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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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KAJIAN EVALUASI IMPLEMENTASI KURIKULUM DI DAERAH Baedhowi1 Baedhowi1
Jurnal Ilmu Administrasi: Media Pengembangan Ilmu dan Praktek Administrasi Vol. 2 No. 4 (2004): 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.v2i4.467

Abstract

Curriculum is believed as one of essential components in the education field thatsignificantly affects the learning process and results. A good curriculum will be ableto help society to fulfill their needs and to anticipate the facing challenges. Thus, anystudy on the curriculum implementation seems relevant to the recent condition ofeducation field in Indonesia that has been adapting a new school curriculum since thebeginning of district autonomy era. This will expectedly result on the availability of curriculum to be the guideline or reference for “...learning environment, teachingmethods, the resources provided for learning, the systems of assessment, the school ethos and the ways in which students and staff behave towards one another”(Australian Curriculum Council, 1985). Such a study that has been recently carriedout by the Expert Staff of National Education Minister for Curriculum Developmentand Education Media in 9 provinces in Indonesia. Beforehand, the curriculum hasbeen tried out in 3 other provinces, alternately the Central Java, Bali, and SouthSumatra provinces.
REFORMASI BUDAYA BIROKRASI DALAM MEWUJUDKAN PEMERINTAHAN YANG AKUNTABEL, TRANSPARAN, DAN BERORIENTASI KEPADA PELAYANAN PUBLIK1 Taufiq Effendi2
Jurnal Ilmu Administrasi: Media Pengembangan Ilmu dan Praktek Administrasi Vol. 2 No. 2 (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.v2i2.468

Abstract

If vigilantly observed, the portrait of Indonesian bureaucracy illustrates a pile ofcritical problems. The problems in the bureaucratic area do not merely compriseregulatory matters such as the cases of annulled regulations. They also include other aspects such as malpractice in the budget spending, unprofessional manner in service delivery, and low and unmeasured performance accountability. All these are against the fact that bureaucracy should function to serve the society. With such a condition, efforts to provide quality service and to create prosperous society within the country have proved to be merely a utopia. Therefore, a strategic bureaucratic reform needs to be revolved in a consistent and under-controlled way. It is obvious that improving public service through bureaucratic reform and corporateculture is not easy and time-consuming. For this purpose, it needs a strongcommitment among government apparatus both central and local, morality fromgovernment apparatus both personal and professional, appropriate public policy, andthe optimal implementation of managerial functions.
BIROKRASI DAN KEBERPIHAKANNYA PADA RAKYAT: Refleksi terhadap Birokrasi ORBA dan Orientasi pada Aplikasi Perspektif Reinventing Government dan Banishing Bureaucracy Hendrikus Triwibawanto Gedeona
Jurnal Ilmu Administrasi: Media Pengembangan Ilmu dan Praktek Administrasi Vol. 2 No. 2 (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.v2i2.469

Abstract

Bureaucracy as the government instrument in implementing its functions to deliverdevelopment programs, public services, regulative tasks and people empowerment, has to demonstrate good performance in line with people’s expectation. It must notdemonstrate the culture of paternalism. This means that bureaucracy should actualize people’s expectations, needs, interests, and necessities. It also insinuates that bureaucracy should be able to solve occurring problems in the society. Theperspectives of Reinventing Government and Banishing Bureaucracy may become the alternatives in overcoming the problems. However, in putting the perspectives into practice, we have to filter their values and pick the suitable ones so that the newly modified bureaucracy reflects the actual Indonesian Bureaucracy.
UPAYA MENGHAMBAT KEMATIAN BIROKRASI (Aplikasi Learning Organization dalam Organisasi Pemerintahan) Saeful Millah
Jurnal Ilmu Administrasi: Media Pengembangan Ilmu dan Praktek Administrasi Vol. 2 No. 2 (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.v2i2.470

