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PERILAKU ORGANISASI
-Communication : Exchanging routine information and
CHAPTER 1 processing paperwork
-Human Resource Management : Motivating, disciplining,
managing conflict, staffing and training
What is Organizational Behaviour ? -Networking : Socializing, politicking and interacting with
others
Pentingnya interpersonal skills o Psychology : The science that seeks to measure, explain
Keahlian kepemimpinan dan komunikasi sangat penting and sometimes change the behavior of humans and other
untuk keberhasilan organisasi. Manajer yang memiliki animals in Individual unit of analysis. Offer insight like
interpersonal skill akan sangat diuntungkan karena : learning, motivation, training and job satisfaction,
- Rendahnya turnover pegawai yang berkualitas individual decision making, employee selection, work
-pelamar yang berkualitas tinggi saat perekrutan design and work stress.
- kinerja keuangan yang lebih baik o Social Psychology : An area within psychology that blends
concepts from psychology and sociology that focuses on
Apa yang dilakukan manajer the influence of people on one another, So it is Group unit
-melakukan banyak hal melalui orang lain of analysis and in OB it offers Behavioral change,
-aktivitas manajemen : membuat keputusan, Communication, group processes and group decision
mengalokasikan sumber daya, mengarahkan aktivitas making.
untuk mencapai tujuan
-fungsi manajemen : o Sociology : The study of people in relation to their fellow
human beings, its unit of analysis are Organizational
1. Perencanaan : Menentukan tujuan System and Group. Contributions in OB are Group
organisasi,membentuk strategi untuk mencapai tujuan Dynamics, work teams, power, conflict, organizational
tersebut mengkoordinasikan serangkaian rencana culture.
komprehensi untuk menerapkan strategi tersebut o Anthropology : The Study of societies to learn about
human beings and their activities. Its units of analysis are
2. Pengorganisasian : memutuskan apa tugas yang harus Organizational System and Group. Contributions in OB are
dilakukan , siapa yang harus melakukannya, bagaimana Organization environment, Comparative values, Cross
tugas itu dikelompokkan,siapa yang melaporkan ke Cultural Analysis.
siapa,dan dimana keputusan harus dibuat
Challenges and Opportunities for OB
3. Pengendalian : Memastikan hal-hal agar berjalan o During economic difficulties, the need for effective
seharusnya dengan memonitor kinerjanya. managers is heightened. Anyone can manage during good
Membandingkan hasil dari pengawasan itu dengan tujuan times; it is much tougher to manage through economic
yang telah dibuat dan dikoreksi jika dibutuhkan struggles. Often when there are economic pressures,
managers are forced to make decisions based on resource
o Mintzberg’s Managerial Roles : Manajer melakukan 10 constraints. These situations may include laying off
tipe perilaku di pekerjaannya. Tiga peran utama employees, motivating employees when there are limited
diantaranya : resources, and encouraging employees when they are
o Interpersonal : manajer diharuskan melakukan tugas stressed about their futures.
yang seremonial dan simbolis o Increased Foreign Assignments, managers need to be
o Informational : manajer mengelola informasi dari luar able to manage a workforce that is different than what you
dan dari dalam organisasi may be used to and may bring different needs, aspirations
o Decisional : Managers to make decisions. and attitudes to the workplace.
o There are Three of Essential Management Skills o Working with people from different cultures, individuals
-Technical Skills : Ability to apply specialized knowledge or coming to work in manager’s home country that come
expertise from different cultures and managers need to find ways to
-Human Skills : Ability to work with, understand, and accommodate their needs and help them assimilate to
motivate other people, both individually and in groups. home workplace culture.
-Conceptual Skills : Mental ability to analyze and diagnose o Overseeing movement of jobs to countries with low-cost
complex situations. labor, managers face difficult task of balancing the
o Luthans’ Study of Managerial Activities : There are four interests of their organization with their responsibilities to
types of Managerial Activities. Effective Managers relied the communities in which they operate.
more on communication, Successful managers relied on o Managing workforce diversity, The people in
networking organizations are becoming more heterogeneous
-Traditional Management : Decision Making, planning and demographically. Managers need to embrace diversity,
controlling find ways to manage it effectively, changing management
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philosophy in a way that recognizes and utilize differences Sexual harassment: unwanted sexual advances and other
to create productivity, profitability and welcoming verbal or physical conduct of sexual nature
cultures. Intimidation: bullying directed at members of specific
group.
Coming Attractions: Developing an OB Model Mockery & insult: jokes or negative stereotypes,
o Model : an abstraction of reality - a simplified sometimes the result of jokes taken so far.
representation of some real-world phenomenon. It Exclusion: exclusion of certain people from job
proposes three types of variables : Input, Processes, opportunities and other events.
Outcomes Incivility: disrespectful treatment, including behaving in an
o In OB, we utilize the representation of the world as aggressive manner, interrupting the person, etc.
broken down into three levels analysis by three types of
variables. BIOGRAPHICAL CHARACTERISTIC
o Inputs : Variables like personality, group structure and Age: Older workers bring experience, judgment, a strong
organizational structures that lead to processes. work ethic, and commitment to quality.
o Processes : Actions that individuals, groups, and Gender: that there are very few differences between men
organizations engage in as a result of inputs that lead to and women that impact job performance. For example,
certain outcomes. women, especially those with pre-school age children, do
o Outcomes : key variables that you want to explain or prefer flexible work schedules and will seek an employer
predict and that are affected by some other variables. who offers options in their schedules
Tenure: People with job tenure (seniority at a job) are
o Understanding the Goals of OB : more productive, absent less frequently, have lower
o Attitudes and Stress : Employee attitudes are the turnover, and are more satisfied.
evaluations employees make, ranging from positive to Race & Ethnicity: Contentious issue: differences exist, but
negative about objects, people, or events. could be more culture based than race based
o Task Performance : Combination of effectiveness and Religion: May impact the workplace in areas of dress,
efficiency at doing your core job tasks is a reflection of task grooming and scheduling
performance. Sexual Orientation: Federal law does not protect against
o Citizenship Behavior : Behavior that is not part of an discrimination (but state or local laws may). Domestic
employee’s formal job requirements and that contributes partner benefits are important considerations.
to psychological and social environment of the workplace. Gender Identity: Relatively new issue – transgendered
o Withdrawal Behavior : Set of actions that employees take employees
to separate themselves form the organization like
absenteeism and turnover. Managerial Implication
o Group Cohesion : the extent to which members of a Should not be used in management decisions: possible
group support and validate one another at work. source of bias
o Group Functioning : Refers to the quantity and quality of Global Implication
a group’s work output. There are many differences in biographical characteristics
o Productivity : Combination of the effectiveness and across cultures, but there is no evidence to support that
efficiency of an organization there is global relevance to the relationships we looked at
o Organizational Survival : The degree to which an in this chapter.
organization is able to exist and grow over the long term.
ABILITY->Directly influences employee’s level of
CHAPTER 2 performance.
is an individual’s capacity to perform the various tasks
associated with the job.
Diversity in Organization Two key factors of ability are:
Intellectual Abilities are needed To perform mental
activities
DIVERSITY - General Mental Ability (GMA) is a measure of overall
Levels of Diversity: intelligence.and is generally recognized by researchers.
1. Surface-level diversity: differences in easily perceived - Wonderlic Personnel Test: a quick measure of intelligence
characteristic, such as gender, race, ethnicity, age, or for recruitment screening.
disability, that do not necessarily reflect the ways people - No correlation between intelligence and job satisfaction.
think or feel but that may activate certain stereotypes.
2. Deep-level diversity: differences in values, personality, Dimensions of intellectual abilities:
and work preferences that become progressively more Number Aptitude: ability to do speedy and accurate
important for determining similarity as people get to know arithmetic and will be effective in jobs requiring
one another better. mathematical ability, such as an accountant.
Verbal Comprehension: ability to understand what is read
Discrimination: making judgments about individuals based or heard and the relationship of words to each other. This
on stereotypes regarding their demographic group. Types ability will be helpful in jobs where the manager needs to
of discrimination: understand policies in order to carry out their job tasks.
Discriminatory policies or practices: deny equal Perceptual Speed: ability to identify visual similarities and
opportunity to perform or unequal rewards for differences quickly and accurately. This particular ability is
performance helpful when an employee needs to take in a lot of
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information and make decisions about the patterns, such Attracting-> placing diversity advertisements in
as a detective or inspector. publications toward specific demographic with significant
Inductive Reasoning: present when an individual can numbers of underrepresented minorities
identify a logical sequence in a problem in order to help Selecting -> using fairness and objectivity and focus on the
find a solution. An employee who needs to make decisions productive potential
about the future based on historical information will need Developing -> deep level diversity factors are more
the ability of inductive reasoning. important than the surface level as those whose
Deductive Reasoning: ability to use logic and assess the personality traits are similar to those of their co-workers
implications of the argument. When making choices are more likely to be promoted
between two different possible solutions to a problem, a Retaining the Diverse Employees -> creating positive
manager would need to call upon their deductive diversity climate as it is related to higher commitment and
reasoning skills. lower turnover intentions
Spatial Visualization: when someone can imagine how an Working with Diversity in Groups: groups with different
object would look if its position in space was changed. An types of expertise and education are more effective if
employee who needs to make decisions about office setup leaders can show how members have a common interest
or interior design would need to have a high level of spatial in the group’s success.
visualization ability. Effective Diversity Programs:
Memory: the ability to retain and recall past experiences. -Teach managers about legal framework for equal
Individuals who need to act quickly in a situation, such as a employment opportunities and encourage fair treatment
paramedic or nurse, would need a significant degree of of all people
memory ability. . -Teach managers how a diverse workforce will be better
able to serve a diverse market of customers
Managerial Implications
-Managers need to focus on ability in selection, promotion, -Organizational training and personal development
and transfer. programs that can bring out skills and abilities of all
-Fine-tune job to fit incumbent’s abilities workers.
.
Global Implication Managerial Implications
Most evidence recognizes that the structures and Must be an ongoing commitment at all levels of the
measures of intellectual abilities work in many different organization.
cultures . Policies must include multiple perspectives and be long
term in their orientation to be effective.
Physical Abilities
The capacity to do tasks demanding stamina, dexterity, Global Implications
strength, and similar characteristics. Diversity management is important in all cultures;
There are three main categories of physical ability: however, each culture does approach diversity differently.
Strength Factors: For example, the type of demographic variables used to
- Dynamic strength: ability to exert muscular force identify diversity varies in each culture.
repeatedly
- Trunk strength: ability to exert muscular strength using
trunk
- Static strength: ability to exert force against external CHAPTER 3
objects
- Explosive strength. Ability to expend a maximum of Attitudes and Job Satisfaction
energy in one or a series of explosive acts
Flexibility factors: ATTITUDES
- Extent flexibility: ablity to move the trunk and back Attitudes are evaluative statements – either favorable –
muscles as far as possible about objects, people, or events.
- Dynamic flexibility: ability to make rapid, repeated flexing
movements Main components of attitudes:
Other strength factors - Cognitive = evaluation; a description of or belief in the
- Body coordination: ability to coordinate the simultaneous way things are.
actions of different parts pf the body - Affective = feeling; emotional segment of an attitude.
- Balance: ability to maintain equilibrium despite forces - Behavioral = action; intention to behave in a certain way
pulling off balance toward something or someone.All components of attitudes
- Stamina:.ability to continue maximum effort requiring are closely related and leads to certain attitudes toward
prolonged effort over time the supervisor.
Role of Disabilities Cognitive dissonance is any incompatibility between two
Do not make assumptions about people on the basis of or more attitudes or between behavior and attitudes.
disability but make accommodation for disabilities Individuals will attempt to reduce inconsistency which is
uncomfortable (from Festinger). Desire to reduce
IMPLEMENTING DIVERSITY MANAGEMENT STRATEGIES dissonance depends on moderating factors, such as:
by Making everybody more aware and sensitive to the - Importance of the elements creating it. The more
needs of others. Managers start by: important it is, the more
motivated people to reduce the dissonance.
