OB - 01 What Is Organizational Behavior

© 2009 Prentice-Hall Inc. All rights reserved.
1-0
PERILAKU ORGANISASI DALAM

INTERNAL AUDIT
DOSEN
DRS. EDDY BUDIONO, MM., QIA
1-1
2. Tujuan Instruksional Umum (TIU)
Setelah menyelesaikan mata kuliah ini mahasiswa akan

mampu memahami konsep perilaku organisasi dalam
Internal Audit, menjelaskan dan menerapkan konsep
dasar perilaku keorganisasian, dan mampu memahami
perilaku individu, perilaku kelompok dan perilaku
organisasi dalam mencapai tujuan secara efektif dan
efisien.

1-2
Metode Pengajaran:
• Kuliah
• Penugasan
• Presentasi

1-3
Pedoman Penilaian
• Tugas & Quis 1 = 15%
• UTS = 30%
• Tugas & Quis 2 = 15%
• UAS = 40%

BUKU REFERENSI
1-4
1. Robbins, Stephen P., Judge, Timothy A., Organizational

Behavior, 13th Edition, 2009 Prentice-Hall Inc.
2. Yayasan Pendidikan Internal Audit, Perilaku Organisasi dalam
Internal Audit, 2008

1-5 PENGERTIAN
Dalam perkuliahan ini sebagian besar akan
membahas Perilaku Organisasi (Organizational
Behavior) pada umumnya, namun lebih ditekankan
pada pokok bahasan yang sesuai dengan posisi
Internal Audit sebagai unit yang independen dan
obyektif didalam setiap melihat permasalahan yang
ada didalam setiap organisasi

Definisi Internal Auditing
1-6
The International Professional Practices Framework (IPPF)

- “THE IIA”
Internal auditing is an independent, objective assurance
and consulting activity designed to add value and improve
an organization’s operations. It helps an organization
accomplish its objectives by bringing a systematic,
disciplined approach to evaluate and improve the
effectiveness of risk management, control, and
governance processes.

Definisi Internal Auditing
1-7
Standar Profesi Auditor Internal (SPAI)

Audit Internal adalah kegiatan penjaminan (assurance)
dan konsultansi yang independen dan obyektif, yang
dirancang untuk memberikan nilai tambah dan
meningkatkan kegiatan operasi organisasi. Audit
internal membantu organisasi untuk mencapai tujuannya,
melalui suatu pendekatan yang sistematis dan teratur
untuk mengevaluasi dan meningkatkan keefektifan
pengelolaan risiko, pengendalian, dan proses
governance

POSISI UNIT INTERNAL AUDIT DI DALAM ORGANISASI
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• Pada umumnya Unit Internal Audit harus memiliki posisi yang

memungkinkan mereka untuk bertindak secara independen,
terbebas dari intervensi pihak manapun didalam suatu
organisasi, sehingga mereka mampu melaksanakan
tugasnya sesuai dengan prosedur dan standar yang
seharusnya, dan memberikan rekomendasi secara obyektif
atas hasil audit yang dilakukan.
• Posisi tersebut pada umumnya berada dibawah langsung
pimpinan puncak organisasi

Standar Kinerja Unit Internal Audit (IA)
1-9
Sebagai organisasi profesi, dalam melaksanakan

tugasnya Unit Internal Auditor dituntut untuk
menunjukkan kinerja yang baik. Sebagaimana diatur
didalam “IPPF“ maupun “SPAI”, standard kinerja IA
meliputi:
• 2000 - Managing the IA activity
• 2100 - Nature of work
• 2200 - Engagement planning
• 2300 - Performing the engagement
• 2400 - Communicating results
• 2500 - Monitoring progress
• 2600 - Management’s acceptance of risks

1-10 DISKUSI

© 2009 Prentice-Hall Inc. All rights reserved. 1-11
ROBBINS & JUDGE

ORGANIZATIONAL BEHAVIOR (OB)
13TH EDITION
Chapter 1: What Is Organizational Behavior?

