Professional Documents
Culture Documents
ABSTRACT: In the era of decentralization policy implementation, the local bureaucracy (Indonesian:
Organisasi Perangkat Daerah) has strategic position in the local government system. It is so as the instruments
and the fundamental base of the local government in implementing its affairs and as the media to realize the
vision, mission, and the objectives of local government. The successful of local government is determined by the
effectiveness of the local bureaucracy. This study aims to examine the effectiveness of the local government
organization with a locus in Maros of local bureaucracy. Through qualitative analysis methods the effectiveness
of the local government is viewed from four dimensions of organizational effectiveness of the competing values
approach. These four dimensions of the organizational effectiveness include flexibility, human development,
organizational development, and control.
INTRODUCTION
One of the proof that implementation of the decentralization policy in Indonesia current system of
government is recognized that the existence of the Act of Number 22/1999 on Local Government, which was
then revised by the Act of Number 32/2004. This show has occurred and indicating a change of paradigm in the
local government system in Indonesia. The local government paradigm change is a change of paradigm of
centralized to decentralized. The scientists of public administration argue that decentralization paradigm is
conceptually includes two main elements: (a) the establishment of an autonomous region; and (b) the delivery of
government affairs of the autonomous regions (local government) [1]. Both are key element of the decentralized
local government gave birth. The concept of local government can be interpreted in three senses: (a) as the
organs of local government consisting i.e. the local parliament (Indonesian: DPRD which stands for Dewan
Perwakilan Rakyat Daerah) or council and the Regional Head (Indonesian: Kepala Daerah): governor, regency
head, city head (major); (b) as a function of the regional administration is carried out by local governments; and
(c) as an autonomous region, namely that the simultaneous formation of an autonomous region is the birth of
autonomous status based on the aspirations and objective conditions of the people residing in a particular area.
The local bureaucracy (Indonesian: OPD which stands for Organisasi Perangkat Daerah) in the
context of the above is part of the meaning of the sense organs of local government; the DPRD and local
governments include Regional Head who serves as the regional administration. Regional Head in his capacity as
a component of the regional administration has the authority to regulate the function of (policy making) and take
care of function (executing policy). In the play function takes care of (policy executing) these government
affairs, Regional Head supported by an instrument called a local bureaucracy (OPD).Salomo [2] asserts that the
OPD is the main instrument of local government in local governance. Position as the main instrument of the
local government, the OPD has a strategic role that can be seen in three areas: the OPD as a instrument and a
framework for regional financial system, local civil service system, the system of regional planning, public
service systems and various systems or other sub-systems; through the OPD, local governments run various
authorities or government affairs; and the OPD as a tools for local governments to realize the vision and mission
of local, regional objectives, and carry out public service tasks and responsibilities of local government.
As an organization, the decentralized local government should be run effectively. For according to
Osborne and Gaebler [3], there are advantages possessed by a decentralized organization, namely: (a) a
decentralized organization is much more flexible than a centralized organization, as a decentralized organization
can provide a rapid response to the environment and customers' changing needs; (b) the decentralized
organization is much more effective than an organization that is still centralized; (c) organizations can innovate
much more decentralized than the organization that was centralized; (d) The organization of decentralized
generating higher morale, more commitment and greater productivity.
www.ijhssi.org
49 | P a g e
II.
RESEARCH METHODS
This research applied qualitative research methods which are meant to understand the topicality, social
reality, and human perception exists. The qualitative analysis is intended also to give meaning and interpretation
of the object studied. Technical analysis of the data using an interactive model developed by Miles and
Huberman [4] which includes the step of collection, reduction, presentation, and inference. Data collected
through direct observation, in-depth interviews and documentation. Informants namely: Regional Secretary
(Indonesian: Sekretaris Daerah); Head of Local Development Planning Agency (Indonesian: Kepala Bappeda);
the Chairman of Commission B of the DPRD; Chairman of the Teamwork of the First the DPRD of the
preparation of regional and three staff of local government employees. Informants besides the local government
elements cover: local businessman; one NGO activist; a young man; one woman; and one indigenous
community or religious leaders of Maros. To limit and that a deeper study it was determined the focus of the
study, which concerns only the description seen on the several dimensions of effectiveness of local government.
Its dimensions are flexibility dimension, human development dimension, organizational development
dimension, and the description of the effectiveness of local government views of dimension control.
III.
In this section, will be presented at the same results and discussion about the effectiveness of local
government organizations. Discussion is based on empirical data and theories related to organizational
effectiveness. Conceptually, the effectiveness of local government organization is determined by the extent to
which the instruments of regional organizing functions and duties effectively. The extent of the area that has
been set in the Government Regulation (Indonesian: PP which stands for Peraturan Pemerintah) of Republic
Indonesia Number 41/2007 on the Local Bureaucracy (OPD) to take care of policy making function (field)
government charged. Functions of maintenance by local device are associated with a number of government
affairs (mandatory and optional) that has been set in PP Number 38/2007 on the Affairs Distribution between
the National Government and Local Government (Provincial and Regency/City).