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- The degree of influence we believe we have over them. Use one general question such as “All things considered,
People will be more how satisfied are you with your job?”
motivated to reduce dissonance that they can control. - Summation of job facets
- Rewards of dissonance. Higher rewards brings people be It identifies key elements in a job such as the nature of the
more motivated to work, supervision,
reduce dissonance. present pay, promotion opportunities, and relations with
co-workers.
Moderating variables is the moderators of the attitudes
relationship. They are: What causes job satisfaction?
- Importance of attitude; reflect people’s fundamental - Job conditions; pay, happiness, passion.
values, self-interest, or identification with individuals or - Core self-evaluations; bottom-line conclusions individuals
group they value. have about their
- Its correspondence to behavior; general attitudes tend to capabilities, competence, and worth as person.
best predict general behavior.
- Its accessibility; attitudes that our memory can easily Responses to job dissatisfaction
access are more likely to predict our behavior.
- The presence of social pressures; discrepancies between
attitudes and behavior tend to occur when social pressures
to behave in certain ways hold exceptional power.
- Whether the person has direct experience with the
attitudes.
What are major job attitudes? Job attitudes tap positive or
negative evaluation that employees hold about aspects of
their work environment.
- Job satisfaction; describe a positive feeling about a job,
result from an evaluation of its characteristics. Higher job
satisfaction means employees have positive feeling from
his job.
- Job involvement; measure the degree to which people
identify Psychologically with their job and consider their
perceived performance level important to selfworth.
This concept is closely related to psychological
empowerment,
employee’s beliefs in the degree to which they influence
their work environment, their competence, the Specific outcomes of job satisfaction and dissatisfaction in
meaningfulness of their job, and their perceived the workplace
autonomy. 1. Job satisfaction and job performance
- Organizational commitment; identification of employee Organizations with more satisfied employees tend to be
with a particular more effective than
organization and its goals and wishes to remain a member. organization with fewer.
Three separate 2. Job satisfaction and OCB
dimensions: People who are more satisfied with their jobs are more
o Affective commitment; emotional attachment to the likely to engage in OCB (organizational citizenship
organization and a behavior).
belief in its values. 3. Job satisfaction and customer satisfaction
o Continuance commitment; the perceived economic value Satisfied employees increase customer satisfaction and
of remaining loyalty.
with an organization. 4. Job satisfaction and absenteeism
o Normative commitment; an obligation to remain with Dissatisfied employee tend to miss work and have high
the organization for absence rate.
moral or ethical reasons. 5. Job satisfaction and turnover
- Perceived organizational support (POS); the degree to Job dissatisfaction is more likely to translate into turnover
which employees believe the organization values their when employment
contribution and cares about their well-being. opportunities are plentiful because employees perceive it
- Employee engagement; an individual involvement with, is easy to move.
satisfaction with, and enthusiasm for, the work she does. 6. Job satisfaction and workplace deviance
High employee engagement will leads to higher level of If employees don’t like their work environment, they’ll
consumer satisfaction, higher productivity, higher profit, respond somehow.
and lower turnover level. 7. Managers often “don’t get it
JOB SATISFACTION
CHAPTER 4
Measuring job satisfaction
Two popular approaches: Emotions and Moods
- Single global rating
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What are emotions & moods 5. Social activities – for most people, social activities
Affect : a broad range of feelings that people experience increase positive mood & have little affect on negative
Emotions : intense feelings that are directed at someone or mood.
something; clearly revealed by facial expressions; more 6. Sleep – sleep quality does affect mood; poor / reduced
action oriented sleep impairs decision making & makes it difficult to
Moods: feelings that tend to be less intense than emotions control our emotions
& that lack a contextual stimulus; may be more cognitive; 7. Exercise – exercise enchances people’s positive mood
cause to think/brood. 8. Age – negative emotions seem to occur less as people
“but emotions can turn into moods when you lose focus” get older
The Basic moods – Positive & Negative affect 9. Gender – women are more emotionally expressive than
Positive affect/positive moods : a mood dimension that men
consists of specific positive emotions such as excitement,
self-assurance, & cheerfulness at high end, and boredom, Emotional Labor
sluggishness, and tiredness at low end. Emotional Labor : a situation in which an employee
Negative affect/negative moods : a mood dimension that expresses organizationally desired emotions during
consists of specific negative emotions such as nervousness, interpersonal transactions at work
stress & anxiety at high end, and relaxation, tranquility, & Emotional Dissonance : inconsistencies between the
poise at low end. emotions people feel and the emotions they project
“people to recall negative experiences more rapidly” Felt emotions : an individual’s actual emotions
Positivity offset : when nothing in particular is going on, Displayed emotions : those that the organization requires
most individuals experience a mildly positive mood. workers to show
Surface acting : hiding one’s inner feeling & forgoing
Function of emotions -> our emotions provide important emotional expressions in response to display rules
information about how we understand the world around Deep acting : trying to modify one’s true inner feelings
us & helps our thinking process. based on display rules.
Affective Events Theory
Affective Events Theory (AET) : a model that suggests that
workplace events cause emotional reactions on the part of
employees, which then influence workplace attitudes &
behaviors
Test of affective events theory suggest the following:
- An emotional episode is actually a series of emotional
experiences
- Current emotions influence job satisfaction at any given
time
- Moods & emotions fluctuate over time -> affect on
performance also fluctuates
- Emotion-driven behavior are typically short in duration &
high of variability
- Emotions (even the positive ones) tend to be
incompatible with behaviors required to a job, they
typically have a negative influence on job performance
Emotional Intelligence
Emotional Intelligence : the ability to detect & to manage
emotional cues & information; an assortment of non-
cognitive skills, capabilities, and competencies that
influence a person’s ability to succeed in coping with
environmental demands and pressures.
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make good decisions quickly; depressed people are slower - Low Level : Cold, disagreeable and antagonistic
at processing information. 3.) Conscientiousness : Measure of reliability - lead to job
c.Creativity – people in good moods tend to be more knowledge, greater effort and increasing performance.
creative than people in bad moods. - High Level : Responsible, Organized, Dependable
d.Motivation - positive moods tend to be more creative -> - Low Level : Easily distracted, disorganized, unreliable
positive feedback from those observing their work -> 4.)Emotional Stability : A person’s ability to withstand
perform better. stress - lead to higher job satisfaction.
e.Leadership – expressions of emotions in speeches is -High Level : Calm, Self-confident, secure
often the critical element that makes us accept / reject a - Low Level : Nervous, Anxious, Depressed, Insecure
leader’s message 5.) Openness to Experience : Address range of interests
f.Negotiation – a skilled negotiator has a “poker face”; and fascination with something new - lead to creative
anger should be used selectively in negotiation people and can be leader
g.Customer service – employees’ emotions can transfer to - High Level : Curious, Creative
the customer; emotional contagion (the process by which - Low Level : Conventional
peoples’ emotions are caused by the emotions of others.
h. Job attitudes – people who had a good day at work tend o Other Personality Traits Relevant to OB :
to be in a better mood at home that evening, and vice 1. Core Self Evaluation : Degree to which people like or
versa dislike themselves
i. Deviant workplace behaviors – people who feel negative 2. Machiavellianism : Pragmatic, emotionally distant
emotions are more likely than others to engage in deviant power, player who believes that ends justify the means.
behavior at work. High Mac - Manipulative and persuade more, they like to
j. Safety & injury at work – negative moods also make have direct interaction, minimal rules.
people more distractable -> distractions can obviously lead 3. Narcissism : Arrogant, entitled, self-important person
to careless behaviors who needs excessive admiration - lead to less effective in
k. How managers can influence moods – managers can use their jobs.
humors & give their employees small tokens of 4. Self Monitoring : Ability to adjust behavior to meet
appreciation for work well done. external and situational factors.
5. Risk Taking : The Willingness to take chances
6. Type A People : People who aggressive and need to
achieve more and more. Impatient, striving to multi task,
CHAPTER 5 don’t do well with leisure time and obsessed with
achievement numbers.
Personality and Values 7. Proactive Personality : Identifies opportunities, shows
initiative, takes action and preserves to completion
Personality Values
Personality : growth and development of a person’s whole o Values : Represent basic convictions on how to conduct
psychological system. Personality is also a way of an yourself or how to live your life that is personally or socially
individual reacts and interact with others. preferable. Attributes of Value :
o Content of Attribute : Levels of important the way of
Measuring personality is helpful in hiring decision. conduct or end state
Common method of Measuring personality is Self- o Intensity Attribute : How important the content is
Reporting Survey - a method where people is evaluating o Value System : A person’s value rank ordered by intensity
themselves on a series of factors. o Importance of Values
o Weakness : Respondent might lie or practice impression, o Provide understanding of the attitudes, motivation and
Less accurate. behaviors
Personality Determinants : Heredity/Genetics (refers to o Influence our perception of the world around us
physical stature and gender) and/or Environment o Represent the interpretations of right and wrong
o Imply that some behavior/outcomes are preferred
Personality Traits : Enduring Characteristics that describes o Terminal Values : Desirable end-states of existence; the
on Individual’s behavior. goals that a person would like to achieve during his or her
lifetime
Frameworks used to describe personality : o Instrumental Values : Preferable way of behavior or
o Myers-Brigg Type Indicator (MBTI) : Respondents means of achieving one’s terminal values .Linking an
classified within four scales describe 16 personality types. Individual’s Personality and Values to the Workplace
Problems : Forces a person into one type or another, no in-
between. o Person-Job Fit Theory : Satisfaction and the propensity
to leave a position depend on how well individuals match
The Big Five : Five basic dimension that encompass most of their personalities to a job. There are six personalities :
the significant variations in human personalities (pictures in next page)
1.) Extraversion : Comfort level with relationship - lead to
happier and good social skills people o The closer two fields or orientation in hexagon, the more
- High level : Sociable and Assertive compatible they are because adjacent categories are quite
- Low Level : Reserved, Timid and Quiet similar, while diagonally opposite are highly dissimilar.
2.) Agreeableness : Individual’s propensity to respect the
others - lead to good in social settings people.
- High Level : Cooperative, Warm, Trusting
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CHAPTER 6
PERCEPTION is the way people organize the massive 2. Common shortcuts in Judging others
amounts of information they receive into patterns that – Selective Perception: People selectively interpret what
give it meaning. People will use their perceptions of reality, they see on the basis of their interests, background,
not reality itself, to decide how to behave experience, and attitudes.
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Ex: when the sales executives was asked what the most
important problem in the case given. Most of them rated
sales important because it is related to their own unit’s
activities.
– Halo Effect: Drawing a general impression about an
individual on the basis of a single characteristic.
Ex: if a chef is famous for making one particular dish, then
the halo effect allows people to assume that he can cook
anything with equal proficiency
– Contrast Effects: Evaluation of a person’s characteristics
that are affected by comparisons with other people
recently encountered who rank higher or lower on the
same characteristics.
Ex: When you meet two other people, you are likely to
compare each against the other on several dimensions to
decide which you prefer. This may include physical beauty,
similarity of interests and various personality factors.
– Stereotyping: making generalizations about an individual
based on the group to which that person belongs. This DECISION MAKING MODELS IN ORGANIZATION
generalization can be useful in making decisions, however, 1. Rational Decision Making
it can also be inaccurate and cause us to mistakenly – The “perfect world” model: assumes complete
develop a perception about an individual that is not information, all options known, and maximum payoff
representative of who they are. – Six-step decision-making process
Ex: people often assume older workers can’t learn new 1. Define the problem
skills 2. Identify the decision criteria
Profiling is an application of stereotyping where members 3. Allocate weights to all criteria
of a group are singled out for scrutiny based on a single 4. Develop the alternatives
trait. 5. Evaluate the best alternative
3. Specific Shortcut Applications in Organizations
– Analytical process that companies use to come up with a
Organizations use these shortcuts often to make decisions fact-based decision.
– Employment Interview – It is not always a realistic choice for organizations due to
Perceptual biases of raters affect the accuracy of time constraints and other pressures
interviewers’ judgments of applicants 2. Bounded Reality
– Performance Expectations – The “real world” model: seeks satisfactory and sufficient
Self-fulfilling prophecy (Pygmalion effect): The lower or solutions from limited data and alternatives
higher performance of employees reflects preconceived – was developed to explain why limits exist to how rational
leader expectations about employee capabilities a decision maker can actually be within a decision-making
The higher the expectations, the better people tend to environment
perform and vice versa. 3. Intuition
– Performance Evaluations – A non-conscious process created from distilled
Appraisals are often the subjective (judgmental) experience that results in quick decisions
perceptions of appraisers of another employee’s job Relies on holistic associations
performance Affectively charged – engaging the emotions
Critical impact on employees and their wages.
