KELOMPOK 4

Grace Wirawan
Prilly Viliariezta
Fiona Xaviera
Gunawan

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1) Orthogonal subcultures
Orthogonal subcultures are those group of organizational members who would
simultaneously accept dominant values when they also hold their own unique individual
basic values, beliefs, and assumptions. These subculture is identified by its congruency
with the dominant culture but not become threat to the core values of the organization.
For example, marketing division has basic assumption to sell as many as possible whether
credit or cash. In contrast, finance divisions basic assumption is Cash is King so the
quicker they receive cash, the better. Marketing and finance division both accept
dominant values of organization when retaining values related to their occupational
identities.
Reference: Martin, J. and Siehl, C. (1983). Organizational Culture and Counterculture:
An Uneasy Symbiosis. American Management Association: New York.
2) Eight steps change management Kotter
1. Establish a sense of urgency
For change to happen, it helps if the whole organization really wants it. Develop a
sense of urgency around the need for change will help organization spark the initial
motivation to get things moving. In this step, organization examine market and
competitive realities and also identify and discuss crises, potential crises, or major
opportunities. Their eagerness to change need to be directed and guided to the change
process can begin, here manager will create the guiding coalition.
2. Create the guiding coalition
Convince people that change is necessary. This often takes strong leadership and
visible support from key people (manager) within organization. Managing change
isn't enough, manager have to lead it. Organization must select and recruit a group of
individuals who will be capable of carrying out the change and lead the change effort.
In this step, organization need to encourage the group to work together as a team, and
a manager will need to create a change vision.
3. Develop a shared vision and strategy
Create a change vision can provide employees with a clear understanding of what the
change is all about. A clear vision can help everyone understand why their manager is
asking them to do something. When people see for themselves what organization is
trying to achieve, then the directives they're given tend to make more sense.

4. Communicate the change vision

Once the vision has been created, a manager must communicate the vision, so all
employees can see how the change vision will affect and benefit them as an
individual. What the manager do with the vision after it has been created will
determine the success. The message will probably have strong competition from other
day-to-day communications within the company, so manager need to communicate it
frequently and powerfully, and embed it within everything that organization members
do.
5. Empower people to act on the vision
Manager will then empower broad-based action by removing obstacles that block to
change vision or dissent power individuals with unrealistic and unattainable goals
throughout the change process. Put in place the structure for change, and continually
check for barriers to it. Removing obstacles can empower the people manager need to
execute the vision, and it can help the change move forward.
6. Generate short term wins
Generate short term wins is needed to maintain enthusiasm and momentum to keep
the change initiative going. Managers will need to communicate specific performance
goals that organizational members will be responsible for achieving during the change
process. Thats performance goals must align with the change process goals and
expectations. Once a performance goals met managers responsible for
acknowledging and celebrating accomplishments with the rest of the team.
Recognition should include the work it took to accomplish that goal and what the
completion of that goal means for the rest to the change process.
7. Consolidate gains to produce more change
Because change take time, it was important to consolidate gains to produce more
change by focusing on the role of early success as an enabler of a future success. As
such facilitating and recognizing short term wins is recommended to be done in
phases each on contingent on the success the previous phase after each of these phases
are complete. A manager will work to recognize and reward the organizational
members in order to achieve true transformational change.
8. Anchor change in the organizational culture
The manager and the organization must anchor changes within the organizational
culture the manager will need to monitor the acceptance that the change in how well
the organizational culture is adapting to that change. The change must cease to be
considered a work in progress and the guiding coalition ought to create a sense of
continuous forward-thinking concerning the adoption and incorporation of perspective
change the future.

3) Matrix Structure
Advantages:

Facilitates coordination, so organization can use resources and expertise

effectively. It is best for project-based organizations with fluctuating workloads.

Improves communication efficiency, project flexibility, and innovation, rather

than using purely functional and divisional structures.

Employees can focus on serving clients or creating products, and also keep the
existence of job specialization.

Improve knowledge sharing, and use resources more efficiently.

It works best when the business environment is complex and two divisions
have equal importance.

Disadvantages:

Increases goal conflict among managers who equally share power (power
struggle).

Two bosses dilutes accountability (ambiguous accountability).

Role conflict causes frustration and stress.