ABSTRAK
Kebijakan kelembagaan penanaman modal dan pelayanan terpadu satu pintu (PM dan PTSP) di DKI Jakarta telah mengalami beberapa fase perubahan, dimulai dari Unit Pelayanan Terpadu Satu Atap, Badan Pelayanan Terpadu Satu Pintu sampai dengan Dinas Penanaman Modal dan Pelayanan Terpadu Satu Pintu (Dinas PM & PTSP). Fase perjalanan reformasi kebijakan kelembagaan tersebut namun tidak diiringi dengan efektivitas kelembagaan dan perbaikan iklim investasi Penelitian ini memiliki tujuan untuk menemukan konfigurasi struktural Dinas PM & PTSP DKI Jakarta menggunakan teori Mintzberg dengan menggunakan pendekatan kualitatif. Berdasarkan hasil penelitian, disimpulkan bahwa karakteristik kelembagaan Dinas PM & PTSP DKI Jakarta saat ini merupakan konfigurasi Birokrasi Mesin. Birokrasi mesin mengutamakan standardisasi dan spesialisasi pekerjaan secara tinggi. Hal demikian menjadi kelemahan pada birokrasi mesin dalam pengambilan keputusan yang tidak dapat diambil secara cepat sebagaimana kondisi empiris kelembagaan Dinas PM & PTSP DKI Jakarta itu sendiri. Dengan demikian diperlukan perubahan dari birokrasi mesin menjadi birokrasi profesional yang kemudian meletakkan standardisasi kepada keahlian/kemampuan individu sehingga efektivitas kelembagaan dan perbaikan iklim investasi dapat tercapai.

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ABSTRACT
Institutional policy on investment and one stop shop in DKI Jakarta has been modified by several phase, started with One Stop Shop Service Unit (one roof system), One Stop Shop Service Agency and lastly, Investment and Integrated One-Stop Services Department. However, those institutional reform were not followed by its institutions effectiveness and the improvement of investment climate. Approached by using qualitative method, this study aims to find institutional configuration structure of Investment and One Stop Shop Service Department in DKI Jakarta based on Minztberg scheme. The research resulted that the characteristics of Investment and One Stop Shop Service Department of Jakarta Province is on the machine bureaucracy stage which characterized by the high level of standarization and specialization work. This result implicated that the institution has the weakness in decision-making process which could not be taken in immediate time as shown by the emprical condition of Investment and One Stop Shop Service Department. Thus, the institution still required to form a more professional bureaucracy which standardized on the expertise and ability of an individual to improve its institutional effectiveness in improving the investment climate.