Lesson Learned Is there any relationship between “individual behavior” with “group behavior” and with “organizational behavior and performance” ? Is there any tool to measure Organizational Effectiveness? en m Corporate cu A CULTURE ss ne Individual Behavior i us B ORGANIZATIONAL Company/Org As Individual CAPABILITY Performance en 1. GROWTH um 2. SUSTAIN Ac l e o p Strategy Competition Pe Globalization Yrb/model kapabilitas /2009 Turbulence Radical change ORGANIZATIONAL PERFORMANCE PROFIT PROFITABILITY ASSET MARGIN PEOPLE PRODUCTIVITY SALES VOLUME OUTPUT/INPUT Number of…. RATIO TONAGE ORGANIZATIONAL EFFECTIVENESS Organization are consider effective when they have a good fit with their external environment; when their internal subsystem are configured for a high performance workplace; when they are learning organization; and when they satisfy the needs of stakeholders Organizational Capability Organizational Health Index BALANCE SCORE CARD HUMAN CAPITAL INDEX 9 elements of Organizational Capability as predictors to performance 1. Speed 2. Innovation 3. Customer Connectivity 4. Seeks Change 5. Strategic Responsiveness 6. International Environment 7. Ready to Strategic Alliances 8. Efficiency 9. Talent Source : YRB, 2010, 2011,2012 – Modeling Organizational Capability to business performance OB at macro level of analysis BUSINESS PERFORMANCE ORGANIZATIONAL HEALTH INDEX ORGANIZATIONAL CAPABILITY THESIS /DISS/PROJECT in Organizational Behavior expertise through education . Organisasi BILIT Orga A n S ( CULTURE) ORG nal H izatio ANIS ea SI A Inde lth x VARIABEL Company/Org Leader MEDIATING Performance As Individual 1. GROWTH 2.Leadership Learning Framework KAPA Leader . SUSTAIN Strategi Organisasi Competition Globalization Turbulence yrb/ken/sbm/sbmitb Radical change . OHI MODEL Directio n Accountabil Control ity And Coordination External Innovation Orientation And Learning Capability Motivation Culture Yrb/sbmitb/2014 . BUSINESS PERFORMANCE ORGANIZATIONAL HEALTH INDEX OHI initially introduced by McKinsey as one of the tools to help the organization to identify the organization elements that drive financial performance OHI at some degree has statistically positive correlation with financial performance (OHI accounted for 54 % of the variation in the performance of group of companies respondents) In general OHI consists of 9 elements . expertise through education . OHI Related to OB . Why OHI Proven link between health and performance Competitive insights Archetypes . Why health? Health the ability of an organization to align. execute. but are also the most meaningful and rewarding organization to lead It can be measured before end of the year. when all business already done. however elements of OHI can be measured and predict performance . and renew itself faster than the competition to sustain exceptional performance over time It’s not only for an organization to thrive. Statistictical evidence Companies on the top quartile or organizational health are 2. 2.0 times more likely to have above- median growth in expertise value to book value .2 times more likely than lower-quartile companies to have an above-median EBITDA margin. Organizational Capability ? expertise through education . Machines Organizational Capability Intangible : all element. factors that organization do very well and believe to be a predictors to business performance competing outside from inside out .Basic Concept Organizational Capability Tangible : Asset . Technology. Innovation Ulrich D 3. Managing instability / Strategic responsiveness 6.M.2011) OC modeling through LCOP to business performance in turbulence industry expertise through education .Beer Source : YRB (2010 .9 Element of Organizational Capability * TURBULENCE LEVEL 1. Adaptable to change / seeks for related and relevance change Oppel W 5. Efficiency 9. Ready for strategic alliance 8. Customer Connectivity ANsoff 4. Working in the international Environment 7. Talent Lesson from hard times Mc Kinsey . Speed 2. should be versus reality . expected versus current achievement Lists of problems which are related to “people “ Problem Priority Conceptual framework to solve problem .OB at macro level of analysis Start from macro things target versus realization. NOTES Must be published local or international “for cumlaude” published internationally Abstract or paper published Paper must