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lmult0 \fs18\cf0\f0\charscalex100\b \i {Organizational Paradox: Managerial Dilem
ma}\b0 \i0 \par\pard\li1573\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100\b \i {
in Resolving Organizational Resource Allocation}\b0 \i0 \par\pard\li1226\ri0\sl213\slmult0 \fs18\cf0\f0\charscalex100\b \i {(A Case Study of Public Higher Educ
ation Administration)}\b0 \i0 \par\pard\li706\ri0\sl-386\slmult0 \fs16\cf0\f0\ch
arscalex100\i {Resource allocation resolution is essential for achieving organiz
ational goals. It is related to}\i0 \par\pard\li280\ri0\sl-186\slmult0 \fs14\cf0
\f0\charscalex100\i {inter-actor social interaction, in the form of position bar
gaining. In this case, analysis on educational}\i0 \par\pard\li280\ri0\sl-200\sl
mult0 \fs14\cf0\f0\charscalex100\i {policy should be based upon the main framewo
rk that education is public goods. When education is so-}\i0 \par\pard\li280\ri0
\sl-186\slmult0 \fs14\cf0\f0\charscalex100\i {called public goods, all decisions
on educational policy are thought to be within political domain.}\i0 \par\pard\
li280\ri0\sl-200\slmult0 \fs16\cf0\f0\charscalex100\i {Thus, its administration
becomes politically bound public administration.}\i0 \par\pard\li706\ri0\sl-186\
slmult0 \fs12\cf0\f0\charscalex100\i {This research applies organizational analy
sis. The writer chose this tool analysis by reason of the}\i0 \par\pard\li280\ri
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plish vision and missions carried out by social actors are within}\i0 \par\pard\
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\par\pard\li706\ri0\sl-186\slmult0 \fs14\cf0\f0\charscalex100\i {Balancing organ
izational paradox can be attained by linking it to organizational vision,}\i0 \p
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d organization structure approaches. The system of higher education is believed
to}\i0 \par\pard\li280\ri0\sl-186\slmult0 \fs14\cf0\f0\charscalex100\i {be loose
ly coupled system. One thing to be noted is that the education system does not t
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{higher education institutions. There is no consensus between universities and e
ducation system. There}\i0 \par\pard\li280\ri0\sl-200\slmult0 \fs14\cf0\f0\chars
calex100\i {is no tight internal bound within organization, but one goal commitm
ent, i.e. educational performance.}\i0 \par\pard\li706\ri0\sl-186\slmult0 \fs16\
cf0\f0\charscalex100\i {Keywords: organizational paradox, social interaction, ba
lance}\i0 \par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\par\pard\li0\ri0\sl-213\slm
ult0 \fs18\cf0\par\pard\li0\ri0\sl-373\slmult0 \*\tx426\*\tx3826\fs18\cf0\f0\cha
rscalex100\b {A.}\b0 \tab \fs18\cf0\f0\charscalex100\b {PENDAHULUAN}\b0 \tab \fs
18\cf0\f0\charscalex100 {Diknas 2005-2009; PP RI 2005; Ditjen}\par\pard\li426\ri
