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"In the era reformation, transparency and globalization the organization of financial bureau is demanded to be responsible to its environmental, accountable, and it must reflect and transform the constitution mandate and justice principles. Those things are getting more important in order to give the public service so the government officers must provide a variative and qualify service.

That situation becomes a challenge for the government to change its paradigm, method for system and procedure of accomplishment so it can be fitting up with the social development. in order to create an government which can provide a high quality of goods and services it needs to be supported by government's policy which matching with government tasks and functions.

According to the analysis results the Financial Bureau is less effective on doing its tasks. It can be found on how much barriers faced by the Budget Drafting Department, such as the realization of spending budget is over the limit, a lack of budget in case of the employees mutation, some compensatory demands by employees, and a disorder on Budget Realization Reports founded by Badan Pemeriksa Keuangan (BPK).

In order to analyze the factors which influence the effectiveness of organization, this research is using a 7S framework that formulated by Mc Kinsey which including: structure, strategy, system, staff, skills, style and shared value. This research is using an explanative research method that explain the relationship between two variables or more; in this case are the dependent variable and the independent variable. The dependent variable is organization effectiveness and the independent variable are structure, strategy, system, staff, skills, style and shared value. This research is using a primary and secondary data. In order to increase the effectiveness of the organization there are some factors that needed to be repaired soon, especially the quality and the quantity of human resources. It needs an administrator to coordinate and activate all elements. There must be a professional person on documentation handling. The organization must create a working system and a job description as the employees working guide, and also doing an orderly administration and documentation. If those clauses could be provided there will be a high consciousness on every employee to appreciate the already exist constitution so the Financial Bureau organization's effectiveness will be done."

"ABSTRAKPenelitian ini bertujuan untuk menganalisis pembedaan kewenangan lembagapemerintah non kementerian (LPNK) yang dibentuk Pemerintah atas perintahundang-undang dengan LPNK yang dibentuk Pemerintah tidak atas perintahundang-undang dalam membentuk peraturan perundang-undangan. Dalampenelitian ini akan didalami atas dasar apa LPNK yang dibentuk Pemerintah tidakatas perintah undang-undang tidak memiliki kewenangan untuk membentukperaturan perundang-undangan atas nama LPNK tersebut. Selanjutnya, bagaimanakedudukan produk hukum yang ditetapkan oleh LPNK tersebut dalam sistemperundang-undangan di Indonesia. Penelitian ini menggunakan bentuk penelitianhukum yuridis normatif.Berdasarkan hasil penelitian diperoleh kesimpulan bahwa pembedaankewenangan LPNK yang dibentuk Pemerintah atas perintah undang-undangdengan kewenangan LPNK yang dibentuk Pemerintah tidak atas perintah undangundangdalam membentuk peraturan perundang-undangan adalah karena atribusikewenangan, sebagai dasar konstitusional yang bersifat formal, hanya dapatdimiliki oleh badan, lembaga, atau komisi yang diberi kewenangan oleh UUD1945 atau undang-undang. Dengan demikian, hanya LPNK yang dibentukberdasarkan perintah UUD 1945 atau undang-undang lah yang memilikikewenangan membentuk peraturan perundang-undangan atas nama LPNKtersebut. Sedangkan LPNK yang dibentuk Pemerintah tidak atas perintah undangundangbukan merupakan lembaga yang berwenang untuk membentuk peraturanperundang-undangan. Dengan demikian, produk hukum yang dihasilkan bukanmerupakan jenis peraturan perundang-undangan sebagaimana dimaksud dalamPasal 8 ayat (1) UU Nomor 12 Tahun 2011, melainkan merupakan peraturankebijakan (beleidsregel) yang mengikat umum secara tidak langsung. Untuk itu,perlu dilakukan pencerahan kembali bagi kementerian dan LPNK mengenaisistem perundang-undangan Indonesia yang membatasi badan-badan apa sajayang berwenang membentuk peraturan perundang-undangan. Penelitian ini jugamenyarakankan agar UU Nomor 12 Tahun 2011 mengatur dengan tegas materimuatan jenis peraturan perundang-undangan yang termasuk ke dalam Pasal 8 ayat(1) agar tidak semua materi muatan pengaturan dituangkan dalam bentukperaturan perundang-undangan dan diundangkan ke dalam Berita NegaraRepublik Indonesia

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ABSTRACTThis research aims to analyze about any difference of the non-ministerialgovernment institutions (LPNK) constructed by the government under commandof act with the non-ministerial government institutions under non-mandatorydecree by act to formulate legislation. Questions of this research are what is thereasons of the under non-mandatory LPNK which has not the authority to makeregulations, and what is the status of the law products made by such LPNK in theIndonesian legislation system? This research is a normative juridical law methodThe results of this research show that reasons of differences between mandatoryLPNK and non-mandatory LPNK to formulate legislation are regard to theproblem of required attribution of authority as constitutional consideration formaking regulations is formally conferred by the Constitution of 1945 or an act toany board, institution, or commission. This means that only the mandatory LPNKhas exclusively authorized to make legislation, while the non-mandatory LPNKestablished by the government without order of the act is non-authorizedinstitutions. By this reason, the legal status of legislative products of the nonmandatoryLPNK are not kind of legislations referred to Article 8 paragraph 1 ofthe Act Number 12 of 2011, but only should be deemed as any kind of policy rules(beleidsregels), which has indirectly legally binding force. It is needed, therefore,to support legal awareness activities for the ministries and LPNK with regard tothe doctrine of Indonesian legislative system concerning to what institutions canbe conferred the attribution of authority of making regulations. Result of thisresearch also recommend for the Act Number 12 of 2011 to describe in detailswhat the legal substance can be included according to the Article 8 paragraph 1,in order to understand that not all legal substances can be drafted as regulationsand published in the State Bulletin of the Republic of Indonesia"

