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Jurnal Ilmu Administrasi: Media Pengembangan Ilmu dan Praktek Administrasi
Published by politeknik stia lan bandung
ISSN : 18298974     EISSN : 26142597     DOI : https://doi.org/10.31113/jia.v20i1.890
Core Subject : Social,
Social Sciences
Jurnal Ilmu Administrasi: Media Pengembangan Ilmu dan Praktek Administrasi is a scientific journal in administration field which publish papers based on research result, analysis, and critical assessment of administration issues. With ISSN 1829-8974 (print) and e-ISSN: 2614-2597 (online), the journal is managed by Polytechnic of STIA LAN Bandung and has affiliation with Indonesian Association For Public Administration (IAPA) by agreement at number: 208/STIA.2.1.1/KLS.01 and 010/KA-IAPA/I/2020. This synergy is implemented by some editors come from this organization. Jurnal Ilmu Administrasi (JIA) is a scientific journal particularly, in which the first publication is in 2004 and is focused on the main problems in the development of the sciences of public administration and business administration areas The scope of this journal is, specifically at Development Administration, Economic Development, Public Policy, Development Planning, Public Sector Finance, Service Management, Public Organization, Human Resource Development, Decentralization and Regional Autonomy, Leadership, Public Sector Innovation, E-Government, Management and Business Policy, E-Commerce, Marketing Management, Budget Management, State Company Management. Authors who want to submit their manuscript to the editorial office of JIA should obey the writing guidelines. If the manuscript submitted is not appropriate with the guidelines or written in a different format, it will be rejected by the editors before further reviewed. Since 2017, JIA has been using Open Journal System requiring all writers to register in advance before they are allowed to upload the manuscript they write online. Afterwards, the editors, peer reviewers, and writers can monitor the manuscript processing. JIA is published twice a year in June and December
Arjuna Subject : Ilmu Sosial - Administrasi Publik
Articles 541 Documents
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PARADOKS ORGANISASIONAL: DILEMA MANAJERIAL DALAM PEMILIHAN ALOKASI SUMBER DAYA ORGANISASI (STUDI KASUS ADMINISTRASI PUBLIK PENDIDIKAN TINGGI Rizky Dermawan Soemanagara
Jurnal Ilmu Administrasi: Media Pengembangan Ilmu dan Praktek Administrasi Vol. 5 No. 4 (2008): Jurnal Ilmu Administrasi
Publisher : Sekolah Tinggi Ilmu Administrasi Lembaga Administrasi Negara

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31113/jia.v5i4.447

Abstract

Resource allocation resolution is essential for achieving organizational goals. It is related to inter-actor social interaction, in the form of position bargaining. In this case, analysis on educational policy should be based upon the main framework that education is public goods. When education is so-called public goods, all decisions on educational policy are thought to be within political domain. Thus, its administration becomes politically bound public administration. This research applies organizational analysis. The writer chose this tool analysis by reason of the fact that all activities to accomplish vision and missions carried out by social actors are within organizational span. Balancing organizational paradox can be attained by linking it to organizational vision, through system and organization structure approaches. The system of higher education is believed to be loosely coupled system. One thing to be noted is that the education system does not tightly bind higher education institutions. There is no consensus between universities and education system.There is no tight internal bound within organization, but one goal commitment, i.e. educational performance.
REFORMASI ADMINISTRASI DENGAN PENDEKATAN “SYSTEMS THINKING” MENGKONSTRUKSI BIROKRASI DALAM MENGATASI KOMPLEKSITAS PERMASALAHAN UNTUK SUATU PERUBAHAN Endang Wirjatmi Trilestari
Jurnal Ilmu Administrasi: Media Pengembangan Ilmu dan Praktek Administrasi Vol. 5 No. 3 (2008): Jurnal Ilmu Administrasi
Publisher : Sekolah Tinggi Ilmu Administrasi Lembaga Administrasi Negara

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31113/jia.v5i3.448

Abstract

There has been no single perfect public administration system in the world. However, public administration has always impediments in performing its chores. When the hurdles arise and disrupt the equilibrium of the country, it indicates that there must be a demand for an administrative reform. The need for bureaucratic reform evolves due to unnaturally changing administration process.In addition to public bureaucracy, administrative reform should also take into account social, political and economic factors significantly influential to the reform cycle. Administrative reform movement may be conducted through several approaches; one of those is through system thinking approach. Through this approach, it is expected that bureaucracy will transform itself into the one which is creative, innovative, productive, professional, and accountable. Further more, bureaucracy is also expected to be able to reflect on and learn from its pastshortcomings.
EKSPLANASI APLIKASI LEARNING ORGANIZATION PADA INSTITUSI PUBLIK MELALUI PEMBELAJARAN PENDIDIKAN DAN PELATIHAN KEPEMIMPINAN TINGKAT II Makhdum Priyatno
Jurnal Ilmu Administrasi: Media Pengembangan Ilmu dan Praktek Administrasi Vol. 5 No. 3 (2008): Jurnal Ilmu Administrasi
Publisher : Sekolah Tinggi Ilmu Administrasi Lembaga Administrasi Negara

