ANALYSIS OF ORGANIZATIONAL CULTURE CASE STUDY: SHARED SERVICE CENTER UNIT PELINDO III

• Main Author: Agustia Ningsih, Vanny
• Format: Theses
• Language: Indonesia
• Subjects: Manajemen umum
• Online Access: https://digilib.itb.ac.id/gdl/view/42036
• Institution: Institut Teknologi Bandung

PT Pelabuhan Indonesia III (Persero) or Pelindo III is one of the State-Owned Enterprises (BUMN) which is engaged in port terminal operating services that have a head office in Surabaya. Changes in the business environment that take place very quickly, require a management paradigm change in Pelindo III. One of the things that is done is to implement a Shared Service System by forming a unit Shared Service Center Headquarters or unit SSC. Currently the SSC unit has poor work performance on the service to the function unit because the strategic initiative in the SSC has not been implemented optimally. There are still some very basic problems specifically related to performance and this is very closely related to work culture in SSC, so further analysis of organizational culture is important in the transformation process. The purpose of this study is to analyze the current organizational culture in the SSC unit and provide cultural recommendations as expected by employees in the next 2 years. Data collection is done using a questionnaire Organizational Culture Assessment Instrument (OCAI) that is distributed to all employees and leaders in the SSC unit. The purpose of the OCAI is to assess six key organizational cultures from the concept of Competing Value Framework (CVF). The results of the questionnaire were then analyzed to obtain conclusions about the organizational culture found in the SSC unit. Assessment is only limited to employees in the SSC unit totaling 34 people belonging to the population. The results of the assessment indicate that the overall dimension in the SSC unit is currently dominated by clan culture, as well as the overall dimensions expected in the SSC unit are still dominated by clan culture that emphasizes family atmosphere and participation. From the culture of the adhocracy there was a considerable gap from the current and expected culture. This means that respondents expect organizations in the future to be more innovative and enthusiastic in facing new challenges. For the hierarchy culture and the expected market tends to decline than at present. The final results of the overall cultural analysis show that there is no significant gap in the current and expected organizational culture, which is still dominated by clan culture. This means that overall the SSC unit is more internal focus than external focus. Based on these results, plans for improvements that can be made at the SSC unit include minimizing miss communication with routine morning briefings, increasing competence with training related to work and supporters, and workshops to the region for external improvement.