PEMETAAN BUDAYA ORGANISASI PADA INDUSTRI JASA KONSTRUKSI DENGAN METODE ANALISIS OCAI
Abstract
The concept of organizational culture involves creating conditions and situations in the work environment based on the perspective of human resource management that provides opportunities for employees with outstanding work capabilities to demonstrate their competencies optimally. Mapping organizational culture in the construction services industry is carried out to determine the gap or difference between the current ongoing conditions and the culture expected in the future. It is expected that improvements in management can be made based on this gap to enhance work productivity. The analysis is conducted using the OCAI (Organizational Culture Assessment Instrument) analysis method. This method measures six main dimensions, namely dominant characteristics, organizational leadership, management of employees, organization glue, strategic emphases, and criteria of success. Organizational Culture Profiles can be mapped based on the measurement results (Clan Culture, Adhocracy Culture, Market Culture, and Hierarchy Culture). The Organizational Culture Profile in the Contractor Company, as indicated by the analysis results, tends to lean towards the hierarchy and market culture types for both the current and preferred profiles. The current culture profile for the hierarchy and market culture types each obtains a percentage value of 30%, while the clan and adhocracy culture types each obtain a percentage value of 20%. The preferred culture profile for the hierarchy culture type obtains a percentage value of 28%, the market culture 29%, the clan culture 23%, and the adhocracy culture 21%. Organizational Culture changes do not require significant changes due to the gap values obtained being less than 5%.
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