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Prameswari Sasriya Pramudia
Studi kasus motorvate: mengapa seorang pemimpin dapat membuat situasi buruk menjadi lebih buruk? = Motorvate case study: why would a team leader make a bad situation worse?
"[ABSTRAK
Makalah ini menganalis konflik yang muncul dalam Departemen Parts and Services di Motorvate serta menyediakan beberapa rekomendasi untuk memecahkan konflik tersebut dan mencegah timbulnya konflik-konflik serupa di masa depan.
Pertama, makalah ini mengeksplorasi faktor-faktor yang dapat memacu konflik dalam organisasi dan juga hal-hal yang dapat mendorong konflik tersebut menjadi lebih buruk. Beberapa teori dijabarkan dalam makalah ini untuk menjelaskan bagaimana faktor tertentu; seperti kepemimpinan, komunikasi, dan nilai serta norma yang berbeda antar individual; dapat memacu timbulnya konflik.
Setelah mengidentifikasi faktor-faktor yang dapat memacu konflik tersebut, makalah ini kemudian memberikan beberapa rekomendasi. Masing-masing dari rekomendasi tersebut ditargetkan untuk masing-masing individual berdasarkan peranan mereka dalam organisasi (Motorvate). Rekomendasi yang dijabarkan bertujuan untuk memperbaiki social effectiveness, kepemimpinan, komunikasi, dan juga keefektifan dalam bekerja dalam organisasi. Namun, rekomendasi-rekomendasi ini pun tidak lepas dari beberapa batasan yang dapat menghambat keefektifan pengimplementasiannya. Beberapa kekurangan tersebut dihamparkan dalam makalah ini agar dapat mengemukakan titik-titik lemah dari rekomendasi-rekomendasi tersebut dan membantu pengimplementasian yang lebih baik.ABSTRACT This report analyses the conflict that occurred in the Parts and Services Department of Motorvate and provides several recommendations to resolve these issues and prevent future conflict.
Firstly, the report provides an analysis which explores the factors that created the conflict and also exacerbated it. This analysis draws on numerous theories to explain how factors such as leadership, communication and differing values contributed to the conflict.
Having identified the issues, the report then provides a series of recommendations. The recommendations are specifically targeted towards each party, and aim to improve social effectiveness, leadership, communication and work effectiveness. The limitations of these recommendations are also provided to expose their potential weaknesses, allowing for them to be implemented appropriately., This report analyses the conflict that occurred in the Parts and Services Department of Motorvate and provides several recommendations to resolve these issues and prevent future conflict.
Firstly, the report provides an analysis which explores the factors that created the conflict and also exacerbated it. This analysis draws on numerous theories to explain how factors such as leadership, communication and differing values contributed to the conflict.
Having identified the issues, the report then provides a series of recommendations. The recommendations are specifically targeted towards each party, and aim to improve social effectiveness, leadership, communication and work effectiveness. The limitations of these recommendations are also provided to expose their potential weaknesses, allowing for them to be implemented appropriately.]"
Fakultas Ekonomi dan Bisnis Universitas Indonesia, 2015
MK-PDF
UI - Makalah dan Kertas Kerja  Universitas Indonesia Library
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Dana Andriana
Efektivitas pemimpin sebagai prediktor sinisme karyawan terhadap perubahan organisasi = Leader's effectiveness as predictor of employee cynicism about organizational change
"Salah satu reaksi karyawan yang muncul ketika dihadapkan dengan perubahan adalah sikap sinis (Wanous, Reichers, & Austin, 2000). Sinisme perlu ditanggulangi agar perubahan dapat dijalankan sebagaimana mestinya sehingga tujuan organisasi dapat tercapai. Penelitian ini menguji apakah efektivitas pemimpin merupakan salah satu faktor yang berkontribusi dalam memprediksi munculnya sinisme karyawan terhadap perubahan organisasi dan seberapa besar pengaruhnya. Efektivitas pemimpin diukur menggunakan Leader Effectiveness Scale (DeGroot dkk., 2011) dan sinisme karyawan terhadap perubahan organisasi diukur menggunakan alat ukur Cynicism About Organizational Change (Wanous dkk., 2000). Hasil penelitian pada 284 karyawan di empat lembaga keuangan di Jakarta dan Tangerang menemukan bahwa efektivitas pemimpin memiliki pengaruh yang negatif dan signifikan terhadap sinisme karyawan mengenai perubahan organisasi (β = -.278, p = .000, p<.01). Dengan kata lain, efektivitas pemimpin dapat berkontribusi menjadi prediktor dari kemunculan sinisme karyawan terhadap perubahan organisasi. Peneliti merekomendasikan penelitian selanjutnya dapat menganalisis tipe organisasi untuk dijadikan variabel moderator.
