MANAJEMEN PEMERINTAHAN

(PUBLIC SECTOR MANAGEMENT)

 BERAWAL DARI FUNGSI PEMERINTAH
WELFARE ROLES REQUIRED OF GOVERNMENT
• PROVISION OF A BASIC ECONOMIC INFRASTRUCTURE: INSTITUTIONS, RULES AND ARRANGEMENTS.
• PROVISION OF VARIOUS COLLECTIVE (PUBLIC) GOODS AND SERVICES.
• RESOLUTION AND ADJUSTMENT OF GROUP CONFLICTS.
• MAINTENANCE OF COMPETITION.
• PROTECTION OF NATURAL RESOURCES.
• PROVISION FOR MINIMUM ACCESS BY INDIVIDUALS TO GOODS AND SERVICES OF THE ECONOMY.
• STABILISATION OF THE ECONOMY.

(SOURCE: ANDERSON 1989, IN AULICH, HALLIGAN & NUTLEY 2001)

•BAGAIMANA CARA MELAKSANAKAN
FUNGSI-FUNGSI DARI PEMERINTAH
TERSEBUT? “HOW BEST TO ORGANISE
PUBLIC INSTITUTIONS TO FULFIL THESE
ROLES?”INILAH FOKUS UTAMA BAHASAN
MANAJEMEN PEMERINTAHAN.
• MENURUT OTT, HYDE DAN SHAFRITS (1991:1)
MANAJEMEN PEMERINTAHAN ADALAH BAGIAN UTAMA
DARI BIDANG KAJIAN ADMINISTRASI NEGARA YANG
SANGAT LUAS.
• MP BERKAITAN DENGAN FUNGSI-FUNGSI DAN PROSES-
PROSES MANAJEMEN PADA BAGIAN DI SEMUA
TINGKATAN PEMERINTAHAN SEBAGAI SECTOR NIRLABA.
• MP LEBIH DIARAHKAN PADA BAGAIMANA SECARA ORGANISASIONAL
MENGIMPLEMENTASIKAN KEBIJAKAN PUBLIK. DENGAN DEMIKIAN MP LEBIH TERFOKUS
PADA ALAT-ALAT MANAJERIAL, TEKNIK,PENGETAHUAN& KETRAMPILAN YANG DAPAT
DIGUNAKAN UNTUK MENGUBAH IDE-IDE DAN KEBIJAKAN MENJADI PROGRAM TINDAKAN.
• ADMINISTRASI = ORGANISASI DAN MANAJEMEN
• BATAS ANTARA AN (PUBLIC ADMINISTRATION)DGN MANAJEMEN PEMERINTAHAN/ PUBLIK
(PUBLIC MANAGEMENT)MENJADI SANGAT KABUR. TETAPI SECARA SINGKAT DAPAT
DIKATAKAN BAHWA MP MERUPAKAN BAGIAN DARI AN.
• MP MENYEROTI PERENCANAAN (PLANNING), PENGORGANISASIAN (ORGANIZING), SERTA
PENGENDALIAN (CONTROLLING) DIMANA MANAJER PUBLIK MEMBERIKAN PELAYANAN
KEPADA MASYARAKAT.
 THE MAIN MANAGERIAL FUNCTIONS THAT CONTRIBUTE TO
THE RUNNING OF PUBLIC SERVICES AND THE MANAGEMENT OF PUBLIC
SECTOR ORGANIZATIONS (BOVAIRD AND LÖFFLER 2009)
• STRATEGIC MANAGEMENT
• MARKETING
• PROCUREMENT
• FINANCIAL MANAGEMENT
• HUMAN RESOURCE MANAGEMENT
• INFORMATION AND COMMUNICATIONS TECHNOLOGY (ICT) MANAGEMENT
• PERFORMANCE MEASUREMENT AND MANAGEMENT
• QUALITY MANAGEMENT
• PROCESS MANAGEMENT
• INSPECTION AND AUDIT
 ISU-ISU AKTUAL YANG MENJADI PERHATIAN MP
– MANAJEMEN TEKNOLOGI INFORMASI;
–PRIVATISASI;
–RASIONALISASI DAN AKUNTABILITAS;
–PERENCANAAN DAN PENGENDALIAN;
–PRODUKTIVITAS DAN PENGGUNAAN SDM YANG EFEKTIF;
–PENGUKURAN KINERJA(PERFORMANCEBENCHMARKING);
–PEMBANGUNAN BERKELANJUTAN (SUSTAINABLEDEVELOPMENT)
–BARANG PUBLIC GLOBAL(GLOBAL PUBLIC GOODS);
–DEMOKRATISASI DAN DESENTRALISASI;
–HAK ASASI MANUSIA DAN KEADILAN.
 MANAJEMEN PEMERINTAHAN
DAN TEORI ORGANISASI*)
• TEORI ORGANISASI ADALAH: “THE STUDY OF HOW AND WHY
COMPLEX ORGANIZATIONS BEHAVE AS THEY DO. SPECIFICALLY, IT
IS THE STUDY OF FORMAL STRUCTURES, INTERNAL PROCESSES,
EXTERNAL CONSTRAINTS, AND THE WAYS ORGANIZATIONS AFFECT
AND ARE AFFECTED BY THEIR MEMBERS.”

