Budaya dan

Lingkungan Industri
Sesi 2
 Budaya organisasi

Managerial discretion (kebijaksanaan)

Lingkungan organisasi
Budaya Organisasi

 Budaya organisasi menunjukkan

bagaimana organisasi mempelajari
(mengidentifikasi, menanam,
mengaktualisasi) suatu nilai secara
berulang-ulang dan konsisten, sehingga
masyarakat dapat mengamati atau
merasakan.
 Pengertian :
 suatu sistem nilai yang mencerminkan
bagaimana pekerja bertindak sehingga hal
itu akan mampu membedakan suatu
organisasi dengan yang lain.
 Budaya organisasi tersusun oleh 7
dimensi
Innovation and risk taking Attention to detail

Stability Outcome orientation

Organizational Culture

Aggressiveness People Orientation

Team orientation
Contoh hubungan :
Budaya Nilai Tolok ukur
Organisasi
Inisiatif a. tanggung jawab a. bekerja dengan benar
individu b.kebebasan b.bekerja tidak dalam
tekanan
c. independensi c. menggunakan
kemampuan sendiri
Hubungan a. kepatuhan a. mengikuti petunjuk
atasan- b.penghormatan b.menganggukkan kepala,
bawahan bersalaman
c. loyalitas c. menjalankan perintah
Identitas a. kebersamaan a. pakaian seragam
b.kedisiplinan b.upacara, apel pagi
c. kesetiaan c. sumpah, janji setia
Lingkungan

 Definisi
 Institusi luar atau kekuatan yang potensial
mempengaruhi kinerja organisasi
 Ketidakpastian lingkungan
 derajat perubahan dan kompleksitas
lingkungan organisasi
Keuntungan Lingkungan

Sosial
 Faktor-faktor lingkungan eksternal :
 lingkungan eksternal mikro : berpengaruh
langsung
 pesaing (tipe, jumlah, posisi)
 pemasok (kemampuan, reputasi, pelayanan,
harga, potongan)
 pelanggan (profil, potensi)
 lembaga keuangan
 pasar tenaga kerja
 perwakilan-perwakilan pemerintah
  lingkungan eksternal makro : berpengaruh
tak langsung
 teknologi
 ekonomi
 politik
 sosial
 Pengaruh lingkungan dapat pula
dicermati dengan munculnya pemikiran
baru / cara pandang baru terhadap
berbagai aspek dalam manajemen.
 Perubahan
Perubahan cara
cara pandang
pandang
Old Way New Way
What Worker wants nothing Worker desires challenging
management from the job except pay, job and will seek
assumes about avoids responsibility, and responsibility and autonomy
workers must be controlled. if management permits

How the job is Work is fragmented and Work is multiskilled and

designed deskilled. Worker is performed by team work
confined to narrow job. where possible. Worker can
Doing and thinking are upgrade whole system.
separated. Doing and thinking are
combined.
 Old Way
Management’s Top-down military
organization command with worker at
and style bottom of many
supervisory layers; worker
is expected to obey orders
and has no power.
Job training and Worker is regarded as a
security replaceable part and is
given little initial training
or retraining for new jobs.
Layoffs are routine when
business declines.
New Way
Relatively flat structure with
few layers; worker makes
suggestions and has power
to implement changes
Worker is considered a
valuable resource and is
constantly retrained in new
skills. Layoffs are avoided if
possible in a downturn.
 Old Way New Way
How wages are Pay is geared to the job, Pay is linked to skills
determined not the person, and is acquired. Group incentive
determined by evaluation and profit-sharing plans are
and job classification used to enhance
systems. commitment.
Labor relations Labor and management Mutual interests are
interests are considered emphasized. Management
incompatible. Conflict shares information about the
arises on the shop floor business. Labor
and in bargaining. responsibility for making it
succeed.