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"ABSTRAKNama : Andri Gunawan SumiantoProgram Studi : Administrasi dan Kebijakan PublikJudul Tesis : Analisis Efektivitas Manajemen Perubahan Pada Reformasi Birokrasi di Kejaksaan Upaya pembaruan atau reformasi di organisasi Kejaksaan sudah dimulai sebelum reformasi birokrasi dicanangkan sebagai agenda nasional. Namun kredibilitas dan kepercayaan publik terhadap Kejaksaan sebagai lembaga pemerintah yang menjalankan kekuasaan negara di bidang penuntutan dan wewenang lain berdasarkan Undang-Undang tidak kunjung membaik. Manajemen perubahan di Kejaksaan menjadi objek yang penting dicermati dalam penelitian ini mengingat perubahan membutuhkan kepemimpinan sebagai faktor kunci dan memiliki resiko kegagalan. Sehingga permasalahan yang akan dijawab dalam penelitian ini adalah mengapa manajemen perubahan pada reformasi birokrasi di Kejaksaan tidak efektif. Penelitian ini menggunakan pendekatan post-positivis dengan metode pengumpulan data kualitatif melalui studi dokumen dan wawancara mendalam. Teori yang digunakan dalam penelitian ini adalah model perubahan yang digagas oleh Kotter yang membagi perubahan ke dalam delapan tahapan yang kemudian menjadi variabel dalam penelitian ini. Penelitian ini juga menggunakan teori kepemimpinan khususnya peran pemimpin dalam perubahan. Hasil penelitian ini menyimpulkan bahwa manajemen perubahan di Kejaksaan tidak berjalan dengan efektif. Meskipun upaya-upaya perubahan sebagaimana teori Kotter sudah dilaksanakan oleh Kejaksaan, tetapi upaya tersebut tidak berjalan secara optimal. Kepemimpinan menjadi faktor yang mempengaruhi pengelolaan reformasi di Kejaksaan, selain perubahan yang belum menjadi nilai dalam budaya organisasi. Kata kunci:Manajemen perubahan, reformasi birokrasi, kepemimpinan, kejaksaan

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ABSTRACTName Andri Gunawan SumiantoStudy Program Administration and Public PolicyTitle Analysis in Change Management Effectiveness on Bureaucratic Reforms in the Attorney General rsquo s Office Efforts to reform in the Attorney General rsquo s Office have begun before bureaucratic reforms are declared as national agenda. However, the credibility and public trust of the Public Prosecution Service as a government institution that exercises state power in the field of prosecution and other authorities under the Law does not improve. Change management in the Attorney General rsquo s Office became an important object in this study considering that change requires leadership as a key factor and has a risk of failure. The problem to be answered in this research is why the change management on bureaucracy reform in Attorney General rsquo s Office is not effective. This study used a post positivist approach with qualitative data collection methods through document studies and in depth interviews. The theory used in this study is a model of change initiated by Kotter which divides the changes into eight stages which then becomes the variable in this study. This research also uses leadership theory especially the role of leader in change. The results of this study conclude that the change management in the Attorney General rsquo s Office is not running effectively. Despite efforts to change as Kotter 39 s theory has been carried out by the Attorney General rsquo s Office, the effort has not worked optimally. Leadership becomes a factor affecting the management of reforms in the Attorney General rsquo s Office, in addition to changes that have not yet become a value in organizational culture. Keywords Change management, bureaucratic reform, leadership, Attorney General rsquo s Office"

"ABSTRAKManajemen perubahan merupakan suatu proses yang dibutuhkan untuk mengelola perubahan dalam reformasi birokrasi. Manajemen perubahan dilakukan untuk memastikan bahwa program-program yang dilaksanakan dalam reformasi birokrasi berjalan dengan lancar dengan mengurangi resiko resistensi yang mungkin terjadi seminimal mungkin. Manajemen perubahan berkaitan dengan pengelolaan program dan sumber daya manusia. Untuk itu, dalam penelitian ini bertujuan untuk menggambarkan kesiapan pegawai dalam menghadapi reformasi birokrasi dan menggambarkan proses manajemen perubahan dalam reformasi birokrasi tersebut. Penelitian ini menggunakan metode ADKAR untuk melihat lima dimensi yang berhubungan dengan kesiapan pegawai dan metode proses manajemen perubahan Lewin yaitu unfreezing, movement/changing, dan refreezing. Penelitian ini menggunakan pendekatan post- positivist dimana teori ADKAR dan Lewin menjadi dasar analisis temuan penelitian. Data diperoleh dari wawancara, dan studi kepustakaan. Hasil penelitian menunjukkan bahwa terdapat kesenjangan antara proses manajemen perubahan yang dilakukan dengan kesiapan berubah dari pegawai. Namun di tengah kurang maksimalnya manajemen perubahan yang dilakukan, BKN tetap dapat melaksanakan program-program reformasi birokrasi.

