Hasil Pencarian  ::  Simpan CSV :: Kembali

"[Terpisahnya kelembagaan pengelolaan riset, teknologi dan inovasi dengan institusi pendidikan tinggi dianggap sebagai salah satu penyebab lemahnya hilirisasi produk dari hasil litbang; dan peningkatan daya saing bangsa. Tesis inimenganalisis perubahan strategis penggabungan Kementerian Riset dan Teknologi (Kemenristek) dan Direktorat Jenderal Pendidikan Tinggi (Ditjen Dikti) menjadi Kementerian Riset, Teknologi dan Pendidikan Tinggi (Kemenristekdikti) dansekaligus menganalisis tipe perubahan tersebut. Metode penelitian yang digunakan adalah kualitatif deskriptif dengan pendekatan post-positivis. Hasil analisis menunjukkan bahwa perubahan strategis nampak pada proses bisnis Kemenristekdikti. Tantangan yang dihadapi dalam perubahan tersebut yaitu : kekurangan SDM tenaga penunjang, revitalisasi koordinasi LPNK dan perguruan tinggi, penyelarasan program dan konsolidasi anggaran serta perubahan kultur dan tupoksi organisasi dari kementerian non teknis (klaster III) menjadi kementerian teknis (Klaster II). Dikaji dari The Drivers Of Change dan strategiperubahan yang dilaksanakan, perubahan ini baru bersifat transisional. Untuk mensukseskan perubahan, disarankan dengan membentuk tim analisis perubahan untuk mengevaluasi pra dan pasca perubahan serta kesesuaian kinerja yang diharapkan. Saran lain untuk mengatasi tantangan yang dihadapi meliputi: 1) optimalisasi SDM meliputi penyusunan regulasi tupoksi individu, standar penilaian kinerja, dan pengaturan hak dan kewajiban pegawai, 2) penyusunan kebijakan pengaturan pendidikan tinggi dengan model skenario ‘kepentingan publik’ dalam perguruan tinggi, 3) sinergi regulasi universitas-LPNK-industri, 4) sinkronisasi anggaran dan program melaui trilateral meeting stakeholders, 4)perencanaan, monitoring, evaluasi dan pelaporan yang terintegrasi teknologi sistem informasi dan 5) manajemen pengetahuan yang didesain dengan memobilisasi kapitalisasi pengetahuan untuk menjamin kesuksesan proses bisnisKemenristekdikti.

---

Institutional separation of the management of research, technology and innovation with the higher education institution is considered as one of the causes of the weakness in downstream product resulted from research and development and improving the competitiveness of the nation. This thesis analyzes the strategic change merging the Ministry of Research and Technology (Kemenristek) and the Directorate General of Higher Education (Ditjen Dikti) to the Ministry of Research, Technology and Higher Education (Kemenristekdikti) and simultaneously analyze the types of changes. The method used is descriptive qualitative post-positivist approach. The analysis showed that the apparent

strategic change in business processes within Kemenristekdikti. Challenges faced in these changes are: a shortage of human resources supporting staff, revitalization of LPNK coordination with colleges and universities, harmonization of program and consolidation of budget as well as culture change and organizational duties of the ministry of non-technical (cluster III) into the technical ministries (Cluster II). Consulted by The Drivers Of Change and strategy changes are implemented, the new transitional changes. To achieve change, it is advisable to form a team to evaluate the analysis of changes in preand post-change as well as the suitability of the expected performance. Another

suggestion to address the challenges include: 1) the optimization of human resources includes preparation of regulatory duties of individuals, assessment standards of performance, and setting the rights and obligations of employees, 2) development of policies setting higher education with modeling scenarios 'public interest' in college, 3) synergy regulation of university-LPNK-industry, 4) synchronization of budgets and programs through the trilateral meeting of stakeholders, 4) planning, monitoring, evaluation and reporting of the integrated technologies of information systems and 5) knowledge management which is

designed to mobilize the knowledge capitalization to ensure upon the success of business processes Kemenristekdikti., Institutional separation of the management of research, technology and

innovation with the higher education institution is considered as one of the causes