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31113/jia.v5i3.449

Abstract

Learning Organization (LO) has now its own discipline. This has led LO so popular and crucial among learners both from private and public sectors. LO discipline consists of: Systems Thinking, Personal Mastery, Mental Models, Building Shared Vision, and Team Learning. LO can be applied both in private and public sectors. In order to achieve LO’s goals, it is necessary to comprehend its methods, techniques, and strategies. The implementation of LO in public institutions requires specific approaches. Methods for introducing LO in public institutions may vary depending on the contexts, for example specific package of the five-discipline education & training for staff, the five-discipline training as a part of education & training package, policy regarding the deployment of the fivediscipline from the head of the institution to be put into action, and many other methods. This writing describes the implementation of LO at public institutions through Structural Leadership Training II. A variety of methods for implementing LO are presented for class or group works. At the end of the training, participants are expected to be able to understand and developlearning organization based on the contexts where they work. They are also expected to be the main actors of LO and the prime moving force for its permanent system.
REKAYASA KEPEMIMPINAN DALAM BIROKRASI: SUATU PARADIGMA MEMBENTUK PERILAKU BIROKRASI Riyadi Riyadi
Jurnal Ilmu Administrasi: Media Pengembangan Ilmu dan Praktek Administrasi Vol. 5 No. 3 (2008): Jurnal Ilmu Administrasi
Publisher : Sekolah Tinggi Ilmu Administrasi Lembaga Administrasi Negara

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31113/jia.v5i3.450

Abstract

The common negative phenomenon among leaders within bureaucratic context is usually in the form of the lack of understanding of the organization’s goals. The leaders tend to get bogged down on routine activities; as a result, they are unable to develop an innovative model for their jobs. Patrimonialism and patron-client culture have become fossilized among bureaucratic leaders. In addition, like and dislike still plays a role in the personnel promotion process. Feudalistic, otoriarian, and undemocratic leadership definitely influences the bureaucratic behaviours. To overcome those problems, a measure to improve leadership quality needs to be taken in the form of leadership engineering based upon the model of professional work cultures. Deploying this model is expected to be able to convert bureaucratic mindset towards reward system rather than just punishment one. In other words, the ability to construct a more humanistic relation for both internal and external circumstances, is the key factor to sucessful leadership as well as the ability tomotivate their teams.
BUDAYA INOVASI DAN REFORMASI BIROKRASI Asropi Asropi
Jurnal Ilmu Administrasi: Media Pengembangan Ilmu dan Praktek Administrasi Vol. 5 No. 3 (2008): Jurnal Ilmu Administrasi
Publisher : Sekolah Tinggi Ilmu Administrasi Lembaga Administrasi Negara

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31113/jia.v5i3.451

Abstract

Bureaucratic reform in Indonesia has been proceeding for many years. However, persisting problems concerning bureaucracy have yet to be resolved. This snag may arise due to the lack of the creativity and innovation culture within government bureaucracy. Therefore, bureaucratic reform should be directed more to innovation culture and programs in order to enhance the governmentbureaucracy’s innovation capability.
PERENCANAAN TATA RUANG BERBASIS PARTISIPASI MASYARAKAT DALAM MITIGASI BENCANA ALAM DI KELURAHAN LAKSANA KOTA BANDA ACEH Ahmad Rozi
Jurnal Ilmu Administrasi: Media Pengembangan Ilmu dan Praktek Administrasi Vol. 5 No. 3 (2008): Jurnal Ilmu Administrasi
Publisher : Sekolah Tinggi Ilmu Administrasi Lembaga Administrasi Negara

