1-Ob Overview 10

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2008The McGraw-Hill Companies, Inc. All rights reserve.

RENI ROSARI

MM UGM

Reni RosariReni Rosari

WELCOME TOOrganizational Behavior

Class


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2008 The McGraw-Hill Companies, Inc. All rights reserve.

RENI ROSARI

PEOPLE IS THE ONE MOST IMPORTANT

INGREDIENT OF ORGANIZATIONS

How people behave on the job is, in fact,closely associated with

innovations in technology and profitability.


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RENI ROSARI

Pada awal sejarah teori manajemen (mulai dari Frederick a!lor"#enr! $%Gantt" Frank Gil&ert dan !an' lainn!a menunjukkan&ahwa &er&a'ai macam konse)" )endekatan" metode danteknik manajemen !an' dikem&an'kan adalah untukmemecahkan &er&a'ai masalah s)esi*ik !an' dihada)i

manajemen )ada saat itu" !aitu &a'aimana melakukan suatu)ekerjaan secara le&ih e*isien%

+alam )erkem&an'ann!a" adan!a )eru&ahan teknolo'i secaradramatik" terutama teknolo'i di'ital dan internet" 'lo&alisasi" dan)enurunan da!a )rediksi model,model )erencanaan strate'ik"

memunculkan ke&utuhan &er&a'ai )endekatan manajemen&aru%%

-Sum&er keun''ulan kom)etiti* menjadi &ukan la'i )ada)rodukti.itas dan e*isiensi" )erilaku disi)lin dan ke)atuhan"teta)i le&ih )entin' )ada inovasi, imaginasi danpassionatau

komitmen

e!utu"an Inovasi Mana#emen


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RENI ROSARI

Mana#emen $ang se%e&ti a%a'

Manajemen !an' mam)u menci)takanor'anisasi !an' le&ih ada)ti*" ino.ati* danmenjadi tem)at kerja !an' menim&ulkan

'airah (menin'katkan komitmen" )erilaku)rososial atau kewar'aan or'anisasional"dan emotional attachment%


5/83 2008 The McGraw-Hill Companies, Inc. All rights reserve.RENI ROSARI

The talents of our people are greatly underestimatedand their skill are underutilized.

Our biggest task is to fundamentally redesign ourrelationship with our employees.

The objective is to build a place where people havefreedom to be creative, where they feel a sense of

accomplishment a place that brings out the best ineverybody!.

"ack #elch$%&O of 'eneral &lectric(



)ercy *arnevick$%&O of +sia *rown *overi(

There is a tremendous unused potential in our people.

Our organizations ensure they only use to - percentof their abilities at work.

Outside of work they engage the other / to / percentto run their households, lead a *oy 0cout troop, or

build a summer home.

#e have to learn how to recognize and employ thatuntapped ability that each individual brings to work

everyday!.



he /alue o* Mana'ement

0he success o* anor'ani1ation isde)endent u)on thecom)etence o* seniormana'ement and themorale2 o* thework*orce"3 4 +a.id Sirota"

*ounder Sirota Research%

Sou&(e) Stud! Sees $ink 5etween Morale and Stock Price" #R E6ecuti.e Online" March 7" 8997

2 morale : an em)lo!ee;s attitude toward his orher jo&" em)lo!er" and collea'ues



e%'% Michelle Peluso (RA/E$O



Michelle Peluso (President and



#er *ather;s e6am)le )ro.ided a )ro*ound lessonB1f you treat your employees as uni3ue individuals,

they2ll be loyal to you and they2ll perform and your

business will perform, too!.

)eople aren2t your greatest asset!

they2re your only asset!

-PEOPLE./ENTERED0 ORGANIZATION



-PEOPLE./ENTERED0 ORGANIZATION(Ce**re! P*e**er , Stan*ord Uni.ersit!



3PEOP$E ARE =OUR MOS IMPORAN ASSESD

OR

THE RIGHT.HAPP1 PEOPLE ARE =OUR MOS IMPORAN ASSES



0even people4centered practices

5ased on research e.idence *rom com)anies (&oth in US and German!shows the *ollowin' seven people4centered practicesto &e stron'l!associated with much hi'her )ro*its and si'ni*icantl! lower em)lo!eeturno.erB

>% Co& securit! (to eliminate *ear o* la!o**s

8%


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2008 The McGraw-Hill Companies, Inc. All rights reserve.RENI ROSARI