Common Biases and Errors in Decision Making
THE LINK BETWEEN PERCEPTION AND INDIVIDUAL 1. Overconfidence Bias: Believing too much in our own
DECISION MAKING ability to make good decisions especially when outside of
Problem: A perceived discrepancy between the current own expertise.
state of affairs and a desired state
Ex: when we’re asked to judge the probability of
Decisions: Choices made from among alternatives something, people tend to be too optimistic. When they
developed from data say 100 percent sure about something, they tend to be 70-
Perception Linkage: All elements of problem identification 85 percent correct.
and the decision-making process are influenced by 2. Anchoring Bias: when you make your decisions based on
perception. the information you received first and not on the new
Problems must be recognized information received, causing you to jump to a decision
Data must be selected and evaluated before you have the right information.
Ex: the initial price offered for a used car sets the standard
for the rest of the negotiations, so that prices lower than
the initial price seem more reasonable even if they are still
higher than what the car is really worth.
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3. Confirmation Bias: Selecting and using only facts that – Differences develop early
support our decision and Ignoring facts that go against Mental Ability
your decision can limit the success of the solution.
4. Availability Bias: Emphasizing information that is most People with higher levels of mental ability make decisions
readily at hand (recent & vivid) more quickly as well as make better decisions because they
Ex: more people fear flying than fear driving in a car are able to process information more effectively.
whereas car accident is more often happens. it is because Organizational Constraints
media give much more attention to air accidents Performance Evaluation: Managerial evaluation criteria
influence actions
5. Escalation of Commitment: Increasing commitment to a
decision in spite of evidence that it is wrong – especially if Reward Systems: Managers will make the decision with
responsible for the decision! the greatest personal payoff for them
Ex: When an investor buys stock expecting the price to rise Formal Regulations: Limit the alternative choices of
and then continues to buy more and more as the price decision makers
drops, they are escalating their commitment. Instead of System-Imposed Time Constraints: Restrict ability to
their original plan of investing $10,000, they end up paying gather or evaluate information
in much more in an attempt to make their original decision Historical Precedents: Past decisions influence current
right. decisions
6. Randomness Error: Creating meaning out of random
events – superstitions
Ex: people who believe in the myth Friday the 13th will
never make important decision on that day
7. Winner’s Curse
Ex: Highest bidder pays too much due to value
overestimation
Likelihood increases with the number of people in auction ETHICS IN DECISION MAKING
8. Hindsight Bias After an outcome is already known, Ethical Decision Criteria
believing it could have been accurately predicted Utilitarianism
beforehand Decisions made based solely on the outcome
Ex: before an ad campaign, a manager may have Seeking the greatest good for the greatest number
anticipated an 80 percent success rate. But if the campaign Dominant method for businesspeople
fails, he is likely to recall having given it a lower chance of So long as a course of action produces maximum benefits
success for everyone, utilitarianism does not care whether the
benefits are produced by lies, manipulation, or coercion.
Pro: Promotes efficiency and productivity
Con: Can ignore individual rights, especially minorities
Rights
Decisions consistent with fundamental liberties and
privileges
Respecting and protecting basic rights of individuals such
as whistleblowers
Pro: Protects individuals from harm; preserves rights
Con: Creates an overly legalistic work environment
Justice
Imposing and enforcing rules fairly and impartially
Equitable distribution of benefits and costs
Pro: Protects the interests of weaker members
Con: Encourages a sense of entitlement
Ex: union members typically favor this view to make
employers pay the same wage for a given job regardless of
INFLUENCES ON DECISION MAKING performance differences
Individual Differences
Personality
– Conscientiousness may affect escalation of commitment
Achievement strivers are likely to increase commitment
Dutiful people are less likely to have this bias
– Self-Esteem
High self-esteem people are susceptible to self-serving
bias
Gender
– Women analyze decisions more than men – rumination
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- Challenging goals get our attention and thus tend to help Equity Theory/Organizational Justice
us focus. A theory that says that individuals compare their job inputs
- Difficult goals energize us because we have to work and outcomes with those of others and then respond to
harder to attain them. eliminate any inequities.
- When goals are difficult, people persist in trying to attain
them. Four referent comparisons:
Three other factors that influence the goals-performance 1. Self-inside; different position inside current
relationship: goal organization.
commitment, task characteristics, and national culture. 2. Self-outside; different position outside current
organization.
Management by objective (MBO) is a program that 3. Other-inside; other individual/group inside current
encompasses specific goals, participatively set, for an organization.
explicit time period, with feedback on goal progress. Four 4. Other-outside; other individual/group outside current
ingredients of MBO: organization.
1. Goal specificity
2. Participation in decision making Employees who perceive inequity will make one of six
3. An explicit time period choices:
4. Performance feedback. 1. Change their inputs.
2. Change their outcomes.
Self-Efficacy Theory (Social Cognitive Theory) 3. Distort perceptions of self.
A theory that says that an individual’s belief that he/she is 4. Distort perception of others.
capable of performing a task. The higher your self-efficacy, 5. Choose a different referent.
the more confidence you have in your ability to succeed. 6. Leave the field.
Setting difficult goals for employees will make them have a
higher level of self-efficacy and set higher goals for their Model of Organizational Justice
own performance because setting difficult goals for people
communicates your confidence in them.
Four ways self-efficacy can be increased:
1. Enactive mastery; gaining relevant experience with the
task or job.
2. Vicarious modeling; becoming more confident because
you see someone else doing the task.
3. Verbal persuasion; becoming more confident because
someone convinces you.
4. Arousal; an energized state which drives a person to
complete a task.
Reinforcement Theory
A theory that says that behavior is a function of its
consequences. This theory sees behavior as
environmentally caused. It ignores the inner state of the
individual and concentrates solely on what happens when
he/she takes some actions. Reinforcement strengthens a
behavior and increases the likelihood it will be repeated.
Behaviorism: a concept that argues that behavior follows
stimuli in a relatively unthinking manner.
Social-learning theory: the view that we can learn through Expectancy Theory
both observation and direct experience. A theory that says that the strength of a tendency to act in
a certain way depends on the
Four processes determine the influence of models as strength of an expectation that the act will be followed by
central of sociallearning a given outcome and on the
viewpoint on an individual: attractiveness of that outcome to the individual.
1. Attentional processes; people learn from a model only
when they recognize and pay attention to its critical
features.
2. Retention processes; a model’s influence depends on
how well the individual remembers the model’s action
after the model is no longer readily available.
3. Motor reproduction processes; demonstrate that the
individual can perform the modeled activities.
4. Reinforcement processes; positive incentives or rewards
are provided to 1. Effort-performance relationship; the probability
motivate individuals. perceived by the individual that exerting a given amount of
effort will lead to performance.
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2. Performance-reward relationship; the degree to which MPS = Skill Variety + Task Identity + Task Significance x
the individual believes performing at a particular level will Autonomy x Feedback
lead to the attainment of a desired outcome.
3. Rewards-personal goals relationship; the degree to How can Jobs redesigned?
which organizational Job Rotation (also called cross-training) – the periodic
rewards satisfy an individual’s personal goals or needs and shifting of an employee from one task to another with
the attractiveness of those potential rewards for the similar skill requirements at the same organizational level
individual. Strengths of Job rotation:
- Reduce boredom
Expectancy theory helps explain why a lot of workers - Increase motivation
aren’t motivated on their jobs and do only the minimum - Helps employees better understand how their work
necessary to get by. contributes in the organization
- Wider range of skills
- More flexibility in scheduling work
CHAPTER 8 - Adapting to changes
- Filling vacancies
Motivation : From Concept to Application
Weaknesses of Job rotation:
- Training cost
Motivating by Job Design: The Job Characteristics Model - Productivity reduced
Job Design: The way elements in a job are organized
Job Characteristics Model: A model that proposes that any Job enrichment : the vertical expansion of jobs, which
job can be described in terms of 5 core job dimensions. increases the degree to which the worker controls the
planning, execution, & evaluation of the work Guidelines
5 core job dimensions (based on JCM) for enriching job:
1. Skill Variety – degree to which a job requires a variety of
different activities
2. Task Identity – degree to which a job requires
completion of a whole & identifiable a piece of work
3. Task significance – degree to which a job has an impact
on the lives/work of other people
4. Autonomy – degree to which a job provides substantial
freedom & discretion to the individual in scheduling the
work & in determining the procedures to be used in
carrying it out
5. Feedback – degree to which carrying out activities
generates direct & clear information about your own
performance
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All group members have roles. Many of these roles are 4. Select members who have high motivation and prefer to
compatibles; some create conflicts. work in group.
Role perceptions: our view on how someone is supposed 5. Give reward if possible.
to act in a given situation.
Role expectations: how others believe a person should act Group Property 5: Cohesiveness
in a given situation. Cohesiveness: the degree to which group members are
Psychological contract: an unwritten agreement that exist attracted to each other and are
between employees and employer. motivated to stay in group.
Role conflict: a situation in which an individual is How to encourage group cohesiveness?
confronted by divergent role expectations. 1. Make the group smaller.
2. Encourage agreement with group goals.
Group Property 2: Norming 3. Increase the time members spend together.
Norms: acceptable standards of behavior within a group 4. Increase the group’s status and the perceived difficulty
that are shared by the group’s members. to attaining membership.
Norms can cover virtually any aspect of group behavior 5. Stimulate competition with other groups.
which is: 6. Give rewards to the group rather than to individual
1. Performance norm: explicit cues about how hard members.
member should work, etc. 7. Physically isolate the group.
2. Appearance norm; dress codes, unspoken rule about
when to look busy. GROUP DECISION MAKING
3. Social arrangement norm.
4. Allocation norm; distribution of resource, assignment of Group versus the Individual
difficult job, etc. Strengths of group decision making:
Conformity: the adjustment of one’s behavior to align with - More complete information and knowledge.
the norms of the group. People conform to reference - Increased diversity of views.
group, the important groups to which they belong or hope - Acceptance of a solution.
to belong. Weakness of group decision making:
Deviant workplace behavior: voluntary behavior that - Conformity pressures.
violates significant organizational norms and, in so doing, - Dominated by one or a few members.
threatens the well-being of the organization or its - Ambiguous responsibility.
members. Also called antisocial behavior or workplace Effectiveness and Efficiency:
incivility. - Speed: individuals better.
- Creativity: group better.
Group property 3: Status - Acceptance: group better.
Status: a socially defined position or rank given to groups
or group member by others. Status characteristic theory: a Groupthink: a phenomenon in which the norm for
theory that states that differences in status characteristics consensus overrides the realistic
create status hierarchies within groups. Status derives appraisal of alternative courses of action.
from one of three sources:
1. The power a person wields over others. Groupshift: a change in decision risk between a group’s
2. A person’s ability to contribute to a group’s goals. decision and an individual
3. An individual’s personal characteristic. decision that a member within the group would make; the
As high-status individuals, they’re given a wider range of shift can be toward either
discretion as long as their activities aren’t severely conservatism or greater risk.
detrimental to group goal achievement.
High-status people tend to be more assertive group Group Decision-Making Techniques
members. 1. Interacting groups; each member interact with other
It is important for group members to believe the status face to face.
hierarchy is equitable. Perceivable inequity creates 2. Brainstorming; an idea-generation process that
disequilibrium, which inspire various types of corrective specifically encourages any and
behavior. all alternatives while withholding any criticism of those
alternatives.
Group Property 4: Size 3. Nominal group technique; a group decision-making
Smaller groups are faster at completing tasks than larger method in which individual
ones and that individuals perform better in smaller groups members meet face to face to pool their judgments in a
than larger ones. But, in problem solving, large groups systematic but
consistently gets better marks than their smaller independent fashion.
counterparts. 4. Electronic meeting; a meeting in which members
interact on computers, allowing
Social loafing: the tendency for individuals to expend less for anonymity of comments and aggregation of votes.
effort when working collectively than alone.