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31113/jia.v5i3.452

Abstract

The research aims at studying participatory spatial planning in mitigating natural disaster in Banda Aceh City. It employs inductive-qualitative, phenomenological method in which the researcher tries to recognize and identify the meanings of realities, then illustrate them into a conceptual construction. The result of the research at Kelurahan Laksana Banda Aceh City shows that participatoryspatial planning in mitigating natural disaster does not work well due to several obstacles such as lack of coordination. Good coordination only occurs among government officers at sub-district level but not at the village (kelurahan) level. Donor bodies in the rehabilitation and reconstruction process tend be merely project accomplishment-oriented. They are concerned about physical aspectsbut not social, psychological and cultural aspects. Spatial planning following tsunami disaster does not cover cultural, social, and religious aspects and norms of local people. At the same time, local people participation in the spatial planning is not optimal yet. Although local people contribute ideas, development agents (donors and government) do not take them into account. As a result, the spatial planning does not answer local needs.
PENGARUH PELAKSANAAN PEMBERDAYAAN MASYARAKAT MELALUI PROGRAM PENGEMBANGAN LEMBAGA EKONOMI PEDESAAN TERHADAP PENINGKATAN KESEJAHTERAAN MASYARAKAT DI KECAMATAN RUMBAI KOTA PEKANBARU PROPINSI RIAU Fabillah Sandi
Jurnal Ilmu Administrasi: Media Pengembangan Ilmu dan Praktek Administrasi Vol. 5 No. 3 (2008): Jurnal Ilmu Administrasi
Publisher : Sekolah Tinggi Ilmu Administrasi Lembaga Administrasi Negara

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31113/jia.v5i3.453

Abstract

The research aims at studying the local efforts in improving community welfare and alleviating poverty in Pekanbaru City. One among other programs in alleviating poverty in Pekanbaru City is by providing grants to the village communities so that they are encouraged to actively participate in the development process. The grant is called Village Saving and Credit Services (UED-SP) for micro, small, and medium enterprises at the village level. The services should consider the localnatural potentials and needs. The objective of the program is to improve local economic development. The Village Economic Institutional Development program as a means to empowering people should put local people as the subject as well as the object all along the stages of development process.
QUO VADIS RT RW Eko Survianto
Jurnal Ilmu Administrasi: Media Pengembangan Ilmu dan Praktek Administrasi Vol. 5 No. 3 (2008): Jurnal Ilmu Administrasi
Publisher : Sekolah Tinggi Ilmu Administrasi Lembaga Administrasi Negara

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31113/jia.v5i3.454

Abstract

Local Neighbourhood Associations (RT/RW) have sociohistorically passed several regimes and eras. Up to now, they still exist as main institutions within communities. Centralized policy during the new order era has made RT/RWs as parts of governmental bureaucracy. The image remains the same until now. Despite the grassroot organization perspective that RT/RWs are structurally a model of grassroot conservatism, they culturally and functionally may transform themselves intoservice units. Reform movement has given them way to be more independent and self-reliant in providing services for their own communities. The wind of change is of course at the hand of the local governments.
STRATEGI PEMBERANTASAN KORUPSI BIROKRASI MELALUI SISTEM JARINGAN ANTAR ORGANISASI DI INDONESIA Alwi Alwi
Jurnal Ilmu Administrasi: Media Pengembangan Ilmu dan Praktek Administrasi Vol. 2 No. 3 (2005): Jurnal Ilmu Administrasi
Publisher : Sekolah Tinggi Ilmu Administrasi Lembaga Administrasi Negara

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31113/jia.v2i3.455

Abstract

Corruption represents a misconduct in bureaucratic administration. Generally, corruption occurs at either individual, organizational, or societal level. As stated in public administration and public management literatures, inter-organizational collaboration is needed to eradicate corruption practices because they are usually out of reach of institutions in charge of corruption abolition. Legal approach has so far been unable to combat the corruption practices because it only deals with a sequence of corruption cases as crimes against the law without,comprehending the underlying causes stimulating such deeds. Having known the intricacy of corruption practices, an independent state commission for corruption abolition (KPK) develops inter-organizational networks to comprehensively exterminate corruption.In order to abolish corruption, this state commission recommends several conditions, such as: a) effective and efficient use of sources, b) raised incentives for employees, c) recovery of the reputation of judicial institutions, and d) definite legitimacy of judicial institutions.
KAJIAN DAN SOLUSI TEORI DAN PERILAKU ORGANISASI ATAS KORUPSI Rizky Dermawan Soemanagara,
Jurnal Ilmu Administrasi: Media Pengembangan Ilmu dan Praktek Administrasi Vol. 2 No. 3 (2005): Jurnal Ilmu Administrasi
Publisher : Sekolah Tinggi Ilmu Administrasi Lembaga Administrasi Negara

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31113/jia.v2i3.456

Abstract

What creates corruption? How to solve the matter? This article attempts to uncover the radix of and offers solutions to reduce corruption from the perspective of organization theory and organization behaviour. Several key points are addressed such organizational structure and organizational culture. The agency theory and “an extended” social contract theory are used as main ideas to describe the historical, organizational key factors to the creation of corruption

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