Chapter Learning Objectives
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• After studying this chapter you should be able to:

– Demonstrate the importance of interpersonal skills in the
workplace.
– Describe the manager’s functions, roles, and skills.
– Define organizational behavior (OB).
– Show the value to OB of systematic study.
– Identify the major behavioral science disciplines that contribute
to OB.
– Demonstrate why there are few absolutes in OB.
– Identify the challenges and opportunities managers have in
applying OB concepts.
– Compare the three levels of analysis in this book’s OB model.

The Importance of Interpersonal Skills
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 Understanding OB helps determine manager

effectiveness
 Technicaland quantitative skills important
 But leadership and communication skills are CRITICAL
 Organizational benefits of skilled managers

 Lower turnover of quality employees
 Higher quality applications for recruitment
 Better financial performance

What Managers Do
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 They get things done through other people.

 Management Activities:
 Make decisions
 Allocate resources
 Direct activities of others to attain goals
 Work in an organization
A consciously coordinated social unit composed of two
or more people that functions on a relatively continuous
basis to achieve a common goal or set of goals.

MANAGEMENT ACTIVITIES
1-15
G
O
Make Allocate Direct
Decision Resources Activities A
L
S

Four Management Functions
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• A process that includes defining goals,

PLAN establishing strategy, and developing plans to
coordinate activities.
• Determining what tasks are to be done, who is to

do them, how the tasks are to be grouped, who
ORGANIZE reports to whom, and where decisions are to be
made.
• A function that includes motivating employees,

LEAD directing others, selecting the most effective
communication channels, and resolving conflicts
• Monitoring performance, comparing actual

CONTROL performance with previously set goals, and
correcting any deviation.

Mintzberg’s Managerial Roles
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Ten management’s roles in three groups
• Figurehead
Interpersonal • Leader, and
• Liaison
• Monitor,
Informational • Disseminator,
• Spokesperson
• Entrepreneur,
• Disturbance Handler,
Decisional • Resource Allocator, and
• Negotiator
1-18 Katz’s Essential Management Skills

1-19

Katz’s Essential Management Skills
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Luthans’ Study of Managerial Activities
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 Four types of managerial activity:

 Traditional Management
 Decision-making, planning, and controlling.
 Communication
 Exchanging routine information and processing paperwork
 Human Resource Management
 Motivating, disciplining, managing conflict, staffing and training.
 Networking
 Socializing, politicking, and interacting with others.
 Managers who promoted faster (were successful) did

different things than did effective managers (those who did
their jobs well)

Organizational Behavior
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A field of study that investigates the impact that

individuals, groups, and structure have on behavior
within organizations, for the purpose of applying such
knowledge toward improving an organization’s
effectiveness.

Pengertian
1-23
Perilaku Organisasi merupakan bidang studi yang

menginvestigasi dampak bahwa individu, kelompok/group,
dan struktur mempunyai perilaku dalam organisasi,
penerapan pengetahuan ini dimaksudkan untuk tujuan
peningkatan keefektifan organisasi dimasa yang akan
datang.

Intuition and Systematic Study
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 Intuition
 Gut feelings
 Individual observation
 Common sense
 Systematic Study
 Looks at relationships
 Scientific evidence
 Predicts behaviors
 The two are complementary means of predicting

behavior.

An Outgrowth of Systematic Study…
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Evidence-Based Management (EBM)

 Basing managerial decisions on the best available
scientific evidence.
 Must think like scientists:
 Posea managerial question
 Search for best available evidence
 Apply relevant information to case

Managers Should Use All Three Approaches
1-26
The trick is to know when to go with your gut.

– Jack Welsh
 Intuition is often based on inaccurate information
 Faddism is prevalent in management
 Systematic study can be time-consuming
Use evidence as much as possible to inform your

intuition and experience. That is the promise of OB.

