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PUBLISHED DATE: - 03-08-2024
https://doi.org/10.37547/tajiir/ NICSPEEP-2024-01-09
ANALYSIS OF FACTORS AFFECTING ORGANIZATIONAL
WORK CULTURE IN COMPANIES
Theresia Mastiur Ningsih Nainggolan
Gempita Ceria Nusantara Foundation Teacher Griya Martubung Iii, Indonesia
Email: -
INTRODUCTION
Indonesia is one of the countries that has an
industrial center, most of which are well-known
companies, where several companies in Indonesia
have organizational structures that can strengthen
and encourage the achievement of the goals that
have been dreamed of and aspired to by the
company founders, namely maximizing profits to
expand their business. both to various regions and
internationally.
In an effort to increase profits, companies are faced
with differences in work culture in each company
they run, or in each existing division,
where this work culture is something that must be
controlled by the company so that the company can
maximize the abilities of its employees, so as to
improve the company's performance.
Different organizational structures are things that
RESEARCH ARTICLE
Open Access
Abstract
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change work culture, where the organizational
structure provides an overview of the work culture
that will be built by the company, whether the work
culture tends to be authoritarian or democratic and
adjusted to the characteristics of the organization
and management style in managing the company or
organization.
According to Yip, et al (2021) organizational
structure describes the characteristics of the
organization being managed, where a good
organizational structure is an organizational
structure that has a clear flow of authority, and its
authority does not tend to go to the leadership, so
that this kind of organization or company has
characteristics that can create an atmosphere work
becomes more comfortable and you don't always
have to rely on your boss to complete your work.
There are several companies in Indonesia that have
a poor work culture, one of which is Garuda
Indonesia, where during the 2020-2021 period,
Garuda Indonesia was on the verge of bankruptcy,
apart from Covid-19, it was also due to an exclusive
work culture, and tended to be rigid at all times.
management, where there are still companies
where work culture is influenced by personal
closeness, so that managers are considered
everything, so that employees in carrying out their
duties must have personal closeness first before
their performance is recognized. Apart from that,
this kind of work culture influences the placement
of people in the organizational structure, where the
organizational structure at Garuda tends to be
influenced by personal closeness. So it affects the
characteristics of the organization, where the
characteristics of different organizations influence
different work cultures.
The work culture at Garuda is also influenced by
management styles with different characters,
where the management style in directing the
organization in the company is different, thus
influencing the vision and mission carried out by
the company in the future, where the management
style at Garuda adopts the management style
transformational,
but
in
reality
the
transformational style is not carried out and it
tends to be a leadership style that is not democratic
and tends to be authoritarian, so that there is
discomfort from employees and makes employees
feel heavy pressure, so that their competence does
not come out as it should for the sustainability of
employees, thus affecting Garuda's performance
which continues to decline.
LITERATURE REVIEW
ORGANIZATIONAL STRUCTURE
According to J. Winardi (2006) Organizational
structure is a system which is a hierarchy that
stretches from top to bottom, which is filled by
competent human resources and in accordance
with their field.
According
to
UR Wisnu
Dicky
(2019)
organizational
structure
describes
the
complementary components of a company which
are filled by reliable, trustworthy and competent
human resources.
According to Sulakso (2015), the organizational
structure consists of top managers ( Top Manager
), middle class managers ( Middle Manager ) and
lower management ( Low Management ), where all
of them are one unit forming a structure that is
interrelated and in accordance with their duties
and responsibilities. .
ORGANIZATIONAL CHARACTERISTICS
According to Sutrisno (2019) organizational
characteristics are the characteristics of an
organization, where the characteristics of this
organization consist of five entities that influence
each other.
According to Winardi (2015) organizational
characteristics are a characteristic of an
organization which is an inseparable part of the
organizational structure that has been formed.
According to Sulakso (2015) organizational
characteristics consist of five elements or five
entities, namely:
a.
Organizational unit or entity
b.
Consists of a minimum of two people
c.
Have a structured work pattern
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d.
Have clear goals
e.
Have self-identity
MANAGEMENT STYLE
According to J. Winardi (2015) management style
is the behavior used when someone plays an
important role in the company to direct the
organization to achieve certain goals.
According to Soedarso (2018) management style is
a pattern of behavior applied by management in
managing people in the organizational structure,
where management implements management
principles to achieve a certain goal.
According to Purba (2020) there are several types
of management styles, namely:
a.
Autocratic style
b.
Transformational style
c.
Visionary Style
d.
Democratic Style
e.
Mentoring Style
f.
Laissez-Faire style
ORGANIZATIONAL WORK CULTURE
According to Sulaksono (2015), work culture
regulates how a rule or work atmosphere is
regulated through the concept of thinking or the
behavior of people in an organization which is
regulated by rules/norms.
According to Sutrisno (2019) organizational work
culture describes the atmosphere or concept that
regulates beliefs or behavior employees who are
based on an ideology and principles organization .
According to Tanjung (2021) there are several
work cultures that exist in companies, namely:
a.
Clan Culture
b.
Market Culture
c.
Hierarchy of Culture
d.
Adhocratic Culture
RESEARCH METHODS
research method used in this research is a
descriptive research method quantitative .
According to Martono (2014) quantitative
descriptive method is research that explains the
various influences of several variables to be
studied and becomes a single unit when
conclusions are drawn.
The quantitative descriptive data analysis was
carried out using multiple linear regression
analysis, where according to Moeloeng (2018)
multiple linear regression analysis is data analysis
which states that there is a mutually influential
relationship between several variables in the
research.