*)ORGANIZATION THEORY & PUBLIC MANAGEMENT, JONATHAN R. TOMPKINS, BELMONT CA:

THOMSON WADSWORTH, 2005
 TEORI ORGANISASI

• ORGANIZATION THEORY IS NEITHER A SINGLE THEORY NOR

A UNIFIED BODY OF KNOWLEDGE. RATHER, IT IS A DIVERSE,
MULTIDISCIPLINARY FIELD OF STUDY. SCHOLARS FROM MANY
DISCIPLINES HAVE CONTRIBUTED TO THE FIELD, EXAMINING
ORGANIZATIONS FROM VARIOUS PERSPECTIVES, FOCUSING
THEIR ANALYSIS AT DIFFERENT LEVELS, AND SEEKING
ANSWERS TO DIFFERENT QUESTIONS.
THREE BROAD SUBFIELDS OF ORGANIZATION THEORY
1) ORGANIZATION THEORY: FOCUSING ON THE ORGANIZATION ITSELF
AS THE BASIC UNIT OF ANALYSIS AND SEEKING TO EXPLAIN HOW AND
WHY ORGANIZATIONS BEHAVE AS THEY DO. WORKS IN THIS SUBFIELD
TYPICALLY INVESTIGATE STRUCTURAL ARRANGEMENTS (E.G., LEVELS OF
HIERARCHY, LINES OF AUTHORITY, AND DEGREES OF
DEPARTMENTALIZATION) AND HOW THEY ARE AFFECTED BY GOALS,
STRATEGIES, SIZE, TECHNOLOGIES, AND ENVIRONMENTAL
CONSTRAINTS. THEY OFTEN EXAMINE THE EFFECTS OF STRUCTURAL
ARRANGEMENTS ON ORGANIZATIONAL PARTICIPANTS AS WELL.
• TEORI-TEORI: WEBER'S THEORY OF BUREAUCRACY, ADMINISTRATIVE
MANAGEMENT THEORY , STRUCTURAL-FUNCTIONAL THEORY, AND OPEN
SYSTEMS THEORY.
THREE BROAD SUBFIELDS OF ORGANIZATION THEORY

2) ORGANIZATIONAL BEHAVIOR: FOCUSING ON INDIVIDUALS AND

GROUPS AS THE BASIC UNITS OF ANALYSIS AND SEEKING TO
UNDERSTAND THEIR BEHAVIORS AND INTERRELATIONSHIPS. WORKS IN
THIS SUBFIELD TYPICALLY INVESTIGATE THE ATTITUDES, MOTIVATIONS,
AND PERFORMANCE LEVELS OF ORGANIZATIONAL MEMBERS. A
PRIMARY PURPOSE OF RESEARCH IN THIS SUBFIELD IS TO HELP
MANAGERS UNDERSTAND HOW TO ALIGN INDIVIDUAL AND
ORGANIZATIONAL INTERESTS SO THAT EVERYONE IS SERVED BY THE
ATTAINMENT OF ORGANIZATIONAL OBJECTIVES.
• TEORI-TEORI: HUMAN RELATIONS THEORY, NATURAL SYSTEMS THEORY,
AND HUMAN RESOURCES THEORY.
THREE BROAD SUBFIELDS OF ORGANIZATION THEORY