In the context of the assessment of the effectiveness of the local government organization, the
organization theory literature mentioned by Kasim [5], Robbins [6] and Keban [7], that in order to assess the
effectiveness of an organization can be analyzed through four approaches, namely: (a) goal-attainment
approach; (b) system approach; (c) strategic-approach constituencies; and (d) a competing-values approach.
However, in this study only uses the latter approach the competing values approach (competing-values
approach). Competing values approach is chosen because it has several advantages in diagnosing organizational
effectiveness. According to Kasim [5] of which is this approach more comprehensive and less influenced by the
values that take precedence in the concept.According to the Lee [8] that the assumptions underlying the
competing values approach is the difference in the valuation of the effectiveness of the few organizations that
happen. The difference was due to several reasons, namely: (a) each organization faced with an environment
that is diverse and contradictory; (b) each organization has different purposes and different from each other; (c)
each organization faced with different and diverse constituencies; and (d) the organization is in the context of
different times.In the following discussion of the effectiveness of the local government organization of Maros is
based on research data, theories and concepts, especially the concept of organizational effectiveness in
competing values approach by Quinn & Rohrbaugh as quoted by Robbins [6] and Kasim [5].
Dimension of the Flexibility :Flexibility in the context of competing values approach used can be defined as
ability possessed by regional organizations in adjusting Maros Regency (adaptation) to changing conditions and
demands of the external environment. The hallmark of the organization that has the ability to adapt and respond
to changing environmental conditions and demands according to Robbins [6] is that the organization that
appreciates the value of innovation, adaptation, and change.Innovation as one of the characteristic value of
organizational flexibility is not just doing something new, discover something new, or to bring a new idea, as
the definition of innovation in general.
www.ijhssi.org
50 | P a g e
www.ijhssi.org
51 | P a g e
www.ijhssi.org
52 | P a g e
www.ijhssi.org
53 | P a g e
Dimension of the Control : Meaning of control in the context of competing values approach to assess the
effectiveness of the organization according to Robbins [6] is in itself an achievement level of stability of the
organization, the organization into a peaceful atmosphere, activities and organizations routinely run smoothly,
all the activities of the organization works in accordance with standard operating procedures of the organization.
This means that the control aspect is more focused on the internal organization. Organizations that have a high
value of control effectiveness is closely related to the original character owned by public organizations
(bureaucracy) in which government officials (bureaucrats) working on a specified authority. As Suryono [15]
states that the bureaucrats working on the basis of the authority that has been determined. For that, there are
three main elements that underlie the regulation authority bureaucratic apparatus works, among others: (a)
activities that are routine; (b) the duties of each unit of work equipment is relatively stable and authority are
bound by the rules and regulations; (c) a system of regularity both in the mechanisms and procedures, and their
ways is standard to ensure the continuity of the implementation of the tasks of the apparatus according to the
qualifications and conditions apply.
Furthermore, public organizations (include local bureaucratic) work on the principle of hierarchy of
positions shown by the formal chain of command from superiors to subordinates. Supervisor oversees and
overcome subordinates, based on the division of tasks and responsibilities are entirely the responsibility of
subordinates. Although impressed rigid and inflexible, but still there are advantages of this kind of bureaucratic
character that is the clarity of duties, powers, responsibilities, including clarity to whom all tasks must be
accounted for.The values of the effectiveness of the organization that is affected by high control in organizations
and reflects the main features of public organizations as described above, in fact, still very prominent in the
activities of the regional administration of Maros Regency today. This is evident from observations of the
author, in which all the activities of the local apparatus, both the activities associated with the implementation of
development programs and tasks of basic services to citizens, such as health care, educational services, service
population (ID card, birth certificate, marriage certificate) and so on. All kinds of activities are always based on
operational standards and procedures (OSP) was officially established by the Regent of Maros. As an obvious
example is what is experienced by the author when doing this research. All stages in the research process must
pass through official procedures established by local governments. For example, this study must have a letter of
recommendation permit research on data collection and permission to conduct interviews with the informants
was published by the Local Agency of Unity, Nationality, Political and Public Protection (Indonesian:
Kesbangpol & Linmas which stands for Kesatuan, Kebangsaan, Politik & Perlindungan Masyarakat) of Maros
Regency [16].Based on the analysis and the discussion above, the internal organization of the Maros region
characterized by a stable organization, the peaceful atmosphere of the organization, duties and functions of the
organization runs regularly and smoothly, as well as all the activities of the organization apparatus proceed in
accordance formal rules and procedures remain, supported by a number of conditions, namely the firstly, the
www.ijhssi.org
54 | P a g e
IV.
