Implementation of Theory Z William Ouchi in Pesantrenprenur: Study on Organizational Culture

DOI

10.2991/assehr.k.211020.049How to use a DOI?

Keywords

pesantrenpreneur (islamic boarding school based on entrepreneurship, organizational culture, theory Z

Abstract

Life-time employment, Slow promotion and evaluation (evaluation and promotion process is relatively slow); Non spesialized career path (wide career path); Collective responsibility (responsibility as a group); Implicit control mechanism (control attached) and Wholistic concern (thorough attention to employees) is a basic principle Theory Z was initiated by William Ouchi. His findings, surprising the Americans until there is concern at the decline in the level of competitive advantage in global business. What’s wrong with the findings Ouchi? He dissected the Japanese culture. As a result, social and organizational culture in Japan a high potential to affect productivity. How with in schools? Culture (social and cultural organizations) in boarding resembles, --although not the same-- with Japanese culture. When observation and deepening in the field, it seems schools we observed a tendency to follow the seven basic principles wake William Ouchi. The result is surprising: (1) adherence of communal culture pesantren. Organizational decision made jointly (decision true fraternity) with the blessing kiai (submission to kiai without reserve); (2) Decision-making at the school rather sluggish. They are more likely to communicate with a group of true brotherhood together. Of course the decision before the run, first performed istikharah process (for guidance from God) by their mutual kiai; (3) Treating the students are not within the boundaries of formal ties, but ties mitsaqan galidhan (a strong emotional bond, a bond child and father). Not only limited to humane treatment, but entered the bond niches ukhrawiyah (akherat) up to the rest of their family; (4) The monitoring is not just “sticks”, but rather from the inherent (bathiniah supervision); (5) Responsibiltinya not only the group, but rather of a group, namely “shared responsibility in a group tied true brotherhood”. Love, pleasure and sorrow felt together; (6) They work istiqamah-qana’ah (accept what their position), do not move to another company with a higher position (better acchievement). Do not dismiss unilaterally if no shar’i reason (violating religious norms). If dlam carries on business in schools experiencing problems, they prefer to lower wages. Avoiding lay-offs in the activities of the organization. Even, together they agreed to work without being rewarded. Of course spiritualistic underlying motivation. Loyalty to corp schools is more important than profession. Promotion and evaluation tends to be slow. Salary increase is not based on merit, but on average formula of students; (7) Do not take the path of a career, but more likely the work done by their compromise with the more senior group. Work-disk of his job is more dynamic because it is done for a compromise. Of course according to their expertise. As a result, schools cultural factors (social and organizational culture) greatly affect the productivity performance of operating in schools, compared with similar conventional company. Loyalty to corp schools is more important than profession. Promotion and evaluation tends to be slow. Salary increase is not based on merit, but on average formula of students.

Copyright

© 2021, the Authors. Published by Atlantis Press.

Open Access

This is an open access article distributed under the CC BY-NC license (http://creativecommons.org/licenses/by-nc/4.0/).

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TY  - CONF
AU  - Heri Cahyo Bagus Setiawan
AU  - Aries Kurniawan
AU  - Beni Dwi Komara
PY  - 2021
DA  - 2021/10/21
TI  - Implementation of Theory Z William Ouchi in Pesantrenprenur: Study on Organizational Culture
BT  - Proceedings of the 1st UMGESHIC International Seminar on Health, Social Science and Humanities (UMGESHIC-ISHSSH 2020)
PB  - Atlantis Press
SP  - 342
EP  - 349
SN  - 2352-5398
UR  - https://doi.org/10.2991/assehr.k.211020.049
DO  - 10.2991/assehr.k.211020.049
ID  - Setiawan2021
ER  -