Abstract

It is no doubt that bureaucracy has an important role in the provision of publicservices. However, for many reasons, the performance of our bureaucracy is still far from what people expect. Its resistance to change, in addition to other unacceptable manners, is a critical factor that makes the bureaucracy unable to perform as expected. The rise of Learning Organization through which a concept of powerful organization formation is offered, is expectedly able to become the leverage for or bureaucracy to overcome its impediments. In essence, learning organization recommends that, in order to be successful like private firms or companies, the bureaucracy needs to accelerate its learning process and adjust itself to the rapid, global change. The importance of learning organization derives from the idea that ‘the survival of the fittest’ is quickly amending to ‘the survival of the fittest to learn’. Despite the good concept, the idea of learning organization is not easy to put into practice within the bureaucratic system due to its unacceptable ‘cultures’, attitudes and paradigm that are not in line with the spirit of learning organization. Therefore, what we need to do in the first place is to change the bureaucracy in terms of its structure and its intrinsic foundations by which it operates: values, norms, and paradigm. Another key aspect is to change the way people manage the bureaucracy.
TUNTUTAN KOMPETENSI BAGI APARATUR DALAM PELAYANAN PUBLIK DI DAERAH Endang Wirjatmi Trilestari
Jurnal Ilmu Administrasi: Media Pengembangan Ilmu dan Praktek Administrasi Vol. 2 No. 2 (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.v2i2.471

Abstract

Public services have become the main concern for public policy in the local governing. This is to harmonize the dynamic change of social demands with the capacity of local government to fulfill them through public services. To achieve this, it needs better competence of government apparatus as the service executor. A range of efforts directed to improve apparatus competence in the field of public service has become an endless discussion topic among scholars. Although the demand for better competence has been recorded in numerous policy documents, it does not seem that those efforts have been optimal yet. Therefore, various views on the efforts to enhance apparatus competence in delivering services to society are continuously relevant to be discussed.
PENGARUH KUAT-LEMAHNYA BUDAYA ORGANISASI TERHADAP KINERJA PEGAWAI (Suatu Kajian Terhadap Teori Budaya Organisasi Robbins) Teni Listiani,
Jurnal Ilmu Administrasi: Media Pengembangan Ilmu dan Praktek Administrasi Vol. 2 No. 2 (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.v2i2.472

Abstract

The performance of the whole employees in an organization can be seen from theirbehavior both individually or collectively. This behavior can generally affected by theorganization characteristics reflected in its organization culture. Robin’s theory states that the level of staffs performance will be greatly affected by the strengths and, weaknesses of the organization culture. An organization with strong culture usually has similar core values agreed upon by most of the organization members. In addition, in an organization with strong culture, its employees usually has very high commitment towards the values. The stronger the culture of an organization is, the higher the commitment of the employees towards the core values will be. Thiscommitment will affect the behavior of its members reflected through theirperformance. Similarly, in an organization with weak culture, the commitment of itsmembers to its core values will be low too. Therefore its effect towards work behavior will not be significant (low performance).
MENGKAJI ULANG MEKANISME PENYUSUNAN RENSTRA DAN LAKIP DI DAERAH (Studi Terhadap Persepsi Pejabat Struktural Mengenai Inpres 7 Tahun 1999 dan Keputusan Kepala LAN Nomor 239 Tahun 2003)1 Baban Sobandi
Jurnal Ilmu Administrasi: Media Pengembangan Ilmu dan Praktek Administrasi Vol. 2 No. 2 (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.v2i2.473

Abstract

Indonesian government has responded to various released planning documents, which in practice often overlapped with one another, through Law No. 25 Year 2004.Despite insignificant change in the approach engaged, the current planning seems tobe more systematic and well ordered in terms of the mechanism, nomenclature, andquantity of documents. In this case, several planning documents have been adjustedand simplified. However, one tickling question arises as to whether the mechanism for the formulation and substance of Strategic Planning and LAKIP (GovernmentInstitution Performance Accountability Report) documents are still relevant. Thereview on this matter shows that, in several aspects, there should be adjustments,such as regarding the needs for better understanding and commitment of structuralofficials toward the policy, the choice for target indicators and activities, as well as the mechanism to measure.
MELURUSKAN PEMAHAMAN ADMINISTRASI Dann Sugandha
Jurnal Ilmu Administrasi: Media Pengembangan Ilmu dan Praktek Administrasi Vol. 2 No. 2 (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.v2i2.474