CONCLUSION
The conclusion of this study is that the choice of a decentralized model in local government in
Indonesia, of course, is the expectation we all that increasing public welfare through the provision of various
services and the provision of a variety of community needs of local governments. The provision of public
services and the provision of a variety of community needs only be realized if the local government organization
is effective. The effectiveness of local government, one of which can be accessed through studies using the
competing values approach. Through this study, which took the case in Maros regency, gives an overview of the
trend values of priority in local government organization based on the dimension of flexibility; dimension of
human development; dimension of organizational development; and dimension of the control.
REFERENCES
[1]
[2]
[3]
[4]
[5]
[6]
[7]
[8]
[9]
[10]
[11]
[12]
[13]
[14]
[15]
[16]
[17]
[18]
[19]
Bhenyamin Hoessein, (2009) Perubahan, Model, Pola, dan Bentuk Pemerintahan Daerah: Dari Era Orde Baru ke Era Reformasi,
Jakarta: Departemen Ilmu Administrasi Fakultas Ilmu Sosial dan Ilmu Politik-UI.
Roy V Salomo (2006) Pokok-pokok Pikiran Penyempurnaan UU No. 32 Tahun 2004 tentang Pemerintahan Daerah (Bagian
Perangkat Daerah), Depdagri kerjasama GTZ, Jakarta (diakses) http://www.desentralisasi.org
David Osborne dan Ted Gaebler (1999) Mewirausahakan Birokrasi (Reinventing Government): Mentransformasi Semangat
Wirausaha ke Dalam Sektor Publik, Penerjemah Abdul Rosyid, Jakarta: PPM.
Matthew B Miles and A Michael Huberman (1994) Qualitative Data Analysis. London: Sage Publications.
Azhar Kasim (1993) Pengukuran Efektivitas Dalam Organisasi, Jakarta: LPFE-UI.
Stephen P Robbins (1994) Teori Organisasi; Struktur, Desain dan Aplikasi, Penerjemah Jusuf Udaya, Jakarta: Penerbit Arcan.
Yeremias T Keban (2004) Enam Dimensi Strategis Administrasi Publik: Konsep, Teori dan Isu, Yogyakarta: Gava Media.
Deokro Lee (2004) Competing Models of Effectiveness in Research Centers and Institutes in the Florida State University System: A
Data Envelopment Analysis, Dissertation, the Florida State University College of Social Sciences, Florida (accessed) from
http://etd.fsu.edu./theses.
Dennis Sherwood (2002) Smart Things to Know about Innovation and Creativity. Jakarta: Alex Media Komputindo.
Cheema, G Shabbir and Dennis A Rondinelli (1983) Decentralization and Development Policy Implementation in Developing
Countries, London: Sage Publications.
M. Masud Said (2007) Birokrasi di Negara Birokratis; Makna, Masalah Dan Dekonstruksi Birokrasi Indonesia, Malang: UMM
Press
M R Khairul Muluk (2007) Desentralisasi dan Pemerintahan Daerah, Malang: Bayumedia.
Smith, Brian C (1985) Decentralization: The Territorial Dimension of the State, London: George Allen & Unwin.
Pemerintah Kabupaten Maros (2008) Peraturan Bupati Maros No. 02 Tahun 2008 tentang Penjabaran APBD Kabupaten Maros,
Buku I, Sekretariat Daerah Kabupaten Maros.
Agus Suryono (2007) Profil Etos Kerja Birokrasi, Jurnal Ilmiah Administrasi Publik, Volume 9 Nomor 1 September, Hal: 23-50,
LPD FIA UB, Malang.
Sekretariat Daerah Kabupaten Maros (2009) Himpunan Peraturan Bupati Maros tentang Tugas Pokok, Fungsi, Uraian Tugas dan
Tata Kerja Perangkat Daerah Kabupaten Maros, Bagian Administrasi dan Organisasi, Maros.
Sekretariat Daerah Kabupaten Maros (2008) Himpunan Peraturan Daerah Kaupaten Maros tentang Struktur Kelembagaan
Pemerintah Kabupaten Maros, Bagian Hukum, Maros.
Pemerintah Kabupaten Maros (2009) Laporan Akuntabilitas Kinerja Pemerintah (LAKIP) Kabupaten Maros Tahun 2008,
Sekretariat Daerah Kabupaten Maros.
Pemerintah Kabupaten Maros (2008) Rencana Kerja Pemerintah Daerah Kabupaten Maros Tahun 2008, Bappeda Kabupaten Maros.
www.ijhssi.org
55 | P a g e