UI - Tesis (Membership) :: Kembali

UI - Tesis (Membership) :: Kembali

Analisis perubahan strategis penggabungan Kementerian Riset dan Teknologi dan Direktorat Jenderal Pendidikan Tinggi = Analysis of strategic change merger Ministry of Research and Technology and the Directorate General of Higher Education

Anita Febriyanti; Amy Yayuk Sri Rahayu, supervisor; Roy Valiant Salomo, examiner; Irfan Ridwan Maksum, examiner (Fakultas Ilmu Sosial dan Ilmu Politik Universitas Indonesia, 2016)

 Abstrak

[Terpisahnya kelembagaan pengelolaan riset, teknologi dan inovasi dengan institusi pendidikan tinggi dianggap sebagai salah satu penyebab lemahnya hilirisasi produk dari hasil litbang; dan peningkatan daya saing bangsa. Tesis ini
menganalisis perubahan strategis penggabungan Kementerian Riset dan Teknologi (Kemenristek) dan Direktorat Jenderal Pendidikan Tinggi (Ditjen Dikti) menjadi Kementerian Riset, Teknologi dan Pendidikan Tinggi (Kemenristekdikti) dan
sekaligus menganalisis tipe perubahan tersebut. Metode penelitian yang digunakan adalah kualitatif deskriptif dengan pendekatan post-positivis. Hasil analisis menunjukkan bahwa perubahan strategis nampak pada proses bisnis Kemenristekdikti. Tantangan yang dihadapi dalam perubahan tersebut yaitu : kekurangan SDM tenaga penunjang, revitalisasi koordinasi LPNK dan perguruan tinggi, penyelarasan program dan konsolidasi anggaran serta perubahan kultur dan tupoksi organisasi dari kementerian non teknis (klaster III) menjadi kementerian teknis (Klaster II). Dikaji dari The Drivers Of Change dan strategi
perubahan yang dilaksanakan, perubahan ini baru bersifat transisional. Untuk mensukseskan perubahan, disarankan dengan membentuk tim analisis perubahan untuk mengevaluasi pra dan pasca perubahan serta kesesuaian kinerja yang diharapkan. Saran lain untuk mengatasi tantangan yang dihadapi meliputi: 1) optimalisasi SDM meliputi penyusunan regulasi tupoksi individu, standar penilaian kinerja, dan pengaturan hak dan kewajiban pegawai, 2) penyusunan kebijakan pengaturan pendidikan tinggi dengan model skenario ‘kepentingan publik’ dalam perguruan tinggi, 3) sinergi regulasi universitas-LPNK-industri, 4) sinkronisasi anggaran dan program melaui trilateral meeting stakeholders, 4)
perencanaan, monitoring, evaluasi dan pelaporan yang terintegrasi teknologi sistem informasi dan 5) manajemen pengetahuan yang didesain dengan memobilisasi kapitalisasi pengetahuan untuk menjamin kesuksesan proses bisnis
Kemenristekdikti.

Institutional separation of the management of research, technology and innovation with the higher education institution is considered as one of the causes of the weakness in downstream product resulted from research and development and improving the competitiveness of the nation. This thesis analyzes the strategic change merging the Ministry of Research and Technology (Kemenristek) and the Directorate General of Higher Education (Ditjen Dikti) to the Ministry of Research, Technology and Higher Education (Kemenristekdikti) and simultaneously analyze the types of changes. The method used is descriptive qualitative post-positivist approach. The analysis showed that the apparent
strategic change in business processes within Kemenristekdikti. Challenges faced in these changes are: a shortage of human resources supporting staff, revitalization of LPNK coordination with colleges and universities, harmonization of program and consolidation of budget as well as culture change and organizational duties of the ministry of non-technical (cluster III) into the technical ministries (Cluster II). Consulted by The Drivers Of Change and strategy changes are implemented, the new transitional changes. To achieve change, it is advisable to form a team to evaluate the analysis of changes in preand post-change as well as the suitability of the expected performance. Another
suggestion to address the challenges include: 1) the optimization of human resources includes preparation of regulatory duties of individuals, assessment standards of performance, and setting the rights and obligations of employees, 2) development of policies setting higher education with modeling scenarios 'public interest' in college, 3) synergy regulation of university-LPNK-industry, 4) synchronization of budgets and programs through the trilateral meeting of stakeholders, 4) planning, monitoring, evaluation and reporting of the integrated technologies of information systems and 5) knowledge management which is
designed to mobilize the knowledge capitalization to ensure upon the success of business processes Kemenristekdikti., Institutional separation of the management of research, technology and
innovation with the higher education institution is considered as one of the causes
of the weakness in downstream product resulted from research and development;
and improving the competitiveness of the nation. This thesis analyzes the strategic
change merging the Ministry of Research and Technology (Kemenristek) and the
Directorate General of Higher Education (Ditjen Dikti) to the Ministry of
Research, Technology and Higher Education (Kemenristekdikti) and
simultaneously analyze the types of changes. The method used is descriptive
qualitative post-positivist approach. The analysis showed that the apparent
strategic change in business processes within Kemenristekdikti. Challenges faced
in these changes are: a shortage of human resources supporting staff,
revitalization of LPNK coordination with colleges and universities, harmonization
of program and consolidation of budget as well as culture change and
organizational duties of the ministry of non-technical (cluster III) into the
technical ministries (Cluster II). Consulted by The Drivers Of Change and
strategy changes are implemented, the new transitional changes. To achieve
change, it is advisable to form a team to evaluate the analysis of changes in preand
post-change as well as the suitability of the expected performance. Another
suggestion to address the challenges include: 1) the optimization of human
resources includes preparation of regulatory duties of individuals, assessment
standards of performance, and setting the rights and obligations of employees, 2)
development of policies setting higher education with modeling scenarios 'public
interest' in college, 3) synergy regulation of university-LPNK-industry, 4)
synchronization of budgets and programs through the trilateral meeting of
stakeholders, 4) planning, monitoring, evaluation and reporting of the integrated
technologies of information systems and 5) knowledge management which is
designed to mobilize the knowledge capitalization to ensure upon the success of
business processes Kemenristekdikti.]

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 Metadata

No. Panggil : T45056
Entri utama-Nama orang :
Entri tambahan-Nama orang :
Entri tambahan-Nama badan :
Subjek :
Penerbitan : Depok: Fakultas Ilmu Sosial dan Ilmu Politik Universitas Indonesia, 2016
Program Studi :
Sumber Pengatalogan : LibUI ind rda
Tipe Konten : text
Tipe Media : unmediated ; computer
Tipe Carrier : volume ; online resource
Deskripsi Fisik : xi, 162 pages : illustration ; 29 cm + appendix
Catatan Bibliografi : pages 159-162
Lembaga Pemilik : Universitas Indonesia
Lokasi : Pepustakaan UI, Lantai 3
  • Ketersediaan
  • Ulasan
No. Panggil No. Barkod Ketersediaan
T45056 15-22-14399277 TERSEDIA
Ulasan:
Tidak ada ulasan pada koleksi ini: 20422820