follow academic criteria . FRAME WORK for Organizational Behavior thesis PROBLEM Diagnostic Tools /BUSINESS ISSUES PROBLEM FORMULATIO N CONCEPTUAL FRAMEWORK to Literature solve PROBLEM Review RESEARCH Method RECOMMENDATION RESEARCH / Managerial Findings Implication . Diagnostic Tools • Financial/Marketing/business aspects Performan ce • Business /industry concern Evaluation • Organizational Capability • Organizational Health Index Fact finding • Relation from Company Performance Evaluation Your • Confirm that your choosen are will give interest area benefits to company if problem will be solved . etc) It will help authors to proceed projects Can be develop form basic foundation of theory that may applied in solving problems.3.4 .CONCEPTUAL FRAME WORK It is the way of thinking that you believe and you will use to analyze problem cause and effects or the way that you will do to solve problems It containts of systematics thinking and tools that will used in your projects It is not always same with the paper structure (chapter 1. .2. . focus group discussion. Reserch method also explain how author define questions.. and how data will be processed ... number of respondent . employee engagement. research questions may “ what are majority reason of middle managers leaving company” Basic theory may be applied in this case : employee satisfaction. or . interview.RESEARCH METHOD It shows how you develop your own research to find out the questions that arise when you are thinking anythings about your problem statement ( research questions) “problems statement : there are increasing number of middle managers leaving company . human capital retention program or . It must containt “your expected result and your hypothesis” Research method will explain how author conduct his approach to find the data systematically survey. define respondents .. when ... Research findings This is an important part of your work It must shows your result and compare to your expected result whether your hypothesis are true or rejected or you get a real …. You should back to your all research questions and make your further analysis before concluding your reccomendation . author should include in his thesis managerial implication of doing the development and include the planning of doing that program . f ex : research found that performance are highly impacted by “bla bla elements of factor X . there for author reccomend that company should develop program to increase factor X If there are possibility to develop factor X.RECCOMENDATION AND MANAGERIAL IMPLICATION It should be based on your further discussion on your result findings . (Case Study: Telkom Japati) 5 Identification on Academic Acceptance Test. Competency and GPA Relationship with Market Acceptance's on MBA ITB Graduates 6 The Relationship Identification of Admission Test Variable and Competency Variable with GPA and ITS Impact to SBM Graduates' Market Acceptance 7 Readiness Analysis of Human Resources in Facing Target Business Development (Case Study in Transportation Business Unit of PT LEN Industri (Persero) 8 Analysis on the Impact of Leadership and Organizational Culture to the Implementation of Corporate Value (Case Study in PT Pertamina) 9 Impact analysis of job design. Case Study Wirausaha Muda Mandiri 19 A Study on the Supportive Aspects of Franchising Business 20 Mentoring program proposal Expatriate at Total E P Indonesia 21 Improvement Organization capability for measurement in achieving production target 22 Problem solving proposal to increase Group performance 23 Impact analysis of cost efficiency on human aspects 21 Change Management proposal at PemDA Banten . Bank Mandiri. Krakatau Steel (Persero) TBK and Its Inpact on Recruitment and Development Policy 3 A Proposal in Strengthening 5 "element" of Corporate Culture. and Also Competence 13 Relationship Between Employee Perception of Leadership Styles and Job Satisfaction in non-profit Organization Case Study in Dinas Energi dan Sumber Daya Mineral Provinsi Jawa Barat 14 Indentifiying Personal Values and Organizational Culture in Convetional Bank and Islamic bank (Rokeach Value Survey and Ocai Implementation) Case Study in Main Office of Bank Mega and Bank Mega Syariah 15 The Analysis of Hay Job Evaluation System in Pertamina 16 Assesing organizational culture in school of business and management 17 Identification of personal Value and Its Relation to Happiness from a lifestyle Group Case Study Celebrity Fitness Member 18 Corporate Social Responbility PT.