One of common reactions from any employees when they are dealing with organizational change is cynicism (Wanous, Reichers, & Austin, 2000). Cynicism has to be overcome in order for changes to be implemented so organization?s goal can be achieved. This study examined that leader?s effectiveness is indeed one of the contributing factors that predicts cynicism about organizational change and how far its affect. Leader?s effectiveness was measured by Leader Effectiveness Scale (DeGroot et al., 2011) and employee cynicism about organizational change was measured by Cynicism About Organizational Change instrument (Wanous et al., 2000). The results carried out among 284 employees from four financial institutions in Jakarta and Tangerang found that there was a negative and significant effect between leader?s effectiveness and employee cynicism about organizational change (β = -.278, p = .000, p<.01). In other words, leader?s effectiveness has proven to be one of employee cynicism about organizational change?s predictor. Researcher recommends that future research can be done by examining type of organization as a moderator variable."
Depok: Universitas Indonesia, 2016
S62831
UI - Skripsi Membership  Universitas Indonesia Library
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Siti Namira Aisyah
Kajian Pengaruh Antara Charismatic Leadership Communication dan Transparent Communication terhadap Openness to Change dengan Efek Mediasi Trust in Organization (Studi pada Kementerian PPN/ Bappenas) = Study of the Effects of Charismatic Leadership Communication and Transparent Communication on Openness to Change with Trust in Organization as the Mediation Effects. (Study at the Ministry of National Development Planning/Bappenas)
"Penelitian ini bertujuan untuk mengkaji pengaruh dari kepemimpinan dan komunikasi di dalam mendukung keterbukaan pegawai untuk berubah di dalam organisasi melalui charismatic leadership communication dan transparent communication terhadap openness to change melalui efek mediasi trust in organization. Data dikumpulkan melalui kuesioner dan dianalisis menggunakan Structural Equation Modeling (SEM) untuk memeriksa kecocokan keseluruhan model dan menguji kausalitas antar konstruk. Sejumlah 290 PNS di Kementerian PPN/Bappenas dengan berpartisipasi menjadi sampel penelitian. Hasil penelitian ini mengungkapkan bahwa charismatic leadership communication dan transparent communication berpengaruh positif terhadap openness to change, baik secara langsung maupun melalui mediasi trust in organization. Lebih lanjut, penelitian ini diharapkan dapat memberikan kontribusi kepada organisasi untuk mendorong peranan komunikasi baik yang dilakukan oleh pemimpin maupun organisasi secara transparan untuk meningkatkan kepercayaan pegawai terhadap organisasi, yang pada akhirnya menimbulkan adanya keterbukaan untuk berubah, khususnya di sektor publik.
The aim of this study is to examine the effect of leadership and communication in supporting employee openness to change in the organization in the form of charismatic leadership communication and transparent communication in influencing openness to change through the mediating effect of trust in organization. Data were collected through questionnaires and analyzed using Structural Equation Modeling (SEM) to check the fit of the entire model and test causality between constructs. A total of 290 civil servants at the Ministry of National Development Planning/Bappenas participated as research samples. The results of this study reveal that charismatic leadership communication and transparent communication have a positive effect on openness to change, both directly and partially through mediation of trust in the organization. Furthermore, this study is expected to contribute to the organization to encourage the role of good communication carried out by leaders and organizations in a transparent manner to increase employee confidence in the organization, which in turn creates openness to change, especially in the public sector."
