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JKAP (Jurnal Kebijakan dan Administrasi Publik)
Published by Universitas Gadjah Mada
ISSN : 08529213     EISSN : 24774693     DOI : https://doi.org/10.22146/jkap.xxx
Core Subject : Social,
Social Sciences
The aim of this journal publication is to disseminate the conceptual thoughts or ideas and research results that have been achieved in the area of public administrations and policies. JKAP, particularly focuses on the main problems in the development of the sciences of public policies and administration areas as follows: 1. Bureaucracy and Administration Development; 2. Decentralization and Regional Autonomy; 3. Economic and Public Policy; 4. Public Management and Governance; 5. Any specifics issues of public policy and management.
Arjuna Subject : Ilmu Sosial - Administrasi Publik
Articles 7 Documents
 1 
Search results for , issue "Vol 2, No 2 (1998): November" : 7 Documents clear
Penataan Partai Pasca Soeharto: Catatan Kritis RUU Partai Politik Muhadjir Darwin
JKAP (Jurnal Kebijakan dan Administrasi Publik) Vol 2, No 2 (1998): November
Publisher : Magister Ilmu Administrasi Publik

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.22146/jkap.8485

Abstract

This paper discusses critically the proposed law of political party (RUU Partai) Overall, the mentioned law has been advanced than that was applied previously. However, there are still several substantial weaknesses in it which needs some revisions in order to attain the making of independent political parties and democratic life in Indonesia.
Elite dan Birokrasi Pemerintahan di Indonesia Ari Indrayono Mahar
JKAP (Jurnal Kebijakan dan Administrasi Publik) Vol 2, No 2 (1998): November
Publisher : Magister Ilmu Administrasi Publik

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.22146/jkap.8486

Abstract

In the new Order era, the government had notoriously created a very centralistic and mechanistic bureaucracy consisting of counterfeit autonomy from central down to the local bureaucracy. On the other side, Indonesian culture with its paternalistic pattern has been a fertile domain for primordialism in the bureaucracy. This condition are conducive for a systematic patron-client relationship between elites and political power which applies in every stage of governmental hierarchy down to the local areas. By all means, what exist in rural-local government is no less than a representative of what happens in central government. Even after the New Order regime stepped down, the local-rural government have to dance between the central government and the local community. It appears that it would be difficult to eliminate the influence of New Order paradigm as it had been socialized and implemented for 32 years.
Mekanisme Survival Strategi: Antara Tekanan dan Fleksibilitas, Studi tentang Respon Petani Tembakau Terhadap Birokratisasi Perkebunan di Kali Tengah Subando Agus Margono
JKAP (Jurnal Kebijakan dan Administrasi Publik) Vol 2, No 2 (1998): November
Publisher : Magister Ilmu Administrasi Publik

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.22146/jkap.8487

Abstract

The State-owned Plantation Company 10 (PTPN X) constitutes an example of modem (rational) way in managing Vorstenkmds tobacco production in Indonesia. This case shows that as public bureaucracy becomes a part of international market, there is change of decision making locus in the society, from family institutions to the bureaucracy. Consequently, bureaucracy intervenes much of family institutions. There are two types of bureucratic intervention: economic and technical. Economic intervention is concerned with marginalization of income while technical intervention is concerned with marginalization in setting up the standard of quality for tobacco. The negative repercussion of these interventions has been a deteriorating spirit in planting tobacco among the farmers. Farmers become the outsiders in their own land. Then, because of pressure and insecurity, farmers try to respond by using social security mechanism through family institutions, both temporary and continually. Such developed social mechanism has been performing very well in connecting farmers with the market. Finding in Kali Tengah shows that traditional social security would necessarily be a continual dichotomy with modem social security.
Peningkatan Kualitas Pelayanan Administrasi Samodr Wibawa; Yuyun Purbokusumo
JKAP (Jurnal Kebijakan dan Administrasi Publik) Vol 2, No 2 (1998): November
Publisher : Magister Ilmu Administrasi Publik