"Meskipun pentingnya pelatihan diakui, organisasi terkadang kesulitan memahami bagaimana efektivitasnya dihasilkan. Studi ini menyelidiki apakah faktor-faktor pra-pelatihan seperti dukungan organisasi, lingkungan pelatihan, kualitas pelatih, dan analisis kebutuhan pelatihan memengaruhi efektivitas pelatihan baik secara langsung atau dimediasi oleh motivasi belajar, motivasi transfer, dan efikasi diri di lembaga pemerintah non-kementerian di Indonesia. Data dari 202 responden dari 19 lembaga diperoleh dengan menggunakan kuesioner daring yang didistribusikan ke sampel melalui teknik purposive sampling. Analisis data kuantitatif dilakukan dengan menghitung hasil statistik menggunakan Covariance Based-Square-Structural Equation Modeling (CB-SEM) dengan Lisrel 8.80. Teknik ini bertujuan untuk menguji hipotesis penelitian yang telah diajukan sebelumnya, dan hasilnya akan digunakan sebagai dasar untuk mendiskusikan temuan penelitian. Hanya kualitas pelatih yang memiliki pengaruh signifikan terhadap motivasi belajar (t-value 5,60), motivasi transfer (7,21), dan efikasi diri (8,64). Namun, pengaruhnya tidak langsung terhadap efektivitas pelatihan karena harus dimediasi oleh motivasi transfer (z-score 4,294) dan efikasi diri (2,513). Penelitian ini menekankan peran penting pelatih dalam efektivitas pelatihan, di mana perannya lebih sebagai fasilitator. Hal ini menekankan pentingnya pelatih yang mampu memotivasi dan meyakinkan peserta. Dengan berinvestasi pada pelatih berkualitas melalui pengembangan berkelanjutan, sistem evaluasi, dan insentif, organisasi dapat meningkatkan efektivitas pelatihan dan mencapai tujuan organisasi lebih efisien.......While the importance of training is recognized, organizations sometimes struggle to comprehend how its effectiveness is generated. This study investigates whether pre-training factors such as organizational support, training environment, trainer quality, and training need analysis influence training effectiveness directly or mediated by self-efficacy, motivation to learn, and motivation to transfer in non-ministerial government institutions in Indonesia. Data from 202 respondents of 19 institutions are collected using online questionnaires distributed to samples through purposive sampling techniques. Quantitative data analysis was carried out by calculating statistical results using Covariance Based-Square-Structural Equation Modeling (CB-SEM) with Lisrel 8.80. This technique aims to test previously proposed research hypotheses, and the results will be used as a basis for discussing research findings. Only trainer quality has significant influence on motivation to learn (t-value 5,60), motivation to transfer (7,21), and self-efficacy (8,64). However, it does not have direct influence on training effectiveness as it should be mediated by motivation to transfer (z-score 4,294) and self-efficacy (2,513). This research emphasizes the vital role of trainers in training effectiveness, highlighting them as facilitators in the process. It stresses the importance of motivating and convincing trainers to enhance participants' motivation and self-efficacy. By investing in quality trainers through ongoing development, evaluation systems, and incentives, organizations can boost training effectiveness and achieve their goals more efficiently."

"Tujuan dari penelitian ini adalah untuk melihat apakah Rencana Strategis Kementerian Pemuda dan Olahraga 2016-2019 sesuai dengan indikator perencanaan strategis. Metode yang digunakan di dalam penelitian ini adalah post-positivist. Pengumpulan data dilakukan dengan wawancara mendalam dan studi literatur dengan menggunakan dokumen seperti Rencana Strategis Kementerian Pemuda dan Olahraga 2016-2019 dan Rencana Pembangunan Jangka Menengah Nasional RPJMN 2015-2019 sebagai data sekunder. Hasil penelitian ini adalah Kementerian Pemuda dan Olahraga mengalami beberapa masalah terutama dalam perencanaan strategis sehingga hasil evaluasi Sistem Akuntabilitas Kinerja Instansi Pemerintah SAKIP yang diperoleh masih kurang baik. Beberapamasalah dalamrencana strategis yaitu sasaran yang tidak berorientasi hasil dan indikator kinerja yang tidak terukur. Permasalahan lain dalam perumusan rencana strategis yaitu tidak adanya regulasi yang mengatur mengenai kemitraan, kurangnya pemahaman dalam merumuskan rencana strategis, dan tidak adanya indikator yang jelas mengenai sektor kepemudaan.

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This study aims to observe the Strategic Plan of the Ministry of Youth and Sports 2016-2019 in accordance with strategic planning indicators. The method used in this research is post positivist. The data were collected through in depth interviews and literature studies using documents such as the Strategic Plan of the Ministry of Youth and Sports 2016-2019 and the Medium Term Development Plan RPJMN 2015 ndash 2019 as secondary data. The results of this study found that Ministry of Youth and Sports experienced some problems, especially in the strategic planning phase where the evaluation results of Performance Accountability System of Government Institutions SAKIP obtained is still not good. Some of the problems in the strategic plan are goals that are not result oriented and performance indicators that are not measurable. Other problems in the formulation of the strategic plan are the lack of governing partnerships regulation, lack of understanding in formulating strategic plans, and the absence of clear indicators of youth sector. "