Accordin' to P*e**erBonl! >8 o* toda!;s or'ani1ations ha.e thes!stematic a))roaches and )ersistence to Juali*! astrue )eo)le centered or'ani1ations" thus 'i.in' them a

com)etiti.e ad.anta'e%


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Cames McNerne! (


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A recent stud! o* > com)anies led to thisconclusionB

3hree,*ourths o* ">H8 workers who ha.e ke)t theirjo&s sa! their )roducti.it! has dro))ed since their

or'ani1ations let )eo)le 'oD


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Peo)le,


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-1ou (ame 2i&st 2o& t"e(o22ee, !ut $ou (ame !a(k

2o& ou& %eo%*e0

3 Sta&!u(ks


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Each o* us needs to acce)t the challen'e to do &etter"whate.er our role (s in societ! :

em)lo!erQentre)reneur" em)lo!ee" mana'er"stockholder" student" teacher" .oter" elected o**icial"

socialQ)olitical acti.ist%

oward that end" the mission o* this course is

to hel) increase the num&er o* )eo)le centered andethicall! mana'ed or'ani1ations around the world to

im)ro.e the 'eneral Jualit! o* li*e


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RENI ROSARI

MM UGM

8EL/OME TO THE 8ORLD OF O9


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MM UGM

Organizational Behavior:

The Quest for People-Centered

Organizations and Ethical Conduct

>


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$earnin' O&jecti.es

1. Defne the term organizational behavior and contrastMcGregor's Theory X and Y assumptions about employees

. !denti"y the "our principles o" total #uality management

$. Defne the term e%business and speci"y &%related issues raisedby e%leadership

(. )ontrast human and social capital and e*plain +hy +e need tobuild both

,. Defne management and identi"y managerial s-ills o" eectivemanagers

/. )haracterize 1stcentury managers

0. Describe )arrolls global corporate social responsibility pyramid2

and give an overvie+ o" the model o" individual ethical behavior3. !denti"y "our o" the seven general ethical principles2 and e*plain

ho+ to improve an organizations ethical climate

4. Describe the sources o" organizational behavior researchevidence


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Lhat is Or'ani1ational 5eha.ior

An interdisci)linar! *ield dedicated to &etterunderstandin' and mana'in' )eo)le at work

mempelajari sisi manusia dari manajemen

Mana'ementB )rocess o* workin' with and throu'hothers to achie.e or'ani1ational o&jecti.es e**icientl!

and ethicall!


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MANAGEMEN

getting things done with other people and God


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Lh! Stud! Or'ani1ational 5eha.ior

o interact more e**ecti.el! with others inor'ani1ations

=ou will learn more a&out !oursel*" how to interacte**ecti.el! with others" and how to thri.e (not justsur.i.e in or'ani1ations%

Edward E% $awler III : created the 3.irtuous careers)iralD how O5 related skills )oint !ou towardcareer success increased skills and )er*ormancecan lead to &etter jo&s and hi'her rewards%


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2008 The McGraw-Hill Companies Inc All rights reserveRENI ROSARI


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I;m a *inance major" wh! do I need to know this

3so*tD Peo)le skills com)lement technical skills

O5 is a hori1ontal disci)line cuttin' across .irtuall!e.er! jo& cate'or!" &usiness *unction" and )ro*essionals)ecialt!%

An!one who )lans to make a li.in' in a lar'e or small"

)u&lic or )ri.ate" or'ani1ation needs to stud! O5%


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8HAT IS THE FIELD OF O9 ALL A9O:T'

OB Applies the Scientific Method to Practical Managerial

Problem

Pen'etahuan PO &erdasarkan )ada ilmu )erilaku (behavioralscience(

&idan' ilmu se)erti )sikolo'i dan sosiolo'i !an' men''ali)en'etahuan tentan' )erilaku manusia dan mas!arakat melalui)en''unaan metode ilmiah

PO men''ali dan men'em&an'an )en'etahuan dasar den'anmen''unakan )endekatan em)iris" dan &erdasar )ada )enelitian

(riset

a theor! research )ractice strate'!

$earnin' A&out O5 hrou'h A


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$earnin' A&out O5 hrou'h A


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2008 The McGraw-Hill Companies Inc All rights reserve

RENI ROSARI

$earnin' a&out O5

hree A))roachesB heor! : ideas a&out what ha))ens and wh!