3) MANAGEMENT THEORY: FOCUSES SPECIFICALLY ON

MANAGEMENT PROCESSES AND PRACTICES. SUCH WORKS
ARE OFTEN PRESCRIPTIVE IN TONE AND APPLIED IN NATURE,
ANALYZING ORGANIZATIONS IN TERMS OF WAYS TO
IMPROVE MANAGEMENT PRACTICE AND ORGANIZATIONAL
PERFORMANCE.
• TEORI-TEORI: PRINCIPLES OF SCIENTIFIC MANAGEMENT , THE
HUMAN SIDE OF ENTERPRISE.
 TEORI ORGANISASI DAN MANAJEMEN PEMERINTAHAN

• TEORI ORGANISASI MENYEDIAKAN BERBAGAI JAWABAN ATAS BERBAGAI PERTANYAAN

PARA MANAGER PUBLIK TENTANG “HOW TO COORDINATE AND CONTROL WORK
ACTIVITIES, HOW TO MOTIVATE EMPLOYEES TO WORK TOWARD ORGANIZATIONAL
OBJECTIVES, AND HOW TO DEFINE AND IMPROVE ORGANIZATIONAL EFFECTIVENESS.”
• NAMUN, TIDAK ADA SATUPUN TEORI YANG KOMPREHENSIF, KARENA “THEORISTS HAVE
ASKED DIFFERENT QUESTIONS FOR DIFFERENT REASONS AND FOCUSED THEIR ANALYSIS
ON DIFFERENT VARIABLES AND LEVELS.”
• YANG DAPAT DILAKUKAN OLEH MANAGER PUBLIK ADALAH DENGAN MENYUSUN “A
CONCEPTUAL TOOL KIT” YANG TERDIRI DARI BERBAGAI TEORI DAN KONSEP DARI
BERBAGAI SCHOOL OF THOUGHTS, YANG DISUSUN UNTUK MENERANGKAN BERBAGAI
ASPEK DARI KEHIDUPAN ORGANISASI DAN MENENTUKAN BAGAIMANA MENGATASI
BERBAGAI PERMASALAHAN YANG DIHADAPI DAN MENCAPAI TUJUAN ORGANISASI YANG
DIINGINKAN.
 KONTEKS MANAJEMEN PUBLIK

• TEORI ORGANISASI MEMBANTU MEMAHAMI DINAMIKA

ORGANISASI, MEMAHAMI DAN MEMECAHKAN BERBAGAI
PERMASALAHAN ORGANISASI DAN MENYEDIAKAN
KEPEMIMPINAN YANG EFEKTIF DALAM MENCAPAI TUJUAN
ORGANISASI. NAMUN, TIDAK SEMUA TEORI ORGANISASI
TERSEBUT DAPAT DITERAPKAN DAN RELEVAN UNTUK ORGANISASI
PUBLIK, KARENA KARAKTER KONTEKSTUAL DAN
ORGANISASIONAL YANG BERBEDA ANTARA ORGANISASI PUBLIK
DAN PRGANISASI PRIVAT.
 KONTEKS MANAJEMEN PUBLIK

• VARIOUS SCHOOL OF THOUGHTS OFFER IDEAS ABOUT HOW TO

STRUCTURE ORGANIZATIONS, DESIGN WORK PROCESSES,
COORDINATE WORK ACTIVITIES, MOTIVATE EMPLOYEES, AND SET
GOALS AND PLAN FOR THEIR ATTAINMENT. IF THESE IDEAS ARE TO
SERVE AS GUIDES TO MANAGEMENT PRACTICE THEY MUST BE
RELEVANT FOR AND ADAPTED TO THE DISTINCTIVE POLITICAL, LEGAL,
AND INSTITUTIONAL CONTEXT IN WHICH PUBLIC MANAGEMENT
TAKES PLACE.
 CONTEXTUAL CHARACTER OF PUBLIC MANAGEMENT
Aspects Organisasi Publik Organisasi Privat