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.22146/jkap.8488

Abstract

This article is supposed to offer a constructive ideas for creating better public bureaucracy at the operational level. It assumed that Indonesian political system is beginning to be more opened as the political will among the decision makers are ready to create clean governance. A crucial question is to be answered: How to improve administrative service? Given the fact that different appeciation on ideal type of bureaucracy would imply different idealized quality of service, it is imperative to understand what should be the ideal typr of public bureaucracy. From an exploratory discussion about an ideal type bureaucracy and its services in Indonesia and Germany, the writers pointed out that quality improvement can only be accomplished if public bureaucracy eager to transform ots orientation to the costumers. Public bureaucracy should acknowledge that community and customers deserve to get the best quality of service. Involving the costumers to evaluate the output and measuring the achievement of public bureaucracy is a simple yet an excellent way of improving quality of services.
Membangun Pusat di Pinggiran: Pengembangan Wilayah Melalui Kerjasama Ekonomi Regional ASEAN M Baiquni
JKAP (Jurnal Kebijakan dan Administrasi Publik) Vol 2, No 2 (1998): November
Publisher : Magister Ilmu Administrasi Publik

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.22146/jkap.8489

Abstract

From the centre, frontier region is seen as an area of underdevelopment that has not been seriously managed. The multidimensional crisis occuring in Indonesia is caused by --one of many-- centralised development which has been concentrated in Java and ignores frontier areas. Efforts of developing the centre in the frontier areas have significant prospect due to economic cooperation with neighbour countries. The global era characterised by technological transformation and informational network have brought the society living in the frontier areas to the global environment. Globalisation has opened up isolation enabling the decision makers to build new centres in frontier areas in accordance to international economic cooperation. This trend of regional economic cooperation, creating new centres in the areas that were previously marginalised, can be observed in the region of ASEAN. This paper discusses aspects of the trend toward regional economic cooperation and offers policy alternatives to achieve sustainable development in this region.
Downizing Corporation: A Short-Gun Approach to Strategic Human Resource Management Wachinga Gikonyo Simon
JKAP (Jurnal Kebijakan dan Administrasi Publik) Vol 2, No 2 (1998): November
Publisher : Magister Ilmu Administrasi Publik

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.22146/jkap.8490

Abstract

Artikel inl tidak bermaksud menawarkan cara untuk melakukan perampingan organisasi (downsizing) tetapi sekadar memberi penjelasan kepada para pemimpin mengenai pentingnya proses perampingan dalam organisasi mereka. Dua pertirnbangan pokok dalam hal ini adalah bagaimana menciptakan persepsi mengenai pentingnya perampingan dan bagaimana melaksanakannya sehingga is akan lebih banyak memberikan manfaat. Ini perlu diingat karena dalam kenyataan para pegawai yang bisa temp bertahan dalam proses yang mereka bend alcan menjadi penenru masa depan organisasi. Pengembangan taw kerja yang memiliki kinerja iinggi membutuhkan segenap empati dan daya-pikir agar diperoleh keyakinan dan komitmen pegawai sehingga organisasi mampu melakukan inovasi dalam melaksanakan, mengorganisasi dan memanajemeni orang. Sebagaimana dipaparkan dalam artikel ini, untuk mewujudkan ildim yang penuh dengan kepekaan hubungan antar-pribadi, komunikasi, pemberdayaan dan artikulasi visi dan misi organisasi sernacam itu, para pegawai harus mampu menjawab tantangan-tantangan berat sehingga tercipta pola perilaku yang diperlukan untuk mengejar efektiviras dan efisiensi
Management Stategik Badan Usaha Milik Daerah (BUMD) Tavip Agus Rayanto
JKAP (Jurnal Kebijakan dan Administrasi Publik) Vol 2, No 2 (1998): November
Publisher : Magister Ilmu Administrasi Publik

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.22146/jkap.8491

Abstract

As one of the potential source of local government revenue, it seems that the Local Government Owned Enterprise (Badan Usaha Milik Daerah BUMD) have contributed very little to the whole Local Government Revenue (Pendapatan Asli Daerah). It is also ironic that insofar the existence of BUMD has been much rely on the government regulation and given monopoly in its business. The ambiguous mission of BUMD — between an agent of development and a profit center — proved to be the main obstacle for its management system. From the strategic management perspective and SWOT analysis, it is found out that BUMD should adopt a turn-around approach, to minimize its weaknesses and try to get maximum benefit of the wide-opened opportunities. The strategic issues to be tackled by the BUMD management are quite complex. But among the most important issues are: the lack of professional human resources, the inflexible organisational structure and the low product or service quality. To address these issues, it is recommended that BUMD would come up with strategic human resource development programs, to apply more adaptive and flat organisational structure, and to adopt Total Quality Management (TQM) system in order to be more responsive to its customers.

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