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GERAKAN NASIONAL REVOLUSI MENTAL (Perubahan Mindset dan Paradigma Aparat Pemerintah dari Birokrasi Priyayi Menjadi Birokrasi yang Melayani Rakyat) nursahidin .
Jurnal Ilmiah Publika Vol 3, No 1 (2015): JURNAL ILMIAH PUBLIKA
Publisher : Universitas Swadaya Gunung Jati

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.33603/publika.v3i1.755

Abstract

ABSTRACT The national movement of the mental revolution proclaimed by Jokowi is a very appropriate bureaucratic reform policy. However, this mental revolution will certainly face a very tough challenge because the priyayi mentality has been a bureaucratic culture in Indonesia for a long time. The greatest challenge will come from internal bureaucracy itself because the mental revolution will surely disturb the comfort zone of many priyayi officials and bureaucratic apparatus. Therefore, reform or mental change is not possible in a short time or in a revolution, but needs to be planned, programmed, staged, continuous, consistent, and consistent. To realize the mental revolution, commitment and political will is not enough, but must be followed by political action in the form of exemplary leaders, assertiveness and courage of leaders, programs of mental revolution, and law enforcement that is not indiscriminate. The condition is of course very apprehensive to all parties. Therefore, while attending the 43rd Korpri Anniversary ceremony at Silang Monas Jakarta on December 1, 2014, President Jokowi launched the National Movement of the Mental Revolution which included three targets: 1. The change of mindset and paradigm of the government apparatus from the priyayi bureaucracy to the bureaucracy serving the people. 2. The organizational structure of the government should be lean, efficient, and not duplication of functions. 3. Cultural changes in the form of a work culture that is more disciplined, responsible, and put forward togetherness and mutual cooperation. Bureaucratic reforms that have been done are still pseudo that is limited to face and skin changes bureaucracy but has not touched its contents that is change mindset, paradigm, moral, and mental human being bureaucratic apparatus. As a result, bureaucratic reforms have only produced bureaucracies with new faces and modern skins but whose contents are the traditional, patrimonialistic and feudal mentality. Officials and bureaucratic apparatus in today's reform era still position themselves as prijaji who prioritizes power and demands respect and service of the people.
PENERAPAN MANAJEMEN STRATEGIS DALAM PROGARAM WAJIB BELAJAR PENDIDIKAN DASAR 9 TAHUN DI KOTA CIREBON Nursahidin .
Jurnal Ilmiah Publika Vol 4, No 2 (2016): JURNAL ILMIAH PUBLIKA
Publisher : Universitas Swadaya Gunung Jati

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.33603/publika.v4i2.752

Abstract

Abstrak Penelitian dalam penulis Penerapan Manajemen Strategis Dalam Progaram Wajib Belajar Pendidikan Dasar 9 Tahun Di Kota CirebonManajemen strategi merupakan proses atau rangkaian kegiatan pengambilan keputusan yang bersifat mendasar dan menyeluruh, disertai penetapan cara melaksanakanya, yang dibuat oleh pimpinan dan diimplementasikan oleh seluruh jajaran didalam suatu organisasi, untuk mencapai tujuan. sebagaimana dengan pendapat Jalusu (2006 : 490) yang menyatakan bahwa dalam setiap organisasi, keputusan strategis dan rencana strategis disiapkan oleh kelompok manajemen strategis.Disimpulkan sebagai berikut : Manajemen strategi merupakan proses atau rangkaian kegiatan pengambilan keputusan yang bersifat mendasar dan menyeluruh, disertai penetapan cara melaksanakanya, yang dibuat oleh pimpinan dan diimplementasikan oleh seluruh jajaran didalam suatu organisasi, untuk mencapai tujuan. Dalam setiap organisasi, keputusan strategis dan rencana strategis disiapkan oleh kelompok manajemen strategis. Tugas utama dari kelompok manajemen stategis-yang lazim disebut manajemen puncak adalah merumuskan misi, tujuan, dan sasaran organisasi, keputusan-keputusan stragegis lainnya, rencana strategis, mengevaluasi pelaksanaan keputusan strategis, atau mengevaluasi implementasai strategis. Manajemen strategis pada dasarnya bergerak dari awal sampai akhir, sampai menikmati hasil dari keputusannya, mencocokkan apakah hasil itu sesuai dengan yang dikehendaki, yaitu apakah hasil itu cukup member kepuasan kepada konsumen.            AbstractResearch in the author of Implementation of Strategic Management in Compulsory Basic Education 9 Year Elementary Education In Cirebon City Strategic management is a process or a series of decision-making activities that are fundamental and comprehensive, along with determining how to implement it, made by the leadership and implemented by all levels within an organization, to achieve the goal. as with Jalusu's opinion (2006: 490) stating that within each organization, strategic decisions and strategic plans are prepared by strategic management groups.Concluded as follows: Strategic management is a process or a series of decision-making activities that are fundamental and comprehensive, along with determining how to implement them, made by the leadership and implemented by all levels within an organization, to achieve the goal. Within each organization, strategic decisions and strategic plans are prepared by strategic management groups. The main task of the strategic management group-commonly called top management is to formulate the mission, goals, and objectives of the organization, other strategic decisions, strategic plans, evaluate the implementation of strategic decisions, or evaluate strategic implementation. Strategic management is basically moving from start to finish, to enjoying the results of its decisions, matching whether the results are in accordance with the desired, ie whether the results are enough to satisfy the customer.
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