Mid-Term Exam

Subject :

MM5010 – Entrepreneurial Leadership

summary of group analysis

Prepared by:
Group 1 – SLEMBA BPOM
 ANDI WIBOWO (NIM 29320081)
 FADHILA NURFIDA HANIF (NIM 29320149)
 BAYU WIBISONO (NIM 29320174)
 CHATULIS INDRA JAYA (NIM 29320188)
 FEBRIANY MARTIANA NASEL (NIM 29320007)
This material was designed as a brief summary of our group
thought and analysis for the given topic. The detailed answer
and supporting material was represent in separate document
sent together with this presentation (in Google Classroom).
 #Question 1
Why is it important for institutions to have a better approach to public policy?
What are the strategies to make such approach?
 y
Why is it important for institutions to have a better
d Countermeasures
tu Covid-19 Pandemic approach to public policy?
S
se
Ca

• The COVID-19 pandemic provides significant

lessons for the policy-making and its citizens
to unite and cooperate.
• The government's quick response after the
first case will determine on how and how long
the country works to stop the spread of
COVID-19 disease.
• The number of positive cases does not
necessarily lead to the failure of the COVID-19
countermeasure policy implementation from
the government, but Case Fatality Rate will
determine the success of such policies.
• The main goal in this pandemic is to reduce
the mortality rate, with various forms of
Let us take a look to the previous public policy on national policies in breaking the chain of
Covid-19 Transmission Countermeasures
COVID-19 transmission.
The Strategy Approach for Better Public Policy Introducing, The ACF Approaches:
The ACF Strength for Public Policy:
• Indonesia has diverse culture in its society bring attention to
conclude an inclusive decision among Interest parties. The
Advocacy Coalition Framework (ACF) offer alternative path to
seek the better way for policy making.
• The Advocacy Coalition Framework (ACF) is a policymaking
framework developed to deal with intense public policy
problems
• For example, the ACF includes explicit causal assumptions,
experimentally tested hypotheses, a clear role for information,
an explicit person model, and many interaction cycles
involving hundreds of players (participants from all levels of
government, multiple interests groups, Research Institution
and Media).
• The ACF emphasizes the scope and character of political
disputes. Instead, the ACF invites academics to see
policymaking as a battle of advocacy coalitions, and offers a
new way to group the hundreds of players trying to influence
policy.
• The ACF recognizes the importance of scientific and technical
Diagram of the Advocacy Coalition Framework (ACF) knowledge in policy debates.
Source: Sabatier and Jenkins-Smith, (1999)
 Current Indonesian Research on Public Policy
using The ACF Framework (Covid-19 Countermeasures)
• Kamim (2021) argues that basically the contestation of various
coalitions in public policy is not something negative as described by
Widaningrum and Mas'udi (2020) who see it as a potential threatening
conflict.
• By using The Advocacy Coalition Framework (ACF) approaches, Kamim
(2021) has explained the complexity of changing belief systems and
coalitions of actors in conducting policy learning in response to the
external situation in the form of the Covid-19 outbreak.
• The various swift steps taken by the community and local government
in responding to the spread of Covid-19 should be appreciated, but the
vulnerabilities that arise from the sporadic steps taken by community
groups in responding to policy choices made by the national elite have
shown not only the stuttering of the central government in responding
Covid-19 outbreak.
• Kamim (2021) does not agree to the previous Widaningrum & Mas'udi
(2020) study who view the need for single leadership and command in
handling Covid-19 while preventing the emergence of potential
conflicts. According to the ACF study, shown that the policy choices
made by the central government pay little attention to policy learning
across coalitions.
• An important contribution in Kanim (2021) research has shown that
basically brokers are not always able to build policy learning across
coalitions, when faced with the structural context in Indonesia in the
form of strong tug-of-tension between economic and political interests,
where the state becomes the arena of the elite consolidation process at
the local and national levels.
 #Question 2
What are the necessary skills needed by leaders in the public sector?
THE LEADERSHIP SKILL AND LESSON LEARNED
According to Powell, the key attributes (skills) of a leader are:
1. Competence,
2. Character,
3. Courage,
4. Loyalty, and
5. Confidence.
These qualities build Trust And Credibility, which are essential in order
to lead. Additionally, “a leader who doesn’t have a sense of humour is
unlikely to be effective over the long run.” (Harari, O. 2003)3
Furthermore, Harari Describe the lesson learned capture from Powell
for being a leader which close related to public sector as follow:

Colin Powell is former US Secretary of State during Bush Jr War Campaign to Iraq
 Additional Formula for Leadership Skill Messages for future Public Leader According to Dr. Sudirman Said:
1. Credibility : By genuinely showing their leadership credibility,
leaders can effect the desired change required for improved brand
equity, increased productivity, stakeholder and customer
satisfaction, and, eventually, profitability. Credibility in leadership is
a proven and recognized recipe for success, especially in the public
sector.
2. Integrity : Yukl (2013: 331)4 Integrity is defined as "honesty and
consistency” between a person's professed beliefs and actions. To
be trustworthy, one must possess integrity, and the connection
between integrity and trust entails the public impression that the
leader conforms to a set of values deemed acceptable by the public.
3. Competency : The majority of organizations use competence models
to ascertain the performance skills that differentiate high- and low-
performing leaders. Integrity is often included in competency
models. ( Kaiser, et. al, 2010)5
4. Intimacy : considers “how safe people sharing with you.” So often
leaders do keep their emotional distance from their followers, but
when you are presented with confidential information, you need to
keep it so. (Baldoni, John, 2008)6
5. Self Interest : demonstrating a high level of self-interest will
decrease a leader's credibility. It refers to an individual’s interest,
e.g. him/herself in relation to others. Excessive self-interest will
weaken your credibility. While it is necessary to show a robust ego,
Courtesy from: Guest Lecturer Session by Dr. Sudirman Said at if your power is entirely self-centered, few will follow. (Baldoni,
SLEMBA BPOM Class on Friday, 8Th October 2021
John, 2008)6
 #Question 3
Review the theories of public policy (institutionalism, rational choice, elite,
incrementalism, etc) and provide your analysis on the strengths and weaknesses
of each theory. Please incorporate your analysis by providing an example of the
theory implementation that you know
No. Theory Example of the theory implementation
No. Theory Strengths Weaknesses

1. Institualism  Able to enter and reach all people in a society (Tahir,  Government holds the monopoly on the authority to
2018) compel compliance with policy or to penalize
 The excecutive, legislative and judicial institution are breaches (Dye and Zeigler, 1990)
chosen based on democratic involvement,  Provides services that overlap with those of another
bureaucratic specification, and adjudication by a court organization
of law.  Segregation is difficult, and duplication occurs,
 The functions provided by these specific institutions squandering the country's money and resources.
are the primary determinant of how particular policies  there is no clear relationship between institutions
are implemented. and policy, so this approach is often considered
unimportant and unproductive.

2. Public choice In both politics and economics, the government seeks to Because of the disparity in their political clout,
increase profits while also benefiting personally. policymakers have only followed and supported the
policy ideas of powerful parties while neglecting those
of the weaker kind.

3. Elite  The responsibility for the welfare of the people lies on  The demands of the people (non-elite) are not being
the shoulders of the elites, not on the people (Tahir, heeded
2018).  Changes to public policy are slow (Mustari, 2015)
 create and enforce policies that individuals must abide  Only a small number of public servants and
by, since they lack the knowledge and skills necessary politicians are considered members of the "elite."
to grasp the policies themselves

4. Rasionalism No policy should be implemented if the costs outweigh Not entirely realistic, as it is predicated on the
the benefits. assumption that the decision maker is fully informed of
all relevant information.
No. Theory Strengths Weaknesses
5. Group theory  The dynamics of the policy process are likely to be more Influencing bureaucrats and legislators is difficult.
vibrant and combative than in homogeneous ones,
because the capacity to influence policy decisions is
reliant on group unity and power (Anyebe, 2018).
 Few groups and lobbyists wield significant influence over
the bureaucracy, and the legislature has final say over
policy formulation and execution.

6. Game theory The policy chosen is the safest policy or one that is adequate
It rationalizes selfish behavior in the name of self-
to obtain the minimal benefit rather than the highest benefit
interest, and because values are very varied, it is
at the expense of risk, but has a devastating effect on the
impossible to assert that everyone will
policy at any other time. behave/respond in the same way, as everyone is not
totally rational, as the idea of the Games Theory
Model asserts.
7. Garbage can  All decision-making occurs inside a single institution.  Habit has a tremendous impact on the decision-
 Clearer picture of the actual mechanisms that produce a making process.
decision, rather than merely an illustration of the  Not able to accept a haphazard issue
complexity of the advisory process (Newmann, 1998)

8. System Theory  Liberates social workers from medical treatment and  Do not effectively address power and social
practice models disparities, as well as the sources of these
 Can be utilized by practitioners working in direct service, inequalities
administration and organizational development, and  Superior at describing and explaining than at
community development. making predictions, and superior at explaining at
the probabilistic level rather than the
deterministic level.
No. Theory Strengths
9. Incrementalism  Efficiency as compared to more formally organized
approaches of formulating policy. It does not
squander time or resources by making plans for
issues and outcomes that will never arise.
 Currently implemented programs, policies, and
expenditures are viewed as being under the
standards of the new initiatives. Because they are
unsure of the implications of new policies,
policymakers accept the validity of prior programs.
 Politically, incrementalism is the way to go. It is
important to reduce conflict tensions, maintain
stability, and protect the political system itself.
10. Process model  Transparent and have a well-defined policy
development procedure
 Engaging all stakeholders in the decision-making
process
Weaknesses
 "beagle fallacy." By taking small
incremental "baby steps" toward their
objectives, policymakers following the
incrementalism model risk missing the
overall goal of their task.
 One-step approaches simply focus at
current issues and short-term remedies,
leaving behind the larger issue, which
must be tackled head-on else any
progress made is quickly undone.
Only focusing on how actions are carried out
during the policy-making process, therefore
this approach lacks substance

