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?
 Why? a better approach to public policy

Facing the dual challenges (According to Heineman, 2016)

Changes and developments legislation and regulations
in the countries where the global institution operates
in terms of protecting workers, consumers, investors,
and the public welfare
Example : Challenges faced by Indonesian palm oil
companies to export to Europe when the European
Union Parliamentary Resolution on Palm Oil and
Deforestation of Rainforest was issued on 4 April 2017
(Source : Windratmo, 2019)
Various rules that regulate what institutions can and
cannot do
Example : China is imposing non-tariff barriers via its
requirement for exporters shipping food to China. So if
the company wants its products to be freely marketed to
all retail outlets in China, then the product must be
produced in China with direct investment or a joint
venture.
(Source : Ibañez, 2021)

A better approach to public policy allows institutions/corporate to promote their

interests while at the same time advancing the interests of the public
 THE STRATEGIES…..
Making public policy as an integral part of the institutions/corporate 's strategy
which is able to integrate the three dimensions of global public policy problems :
Step 1  desired public policy formulated by the headquarter
 viable policies that can be implemented in the political capital
 implementation of the public policy

Appoints policy experts (located at headquarters) and political experts (located

in the political capitols)
• To ensure effective policy processes by helping enact and implement the desirable policies,
translating proposals into feasible results through communication, advocacy and alliance-
Step 2 building.
• Policy experts conduct formulation of policy priorities.
• Political experts conduct in assessing the policy changes in political capitols as governmental
decision-making processes.
• The integration of the two will result in  “The sine qua non of success”
 #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
1 Institutionalism The House of Representatives took the initiative to enact a law on the Ideological path of Pancasila

2 Public choice Regulation related to disposal of air and water pollution

3 Elite theory Tax amnesty policy is considered beneficial for a few parties, especially big businessmen

4 Group Theory Policy to grant privileges to certain areas, such as Aceh, Jakarta, Yogyakarta

5 Game theory Eid homecoming (mudik Lebaran) policy during the COVID-19 pandemic.

6 Garbage can Policy agenda for the Hajj bailout fund

7 Incrementalism Government long-term policy which is expanded from the previous policy

8 Process model Civil Service Law which goes through various regulatory processes until it is ratified

9 System theory register angklung with UNESCO after batik received a certificate from UNESCO as an Indonesian
cultural heritage.
10 Rationalism Policy on “market operations” in the approaching Lebaran.
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?

Courtesy image: BPOM Volunteer Activities After Earthquake and Tsunami in Palu and Donggala, Central Sulawesi, 2018
 What is PIC/S and Why BPOM insist to enter that Program
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

WHY ??? standards in GMP field, providing training to Inspectors, building mutual
Strengthening the capacity of Badan POM for confidence and mutual trust by facilitating co-operation and networking
ensuring quality drug and traditional medicines in
between competent authorities, regional and international
relation with the Good Manufacturing Practices
(GMP) compliance and to improving the organisations,
competitive of Indonesia Pharmaceutical
Industries and Traditional Medicine Industries in Currently PIC/S comprises of 54 Participating Authorities coming from
global market all over the world (Europe, Africa, America, Asia and Australasia).
Source: https://picscheme.org/en/picscheme
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  considered as successful
program
No. Description Remarks Indicator Conclusion

1. Program Strengthening the capacity of Badan POM for ensuring BPOM successfully accepted as 41st PICs Successfully
objective quality drug and traditional and to improving the member achieved
competitiveness of Indonesia Pharmaceutical Industries
and Traditional Medicine Industries in global market.

2. Resources Establishment of legal framework Written and accomodated in Successfully

Presidential Degree #35 year 2012 on achieved
PIC/s Membership
3. Stakeholders Involvement of triple helix (ABG) Active participation from academia, Successfully
business, and government to support achieved
PICs Program
4. Activities Internal and external activities are successfully achieved Develop quality system, regulatory Successfully
assisstance achieved
5. Outputs Sufficient training for maintain core competencies of Number of training and joint followed Successfully
BPOM Inspectore, joint inspection, update international by BPOM Inspectore, updated GMP achieved
standard guideline
6. Short-term Avoiding duplication of on site inspection activities on PICs documents request from overseas Successfully
outcomes pharmaceutical industries authority as waive inspection achieved
7. Long-term Increasing national competitive advantage of Projected net export for pharmaceutical Successfully
outcomes pharmaceutical industries commodities from Indonesia expected achieved
increase year by year (increasing
national GDP)

Source: Group analysis, 2021

Thank You