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ABSTRACT<>br>Change management is a process that needed to manage change in bureaucratic reform. Change management is done to ensure that programs implemented in bureaucratic reform are running smoothly by reducing the risk of resistance that may occur. Change management related to program management and human resources aspect. Therefore, in this study aims to describe the readiness of employees in the face of bureaucratic reform and describe the process of change management in the reform of the bureaucracy. This research uses ADKAR method to see five dimensions related to employee readiness and change management method of Lewin that is unfreezing, movement changing, and refreezing. This study used a post positivist approach in which the theory of ADKAR and Lewin became the basis of analysis of research findings. Data were obtained from interviews, and literature studies.The results show that there is a gap between the change management process done with the readiness to change from the employee. However, in the middle of the lack of maximum management of changes made, BKN can still implement bureaucratic reform programs. "

"Tesis ini menganalisis komunikasi internal di Kementerian Perdagangan (Kemendag) dalam konteks manajemen perubahan berdasarkan teori Strategic Communication Model dari Roger D?Aprix. Penelitian dilatarbelakangi fakta bahwa komunikasi internal belum menjadi perhatian serius di banyak kementerian/lembaga pemerintah. Penelitian ini adalah penelitian kualitatif deskriptif dan berbasis studi kasus. Hasil penelitian menunjukkan bahwa komunikasi internal di Kemendag belum berperan secara ideal dalam mendukung pelaksanaan manajemen perubahan karena belum direncanakan secara strategis dengan pendekatan yang komprehensif. Salah satu saran yang dikemukakan peneliti adalah pentingnya kajian-kajian akademis yang dapat membantu kementerian/lembaga melaksanakan komunikasi internal, bukan hanya terbatas pada sosialisasi program, tetapi terkait pengembangan ilmu kehumasan pemerintahan untuk memfasilitasi dan/atau mengelola perubahan, pemanfaatan IMC (integrated marketing communication) di K/L atau social marketing untuk mendapatkan dukungan staf dalam mencapai tujuan organisasi.

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This thesis analyzes internal communication practices in managing change based on the theory of Strategi Communication Model from Roger D?Aprix. The study is based on the fact that many ministries/government organizations have not yet put serious attention to internal communication. This is a descriptive qualitative research based on a case study.

The research results show that ?internal communication has not provided ideal support to change management in the Ministry, as it is not planned strategically using a comprehensive approach.

One of recommendations provided by the researcher is the importance of having academic studies to help government bodies to implement better internal communication which is not limited only to socialization, but to improve public relations skills for facilitating and/or managing changes in the organization, the use of IMC (integrated marketing communication) approach or social marketing to get staff support in achieving organization?s objectives."

"Reformasi birokrasi di Indonesia menjadi titik balik dari perbaikan sistem birokrasi di Indonesia yang dinilai buruk oleh masyarakat. Hadirnya Peraturan Menteri Pendayagunaan Aparatur Negara Nomor 27 Tahun 2014 tentang pedoman pembentukkan agen perubahan di instansi pemerintah menjadi kebijakan untuk mendukung percepatan pelaksanaan reformasi birokrasi di instansi pemerintah. Skripsi ini membahas tentang peran change agent dalam tahapan manajemen perubahan reformasi birokrasi di Bappenas. Peneliti menggunakan konsep yang dikemukakan oleh Lewins (1951) untuk menggambarkan tahapan manajemen perubahan serta peran agen perubahan yang dikemukakan oleh Havelock dan Havelock (1971). Pendekatan penelitian ini adalah penelitian postpositivist dengan jenis penelitian deskriptif, dan teknik pengumpulan data primer melalui wawancara. Hasil penelitian menunjukan bahwa peran agen perubahan sudah terpenuhi karena agen perubahan aktif terlibat dari proses unfreeze hingga refreeze. Selain itu, agen perubahan telah memenuhi tiga peran yang dikemukakan oleh Havelock dan Havelock (1971) dari unfreeze hingga refreeze yang terdiri dari peran agen perubahan sebagai katalisator, sebagai pemberi solusi, dan sebagai pihak yang membantu proses perubahan. Selain itu, agen perubahan perlu memiliki atribut – atribut untuk menunjang peranannya dalam melaksanakan perubahan dimana dalam pemilihan agen perubahan di Bappenas memenuhi dua atribut agen perubahan yang dikemukakan Weiss (2003) yaitu skills dan behavior. Kehadiran agen perubahan di Bappenas dinilai membantu proses percepatan reformasi birokrasi di Bappenas dikarenakan agen perubahan menjadi pihak yang menginternalisasikan dan memberikan pengaruh mengenai pentingnya perubahan di unit kerja

