behaviour that is not part of an employee’s
formal job requirements, but is helpful to the organization

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 The Rigour of OB
 OB looks at consistencies
 What is common about behaviour, and helps
predictability?
 OB is more than common sense
 Systematic study, based on scientific evidence
 OB has few absolutes
 OB takes a contingency approach
 Considers behaviour in context

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 Beyond Common Sense
 Systematic Study
 Looking at relationships, attempting to attribute
causes and effects and drawing conclusions based on
scientific evidence
 Behaviour is generally predictable
 There are differences between individuals
 There are fundamental consistencies
 There are rules (written & unwritten) in almost every
setting

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Competing Values Framework
Flexibility

External Focus
Internal Focus

Control
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 Competing Values Framework
 Internal-External Dimension
 Inwardly toward employee needs and concerns and/or production processes and
internal systems
or
 Outwardly, toward such factors as the marketplace, government regulations, and
the changing social, environmental, and technological conditions of the future
 Flexibility-Control Dimension
 Flexible and dynamic, allowing more teamwork and participation; seeking new
opportunities for products and services
or
 Controlling or stable, maintaining the status quo and exhibiting less change

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 Summary & Implications
 OB is a field of study that investigates the impact of
individuals, groups, and structure on behaviour within an
organization.
 OB focuses on improving productivity, by understanding
employees and why they behave in the ways they do.
 Behavior of organizations, groups, & individuals can be
predicted, but you have to understand the circumstances.
 To study OB, one needs to move from an intuition and
common sense approach to a systematic study.
 OB uses systematic study to improve predictions of
behaviour.

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 Why Study
Organizational Behavior?
 Success isn’t a destination – it’s a process. And the margin
between successes is often small. Learn the principles of
defining and achieving success in your own life and begin the
journey today.
 This journey begins with understanding the behaviors between
the leader, the followers, and the organization.
 This is also a leadership course of study. To be successful leader,
one needs to understand the behaviors of people, organizations,
and the situation.

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9

Managerial Skills
 Conceptual Skills: The
ability to analyze and diagnose
a situation and distinguish
between cause and effect.
 Human Skills: The ability to
understand, work with, lead,
and control the behavior of
other people and groups.
 Technical Skills: Job-specific
knowledge and techniques.

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