scholarly journals Implementasi Organizational Culture Assessment Instrument (Ocai) Untuk Pemetaan Budaya Organisasi Pt. Semen Indonesia (Persero) Tbk Sebagai Rujukan Winning Culture

MANAJERIAL ◽  
2020 ◽  
Vol 7 (01) ◽  
pp. 37
Author(s):  
Nur Elisa Faizaty ◽  
Reza Melynda Oktavia ◽  
Mirza Dwinanda Ilmawan
Keyword(s):  
Organizational Culture ◽  
Corporate Culture ◽  
Industrial Revolution ◽  
Sampling Technique ◽  
Organization Culture ◽  
Cement Industry ◽  
Assessment Instrument ◽  
Main Concern ◽  
Dominant Culture ◽  
Clan Culture

Background - Industrial revolution 4.0 make competition between countries will be more competitive. This competition was also felt by PT Semen Indonesia (Persero) Tbk, which is the market leader in the cement industry in Indonesia. Company that implement corporate culture very well, was reached hundred times growth that companies that don’t consider corporate culture s main concern. Aim – This study aims to mapping the organization culture through OCAI (Organizational Culture Assessment Intstrument. Design / methodology / approach - The sampling technique uses the proportionate stratified random sampling method which consists of 6 General Managers, 20 Senior Managers, 34 Head Section, 33 Head Teams and 13 Staffs. The instrument used in this study was the Organizational Culture Assessment Intstrument (OCAI), which maps organizational culture into four types of organizational culture through six-dimensional measurement, namely dominant characteristics, organizational leadership, employee management, organizational adhesives, and success criteria. Data collection techniques used are questionnaires. Finding - The results of the research show that the dominant culture now perceived is hierarchical culture, and the expected dominant culture is clan culture. The results of the validation from the expert stated that as a state-owned corporation that has a global go vision, the clan culture adopted by employees is irrelevant. Culture that is applied to be more suitable for going global is market culture as the main culture or common culture. Whereas the second culture or dominant sub-culture is a type of cultural hierarchy. Research implication - The existence of this mapping is expected to be an input to management, how management can create a more dominant competitive culture and unite employees with a culture that has been determined by management.

scholarly journals Relationship between institution status and the organizational culture of community health centres in Bali

2017 ◽  
Vol 5 (2) ◽  
pp. 135
Author(s):  
Maria Magdalena Zulian Puji Astuti ◽  
Made Sri Nopiyani ◽  
Pande Putu Januraga
Keyword(s):  
Organizational Culture ◽  
Sampling Technique ◽  
Competing Values Framework ◽  
Assessment Instrument ◽  
Competing Values ◽  
Culture Model ◽  
Clan Culture ◽  
Health Centres ◽  
Education Levels ◽  
Public Service Agencies

Background and purpose: The adoption of an appropriate organizational culture model can be instrumental in ensuring the success of an institution. Currently, public health centres (PHCs) in Indonesia are being remodeled to function as independent units managed as regional public service agencies (BLUD). This study aims to determine whether there are differences in the organizational culture of BLUD PHCs with non BLUD PHCs.Methods: Survey was conducted with 142 staff from BLUD PHCs and with 109 staff from non BLUD PHCs, selected using stratified random sampling technique. Data were collected by completing the organizational culture assessment instrument (OCAI) according to the concept of Competing Values Framework (CVF) and analyzed descriptively to determine aspects of the organizational culture.Results: Staff at the BLUD PHCs presented with lower education levels, were older and with an average longer working period compared to staff at the non BLUD PHCs. A hierarchical organizational culture was found in three BLUD PHCs and in one BLUD PHCs, while the other two non BLUD PHCs indicated a tendency towards a clan culture. It is hoped that in the next two years all PHC will adhere to a clan organizational culture model.Conclusions: Significant differences in age, education and number of working years between BLUD PHCs and non BLUD PHCs determine the organizational culture model adopted. The current adopted organizational culture is hierarchical whereas a transition to clan culture is desired.

scholarly journals Organizational Culture Assessment at Ethio-Telecom Using Competing Value Framework