Jakarta: Fakultas Ekonomi dan Bisnis Universitas Indonesia, 2023
S-pdf
UI - Skripsi Membership  Universitas Indonesia Library
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Snowden, Petre E.
School leadership and administration : important concepts, case studies and simulations / Petra E. Snowden, Richard A. Gorton
New York: McGraw-Hill , 1998
658.4 SNO s
Buku Teks  Universitas Indonesia Library
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Rani Indriani Kusumah
Peningkatan kepemimpinan transformasional melalui rancangan pelatihan kepemimpinan transformasional untuk meningkatkan komitmen organisasi pengajar di Sekolah Menengah XYZ = Improving transformational leadership through transformational leadership training design to increase teachers organizational commitment in XYZ middle school
"Tesis ini bertujuan untuk mengetahui pengaruh keadilan organisasi dan kepemimpinan transformasional terhadap komitmen organisasi pengajar di Sekolah Menengah XYZ. Berdasarkan initial survey Organizational Diagnosis Questionnaire oleh Preziosi (1980) dengan 35 item (α = .884), menunjukkan terdapat masalah reward dan leadership di organisasi ini. Ini diduga dipengaruhi oleh persepsi kurangnya perlakuan adil organisasi terkait reward dan kurangnya peran atasan dalam membimbing, mendukung, menginspirasi, memotivasi, mengapresiasi, dan mempertimbangkan secara individual kepada pengajar. Ini dibuktikan dengan mengukur pengaruh keadilan organisasi dan kepemimpinan transformasional terhadap komitmen organisasi. Keadilan organisasi diukur dengan Organizational Justice Questionnaire oleh Colquitt (2001) sejumlah 20 item (α = .939), kepemimpinan transformasional dengan Transformational Leadership Questionnaire oleh Alimo-Metcalfe & Alban-Metcalfe (2001) sejumlah 19 item (α = .954), dan komitmen organisasi yang diukur dengan Organizational Commitment Questionnaire oleh Meyer & Allen (1997) sejumlah 20 item (α = .922). Hasil penelitian pada 30 orang pengajar menunjukkan variabel yang signifikan memengaruhi komitmen organisasi pengajar di organisasi ini adalah kepemimpinan transformasional ( = .444, p < 0,05). Ini berarti komitmen organisasi pengajar dipengaruhi oleh kepemimpinan transformasional. Peneliti lalu merancang intervensi pelatihan kepemimpinan transformasional dengan pendekatan experiential learning bagi atasan untuk meningkatkan komitmen organisasi pengajar.
This thesis aims to determine effect of organizational justice and transformational leadership on organizational commitment of XYZ Middle School teachers. Based on an initial survey Organizational Diagnosis Questionnaire by Preziosi (1980) with 35 items (α = 0,884), indicating there are poor condition of reward and leadership. These conditions are thought to be influenced by the lack of rewardrelated organizational justice treatment perceptions and the lack of direct supervisor's role in guiding, supporting, inspiring, motivating, appreciating, and individual considerating to the teachers. This is evidenced by measuring influence of organizational justice and transformational leadership on organizational commitment. Researcher measured using 20 items of Organizational Justice Questionnaire (α = 0,933) by Colquitt (2001), 19 items of Transformational Leadership Questionnaire (α = 0,954) by Alban-Metcalfe & Alimo-Metcalfe (2001), and 20 items of Organizational Commitment Questionnaire (α = 0,922) by Meyer & Allen (1997). The results of the study on 30 teachers showed that significant variable was affecting teachers organizational commitment is transformational leadership ( = 0,444, p < 0,05).This means that organizational commitment variable influenced by transformational leadership. Researcher then designed transformational leadership training with experiential learning approach to improve the transformational leadership ability for the supervisors and to increase the organizational commitment of the teachers."
