IF there are two big companies planning for a merger, both parties must first discuss serious matters concerning the company’s operations. For example, the balance sheet, corporate assets, receivables and debts, corporate capital, etc., including supporting documents.
The experts of both companies – sometimes assisted by their business consultants – easily resolve the emerging issues. But the difficult issue is combining “Corporate Culture” or “Organizational Culture” of the two companies, because each has a long established company culture and they are rather difficult to combine. Organizational culture is important because it determines the advancement of companies.
In the science of personnel management, there are two kinds of institutional cultures, the first is “Terminal Value” – the goals the organization desired to achieve for example excellence , stability, innovation, profit, etc. The second is ” Instrumental Value ” is the behavior desired by the organization to its members to implement it, such as hard work, creativity, respect for tradition, etc.
Respect for tradition including respect for the seniors is the value an organization desires for everyone. If it is a university, then the values must be run by all academicians. Excellence with Morality of UNAIR also includes the values that must be implemented by everyone in campus.
When I entered Faculty of Economics (now FEB) Universitas Airlangga in 1973, I and my colleagues knew each other and respect the seniors, both faculty and university. This culture has been planted since I was there, so I know some students outside my faculty (FE).
At that time I knew the names of professors in the Faculty of Medicine. For example the late Prof. Asmino, who loudly taught discipline to young doctors. Also Prof. Ilyas, Prof. Sudarto and so on who certainly did not know me.
Me and my friends also memorized by the name of “General” -or the head of another faculty team during the orientation period. My Senior, Prof. Komang Wiarsa Sardjana from FKH confessed that his character was built by his seniors in UNAIR, such as Mas Tjuk Sukiadi, and Mas Husein Suropranoto from the Faculty of Economics.
Knowing colleagues and seniors from other faculties, became a culture “deep rooted in the human heart” . In 1985 I went to Dusseldorf, Germany, the immigration officer at Sukarno Hatta airport did not check me carefully, but instead saying hello: “You are mas Cholis Economics student who uses English well, aren’t you?” I asked back, do you know me? He turned out to be my junior from Faculty of Law UNAIR.
As a result of this noble culture, “esprit de corps” was very high, they did not think sectoral, but wider: UNAIR. When I met with colleagues, juniors and seniors from other faculties, my soul said that I met UNAIR academicians.
Now, when I become a lecturer at several private colleges and teaching nowadays students, I feel some stress: because the culture of knowing and respecting the seniors does not exist anymore. You can imagine, when there is a student who missed his Quiz and have to ask a follow-up Quiz from me with a letter from the academic section, and before asking for my autograph, he asked me -without an apology: “What your name, sir?”.
In my final class before an exam, I circulate the academic questionnaire about the performance of lecturers, the students also asked me my name: After I have taught them 14 meetings, and they should have known my name when taking my class.
Does the phenomenon occur only in the area I teach? Apparently not. Last December 2017, when I ate at a restaurant in Bandung, there were two female students from Bandung Padjajaran University selling flowers in a fundraising.
I bought the flower while informing them that I have a friend as a former Dean of Communication Faculty Unpad, his name was Professor Deddy Mulyana, Ph.D. They shook their heads as they did not recognize the name.
Prof. Deddy Mulyana is famous even at the international level and his books become compulsory textbooks in various universities. He also often writes in local and national newspapers.
I asked again where they are from, it turned out the two female students were from Faculty of Economics Unpad. But in my heart I said that it was not a reason, because I was also from FE but I know the names of Professors from FK, FH, and other faculties.
When I told the story to Prof. Deddy Mulyana and his wife, when they invited me for dinner, both also showed a disappointment face to see the reality in Unpad when a faculty student is not familiar with the name of the dean. The professor and my friend implied that the “Organizational Culture” had disappeared from college.
What about in UNAIR? It is the same. Many students were sitting in the mosque of Campus C, which when I asked: “Do you know him?” when there was a professor passing by, they did not know when they were almost graduated.
Lectures and Collective Activities are Important
Given the importance of acquaintance and respect as part of the noble values of organizational culture, then campuses such as UNAIR need to promote joint activities, a lecture attended by all students of faculties in their early days in campus.
This joint activity will foster high esprit de corps and they will get to know each other. Esprit de Corps is generally defined as “A feeling of pride, fellowship, and common loyalty shared by the members of a particular group.”
If this is not done then the feeling of pride is only sectoral or faculty level. As a result, they only know people in the faculty, or limited circle. Our yells are also of faculty, not a university!
Noble culture of knowing and respect each other that is actually part of the motto of Univeritas Airlangga: “Excellence with Morality” – so unfortunately it just becomes rhetoric alone when the student do not know the professors, when students never say hello to his lecturers in the streets.
If it happens, even if a student is clever, with IQ 150, and graduated cum laude, the student is Excellence but Without Morality . (*)
Editor: Bambang Bes