2020 ◽  
Vol 5 (6) ◽  
Author(s):  
Abadir Abrahim ◽  
Shemelis Zewdie
Keyword(s):  
Organizational Culture ◽  
Organizational Change ◽  
Assessment Instrument ◽  
Dominant Culture ◽  
Cultural Changes ◽  
Leadership And Management ◽  
Strategic Emphasis ◽  
Clan Culture ◽  
Research Questions ◽  
The Moment

The purpose of this study is to assess current dominant and future desired organizational culture at Ethio-telecom Jimma region offices as perceived by employees using competing value framework. The objective is to identify and understand cultural changes needed to manage organizational change Ethio-telecom embarks on effectively. Through a survey research design, a sample of 100 employees who were randomly selected took part in the study. Organizational change assessment instrument (OCAI), standard questionnaire developed by Cameron and Quinn’s (2006) used to collect data from respondents. Four types of culture clan, adhocracy, hierarchy, and market assessed from six attributes of culture or dimensions: dominant characteristics, organizational leadership, and management of employees, organizational glue, strategic emphasis, and criteria of success. Standard mean score (Z score), t-test and analysis of variance employed to address the research questions. The results show that clan culture is the dominant typology at the moment while market oriented culture is found as future desired organizational culture. Moreover, the findings revealed statistically no significant variation among employees in their perception of current dominant culture and choice of future desired culture.

PENILAIAN PERUBAHAN BUDAYA ORGANISASI BERBASIS ORGANIZATIONAL CULTURE ASSESMENT INSTRUMENT: STUDI PADA PERUSAHAAN JASA PARIWISATA DI YOGYAKARTA

2017 ◽  
Vol 12 (1) ◽  
pp. 1
Author(s):  
Daniel Yudistya Wardhana
Keyword(s):  
Organizational Culture ◽  
Human Resources ◽  
Corporate Culture ◽  
Culture Condition ◽  
Assessment Instrument ◽  
Current Result ◽  
Service Company ◽  
Clan Culture ◽  
Medium Enterprise ◽  
Six Dimensions

The purpose of this study is to identify the current culture of a hospitality service company and explain the changing direction of future culture in the company management, in order to improve the human resources quality within the organization. The context of this study is human resources andhospitality research with a focus on small medium enterprise in Yogyakarta, Indonesia. This research is conducted by using Organizational Culture Assessment Instrument (OCAI) in order to assess theactual corporate culture condition and the preferred culture that is desired to be in the company. By measuring six dimensions of OCAI and assessing the culture characteristic, the current result showsthe tendency to clan culture with 28.1 points and hierarchy culture with 25.5 points. Meanwhile, the potential feature, which is the clan culture, tends to increase with 30.2 points and adhocracy culture tends to increase to 25.1 points.Keywords: OCAI, Corporate Culture, Human Resources, HospitalityTujuan penelitian ini adalah untuk mengidentifikasi budaya perusahaan jasa perhotelan saat ini dan menjelaskan perubahan arah budaya masa depan dalam manajemen perusahaan, dalam rangkameningkatkan kualitas sumber daya manusia di dalam organisasi. Konteks penelitian ini adalah penelitian sumber daya manusia dan perhotelan dengan fokus pada Usaha Kecil Menengah diYogyakarta, Indonesia. Penelitian ini dilakukan dengan menggunakan Instrumen Penilaian Budaya Organisasi (OCAI) untuk menilai kondisi budaya perusahaan aktual dan budaya pilihan yangdiinginkan untuk dimiliki perusahaan. Dengan mengukur enam dimensi OCAI dan menilai karakteristik budaya, hasil saat ini menunjukkan kecenderungan budaya klan dengan 28,1 poin danbudaya hirarki dengan 25,5 poin. Sementara itu, fitur potensial, yaitu budaya klan, cenderung meningkat dengan 30,2 poin dan budaya adhokrasi cenderung meningkat menjadi 25,1 poin.Kata kunci: OCAI, Budaya Perusahaan, Sumber Daya Manusia, Perhotelan

scholarly journals ANALYZING CORPORATE CULTURE IN HOTEL COMPANY USING ORGANIZATIONAL CULTURE, ASSESSMENT INSTRUMENT (OCAI) : CASE STUDY X HOTE IN JAKARTA