Depok: Fakultas Psikologi Universitas Indonesia, 2014
T42201
UI - Tesis Membership  Universitas Indonesia Library
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Talita Wardhana Bachtiar
Analisis kelompok di dalam bekerja dengan kelompok = Group analysis in working with group
"[ABSTRAK
Sebagian besar grup terbentuk karena adanya kesamaan latar belakang, sejarah,
kepercayaan, ketertarikan, atau tujuan. Meskipun memiliki latar belakang yang sama,
setiap anggota tetap memiliki perbedaan dalam hal kepribadian dan peran. Perbedaan
ini membuat grup menjadi menarik karena semua anggota harus beradaptasi dan
menyesuaikan diri sesuai dengan suasana grup yang terbentuk. Dalam tesis ini akan
dijelaskan tentang sponsorship team saya dalam acara bernama ?Kompetisi Ekonomi?
yang akan mengaplikasikan teori pada praktek yang terjadi berdasarkan pengalaman.
Analisis ini akan menjelaskan dari proses terbentuknya grup, sifat-sifat dalam grup,
teknik, peran, konflik yang terjadi dalam grup, dan bagaimana cara
menyelesaikannya.ABSTRACT Most of groups are established because of having the same background which could
be the same history, same belief, the same interest, or the same goals. Although
having the same background, each member has different personalities and preferred
roles to be in a group. This differences make the group interesting when all the
members have to adjust their behavior based on the group environment. Through this
essay, I will discuss about my sponsorship team on event called ?Indonesian
Economic Competition? where I will relate the theories into real practices that happen
on my team. The analysis will explore things from the process of the group
development, group behavior, roles, conflicts that happen during the period, and how
did I overcome the problems.;Most of groups are established because of having the same background which could
be the same history, same belief, the same interest, or the same goals. Although
having the same background, each member has different personalities and preferred
roles to be in a group. This differences make the group interesting when all the
members have to adjust their behavior based on the group environment. Through this
essay, I will discuss about my sponsorship team on event called ?Indonesian
Economic Competition? where I will relate the theories into real practices that happen
on my team. The analysis will explore things from the process of the group
development, group behavior, roles, conflicts that happen during the period, and how
did I overcome the problems.;Most of groups are established because of having the same background which could
be the same history, same belief, the same interest, or the same goals. Although
having the same background, each member has different personalities and preferred
roles to be in a group. This differences make the group interesting when all the
members have to adjust their behavior based on the group environment. Through this
essay, I will discuss about my sponsorship team on event called ?Indonesian
Economic Competition? where I will relate the theories into real practices that happen
on my team. The analysis will explore things from the process of the group
development, group behavior, roles, conflicts that happen during the period, and how
did I overcome the problems., Most of groups are established because of having the same background which could
be the same history, same belief, the same interest, or the same goals. Although
having the same background, each member has different personalities and preferred
roles to be in a group. This differences make the group interesting when all the
members have to adjust their behavior based on the group environment. Through this
essay, I will discuss about my sponsorship team on event called ‘Indonesian
Economic Competition’ where I will relate the theories into real practices that happen
on my team. The analysis will explore things from the process of the group
development, group behavior, roles, conflicts that happen during the period, and how
did I overcome the problems.]"
Fakultas Ekonomi dan Bisnis Universitas Indonesia, 2015
MK-PDF
UI - Makalah dan Kertas Kerja  Universitas Indonesia Library
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Dhanes Danarjati Soepono
Narcissistic CEOs and organizations: the case of Elon musk and Tesla motors inc. = Narsistik CEO dan organisasi: dalam studi kasus Elon musk dan Tesla motors inc.