0\sl-213\slmult0 \*\tx3826\fs18\cf0\f0\charscalex100 {Pendidikan adalah proses d
ialektika}\tab \fs18\cf0\f0\charscalex100 {Mendikdasmen, 2006).}\par\pard\li0\ri
0\sl-213\slmult0 \*\tx1000\*\tx1773\*\tx4253\fs18\cf0\f0\charscalex100 {manusia}
\tab \fs18\cf0\f0\charscalex100 {untuk}\tab \fs18\cf0\f0\charscalex100 {mengemba
ngkan}\tab \fs18\cf0\f0\charscalex100 {Sebagai sebuah pranata sosial,}\par\pard\
li0\ri0\sl-226\slmult0 \*\tx3826\fs18\cf0\f0\charscalex100 {kemampuan akal pikir
nya, menerapkan}\tab \fs18\cf0\f0\charscalex100 {pendidikan berfungsi melestarik
an}\par\pard\li0\ri0\sl-213\slmult0 \*\tx3826\fs18\cf0\f0\charscalex100 {ilmu pe
ngetahuan dalam menjawab}\tab \fs18\cf0\f0\charscalex100 {kebudayaan antar gener
asi. Kebudayaan,}\par\pard\li0\ri0\sl-213\slmult0 \*\tx3826\fs18\cf0\f0\charscal
ex100 {problem-problem sosial serta mencari}\tab \fs18\cf0\f0\charscalex100 {den
gan sendirinya merupakan produk}\par\pard\li0\ri0\sl-213\slmult0 \*\tx3826\fs18\
cf0\f0\charscalex100 {hipotesa-hipotesa baru yang kontekstual}\tab \fs18\cf0\f0\
charscalex100 {interaksi sosial, di mana di dalamnya}\par\pard\li0\ri0\sl-213\sl
mult0 \*\tx3826\fs18\cf0\f0\charscalex100 {terhadap perkembangan manusia dan}\ta
b \fs18\cf0\f0\charscalex100 {saling jalin faktor-faktor ekonomi dan}\par\pard\l
i0\ri0\sl-226\slmult0 \*\tx3826\fs18\cf0\f0\charscalex100 {zaman. Pendidikan pun
merupakan media}\tab \fs18\cf0\f0\charscalex100 {politik. Mengingat masyarakat
bukan}\par\pard\li0\ri0\sl-213\slmult0 \*\tx3826\fs18\cf0\f0\charscalex100 {untu
k mencerdaskan kehidupan bangsa}\tab \fs18\cf0\f0\charscalex100 {sebuah benda ma
ti, tetapi sebuah sistem}\par\pard\li0\ri0\sl-213\slmult0 \*\tx3826\fs18\cf0\f0\
charscalex100 {yang secara langsung dapat memperbaiki}\tab \fs18\cf0\f0\charscal
ex100 {yang dinamik dan kampus dan sekolah}\par\pard\li0\ri0\sl-213\slmult0 \*\t
x3826\fs18\cf0\f0\charscalex100 {taraf kesejahteraan, sekaligus sebagai}\tab \fs
18\cf0\f0\charscalex100 {berada di tengah masyarakat yang}\par\pard\li0\ri0\sl-2
13\slmult0 \*\tx3826\fs18\cf0\f0\charscalex100 {instrumen yang akan melahirkan t
enaga-}\tab \fs18\cf0\f0\charscalex100 {bergejolak, maka pendidikan tidak}\par\p
ard\li0\ri0\sl-226\slmult0 \*\tx3826\fs18\cf0\f0\charscalex100 {tenaga intelektu
al dan praktisi sebagai}\tab \fs18\cf0\f0\charscalex100 {mungkin lari dari perso
alan-persoalan}\par\pard\li0\ri0\sl-213\slmult0 \*\tx3826\fs18\cf0\f0\charscalex
100 {penopang bagi perkembangan hidup}\tab \fs18\cf0\f0\charscalex100 {sosial. T
erlebih jika hal tersebut dikaitkan}\par\pard\li0\ri0\sl-213\slmult0 \*\tx3826\f
s18\cf0\f0\charscalex100 {masyarakat. Selain itu, pendidikan adalah}\tab \fs18\c
f0\f0\charscalex100 {dengan klaim bahwa warga kampus}\par\pard\li0\ri0\sl-213\sl
mult0 \*\tx3826\fs18\cf0\f0\charscalex100 {salah satu pendorong kemajuan menuju}