To prevent social loafing:
1. Set group goals. CHAPTER 10
2. Increase intergroup competition.
3. Engage in peer evaluation. Understanding Team Work
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Managing information
1. Dealing with information overload – a condition in which
information
2. Always on Call
3. Information security
Choice of Communication Channel
The model of “media richness” helps explain an
individual’s choice of communication channel - channels
vary in their capacity to convey information
Characteristics of Rich Channels, such as face-to-face
The Grapevine conversation:
The informal communication network in a group or -Handle multiple cues simultaneously
organization - Facilitate rapid feedback
Grapevine characteristics : -Are very personal in context
– Informal, not controlled by management.
– Perceived by most employees as being more believable
and reliable than formal communications.
– Largely used to serve the self-interests of those who use
it.
– Results from:
Desire for information about important situations
Ambiguous conditions
Conditions that cause anxiety
Suggestions for reducing the negative sequences or
Rumors:
1. Provide information
2. Explain actions and decisions that may appear
inconsistent, unfair, or secretive
3. Refrain from shooting the messenger – respond to them
calmly, rationally and respectfully
4. Maintain open communication channels
Electronic Communications
o Email
Advantages : quickly written, sent, and stored; low cost for High performing managers are tend to be very media-
distribution sensitive
Disadvantages: information overload, lack of emotional
content, cold and impersonal Barriers to Effective Communication
1. Filtering : A sender’s manipulation of information so that
o Instant Messaging and Text Messaging it will be seen more favorably by the receiver.
Advantage : “real time” e-mail transmitted straight to the 2. Selective Perception :People selectively interpret what
receiver’s desktop. they see on the basis of their interests, background,
Disadvantage : can be intrusive and distracting. experience, and attitudes.
3. Information Overload :A condition in which information
o Networking Software inflow exceeds an individual’s processing capacity.
Linked systems organically spread throughout the nation 4. Emotions :How a receiver feels at the time a message is
and world that can be accessed by a PC received will influence how the message is interpreted.
Includes: 5. Language :Words have different meanings to different
Social networks like MySpace® and Facebook® people.
Professional networks like Zoominfo® and Ziggs® 6. Silence :
Corporate networks such as IBM’s BluePages® - Defined by the absence of information
Key Points: - Silence is less likely where minority opinions are treated
These are public spaces – anyone can see what you post with respect, work group identification is high, and high
Can be used for job application screening procedural justice prevails.
Avoid “over stimulating” your contacts 7. Communication Apprehension
Undue tension and anxiety about oral communication,
o Blogs written communication, or both
websites about a single person (or entity) that are typically 8. Gender Differences
updated daily
o Video Conferencing – uses live audio and video Internet
streaming to create virtual meetings
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CHAPTER 12
LEADERSHIP
-Assumption : the leadership style is FIXED (task oriented -Leaders select certain followers to be “in” (favorites),
or relationship based on competenceand/or compatibility & similarity to
oriented) leader
-Three contingency or situational dimensions: -“Exchanges” with these “In” followers will be higher
1.Leader quality than with those who are “Out”
member relations = the degree of confidence, trust, abd - RESULT: “In” subordinates will have higher performance
respect members have in their leader ratings, less turnover, and greater job satisfaction
2. Task structure = the degree to which the job
assignments are Contemporary Leadership Theories
Pocedurized I. CHARISMATIC LEADERSHIP - A leadership theory that
3. Position power = the degree of influence a leader has states that followers make attributions of heroic or
over powervariables such as hiring, discipline, promotions, extraordinary leadership abilities when they obeserve
and salary increases certain behaviours
- Task-oriented leaders perform best in situations of high
and low control, Characteristics:
while relationship-oriented leaders perform best in -have vision
moderate control - willing to take personal risk to achieve that vision
situations - they are sensitive to follower needs
- 2 ways to improve leader effectiveness: - exhibit extraordinary behaviours
1) Select leader to fit situation
2) Change situation to fit leader A three-step process to make a change become a
charismatic one:
Other Contingency Theories: a) maintaining an optimistic view; using passion as a
2. SITUATIONAL LEADERSHIP THEORY - A contingency catalyst for generating enthusiasm
theory that focuses on b) draw others in by creating a bond that inspires them to
followers’ readiness; the more “ready” the followers (the follow
more willing and able) the less the need for leader support c) bring out the potential in followers by tapping into their
and supervision) emotions
How charismatic leaders influence followers?
1. Articulating an appealing vision, a long-term strategy for
attaining a goal by linking the present with a better future
for the organization
2. A vision is incomplete without an accompanying vision
statement – a formal articulation of an organization’s
vision or mission
3. The leader conveys a new set of values and sets an
example for followers to imitate
4. The leader engages in emotion-inducing and often
unconventional behavior to demonstrate courage and
conviction about the vision.
There are impressive correlation between charismatic
leadership and high performance and satisfaction among
followers.
The darkside : charismatic leaders who are larger than life
dont necessarily act in the best interests of their
3. PATH-GOAL THEORY organizations.
Leader must help followers attaining goals and reduce
roadblocks to II. TRANSFORMATIONAL LEADERSHIP
success ,provide followers with the information, support, Transformational leader: leaders who inspire followers to
or other transcend their own selfinterests and who are capable of
resources necessary to achieve their goals having a profound and
extraordinary effect on followers
4. LEADER-PARTICIPATION MODEL
- Rule based decision tree to guide leaders about when and Transactional leaders: leaders who guide or motivate their
when not to followers in the direction of established goals by clarifying
include subordinate participation in decision making role and task requirements
- Considers 12 contingency variables, 8 problem types, and
5 leadership Transformational leaders are more effective because they
styles to consider whether or not to include subordinates are more creative but also because they encourage those
in decision who follow them to be creative, too.
making o Greater decentralization of responsibility, more
propensity to risks
Leader-Member Exchange Theory o Show greeter agreement among top managers about the
organization’s goals which yields superior performance
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5.Self-Promotion – highlighting one’s best qualiities, resolving conflicts productively so their disruptive
downplaying one’s deficits, and calling attention to one’s influence can be minimized
achievements is a self-focused IM technique.
6.Enhancement – claiming that something you did is more The Conflict Process
valuable than most other members of the organizations It has 5 stages:
would thinh is a self-focused IM technique
7.Flattery – complimenting others about their virtues in an Stage I : Potential Opposition or Incompatibility
effort to make oneslef appear perceptive and likeable is an The appearance of conditions that create oppotunities for
assertive IM technique. conflict to arise.
8.Examplification – doing more than you need to in an
effort to show how dedicated and hard working you are is Causes of Conflicts:
an assertive IM technique 1. COMMUNICATION
-Arise from semantic difficulties, misunderstandings, and
“noise” in the communication channels
CHAPTER 14 -The potential conflict increases when either too little or
too much communication take place
LEADERSHIP
A DEFINITION OF CONFLICT
Conflict
- A process that begins when one party perceives that
another party has negatively affected, or is about to
negatively affect, something that the first party cares
about.
- Encompasses a wide range of conflicts that people
experience in organizations : Incompatibility of goals,
differences over interpretations of facts, or disagreements
based on behavioral expectations.
TRANSITIONS IN CONFLICT THOUGHT
1. Traditional View of Conflict: The belief that all conflict is
harmful and must be avoided.
Causes of conflict :
- Poor communication 2. STRUCTURE, includes:
- Lack of openness -Size and specialization of jobs
- Failure to respond to employee needs -Jurisdictional clarity/ambiguity
-Member/goal incompatibility
2. Interactionist View of Conflict: The belief that conflict is -Leadership styles (close or participative)
not only a positive force in a group but that it is absolutely -Reward systems (win-lose)
necessary for a group to perform effectively. -Dependence/interdependence of groups
It doesnt propose that all conflicts are good.
- Functional Conflict - Conflict that supports the goals of
the group and improves its performance. 3. PERSONAL VARIABLES, includes:
- Dysfunctional Conflict - Conflict that hinders group Personality
performance Emotions
Values
Types of Conflicts:
a. Task conflicts > Conflicts over content and goals of the Stage II : Cognition and Personalization
work. -Perceived Conflict > Awareness by one or more parties of
b. Relationship conflicts > Conflict based on interpersonal the existence of conditions that create opportunities for
relationships – almost always dysfunctional because it conflict to arise.
increase personality clashes and decrease mutual - Felt Conflict > Emotional involvement in a conflict
understanding which hinders the completion of creating anxiety, tenseness, frustration, or hostility.
organizational tasks.
c. Process conflicts > Conflict over how work gets done. Conflict definition:
1. Negative emotions, allow us to oversimplify issues, lose
3. Managed Conflict View trust, and put negative interpretations on the other party’s
- Research have started to focus more on managing the behavior.
whole in which the conflicts occur, both before and after 2. Positive feelings, increase our tendency to see potential
the behavioural stage of conflict occurs. relationships among the elements of a problem, to take a
- Managed conflict perspective does recognize that conflict broader view of the situation, and to develop more
is probably inevitable, and it focuses more on productive innovative solutions
conflict resolution > the research has swung from
eliminating conflict, to encouraging limited levels of Stage III : Intentions
conflict, and now to finding constructive methods for Intensions are decisions to act in a given way.
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Simple environments are homogeneus and concentrated, 2. Attention to detail – the degree to which employees are
and heterogeneity one are complex and diverse, with expected to exhibit precision, analysis, and attention to
numerous competitors. detail
3. Outcome orientation – the degree to which
Some general conclusions: management focuses on results or outcomes rather than
The more scarce, dynamic, and complex the environment, on the techniques and processes used to achieve them
the more organic a structure should be. The more 4. People orientation – the degree to which management
abundant, stable, and simple the environment, the more decisions take into consideration the effect of outcomes on
the mechanistic structure will be preferred. people within organization
5. Team orientation – the degree to which work activities
Organizational Designs and Employee Behavior are organized around teams rather than individuals
Research Findings: 6. Aggressiveness – the degree to which people are
Work specialization contributes to higher employee aggressive and competitive rather than easygoing
productivity, but it reduces job satisfaction. 7. Stability – the degree to which organizational activities
The benefits of specialization have decreased rapidly as emphasize maintaining the status quo in contrast to
employees seek more intrinsically rewarding jobs. growth
The effect of span of control on employee performance is
contingent upon individual differences and abilities, task Do Organizations Have Uniform Cultures?
structures, and other organizational factors.
Participative decision making in decentralized 1. Dominant Culture
organizations is positively related to job satisfaction. Expresses the core values that are shared by a majority of
the organization’s members.
Summary and Implications for Manager Core Values : The primary or dominant values that are
accepted throughout the organization.
2. Subcultures
Minicultures within an organization, typically defined by
department designations and geographical separation
>> Strong vs Weak Culture<<
- If most employees have the same opinions about the
organization’s mission and values, the culture is strong; if
opinions vary widely, the culture is weak
- Strong Culture : A culture in which the core values are
intensely held and widely shared.
- A strong culture should reduce employee turnover,
because it demonstrayes high agreement about what the
organization represents
>>Culture vs Formalization<<
This diagram summarizes the discussion of this chapter. A strong culture increases behavioral consistency and can
Strategy, size, technology, and environment determine the act as a substitute for formalization.
type of structure an organization will have. To simplify, we
classify the structural designs to mechanistic and organic. WHAT DO CULTURES DO?
The specific effect of structural designs on performance Cultures Functions:
and satisfaction is moderated by employee’s individual 1. Creates distinction between one organization and
preferences and cultural norms. Finally, technology is others.
reshaping work such that organizational structures may be 2. Conveys a sense of identity for its members.
increasingly amorphous. This allows a manager the 3. Facilitates the generation of commitment to something
flexibility of taking into account things like employee larger than individual self-interest.
preferences, experience, and culture to design work 4. Enhances the stability of the social system.
systems that truly motivate their employees 5. Serves as a sense-making and control mechanism for
fitting employees in the organization.
CHAPTER 16 Organizational climate : the shared perceptions
organizational members have about their organizations
ORGANIZATIONAL CULTURE and work environment. A positive overall workplace
climate has been linked to higher customer satisfaction
and financial performance as well.
WHAT IS ORGANIZATIONAL CULTURE?
