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KEPEMIMPINAN TRANSFORMASIONAL DALAM KONTEKS PERUBAHAN ORGANISASI DI LEMBAGA ADMINISTRASI NEGARA (TRANSFORMATIONAL LEADERSHIP IN THE CONTEXT OF ORGANIZATIONAL CHANGE IN THE NATIONAL INSTITUTE OF PUBLIC ADMINISTRATION (NIPA/LAN))
Get PDFThis paper aims to describe the importance of transformational leadership role in encouraging and influencing organizational change in the National Institute of Public Administration (LAN). By using data collection method through the stock-taking of various textbooks, journals and documents, as well as the observation in the past year, this paper is expected to provide an overview of how the role of transformational leadership is able to push the organizational changes. The succession of transformational leadership can be seen at least from three important indicators, namely, changing in the organizational structure, products and culture. Analysis demonstrate that change in structure and product are relatively better compared to cultural change. Therefore, LAN's still need to work hard to transform the old habits into the new habits that reflects the expectation of internal and external stakeholders, which is professionalism in performing their duties and functions in research and training and education. Thus, the key to make all of this possible is the transformational leadership which is always ready to lead the change.Keywords: Transformational Leadership, Organizational ChangeTulisan ini bertujuan untuk mendeskripsikan pentingnya peran kepemimpinan transformasional dalam mendorong dan mempengaruhi perubahan organisasi di Lembaga Administrasi Negara. Dengan menggunakan metode pengumpulan data melalui stock-taking dari berbagai textbook, jurnal dan dokumen yang ada, serta dengan melakukan observasi dalam kurun waktu setahun terakhir, tulisan ini diharapkan dapat memberikan gambaran mengenai bagaimana peran kepemimpinan transformasional mampu mendorong terjadinya perubahan organisasi. Keberhasilan ini setidaknya dapat dilihat dari tiga indikator penting yaitu perubahan struktur, produk dan kultur. Dua indikator perubahan yang pertama, yaitu struktur dan produk, relatif lebih baik jika dibandingkan dengan perubahan kultur, dimana LAN masih harus bekerja keras untuk merubah kebiasaan lama (breaking habit) yang selama ini dilakukan menjadi kebiasaan baru yang mencerminkan harapan stakeholder baik internal maupun eksternal yaitu: profesionalisme dalam menjalankan tugas dan fungsi di bidang kajian dan kediklatan. Kunci dari semuanya itu adalah kepemimpinan transformasional yang selalu siap dalam memimpin perubahan.Kata Kunci: Kepemimpinan Transformasional, Perubahan Organisas
MENILIK KEBIJAKAN PEMBANGUNAN PERTANIAN
Get PDFTo establish agriculture as a leading sector through a planned, systematic and remain accommodating the existing condition process, a formula is needed to be the framework in preparing the agricultural policy. There are four main components in the framework of agricultural policy, there are : objectives that is expected to be achieved by the policy makers, constraints that limit the results that can be achieved, policies which consist of instruments that are used by the government to change the agricultural outcomes, and the implemented strategies through a well-coordinated policy implementation. It is expected that through the understanding of the agricultural framework, the policy makers can make the appropriate policies to accomplish the vision and mission of agricultural development Keywords : agriculture, framework, developmen
Hubungan Budaya Organisasi Dengan Perilaku Birokrasi: Studi Kasus Pada Pemerintah Kabupaten/ Kota di Sulawesi Selatan
Get PDFThis research aims to analize the relationship of organizational culture to the bureaucrat behaviors . Bureaucrat behavioural patterns are differentiated in autocratic behaviour, custodial behaviour, supportive behaviour and collegial behaviour. Autocratic behaviour is a behaviour which focuses on self oriented, authority power, loyality, obidience, and priority to fulfill basic needs. Custodial behaviours is a behaviour which depends on economic resources of an organisation, solidarity, familiarity. Supportive behaviour is a bureaucrat behavior which give strong support on achieving organizational goals and objectives. Collegial behaviour is a behaviour which parallelly focus on performance, familiarity, and solidarity in achieving organizational goals. The result of the research shows that organizational culture has relationship to autocratic behaviour, custodial behaviour, supporting behaviour and collegial behaviour. Based on contribution, communal culture factor has strong contibution to form supportive and collegial behaviours. Generally, Bureaucrat behavioural patterns of municipality and regency is transitional behaviours that is still practicing traditional behaviours with autocratic and custodial behaviour, and the other side bureaucrat behavioural patterns have oriented to modern bureaucrat behaviour which practice supportive and collegial behaviours. Key Words: Budaya Organisasi, Perilaku Organisasi, Pemerintah Kabupaten/ Kot
TRANSFORMASI KEPEMIMPINAN BIROKRASI
Get PDFSince the last five decades, the behaviourist have scientifically analyzed the implementation of leadership within organizations, and found that leadership is a complicated process that can be described in various theories and models. However, there are a lot of contradictive and over-lapped hypotheses and types of leadership. Hence, it’s difficult to define the ideal leadership. The difficulty is due to the misunderstanding of leadership concept, started from the idea that leadership is something that you own or gain-the same as a certain position in the structure of organization. However, if you have the desire and willpower, no matter who you are and where you work, you can become an effective leader through a never ending process of self-study, education, training, and experience. To inspire your workers into higher levels of teamwork, for example, there are certain things you must learn, understand, and do. These do not come naturally, but are acquired through continual work and study. Good leaders are continually working and studying to improve their leadership skills; they are not resting on their laurels. Keywords: transformasi kepemimpinan, birokrasi
PENGUATAN KAPASITAS KELEMBAGAAN PEMERINTAH DAERAH SEBAGAI AGENDA UTAMA OPTIMASI PENGELOLAAN DAERAH PERBATASAN
Get PDFMatters related with regional borders have become part of the core issues of Indonesian incumbent-government. The government efforts to deal with the developing issues haves continuously been made. There are at least two fundamental matters that have drawn the attention of government, i.e. physically determination of state borders and the management of territorial borders development. In relation to the latter, it is a right time for the government to not only studying but also initiating a specific government institution that will be in charge of managing the potencies and complexities of the territorial borders. At present it is deemed necessary for the central government to facilitate the establishment of such institution to promote the development of border areas. Therefore, this is an important agenda that should be carried out soon. Moreover, local governments along the border areas, in general, require support and facilitation from the central government in developing their region. Keywords: kapasitas kelembagaan, daerah perbatasan
STATEGI PENANGGULANGAN KEMISKINAN (STUDI KASUS DKI JAKARTA)
Get PDFPoverty is one of a problem in Indonesia. As a metropolitan city, Jakarta teases people from all other regions to try their fortune there. Some people can make it and be success, but some others can’t achieve it because they don’t have enough skill to fight in this big city. Such problems then create loiterers, street musicians and beggars which increase year by year. Therefore, the government of DKI Jakarta Province put the law (district regulation) number 7 year 2007, about public order into effect. It is so expected that through this way, the problem of social prosperity can be put in to order. Key word: Poverty, Jakarta, Districtl Regulatio