Authority • Kekuasaan dan kewenangan dibagi ke dalam beberapa cabang • Lebih otonom dan
pemerintahan; mekanisme kontrol atas kekuasaan eksekutif oleh legislatif independen
dan yudikatif.
• Eksekutif diberi mandat untuk menjalankan kebijakan yang dibuat • Manager lebih memiliki
oleh/dengan legislatif, dengan dukungan sumber daya yang disediakan oleh kebebasan
lembaga lain dan melaksanakan kebijakan sesuai dengan aturan yang
dibuat oleh/dengan lembaga lain. Akibatnya, sistem pemerintahan memang
tidak dapat beroperasi secara cepat dan efisien.
• Manager publik tidak memiliki kebebasan penuh untuk menetapkan tujuan
organisasi, mengubah misi atau menyesuaikan metode untuk mencapai tujuan.
Decision • Proses membuat keputusan di bawah pengawasan publik, dapat diakses • Karena lebih otonom dan
Process berbagai pihak, dan responsif terhadap kepentingan individual dan independen, manajer
kelompok tertentu (karakter rezim demokrasi). Konsekuensinya adalah organisasi privat lebih
proses pembuatan keputusan yang kompleks dan lama, mengurangi berani dalam mengambil
kemampuan manajer publik dalam menentukan outcomes dari proses keputusan, dapat secara
pengambilan keputusan, dan mengurangi daya inovasi karena manajer sepihak memutuskan,
publik menghindari untuk mengambil resiko adanya penolakan dari publik. karenanya proses
pengambilan keputusan
menjadi lebih cepat
 CONTEXTUAL CHARACTER OF PUBLIC MANAGEMENT
Aspects Organisasi Publik Organisasi Privat

Goals • Seringkali tujuan yang dimandatkan kepada organisasi publik tidak jelas, baik • Tujuan dibuat relatif
karena policies yang dibuat oleh/bersama legislatif yang tidak jelas dari konkrit, dalam bentuk
awal, atau karena tidak adanya kesepakatan. target pertumbuhan,
• Penentuan tujuan/target capaian organisasi seringjali menjadi subjek pemasaran dan
pertentangan kepentingan berbagai pihak keuntungan

Procedural • Public managers, are free to act only within the scope of their lawfully • Private managers are free
Constraints delegated authority and in accordance with externally imposed systems of to advance the interests of
rules and procedures. their firms as they see fit,
• The use of rules and procedures to constrain managerial discretion reflects the as long as their actions are
emphasis placed on accountability in a democratic state. not specifically prohibited by
law.

Political • public management takes place in a highly politicized environment in which • Kondisi sebaliknya
Constraints agency decisions are shaped to a substantial degree by external pressures and
political considerations
• The generic management model, with its emphasis on long-term planning, cost-
benefit analysis, and rationalistic criteria such as efficiency and cost-
effectiveness, has limited applicability in a highly politicized environment.
• PADA INTINYA, PUBLIC MANAGEMENT DIHADAPKAN DENGAN
BERBAGAI PEMBATASAN. “THE CONSTRAINTS FACED BY
PUBLIC MANAGERS—LIMITED AUTHORITY, AMBIGUOUS
GOALS, EXTERNALLY IMPOSED RULES, INADEQUATE
RESOURCES, AND POLITICAL DEMANDS—CAUSE ..THESE
MANAGERS FOCUS ON AVOIDING CONTROVERSY AND
DOING ONLY WHAT IS NECESSARY TO KEEP THEIR AGENCIES
FUNCTIONING.”
• THE KEY TO EFFECTIVE MANAGEMENT, ACCORDING TO
STEVEN COHEN, "IS AN ACTIVE AND AGGRESSIVE EFFORT TO
OVERCOME CONSTRAINTS AND OBSTACLES."
• EFFECTIVE MANAGERS ARE THOSE WHO CAN MANEUVER
SKILLFULLY AMONG THE MANY POLITICAL DEMANDS AND
ADMINISTRATIVE CONSTRAINTS TO CREATE AN
ENVIRONMENT IN WHICH THEY CAN ACHIEVE DESIRED
RESULTS.
 EMPAT KRITERIA/PRASYARAT ORGANISASI PUBLIK YANG EFEKTIF (QUINN & ROHRBAUGH)