(OB related) 1 Analysis of The Implementation of Operational Safety Using People Management Approach in Teh Transformation of PT.leadership style to business performance 10 Development of Human Capital Brand to attract fresh talent 11 Deleivery Service model reccomendation for HR Ex at Jakarta Chevron 12 A Study on the Supportive Aspects of Franchising Business As Seen from the Stisfaction Within The Relationship Between Franchisor and Franhise. motivation. Through Cultural and Transformational Leadership Program as an Effort in Succeeding Transformation at PT Kereta Api Indonesia (Persero) 4 Analysis Leadership and Change Management Influence to the Achievement of Transformation in the PT Telecommunication Indonesia. Kereta Api Indonesia (Persero) 2 Competency Models for Leaders at PT. Tbk. SUSTAIN BUSINESS CHANGE ? STRATEGY Competition Globalization OFFICE POLITICS Turbulence Radical expertise through change education .Conceptual thinking Organizational CULTURE Company/Org ORGANISATIONAL Leader CAPABILITY Performance As Individual 1. GROWTH 2. Kerangka Pembelajaran Kepemimpinan Hofstede R.Quinn –Competing value Leader Organisasi Essence of culture Denison Model s ty le ( CULTURE) Ch ing r c te le k sty ara ma De der ion a Le cis political KAPABILITAS Company/Org Performance Leader ORGANISASI As Individual 1. SUSTAIN Has Competition il G Strategi lobe Globalization Organisasi Turbulence Radical change Are you prepared to lead? Silent strategy killer Big challenge yrbsbmitb/leadership08 Strategy and HR – . GROWTH 2. SUSTAIN Has Competition il G Strategi lobe Globalization Organisasi Turbulence Radical change Are you prepared to lead? Silent strategy killer Big challenge yrbsbmitb/leadership08 . Kerangka Pembelajaran Kepemimpinan Leader Organisasi le ( CULTURE) Denison Model s ty Ch ing r c te le k sty ara ma De der ion a Le cis KAPABILITAS Company/Org Leader ORGANISASI Performance As Individual 1. GROWTH 2. Bussiness Organizational Performance Behavior ROE Leadership style ( Task Oriented People Oriented) ROA Express Behavior Profitability Risk Behavior Role model Employee Culture Satisfaction Decision Making ? Product Innovation Over all satisfaction . CORPORATE CULTURE What? Why? How? expertise through education . Organizati onal Culture expertise through education . Corporate culture Organizational culture expertise through education . a system of shared meaning • Dominant • Subculture • Core Culture expertise through education . want to join us ? If Yes. so WELCOME ABOARD A common perception held by the organization’s member .ORGANIZATIONAL CULTURE This is the way we do something here. ORGANIZATIONAL CULTURE Hofstede O Rilley competing value model Schein Denison model . Culture is shared. It can be observed through organizational values. symbols. and rituals. Other characteristics of the organizational culture: Culture is a perception. how: they act towards each other. Culture is evolved. they do things within the organization. in a large degree. What? It is a system of shared meanings and common beliefs held by organizational members that determines. . stories. Why it is important to learn/master? Organizational theorist. superior quality. & economic ‘animal’. calculation. there are only few companies commit to values such as: Service to the customer. see organization’s members through the lens of rationality. Several early studies of Japanese management (1980s. even when these values do not accord with short-term results. 1990s) concluded that the decisive reason for the Japanese advancement in business lay in Japanese culture! Later studies also show that corporate culture is the key to corporate success and failure! Bureaucracy is dead! The future is belong to those with strong cultures. at first. A strong culture is the royal road to ‘excellence! Yet. and care for employees. . technological innovation. HOW to identify CULTURE ? QUANTITATIVE APPROACH ESSENCE model COMPETING VALUE DENISON HOFSTEDE RELATE TO THE STRATEGY QUALITATIVE APPROACH . with females being controlled by male domination. Hofstede’s Five Dimension of Nation Culture Power Distance Index (PDI) focuses on the degree of equality. or does not reinforce. or inequality. • Low Masculinity: Low level of