of the weakness in downstream product resulted from research and development;

and improving the competitiveness of the nation. This thesis analyzes the strategic

change merging the Ministry of Research and Technology (Kemenristek) and the

Directorate General of Higher Education (Ditjen Dikti) to the Ministry of

Research, Technology and Higher Education (Kemenristekdikti) and

simultaneously analyze the types of changes. The method used is descriptive

qualitative post-positivist approach. The analysis showed that the apparent

strategic change in business processes within Kemenristekdikti. Challenges faced

in these changes are: a shortage of human resources supporting staff,

revitalization of LPNK coordination with colleges and universities, harmonization

of program and consolidation of budget as well as culture change and

organizational duties of the ministry of non-technical (cluster III) into the

technical ministries (Cluster II). Consulted by The Drivers Of Change and

strategy changes are implemented, the new transitional changes. To achieve

change, it is advisable to form a team to evaluate the analysis of changes in preand

post-change as well as the suitability of the expected performance. Another

suggestion to address the challenges include: 1) the optimization of human

resources includes preparation of regulatory duties of individuals, assessment

standards of performance, and setting the rights and obligations of employees, 2)

development of policies setting higher education with modeling scenarios 'public

interest' in college, 3) synergy regulation of university-LPNK-industry, 4)

synchronization of budgets and programs through the trilateral meeting of

stakeholders, 4) planning, monitoring, evaluation and reporting of the integrated

technologies of information systems and 5) knowledge management which is

designed to mobilize the knowledge capitalization to ensure upon the success of

business processes Kemenristekdikti.]"

"Beberapa Perguruan Tinggi Negeri di Indonesia telah menerapkan Sistem Manajemen Mutu (SMM) ISO 9001:2008, Badan Akreditasi Nasional Perguruan Tinggi (BAN-PT) dan ASEAN University Network Quality Assurance (AUN-QA) pada program studinya. Ketiga SMM tersebut memiliki kesamaan prinsip dan teknik manajemen. Tapi sayangnya Perguruan Tinggi tersebut melakukan pengelolaan secara terpisah, baik dalam sistem proses manajemen, tata kelola, maupun dalam pendokumentasiaannya. Hal ini mengakibatkan sistem kerja atau proses manajemen terutama dalam pendokumentasiannya tidak terstruktur dengan baik. Oleh karena itu penelitian ini bertujuan untuk merancang SMM khususnya sistem pendokumentasiannya secara terintegrasi dengan mempertimbangkan persyaratan ISO 9001:2008, BAN-PT dan AUN-QA pada program studi/perguruan tinggi di Indonesia. Penelitian ini diawali dengan menganalisa tingkat keterkaitan antara klausul ISO 9001:2008, standar BAN-PT dan kriteria AUN-QA. Hasilnya terdapat kesamaan prinsip yang mendukung dalam pengintegrasiannya, terutama prinsip P-D-C-A. Selanjutnya penelitian ini melakukan identifikasi dokumen yang dipersyaratkan ketiga SMM tersebut. Identifikasi tersebut digunakan untuk merancang sistem proses manajemen program studi/perguruan tinggi.

---

Several state universities in Indonesia has implemented a Quality Management System (QMS) ISO 9001:2008, Badan Akreditasi Nasional Perguruan Tinggi / BAN-PT (the National Accreditation Agency for Higher Education in Indonesia), and the ASEAN University Network Quality Assurance (AUN-QA) on this management. All these QMS have in common principles and management techniques. Unfortunately the universities manage this QMS separately, both in systems management processes, governance, and in documentation. This condition resulted poor structure in a working system or process management, especially in documentation. Therefore this study aims, to design a specific Integrated Quality Management System that include ISO 9001:2008, BAN-PT and AUN-QA on a Higher Education in Indonesia. This study begins by analyzing the links between QMS ISO 9001:2008, BAN-PT and AUN-QA. The results showed that there are similiarities in principles that support the integration, especially the principle of PDCA. Furthermore, this study identifies the documents required by these three QMS. Identification is used to design Process Management System in Higher Education. "