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Bureaucratic reform in Indonesia is a turning point in improving the bureaucratic system in Indonesia which is considered bad by the public. The presence of Regulation of the Minister of State Apparatus Empowerment Number 27 of 2014 concerning guidelines for the formation of agents of change in government agencies has become a policy to support the acceleration of the implementation of bureaucratic reform in government agencies. This thesis discusses the role of change agents in the management stage of change in bureaucratic reform at Bappenas. Researchers used the concept proposed by Lewins (1951) to describe the stages of change management and the role of change agents proposed by Havelock and Havelock (1971). This research approach is postpositivist research with descriptive research type, and primary data collection techniques through interviews. The results showed that the role of change agents has been fulfilled because change agents are actively involved from the unfreeze to refreeze process. In addition, change agents have fulfilled the three roles proposed by Havelock and Havelock (1971) from unfreeze to refreeze, which consist of the role of change agents as catalysts, as solution givers, and as process helper. In addition, change agents need to have attributes to support their role in implementing change, where the selection of change agents at Bappenas fulfills two attributes of change agents as stated by Weiss (2003), namely skills and behavior. The presence of agents of change at Bappenas is considered to be helping the process of accelerating bureaucratic reform at Bappenas because change agents become parties who internalize and give influence on the importance of change in work units"

"Commitment to Change adalah faktor terpenting yang menetukan suksesnya perubahan organisasi. Merujuk pada teori Herscovitch & Meyer, 2002 penelitian ini bertujuan untuk mengetahui pengaruh perception of change effectiveness dan communication related change terhadap Commitment to Change. Penelitian di lakukan di delapan Kantor Pelayanan Pajak (KPP) Wajib Pajak Besar dan Khusus di wilayah Jakarta. Dimana pada tahun 2006 mengalami proses perubahan organisasi melalui pelaksanaan Reformasi Birokrasi. Penelitian ini dilakukan terhadap 272 responden dengan menggunakan analisis regresi linier dan berganda. Perception of change effectiveness diukur berdasarkan: improvement of employee involvement, improvement in performance management process, improvement in work environment dan improvement of various organizational systems. Sedangkan Communication Related Change diukur melalui sepuluh parameter yang dikembangkan oleh Bennebroek, Elving, Werkman (2005). Hasil penelitian menemukan faktor Perception of Change Effectiveness dan Communication Related Change memiliki pengaruh terhadap Commitment to Change.

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Commitment to Change is the most important factor that determines the success of organizational change. Referring to the theory Herscovitch & Meyer (2002), this study aims to determine influence of perception of change effectiveness and communication related change on Commitment to Change at eight Tax Office (KPP) in Jakarta where the implementation of Administrative Reforms was conducted since 2006. The sample consisted of 272 respondent. This study used linier and multiple regression analysis. Perception of change effectiveness were identified as: improvement of employee involvement, improvement in performance management process, improvement in work environment and improvement of various organizational systems. While communication was measured as ten parameters developed by Bennebroek, Elving, Werkman (2005).The study found factors Perception of Change Effectiveness and Communication Related Change has an influence on the Commitment to Change."