Four Contributing Disciplines
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 Psychology
 Social Psychology
 Sociology
 Anthropology

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 Psychology
The science that seeks to measure, explain, and
sometimes change the behavior of humans and
other animals.
 Unit of Analysis:
 Individual
 Contributions to OB:
 Learning, motivation, personality, emotions, perception
 Training, leadership effectiveness, job satisfaction
 Individual decision making, performance appraisal, attitude
measurement
 Employee selection, work design, and work stress

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 Social Psychology
An area within psychology that blends concepts from
psychology and sociology and that focuses on the
influence of people on one another.
 Unit of Analysis:
 Group
 Contributions to OB:
 Behavioral change
 Attitude change
 Communication
 Group processes
 Group decision making

1-30
• Sociology
The study of people in relation to their
fellow human beings.
– Unit of Analysis:
– Organizational System – Group
– Contributions to OB:
 Group dynamics
 Formal organization theory
 Work teams
 Organizational technology
 Communication
 Power
 Organizational change
 Conflict
 Organizational culture
 Intergroup behavior

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• Anthropology
The study of societies to learn about human
beings and their activities.
– Unit of Analysis:
-- Organizational System – Group
– Contributions to OB:
 Organizational culture  Comparative values
 Organizational
 Comparative attitudes
environment
 Cross-cultural analysis

Few Absolutes in OB
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Situational factors that make the main relationship

between two variables change—e.g., the
relationship may hold for one condition but not
another.
Contingency Variable (Z) Independent Variable (X) Dependent Variable (Y)
In American Culture Boss Gives “Thumbs Up” Understood as

Sign Complimenting
In Iranian or Australian Boss Gives “Thumbs Up” Understood as Insulting -

Cultures Sign “Up Yours”

Challenges and Opportunities for OB
1-33
 Responding to Globalization
 Managing Workforce Diversity
 Improving Quality and Productivity
 Improving Customer Service
 Improving People Skills
 Stimulating Innovation and Change
 Coping with “Temporariness”
 Working in Networked Organizations
 Helping Employees Balance Work-Life Conflicts
 Creating a Positive Work Environment
 Improving Ethical Behavior

Challenges and Opportunities for OB
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 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
 The people in organizations are becoming more heterogeneous
demographically (disability, gender, age, national origin, non-Christian,
race, and domestic partners) Exhibit 1-4
 Embracing diversity
 Changing U.S. demographics
 Management philosophy changes
 Recognizing and responding to differences

Developing an OB Model
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 A model is an abstraction of reality: a simplified

representation of some real-world phenomenon.
 Our OB model has three levels of analysis:
 Each level is constructed on the prior level
 Individual
 Group
 Organizational Systems

Types of Study Variables
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Independent (X) Dependent (Y)

 The presumed cause of  This is the response to X (the
the change in the independent variable).
dependent variable (Y).  It is what the OB researchers
 This is the variable that want to predict or explain.
OB researchers  The interesting variable!
manipulate to observe the
changes in Y.
X → Y → Predictive Ability

Interesting OB Dependent Variables
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 Productivity
 Transforming inputs to outputs at lowest cost. Includes the
concepts of effectiveness (achievement of goals) and efficiency
(meeting goals at a low cost).
 Absenteeism
 Failure to report to work – a huge cost to employers.
 Turnover
 Voluntary and involuntary permanent withdrawal from an
organization.
 Deviant Workplace Behavior
 Voluntary behavior that violates significant organizational norms
and thereby threatens the well-being of the organization and/or
any of its members.

More Interesting OB Dependent Variables
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 Organizational Citizenship Behavior (OCB)

 Discretionary behavior that is not part of an
employee’s formal job requirements, but that
nevertheless promotes the effective functioning of the
organization.
 Job Satisfaction
A general attitude (not a behavior) toward one’s job; a
positive feeling about one's job resulting from an
evaluation of its characteristics.

The Independent Variables
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The independent variable (X) can be at any of these three

levels in this model:
 Individual
 Biographical characteristics, personality and emotions,
values and attitudes, ability, perception, motivation,
individual learning and individual decision making.
 Group
 Communication, group decision making, leadership and trust,
group structure, conflict, power and politics, and work teams.
 Organization System
 Organizational culture, human resource policies and
practices, and organizational structure and design.