\tab \fs18\cf0\f0\charscalex100 {memiliki keunikannya sendiri sebagai}\par\pard\
li0\ri0\sl-213\slmult0 \*\tx3826\fs18\cf0\f0\charscalex100 {masyarakat yang seja
htera, berkarakter}\tab \fs18\cf0\f0\charscalex100 {bagian dari komunitas intele
ktual.}\par\pard\li0\ri0\sl-226\slmult0 \*\tx4253\fs18\cf0\f0\charscalex100 {dan
bermoral, berkeadilan, berdaulat dan}\tab \fs16\cf0\f0\charscalex100 {Sejalan d
engan diakuinya teori}\par\pard\li0\ri0\sl-213\slmult0 \*\tx3826\fs18\cf0\f0\cha
rscalex100 {demokratis (UU Sisdiknas 2003; Renstra}\tab \fs18\cf0\f0\charscalex1
00 {modal manusia (}\fs18\cf0\f0\charscalex100\i {human capital theory}\i0 \fs18
\cf0\f0\charscalex100 {)}\par\pard\li13\ri0\sl-213\slmult0 \fs18\cf0\par\pard\li
13\ri0\sl-213\slmult0 \fs18\cf0\par\pard\li13\ri0\sl-240\slmult0 \fs12\cf2\f0\ch
arscalex100 {Jurnal Imu Administrasi
Volume V
No. 4
Desember
200
8}\par\pard\sect\sectd\sbkpage
{\shp{\*\shpinst\shpleft-266\shptop0\shpright0\shpbottom266\shpfhdr0\shpwr3\shpw
{\shp{\*\shpinst\shpleft-266\shptop13880\shpright0\shpbottom14160\shpfhdr0\shpwr
{\shp{\*\shpinst\shpleft0\shptop0\shpright280\shpbottom266\shpfhdr0\shpwr3\shpwr
k0\shpfblwtxt1\shplid2047\shpz0\shpbxpage\shpbypage


7;32768}}
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9; Cohn, 1979; Hanushek,}\tab \fs16\cf0\f0\charscalex100 {Namun demkian, transak
si sebagai sebuah}\par\pard\li1040\ri0\sl-213\slmult0 \*\tx4866\fs18\cf0\f0\char
scalex100 {1986; Barney, 1991), contohnya: layanan}\tab \fs16\cf0\f0\charscalex1
00 {proses tunggal yang menjadi pusat dari}\par\pard\li1040\ri0\sl-213\slmult0 \
*\tx4866\fs18\cf0\f0\charscalex100 {pendidikan yang bermutu (Sallis, 1993; PP}\t

ab \fs16\cf0\f0\charscalex100 {seluruh kegiatan operasional organisasi,}\par\par
d\li1040\ri0\sl-213\slmult0 \*\tx4866\fs18\cf0\f0\charscalex100 {RI, 19/2005), d
an otonomi perguruan}\tab \fs16\cf0\f0\charscalex100 {berpotensi menimbulkan pro
blematika}\par\pard\li1040\ri0\sl-226\slmult0 \*\tx4866\fs18\cf0\f0\charscalex10
0 {tinggi (UU Sisdiknas, 20/2003). Keputusan}\tab \fs18\cf0\f0\charscalex100 {ma
najerial (Tilly dan Tilly, 1998).}\par\pard\li1040\ri0\sl-213\slmult0 \*\tx5280\
fs18\cf0\f0\charscalex100 {untuk mendapatkan sumber daya tersebut}\tab \fs16\cf0
\f0\charscalex100 {Kasus otonomi perguruan tinggi}\par\pard\li1040\ri0\sl-213\sl
mult0 \*\tx4866\fs18\cf0\f0\charscalex100 {akan memberikan pengaruh organisa-}\t
ab \fs16\cf0\f0\charscalex100 {berlabelisasi Badan Hukum Pendidikan}\par\pard\li
1040\ri0\sl-213\slmult0 \*\tx4866\fs18\cf0\f0\charscalex100 {sional yang besar t
erhadap struktur dan}\tab \fs16\cf0\f0\charscalex100 {(BHP), yang merupakan mand
at dari UU}\par\pard\li1040\ri0\sl-213\slmult0 \*\tx4866\fs18\cf0\f0\charscalex1
00 {sistem yang ada. Sumber daya juga}\tab \fs16\cf0\f0\charscalex100 {Sisdiknas