"[ABSTRAKPenelitian ini bertujuan untuk menganalisis pengaruh Budaya Organisasi dan Keberadaan Seksi Kepatuhan Internal terhadap Komitmen Perubahan (Commitment to Change) dengan metode General Linier Model (GLM) terhadap 301 orang responden yang bertugas di Kantor Pelayanan Pajak Pratama di Wilayah Jakarta Selatan. Budaya Organisasi diukur dengan instrumen yang dikembangkan oleh Daniel R. Denison dan Aneil K. Mishra, yang terdiri atas sub variabel involvement, consistency, adaptability, dan mission. Sementara Keberadaan Seksi Kepatuhan Internal diukur dengan merujuk pada Surat Direktur Jenderal Pajak Nomor S-637/PJ/2013 Tanggal 31 Desember 2013 tentang Perangkat Pemantauan Kepatuhan terhadap Kode Etik dan Disiplin Pegawai. Sedangkan Komitmen Perubahan (Commitment to Change) diukur oleh instrumen yang dikembangkan oleh Herscovitch dan Meyer yang terdiri atas sub variabel affective commitment, continuance commitment dan normative commitment. Penelitian ini membuktikan bahwa sub variabel Budaya Organisasi (involvement dan mission) berpengaruh positif dan signifikan terhadap Komitmen Perubahan Afektif (affective commitment) dan Komitmen Perubahan Normatif (normative commitment). Sementara variabel Keberadaan Seksi Kepatuhan Internal tidak berpengaruh secara signifikan terhadap Komitmen Perubahan (Commitment to Change). Penelitian ini juga membahas tentang implikasi (saran) dan keterbatasan penelitian.;

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ABSTRACTThis study is to analyze the effect of organizational culture and the existence of Internal Control and Compliance Division on Commitment to Change using General Linier Model (GLM) towards 301 respondents who worked at Directorate General of Taxes. Organizational culture was measured with an instrument developed by Daniel R. Denison and Aneil K. Mishra, which consists of sub-variables involvement, consistency, adaptability and mission. The existence of Internal Control and Compliance Division was measured with an instrument The Letter of the Director General of Taxation Number S-637/PJ/2013 dated December, 31, 2013. While Commitment to Change was measured with an instrument developed by Herscovitch dan Meyer, which consists of sub-variables affective commitment, continuance commitment and normative commitment. The result of this study indicate that sub variables Organizational Culture (involvement and mission) have positive and significant impact on affective commitment to change and normative commitment to change. While the variables existence of Internal Control and Compliance Division don?t have influence on all sub variables of commitment to change. This study also discusses the implications (suggestion) and the limitations of the study., This study is to analyze the effect of organizational culture and the existence of Internal Control and Compliance Division on Commitment to Change using General Linier Model (GLM) towards 301 respondents who worked at Directorate General of Taxes. Organizational culture was measured with an instrument developed by Daniel R. Denison and Aneil K. Mishra, which consists of sub-variables involvement, consistency, adaptability and mission. The existence of Internal Control and Compliance Division was measured with an instrument The Letter of the Director General of Taxation Number S-637/PJ/2013 dated December, 31, 2013. While Commitment to Change was measured with an instrument developed by Herscovitch dan Meyer, which consists of sub-variables affective commitment, continuance commitment and normative commitment. The result of this study indicate that sub variables Organizational Culture (involvement and mission) have positive and significant impact on affective commitment to change and normative commitment to change. While the variables existence of Internal Control and Compliance Division don’t have influence on all sub variables of commitment to change. This study also discusses the implications (suggestion) and the limitations of the study.]"