differentiation and discrimination expertise between through education . males dominate a significant portion of the society and power structure. the traditional masculine work role model of male achievement. • High Masculinity: High degree of gender differentiation. between people in the country's society. Masculinity (MAS) focuses on the degree the society reinforces. These societies are more likely to follow a caste system that does not allow significant upward mobility of its citizens. Individualism (IDV) focuses on the degree the society reinforces individual or collective. achievement and interpersonal relationships. • Low Power Distance : the society de-emphasizes the differences between citizen's power and wealth. • High Power Distance : inequalities of power and wealth have been allowed to grow within the society. • High Individualism: individuality and individual rights are paramount within the society. • Low Individualism: typifies by societies of a more collectivist nature with close ties between individuals. These cultures reinforce extended families and collectives where everyone takes responsibility for fellow members of their group. In these cultures. In these societies equality is stressed . control. and power. long-term devotion to traditional. unstructured situations. and controls in order to reduce the amount of uncertainty. This creates a rule-oriented society that institutes laws. rules. This is thought to support a strong work ethic where long-term rewards are expected as a result of today's hard work. That survey resulted in addition of the Confucian dynamism. and takes more and greater risks. or does not embrace. Long-Term Orientation (LTO) focuses on the degree the society embraces. more readily accepts change. through education . This is reflected in a society that is less rule-oriented. • Low Uncertainty Avoidance : Less concern about ambiguity and uncertainty and has more tolerance for a variety of opinions. regulations.e. particularlyexpertise for an "outsider".Hofstede’s Five Dimension of Nation Culture (Cont’d) Uncertainty Avoidance Index (UAI) focuses on the level of tolerance for uncertainty and ambiguity within the society . forward thinking values. business may take longer to develop in this society. • High Uncertainty Avoidance : Low tolerance for uncertainty and ambiguity. However.i. • High Long-Term Orientation : Prescribes to the values of long- term commitments and respect for tradition. Culture as impacted by corporate’s strategy Strategy customer excellence culture of “customer is number one” Strategy one day delivery service culture of speed through information technology Strategy new product creation / diversification culture of innovation and risk taking Strategy cost leadership/low price culture of discipline and efficiency . Organization Culture Allignment (example) Creating a Customer-Responsive Culture Hiring the right type of employees (ones with a strong interest in serving customers) Having few rigid rules. and regulations Using widespread empowerment of employees Having good listening skills in relating to customers’ messages Providing role clarity to employees to reduce ambiguity and conflict and increase job satisfaction Having conscientious. caring employees willing to take initiative . procedures. Reading Culture through Qualitative Approach (1) a) Values are the bedrock of Corporate Vision any corporate culture Business Strategy Corporate’s Corporate’s Values Culture STATED OBSERVED CORPORATE’s VALUES Gaps CORPORATE’s CULTURE Sustainability Issues? . SASARAN Perusahaan dan peran Budaya SASARAN Budaya Organisasi HCM practices . 483.735.641.367 1.431 815.963 598.424.414 Number of employee 24781 25.572 Personnel costs/profitability index 2.5 2 0.10 -1.611) 189.3 2.5 0.237.011 63204 10572 953 HC Dashboard Corporate Level ROA 5.228 Personnel costs/employee 617.478.3 9.408.7 Profit After Tax 35.90 5.118 (466.3 20.7 15.9 127.9 595.70% 21.95% -4.643 34.11% ROI Profit/employee 1.111.498 387.40 Business Unit Level Functional Level Source: company profile december 2013 Unit level .4 -29.31 2.742.86% 15.829.340 1.57 Personnel Costs 15.45 0.95% 17.8 11.355 245. Pertamina Telkom PLN KALBE BIOFARMA ASSET (in triliun) 601.714.178. Dapatkah perilaku itu terlihat ? Dari mana saja ? 4.Perilaku apa yang kita yakini membuat ketercapaian Sasaran semakin tinggi ? 