No. 20 tahun 2003 pasal 53,}\par\pard\li1040\ri0\sl-226\slmult0 \*\tx4866\fs18\
cf0\f0\charscalex100 {mempengaruhi aspek organisasional}\tab \fs16\cf0\f0\charsc
alex100 {adalah salah satu ilustrasi dari problematis}\par\pard\li1040\ri0\sl-21
3\slmult0 \*\tx4866\fs18\cf0\f0\charscalex100 {lainnya, terutama sekali yang ter
kait}\tab \fs16\cf0\f0\charscalex100 {manajerial yang berpotensi timbul kala}\pa
r\pard\li1040\ri0\sl-213\slmult0 \*\tx4866\fs18\cf0\f0\charscalex100 {dengan man
ajemen sumber daya manusia,}\tab \fs16\cf0\f0\charscalex100 {misi ini harus diwu
judkan. Salah satu}\par\pard\li1040\ri0\sl-213\slmult0 \*\tx4866\fs18\cf0\f0\cha
rscalex100 {seperti: sistem balas jasa dan peningkatan}\tab \fs16\cf0\f0\charsca
lex100 {prinsip pengelolaan BHP adalah harus}\par\pard\li1040\ri0\sl-213\slmult0
\*\tx4866\fs18\cf0\f0\charscalex100 {motivasi.}\tab \fs16\cf0\f0\charscalex100
{bersifat \uc1\u8216Xnirlaba\uc1\u8217X atau tidak mencari}\par\pard\li1453\ri0\
sl-226\slmult0 \*\tx4866\fs18\cf0\f0\charscalex100 {Sayangnya sumber daya; manus
ia}\tab \fs16\cf0\f0\charscalex100 {keuntungan, sesuai dengan RUU BHP}\par\pard\
li1040\ri0\sl-213\slmult0 \*\tx4866\fs18\cf0\f0\charscalex100 {yang unggul, uang
, peralatan, infra-}\tab \fs16\cf0\f0\charscalex100 {pasal 4 ayat (1) sebagai be
rikut: \uc1\u8220XDalam}\par\pard\li1040\ri0\sl-213\slmult0 \*\tx4866\fs18\cf0\f
0\charscalex100 {struktur, keahlian manajemen, waktu,}\tab \fs16\cf0\f0\charscal
ex100 {pengelolaan dana secara mandiri, BHP}\par\pard\li1040\ri0\sl-213\slmult0
\*\tx4866\fs18\cf0\f0\charscalex100 {serta informasi yang berkualitas, adalah}\t
ab \fs16\cf0\f0\charscalex100 {didasarkan pada prinsip nirlaba, yaitu}\par\pard\
li1040\ri0\sl-213\slmult0 \*\tx4866\fs18\cf0\f0\charscalex100 {bersifat langka.
Faktor kelangkaan}\tab \fs16\cf0\f0\charscalex100 {prinsip kegiatan yang tujuan
utamanya}\par\pard\li1040\ri0\sl-226\slmult0 \*\tx4866\fs18\cf0\f0\charscalex100
{(}\fs18\cf0\f0\charscalex100\i {scarcity}\i0 \fs18\cf0\f0\charscalex100 {) men
dorong setiap aktor untuk}\tab \fs18\cf0\f0\charscalex100 {bukan mencari sisa le
bih \uc1\u8230X\uc1\u8221X.}\par\pard\li1040\ri0\sl-213\slmult0 \*\tx5280\fs18\c
f0\f0\charscalex100 {bekerja sama (Penrose, 1959; Pfeffer dan}\tab \fs16\cf0\f0\
charscalex100 {Namun fakta membuktikan bahwa}\par\pard\li1040\ri0\sl-213\slmult0
\*\tx4866\fs18\cf0\f0\charscalex100 {Salancik, 1978). Dengan kata lain, upaya}\
tab \fs16\cf0\f0\charscalex100 {kebanyakan universitas yang berubah}\par\pard\li
1040\ri0\sl-213\slmult0 \*\tx4866\fs18\cf0\f0\charscalex100 {untuk mewujudkan fa
lsafah pendidikan,}\tab \fs16\cf0\f0\charscalex100 {status justru mengeluarkan s
ejumlah}\par\pard\li1040\ri0\sl-213\slmult0 \*\tx4866\fs18\cf0\f0\charscalex100
{teori modal manusia, visi pendidikan}\tab \fs16\cf0\f0\charscalex100 {kebijakan