Organizational Culture is a system of shared meaning held Culture as a Liability
by members that distinguishes the organization from other Institutionalization : When an organization takes on a life
organizations. of its own, apart from any of its members, becomes valued
for itself, and acquires immortality.
7 characteristics:
1. Innovation and risk taking – the degree to which 1. Barrier to change
employees are encouraged to be innovative and take risks
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Substantive Selection - these are the heart of the selection Arguments for ethics training:
process, and include written tests, performance tests, and o Values can be learned and changed after early childhood.
interviews o Training helps employees recognize ethical dilemmas and
become aware of ethical issues related to their actions.
Written Tests o Training reaffirms the organization’s expectation that
Applicants tend to view this less valid and fair than members will act ethically.
interviews or performance tests.
Include : Training Method
1. Intelligence or cognitive ability tests 1. Formal Training = planned in advance and having a
2. Personality tests structured format.
3. Integrity tests 2. Informal Training = unstructure, unplanned, and easily
4. Interest inventories adapted to situations and individual.
Tests must show a valid connection to job-related 3. On-the-Job Training = include job rotation,
performance requirements. apprenticeships, understudy assignments, and formal
mentoring programs.
Performance-simulation Tests 4. Off-the-Job Training = by using classrom lectures,
Based on job-related performance requirements. Yield videotapes, public seminars, self-study programs, internet
validities (correlation with job performance) superior to courses, and group activities that use role-plays and case-
written aptitude and personality tests. studies.
2 best known: 5. E-training = online courses covering everything from
1.) Work sample tests - Creating a miniature replica of a products to policies
job to evaluate the performance abilities of job candidates.
2.) Assessment centers - A set of performance-simulation Individualizing Formal Training to Fit the Employee’s
tests designed to evaluate a candidate’s managerial Learning Style
potential - Readings
- Lectures
Interviews -Participation and Experiential Exercises
-Are the most frequently used selection tool. - Visual Aids
-Carry a great deal of weight in the selection process.
-Can be biased toward those who “interview well.” Performance Evaluation
-Should be structured to ensure against distortion due to 3 major types of behavior that constitute performance at
interviewers’ biases. work:
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Disusun oleh : Muhammad Firman (Akuntansi FE UI 2012)
1. Task Performance – performing the duties and How to evaluate an employee performance?
responsibilities that contribute to the production of a good 1. Written Essay
or service or to administrative tasks A narrative describing an employee’s strengths,
2. Citizenship – actions that contribute to the psychological weaknesses, past performances, potential, and suggestions
environment of the organization, such as helping others for improvement
when not required 2. Critical Incidents
3. Counterproductivity – actions that actively damage the Evaluating the behaviors that are key in making the
organization, including stealing, behaving, aggresively difference between executing a job effectively and
toward co-workers, or being late or absent executing it ineffectively
3. Graphic Rating Scales
Purposes of Performance Evaluation: An evaluation method in which the evaluator rates
1. Making general human resource decisions. performance factors on an incremental scale.
Promotions, transfers, and terminations
2. Identifying training and development needs.
Employee skills and competencies
3. Validating selection and development programs.
Employee performance compared to selection evaluation
and anticipated performance results of participation in
training
4. Providing feedback to employees.
The organization’s view of their current performance
5. Supplying the basis for rewards allocation decisions.
Merit pay increases and other rewards
What Do We Evaluate?
a) Individual task outcomes, such as quantity produces, Behaviorally Anchored Rating Scales (BARS)
scrap generated, and cost per unit of production for a plant Scales that combine major elements from the critical
manager or on overall sales volume in the territory, dollar incident and graphic rating scale approaches: The appraiser
increase sales, etc rates the employees based on items along a continuum,
b) Behaviors – we may readily evaluate the group’s but the points are examples of actual behavior on a given
performance, but it is hard to identify the contribution of job rather than general descriptions or traits.
each group member
c) Traits – the weekest criteria. Having a good attitude, Forced Comparisons
showing confidence, being dependable, looking busy, etc Evaluating one individual’s performance relative to the
may or may not be highly correlated with postive task performance of another individual or others.
outcomes
-Group Order Ranking
What should do the Evaluating? An evaluation method that places employees into a
- Managers particular classification, such as quartiles.
- Peers and subordinates - Individual Ranking
- 360-degree evaluation An evaluation method that rank-orders employees from
best to worse.
Suggestions for Improving Performance Evaluations
1. Use multiple evaluators to overcome rater biases.
2. Evaluate selectively based on evaluator competence.
3. Train evaluators to improve rater accuracy.
4. Provide employees with due process.
Providing Performance Feedback
Why Managers Are Reluctant to Give Feedback
– Uncomfortable discussing performance weaknesses
directly with employees.
– Employees tend to become defensive when their
weaknesses are discussed.
– Employees tend to have an inflated assessment of their
own performance.
Solutions to Improving Feedback
– Train managers in giving effective feedback.
– Use performance review as counseling activity than as a
judgment process.
Managing Work-Life Conflicts
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PE1
Disusun oleh : Muhammad Firman (Akuntansi FE UI 2012)
Planned Change
Change -- Making things different
Planned Change -- Activities that are intentional and goal
oriented
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1. It fights the effect of misinformation and clear up a. Establish a sense of urgency by creating a compelling
misundrstandings reason for why change is needed.
2. It can help “sell” the need for change by packaging it b. Form a coalition with enough power to lead the change.
properly c. Create a new vision to direct the change and strategies
for achieving the vision.
o Participation d. Communicate the vision throughout the organization.
Expertise can help to make a meaningful contribution, e. Empower others to act on the vision by removing
their involvement can reduce resistance, obtain barriers to change and encouraging risk taking and creative
commitment, and increase quality of the change decision problem solving.
f. Plan for, create, and reward short-term “wins” that move
o Building support and commitment the organization toward the new vision.
Counseling and therapy, new-skills training or a short-paid g. Consolidate improvements, reassess changes, and make
leave of absence may facilitate adjustment necessary adjustments in the new programs.
h. Reinforce the changes by demonstrating the relationship
o Develop positive relationships between new behaviors and organizational success.
People are more willing to accept changes if they trust the
managers implementing them III. ACTION RESEARCH
A change process based on systematic collection of data
o Implementing changes fairly and then selection of a change action based on what the
Its crucial that employees see the reason for the change analyzed data indicates.
and perceive its
implementation as consistent and fair Process Steps:
1. Diagnosis
o Manipulation and cooptation 2. Analysis
Manipulation refers to convert influence attempts. 3. Feedback
Twisting facts to make them more attractive, withholding 4. Action
information, and creating false rumors to get employees to 5. Evaluation
accept change are all examples of manipulation.
Cooptation combines manipulation and participation. Action research benefits:
-Problem-focused rather than solution-centered.
o Selecting people who accept change -Heavy employee involvement reduces resistance to
change.
o Coercion
Coercion is the application of direct threats or force on IV. ORGANIZATIONAL DEVELOPMENT
resisters A collection of planned interventions, built on humanistic-
democratic values, that seeks to improve organizational
The Politics of Change effectiveness and employee well-being.
o Impetus for change is likely to come from outside change OD methods value human and organizational growth,
agents. collaborative and participative processes, and a spirit of
o Internal change agents are most threatened by their loss inquiry
of status in the organization.
o Long-time power holders tend to implement only OD values:
incremental change. o Respect for people
o The outcomes of power struggles in the organization will o Trust and support
determine the speed and o Power equalization
quality of change. o Confrontation
o Participation
Approaches to Managing Organizational Change OD techniques:
I. LEWIN’S THREE-STEP MODEL 1. Sensitivity training
Successful change in organizations should follow three -Training groups (T-groups) that seek to change behavior
steps: through unstructured group interaction.
1. Unfreezing the status quo - Provides increased awareness of others and self.
Change efforts to overcome the pressures of both - Increases empathy with others, improves listening skills,
individual resistance and group conformity greater openness, and increased tolerance for others.
2. Movement to a desired end state
3. Refreezing the new change to make it permanent 2. Survey feedback
Stabilizing a change intervention by balancing driving and The use of questionnaires to identify discrepancies among
restraining forces. member perceptions; discussion follows and remedies are
Driving forces = forces that direct behavior away from the suggested
status quo
Restraining forces = forces that hinder movement from the 3.Process Consultant (PC)
existing equilibrium A consultant gives a client insights into what is going on
around the client, within the client, and between the client
II. KOTTER’S EIGHT-STEP PLAN and other people; identifies processes that need
improvement.
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PE1
Disusun oleh : Muhammad Firman (Akuntansi FE UI 2012)
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PE1
Disusun oleh : Muhammad Firman (Akuntansi FE UI 2012)
It states in tension, anxiety, irritability, boredom, and PT. XYZ did not have an R&D division at that time; R&D
procrastination was a subdivision under Sales and Marketing Division.
Duran Antonio was a fresh graduate from one of the best
3. Behavioral symptoms universities in Indonesia and had an excellent leadership
Include changes in productivity, absence, and turnover, as potential, attractive personality, and great organizational
well as changes in eating habits,increased smoking or experience.
consumption of alcohol, rapid speech, fidgeting, and sleep Furthermore, he also had an outstanding academic
disorders. achievement.
After one year, the performance appraisal showed that
Managing Stress Duran was a good employee who always achieved the
Individual Approaches targets and brought positive influence to his colleagues
– Implementing time management within and outside his division. Due to tighter
– Increasing physical exercise competition that required faster innovation, PT. XYZ
– Relaxation training decided to form R&D division
– Expanding social support network and hired two more employees. With this change, Robert
Sitompul was promoted to the manager of R&D division
Organizational Approaches with three subordinates (Duran Antonio and two new
– Improved personnel selection and job placement hires).
– Training This change resulted to lower performance of Duran
– Use of realistic goal setting Antonio. Robert Sitompul felt that Duran Antonio
– Redesigning of jobs changed a lot: often not in his room, missed the targets
– Increased employee involvement several times, and became introvert.
– Improved organizational communication Robert then found out that Duran accidentally heard the
– Offering employee sabbaticals conversation between his two new colleagues and got
– Establishment of corporate wellness programs information that they were paid higher with significant
difference with his salary. Duran felt disappointed and he
UTS SEMESTER GASAL 2012/2013 PERILAKU became de-motivated at work. He felt not being correctly
KEORGANISASIAN recognized and being unfairly treated. Duran also found
out the new hires had lower qualifications compared to
his when he firstly applied for the position. Duran is now
150 menit (Closed Book) thinking to leave PT.XYZ and apply for a new job at one of
the competitors.
Questions:
Question 1 a. Please analyze and explain why Duran was
a. What is emotional labor? What is positive or negative disappointed and left PT XYZ, by using
effect of emotional labor both to organization and motivation theory discussed in class.
employees? Please explain! b. With motivation theory you use to explain the
b. The understanding of emotion and moods can help us condition in the previous question, what can Robert, as a
explain and predict certain aspects such as selection, manager, and the HR Division do to improve the
decision making, negotiation, and deviant workplace situation?
behavior. Please explain the association of emotion and
moods to those 4 factors! Question 5
a. Organization Behavior can help a manager in
Question 2 understanding employees behavior in
a. What is job Characteristic Model and its 5 dimensions? organization. OB is a multi-discipline subjects. What is the
Please explain how this model could motivate employees. meaning of “multi-disciplines”
b. Please mention and explain 3 alternatives of work in OB and what are the consequences for managers in
arrangement. Give your opinion about advantages and understanding employees behavior?
disadvantages of those 3 alternatives if they are b. What is dependent variable Please mention and
implemented in Indonesia. explain dependent variables in OB.
Question 6
Question 3 a. Please mention and explain the stages of group
a. In identifying one’s personality, two frameworks can be development
used to help decision making in organization, which are b. What are the differences between group and team?
MBTI and The Big Five Model. Please briefly explain MBTI How can you differentiate team with
and the five dimensions in The Big Five Model, and how group? Are the differences can be seen clearly?
these dimensions relate to manager’s performance. Question 7
b. In decision making, biases and errors could happen due a. Ability directly affects employees performance. Please
to false use of experience, intention, instinct, etc. please mention and explain three things that
explain at least five types of biases and errors that could a manager can do to improve employees ability
occur in decision making. b. What are the outcomes of job satisfaction? What are
the implications of the outcomes to
Question 4 management?
