Efektivitas organisasi Badan Diklat Kota Tarakan Kalimantan Timur
BURHANUDDIN, Prof.Dr. Mitfah Thoha
2003 | Tesis | Magister Administrasi PublikPemberian otonomi luas kepada daerah kabupaten dan kota sebagaimana dimaksudkan dalam Undand-undang Nomor 22 Tahun 1999, secara tersirat dimaksudkan agar masing-masing pemerintah daerah secara otonom mampu mempersiapkan aparat pemerintah yang profesional dan berkualitas. Konsekuensi otonomi dimaksud merupakan beban dan tanggung jawab yang begitu berat bagi pencapaian Efektivitas Organisasi Badan Diklat Kota Tarkan dalam menjalankan tugas dan fungsinya yang tertuang dalam Surat Keputusan Walikota Nomor 16 Tahun 2002. Mengkaji Efektivitas Organisasi Badan Diklat Kota Tarakan serta faktor-faktor dominan yang mempengaruhi efektivitas pelaksanaannya dalam menjalankan tugas dan fungsi tersebut, dapat diamati melalui tiga dari lima indikator yang direkomendasikan oleh Richard M. Steers antara lain : Produktivitas, FleksibelitaslKemampuan beradaptasi dan Kepuasan Kerja. Dan ke-tiga indikator tersebut berdasarkan hasil pengamatan melalui penelitian deskriptif kualitatif serta didukung oleh penelitian kuantitatif dengan teknik wawancara, kuesioner, dokumentasi dan observasi maka tingkat produktivitas termasuk dalam katagori cukup baik dilihat dari perbandingan antara target dan realisasi dalam pencapaian program pelaksanaan diklat, sedangkan indikator fleksibelitas dan kepuasan kerja ternyata masih belum optimal. Hal ini disebabkan karena belum adanya standar kebutuhan diklat yang akurat dan berkesinambungan sebagai pedoman dalam penyusunan program dan kurikuium, disamping itu kurangnya koordinasi antara unit kerja yang terkait dalam penyusunan progran diklat sehingga belum dapat memberikan kontribusi bagi perbaikan penyelenggaraan diklat. Dari hasil analisa penelitian ditemukan empat faktor dominan yang mempengaruhi efektivitas Badan Diklat Kota Tarakan dalam menjalankan tugas dan fungsinya yaitu : (a) Sumber daya manusia secara kuantiatif sudah cukup memadai secara kualitatif kemampuan penguasaan perencanaan, penyelenggaraan dan evaluasi belum seperti yang diharapkan, serta belum ada upaya mengoptimalkan pemanfaatan pegawai, (b) Struktur Organisasi sudah tersusun dengan baik dan berorientasi pada kepuasan pengguna jasa diklat, (c) Budaya Organisasi dapat dilihat dari budaya kerja para pegawai terindikasi reaktii dan monoton dan mekanisme kerja cenderung individual kurang koordinasi, (d) kepemimpinan dalam menjalankan peran interpersonal, informasional dan pengambil keputusan cukup baik serta bersifat demokratis dan kooperativisme. Adapun beberapa ha1 mendasar mewakili rekomendasi yang ada adalah : (a) Profesionalisme staf di bidang penyusunan, penyelenggaraan, dan evaluasi dari program-program diklat periu ditingkatkan melalui pendidikan dan pelatihanpelatihan khusus yang tidak saja memperbaiki kemampuan tentang kediklatan serta dalam penyusunan program kegiatan didasarkan atas analisa kebutuhan diklat dengan melibatkan orang-orang yang mempunyai kompetensi dibidang dikiat (b) Meningkatkan pelaksanaan tugas dan fungsi yang tertuang dalam Surat Keputusan Waiikota Tarakan Nomor 16 Tahun 2002 melalui kegiatan reorientasi untuk mendorong terlaksananya tugas pokok dan fungsi Badan Diklat secara optimal di sernua bidang. (c) adanya penentuan persyaratan peserta diklat teknis dan pembentukan tim seleksi untuk menjaga obyektivitas dan pemilihan peserta secara tepat
The bestowal of extended autonomy to the district and municipal governments in the same manner as written on Regulation Number 22 of 1999 has implicitly intended so that each regional government autonomically capables of preparing professional and high quality governmental apparatus. The consequence of above mentioned autonomy is sort of heavy obligation and responsibility for achieving the Organizational Effectiveness of Training and Education Program Committee of Tarakan City in cartying out its duties and functions as wriien on the Tarakan Mayor Decree Number 16 of 2002. Examining the Organizational Effectiveness of Training and Education Program Committee of Tarakan City along with appropriate dominant factors that influence its implementation can be observed from three of five indicators recommended by Richard M. Steers including: Productivity, Flexibility/Adaptation ability, and Job Satisfaction. Of the three indicators in accordance with results of observation, which underwent using descriptive-qualitative study that supported with quantitative study through techniques of interview, questionnaire, documentation, and observation, therefore level of productivity is counted in respectable category from the point of view of proportion between the targets and its realization in attaining programs of training and education implementation, whereas flexibillty and job satisfaction indicators apparently have not yet optimum. It is because accurate and continuous requirement standards of training and education program as the guidance in arranging such program and curriculum has not been constructed, besides of the lacks of coordination among related working units in arranging programs of praining and education so that they have not been able to provide adequate contributions for improvement in organizing the training and education program. From the study analysis results, there are found four dominant factors that influence the effectiveness of Training and Education Program Committee of Tarakan City in performing its duties and functions, i.e.: (a) the human resources are quantitatively sufficient, while qualitatively, abilities of planning, arranging, and evaluating have not yet matching the expectation, and there were no such effort to optimize the employees utilization, (b) the organizational structure is already wellestablished and oriented for users' satisfaction, (c) the organizational culture can be traced upon employees' working culture that tends to be reactive and monotonously, as well as the works mechanism of being individual and lacks in coordination, (d) leadership in performing roles of interpersonal, informational, and decision making are already running well, democratic in nature, together with sense While some basic matters that represent the emerging recommendations are: (a) staffs' professionalism in arranging, organizing and evaluating the programs of training and education is necessarly being improved through special training and education of which it is not only improving their abilities on programming the training and education but also in arranging the activity program that being based on analysis of the program's requirements by involving competence people as regard to the training and education program, (b) improving the duties and functions implementation as written on the Tarakan Mayor Decree Number 16 of 2002 through reorientation activity to motivate the optimal realization of duties and functions of the Training and Education Program Committee in the entire areas, (c) determining the prerequisite for the participants of technical training and education program, and establishing a selection team to maintain the objectivity and precise selection of the DarticiDants.
Kata Kunci : Efektivitas Organisasi,Badan Diklat Pemda
