Transformasi Kelembagaan PT Kereta Api Indonesia(KAI) Daerah Operasi(DAOP) VI Yogyakarta

Taufik, I Made Krisnajaya

2015 | Skripsi | Manajemen dan Kebijakan Publik (dh. Ilmu Administrasi Negara)

ABSTRACT In 2009, Government through The Ministry of State-Owned Enterprises (BUMN) reformed the leadership of PT KAI by assigning Ignatius Jonan as the new Chief Executive of the company. PT KAI had faced various complicated issues such as human resources, infrastructure, corporate culture and performance which led to financial loss, poor services and performances, therefore PT KAI needed to perform institutional transformation. As for the institutional strategy, PT KAI performs regulation establishment, company focus change and four pillars of transformation formulation those are: safety, punctuality, services and comfort. In this research operational area (Daop) 6 Yogyakarta selected as locus, since it is one of the largest and prominent operations area of PT KAI located in Yogyakarta. This research is important because Institutional transformation has successfully transformed PT KAI particularly in Daop 6 Yogyakarta, changes including structure, work design, organization culture as well as values, which known as five principal value the company namely; (1) integrity, (2) professional, (3) safety, (4) innovation, and (5) excellent service. PT KAI has proved the success of transformation from number of awards received, corporate health financially, and improvement of performances and services. Transformation initiated with orientation change to customer oriented which aimed to reinstate company nature as Service Company. Those strategies are based of PT KAI Daop 6 institutional transformation The purpose of this research is to describe the institutional transformation of PT KAI Daop 6 Yogyakarta. This research uses qualitative approach method and descriptive analysis. In this research in-depth interview with key role informants is used to collect primary data, in addition observation is used as well. This research is also used secondary sources comprising related document such as; corporate regulations, ministerial regulation, presidential decree and so forth. Based on the findings of this research, it can be suggested that PT KAI Daop 6 should be able to be flexible and creative in executing a policy by giving more focus on real condition instead of completely based on guide book. Key words: instituional, transformation, structure, work design, culture change

Kata Kunci : Budaya Organisasi