"ABSTRACT
Narcissism is one of the characteristics that influences the organizational leadership effectiveness. According to researchers and psychoanalyst, it is a trade off characteristic where it delivers positive impact but has negative consequences in some context. This study aims to investigate the narcissism of CEOs and organizations. In specific, whether Elon Musk is a narcissistic leader and whether Tesla Motors itself a narcissistic organization are focused in this study. To determine the characteristics of narcissistic CEO, this study uses the DSM IV from American Psychiatric Association 2002 . Whereas, Godkin and Allcorn 2009 criteria is used to analyze the narcissistic trait of the organization. In this study it is not necessary to execute the research plan, so the preliminary answer is based on the literature and hypotheses. As a preliminary answer, the CEO Elon Musk of Tesla Motors is a narcissist. However, this study finds Tesla Motors is not a narcissist organization. Nonetheless, this conclusion could not be finalized as it does not have the complete data concerning Tesla Motors narcissism.
ABSTRAK
Narsisisme adalah salah satu karakteristik yang mempengaruhi efektivitas dari kepempiminan dalam organisasi. Menurut peneliti dan psikoanalis, sifat tersebut memiliki dua sisi yaitu sisi positif dan juga konsekuensi negatif dalam beberapa konteks. Studi ini bertujuan untuk menginvestigasi narsisisme dari CEO dan organisasi. Dalam spesifik, apakah Elon Musk seorang pemimpin yang narsis dan apakah Tesla Motors adalah organisasi yang narsis. Untuk menentukan karakteristik dari narisistik CEO, studi ini menggunakan landasan teori DSM-IV dari American Psychiatric Association 2002 . Sedangkan, Godkin dan Allcorn 2009 kriteria akan digunakan sebagai landasan teori untuk menganalisa sifat narsistik dari organisasi. Dalam studi ini tidak perlu untuk mengeksekusi perencanaan penelitian. Hasil dari studi ini menyimpulkan bahwa Elon Musk CEO dari Tesla Motors adalah seorang narsistik. Di sisi lain, studi ini menyimpulkan bahwa Tesla Motors bukan organisasi yang narsis. Meskipun begitu, kesimpulan ini tidak bisa menjadi jawaban final karena studi ini tidak mendapatkan data utuh yang secara komplit menjelaskan level narsisisme dari Tesla Motors."
2017
S67200
UI - Skripsi Membership  Universitas Indonesia Library
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Saragi, Bertha Erliana
Peran pemimpin dalam implementasi konsep learning organization di Direktorat Jenderal Perlindungan Hak Asasi Manusia
"Directorate general of human rights and protection part of department of justice and human rights and is of new institution. The employees were recruited from some departments that have gotten liquidation. In fact the merger made difference of organizational culture, unreliability between one employee and others, the organization is really needed to have the same vision, learning to know the employee's characters between one and others which is exactly needed the leader's role to guide the organization. According to Senge (1990:338) in learner's organization, the leaders is a planner, an advisor, and a teacher that is responsible to build the organization and it improves its skill continuously to recognize the complexity, to get obvious vision and increase the mentality together with the concept of the new paradigm theory of leadership is the new super leadership said a successful leader is a leader who is able to help employee becomes a leader for himself. This research done at directorate general of human rights ad protection from the number of 150 people at once. By having the number of 150 population, based on Krejle used 110 samples. This research is oriented to know how far the leader's role in implementing the Learning Organization concept, by using second data involves employee's document which is gained from the respondent's statement. Questionnaire's score used ordinal Likert scale. Before doing analysis, the instrument is tested its validity and reliability, firstly. The validity test uses the content of validity technique. Reliability test uses internal consistency with split-half technique. This research is a nominal data, so test its statistic uses non parametric spearman'rho, helped by SPSS program version 11.0 for windows. When the instrument said valid and reliable then is continued by counting the frequency distribution for each leader's variable and learning organization with the result of research that mast of employees don't know to understand the vision of organization and the process of learning gets small number of employees understand and doing it, so it's needed the leader's role to communicate 1 socialize it to the employee what the vision of organization is and the leader needs to learn what learning organization is and implementing it. The implementing of the concept learning organization at the environment of Directorate General Refuge of Human Rights."