"Penerapan Reformasi Birokrasi merupakan sesuatu yang sangat penting dilaksanakan . Untuk mengetahui hasil penerapan Reformasi perlu dilakukan evaluasi dan analisis. Sebagai tempat penelitian dipilih KPU BC (Kantor Pelayanan Utama Bea dan Cukai) Tanjung Priok karena sebagai bagian dari DJBC (Direktorat Jenderal Bea dan Cukai) di bawah Kementrian Keuangan, bertanggungjawab terhadap 70% penerimaan Kebeacukaian secara nasional dan sebagian besar masalah kebeacukaian ada di Tanjug Priok. Permasalahan yang terjadi sebelum proses reformasi adalah belum adanya penataan SDM, sistem penggajian yang tidak memperhatikan resiko dan tanggung jawab pekerjaan/jabatan, belum cukup dan memadai sistim/prosedur ketatalaksanaa, belum ditatanya organisasi/ kelembagaan.Secara umum tujuan reformasi birokrasi adalah mewujudkan kepemerintahan yang baik, didukung oleh penyelenggaraan Negara yang professional, bebas Korupsi, Kolusi dan Nepotisme dan meningkatkan pelayanan kepada masyarakat sehingga tercapai pelayanan prima. Guna mencapai tujuan tersebut dilakukan dengan penataan kelembagaan, ketatalaksanaan, sumberdaya manusia, akuntabilitas dan pelayanan umum . Untuk mengetahui penerapan Reformasi Birokrasi di KPU BC Tanjung Priok perlu dilakukan analisis penerapan Reformasi Birokrasi terhadap aspek-aspek di atas.Penelitian menggunakan pendekatan kuantitatif dengan metode pengumpulan data dilakukan metode campuran yaitu pengumpulan data kuantitatif dan kualitatif. Sampel penelitian sebanyak 156 responden dari unsur internal pegawai KPU BC Tanjung Priok, 60 responden dari unsur pengguna jasa serta 4 orang informan sebagai nara sumber dalam wawancara mendalam. Pengumpulan data sekunder menggunakan studi kepustakaan, studi dokumen dan observasi. Pengumpulan data primer kuantitatif menggunakan teknik kuesioner dan pengumpulan data primer kualitatif menggunakan teknik wawancara.Dari hasil penelitian disimpulkan bahwa penerapan reformasi birokrasi telah memenuhi ke lima aspek yang diteliti dengan nilai mutu baik, namun masih ditemukan beberapa faktor yang bernilai kurang baik yaitu tentang pola karier, penempatan pegawai, penggunaan dana operasional dan standar pelayanan. Untuk perbaikan disarankan agar dilakukan pemberian motivasi dan refresing terhadap pegawai secara berkelanjutan, penciptaan inovasi sistem dan prosedur pelayanan, penggunaan teknologi informasi yang terpadu dengan sistem lain di luar kebeacukaian, automatisasi sistem, modernisasi kantor pelayanan diluar Kantor Pelayanan Utama. Sedang untuk mengatahui hasil Reformasi Birokrasi perlu dilakukan evaluasi dan analisis yang terus menerus dan berkesinambungan.

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Application of Bureaucracy Reform is an important thing to be implemented. In order to know the result of Bureaucracy Reform Application it is important to be evaluated and analyzed. As the place of research be chosen KPU BC (Kantor Pelayanan Utama Bea dan Cukai) Tanjung Priok because as the part of DJBC (Directorate of General of Customs and Excise under the Ministry of Finance, responsible about 70% in receiving the Customs and Excise nationally and a big part of problem of customs and excise sector is in Tanjung Priok. The problem that occurred before reform process is there is not administration of Human resources yet, learning system which is not pay attention about the risk and responsibility of job/title is not enough and feasible about administration procedure system, be managed about organization/ institution.Generally the purpose of bureaucracy reform is to realize good governance be supported by the implementation of state professionally, free of corrupt, collusion and nepotism, and to increase the service to the society so that, reached the primary service in reaching such purpose be done by the administration of institution, the management of human resources, accountability and general service. In order to know bureaucracy Reform Application in main Service office of Customs and Excise Tanjung Priok to be it is important to be done bureaucracy Reform Application Analysis to the aspect above.The research use quantitative approach data collecting method be done the combination method of collecting data quantitative and qualitative. Research sample is about 156 respondent from the element of employee internal of main Service office of Customs and Excise Tanjung Priok, 60 respondents from the element of user of service and 4 informants as a source for in-depth interview. Secondary data collecting use library study, document and observation study. Quantitate primary data collecting use questioner and data collecting use interview.From the Result of research be concluded where the application of bureaucracy reform have been fulfill the five aspect that be researched by good quality grade, but still be founded some factors not good enough grade namely about carrier pattern, the placement of employee the usage and operational and service standard. For revision be suggested in order that be done the giving of motivation and refreshing to the employee continually , to create the innovation of system and service procedure, the usage of united information technology by other system in outside of customs sector, automatic of system, service office modernization in outside of main Service office of Customs and Excise Tanjung Priok. Meanwhile in order to know the result of reform of bureaucracy need to be done the evaluation and analysis continually."