PT XYZ hired Duran Antonio for the position of Research
and Development (R&D) staff which, for the pas one year, Jawab
had only been staffed by one employee, Robert Sitompul.
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PE1
Disusun oleh : Muhammad Firman (Akuntansi FE UI 2012)
1a. Emotional labor adalah situasi dimana seorang -Flextime : yaitu jam kerja yang fleksibel. DI
karyawan mengekspresikan emosi-emosi yang diinginkan jakarta,flextime diterapkan untuk wilayah macet ,dimana
secara organisasional selama transaksi antar personal di beberapa pekerja masuk lebih siang. Flextime tepat untuk
tempat kerja.Yang tampak pada kita pada umumnya digunakan di lingkungan perkotaan karena tingkat dinamis
bukannya karakter sebenarnya dari karyawan tersebut. kaum urban yang memiliki stres yang tinggi,flextime
Efek negatifnya adalah penarikan diri,job burn out,sikap mengurangi stres akibat kemacetan. Namun,flextime
yang buruk dan depresi. Efek positifnya adalah kurang tepat diterapkan di kota kecil yang tidak macet
profesionalisme pekerja dan membaurnya bekerja karena akan menimbulkan lay-off pada jam kerja.
kedalam organisasi
3a. MBTI adalah indikator yang mengklasifikaikan manusia
b. Emotional intellgience (EI)merupakan bentuk menjadi 16 jenis watak yaitu :
pengaplikasian emotion and moods dalam praktek 1. Extroverted : sociable ,assertive
lingkungan kerja,yaitu kemampuan mendeteksi dan 2. Introverted : quiet, shy
mengelola emosi dan informasin,salah satu bentuk 3. Sensing : practical ,prefer routine
keahlian dan kemampuan serta kompetensi non-kognitif 4. Intuitive : utilize,unconscious
yang mempengaruhi kesuksesan seseorang beradaptasi 5. Thinking : reasonable, logical
dalam tuntutan dan tekanan lingkungan sekitarnya 6. Feeling : rely on values,rely on emotions
Selection : EI dapat diterapkan pada saat melakukan 7. Judgers : order, structure
seleksi pencari kerja 8. Perceiving L flexible,spontaneous
Decision making : orang yang memiliki moods yang baik
akan lebih menggunakan atuan heuristik untuk membuat Big five model adalah lima dimensi dasar yang
keputusan secara cepat,orang yang putus asa lamban menunjukkan variasi yang paling signifikan dari watak
memproses informasi manusia :
Deviant workplace behaviors : orang yang mampu 1. Extraversion : good social skikk
mengatasi emosi negatif lebih cenderung untuk bisa 2.Agreeableness : respective and leading
beradaptasi dan terlibat dalam lingkungan deviant di 3.Conscientiousness : relaible
tempat kerjanya 4.Emotional stability : withstand on stress
5. Openness to experience : creative
2a. Job characteristic model adalah model yang
menunjukkan esensi sebuah pekerjaan yang bisa dijeaskan Klasifikasi watak ,baik menggunakan MBTI atau big five
berdasar 5 inti dimensinya ,yaitu : model dapat menejelaskan sikap seseorang di dalam
-Skill variety : tingkat dimana sebuah pekerjaan organisasi . Kombinasi dari beberapa watak di atas
membutuhkan variasi aktivitas berbeda menetukan keberhasilan seorang manajer dalam
-Task identity : tingkat dimana sebuah pekerjaan pekerjaannya,misalnya bagi seorang HRD memahami
membutuhkan penyelesaiannya secara utuh watak-watak di atas bisa membuatnya menangani SDM
-Task significance : tingkat dimana sebuah pekerjaan secara lebih baik , di saat seleksi maupun rutinitas sehari.-
memiliki dampak terhadap orang lain hari. Bagi seorang manajer operasional, watak-watak
-Autonomy : tingkat dimana sebuah pekerjaan seperti extraversion, dan agreeableness membantunya
memberikan kebebasan substantif terhadap diskresi konsisten untuk memipin dengan sistematis, bagi seorang
seseorang dalam mengatur kerja dan prosedurnya untuk manajer pemasaran,watak seperti openness to experience
mengerjakannya bisa membuatnya mampu menelurkan ide dan inovasi
Feed back : tingkat dimana melakukan aktivitas langsung untuk memasarkan produk dengan sukses
memberikan informasi tentang kinerja personal
b. Bias-bias yang umum terjadi saat pengambilan
Kelima karakter pekerjaan ini bisa diterapkan untuk keputusan :
meningkatkan motivasi pekerja ,karena ini bisa dipakai 1. Overconfidence bias = mempercayai kemampuan diri
untuk menentukan job design di sebuah organisasi secara berlebih, misalnya seseorang menjamin
Kombinasi atas lima elemen ini bisa menghasilkan kemungkinan sesuatu hal 100%
beberapa hasil personal seperti motivasi kerja,performa 2. Anchoring bias : membuat keputusan berdasarkan
kerja, kepuasan kerja,dan tingkat absenteeism dan informasi yang diterima sebelumnya bukan pada informasi
turnover yang rendah yang lebih anyar, misalnya seseorang menganggap harga
sebuah gadget lebih murah dibanding saat peluncurannya
b. Ada tiga jebis job arrangement : ,emskipun harganya sebenarnya masih terlalu tinggi
-Job Sharing : aturan yang membolehkan dua individu dibanding penilaian orang kebanyakan
membagi jam kerjanya. Diindonesia ini bisa diterapkan 3. Confirmation bias : memilih fakta yang mendukung
untuk pekerjaan repetitif,untuk pekerjaan yang keputusan dan mengabaikan fakta yang membatasi
membutuhkan skill tinggi, job sharing akan membuat keberhasilan sebuah solusi.
pekerjaan jadi tidak runtut karena adanya perbedaan 4. Availability bias L menekankan pada informasi yang
presepsi dalam melakukan high-skill work paling intens didapat.misalnya orang lebih takut naik
-Telecommuting : bekerja dari rumah minimal 2 kali pewasat dibanding mobil meskipun kecelakaan pesawat
seminggu melalui komputer yang terhubung ke kantor. lebih tidak frekuen dibanding lecelakaan mobil,karena
Telecommuting kurang tepat dilakukan untuk pekerjaan media lebih concern menyiarkan berita kecelakaan
yang membutuhkan direct interface seperti PR,atau pesawat maka informasi itu lebih terserap
marketing. Namun tepat diterpakan untuk pekerjaan yang 5. Escalation of commitment : meningkatkan komitmen
memiliki task completion yang bia dikerjakan secara pada keputusan yang sebenarnya sudah salah, misalnya
personal seperti arsitek atau programer
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PE1
Disusun oleh : Muhammad Firman (Akuntansi FE UI 2012)
saat harga saham jatuh seorang ivnestor tetap membeli keputusan untuk membantu tiap anggota dalam grup
lebih banyak lagi berkinerja sesuai bidang dan tanggungjawabnya
-Workteam (tim kerja) adalah beberapa individu yang
4a. Dalam kasus diatas Duran yang tadinya berkinerja bersinergi melalui usaha dan kinerjanya, dimana hasil kerja
cemerlang ,menjadi sebaliknya setelah dua staff lain individu menghasilkan kinerja yang lebih besar dari
seperti dirinya direkrut namun menerima kompensasi yang gabungan kerja individu yang tidak dalam satu tim kerja
lebih tinggi dari dirinya meskipun kapabilitas mereka lebih Perbedaan keduanya terlihat dari attraction (cohesiveness
rendah. Menurut teori motivasi,salah satunya adalah antar anggota didalamnya). Di dalam wokgrup tiap anggota
hierarki kebutuhan individu menurut Abraham masliw , bertanggungjawab atas anggota yg lain untuk sukses dalam
Duran terdemotivasi karena beberapa faktor : melakukan tugasnya,sedangkan workteam adalah individu
1. faktor eksternal : Duran merasa tidak diakuii yang bertanggungjawab atas dirinya masing-masing namun
kapabilitasnya dan pencapaiannyadengan pemberian bekerja dengan sinergis
kompensasi yang lebi rendah tersebut
2. faktor fisiologis : duran merasa kebutuhan materi relatif 7a. Tiga hal yang bisa dilakukan manajer untuk
tidak seimbang dipenuhi sesuai dengan kemampuannya meningkatkan ability pekerjanya : -selection ,promotion ,-
transfer
b. Sebagai manager dari divisi R&D , robert bisa melakukan
konsultasi dengan duran jika ada alasan logis mengapa b. Outcome dari job satisfaction dan implikasinya bagi
kedua staf lain memliki kompensasi lebih tinggi (misalnya manajer:
karena minimnya pelamar,jadi untuk menarik maka -Job satisfaction bisa meningkatkan kinerja seorang
dinaikkan gajinya) ,robert harus bereaksi atas ini dengan pegawai
memberi kompensasi duran setara atau lebih dibanding -pekerja yang puas pada perkejaannya lebih mungkin
dua pegawainya. Prestasi dan pencapain duran seharusnya untuk telibat dalam 0rganizational citizenship behaviour
diakui karena motivasi kerja bisa muncul karena adanya -pegawai yang puas pada pekerjaannya bisa meningkatkan
job involvement dan job satisfaction dimana seorang kepuasan dan loyalitas konsumen karena ditangani dengan
pekerja merasa pekerjaaanya diakui hasilnya dan ia merasa baik
puas atas kinerjanya
5. a. OB merupakan wadah dari berbagai ilmu maka dari itu
disebut ilmu multidisiplin . Beberapa disiplin ilmu yang
menyumbang konsepsi dalam OB adalah : UTS SEMESTER GASAL 2015/2016 PERILAKU
1. Psikologi : Learning, motivation, training and job KEORGANISASIAN
satisfaction, individual decision making, employee
selection, work design,work stress]
2. Psikologi sosial :behaviuoral change, communication, 150 menit (Closed Book)
group processes, group decision making
3. Sosiologi : group dunamics, work teams,
power,conflict,organizational culture4. Antropologi :
organizaiton environment, co mparative values,cross SOAL 1
cultural analysis a. sebutkan dan jelaskan (beserta contoh ) tiga tantangan
Dengan memahami OB seorang manajer bisa memiliki dan peluang yang dihadapi manajer dalam mengaplikasi
interpersonal skill karena memahami intelijensi atas watak konsep perilaku keorganisasian
pribadinya dan watak orang lain, skill ini dibutuhkan dalam b. menurut anda ,apakah keberagaman akan
kepemimpinan dan komunikasi. mendatangkan keuntungan atau kerugian bagi organisasi
? Berikan alasan yang mendasari pendapat anda.
b. Variabel dependen merupakan variabel yang ditentukan
berdasarkan variabel independen, dalam OB ,variabel
dependen adalah variabel yang ingin dipengaruhi manajer SOAL 2
terhadap pegawainya. Beberapa variabel itu di antaranya : a. jelaskan dengan menggunakan contoh pada kehidupan
Attitudes, job satisfaction ,emotions,moods, diversity, sehari-hari,bagaimana disonansi koginitif (cognitive
personality,values,perception,etc dissonance) dapat terjadi ?
b. Apakah perbedaan antara emotions dan mood ,serta
6a. Tahap-tahap pembentukan tim sebutkan dan jelaskan sumber-sumber emotions dan
1. Stage I (forming) : Tahap pembentukan dimana setiap moods.
nanggota menentukan peran-perannya
2. Stage II (storming) : tahap penentuan sikap dan SOAL 3
peraturan grup,didalamnya mulai terjadi konflik . a. Jelaskan apa yang anda ketahui tentang Big Five
3 Stage III (norming ) : tahap dimana kohesifitas dan Personality Model dan kaitkan hal tersebut dengan
hubungan dekat antar anggota didalam grup telah terjadi konsep Person to Job fit
4. Stage IV (performing) : kondisi puncak dimana grup b. Pengambilan keputusan dapat dilakukan dengan
berfungsi sebagaimana fungsinya pendekatan ratinal model of decision making, bounded
5. Stage V (adjourning) : tahap dimana grup menyelesaikan rartionality, dan intuition. Jelaskan ketiga jenis
tugasnya dan melakukan pembubarab pendekatan tersebut dan berikan contohnya !
