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"Kondisi lingkungan internal suatu organisasi tidak terlepas dari intcraksi komunikasi para pegawainya. Adanya hubungan antar pegawai secara vertikal dan horizontal di dalam organisasi pada akhimya menciptakan suatu iklim, yaitu: iklim komunikasi organisasi.Untuk mengetahui lebih jauh mengenai kondisi internal suatu organisasi perlu kiranya disimak bagaimana kinerja organisasi dan sistemnya. khususnya yang berkaitan dengan iklim komunikasi dan kepuasan kerja para pegawai. Adapun kepuasan dan ketidakpuasan pegawai tergantung beberapa faktor motivasi, salah satu faktor yang harus dipikirkan adalah harapan dan kebutuhan pribadi tiap-tiap pegawai.Tujuan diadakannya penelitian ini adalah ingin mengetahui mengenai kepuasan kerja pada karyawan yang bekerja pada lingkungan lembaga pemerintah. Dalam hal ini penelitian dilakukan di Media Center Lembaga Informasi Nasional. Apakah kondisi di lingkungan tersebut berhubungan dengan kepuasan kerja atau tidak?Kerangka pemikiran yang dipergunakan adalah mengenai iklim komunikasi organisasi dan kepuasan kerja. Iklim komunikasi meliputi dukungan, partisipasi dalam pengambilan keputusan, keterbukaan, kepercayaan, dan lujuan kinerja tinggi.Penelitian ini menggunakan pendekatan kualitatif dengan menekankan pada tipe penelitian deskriptif, yaitu menjabarkan bagaimana iklim komunikasi organisasi dan kepuasan kerja Staf di Media Center Lembaga Informasi Nasional. Dalam penelitian ini data yang diperoleh dilakukan melalui wawancara pada enam narasumber yaitu lima orang Staf dan seorang Kepala Media Center Lembaga Informasi Nasional.Hasil penelitian memperlihatkan bahwa para Staf Media Center yang memiliki masa tugas lebih lama tampaknya tidak lagi memiliki kepuasan kerja di kantornya. Hal ini dikarenakan adanya kecenderungan bahwa yang bekerja lebih lama belum mendapatkan apa yang diharapkannya. Terutama yang berkaitan dengan imbalan, penghargaan dan kesejahteraan serta yang sudah lama berkarir, mereka biasanya berharap memperoleh posisi jabatan struktural, namun harapannya tidak terpenuhi.Dari hasil penelitian juga diketahui bahwa Staf yang kerjanya belum sampai 10 tahun, tampak memiliki pemikiran yang positif dan lebih terbuka dalam mengungkapkan sesuatu yang menjadi beban pekerjaannya. Sehingga pihak atasan selalu merespon dan informasi yang berkaitan dengan potensi kerja selalu tergali. Mereka mampu membuktikan mendapat kepercayaan dan dukungan dari atasan dan mampu mencapai prestasi tinggi."

"In these tough economic times, everyone is expected to produce more with less. And yet, studies have shown that on average, employees are working at only a fraction of their potential. What are managers to do? How can they inspire their people to perform at their absolute best? Whatever the situation, a good manager can quickly organize a group of average performers into a high-functioning team capable of achieving tremendous results for the company. The secret is knowing how and anyone can learn. In "Full Engagement!", business success expert Brian Tracy shows managers how they can supercharge their employees' efforts. Packed with powerful, practical ideas and strategies, this eyeopening guide explains how to: unlock the potential of each person; motivate and inspire employees to peak performance; trigger the 'X Factor' that maximizes productivity; drive out the fears that hold people back; create a high-trust work environment; set clear goals and objectives; and, recognize, reward, and reinforce in a way that energizes every employee. A manager's role is to achieve the highest possible return on the physical, emotional, and mental effort that his or her people put forth. It's not a return on investment!it's a return on energy. And when managers fail at that, they fail at their own job. With this essential guide, all managers can now hold the keys to unlocking superstar performance from their teams."

"Understanding how and why employees behave as they do is a critical skill for managers in every organization. Managers are responsible for ensuring that the organization?s mission and strategic goals are enacted, so it is of the utmost importance they know how motivate and engage employees. This updated and revised edition of A Manager?s Guide to Human Behavior will prepare managers to better understand, motivate, and focus the energies of individual employees and the collective energy of their work teams. Building on the content in the fourth edition, this updated course reexamines key theories and focuses on their practical application to typical management situations. New topics is this edition include learning organizations and open systems, as a context for understanding how individuals contribute to organizational effectiveness; self-awareness; Goleman?s emotional intelligence; and Bridge?s transitions model of change. The performance management section has been enhanced with a simplified process model (define, develop, review and reward), and the section on leadership examines the concept of the versatile leader who engages the spirit, head, heart, and hands of employees. Throughout the course, self-assessments, worksheets, checklists, and questionnaires give students the opportunity to apply what they are learning. Each chapter incorporates an action plan tied to the objectives and competencies for the topic area. Short case studies enable students to apply their new knowledge to analyze, understand, and influence human behavior. This is an ebook version of the AMA Self-Study course. If you want to take the course for credit you need to either purchase a hard copy of the course through amaselfstudy. "