2018 ◽  
Vol 1 (1) ◽  
pp. 23-39
Author(s):  
Theresia Melisa Lumbantoruan ◽  
Munawaroh Zainal ◽  
Dea Prasetyawati
Keyword(s):  
Organizational Culture ◽  
Corporate Culture ◽  
Current Situation ◽  
Assessment Instrument ◽  
Culture Result ◽  
Clan Culture ◽  
Organizational Culture Assessment Instrument ◽  
Key Dimensions ◽  
A Company

Organizational Culture Assessment Instrument well-known as OCAI commonly uses to describe the type of culture in a company. Using values framework as and instrument, this research attempt to find out what type of culture base on four culture type of Cameron and Quinn: Clan Hierarchy, Adhocracy and Market. Asking `89 of hotel staff respondent and applying on the framework, hotel staff exhibited Hierarchy culture as dominant in current situation and they preferred Clan culture for the future. This discrepancies between the current and preferred culture indicates that a change in culture, especially to clan culture. Result of culture perspectives between levels of hierarchy indicates staff and managers preferred to have clan culture. Culture profile on Six Key Dimensions of Culture (SKDC). Result showed that the overall scores and ranking were almost congruent in the current culture of all aspects. The preferred culture were reasonably congruent, Having clan culture dominating all aspects.

ANALISIS PEMETAAN BUDAYA ORGANISASI MENNGGUNAKAN ORGANIZATIONAL CULTURE ASSESSMENT INSTRUMENT (OCAI) PADA FAKULTAS EKONOMIKA DAN BISNIS UNIVERSITAS DIPONEGORO

2016 ◽  
Vol 13 (1) ◽  
pp. 57
Author(s):  
Yona Kusumaningtyas ◽  
Ismi Darmastuti
Keyword(s):  
Decision Making ◽  
Organization Culture ◽  
Assessment Instrument ◽  
Survey Method ◽  
Dominant Culture ◽  
Entire Sample ◽  
Fundamental Factor ◽  
Cultural Organization ◽  
Clan Culture ◽  
Quantitative Descriptive

Organization Culture is need to be developed and adapted with the developments andchanges of the organization. Nowadays, many companies do not understand theimportance of organization culture as a fundamental factor in the company. Faculty ofEconomics and Business Universitas Diponegoro have the vision, mission, values, andgoals to be achieved. With the mapping of cultural profile of current and futureexpectations may be one input for an institution to prepare for the change and understandwhether the vision, mission, and values that have been defined it is understood andpreserved as the organization's culture.This research was conducted by survey method using OCAI (Organizational CultureAssessment Instrument). The survey conducted on alumni, students, staff, and faculty witha sample size of each stratum 25 people. So great the entire sample was 100 people. Thisresearch uses descriptive quantitative approach so as to reveal and analyze the culturalprofile FEB Undip current and expected in the next few years.The results obtained from this study showed a difference between the perception of thecurrent culture of alumni, students, staff, and faculty. Alumni, staff, and faculty feel thatthe dominant culture of the company is the culture clan. Meanwhile, students feel thecurrent dominant culture is a culture of hierarchy. There are cultural similaritiesexpected by all stakeholders ie culture clan. There seems to be a trend toward morepowerful clan culture as a type of culture is expected. This cultural profile picture FEBUndip can be used for decision making in accordance with the vision, mission andobjectives of the FEB Undip.Keywords: Mapping Cultural Organization, OCAI, FEB Undip, Quantitative Descriptive

scholarly journals PENGEMBANGAN BUDAYA ORGANISASI DENGAN ORGANIZATIONAL CULTURE ASSESSMENT INSTRUMENT DI PT XYZ

2017 ◽  
Vol 8 (1) ◽  
Author(s):  
Ryyld Ipbtas Yusri
Keyword(s):  
Organizational Culture ◽  
Corporate Culture ◽  
High Performance ◽  
Organization Culture ◽  
Sustainable Growth ◽  
Leadership Role ◽  
Assessment Instrument ◽  
Competing Values ◽  
Performance Culture ◽  
Organizational Culture Assessment Instrument