2. PLN jadi DGW ingin perusahaan menjadi blue chip PLN perusahaan perlu di seperti apa ? 5 regulasi supaya thm 10 tahun bisa menjual mendatang saham 1. Apakah perilaku itu menjadi “ the way we do things here “? 3. Bagaimana cara mengukurnya - bagaimana kondisi /ukuran keberadaan perilaku tersebut Saat ini? 5. Perilaku yang mana sangat berpengaruh terhadap keberhasilan tersebut ? . 000.5 0.408.424.178.Comparing ? Pertamina Telkom PLN KALBE BIOFARMA ASSET (in triliun) 601.714.77 5.3 20.57 Personnel Costs 15.70% 21.735.000 34.7 15.340 1.86% 15.011 50000 10572 953 HC Dashboard Corporate Level ROA 5.3 9.40 .118 240.478.572 Personnel costs/profitability index 2.498 387.829.11% ROI Profit/employee 1.228 Personnel costs/employee 617.3 2.95% 2.31 2.45 0.641.111.431 815.10 0.01% 17.355 310.483.414 Number of employee 24781 25.8 11.9 595.9 127.7 Profit After Tax 35.4 12 2 0.367 1.000 189.000.963 598. gedung. mengenai perusahaan. jingle 5. “Fisik perusahaan yang terlihat”. INFORMASI dari DALAM PERUSAHAAN . “gaya “mereka. bagaimana “bahasa” mereka 4. Do current culture survey and identify the most culture that can predict business performance .“apa yang mereka pakai”. logo. oleh perusahaan 2. mengenai perusahaan 3. INFORMASI dari luar perusahaan. Melihat “orang orang” didalam perusahaan.How to read Organizational Culture 1. warna. FINAL TEST PIO . Explain about conflict you face currently. GROUP LEVEL a. According to your Leadership Assessment . Where is your position according to People In Organization matrix ? Analyze (5) 2. According your FIRO B. please identify your strengths and your need to improve (15) b. INDIVIDUAL LEVEL a. Explain about one of your group explain your analysis about group performance and give solution (10) b. what should you do to increase your relationship (10) c.OB part 1. and explain what should you do c. Do your “organizational scanning about power and politics in your organization “ are you stay or what ? (10) . Is there any “OB or HRM related” that might one related cause (10) 3. Explain what should or might you do or suggest for your self and for your company (20) .3. ORGANIZATIONAL LEVEL (40) Using these figure please answer this following questions 1. Indentify some of Business Issues you recognized in your current /ex company you work with (10) 2. kalau departemen kita ini Apapun resikonya. tugas ini harus kita nomor menjadi pembicaraan orang satukan Lho.TASK or PEOPLE ? Ayolah. Apa kalian ada ide tambahan kali ini? Ini kan sudah mau akhir tahun. coba lagi dipikirkan baik baik Hemmm… Bagus sekali apa yang telah anda capai sampai saat ini Bagaimanapun kita harus tanya pendapat mereka Semoga kita bisa mencapai target bulan ini . kita bisa kok Saya kira kita bisa mencapai target divisi kita menyelesaikannya secepatnya Mestinya mereka mendengarkan pendapat kita Saya yakin anda bisa memenuhi permintaan dong kami Enggak enak lho. apa apa mahal. Jangan sampai kita kalah dalam kompetisi kali mestinya mereka paham dong dengan kondisi kita ini Saya suka dengan boss yang sangat perhatian Kuartal lalu kelompok kita tertinggal dengan dengan kita kelompok lain Emangnya perusahaan ini punya nenek moyang Sudahlah . jangan mudah putus asa. ini kan untuk kita semua Apakah ada hambatan teknis dalam proyek kita Kok jadi begini ya?. pokoknya kita ikuti saja prosedur ini mereka? Bagaimana ya jalan keluar yang terbaik ? Mbok ya jangan buru buru mutusinnya. Teori Bandul ? PEOPLE CONCERN TASK CONCERN People Indicator Organization /Business indicator STYLE of the leader ? BEHAVIOR of the leader . 5 Avoid ( “Cuek”) OTORITER LOW ( 1. SITUATIONAL ? Laize Faire Team Management Akomodatif Kolaborasi HIGH (1. 9) ( 9. 1 ) ( 9.9) Orientasi pada Manusia /pengikut Middle of the road mgt 5.1) LOW HIGH Orientasi pada Tugas . Apakah si pemimpin punya “stock” gaya tersebut.Gaya memimpin yang mana yang terbaik ? Semua gaya memimpin tersebut adalah BAIK. pertanyaanya adalah . yang bisa diberlakukannya pada situasi yang cocok Mau tau apakah kita punya STOCK gaya tersebut ? MARI KITA LIHAT hasil SKORING individu . ANALISA kecenderungan gaya memimpin Ketersediaan stock Kemampuan mengganti gaya sesuai dengan situasi Apakah cocok ? - Efektifitas • JANGAN sungkan mengganti Gaya • BERANI lah bertindak TEGAS dan OTORITER ( pada momentum yang tepat) • BERANI lah pula menjadi SEDIKIT LEBIH “HUMAN” .
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