Pattern maintenance/Tension management function: the need to maintain a Adaptive function: the need to acquire
competent, integrated, and dedicated workforce resources and adapt to uncertain
environtment

Means-oriented values: Means-oriented values:

Cohesion, morale flexibility, readiness
HUMAN RELATION MODEL OPEN SYSTEMS MODEL

Ends-oriented values: human resources End-oriented values: growth,

development resource acquisition

Internal Focus Output Quality External Focus

Means-oriented values: Means-oriented values:

Info, management, communication planning, goal setting
INTERNAL PROCESS RATIONAL GOAL MODEL
MODEL
Ends-oriented values: stability, control Ends-oriented values:
productivity, efficiency

Integrative function: the need to coordinate and Goal attainment function: the need to focus efforts on goal attainment
control work activities
• THE HUMAN RELATIONS MODEL FOCUSES INTERNALLY ON THE
PEOPLE WHO COMPRISE THE ORGANIZATION, EMPHASIZES THE NEED
FOR STRUCTURAL FLEXIBILITY, AND STRESSES SOCIAL COHESION,
MORALE, AND TRAINING AS MEANS FOR ACHIEVING A COMPETENT
AND INTEGRATED WORKFORCE (HUMAN RELATION THEORY).
• THE OPEN SYSTEMS MODEL EMPHASIZES THE EXTERNAL NEEDS OF THE
ORGANIZATION AND STRESSES STRUCTURAL FLEXIBILITY AND
READINESS AS A MEANS FOR ADAPTING TO AN UNCERTAIN
ENVIRONMENT AND SECURING THE RESOURCES NECESSARY FOR
SURVIVAL (STRUCTURAL FUNCTIONAL THEORY).
• THE RATIONAL GOAL MODEL EMPHASIZES PLANNING AND GOAL
SETTING TO ACHIEVE ORGANIZATIONAL GOALS IN AN EFFICIENT AND
PRODUCTIVE MANNER (SCIENTIFIC MANAGEMENT THEORY &
ADMINISTRATIVE MANAGEMENT THEORY).
• THE INTERNAL PROCESS MODEL STRESSES INFORMATION
MANAGEMENT AND COMMUNICATIONS AS MEANS FOR
COORDINATING AND CONTROLLING WORK ACTIVITIES SO THAT
TASKS ARE CARRIED OUT IN A DISCIPLINED AND PREDICTABLE MANNER
(SCIENTIFIC MANAGEMENT THEORY & WEBER’S THEORY OF
BUREAUCRACY).
 ARGUMEN SERUPA DIBANGUN OLEH TALCOTT PARSONS, BAHWA ORGANISASI
PUBLIK MEMILIKI PRASYARAT FUNGSIONAL JIKA INGIN BERHASIL DALAM
MENCAPAI TUJUAN ORGANISASI DAN MENJAGA TETAP MENJADI ORGANISASI
YANG EFEKTIF:

1) ALL ORGANIZATIONS MUST ACQUIRE RESOURCES AND ADJUST TO FORCES IN THEIR

EXTERNAL ENVIRONMENTS (ADAPTIVE FUNCTION);
2) DEVELOP PLANS FOR ATTAINING GOALS AND DIRECT THEIR MEMBERS IN ACCOMPLISHING
THEM (GOAL ATTAINMENT FUNCTION);
3) INTEGRATE AND COORDINATE THE WORK ACTIVITIES OF INDIVIDUALS AND
ORGANIZATIONAL UNITS IN WAYS THAT ARE MUTUALLY SUPPORTIVE (INTEGRATIVE
FUNCTION);
4) ENSURE THE CONTINUED COMMITMENT OF MEMBERS TO THE ORGANIZATION AND ITS
GOALS (PATTERN MAINTENANCE FUNCTION);
5) IRON OUT THE TENSIONS THAT INEVITABLY ARISE AS ORGANIZATIONS FAIL TO SATISFY ALL
OF THEIR MEMBERS' NEEDS (TENSION MANAGEMENT FUNCTION)
PERSPEKTIF LAIN DALAM MEMAHAMI TEORI ORGANISASI ADALAH
DENGAN MEMBAGINYA KE DALAM BEBERAPA SCHOOL OF
School of thought CentralTHOUGHTS
focus Historical Representative
era theorists
The theory of Identifying the structural 1890s--1910s Max Weber
bureaucracy characteristics that
facilitate administrative
efficiency.
Scientific Using scientific study 1890s--1920s Frederick Taylor
management and rational planning Frank Gilbreth
theory to enable fast and Henry Gantt
efficient task performance.
Administrative Identifying the 1910s--1930s Henri Fayol
management administrative principles James Mooney
theory that allow organizations to Luther Gulick
accomplish complex tasks.
Pre-human Enhancing morale and 1920s Mary Parker
relations securing cooperation by Follett
theory depersonalizing the
authority relationship.
PERSPEKTIF LAIN DALAM MEMAHAMI TEORI ORGANISASI ADALAH DENGAN
MEMBAGINYA KE DALAM BEBERAPA SCHOOL OF THOUGHTS
School of thought Central focus Historical Representative
era theorists
Human Adjusting workers to 1930s-1940s Elton Mayo
relations the workplace and securing Fritz
theory their cooperation using various Roethlisberger
behavioral methods.
Natural Maintaining cooperative 1930s- 1940s Chester Barnard
systems systems by offering
theory inducements and exercising
moral leadership.
Structural functional Identifying the functional 1940s- 1950s Robert Merton
theory and dysfunctional Philip Selznick
consequences of bureaucracy. Alvin Gouldner
Peter Blau
Open systems theory Keeping the organizational system 1950s-1970s Katz and Kahn
viable through internal maintenance James D. Thompson
and external Joan Woodward
adjustment Emery and Trist
Burns and Stalker
Lawrence and
Lorsch
 PERSPEKTIF LAIN DALAM MEMAHAMI TEORI ORGANISASI ADALAH DENGAN
MEMBAGINYA KE DALAM BEBERAPA SCHOOL OF THOUGHTS

School of thought Central focus Historical era Representative

theorists
Human Enhancing motivation and productivity by satisfying 1940s-1960s Kurt Lewin
resources the full range of human needs Rensis Likert
theory Abraham Maslow
Chris Argyris
Douglas McGregor
Frederick Herzberg
Quality Institutionalizing a cultural commitment to continuous 1950s-1980s Armand
management improvement and customer Feigenbaum
theory satisfaction. W. Edwards
Deming
Joseph Juran
Kaoru Ishikawa
Organizational Creating a culture committed to high performance 1980s-1990s Edgar Schein
culture and through William Ouichi
leadership visionary leadership and Pascale and Athos
theory symbolic management. Tom Peters
 WHY EXPLORING THOSE SCHOOL OF THOUGHTS?

• MEMPELAJARI BERAGAM SCHOOL OF THOUGHTS (PERSPEKTIF

TEORITIK ) INI BERMANFAAT UNTUK PARA MANAGER KARENA MASING-
MASING MENAWARKAN BERBAGAI TEORI TENTANG EFEKTIVITAS
ORGANISASI. SECARA LEBIH SPESIFIK, MASING-MASING
MENAWARKAN LENSA YANG BERBEDA UNTUK MEMANDANG DAN
MEMAHAMI DINAMIKA ORGANISASI, SEPERANGKAT KONSEP DAN
METODE YANG BERBEDA UNTUK MEMPERBAIKI KINERJA, DAN
SEPERANGKAT NILAI KHUSUS UNTUK MENGHUBUNGKAN ALAT DAN
TUJUAN ORGANISASI.
 TUGAS ESSAY
1. BAGAIMANA MANAJEMEN PEMERINTAHAN YANG BAIK?
2. PERMASALAHAN ATAU TANTANGAN APA SAJA YANG DIHADAPI
DALAM MENJALANKAN MANAJEMEN PEMERINTAHAN YANG BAIK?

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• Dikumpulkan 13 Mei 2017