POPULATION AND SAMPLE
The population of this research is management in
several companies in Indonesia, totaling 100
people/people, where the sampling technique in
this research uses a census technique or method,
where according to Moeloeng (2018) the census
technique or method is a sampling technique,
where the sample taken is part of the population
that will be used as the object of research. In this
case, the sample taken represents the management
in several companies in Indonesia with certain
characteristics, the sample size is 100 management
in several companies through distributing
questionnaires online.
RESULTS AND DISCUSSION
Influence
of
Organizational
Structure,
Organizational Characteristics , and Leadership
Style To Company Work Culture in Indonesia
Equation Analysis Multiple Linear Regression
Table 3 Multiple Linear Regression Equations
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Source: Data Processing (SPSS), 2020
Table 2 above explains the output results related to the linear regression equation as follows:
Y = 8.984 - 0.056 X
1
- 0.202 X
2
+ 0.425 X
3
1.
The
regression coefficient value
2.
The value of the regression
coefficient
3.
The value of the regression
coefficient
Coefficient Determination (R
2
)
Table 3 Coefficient Test Results Determination
Coefficients
a
Model
Unstandardiz
ed
Coefficients
Stand
ardize
d
Coeffi
cients
t
Sig.
Collinearit
y
Statistics
B
Std.
Error Beta
Tole
ranc
e
VIF
1 (Const
ant)
8,984 8.571
1.7
20
.00
4
X1
(Strukt
ur
Organi
sasi)
-.056 .220
-.451
-.53
0
.05
9
.905
1.6
45
X2
(Karakt
eristik
organi
sasi)
-.202 .210
-.200
-
1.4
12
.34
1
.942
1.6
59
X3
(Gaya
Manaj
emen)
.425
.622
.357
7.1
65
.00
0
.870
1.7
15
a. Dependent Variable: Y
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Source: Data Processing (SPSS), 2020
According to Table 3 above, it can be seen that the value of the coefficient of determination ( Adjusted R
Square ) of 0.865 means that 86.5% of the variables of organizational structure, organizational
characteristics and management style have a strong influence on the variable of implementing a good
work culture in companies in Indonesia, where the remaining 13.5% is influenced by other variables that
are not discussed in this research.
Simultaneous Hypothesis Testing
Table 4 Simultaneous Test Results
Source: Data Processing (SPSS), 2020
Table 4 above can explain about The table F test value of 7.720 is greater than the calculated F test value
Model Summary
b
M
o
d
el R
R
S
qu
ar
e
Adj
ust
ed
R
Squ
are
Std.
Err
or
of
the
Esti
mat
e
Change Statistics
Dur
bin-
Wat
son
R
Squ
are
Cha
nge
F
C
ha
ng
e
df
1
df
2
Sig.
F
Cha
nge
1
.7
8
8
a
.7
95
.86
5
4.5
605
.79
5
7.
72
0
4
9
5
.00
1
2.0
77
a. Predictors: (Constant), X4, X2, X3, X1
b. Dependent Variable: Y
ANOVA
a
Model
Sum of Squares df
Mean Square
F
Sig.
1
Regression
365.120
4
10.415
7.720
.001
b
Residual
2845.37
95
7.730
Total
2564.00
99
a. Dependent Variable: Y
b. Predictors: (Constant), X4, X2, X3, X1
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of 2.47, so it can be concluded that simultaneously the variables of organizational structure,
organizational characteristics and management style have a positive and significant effect on
implementation . culture good job on company in Indonesia .
Partial Hypothesis Testing
Table 5 Partial Test Results
Source: Data Processing (SPSS), 2020
According to Table 5 above, there is 1 variable that
influences the dependent variable, namely the
management style variable has a positive and
significant effect on the implementation of a good
work culture in companies in Indonesia . This can
be seen from the calculated t value for the three
variables of 7.165 (X 3 ) is greater than the t table
value of 1.661.
CONCLUSION
Standing from the results of the research analysis ,
then in a comprehensive manner f researchers can
conclude results study as following :
Organizational structure has a negative effect on
the implementation of a good work culture in
companies
in
Indonesia.
Organizational
characteristics have a negative effect on the
implementation of a good work culture in
companies in Indonesia. Management style has a
negative effect on the implementation of a good
work culture in companies in Indonesia.
Organizational structure , organization and
management have a positive and significant
influence on the implementation of a good work
culture in companies in Indonesia.
REFERENCES
1.
Arfiana, Lusana Resti, 2013, Factors that
Influence Organizational Culture in the Pati
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2.
Martono, Nanang, 2014 , Research Methods
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Moeloeng , Lexy J., 2018, Research Methods
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Teen Rosdakarya
4.
Purba , Sukarman, et al , 2020, Behavior
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5.
Soedarso , Sri Widodo, 2018, Management
Coefficients
a
Model
Unstandardized
Coefficients
Standardized
Coefficients
t
Sig.
Collinearity Statistics
B
Std. Error
Beta
Tolerance VIF
1 (Constant)
8,984
8.571
1.720
.004
X1 (Struktur
Organisasi)
-.056
.220
-.451
-.530
.059
.905
1.645
X2
(Karakteristik
organisasi)
-.202
.210
-.200 -1.412
.341
.942
1.659
X3 (Gaya
Manajemen)
.425
.622
.357
7.165
.000
.870
1.715
a. Dependent Variable: Y
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