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All Journal Jurnal Bestari Jurnal Borneo Administrator: Media Pengembangan Paradigma dan Inovasi Sistem Administrasi Negara Jurnal Ilmiah Profesi Pendidikan Jurnal Widyaiswara Indonesia LEARNING : Jurnal Inovasi Penelitian Pendidikan dan Pembelajaran

Mariman Darto

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Author-ID : 250335

Agriculture, Biological Sciences & Forestry Arts Humanities Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Education Environmental Science Nursing Public Health Social Sciences Other

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PENGEMBANGAN SDM DALAM PEMBANGUNAN EKONOMI Darto, Mariman
Jurnal Bestari No 15 (1993)
Publisher : Jurnal Bestari

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (6461.157 KB)

To build physical needs usually will be easier than to build human resources. The state of development in very country will be identified by the state of their human resources. It is, therefore, important to develop human resources to be skilfull in many fields. When economic affairs are considered as the strategic basic of national development program, building human resources must be understood as the most strategic conditions to get the ideals of every nation.

PROSPEK DAN TANTANGAN DESENTRALISASI PENDIDIKAN DI KALIMANTAN TIMUR Mariman Darto
Jurnal Borneo Administrator Vol 1 No 3 (2005)
Publisher : Puslatbang KDOD Lembaga Administrasi Negara

The decentralization of educational functions is one of crucial issues in the current era. The practice of centralized education management in the previous period constituted the main obstacle in recuperating educational quality nation-wide, and simultaneously, has tended to weaken the capacity of local government. In line with the policy of extended decentralization, most of education authorities are supposed to be reassigned to the District/City Government, or even to the school. It is believed to be the best way to generate the following advantages: improving decision-making process; promoting education management based on local content and local characteristics; and empowering the potency of local people. As one of the richest provinces in Indonesia, East Kalimantan Province is demanded to realize such education reform. The main challenge is how to strengthen the role of education in budding quality, relevance, management efficiency, and equity of education access for all community members. How does East Kalimantan Province implement such challenges, and what does decentralization of educational functions look like? This paper tries to scrutinize those queries.

INTEGRASI SISTEM PERENCANAAN, PENGANGGARAN DAN MANAJEMEN KINERJA: SEBUAH BEST PRACTICE DI BANK INDONESIA Mariman Darto
Jurnal Borneo Administrator Vol 7 No 3 (2011)
Publisher : Puslatbang KDOD Lembaga Administrasi Negara

Since 1999, efforts to change to the application of performance management systems are integrated with planning and budgeting systems in Bank Indonesia continues to be done. This effort is taken to maintain the continuity and sustainability of the achievement of organizational goals and the achievement of optimal high-performance organization. Systems Planning, Budget and Performance Management (SPAMK) based on the Balanced Scorecard (BSC) initially encountered many obstacles. Generally, the constraints are not on the technical aspects, but rather on non-technical aspects such as culture and behavior. The key to successful integration of planning and budgeting systems with performance management at Bank Indonesia lies in the changing work culture and mindset. Nevertheless, changes in work processes through integration with information technology (information technology) are also important. By using a search technique a variety of documents / literature (documentary research) and through several stages of workshops held both in the Bank Indonesia and the LAN as well as in other institutions, this study managed to dig up important information related to the possible application in government institution. The main purpose of this paper is to find out how the integration of planning, budgeting and performance management at Bank Indonesia. In addition, to find out how the impact caused by the application of these SPAMK and possible application in the government environment.Keywords: Strategic Planning, Budgeting, Performance Management, Balanced Scorecard, Key Performance IndicatorsSejak 1999, upaya perubahan terhadap penerapan sistem manajemen kinerja yang terintegrasi dengan sistem perencanaan dan penganggaran di Bank Indonesia terus dilakukan. Upaya ini ditempuh untuk menjaga kontinuitasStrategis dan keberlanjutan pencapaian tujuan organisasi secara optimal dan pencapaian kinerja organisasi yang tinggi. Sistem Perencanaan, Anggaran, dan Manajemen Kinerja (SPAMK) yang berbasis Balanced Scorecard (BSC) pada awalnya menemui banyak kendala. Umumnya, kendala tersebut bukan pada aspek teknis, namun lebih pada non teknis seperti aspek budaya dan perilaku. Kunci sukses integrasi sistem perencanaan dan penganggaran dengan manajemen kinerja di Bank Indonesia terletak pada perubahan budaya kerja dan pola pikir. Meskipun demikian, perubahan pada proses kerja melalui integrasi dengan teknologi informasi (information technology) juga penting. Dengan menggunakan teknik penelusuran berbagai dokumen/literatur (documentary research) dan melalui beberapa tahap workshop yang diselenggarakan baik di Bank Indonesia dan LAN maupun di instansi lain, kajian ini berhasil menggali informasi penting terkait dengan kemungkinan penerapannya di intansi pemerintah. Tujuan utama dari penulisan ini adalah mengetahui bagaimana integrasi sistem perencanaan, penganggaran dan manajemen kinerja di Bank Indonesia. Selain itu juga untuk mengetahui bagaimana dampak yang ditimbulkan akibat penerapan SPAMK tersebut dan kemungkinan penerapannya di lingkungan pemerintah. Kata kunci : Perencanaan , Penganggaran, Manajemen Kinerja, Balanced Scorecard, Indikator Kinerja Utama

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)) Mariman Darto
Jurnal Borneo Administrator Vol 9 No 3 (2013)
Publisher : Puslatbang KDOD Lembaga Administrasi Negara

This 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 Organisasi

Perilaku Permisif Masyarakat Terhadap Korupsi di Indonesia Mariman Darto
Jurnal Borneo Administrator Vol 8 No 3 (2012)
Publisher : Puslatbang KDOD Lembaga Administrasi Negara

TRANSFORMASI BUDAYA ORGANISASI LAN Mariman Darto
Jurnal Borneo Administrator Vol 9 No 3 (2013)
Publisher : Puslatbang KDOD Lembaga Administrasi Negara

MERESTORASI MORAL PEJABAT Mariman Darto
Jurnal Borneo Administrator Vol 9 No 2 (2013)
Publisher : Puslatbang KDOD Lembaga Administrasi Negara

KONSISTEN DI TAHUN POLITIK Mariman Darto
Jurnal Borneo Administrator Vol 9 No 1 (2013)
Publisher : Puslatbang KDOD Lembaga Administrasi Negara

PERCEPATAN DAN PEMBERANTASAN KORUPSI, REALITIS, ATAU UTOPIS? Mariman Darto
Jurnal Borneo Administrator Vol 8 No 2 (2012)
Publisher : Puslatbang KDOD Lembaga Administrasi Negara

MENYOAL PENCAPAIAN TARGET REFORMASI BIROKRASI Mariman Darto
Jurnal Borneo Administrator Vol 8 No 1 (2012)
Publisher : Puslatbang KDOD Lembaga Administrasi Negara

Co-Authors AKA, BIASWORO ADISUYANTO Makchul, Akhmad Muhammad Hairil Anwar R Bramantyo SETIJOWATI, HARINI TRIONO, ANANG Wibowo, Cukup

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