UI - Tesis (Open) :: Kembali

UI - Tesis (Open) :: Kembali

Perubahan budaya organisasi Badan Narkotika Nasional = Organizational culture change National Narcotics Board

Sriyanto; Chandra Wijaya, supervisor; Nicolaus Eko Riwayanto, supervisor; Bambang Abimanya, examiner ([Publisher not identified] , 2011)

 Abstrak

[ABSTRAK
Tesis ini bermaksud untuk menganalisis budaya organisasi yang saat ini
terjadi/aktual dan mcnganalisis bagaimana budaya organisasi yang diharapkan
atau sesuai untuk dikembangkan pada Badan Narkotika Nasional, dengan
menggunakan kerangka berpikir Competing Values Framework (Cameron &
Robert Quin, 1999) yang bertujuan untuk mengidentifikasi budaya yang saat ini
terjadi/aktual dan berusaha menemukan budaya yang diharapkan.
Berdasarkan hasil pengolahan data kuesioner diperoleh temuan bahwa
budaya yang paling dominan dan yang saat ini terjadi pada Badan Narkotika
Nasional adalah budaya hirarki (Hierarchy), demikian pula terjadi pada satuan
kerja di lingkungan Badan Narkotika Nasional. Tujuan dari budaya Hierarchy
adalah untuk menjaga stabilitas dan bersifat formal, sedangkan budaya yang
memiliki nilai fleksibilitas yaitu budaya Clan dan Adhocracy belum banyak
dimiliki oleh Badan Narkotika Nasional. Temuan lainnya adalah bahwa nilai-nilai
flesibilitas dalam budaya Clan dan Adhacracy sangat dibutuhkan oleh organisasi
Badan Narkotika Nasional, sehingga diperlukan peningkatan dan pengembangan.
Nilai budaya Adhocracy diperlukan oleh seluruh satuan kerja kecuali Inspektorat
utama, sedang Deputi Bidang Pencegahan dan UPT/Balai Diklat mengharapkan
budaya Adhocracy tetap. Budaya Marker dominan pada satuan kerja Sekretariat
Utama, Deputi Bidang Pencegahan, Deputi Bidang Pemberantasan, Deputi
Bidang Rehabilitasi; dan UPT/Balai Diklat sehingga perlu dikurangi, sedangkan
satuan kerja Deputi Bidang Pemberdayaan masyarakat dan Puslitdatin kurang
memiliki budaya Market sehingga perlu ditingkatkan.

ABSTRACT
This thesis intends to analyze the organizational culture that is currently
happening or actual and analyze how the organizational culture that is expected or
appropriate to be developed at the National Narcotics Boards, using the
tramework of thinking Competing Values Framework (cameron & Robert Quin,
1999) which aims to identify the current culture and and trying to find a culture
that expected / ideal.
Based on questionnaire data processing results obtained findings that the
most dominant culture and which is currently happening at the National Narcotics
Boards is the culture of hierarchy, as occurs in the environment unit at the
National Narcotics Boards. The purpose of the cultural hierarchy is to maintain
stability and formally, while the culture that has a flexibility value is Clan culture
and Adhocracy culture has not been commonly owned by the National Narcotics
Boards. Other findings arc that the values flexibility of the Clan and Adhocracy
culture is needed by the organization of the National Narcotics Boards, so that
needed improvement and development. Adhocracy culture values required by the
entire unit except the main Inspectorate, than Deputy Prevention Unit and
Training Center keep expect Adhocracy culture. Market dominant culture in the
work unit Main Secretariat, Deputy of Prevention, Eradication Deputy, Deputy
Head of Rehabilitation and UPT I Training Center so that needs to be reduced,
while the work unit and community empowerment Deputy and Puslitdatin have
lacked market culture, so it needs to be improved.;This thesis intends to analyze the organizational culture that is currently
happening or actual and analyze how the organizational culture that is expected or
appropriate to be developed at the National Narcotics Boards, using the
tramework of thinking Competing Values Framework (cameron & Robert Quin,
1999) which aims to identify the current culture and and trying to find a culture
that expected / ideal.
Based on questionnaire data processing results obtained findings that the
most dominant culture and which is currently happening at the National Narcotics
Boards is the culture of hierarchy, as occurs in the environment unit at the
National Narcotics Boards. The purpose of the cultural hierarchy is to maintain
stability and formally, while the culture that has a flexibility value is Clan culture
and Adhocracy culture has not been commonly owned by the National Narcotics
Boards. Other findings arc that the values flexibility of the Clan and Adhocracy
culture is needed by the organization of the National Narcotics Boards, so that
needed improvement and development. Adhocracy culture values required by the
entire unit except the main Inspectorate, than Deputy Prevention Unit and
Training Center keep expect Adhocracy culture. Market dominant culture in the
work unit Main Secretariat, Deputy of Prevention, Eradication Deputy, Deputy
Head of Rehabilitation and UPT I Training Center so that needs to be reduced,
while the work unit and community empowerment Deputy and Puslitdatin have
lacked market culture, so it needs to be improved., This thesis intends to analyze the organizational culture that is currently
happening or actual and analyze how the organizational culture that is expected or
appropriate to be developed at the National Narcotics Boards, using the
tramework of thinking Competing Values Framework (cameron & Robert Quin,
1999) which aims to identify the current culture and and trying to find a culture
that expected / ideal.
Based on questionnaire data processing results obtained findings that the
most dominant culture and which is currently happening at the National Narcotics
Boards is the culture of hierarchy, as occurs in the environment unit at the
National Narcotics Boards. The purpose of the cultural hierarchy is to maintain
stability and formally, while the culture that has a flexibility value is Clan culture
and Adhocracy culture has not been commonly owned by the National Narcotics
Boards. Other findings arc that the values flexibility of the Clan and Adhocracy
culture is needed by the organization of the National Narcotics Boards, so that
needed improvement and development. Adhocracy culture values required by the
entire unit except the main Inspectorate, than Deputy Prevention Unit and
Training Center keep expect Adhocracy culture. Market dominant culture in the
work unit Main Secretariat, Deputy of Prevention, Eradication Deputy, Deputy
Head of Rehabilitation and UPT I Training Center so that needs to be reduced,
while the work unit and community empowerment Deputy and Puslitdatin have
lacked market culture, so it needs to be improved.]

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No. Panggil : T33064
Entri utama-Nama orang :
Entri tambahan-Nama orang :
Entri tambahan-Nama badan :
Subjek :
Penerbitan : [Place of publication not identified]: [Publisher not identified], 2011
Program Studi :
Sumber Pengatalogan : LibUI ind rda
Tipe Konten : text
Tipe Media : unmediated ; computer
Tipe Carrier : volume ; online resource
Deskripsi Fisik : xxii, 175 pages : illustration ; 28 cm. + appendix
Catatan Bibliografi : pages 171-175
Lembaga Pemilik : Universitas Indonesia
Lokasi : Perpustakaan UI, Lantai 3
  • Ketersediaan
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No. Panggil No. Barkod Ketersediaan
T33064 15-18-309428740 TERSEDIA
Ulasan:
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