"ABSTRAKPenerapan Reformasi Birokrasi merupakan sesuatu yang sangat penting dilaksanakan . Untuk mengetahui hasil penerapan Reformasi perlu dilakukan evaluasi dan analisis. Sebagai tempat penelitian dipilih KPU BC (Kantor Pelayanan Utama Bea dan Cukai) Tanjung Priok karena sebagai bagian dari DJBC (Direktorat Jenderal Bea dan Cukai) di bawah Kementrian Keuangan, bertanggungjawab terhadap 70% penerimaan Kebeacukaian secara nasional dan sebagian besar masalah kebeacukaian ada di Tanjug Priok. Permasalahan yang terjadi sebelum proses reformasi adalah belum adanya penataan SDM, sistem penggajian yang tidak memperhatikan resiko dan tanggung jawab pekerjaan/jabatan, belum cukup dan memadai sistim/prosedur ketatalaksanaa, belum ditatanya organisasi/ kelembagaan.Secara umum tujuan reformasi birokrasi adalah mewujudkan kepemerin-tahan yang baik, didukung oleh penyelenggaraan Negara yang professional, bebas Korupsi, Kolusi dan Nepotisme dan meningkatkan pelayanan kepada masyarakat sehingga tercapai pelayanan prima. Guna mencapai tujuan tersebut dilakukan dengan penataan kelembagaan, ketatalaksanaan, sumberdaya manusia, akuntabilitas dan pelayanan umum . Untuk mengetahui penerapan Reformasi Birokrasi di KPU BC Tanjung Priok perlu dilakukan analisis penerapan Reformasi Birokrasi terhadap aspek-aspek di atas.Penelitian menggunakan pendekatan kuantitatif dengan metode pengumpulan data dilakukan metode campuran yaitu pengumpulan data kuantitatif dan kualitatif. Sampel penelitian sebanyak 156 responden dari unsur internal pegawai KPU BC Tanjung Priok, 60 responden dari unsur pengguna jasa serta 4 orang informan sebagai nara sumber dalam wawancara mendalam. Pengumpulan data sekunder menggunakan studi kepustakaan, studi dokumen dan observasi. Pengumpulan data primer kuantitatif menggunakan teknik kuesioner dan pengumpulan data primer kualitatif menggunakan teknik wawancara.Dari hasil penelitian disimpulkan bahwa penerapan reformasi birokrasi telah memenuhi ke lima aspek yang diteliti dengan nilai mutu baik, namun masih ditemukan beberapa faktor yang bernilai kurang baik yaitu tentang pola karier, penempatan pegawai, penggunaan dana operasional dan standar pelayanan. Untuk perbaikan disarankan agar dilakukan pemberian motivasi dan refresing terhadap pegawai secara berkelanjutan, penciptaan inovasi sistem dan prosedur pelayanan, penggunaan teknologi informasi yang terpadu dengan sistem lain di luar kebeacukaian, automatisasi sistem, modernisasi kantor pelayanan diluar Kantor Pelayanan Utama. Sedang untuk mengatahui hasil Reformasi Birokrasi perlu dilakukan evaluasi dan analisis yang terus menerus dan berkesinambungan

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ABSTRACTImplementation of Bureaucratic Reform is something that is very important to be done. To know the results of the implementation of Reform it is necessary to carry out evaluation and analysis. As a research site KPU BC (Main Service Office of Customs and Excise) of Tanjung Priok is selected because as part of DJBC (Directorate General of Customs and Excise) under the Ministry of Finance, is responsible for 70% of Customs revenue nationally and most of the customs problems exist in Tanjung Priok. The problems that occurred prior to the reform process are the absence of HR management, payroll systems that do not pay attention to the risk and responsibility of the job/position, not enough and adequate administration system/procedures, no management of organization/ institution.Generally, objective of bureaucratic reform is to realize good governance, supported by the professional organization of the State, free of Corruption, Collusion and Nepotism and improve services to the public thus the prime service is achieved. To achieve such objective the management of institution, administration, human resources, accountability and public service can be done. To know the implementation of the Bureaucratic Reform in KPU BC Tanjung Priok it is necessary to analyze the implementation of Bureaucratic Reform to the above aspects.The study used the quantitative approach with the methods of quantitative and qualitative data collection. The research sample of 156 respondents that were from the internal staffs of KPU BC Tanjung Priok, 60 respondents were from service users as well as 4 informants as resource persons in depth interviews.Quantitative primary data collection used the literature study, document and observational studies. Quantitative primary data collection used questionnaires techniques and qualitative primary data collection used interview techniques.From the results of the study it is concluded that the implementation of bureaucratic reform has met the five aspects researched with a good quality grade, but still found several factors having poor grade namely about the career patterns, staffing, the use of the operational fund and service standards. For improvement it is suggested that continuous motivation and refreshing be given to the staffs, creation of service system and procedure innovation, the use of information technology that is integrated with other systems outside the customs, automation of systems, modernization of service office outside the Main Service Office. While to know the results of Bureaucratic Reform the continuous and sustainable evaluation and analysis need to be done."