Research : testin' theoretical ideas

Practice : learnin' *rom what has and has notworked

All three )ro.ide .alua&le in*ormation *orunderstandin' and mana'in' or'ani1ational&eha.ior


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2008 The McGraw Hill Companies Inc All rights reserve

RENI ROSARI

est =our Knowled'e

In*ormation *rom which o* the *ollowin' is$EAS likel! to &e 'enerali1a&le to othersettin's%

A% Meta,anal!sis5% Sam)le sur.e!s


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RENI ROSARI

8HAT IS THE FIELD OF O9 ALL A9O:T'

OB Focuses on Three Levels of Analsis ! "ndividuals# Groups# and

Organi$ations

Untuk memahami secara men!eluruh )erilaku di dalam or'anisasi"kita harus mem)ertim&an'kan ti'a tin'kat analisisB )roses !an' terjadidi dalam indi.idu" kelom)ok" dan or'anisasi

Poses Indi.idual : unit analisis adalah indi.idual oran' (misal"sika) !an' terkait den'an kerja

Proses Kelom)ok : unit analisis adalah kelom)ok (misal" team

kerja

Proses Or'anisasi : unit analisis adalah or'anisasi (misal" desainor'anisasional

h P ti E** ti


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RENI ROSARI

hree Pers)ecti.es on E**ecti.eness

Individua*

e22e(tiveness

G&ou%

e22e(tivenessO&gani5ationa*

e22e(tiveness

t"e task

%e&2o&man(e o2

s%e(i2i(

em%*o$ees o&

mem!e& o2 t"e

o&gani5ation

t"e sum o2 t"e

(ont&i!ution o2 a**

its mem!e&s

mo&e t"an t"e sum

o2 individua*

(ont&i!ution;s$ne&g$??B>

A #istorical Pers)ecti.e o* O5


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A #istorical Pers)ecti.e o* O5

he #uman Relations Mo.ement

he ualit! Mo.ement

he E,5usiness Re.olution

he A'e o* #uman and Social


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McGre'or;s heor! =


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McGre'or s heor! =

heor! T Most )eo)le dislike

work and want toa.oid it

Peo)le reJuire closedirection

Peo)le want to a.oidres)onsi&ilit! andha.e little am&ition

heor! =

Lork is a natural acti.it!

Peo)le can &e sel*,directed i* the! arecommitted to the o&jecti.e

Rewards hel)commitment

Most em)lo!ees acce)tand seek res)onsi&ilit!

Em)lo!ees ha.eima'ination" in'enuit! andcreati.it!


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New Assum)tions a&out #uman Nature

#uman relationist &elie.ed in the a6iom" 3A satis*iedem)lo!ee is a hardworkin' em)lo!eeD%

Su&seJuent research : shows the satis*action :)er*ormance linka'e to &e more com)le6 than

ori'inall! thou'ht%

he ualit! Mo.ement


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he ualit! Mo.ement

otal ualit! Mana'ement (M An or'ani1ational culture dedicated to trainin'"continuous im)ro.ement" and customer satis*action

Em)lo!ee,dri.en" customer,*ocused

5asic Princi)les

+o it ri'ht the *irst time to eliminate costl! rework

$isten to and learn *rom customers and em)lo!ees

Make continuous im)ro.ement an e.er!da! matter

5uild teamwork" trust" and mutual res)ect

he ualit! Mo.ement (cont


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he ualit! Mo.ement (cont%

he +emin' $e'ac!

ualit! : 3'ood mana'ementD#ow em)lo!ees should &e treated% Re'ardin' the human side o*Jualit! im)ro.ement" +emin' called *or the *ollowin'B

Formal trainin' in statistical )rocess control techniJues andteamwork

#el)*ul leadershi)" rather than order 'i.in' and )unishment

Elimination o* *ear so em)lo!ees will *eel *ree to ask Juestions

Em)hasis on continuous )rocess im)ro.ements rather than onnumerical Juotas

eamwork

Elimination o* &arriers to 'ood workmanshi)


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One o* the +emin';s most endurin' lessonsB ?@.@ &u*e

S)eci*icall!" when thin's 'o wron'" there is rou'hl! an chance the s!stem (includin' mana'ement"

machiner!" and rules is at *ault% Onl! a&out > o* thetime is the indi.idual em)lo!ee at *ault%



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Peo)le is the ke! *actor in or'ani1ational success

M )ro.idin' a )ractical conte6t *or mana'in')eo)le

Lhen )eo)le are mana'ed accordin' to M)rinci)les" more o* them are likel! to 'et the

em)lo!ment o))ortunities and hi'h,Jualit! 'ood andser.ices the! demand

he Internet and E,5usiness Re.olution


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e te et a d us ess e o ut o

E,5usiness : runnin' the entire &usiness .iathe internet

Im)lications *or or'ani1ational &eha.ior andleaders

More and *aster communication with others

More )otential *or dama'e &! unethical

leaders Ena&les the e6istence o* networks that 'o

across traditional or'ani1ational &oundaries

he Internet and E,5usiness Re.olution


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Makin' wise hirin' and jo& assi'nment decisions"nurturin' )roducti.e relationshi)" and &uildin' trust aremore im)ortant than e.er in the a'e o* e,leadershi)%

he A'e o* #uman and Social


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' )

