Petemuan 1 Pengantar Perilaku Organisasi

8/16/2019 Petemuan 1 Pengantar Perilaku Organisasi

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ORGANIZATIONAL BEHAVIORS T E P H E N P. R O B B I N S

E L E V E N T H E D I T I O N

W W W . P R E N H A L L . C O M / R O B B I N S © 2005 Prentice Hall Inc.All rights reserved.

PowerPoint Presentationby Charlie Cook

Pengantar PerilakuOrganisasi

Chapter One



© 2005 Prentice Hall Inc. All rights reserved. 1 –2

Tujuan Pembelajaran

1. Mampu mendefinisikan organizational

behavior (OB).

2. Mampu mendeskripsikan apa yang dilakukan

Manager.

3. Mampu menjelaskan sistem nilai dan cara

pandang OB.

4. Mampu me-list perubahan utama dan peluangbagi manager untuk aplikasi OB .

5. Mampu mengidentifikasi kontribusi dari ilmu

OB.

L E A

R

N I

N

G

O B

J E C

T I V

E S




What Managers Do ?

Aktivitas Manajerial

• Make decisions

• Allocate resources

• Direct activities of others

to attain goals

Managers (or administ rators )Seseorang yang mencapai tujuan (organisasi)melalui (pencapaian/bantuan) orang lain.




Where Managers Work

Organization

Suatu unit sosial yang dibentuk secarasadar, terdiri dari dua orang atau lebihyang memiliki fungsi dasar dan kontinue

untuk mencapai tujuan/serangkaiantujuan bersama .




Management Functions (cont’d)

Planning

Proses yang meliputi penentuan tujuan(perusahaan), penentuan strategi yangdipilih (untuk mencapai tujuan ) dan

mengembangkan rencana untukaktivitas koordinasi untuk mengawalpencapaian tujuan.





Organizing

Menentukan tugas-tugas apa saja yangakan dikerjakan, oleh siapa, bagaimanaperan/tugas dari kelompok, sistem

pelaporan (reporting) dan sebarankeputusan ditempatkan (order).





Leading

Sebuah fungsi yang meliputi memberimotivasi bawahan, mengarahkan oranglain dan memilih jalur komunikasi yang

efektif dan menyelesaikan konflik yangterjadi.





Controlling

Proses monitoring untukmemastikan bahwa semuasumber daya organisasi yang ada

mampu mencapai tujuanorganisasi yang sudahdirencanakan (planning) danmelakukan koreksi terhadap

penyimpangan/bias yang ada .




Mintzberg’s Managerial Roles

E X H I B I T 1 –1Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright © 1973

by H. Mintzberg. Reprinted by permission of Pearson Education.




Mintzberg’s Managerial Roles (cont’d)

E X H I B I T 1 –1 (cont’d) Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright © 1973





Mintzberg’s Managerial Roles (cont’d)

E X H I B I T 1 –1 (cont’d) Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright © 1973





Management Skills

Technical skillsThe ability to apply specializedknowledge or expertise.

Human skillsThe ability to work with, understand,and motivate other people, bothindividually and in groups.

Conceptual SkillsThe mental ability to analyze anddiagnose complex situations.




Effective Versus Successful Managerial

Activities (Luthans)

1. Traditional management

• Decision making, planning, and controlling

2. Communication

• Exchanging routine information and processing

paperwork

3. Human resource management

• Motivating, disciplining, managing conflict, staffing,

and training

4. Networking

• Socializing, politicking, and interacting with others




E X H I B I T 1 –2

Allocation of Activities by Time

Source: Based on F. Luthans, R.M. Hodgetts, and S.A. Rosenkrantz,Real Managers (Cambridge, MA: Ballinger, 1988).




Enter Organizational Behavior

Organizational behavior(OB)

A field of study thatinvestigates the impact thatindividuals, groups, andstructure have on behaviorwithin organizations, for thepurpose of applying such

knowledge toward improvingan organization’s effectiveness.




Replacing Intuition with Systematic Study

TheFacts

PreconceivedNotions ≠




Toward an OB Discipline

E X H I B I T 1 –3




Contributing Disciplines to the OB Field (cont’d)

E X H I B I T 1 –3 (cont’d)

SociologyThe study of people in relation to their fellow human beings.






Social Psychology An area within psychology that blends concepts from psychologyand sociology and that focuses on the influence of people on oneanother.






AnthropologyThe study of societies to learn about human beings and theiractivities.




E X H I B I T 1 –4

Source: Drawing by Handelsman in

The New Yorker , Copyright © 1986

by the New Yorker Magazine.

Reprinted by permission.




There Are Few Absolutes in OB

ContingencyVariablesx y

Contingency variablesSituational factors: variables that moderatethe relationship between two or more othervariables and improve the correlation.




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 Workforce Diversity

– Embracing diversity

– Changing U.S. demographics – Implications for managers

• Recognizing and responding to differences




DomesticPartners

Major Workforce Diversity Categories

Race

Non-Christian

National

Origin

Age

Disability

E X H I B I T 1 –5

Gender




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




What Is Quality Management?

1. Intense focus on the customer.

2. Concern for continuous improvement.

3. Improvement in the quality of everything

the organization does.

4. Accurate measurement.

5. Empowerment of employees.

E X H I B I T 1 –6




Improving Quality and Productivity

Quality management (QM)

– The constant attainment of customer satisfactionthrough the continuous improvement of allorganizational processes.

– Requires employees to rethink what they do and

become more involved in workplace decisions.

Process reengineering

– Asks managers to reconsider how work would be doneand their organization structured if they were starting

over. – Instead of making incremental changes in processes,

reengineering involves evaluating every process interms of its contribution.




Challenges and Opportunity for OB (cont’d)

Improving People Skills

Empowering People

Stimulating Innovation and Change

Coping with “Temporariness”

Working in Networked Organizations

Helping Employees Balance Work/Life Conflicts

Improving Ethical Behavior




Basic OB Model, Stage I

E X H I B I T 1 –7

Model

An abstraction of reality. A simplified representationof some real-world

phenomenon.



© 2005 Prentice Hall Inc. All rights reserved.




The Dependent Variables (cont’d)

Productivity A performance measure that includeseffectiveness and efficiency.

Effectiveness

Achievement of goals.

Efficiency

The ratio of effectiveoutput to the inputrequired to achieve it.





Absenteeism

The failure to report to work.

Turnover

The voluntary andinvoluntary permanentwithdrawal from anorganization.





Organizational citizenshipbehavior (OCB)

Discretionary behavior that is notpart of an employee’s formal job

requirements, but that neverthelesspromotes the effective functioningof the organization.





Job satisfaction A general attitude toward one’s job, the differencebetween the amount of reward workers receive andthe amount they believe they should receive.



© 2005 Prentice Hall Inc. All rights reserved.



© 2005 P ti H ll I All i ht d

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Petemuan 1 Pengantar Perilaku Organisasi