yang \uc1\u8216Xanti nirlaba\uc1\u8217X atau tujuan-}\par\pard\li1040\ri0\sl-22
6\slmult0 \*\tx4866\fs18\cf0\f0\charscalex100 {nasional, dan visi perguruan ting
gi, tidak}\tab \fs16\cf0\f0\charscalex100 {tujuan mencari sumber dana sebanyak}\
par\pard\li1040\ri0\sl-213\slmult0 \*\tx4866\fs18\cf0\f0\charscalex100 {akan ter
lepas dari kehadiran model}\tab \fs16\cf0\f0\charscalex100 {mungkin. Sebagai con
toh: kenaikan biaya}\par\pard\li1040\ri0\sl-213\slmult0 \*\tx4866\fs18\cf0\f0\ch
arscalex100 {kerjasama atau jaringan antar aktor sosial.}\tab \fs16\cf0\f0\chars
calex100 {kuliah, pembukaan jalur khusus menjadi}\par\pard\li1040\ri0\sl-213\slm
ult0 \*\tx4866\fs18\cf0\f0\charscalex100 {Teknologi dari kerjasama ini adalah}\t
ab \fs16\cf0\f0\charscalex100 {mahasiswa, peningkatan struktur}{ }\fs16\cf0\f0\c
harscalex100\i {student}\i0 \par\pard\li1040\ri0\sl-213\slmult0 \*\tx4866\fs18\c

f0\f0\charscalex100 {organisasi. Adapun metode atau}\tab \fs16\cf0\f0\charscalex
100\i {body,}\i0 \fs16\cf0\f0\charscalex100 { dan penawaran bermacam program}\pa
r\pard\li1040\ri0\sl-226\slmult0 \*\tx4866\fs18\cf0\f0\charscalex100 {pendekatan
utama untuk memahami}\tab \fs16\cf0\f0\charscalex100 {pendidikan oleh PT untuk
memaksimalkan}\par\pard\li1040\ri0\sl-213\slmult0 \*\tx4866\fs18\cf0\f0\charscal
ex100 {sistem teknologinya adalah analisis}\tab \fs16\cf0\f0\charscalex100 {pema
nfaatan potensi institusinya, unit-}\par\pard\li1040\ri0\sl-213\slmult0 \*\tx486
6\fs18\cf0\f0\charscalex100 {organisasional (}\fs16\cf0\f0\charscalex100\i {orga
nizational analysis}\i0 \fs18\cf0\f0\charscalex100 {) yang}\tab \fs16\cf0\f0\cha
rscalex100 {unit pelayanan dikerahkan menyeleng-}\par\pard\li1040\ri0\sl-213\slm
ult0 \*\tx4866\fs18\cf0\f0\charscalex100 {dilakukan pada dua tingkat, yaitu: ana
lisis}\tab \fs16\cf0\f0\charscalex100 {garakan berbagai kegiatan yang}\par\pard\
li1040\ri0\sl-213\slmult0 \*\tx4866\fs18\cf0\f0\charscalex100 {intraorganisasion
al dimana organisasi}\tab \fs16\cf0\f0\charscalex100 {mendatangkan uang bagi uni
t termaksud,}\par\pard\li1040\ri0\sl-226\slmult0 \*\tx4866\fs18\cf0\f0\charscale
x100 {dipandang sebagai sebuah sistem tertutup}\tab \fs16\cf0\f0\charscalex100 {
keanggotaan perpustakaan yang semula}\par\pard\li1040\ri0\sl-213\slmult0 \*\tx48
66\fs18\cf0\f0\charscalex100 {dan interorganisasional dimana orga-}\tab \fs16\cf
0\f0\charscalex100 {boleh dikatakan gratis - karena termasuk}\par\pard\li1040\ri
0\sl-213\slmult0 \*\tx4866\fs18\cf0\f0\charscalex100 {nisasi dipandang sebagai s
ebuah sistem}\tab \fs16\cf0\f0\charscalex100 {fasilitas akademik - kini dikenai
biaya.}\par\pard\li1040\ri0\sl-213\slmult0 \*\tx4866\fs18\cf0\f0\charscalex100 {
terbuka (Jaffe, 2001; Rollinson dan}\tab \fs16\cf0\f0\charscalex100 {Aksi-aksi m
anajerial ini tidak lain}\par\pard\li1040\ri0\sl-213\slmult0 \fs18\cf0\f0\charsc