"Penelitian ini bertujuan untuk mengetahui bagaimana hubungan antara nilai budaya Individualisme ? Kolektivisme dan sikap terhadap perubahan yang terjadi pada karyawan PT. "Z" Cabang Medan. Individualisme ? Kolektivisme mengacu pada kepercayaan seseorang, apakah menjadi individu yang hanya memperhatikan diri sendiri dan keluarga dekat saja ataukah masuk pada kelompok kolektif yang memperhatikan satu sama lain dengan loyalitas tertentu. Sikap terhadap perubahan mengacu pada evaluasi individu dalam organisasi yang ditujukan pada suatu perubahan yang dihasilkan dari perasaan, nilai, atau kepercayaan dan diwujudkan dalam pernyataan, tindakan atau sebuah pertimbangan.Penelitian ini menggunakan 2 instrumen alat ukur, yakni adaptasi Value Survey Module (VSM) dari Hofstede (1980, 2005) dan alat ukur sikap terhadap perubahan, yang merupakan pengembangan dari survei yang dilakukan oleh Mangundjaya (2001).Analisis dari hasil penelitian menunjukkan beberapa kesimpulan, yang pertama adalah terdapat korelasi positif antara Individualisme ? Kolektivisme dan Sikap terhadap Perubahan pada seluruh responden penelitian, yang kedua adalah dari responden didapatkan gambaran bahwa PT. "Z" Cabang Medan mayoritas memiliki nilai budaya Individualis dan sikap yang cenderung menerima perubahan. Saran penting bagi perusahaan adalah perusahaan perlu memahami dan mempraktekkan manajemen perubahan dengan didasarkan pada pertimbangan konteks budaya, baik pada budaya Individualis maupun budaya Kolektivis.

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This research aims to examine the correlation between individualism ? collectivism and Attitudes toward Changes among employees of PT. "Z" Belmera ? Medan Branch. Individualism reflects the belief that people are supposed to look after themselves and their immediate family, or that people belong to in-groups or collectives, which are supposed to look after them. Attitudes toward Changes refers to individual evaluation within an organization according to a change, that formed from feelings, values or beliefs and implemented in statements, actions or a considerations.This research is using two questionnaire, first is adaptation from Value Survey Module (VSM) from Hofstede (1980, 2005) and the second is instrument of attitudes toward change scale which is a development from a survey by Mangundjaya (2001).The results of the study show several conclusions. First, there is a positive correlation between individualism ? collectivism and Attitudes toward Changes among respondents. Second, research result shows that majority of PT. "Z" Branch Belmera ? Medan employees are categorized as individualist, and have a tendency having an acceptance attitude toward change. The results from this research implies on company while doing change management, which has to be aware of cultural context among employees."

"This edited book focuses on how CSR and Corporate Governance in Ibero-America have been employed, analyzed, and examined in different sectors and scenarios. It takes a trans-regional approach unlike most research which has been focused on studying specific initiatives or experiences in a particular country."

"This compendium of 35 case studies examines managerial and organizational behavior concepts put to practice in everyday, real-world healthcare settings. Through these cases, students will gain skills, confidence, and a clear understanding of the application of theory. This is one of the few collections that offers case studies specific to the theories of organizational behavior, within the healthcare setting."

"Tesis ini membahas proses pembentukan iklim dalam organisasi yang mengalami perubahan transformasional dengan mempertanyakan apakah kehadiran tenaga profesional di luar birokrasi dapat membawa perubahan dalam iklim organisasi yang baru.Penelitian ini menggunakan teori strukturasi iklim untuk membahas bagaimana proses produksi dan reproduksi iklim organisasi melalui interaksi antara agen dengan struktur untuk menunjukkan bahwa iklim organisasi mempengaruhi tindakan individu dalam organisasi dan menentukan praktikpraktik yang dapat dicapai oleh organisasi.Penelitian dilakukan dengan menggunakan paradigma interpretif, pendekatan kualitatif, dengan metode studi kasus. Subyek penelitian dipilih melalui strategi purposive.Hasil penelitian menunjukkan peran pemimpin merupakan penentu dalam proses produksi serta reproduksi iklim. Kehadiran tenaga profesional memberikan perubahan dalam pola komunikasi namun belum secara signifikan memberikan kontribusi pada pengambilan kebijakan karena terbentur dengan struktur perangkat organisasi.

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This research studies attempts to describe the production and reproduction of organizational climate during organizational change. This research is qualitative interpretive using The Theory of Structuration on Organizational Climate.The data were collected by means of purposive sampling, participant observation and document tracking. In this case, role of leader becomes a dominant characteristic in the production and reproduction of organizational climate. The case demonstrates the complexity of organizational climate, with several processes interacting simultaneously to generate constantly changing climate in the course of reproducing the organizationa?s culture and believe. The presence of new members of organization does not instantly changing the decision making process, instead create a new patterns of communication.This result shows that reproduction of organizational climate aimed to maintain the emerging situation."

"Sometimes an organizations culture can stand in the way of its success, which is why culture audits can be important tools for diagnosing and identifying deep-seated and persistent performance problems. This issue of Infoline will explain the basics of a culture audit and introduce the next steps, determine if the time is right for a culture audit in your organization, help you sell the concept of a culture audit to management, and show you how to select the audit took that is most appropriate for your culture."