Articles

Evaluating Organizational Culture with the OCAI: Insights from the Competing Values Framework at PT. SGM

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This study analyzes the organizational culture of PT. SGM using the Organizational Culture Assessment Instrument (OCAI) based on the Competing Values Framework (CVF). The research employs a quantitative approach, distributing OCAI questionnaires to all employees to evaluate six cultural dimensions: dominant characteristics, organizational leadership, management of employees, organizational glue, strategic emphases, and criteria of success. The findings reveal that PT. SGM’s current culture is predominantly clan-oriented, emphasizing a collaborative and supportive environment, with significant hierarchical elements reflecting structure and control. However, employees prefer a shift towards a more competitive market-oriented culture, focusing on achievement and innovation. The study recommends adopting a bottom-up approach to enhance employee participation and innovation, as well as implementing transformational leadership to balance the current culture with desired competitive and innovative traits. This approach aims to align the organization’s culture with employee preferences and market demands, fostering a dynamic and innovative work environment for long-term success.

Knowledge Management Implementation for Human Capital with 7S McKinsey’s Framework in PT. Bumitama Gunajaya Agro

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Indonesia’s palm oil industry attracts international attention. Rapid development that changed the global competition of vegetable oil has several relevant social, economic, and environmental issues. The Human Capital Management division is one of the important actors in improving employee work performance, especially on the internal part of PT BGA, the development of human capital that has some knowledge management must be absolutely conducted by a company to support a competitive company in entering the globalization era. Nowadays, current issues, the employee gap, affects the company’s performance, and to deal with uncertain situations, the company’s strategy, especially the human capital division, needs to maximize not only financial and operational strength but also valuable knowledge. This research is qualitative through intense interviews and observed through spreading the question to the respondent with 7S McKinsey. Interviews are used as a data collection technique to find the problem that must be studied and also if researchers want to know things from respondents in more depth. The author is both analyses obtained through Primary Data (In-depth Interviews) and Secondary Data (Internal records, desk research, and company documents). Based on business issue exploration in chapter two of this research, there are issues business solutions can be improved as alternative solutions, it could be further developed into a more specific initiative base on McKinsey 7S element in order to optimize organization performance. Improve Knowledge Management System in Acquisition of Knowledge, Dissemination of Knowledge, Knowledge Store, and Application of Knowledge. In conclusion, Human capital is a very important part of companies, and for that, companies need good strategy and planning. One of the tools is using knowledge management which functions to collect, store, and share employee knowledge and experience to increase collective employee knowledge, increase productivity, and preserve critical information.