Lingkungan Internal Organisasi

LINGKUNGAN DAN

BUDAYA ORGANISASI

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Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.

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LINGKUNGAN ORGANISASI

Lingkungan manajerial adalah lingkungan internal dan eksternal yang mampu mempengaruhi kinerja manajer dalam organisasi


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LINGKUNGAN ORGANISASI

● General environment – affects indirectly

● Task environment- Affects directly- Influences operations and performances

● Internal environment – elements within the organization’s boundaries


LINGKUNGANORGANISASI

1. Lingkungan Internal Organisasi (Internal Environment) yaitu Lingkungan yang berada di dalam organisasi yang terdiri dari karyawan, manajemen dan budaya organisasi

2. Lingkungan Eksternal Organisasi/ Lingkungan Organisasi (Organizational Environment) yaitu meliputi semua elemen yang berada di luar organisasi tetapi berpotensi mempengaruhi organisasi. Lingkungan ini terdiri atas :

a. Lingkungan Umum (General Environment) merupakan Lapisan lingkungan eksternal yang mempengaruhi organisasi secara tidak langsung. Termasuk dalam lingkungan ini antara lain dimensi internasional, teknologi, sosiokultur, ekonomi dan legal politik.

b. Lingkungan Tugas (Task Environment) yaitu Lapisan lingkungan eksternal yang secara langsung mempengaruhi operasi dan kinerja organisasi. Lingkungan ini meliputi pesaing, pemasok, pelanggan dll.

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Organizational Environments

ManagementEmpl

oyee

s Culture

Internal Environment

Suppliers

Com

petitorsCustomers

Labo

r Mar

ket

Legal/Political Economic

Technological

Socio-Cultural

Inte

rnat

iona

l

General Environment

Task Environment

Technological

Suppliers


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International Dimension

Dimensi internasional merepresentasikan peristiwa-peristiwa yang berasal dari negara lain dan mempengaruhi organisasi di suatu negara. Di era globalisasi, dimensi internasional dapat memunculkan : 1.kompetitor baru2.pelanggan baru3.supplier baru, 4.serta membentuk trend sosial, teknologi, dan ekonomi


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Technological Dimension

Scientific and technological advances– Specific industries– Society at large

Impact– Competition– Relationship with Customers– Medical advances– Nanotechnology advances


DIMENSI TEKNOLOGI

Dimensi teknologi termasuk ilmu pengetahuan dan kemajuan teknologi di suatu bidang industri atau masyarakat secara umum.

Dimensi ini banyak mempengaruhi perubahan-perubahan besar atas organisasi aneka industri.

Dua puluh tahun lalu, suatu organisasi paling banter punya 1 PC desktop. Sekarang,ada jaringan komputer, akses internet, video conferencing, telepon seluler, website, dan laptop. Bahkan, teknologi tersebut kini sudah jadi standar harian.

Misal lainnya adalah perkembangan buku digital, TV digital, Surat kabar Digital dll

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Socio-Cultural Dimension

Dimension of the general environment– Demographic characteristics– Norms– Customs– Values


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Economic Dimension

● General economic health● Consumer purchasing power● Unemployment rate● Interest rates

● Recent Trends● Frequency of mergers and acquisitions● Small business sector vitality


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Task Environment

Sectors that have a direct working relationship with the organization

● Customers● Competitors● Suppliers● Labor Market


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Labor Market Forces

Labor Market Forces Affecting Organizations today

● Growing need for computer literate information technology workers

● Necessity for ongoing investment in human resources – recruitment, education, training

● Effects of international trading blocks, automation, outsourcing, shifting facility locations upon labor dislocations


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Adopting to the Environment

Boundary-spanning Inter-organizational partnerships Mergers or joint ventures


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External Environment and Uncertainty

Number of Factors in Organization Environment

Adapt toEnvironmentHigh

Uncertainty

LowUncertainty

HighLowLow

High

Rate ofChange inFactors in

Environment


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Competitive Intelligence - CI

What - Activities to get as much information as possible about one’s rivals

Where - Web sites, commercial databases, financial reports, market activities, news clippings, trade publications, personal contacts

Why – Spot potential threats or opportunities

Ethical Dilemma: Competitive Intelligence Predicament, P. 105


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Interorganizational Partnerships

Shift in paradigm● Trust, value added to both sides● Equity, fair dealing, everyone profits● E-business links to share information and conduct

digital transactions● Close coordination; virtual teams and people on site● Involvement in partner’s product design and

production● Long-term contracts● Business assistance goes beyond the contract


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Levels of Corporate Culture

Visible1. Artifacts, such as dress, office

layout, symbols, slogans, ceremonies

2. Expressed values, such as “The Penney Idea,” “The HP Way”

3. Underlying assumptions and deep beliefs, such as “people are lazy and can’t be trusted”

Invisible

Culture that can be seen at the surface level

Deeper values and shared understandings held by organization members


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Visible Manifestations

SymbolsStoriesHeroesSlogansCeremonies


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Environment and Culture

A big influence on internal corporate culture is the external environment

Cultures can vary widely across organizations

Organizations within same industry reveal similar cultural characteristics

Experiential Exercise: Working in an Adaptive Culture, p. 104


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Corporate Culture AdaptabilityAdaptive Culture Unadaptive Culture

Visible Behavior

Expressed Values

Managers pay close attention to all their constituencies, especially customers, and initiate change when needed to serve their legitimate interests, even if it entails taking some risks.

Managers tend to behave somewhat insularly, politically, and bureaucratically. As a result, they do not change their strategies quickly to adjust to or take advantage of changes in their business environments.

Managers care deeply about customers, stockholders, and employees. They strongly value people and processes that can create useful change (e.g., leadership initiatives up and down the management hierarchy).

Managers care mainly about themselves, their immediate work group, or some product (or technology) associated with that work group. They value the orderly and risk-reducing management process much more highly than leadership initiatives.

Source: John P. Kotter and Jmaes L. Heskett, Corporate Culture and Performance (New York, The Free Press, 1992), 51.


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Four Types of Corporate Cultures

Adaptability Culture

Achievement Culture

Consistency Culture

Involvement Culture

External

Internal

Flexibility Stability

Stra

tegi

c Fo

cus

Needs of the Environment


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Cultural Leadership

● Articulates a vision that employees can believe in

● Defines and communicates central values that employees believe in

● Values are tied to a clear and compelling mission, or core purpose

● Heeds the day-to-day activities that reinforce the cultural vision – work procedures and reward systems match and reinforce the values


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High-Performance Culture

Creating and maintaining a high-performance culture in today’s turbulent environment and changing workplace is not easy.

– Managers widely communicate their cultural values through their words and particularly their actions

– Value statements that are not reinforced by management behavior are meaningless or even harmful for employees and the organization

– Cultural leaders uphold their commitment to values during difficult times or crises.

Lingkungan Internal Organisasi

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