Indonesia, as one of the biggest developing countries in the world, is always faced by the problem of inequality among the people. Huge changes should be made to increase the productivity of organizations in Indonesia, which indirectly will contribute to economic growth, thus increasing the prosperity of the people. Through organizational cultural change, this article suggests several ways to create better performance for industrial and governmental organizations in Indonesia.
Table of Contents
1. Challenges for Indonesia
2. What is Organizational Culture?
3. Organizational Culture in Indonesia
3.1 a. The Culture in Industrial Organization
3.2 b. The Culture in Governmental Organization
Research Objectives and Core Themes
The primary objective of this work is to analyze the role of organizational culture as a critical driver for performance and economic equality within Indonesia. The study examines why, despite significant GDP growth, Indonesia faces persistent challenges in wealth distribution and corruption, and argues that institutional reform through cultural change is essential for the nation to compete effectively in the ASEAN Economic Community (AEC).
- The impact of organizational culture on long-term institutional effectiveness.
- The relationship between national culture and internal organizational behavior.
- Comparative analysis of industrial productivity and success factors in Indonesian companies.
- The systemic challenges of corruption and bureaucratic inefficiency in government organizations.
- Strategies for implementing cultural change to foster sustainable development and prosperity.
Excerpt from the Book
What is Organizational Culture?
Organizational culture is not easy to comprehend. Robbins in Sulaeman (2014) defines organizational culture as a system of shared meaning held by members that distinguishes the organization from other organization. This system of shared meaning is a set of key characteristics that the organization values. In Sulaeman, Colquitt, Lepine, & Wesson also explain it as a shared social knowledge within an organization regarding the rules, norms, and values that shape the attitudes and behaviors of its employee. Schein (1999), argues that culture exists at several levels, go from the very visible to the very tacit and invisible, artifacts, espoused values, and underlying assumptions.
Artifacts is the easiest level to observe culture. It appears as everything we can see, hear, and feel if we hang around in the organization, including the architecture, the decor, and the climate, based on how people behave toward you and toward each other.
The second level, espoused value is slightly deeper than the first one. It supposed to create an image of the organization. Values usually standardized and sometimes perceived as the organizational goals, strategies, and philosophies. However, two organizations might have similar value, for instance customer-oriented, yet have completely different physical layouts and working styles. This phenomenon shows that there is a deeper level of thought and perception driving the overt behavior, which is called underlying assumptions.
Summary of Chapters
1. Challenges for Indonesia: This chapter highlights the economic paradox in Indonesia where rising GDP figures coexist with significant poverty, inequality, and the urgent need to prepare for the ASEAN Economic Community.
2. What is Organizational Culture?: This section provides a theoretical framework for organizational culture, utilizing models by Schein and others to explain the levels of culture ranging from visible artifacts to tacit underlying assumptions.
3. Organizational Culture in Indonesia: This chapter applies the cultural framework to the Indonesian context, contrasting the success of private enterprises with the structural challenges and corruption prevalent in governmental organizations.
Keywords
Organizational Culture, Indonesia, Economic Growth, Inequality, Productivity, ASEAN Economic Community, Corruption, Corporate Values, Public Administration, Social Prosperity, Leadership, Institutional Reform, Artifacts, Espoused Values, Underlying Assumptions.
Frequently Asked Questions
What is the core focus of this publication?
The work focuses on the importance of organizational culture as a fundamental factor for economic performance, social equality, and institutional success in Indonesia.
What are the primary thematic areas covered?
The text covers the paradox of Indonesia's economic growth, the theoretical levels of organizational culture, the contrast between private and public sector performance, and the impact of corruption on national development.
What is the ultimate goal of the research?
The primary goal is to demonstrate that Indonesia must undergo a shift in organizational culture—both in the private and public sectors—to effectively participate in the ASEAN Economic Community and ensure prosperity for all citizens.
Which scientific approaches are utilized?
The author utilizes an analytical approach, integrating existing literature on organizational behavior, institutional economics, and comparative productivity data to diagnose structural problems in Indonesian organizations.
What topics are discussed in the main body?
The main body examines the definition and levels of organizational culture (artifacts, values, assumptions), analyzes successful Indonesian corporate case studies, and explores the systemic corruption within government institutions.
Which keywords best characterize this work?
Key terms include organizational culture, productivity, inequality, economic prosperity, AEC, and institutional corruption.
How does the author explain the difference between successful and failing organizations in Indonesia?
Successful companies, such as BCA and Astra, have internalized distinct corporate cultures, whereas many other entities fail because they merely document values without embedding them into daily practices or management commitment.
What role does the "ASEAN Economic Community" (AEC) play in the argument?
The AEC serves as a catalyst and an impending challenge; the author argues that without immediate improvements in organizational productivity and ethical standards, Indonesia will not be able to leverage the opportunities presented by free trade in Southeast Asia.
- Quote paper
- Dea Febriani (Author), 2017, Changing Organizational Culture. A Powerful Way to Bring Equal Prosperity for Indonesia, Munich, GRIN Verlag, https://www.grin.com/document/365354