In the year 1998-2010, PT XYZ have faced a tough business challenges. Therefore PT XYZ have establish a new strategic direction to ensure sustainable growth in long term period. Either one of that strategic is to develop high performance culture as enabler to achieve it’s vision in 2020. However currently, PT XYZ have not had a comprehensive design how to develop organization culture. So the porpuse of this studi to describe the dominant culture type in both current and preferred situation as weel as by good right culture type which is aligned with the executives talent in PT XYZ. This study based on the Organizational Culture Assessment Instrument (OCAI) built upon a theoretical model called the “Competing Values Framework”. This framework refers to whether an organization has predominant internal or external focus and whether it strives for flexibility or stability. Moreover, the purpose of the OCAI is to assess six key dimensions of organization culture. The results of this study showed that current organization culture is Hierarchy which is driven by efficiency, consistency and uniformity values. However, the preferred or the should be organization culture is Market which is driven by goal achievement and competitiveness values. Fortunately, the PT XYZ’s executive talent have align with preferred culture so that it can ease to develop new organization culture. Several initiatives can be purposed to manage the change of the corporate culture. The initiatives consist of leadership role alignment, consistent communication, improve employees capability and optimize systems and procedures.

scholarly journals Internal Control, Organizational Culture, and Quality of Information Accounting to Prevent Fraud: Case Study From Indonesia's Agriculture Industry

2020 ◽  
Vol 11 (4) ◽  
pp. 316
Author(s):  
Puji Rahayu Setyaningsih ◽  
Nengzih Nengzih
Keyword(s):  
Organizational Culture ◽  
Internal Control ◽  
Sampling Technique ◽  
Organization Culture ◽  
Structured Interviews ◽  
Quality Of Information ◽  
Descriptive Research ◽  
Agriculture Industry

This research wants to find out how far internal control, organization culture and the quality of accounting information system will help the small-medium enterprises (SMEs) to prevent fraud. by applying the case study approach in achieving its aims and objectives. This study is done by a used case study from SMEs in the agriculture industry in Lampung province, Indonesia. The data were collected through observations and semi-structured interviews with employed and managerial staff. This research applied a mixed method in collecting and analyzing data, which were document analyses and interviews. Applying more than a single method in collecting data enables the researcher to compare and to verify the information accuracy (Brewer and Hunter 2006). This method can increase the credibility and validity of the findings because the final bias will depend on one method which later can be avoided (Yin 2012). This type of research is quantitative descriptive research. The purpose of this descriptive research is to provide a descriptive, systematic, factual and accurate description of the facts, properties, and relationships between the phenomena investigated. All data that will be used in this study is sourced from the results of respondents' answers to the questionnaire given to employees at PT. XYZ as many as 70 respondents with the unit of analysis are part of Business Control, Human Capital, Finance, Marketing, and Operations. The sampling technique that uses saturated sampling, which is a sampling technique where all members of the population will be used as samples. The results of the study show that some weaknesses of the internal controls have been identified as one of the factors of fraud. The results show that Internal Control Organizational Culture and Quality of Information Accounting have a positive significant effect to prevent fraud.

scholarly journals The corporate culture and employees’ performance: an overview

2020 ◽  
Vol 10 (3) ◽  
pp. 1-6
Author(s):  
Shoeb Ahmad
Keyword(s):  
Organizational Culture ◽  
Corporate Culture ◽  
Employee Performance ◽  
Positive Culture ◽  
Organization Culture ◽  
Fundamental Aspect ◽  
Significant Feature ◽  
Strong Impact ◽  
And Performance ◽  
The Impact

Corporate culture is a significant feature of an organization which is implied as the fundamental aspect of organizational strategy. It facilitates consistent employee behavior and helps new recruits to socialize and adapt to the workplace in accordance with organizational goals.Corporate cultures have manifold influence on employee performance and satisfaction levels.Employees act more sincerely and responsibly to attain organizational goals, once they are certain of their direct involvement in the organization. Culture of an organization helps employees develop their skills to observe and question expressive meanings of organizational rituals as well as gives a sense of distinctiveness to its members. As the employees spend the major part of their life while working with organizations, corporate culture gives them an opportunity to enhance their creativity, and direct their attitudes toward everything associated to work life. Thus, organizational culture influences organizational effectiveness. The culture of a workplace has a strong impact on the welfare of workplace in both short as well as long term and a positive culture escalates the proficiency and performance of organizations. The present study examines the relationship between organizational culture and employees’ functioning and performance. In addition, it explores the impact of organizational culture on employees’performance.