alex100 {Broadfield, 2002).}\par\pard\li4040\ri0\sl-213\slmult0 \fs18\cf0\par\pa
rd\li4040\ri0\sl-226\slmult0 \fs10\cf2\f0\charscalex100 {Jurnal Imu Administrasi
}{ }\fs10\cf2\f0\charscalex100 { Volume V }{ }\fs10\cf2\f0\charscalex100 {
No. 4 }{ }\fs10\cf2\f0\charscalex100 { Desember }{ }\fs10\cf2\f0\charscalex1
00 {2008}\par\column\pard\li0\ri0\sl-240\slmult0 \fs20\cf0\f0\charscalex100\b {<
<}\b0 \par\pard\li240\ri0\sl-213\slmult0 \fs18\cf0\par\pard\li240\ri0\sl-213\slm
ult0 \fs18\cf0\par\pard\li240\ri0\sl-213\slmult0 \fs18\cf0\par\pard\li240\ri0\sl
-213\slmult0 \fs18\cf0\par\pard\li240\ri0\sl-213\slmult0 \fs18\cf0\par\pard\li24
ard\li240\ri0\sl-213\slmult0 \fs18\cf0\par\pard\li240\ri0\sl-213\slmult0 \fs18\c
f0\par\pard\li240\ri0\sl-213\slmult0 \fs18\cf0\par\pard\li240\ri0\sl-213\slmult0
\fs18\cf0\par\pard\li240\ri0\sl-213\slmult0 \fs18\cf0\par\pard\li240\ri0\sl-213
\slmult0 \fs18\cf0\par\pard\li240\ri0\sl-213\slmult0 \fs18\cf0\par\pard\li240\ri
0\sl-213\slmult0 \fs18\cf0\par\pard\li240\ri0\sl-213\slmult0 \fs18\cf0\par\pard\
li240\ri0\sl-213\slmult0 \fs18\cf0\par\pard\li240\ri0\sl-213\slmult0 \fs18\cf0\p
ar\pard\li240\ri0\sl-213\slmult0 \fs18\cf0\par\pard\li240\ri0\sl-213\slmult0 \fs
18\cf0\par\pard\li240\ri0\sl-213\slmult0 \fs18\cf0\par\pard\li240\ri0\sl-213\slm
ar\pard\li240\ri0\sl-213\slmult0 \fs18\cf0\par\pard\li240\ri0\sl-213\slmult0 \fs
18\cf0\par\pard\li240\ri0\sl-213\slmult0 \fs18\cf0\par\pard\li240\ri0\sl-213\slm

ar\pard\li240\ri0\sl-333\slmult0 \fs18\cf1\f0\charscalex100 {415}\par\pard\sect\
sectd\sbkpage

7;32768}}
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0\ri0\sl-240\slmult0 \fs20\cf0\f0\charscalex100\b {>>}\b0 \par\pard\li53\ri0\sl213\slmult0 \fs18\cf0\par\pard\li53\ri0\sl-213\slmult0 \fs18\cf0\par\pard\li53\r
i0\sl-213\slmult0 \fs18\cf0\par\pard\li53\ri0\sl-213\slmult0 \fs18\cf0\par\pard\
li53\ri0\sl-213\slmult0 \fs18\cf0\par\pard\li53\ri0\sl-213\slmult0 \fs18\cf0\par

d\li53\ri0\sl-333\slmult0 \fs18\cf1\f0\charscalex100 {416}\par\column\pard\li13\
ri0\sl-186\slmult0 \fs14\cf0\f0\charscalex100 {Paradoks Organisasional: Dilema M
anajerial dalam Pemilihan Alokasi}\par\pard\li13\ri0\sl-173\slmult0 \fs14\cf0\f0
\charscalex100 {Sumber Daya Organisasi (Studi Kasus Administrasi Publik Pendidik
an Tinggi)}\par\pard\li13\ri0\sl-200\slmult0 \fs12\cf0\f0\charscalex100\b {:: R
izky Dermawan Soemanagara}\b0 \par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\par\par
d\li0\ri0\sl-213\slmult0 \fs18\cf0\par\pard\li0\ri0\sl-240\slmult0 \*\tx3826\fs1
8\cf0\f0\charscalex100 {merupakan konsekuensi logis dari}\tab \fs18\cf0\f0\chars
calex100 {yang paling optimal dalam konteks}\par\pard\li0\ri0\sl-213\slmult0 \*\
tx3826\fs18\cf0\f0\charscalex100 {otonomi, yang bermuara pada upaya}\tab \fs16\c
f0\f0\charscalex100 {pencapaian tujuan organisasi. Tema yang}\par\pard\li0\ri0\s