Knowled'e workers" those who add .alue &! usin'their &rains rater than the sweat o** their &acks" aremore im)ortant than e.er in toda!;s 'lo&al econom!%

A team o* human resource mana'ement authorsrecentl! o**ered this )ers)ecti.eB

3#e2re living in a time when new economic paradigm characterized by speed, innovation, short cycle times,3uality, and customer satisfaction is highlighting theimportance of intangible assets, such as brandrecognition, knowledge, innovation, and particularlyhuman capital!.


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he Strate'ic Im)ortance and +imensions o* #uman and Social


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(o**e(tive*$ a&e t"e ke$ to o&gani5ationa* su((ess

Individua* "uman (a%ita*

intelli'ence%Qa&ilitiesQknowled'e

/isionsQdreamsQas)iration

echnical and social skills


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g

he hi'hl! )u&lici1ed criminal acts o* e6ecuti.es andcor)orate o**icers around the world%

A nationalwide sur.e! o* > human resource

)ro*essionals re.ealed that 78 o* the res)ondentsoccasionall! o&ser.ed unethical &eha.ior at theircom)anies%

E6)erts estimates the US com)anies loose a&out799 million a !ear *rom unethical and criminal&eha.ior%

Lh! +oes Ethical 5eha.ior Matter inOr'ani1ation


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Or'ani1ation

&ecause &eha.in' ethicall! is the ri'ht thin' to do%

Ro&ert +% #ass (*ormer chairman o* $e.i Strauss V


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E.idence su''ested that )ro*ita&ilit! is enhanced &! are)utation *or honest! and cor)orate citi1enshi)%Ethics can also im)act the Jualit! o* )eo)le who a))l!to work in an or'ani1ation%

A recent online sur.e! o* >"989 indi.iduals indicatesthat rated a com)an!;s record o* &usiness ethicsas 3.er! im)ortantD when decidin' to acce)t a jo& o.er%

Onl! 8 rated it as 3unim)ortantD%

Ethics


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Stud! o* moral issues and choices

It is considered with ri'ht .s wron'" 'ood .s &ad" andthe man! shades o* 'ra! in su))osedl! &lack,and,

white issues%

Mana'ers are challen'ed to ha.e more ima'inationand the coura'e to do the ri'ht thin' to make the worlda &etter )lace%

Moral /alues /ersus Ethics


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Mo&a* =a*ues

(*undamental&elie*s a&out

what is 'ood or&ad" ri'ht or

wron'

e%'% it is wron' toharm another)erson

Et"i(s(standards o*

conduct inkee)in' withone;s moral

.alues

e%'% I should notsteal

De(ision()lan *or

&eha.in' in anethical *ashion

e%'% I decide notto steal mone!

e.en thou'h Ineed the mone!

9e"avio&(action taken

*ollowin' *rom thedecision made

e%'% I do not steal

Reli'ious&ack'round"&elie*s" trainin'

$e.el o*co'niti.e moralde.elo)ment


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For +iscussionB =our O)inion


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Lhich statement &est re)resents!our o)inion

A%


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Res)onsi&ilit!


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SourceB >7%


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his model is .er! timel! &ecause it e**ecti.el! trian'ulates

three major trendsB (> economic 'lo&ali1ation" (8e6)andin'


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/u*tu&a* &e*ativism Et"i(a* im%e&ia*ism

No culture;s ethics are su)erior%

he .alues and )ractices o* thelocal settin' determine what isri'ht and wron'

-hen in .ome# do as the .omans do


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#ow multinationals can res)ect uni.ersal .alues

.espect for 1uman /ignit


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he /irtuous


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/irtuous circle

the tendenc! *or com)anies that are success*ul *inanciall! toin.est in social causes &ecause the! can a**ord to do so (i%e% the3do 'ood &! doin' wellD and *or sociall! res)onsi&le com)aniesto )er*orm well *inanciall! (i%e% the! 3do well &! doin' 'oodD

he /irtuous


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Im)ro.in' On,the,Co& Ethics


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5eha.e ethicall!!oursel*

Screen )otentialem)lo!ees

+e.elo) a Meanin'*ul


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Pro.ide ethics trainin'Rein*orce ethical&eha.ior


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1-Ob Overview 10

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