"Sebagai salah satu lembaga pemegang kekuasaan kehakiman yang independen, Mahkamah Konstitusi masuk menjadi salah satu prioritas pelaksanaan reformasi birokrasi berdasarkan Permen Pan dan RB Nomor. PER/15/M.PAN/7/2008 Tentang Pedoman Umum Reformasi Birokrasi. Berdasarkan hal tersebut, dibutuhkan suatu strategi dalam mewujudkan kebijakan reformasi birokrasi tersebut. Mahkamah Konstitusi akan memprioritaskan/ menekankan pembenahan pada beberapa area perubahan yang sangat terkait dengan ketiga sasaran utama yang tertuang dalam peraturan Kemen PAN dan RB No.20 Tahun 2010 yaitu kelembagaan (organisasi), ketatalaksanaan ( business process), dan sumber daya manusia apartur. Berdasarkan hal tersebut, dilakukan penelitian mengenai analisis strategi reformasi birokrasi yang dibangun di Mahkamah Konstitusi berdasarkan teori 3 (tiga) model strategi refomasi birokrasi dari Siendentopf yaitu strategi fiskal, strategi struktural, dan strategi program, kemudian ditambahkan dengan menganalisa kendala dan hambatan dalam strategi tersebut berdasarkan teori dimensi-dimensi utama dari strategi reformasi birokrasi yang ideal dari Dror. Penelitian ini menggunakan pendekatan kualitatif dengan illustrative method, yaitu metode analisis yang menggunakan bukti empirik untuk menggambarkan teori, data didapatkan dengan melakukan wawancara dengan informan, FGD, kajian terhadap berbagai bahan tertulis seperti dokumen, buku, kumpulan peraturan yang terkait dengan reformasi birokrasi di Mahkamah Konstitusi. Berdasarkan hasil analisis yang dilakukan terhadap strategi reformasi birokrasi di Mahkamah Konstitusi berdasarkan teori yang digunakan bisa digambarkan bahwa strategi tersebut belum mampu memenuhi kriteria ketiga model strategi reformasi birokrasi tersebut. Untuk strategi fiskal belum diterapkannya strategi penghematan anggaran yang terkait dengan rasionalisasi dan modernisasi struktur internal yang juga tetap menjaga kualitas pelayanan. Dalam strategi struktural, belum dirancang strategi perubahan struktural yang dapat berdampak pada peningkatan produktifitas tanpa harus meningkatkan pembiayaan serta aspek rasionalisasi besaran organisasi (right sizing). Dan terkait strategi program, Mahkamah Konstitusi belum memiliki sistem yang dapat digunakan sebagai indikator pengukuran efektifitas dan efisiensi pelayanan publik yang diberikan kepada masyarakat. Sementara itu, masih banyak kendala dan hambatan yang terdapat antara lain belum dispesifikan tujuan dari reformasi birokrasi, terlalu banyaknya program, ketersediaan waktu yang sedikit, ketersediaan dana yang minim. Adapun saran dalam penelitian ini, perlu dilakukannya review dan penyempurnaan terkait sistem pengelolaan anggaran, perubahan struktur yang sesuai dengan kebutuhan organisasi (right sizing), dan pembuatan standar pelayanan minimum, fokuskan tujuan reformasi, membuat manajamen waktu yang baik, dan melakukan revisi anggaran disesuaikan dengan kebutuhan program reformasi yang proporsional.

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As one of the independent judicial authority, the Constitutional Court entered into one of the priorities of bureaucratic reforms by regulation of Ministry of Administrative Reform No.PER/15/M.PAN/7/2008 About General Guidelines of Bureaucratic Reforms. Based on this, a strategy for achieving the bureaucratic reform policies is needed. The Constitutional Court will prioritize/emphasize improvements in some changes that are strongly associated with the three major goals set out in The Regulation of Ministry PAN and RB No.20 of 2010 that are institutional (organization), management (business process), and human resources. Based on this, research is conducted on the analysis of bureaucratic reform strategy which was built in the Constitutional Court based on the theory of 3 (three) models of bureaucratic reforms strategy of Siendentopf that are a strategy of fiscal, structural strategies, programs strategies, and then added to analyze the constraints and obstacles in the strategy based on theory of the main dimensions of the ideal bureaucracy reform strategy of Dror. This study used a qualitative approach with illustrative method, a method of analysis that uses empirical evidence to illustrate the theory, the data obtained by interviews with informants, focus group discussions, the study of a variety of written material such as documents, books, a collection of regulations related to bureaucratic reform in the Constitutional Court.