Depok: Fakultas Ilmu Sosial dan Ilmu Politik Universitas Indonesia, 2004
T14225
UI - Tesis Membership  Universitas Indonesia Library
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Amalia Yunus
Fear of succes dan persepsi mengenai perilaku pemimpin perempuan pada mahasiswi Universitas Indonesia
Depok: Fakultas Psikologi Universitas Indonesia, 2002
S3131
UI - Skripsi Membership  Universitas Indonesia Library
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Diah Ayu Puji Astuti
Hubungan antara gaya persuasi pemimpin dengan sikap bawahan terhadap perubahan organisasi
"Untuk dapat bertahan hidup, suatu organisasi harus melakukan peberubahan. Pembahan organisasi akan menimbulkan berbagai reaksi dari orang yang terlibat di dalamnya. Organisasi akan mampu mencapai perubahan yang diinginkan apabila anggota organisasi bersedia menerima pembahan tersebut. Reaksi seseorang dapat berlangsung pasif, maupun aktif. Sikap penolakan terhadap pembahan dapat disebabkan karena tidak mengetahui, tidak mampu, atau tidak memiliki keinginan untuk berubah. Komunikasi informasi mengenai pembahan dalam organisasi akan efektif bila dilakukan oleh unsur penting dalam pembahan, yaitu agen pembahan, salah satunya adalah pemimpin. Pemimpin berperan dalam pemberian informasi, yang akan berpengaruh pada pembentukan sikap dari bawahannya. Pemimpin berperan dalam pembahan karena bertugas mempengaruhi orang lain untuk mencapai suatu tujuan, di mana akan mampu menghasilkan pembahan yang efektif apabila mampu mempersuasi orang lain untuk ikut terlibat dalam proses pembahan. Persuasi yang dilakukan oleh seseorang dapat dibedakan menjadi empat macam gaya persuasi, yaitu Logis, Insentif, Empati dan Kelompok.
Penelitian ini dilakukan untuk mengetahui gambaran penyebab sikap terhadap pembahan, gambaran gaya persuasi pemimpin, gambaran sikap terhadap pembahan, serta hubungan antara gaya persuasi pemimpin dengan sikap terhadap pembahan. Responden penelitian adalah karyawan dari perusahaan X yang mengalami pembahan dalam struktur organisasi dan kebijakan SDM yang telah dipilih dengan teknik purposive sampling sebanyak 76 orang.
Alat ukur yang digunakan dalam penelitian ini terdiri dari 2, yaitu alat ukur gaya persuasi atasan dan alat ukur sikap terhadap pembahan. Alat ukur gaya persuasi dibuat berdasarkan teori dari Eales-White (1994) dengan menggunakan metode rating, sedangkan alat ukur sikap disusun berdasarkan teori dari Judson (2000), Hultinan (1999) dan Galpin (1996) dan menggunakan skala sikap dengan skala 1-6.
Hasil penelitian menunjukkan bahwa tidak terdapat hubungan yang signfikan antara gaya persuasi atasan dengan sikap terhadap pembahan organisasi. Selain itu ditemukan juga bahwa gaya persuasi dominan yang dimiliki oleh pemimpin pada pemsahaan X adalah gaya persuasi Logis, sikap yang dimiliki oleh karyawan perusahaan X adalah sikap menerima aktif dan penyebab dari sikap tersebut adalah karena subyek telah mendapat informasi yang memadai mengenai pembahan. Penelitian ini masih memerlukan penelitian lebih lanjut dengan menambah jumlah responden, menyeimbangkan jumlah item favourable dan unfavourable, menambah jumlah subyek elisitasi, melakukan elisitasi untuk alat ukur gaya persuasi, serta menyamakan proporsi sampel."
Depok: Universitas Indonesia, 2003
S3274
UI - Skripsi Membership  Universitas Indonesia Library
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