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PE1
Disusun oleh : Muhammad Firman (Akuntansi FE UI 2012)
konteks perilaku keorganisasi untuk Self-determinatio berdasarkan keragaman tersebut dan tentunya eksekusi
theory ,equity theory, expectancy theory ! yang tepat akan menguntungkan bago organisasi karena
b. Jelaskan secara ringkas strategi PT KAI dalam menerapkan Right person in the right place.
memotivasi karyawannya untuk meningkatkan kinerja
dan melakukan proses transformasi organisasi! 2.) a. Cognitive dissonance adalah ketidaksesuaian antara
dua atau lebih sikap atau ketidaksesuaian perilaku dan
SOAL 5 sikap. Dalam ilmu psikologi dijelaskan lebih lanjut,bahwa
a. Jelaskan bagaimana punctuated equilibrium model cognitive dissonance dialami oleh seorang individu yang
dapat menjelaskan kinerja tugas kelompok mahasiswa memiliki dua atau lebih ide ,kepercayaan,atau nilai yang
b. Jelaskan bagaimana komposisi anggota dapat saling berkontradiksi di waktu yang sama. Contoh
menentukan efektivitas kinerja tim (gunakan setidaknya cognitive dissonance, adalah seorang karyawan memiliki
4 dari 7 aspek komposisi yang ada di dalam buku) sifat yang sangat loyal kepada atasannya sebagai bentuk
profesionalisme dan tanggung jawab perusahaan, namun
JAWABAN pada suatu waktu atasannya memerintahkan ia untuk
1) a. Tantangan dan peluang yang dihadapi manajer dalam melakukan fraud atas keuangan perusahaan, padahal ia
penerapan OB : memiliki nilai profesionalisme yang ia pegang teguh yaitu
-- Selama masa ekonomi sulit, kebutuhan akan manajer mengedepankan transparansi dan akuntabilitas dalam
yang efektif sangat krusial;. Setiap orang bisa mengelola pengelolaan keuangan perusahaan
saat masa baik, namun akan lebih sulit untuk mengelola
saat perjuangan ekonomi terjadi. Seringkali saat ada b. Emosi adalah perasaan yang intens yang diarahkanna
tekanan ekonomi, manajer dipaksa untuk membuat kepada seseorang atau sesuatu, yang bisa diamati lewat
keputusan berdasarkan batasan sumber daya. Situasi ini ekspresi wajah atau orientasi tindakan. Moods adalah
bisa termasuk mem-PHK karyawan, memotivasi karyawan persaan yang cenderung kurang intens dibandng emosi,
saat sumber daya terbatas,dan menyemangati mereka saat karena kurangnya stimulan kontekstual, lebih kepada
khawatir tentang masa depan perusahaan sesuatu yang kognitif yang menyebabkan perilaku dan pola
-- Meningkatnya penugasan luar negeri, manajer harus pikian. Emosi dapat berubah menjadi mood jika kehilangan
mampu mengelola pekerja yang berbeda dengan apa yang fokus.
biasa ia tangani,dan memiliki kebutuhan, aspirasi dan sikap
yang beda dalam lingkungan kerja Sumber-sumber emotions dan moods
-- Bekerja dengan orang-orang dari budaya berbeda, setiap 1.Personalitas , mempengaruhi intensitas (perbedaan
individu yang datang bekerja di tempat asal sang manajer individu dalam kekuatan dimana individu mengalami
,datang dari budaya yang beragam,manajer harus moods mereka)
menemukan cara mengakomodasi kebutuhan mereka dan 2. Hari didalam pekan dan waktu dalam satu hari , mood
embantu mereka berasimilasi terhadap budaya di tempat negatif paling tinggi terjadi hari minggu dan senin, mood
mereka baru bekerja tersebut positif paling tinggi terjadi di akhir pekan,atau bisa juga
- Dalam melihat perpindahan pekerjaan dari negara moods positif terjadi di pagi hari dan moods negatif terjadi
berupah murah, manajer menghadapi tugas yang sulit di sore hari (morning people atau evening people)
untuk menyeimbangkan kepentingan organisasi mereka 3. Cuaca , merupakan korelasi ilustif (kecendrungan
dengan tanggung jawan terhadap komunitas di mana individu untuk mengasosiasikan dua kejadian saat dala
mereka beroperasi relaitas tidak ada hubungannya), individu cenderung
- Mengelola diversitas tenaga kerja, orang-orang di berpikir bahwa cuaca yang baik meningkatkan mood
organisasi menjadi lebih heterogen secara domografk. mereka dan sebaliknya
Manajer harus menerima keragaman, menemukan cara 4. Stres, meningkatnya stres dan tekanan bisa
mengelolanya secara efektif,dan mengubah folosofi memperburuk mood dan mengalami emosi yang negatif
manajemen dalam cara itu akan mengakui dan 5. Aktivitas sosial, untuk sebagian besar orang,aktivitas
mengutilsasi perbedaan untuk menciptakan soial meningkatkan mood positif dan memiliki pengaruh
produktivitas,profitbilitas,dan menerima budaya-budaya kecil pada mood negatif
- Mengelola emosi dan mood di lingkungan kerja, manajer 6.. Tidur, kulaitas tidur menpengaruhi mood, pola tidur
harus mampu menciptakan iklim kerja yang baik dengan yang buruk mempengaruhi rasionalitas dalam pengambilan
cara mempertahankan profseionalitas pekerja namun keputusan,dan membuat kita sulit untuk mengendalikan
tetap menjaga motivasi internalnya pada tingkatan yang emosi kita
baik. 7. Latihan , latihandan olahraga akan meningkatkan mood
positif seroang individu.
b. Keragaman dibagi atas dua yaitu : Surface-level diversity 8. Umur, mood negatif cenderung terjadi sebagaimana
dan deep-level diversity . Keragaman akan berguna atau orang mengalami penuaan
tidaknya tergantung persepsi dari orang yang 9. Gender, wanita memiliki ekspresi emosional yang lebih
mendefenisikan keragaman itu sendiri. Jika seorang intens dibanding pria
individu melihat keragaman pekerja berdasarkan gender,
ras, etnis,umur, disabilitas dan stereotype kelompok 3.) a. Big five personality models adalah konsep yang
individu maka keragaman ini akan bersifat subjektif dan membagi personalitas seseorang berdasarkan lima dimensi
utilisasi akan bersifat judgmental dan tidak berhubungan dasar,yaitu :
dengan profesionalitas pekerjaan. Jika individu - Extraversion , tingkat kenyamanan terhadap relasional
memandang pekerjanya dari sudut pandang deep-level - Agreeableness , kecenderungan seorang individu untuk
diversity, yaitu perbedaan nilai, persolaitas, preferensi menghormati orang lain
kerja ,dan kapabilitas maka pendefenisian keragaman akan - Conscientiousness , ukuran rebilitas seseorang
berguna bagi manajer untuk menorganisasikan pekerjanya
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PE1
Disusun oleh : Muhammad Firman (Akuntansi FE UI 2012)
- Emotional stability , kemampuan seseorang untuk pekerjaannya dengan oranglain kemudian meresponnya
menghadapi tekanan untuk mengurangi ketidaksetaraan yang ada
-Openness to experience, mencakup minat dan Contoh, seorang pegawai IT yang merasa dirinya diberi
ketertarikan terhadap hal-hal yang baru. kompensasi lebih rendah dibanding pegawai divisi
pemasaran akan mengurangi dedikasinya terhadap
Person-Job fit theory adalah kepuasan dan propesitas pekerjaannya,ia akan membuat sistem informasi
untuk meninggalkan posisisinya dalam pekerjaan perusahaan pada tingkat moderate,meskipun ia mampu
tergantung kepada bagaiaman seorang individu membuat sistem yang lebih sophisticated
mencocokkan personalitas dan kepribadian mereka
terhadap pekerjaanya. Expectancy theory, merupakan teori yang menatakan
Jika seorang individu ingin melamar pekerjaan tentu ia bahwa kekuatan sebuah tendensi bertindak dengan cara
akan menyesuaikan apakah pribadinya cocok dengan tertentu terganung kekuatan ekspektasi bahwa tindakan
pekerjaan tersebut,jika tidak ia akan menghindari itu akan memberikan outcome tertentu dan ketertarikan
pekerjaan tersebut,sebagai contoh ,seorang yang introvert outcome itu terhadap individu.
akan cenderung menghindari pekerjaan lapangan. Contoh, seorang pegawai R&D beranggapan bahwa riset
Begitupun jika seorang individu sudah pada posisi tertentu produk yang dilakukannya akan mencapai kesuksesan
di sebuah pekerjaan, selang beberapa waktu ia akan meskipun orang lain pesimis dengan outcomenya, teori
mengevaluasi apakah pekerjaan itu cocok dengan dirinya ekspektasi menunjukkan bahwa pegawai R&D itu akan
atau tidak, jika tidak maka ia akan meninggalkan pekerjaan tetap optimis karena didiorong oleh motivasi intrinsik
tersebut. Misalnya seorang individu yang konservatif, tidak
suka pada pekerjaan yang terlalu mengedepankan b. PT KAI dalam memotivasi karyawannya untuk
kreatifitas yang tinggi dan memiliki tantangan beresiko meningkatkan kinerjanya melakukan beberapa strategi
tinggi yang terintegrasi dalam sebuah manajamen perubahan
(Change management) yaitu dijabarkan sebagai berikut :
b. Rational decision making adalah model pengambilan 1.) Perubahan identitas perusahaan
keputusan yang mengasumsikan keutuhan informasi, New symbols,new spirit
seluruh opsi diketahuidan memiliki payoff maksimal. Change corporatw identity,focus to shareholder
Contohnya seorang manajer ingin melakukan produksi Logo,uniform,main values
varians produk terbaru, seluruh informasi sudah diketahui 2.) Leading by examples
dari riset pasar, biaya bahan baku,biaya pemasaran, Service,Disiplin,Etos kerja,Control,dan Awareness
kesanggupan produksi,dan ketersediaan peralatan untuk 3.)Restrukturisasi organisasi
produksinya 2009 : direktorat komersial dan restruktur unit IT
2010-2011 : direktorat keselamatan
Bounded reality adalah model pengambilan keputusan 2012 : pembentukan 9 direktorat
yang mencari kepuasaan dan solusi yang dianggap cukup 2013-2014 : pengembangan bisnis dan aset perusahaan
dari data dan alternatif yang terbatas. Misalnya seorang 4.)Sistem remunerasi baru
manajer ingin melakukan ekspansi pabrik,karena 5.)Recruitment pro hire
kebutuhan untuk menyaingi kompetitor, namun 6.)Law enforcement
perusahaan mengalami keterbatasan sumber daya Sistem reward and punishment
finansial dan sumber daya manusia,namun informasi akan 7.)HR Development
kebutuhan ekspensi sudah diketahui,Perusahaan tidak -Pelatihan internal
punya alternatif lain,karena jika ia tidak melakukan diklat fungsional,balai pelatihan
ekspansi makan ia akan kalah dengan kompetitornya -Pelatihan luar negeri
-Benchmarking (china dan prancis)
Intuition adalah model pengambilan keputusan yang
didasarkan pengalaman dan prior knowledge individu SOAL 5
untuk membuat keputusan yang cepat. Conothnya, a. Jelaskan bagaimana punctuated equilibrium model
seorang manajer keuangan merasa harus melakukan dapat menjelaskan kinerja tugas kelompok mahasiswa
perbaikan dalam rasio keuangan perusahaan karena b. Jelaskan bagaimana komposisi anggota dapat
berakibat turunnya investment grade perusahaan,manajer menentukan efektivitas kinerja tim (gunakan setidaknya
itu mengambil keputusan untuk melakukan cosmetic 4 dari 7 aspek komposisi yang ada di dalam buku)
accounting berdasarkan intuisinya agar rasio keuangan
perusahaan terlihat baik di mata investor 5.) a. Punctuated equilibrium model merupakan model
influensial dalam perubahan organisasi yang bisa
4.)a. Self-determination theory merupakan teori yang mengembangkan teori dan mengarahkan tindakan
peduli dengan efek benefit dari motivasi intrinsik dan efek manajerial. Modelini menyataan bahwa sebagian besar
negatif dari motivasi ekstrinsik. sistem yang ada sudah dalam periode yang panjang dalam
Contohnya,seorang manajer memberikan extrinsic rewards bentuk stagnan ,yang kemudian ada perubahan tiba-tiba
kepada pegawainya yang sebelumnya sudah mendapatkan dan mendadak yang menyebakan adanya perubahan
intrinsic effect makan tingkat motivasi secara keseluruhan sistem secara radikal. Model ini dapat menjelaskan
malah akan menurun karena etrinsci reward terlihat bagaimana fenomena tugas kelompok mahasiswa berjalan,
sebagai kontrol konsistensi kinerja yang sudah dimotivasi pada awalnya mahasiswa melakukan tugas masih dalam
oleh intrinsic reward. tahap memahami materi dan mencari materinya,sampai
tiba pada satu titik satu atau beberapa individu memiliki
Equity theory merupakan teori yang menyatakan bahwa ide atau kontribusi besar terhadap kemajuan tugas
seorang individu membandingkan input dan outcome
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Contac t me : muhammad.f irman177@gmail.com /@f irmanmhmd (Line) 2224
PE1
Disusun oleh : Muhammad Firman (Akuntansi FE UI 2012)
kelompokm sehingga progress tugas berjalan cepat 2. Explain the impact of mechanistic and organic
dibanding stagnansi yang terjadi sebelumnya organizational design into productivity and job
satisfaction!