Abstract

The Dutch and the British colonials introduced the terms ‘administratie’ and‘administration’ - the modern thought of governmental activities to gain effectiveness and efficiency. These new arts have influenced the way some Indonesian rulers rule the country. However, up to now, those terms still mean differently to different people. Some said that administratie is narrower than administration. It is merely clerical works compared to administration as a whole process of people working together to achieve certain goals. However, it is not totally true. For a better understanding of administration, first of all, we should define an organization as a system consisting a set of elements interrelated to each other. The elements consist of people, visions, objectives, missions, tasks and functions, authorities, structures, relationships, formalities, resources, and processes called administration. In this case, administration is considered as a part of the organization administrative process functioning as a tool of the organization to achieve the stated objectives. The administrative process of the organization consists of three sub-processes: (1) a process of administering or managing implemented by administrators, (2) a technical operational process conducted by operational or line workers, and (3) a process of administrative services implemented by staff workers. Those three elements are interrelated as a set of system. Managing or administering does not only consist of five elements of planning, organizing, commanding, coordinating, and controlling as Fayol stated. It is more complicated. If calculated, there are more than 50 functions of management. The author has defined administration as an overall process of the organization consisting of determining and achieving objectives by using available resources efficiently with and through other people. Management is coordinating people through P.E.O.P.L.E toward desired objectives. P.E.O.P.L.E stands for Policy making and Planning, Estimating, Organizing, Persuading, Leading, Evaluating and Controlling. In this case, controlling is the prerequisite for evaluating.
SIGNIFICANCE O F DECENTRALIZATION FRAMEWORK I N CONSTRUCTING A MODEL O F DEMOCRATIC DEVELOPMENTAL REGIME A T LOCAL LEVEL (CASE STUDY OF BANDUNG CITY GOVERNMENT) 1 Tri Widodo W. Utomo
Jurnal Ilmu Administrasi: Media Pengembangan Ilmu dan Praktek Administrasi Vol. 2 No. 1 (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.v2i1.475

Abstract

Kebijakan desentralisasi luas yang digulirkan semenjak 1999 tidak saja dimaksudkan untuk memenuhi tuntutan reformasi, namun juga untuk mendorong terwujudnya pemerintahan yang demokratis dan berkinerja tinggi. Dalam tataran akademik, wacana tentang hubungan antara rezim demokratis dengan rezim pembangunan belum menemui titik temu. Sebagian berpendapat bahwa demokrasi merupakan produk dari proses pembangunan yang berhasil, sementara sebagian lain berargumen bahwa demokrasi merupakan prasyarat untuk dapat berjalannya pembangunan di suatu negara/daerah. Dalam upaya mewujudkan kondisi kepemerintahan lokal yang demokratis sekaligus berkinerja tinggi, kebijakan otonomi luas diyakini merupakan strategi yang tepat, sebagaimana ditunjukkan oleh contoh di negara-negara yang menerapkan kebijakan serupa. Meskipun demikian, desentralisasi juga dapat mengalami kegagalan jika tidak dikelola dengan baik. Untuk itu, desentralisasi perlu diikuti dengan upaya membangun kapasitas daerah serta sinkronisasi tiga pilar kekuatan lokal menuju konsep pembangunan yang terintegrasi. Tulisan ini mencoba mengevaluasi implementasi desentralisasi di Kota Bandung. Hasil analisis mengindikasikan bahwa desentralisasi di Kota Bandung berdampak lebih signifikan terhadap penguatan demokrasi lokal dibanding terhadap peningkatan pembangunan sosial ekonomi. Meskipun demikian, untuk jangka panjang desentralisasi menumbuhkan harapan besar terwujudnya rezim pembangunan yang demokratis.
MENGEMBANGKAN MODEL KELEMBAGAAN PEMERINTAHAN DAERAH, MENYIKAPI LIMA TAHUN PERJALANAN OTONOMI DAERAH DI INDONESIA Eddy Kusponco Wibowo
Jurnal Ilmu Administrasi: Media Pengembangan Ilmu dan Praktek Administrasi Vol. 2 No. 1 (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.v2i1.476

Abstract

Five years of local autonomy implementation has passed since the release of Law No. 22 Year 1999. Surprisingly, during the five-year implementation, the performance wasmnot as expected by its stakeholders. The local autonomy should be managed and,implemented in proper, concurrent, consistent, simultaneous and sustainable manners.,Based on the perspective of the organizational development of local government, the,main problem of local autonomy encompasses the weaknesses in developing three mainstrategies: structural, behavioral, and technical strategies, which lie within the regional,government itself. These weaknesses contribute to the poor performance in regional,autonomy management. To strive for the success of the regional autonomy, regional,governments have to raise their competitive advantage. The local governments may,acquire the competitive advantage when they are able to develop their knowledge in a,systematic and continuous way. This will result in their competitive strategy in the,field of product innovations, services, and organizational processes. To acquire,competitive advantage capabilities, local governments should empower their key,enablers through the local government organizations. By doing so, it is expected that the aim of local autonomy can be accomplished.

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