scholarly journals Pengaruh budaya organisasi, penghargaan dan kepercayaan terhadap motivasi berprestasi pegawai Dinas Pendidikan Pemuda dan Olahraga Kabupaten Rokan Hulu

2018 ◽  
Vol 6 (2) ◽  
pp. 193
Author(s):  
Hardianto Hardianto
Keyword(s):  
Organizational Culture ◽  
Data Analysis ◽  
Achievement Motivation ◽  
Random Sampling ◽  
Sampling Technique ◽  
Simple Random Sampling ◽  
Organization Culture ◽  
Education Department ◽  
Positive Direct ◽  
Positive Effect

Tujuan penelitian ini untuk menganalisis besarnya pengaruh budaya organisasi, penghargaan dan kepercayaan terhadap motivasi berprestasi pegawai dinas pendidikan pemuda dan olahraga Kabupaten Rokan Hulu. Survei dilakukan terhadap 75 orang pegawai yang dijadikan sampel penelitian dengan teknik simple random sampling. Pengolahan data dilakukan dengan analisis jalur. Hasil penelitian menunjukkan bahwa: (1) budaya organisasi berpengaruh langsung positif terhadap motivasi berprestasi, (2) penghargaan berpengaruh langsung positif terhadap motivasi berprestasi, (3) kepercayaan berpengaruh langsung positif terhadap motivasi berprestasi, (4) budaya organisasi berpengaruh langsung positif terhadap kepercayaan, (5) penghargaan berpengaruh langsung positif terhadap kepercayaan. Berdasarkan hasil penelitian dapat disimpulkan bahwa untuk meningkatkan motivasi berprestasi pegawai dapat dilakukan dengan meningkatkan budaya organisasi, penghargaan dan kepercayaan. Sementara untuk meningkatkan kepercayaan pegawai dapat dilakukan dengan meningkatkan budaya organisasi dan penghargaan.Kata Kunci: budaya organisasi, penghargaan, kepercayaan, motivasi berprestasi THE EFFECT OF ORGANIZATION CULTURE, REWARD, AND TRUST ON ACHIEVEMENT MOTIVATION OF YOUTH AND SPORTS EDUCATION DEPARTMENT OF ROKAN HULU DISTRICTAbstractThe purpose of this study was to analyze the magnitude of the effect of organizational culture, appreciation and trust toward the employees’ achievement motivation of Education, Youth and Sports education Ministery of Rokan Hulu Regency. The survey was conducted on 75 employees. Sample was taken by simple Random Sampling Technique. Data analysis was done by path analysis. The results showed that: 1) Organizational culture has a direct positive effect toward achievement motivation, (2) The reward has a direct positive effect toward achievement motivation, (3) Trust has a direct positive effect toward achievement motivation, (4) Organizational culture has a direct positive effect toward the trust, (5) Reward has a positive direct effect toward the trust. Based on the research results could be concluded that to improve employees’ achievement motivation could be done by improving organizational culture, appreciation, and trust. Meanwhile, to increase the confidence of employees could be done by improving the organizational culture and appreciation.Keywords: organizational culture, reward, trust, achievement motivation

scholarly journals The Role of Organization Culture, Leadership and Training Towards Improving Work Performance Country Civil Worker: Case Study in Financial and Development Supervisory Agency

2020 ◽  
Vol 4 (2) ◽  
pp. 115-126
Author(s):  
Muhammad Ramaditya ◽  
Amirul Wahid Prihantoro
Keyword(s):  
Organizational Culture ◽  
Random Sampling ◽  
Work Performance ◽  
Sampling Technique ◽  
Simple Random Sampling ◽  
Organization Culture ◽  
The Impact ◽  
And Training

The objective of this study is analyzed the impact of organizational culture, training, and leadership on the work performance of civil workers in financial and development supervisory agency. This research uses an associative approach with simple random sampling technique which is measured by SEM using the Smart PLS 3.0 application. The population of this study was 330 civil workers in Financial and Development Supervisory Agency (BPKP). The results of the study shown that the Organizational Culture Variables did not significantly influence work Performance of the civil worker in Financial and Development Supervisory Agency, but do not pass the reliability test. Training Variables have a positive and significant effect on the work performance of the civil workers. Leadership variables have a positive and significant effect on the work performance of the civil workers in Financial and Development Supervisory Agency.

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