b. Komposisi anggota merupakan faktor krusial dalam
penentuan keefektifan kinerja sebuah tim. Ada beberapa
komponen dalam kelompok yang bisa dijadikan dasar Problem 5:
dalam menentukan komposisi anggota dalam sebuah 1. Explain what 360 degrees performance appraisal is and
tim,diantaranya adalah keahlian teknis, kemampuan what is the difference between 360 degrees performance
menyelesaikan masalah, keahlian interpersonal dan and conventional performance appraisal? Is 360 degrees
kemampuan mengambil keputusan. Sebuah kelompok performance appraisal impacting to the increasing of
dibentuk dengan melihat tugas atau tujuan yang ingin individual performance?
dicapai, jika tugas atau tujuan itu bersifat multidimensi 2. Explain what factors can cause noise in
maka ukuran kelompok lebih ditinjau dari aspek kuantitatif communication?
yang mengedepankan keahlian teknis tiap anggotanya,
interpersonal skill dapat dijadikan dasar peran seseorang
didalam kelompok,apakah sebagai pemimpin JAWAB
,eksekutor,atau komunikator . Komposisi Kelompok bisa
juga dibuat berdasarkan keampuan anggota kelompok Problem 1.1
tersebut memecahkan masalah ,jika memiliki kemampuan Kepemimpinan transaksional adalah kepemimpinan yang
tinggi atas itu maka ia bisa berperan sebagai thinker mengedepankan basis pengarahan tujuan yang telah
(pemikir).Terakhir ,kemampuan mengambil keputusan ditetapkan untuk mengarahkan atau memotivasi
dapat dijadikan dasar untuk menentukan tanggung jawab pengikutnya dengan melakukan penjelasan peran dan
tiap anggota dalam kelompok. Anggota yang teknis bisa tugas yang ia berikan
diberi tanggung jawab untuk melakukan pengambilan
keputusan teknis,dan anggota yang lebih bersifat Kepemimpinan transformasional adalah kepemimpinan
manajerial akan diberi tanggungjawab yang bersifat yang mengedepankan insipirasi agar pengikutnya lebih
strategis mementingkan kepentingan organisasi dibanding
kepenitngan pribadinya . Kepemimpinan ini juga
mengedepankan kapabilitas dan ekspertisi tertentu yang
memberikan efek luar biasa terhadap pengikutnya.
UAS SEMESTER GASAL 2012/2013 Pemimpin yang transformasional mampu meningkatkan
kapabilitas pengikutnya dan memberikan optimisme dan
PERILAKU KEORGANISASIAN semangat pada kelompoknya
Problem 1.2
150 menit (Closed Book) Perusahaan dapat menciptakan kepemimpinan yang
efektif dengan melakukan lima hal berikut :
a. Menciptakan visi strategis, yang menginspirasi setiap
orang diorganisasi tersebutvisi yang baik mampu
Problem 1: menginspirasi setiap orang di perusahaan, dari manajemen
1. Explain the differences between transactional puncak sampai staf di garis depan, dan membuat seluruh
leadership and transformational leadership! anggota tim bekerja untuk mencapai tujuan bersama
2. Effective leaders are not emerging by themselves. tersebut
Explain what a company can do to get an effective leader! b. Menciptakan iklim komunikasi yang kondusif,
kepemimpinan yang efektif adalah kepemimpinan yang
Problem 2: mengedepankan komunikasi yang baik.
1. Source of power could be formal power or personal c. Menciptakan sistem yang membuat manajemen puncak
power. Explain both of them and give example for each memebri contoh yang bagus bagi bawahannya
source of power! d. Mendasarkan segala operasional pengambilan
keputusan perusahaan berdasarkan orientasinya kepada
2. Explain minimum 5 power tactics to influence konsumen, bahkan ada anggapan bahwa seorang CEO yang
subordinate (downward influence)! baik tidak akan membiarkan ada empat lapisan
manajemen antara dirinya dengan konsumen.
Kepemimpinan yang baik harus selalu keep in touch
Problem 3: terhadap kebutuhan konsumen untuk kesuksesan
1. There are 5 ways to solve the conflict. Explain those 5 organisasi
ways linked with cooperativeness and assertiveness level 5. Fokus terhadap pegawai, organisasi yang menciptakan
of every party involved in conflict! sistem kepemimpinan yang fokus pada pegawainya akan
2. What is organizational culture and what is the membuat para pegawai mempercayai pemimpinnya dan
difference with organizational climate? berusaha untuk menunjukkan dedikasi dan komitmen
mereka sehingga organisasi akan tertata secara efektif
Problem 4:
1. Explain the differences between mechanistic and Problem 2.1
organic organizational design! Kekuasaan formal adalah kekuasaan yang berasal dari
posisi seorang individu di dalam sebuah organisasi, dan
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Contac t me : muhammad.f irman177@gmail.com /@f irmanmhmd (Line) 2225
PE1
Disusun oleh : Muhammad Firman (Akuntansi FE UI 2012)
didapat dari kemampuannya unuk memaksa atau memberi perilaku mereka. Meskipun demikian, budaya organisasi
imbalan,atau dari otoritas formal tertentu dan iklim organisasi keduanya adalah aspek penting dalam
Contoh : Seorang CEO mendapat kekuasaan untuk konteks lingkungan dan situasi kerja secara keseluruhan
mengatur perusahaan karena ia diberi jabatan ang
memberinya power di perusahaan tersebut Problem 4.1
Organisasi berstruktur Organisasi berstruktur
Kekuasan personal, adalah kekuasaan yang ddidapat mekanik organik
karena karakteristik unik dari seorang individu, ada dua Pembagian pekerjaan Tugas dan peran kurang
basis karakterstik ini yaitu keahlian (expertisi) dan respek berdasarkan spesialiasi rigid didefinisikan
dari orang lain atas kapabilitas yang dimilikinya. fungsional
Contoh : Beberapa staff pemasaran dibentuk untuk Memiliki hierarki otoritas Keputusan lebih
melaksanakan sebuah project, dari mereka dipilih seorang yang terdefenisi secara tersentralisasi
staff pemasaran karena keahlian dan kapabilitasnya jelas
dianggap mampu untuk mengarahkan anggota lain dalam Memiliki sistem dimana Atmosfir kerja terasa
melaksanakan project tersebut. aturan mencakup tugas kolektif (kolegial)
dan hak setiap pekerja
Problem 2.2 Memiliki sistem prosedur Batas antardepartemen
Macam-macam taktik kekuasaan : untuk menangani berbagai cenderung fleksibel
1.) Legiitmasi – bergantung terhadap otoritas posisi atau situasi kerja
melakukan request sesuai dengan kebijakan dan peraturan Hubungan antara pekerja Pekerja memiliki
organisasi bersifat non-personal hubungan personal satu
2.) Persuasi rasional – Menunjukkan argumen logis dan sama lain
bukti yang faktual untuk menunjukkan bahwa sebuah Seleksi dan promosi Seleksi dan promosi
request itu beralasan personel anggota personel berdasarkan
3.) Daya tarik inspirasional – membentuk komitmen berdasarkan kompetensi preferensi dan
emosional dengan mengedepankan nilai,kebutuhan, teknis dan keahlian pengalaman
harapan,dan aspirasi atas target yang ditetapkan
4.) Konsultasi – meningkatkan dukungan target dengan Problem 4.2
melibatkannya dalam menentukan bagaimana kita Struktur mekanik memiliki karakter departemen yang
merealisasikan sebuah rencana ekstensif, memiliki formalisasi yang tinggi, onformasi
5.) Pertukaran – memberikan imbalan kepada targer jaringan kerja yang terbatas dan tersentralisasi.
berupa benefit atau hadiah sebagai kompensasi atas Struktur organik memiliki struktur datar,menggunakan tim
request yang diperintahkan yang hirarki dan timnya bersifat cross-sectional, memiliki
jaringan kerja uang komprehensif,dan bergantung pada
Problem 3.1 pengambilan keputusan yang partisipatif.
Ada lima cara penanganan konflik ditinjau dari sikap
kooperatif dan asertif pihak-pihak yang terlibat didalamnya
:
1. Kompetisi (asertif – tidak kooperatif)
Tindakan untuk memuaskan kepentingan salah satu
pihak,tidak terkecuali dampaknya kepada pihak lain atas
konflik tersebut
2. Kolaborasi (asertif dan kooperatif)
Situasi dimana pihak-pihak yang berkonflik saling Diagram diatas menunjukkap dari penyebab diferensiasi
memenuhi dan peduli akan kepentingan tiap pihak yang atas struktur organisasi ( strategi ,ukuran,teknologi,dan
terlibat lingkungan kerja) terhadap kinerja dan kepuasan kerja.
3. Menghindar (tidak asertif dan tidak kooperatif) Efek spesifik desain struktur organisasi pada kinerja dan
Tindakan untuk menarik diri dari tekanan sebua konflik kepuasan dimoderasi oleh preferensi dan budaya kultural.
4. Akomodatif (tidak asertif dan kooperatif Penelitain menunjukkan dampak keempat fakotr itu pada
Kemauan satu pihak di dalam konflik untuk meletakkan kinerja dan keupasan sebagai berikut :
kepentingan pihak lawan diatas kepentingan pribadinya -Spesialisasi kerja berkontribusi terhadap produktivitas
5. Kompromi ( kooperatif dan asertif,keduanya pada pekerja yang lebih tinggi, anmun mengurangi kepuasan
tingkat moderat) kerja
Situasi dimana tiap pihak didalam konflik bersedia -manfaat dari spesialisasi menurun dengan cepat saat
menyerahkan sesuatu pekerja lebih mencari pekerjaan yang membeli intrinsic
reward
Problem 3.2 -efek dari rentang kendali (span of control) pada kinerja
Budaya organisasi adalah sistem untuk berbagi makna pekerja adalah kontinjensional pada perbedaan
diantara anggotanya yang membedakan sebuah organisasi kemampuan individu, struktur tugas, dan faktor
dengan organisasi lainnya. Iklim organisasi adalah proses organisasional lain
kuantifikasi budaya organisasi yang muncul sebelum - pengambilan keputusan dalam orgnisasi yang
munculnya budaya organisasi. Iklim organisasi berbeda terdesentralisasi secara positif terkiat dengan kepuasan
dengan budaya organisasi, karena merupakan serangkaian kerja
properti lingkungan kerha, yang dipersepsikan secara
langusng atau tidak langsung oleh tiap pegawai, yang Problem 5:
diasumsikan menjadi dorongan kuat untuk mempengaruhi
Mata kuliah lain y ang b elum ada di PD F ini akan say a update di www. A kuntansidanb isniswordpress .com
Contac t me : muhammad.f irman177@gmail.com /@f irmanmhmd (Line) 2226
PE1