Important Key Message :

Although policy advice is as old as government itselves, the growing complexity of contemporary society significantly increases
the demand for knowledge among decision makers. While policy choices integrate advanced scientific knowledge with
intricate social and political realities, the process of establishing public policy has encountered many difficulties as mention in
detailed elaboration in separate slides.
 #Question 4
Please perform an evaluation of a program at BPOM. What are the key indicators
of such a successful program?
 What is PIC/S and Why BPOM insist to enter that Program
WHY:
Strengthening the capacity of Badan POM for
ensuring quality drug and traditional medicines
in relation with the Good Manufacturing
Practices (GMP) compliance and to improving
the competitive of Indonesia Pharmaceutical
Industries and Traditional Medicine Industries
in global market
Source: https://picscheme.org/en/picscheme
The Pharmaceutical Inspection Co-operation Scheme (PIC/S) was
established in 1995 as an extension to the Pharmaceutical Inspection
Convention (PIC) of 1970
PIC/s is a non-binding, informal co-operative arrangement between
Regulatory Authorities in the field of Good Manufacturing Practice
(GMP) of medicinal products for human or veterinary use
PIC/S’ mission   to lead the international development,
implementation and maintenance of harmonized GMP standards and
quality systems of inspectorates in the field of medicinal products
Aims to harmonizing inspection procedures by developing common
standards in GMP field, providing training to Inspectors, building
mutual confidence and mutual trust by facilitating co-operation and
networking between competent authorities, regional and international
organisations,
Currently PIC/S comprises of 54 Participating Authorities coming from
all over the world (Europe, Africa, America, Asia and Australasia).
The Milestone of Badan POM PIC/s Membership

2004 2005 2006 2007 2008

01 02 03 04 05
Internal Internal
Internal Internal Internal preparation for ISO 9001: 2008 on
Development of Quality Training on Quality Management Quality Management System
Draft Quality System (Quality System by International Expert; certification; GMP training for new and
System Review and Revision of GMP
Manual, SOP), GMP training Dissemination of Quality System senior GMP Inspectors ; discussion with
Guideline according to current
(Basic, Advanced) (Quality Manual, SOP), Technical International Standard; Ministry of Health, Ministry of Finance,
Assistance and Preparation for PIC/s Ministry of Foreign Affairs, Ministry of
Submission of Letter of Interest to
Application by International Expert trade in term of International
PIC/s Secretariat; PIC/s Expert
Organization such as PIC/s membership
pre-assessment for gap analysis
External External External
Gap analysis of GMP
External External
Gap analysis of GMP Gap analysis of GMP Compliance in
Compliance in Compliance in Pharmaceutical Industries and Regulatory Assistance to
Pharmaceutical Industries Pharmaceutical Industries Traditional Medicine Industries, Pharmaceutical Industries to Regulatory Assistance to
and Traditional Medicine and Traditional Medicine Focus Discussion with Pharmaceutical enhance the GMP Pharmaceutical Industries to
Industries Industries Industries Association on Gap Compliance according to enhance the GMP Compliance
Analysis and PIC/s Application as well International Standard according to International
as its benefit for local manufacturer Standard
The Milestone of Badan POM PIC/s Membership Cont..
2008
2009
Internal
ISO 9001: 2008 certified,
continuous on GMP training for
Inspectors; Internal assessment
of the implementation of QMS in
Regional Offices [9 (nine)
Regional Offices]
PIC/s First on Site Assessment by
PIC/s assessor team
External
Regulatory Assistance to
Pharmaceutical Industries to
enhance the GMP
Compliance according to
International Standard
(continued)
2010
Internal
continuous on GMP training
for Inspectors; Reviewing and
Revision of Quality System;
PIC/s First on Site Assessment
by PIC/s assessor team
External
Regulatory Assistance to
Pharmaceutical Industries to
enhance the GMP
Compliance according to
International Standard
(continued)
2011 2012
Badan POM officially became the 41st Participating
Internal Authority of PICS as per 1 Juli 2012
Sending the Corrective action
and preventive action Plan of
the 1st Assessment results;
progress report to Ministry of
Health, Ministry of Finance,
Ministry of Foreign Affairs,
Ministry of trade
PIC/s Second on Site Assessment
by PIC/s assessor team
Political Support
External
Regulatory assistance
(continued) and dissemination
of progress PIC/s application
 Program Evaluation (successfully commissioned)
1. Increasing GMP Inspectors Competences on Inspection,
assessment on Drug and Traditional Medicines
2. Mutual Trust in International Level on Badan POM Regulatory
Control System
3. Export Opportunities for Local Manufacturers
4. International Competitive Advantages of Local Manufacturers
by International Compliancy Standard
5. Facilitate International Trade of Drugs and Traditional
Medicines

Pharmaceutical Industry Export

700
600
500

in Million US $
400
300
200
100
0
2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
Export Destination

Annual Meeting & Seminar, Nusa Dua-Bali, 5 – 9 October 2015 Singapore Japan Philipines Others Total
Thank You