OB Model
1-40
This section
contains the
Dependent
Variables (Y)
This three-part section contains the

Independent Variables (X) in ascending
levels: individual, group, and organizational
system.

Summary and Managerial Implications
1-41
 Managers need to develop their interpersonal skills to

be effective.
 OB focuses on how to improve factors that make
organizations more effective.
 The best predictions of behavior are made from a
combination of systematic study and intuition.
 Situational variables moderate cause-and-effect
relationships – which is why OB theories are contingent.
 There are many OB challenges and opportunities for
managers today.
 The textbook is based on the contingent OB model.

1-42 Thank you

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© 2009 Prentice-Hall Inc. All rights reserved.

PERILAKU ORGANISASI DALAM

2. Tujuan Instruksional Umum (TIU)

Setelah menyelesaikan mata kuliah ini mahasiswa akan

© 2009 Prentice-Hall Inc. All rights reserved.

© 2009 Prentice-Hall Inc. All rights reserved.

© 2009 Prentice-Hall Inc. All rights reserved.

1. Robbins, Stephen P., Judge, Timothy A., Organizational

© 2009 Prentice-Hall Inc. All rights reserved.

© 2009 Prentice-Hall Inc. All rights reserved.

The International Professional Practices Framework (IPPF)

© 2009 Prentice-Hall Inc. All rights reserved.

Standar Profesi Auditor Internal (SPAI)

© 2009 Prentice-Hall Inc. All rights reserved.

• Pada umumnya Unit Internal Audit harus memiliki posisi yang

© 2009 Prentice-Hall Inc. All rights reserved.

Sebagai organisasi profesi, dalam melaksanakan

© 2009 Prentice-Hall Inc. All rights reserved.

© 2009 Prentice-Hall Inc. All rights reserved.

ROBBINS & JUDGE

Chapter 1: What Is Organizational Behavior?

• After studying this chapter you should be able to:

© 2009 Prentice-Hall Inc. All rights reserved.

 Understanding OB helps determine manager

 Organizational benefits of skilled managers

 Better financial performance

© 2009 Prentice-Hall Inc. All rights reserved.

 They get things done through other people.

 Direct activities of others to attain goals

© 2009 Prentice-Hall Inc. All rights reserved.

© 2009 Prentice-Hall Inc. All rights reserved.

• A process that includes defining goals,

• Determining what tasks are to be done, who is to

• A function that includes motivating employees,

• Monitoring performance, comparing actual

© 2009 Prentice-Hall Inc. All rights reserved.

Ten management’s roles in three groups

© 2009 Prentice-Hall Inc. All rights reserved.

© 2009 Prentice-Hall Inc. All rights reserved.

© 2009 Prentice-Hall Inc. All rights reserved.

 Four types of managerial activity:

 Managers who promoted faster (were successful) did

© 2009 Prentice-Hall Inc. All rights reserved.

A field of study that investigates the impact that

© 2009 Prentice-Hall Inc. All rights reserved.

Perilaku Organisasi merupakan bidang studi yang

© 2009 Prentice-Hall Inc. All rights reserved.

 The two are complementary means of predicting

© 2009 Prentice-Hall Inc. All rights reserved.

Evidence-Based Management (EBM)

© 2009 Prentice-Hall Inc. All rights reserved.

The trick is to know when to go with your gut.

Use evidence as much as possible to inform your

© 2009 Prentice-Hall Inc. All rights reserved.

© 2009 Prentice-Hall Inc. All rights reserved.

© 2009 Prentice-Hall Inc. All rights reserved.

© 2009 Prentice-Hall Inc. All rights reserved.

© 2009 Prentice-Hall Inc. All rights reserved.

© 2009 Prentice-Hall Inc. All rights reserved.

Situational factors that make the main relationship

Contingency Variable (Z) Independent Variable (X) Dependent Variable (Y)

In American Culture Boss Gives “Thumbs Up” Understood as

In Iranian or Australian Boss Gives “Thumbs Up” Understood as Insulting -