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Abstrak :
Tesis ini membahas mengenai peran ideal Humas yang akan mendukung organisasi dalam mencapai tujuan dan keberhasilan. Penelitian ini bertujuan untuk melihat sejauh mana Humas di Badan Pengkajian dan Penerapan Teknologi (BPPT) telah menerapkan prinsip-prinsip Excellence Communication yang dikembangkan oleh James Grunig di dalam Excellence Theory. Excellence Communication memiliki tiga bulatan (sphere) yang saling berkaitan yakni, Knowledge Core, Shared Expectation, dan Participative Culture. Penelitian ini menggunakan paradigma post positivisme, pendekatan kualitatif, dan bersifat deskriptif ilustratif. Metode pengumpulan data yang digunakan untuk penelitian adalah wawancara mendalam, observasi partisipan, studi dokumentasi, dan studi literatur. Hasil penelitian menunjukkan bahwa Excellence Communication belum diterapkan dengan baik di BPPT. Dalam hal ini penerapannya belum memenuhi kriteria Grunig sepenuhnya. Pertama pada aspek knowledge core, dasar pengetahuan yang dimiliki Humas masih kurang, kemudian pada aspek shared expectations, posisi Humas tidak memiliki akses langsung kepada pimpinan sehingga tidak dilibatkan dalam rapat pembuatan keputusan bersama pimpinan, selain itu juga tidak diterapkannya aspek participative culture dimana ditemukan bahwa budaya kerja yang bersifat partisipatif cenderung tidak terwujud.

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This thesis discusses the ideal role of PR that will support the organization in achieving its goals and success. This study aimed to examine the extent to which public relations of The Agency for Assessment and Application of Technology have applied the Principal of Excellence Communication attributed to James Grunig in The Excellence Theory. Excellence Communication has three interrelated spheres. These spheres are Knowledge Core, Shared Expectation and Participative Culture. This research is a descriptive research processed in a qualitative way and exerts post positivism paradigm. Data collection method used in this study are in-depth interview, participant observation, and study of documentation and literature. The results showed that the Communication Excellence has not been implemented well in BPPT. In this case the application has not met the criteria as Grunig said. The Knowledge core of public relations is still lacked. In the shared knowledges aspects, The Public relations positions do not have direct access to the head so it is not involved in the board of executives meetings, and then the participative cultures aspects were not happened there.

Abstrak :
Peran Humas yang ideal akan mendukung organisasi dalam mencapai tujuan dan keberhasilan. Penelitian ini bertujuan untuk melihat sejauh mana Humas di Bank Tabungan Negara telah menerapkan prinsip-prinsip Excellence Communication yang dikembangkan oleh James Grunig di dalam Excellence Theory. Excellence Communication memiliki tiga bulatan (sphere) yang saling berkaitan antara lain Knowledge Core, Shared Expectation, dan Participative Culture. Penelitian ini menggunakan paradigma post positivisme, pendekatan kualitatif, dan bersifat deskriptif. Metode pengumpulan data yang digunakan untuk penelitian adalah wawancara mendalam, observasi partisipan, studi dokumentasi, dan studi literatur. Hasil penelitian menunjukkan bahwa Excellence Communication sudah diterapkan di BTN. Namun penerapannya belum memenuhi kriteria Grunig sepenuhnya karena komunikasi organisasi masih asimetris dan posisi Humas yang tidak memiliki akses langsung kepada pimpinan sehingga tidak terlibat dalam rapat pembuatan keputusan bersama direksi. Hasil ini dipengaruhi oleh penerapan Excellence Communication yang disesuaikan dengan konteks perbankan dan budaya organisasi di Indonesia.

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Ideal public relations role advocate organization in achieving its goal. This paper explains up to what extent public relations of Bank Tabungan Negara have applied the Principal of Excellence Communication attributed to James Grunig in The Excellence Theory. Excellence Communication has three interrelated spheres. These spheres are Knowledge Core, Shared Expectation and Participative Culture. This research is a descriptive research processed in a qualitative way and exerts post positivism paradigm. Data collection method used in this study are in-depth interview, participant observation, and study of documentation and literature. The result of this paper shows that Excellence Communication has been applied in Bank Tabungan Negara. Nevertheless, it has not fully met the criteria of Grunig because the communication of organization of Bank Tabungan negara is still asimetric and its public relations that has no direct access to the chairman of organization can not be engaged in the decision making meeting. The results are affected by the implementation of Excellence Communication which should be adjusted to the context of the banking and organization culture of Indonesia.

Abstrak :
This article focuses on organizational or institutional transformational changes as the central and most consequential contextual aspects of transition economies moving away from centrally planned macro-economic policy to embracing an open market approach. In spite of the difficulties in carrying out changes due to internal resistance, change is seen by many as inevitable and mandatory. This article studied the drivers and consequences of organizational change, and the result of the literature studied shows that organizational changes in technical and administrative fields are differentially driven by firms' motivation to change related to their past performance, opportunity and internal capabilities to change, namely firm's ownership, managers' attitude and participative culture. While change definitely has direct positive impacts on firms' performance, its implementation should take a pragmatic approach to dampen resistance from within the organizations.