Based on the analysis conducted on the strategies of bureaucratic reform in the Constitutional Court based on the theory used can be drawn that the strategy has not been able to meet all three criteria the bureaucratic model of reform strategies. For fiscal strategy that budget savings strategies has not applied also not associated with the rationalization and modernization of the internal structure which also maintaining quality of service. In a structural strategy have not designed structural changes strategy that may have an impact on increasing productivity without increasing the amount of funding and organizational aspects of rationalization (right sizing). And for programs strategy, the Constitutional Court does not have a system that can be used as an indicator measuring the effectiveness and efficiency of public services provided to citizens. Meanwhile, there are still many obstacles and barriers which contained, among others, have not dispesifikan purpose of bureaucratic reform, too many programs, the availability of a little time, the availability of funds is minimal. The advice in this study, need to do a review and improvement of management systems related to the budget, structural changes in accordance with the needs of the organization (right sizing), and the manufacture of minimum service standards, focus on reform goals, make time manajamen, and revise the budget appropiated with reform program needs."

"Tindak lanjut penyederhanaan birokrasi Kementerian Keuangan dilakukan dengan memperhatikan arahan pimpinan untuk melakukan secara bertahap dan hati-hati. Hingga tahun 2022, penyederhanaan birokrasi masih menjadi catatan dalam Laporan Hasil Evaluasi Reformasi Birokrasi dan Sekretariat Jenderal masih terus memproses penyederhanaan tersebut. Penelitian post positivis ini dirancang untuk mendalami dan mendeskripsikan kesiapan organisasi Sekretariat Jenderal untuk berubah dan faktor-faktor yang mempengaruhi dalam mengimplementasikan penyederhanaan birokrasi sesuai teori Weiner (2009). Hasil penelitian menunjukkan bahwa kesiapan organisasi Sekretariat Jenderal belum sepenuhnya optimal, meskipun komitmen dan kepercayaan telah dipahami. Sekretariat Jenderal lebih mengutamakan strategi pada unit yang benar-benar memiliki tugas dan fungsi serta karakteristik organisasi yang tepat dan sesuai dengan jenis Jabatan Fungsional yang akan digunakan. Sementara, kondisi kesiapan organisasi secara mayoritas dipengaruhi oleh faktor kontekstual mengenai kondisi budaya yang terdapat pada organisasi. Pimpinan berperan dalam mendorong, memfasilitasi, dan memberikan arahan serta menjalin komunikasi dengan jajarannya untuk menentukan arah organisasi. Proses bisnis dan pola kerja merupakan hal prioritas yang menjadi kewajiban ketika terdapat penggunaan struktur baru. Kompetensi organisasi diperlukan untuk menerapkan perubahan secara teknis maupun untuk mengelolanya. Manfaat perubahan merupakan faktor terakhir yang dirasakan ketika seluruh aspek organisasi memahami perubahan secara luas dan diimbangi dengan penyesuaian proses bisnis, penerapan change management yang konsisten, serta pemanfaatan IT.

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The follow-up to simplify the Ministry of Finance's bureaucracy was carried out by paying attention to the leadership's direction to do it gradually and carefully. Until 2022, bureaucratic simplification progress is still be noted in the Bureaucratic Reform Evaluation Results Report, and the Secretariat General is still processing this simplification. This post-positivist research was designed to explore and describe the readiness of the Secretariat General's organization to change and the factors that influence it according to Weiner's (2009) theory. The research results show that the organizational readiness of the Secretariat General still needs to be optimal, even though commitment and trust have been understood. The Secretariat General prioritizes strategy on units with the right tasks and functions as well as organizational characteristics and are by the type of Functional Position that will be used, meanwhile, contextual factors regarding the most organizational readiness conditions. Leaders have a crucial role in encouraging, facilitating, and providing direction and establishing communication with their staff to determine the organization's direction. Business processes and work patterns are priorities that become mandatory when a new structure is used. Competence in the organization is needed to implement changes technically and to manage them. The change valence is the final factor that is felt when all aspects of the organization broadly understand the changes and are balanced with adjustments to business processes, consistent implementation of change management, and use of IT."