l-213\slmult0 \*\tx3826\fs18\cf0\f0\charscalex100 {mencari sumber-sumber pendana
an.}\tab \fs16\cf0\f0\charscalex100 {diangkat juga jarang diangkat atau dibahas}
\par\pard\li0\ri0\sl-226\slmult0 \*\tx3826\fs18\cf0\f0\charscalex100 {Kesan yang
tidak dapat dihindari adalah}\tab \fs16\cf0\f0\charscalex100 {secara mendalam p
ada sejumlah naskah}\par\pard\li0\ri0\sl-213\slmult0 \*\tx3826\fs18\cf0\f0\chars
calex100 {PT telah berubah menjadi sebuah mesin}\tab \fs16\cf0\f0\charscalex100
{tentang administrasi atau manajemen}\par\pard\li0\ri0\sl-213\slmult0 \*\tx3826\
fs18\cf0\f0\charscalex100 {uang.}\tab \fs16\cf0\f0\charscalex100 {organisasi non
penyedia jasa publik,}\par\pard\li426\ri0\sl-213\slmult0 \*\tx3826\fs18\cf0\f0\
charscalex100 {Dengan demikian, para penyeleng-}\tab \fs18\cf0\f0\charscalex100
{misalnya organisasi bisnis.}\par\pard\li0\ri0\sl-213\slmult0 \*\tx4253\fs18\cf0
\f0\charscalex100 {gara pendidikan tinggi, akan selalu}\tab \fs18\cf0\f0\charsca
lex100 {Pada makalah ini, analisis atas}\par\pard\li0\ri0\sl-226\slmult0 \*\tx38
26\*\tx4906\*\tx6146\fs18\cf0\f0\charscalex100 {dihadapkan pada problematika man
ajerial}\tab \fs16\cf0\f0\charscalex100 {kebijakan}\tab \fs16\cf0\f0\charscalex1
00 {pendidikan}\tab \fs16\cf0\f0\charscalex100 {dipandang}\par\pard\li0\ri0\sl-2
13\slmult0 \*\tx3826\fs18\cf0\f0\charscalex100 {dalam menentukan pilihan-pilihan
}\tab \fs18\cf0\f0\charscalex100 {berdasarkan dasar utama bahwa pendi-}\par\pard
\li0\ri0\sl-213\slmult0 \*\tx3826\fs18\cf0\f0\charscalex100 {pencapaian tujuan;
mewujudkan tujuan}\tab \fs16\cf0\f0\charscalex100 {dikan merupakan \uc1\u8217Xba
rang publik\uc1\u8217X (}\fs16\cf0\f0\charscalex100\i {public}\i0 \par\pard\li0\
ri0\sl-213\slmult0 \*\tx3826\fs18\cf0\f0\charscalex100 {sosial atau laba, memenu
hi pencapaian}\tab \fs16\cf0\f0\charscalex100\i {goods}\i0 \fs16\cf0\f0\charscal
ex100 {\uc1\u8217X. Ketika pendidikan dipandang}\par\pard\li0\ri0\sl-213\slmult0
\*\tx3826\fs18\cf0\f0\charscalex100 {standar akademik tinggi atau diarahkan}\ta
b \fs18\cf0\f0\charscalex100 {sebagai barang publik, maka seluruh}\par\pard\li0\
ri0\sl-226\slmult0 \*\tx3826\fs18\cf0\f0\charscalex100 {untuk profesi memasuki p
asar kerja,}\tab \fs18\cf0\f0\charscalex100 {keputusan tentang kebijakan pendidi
kan}\par\pard\li0\ri0\sl-213\slmult0 \*\tx3826\fs18\cf0\f0\charscalex100 {mendid
ik dan mengajar atau meneliti atau}\tab \fs18\cf0\f0\charscalex100 {akan dipanda
ng sebagai masalah politik.}\par\pard\li0\ri0\sl-213\slmult0 \*\tx3826\fs18\cf0\
f0\charscalex100 {mengabdi pada masyarakat. Pendidikan}\tab \fs18\cf0\f0\charsca
lex100 {Administrasi atasnya dengan demikian}\par\pard\li0\ri0\sl-213\slmult0 \*
\tx3826\fs18\cf0\f0\charscalex100 {tinggi juga dihadapkan pada penentuan}\tab \f
s18\cf0\f0\charscalex100 {menjadi administrasi publik yang terikat}\par\pard\li0

\ri0\sl-213\slmult0 \*\tx3826\fs18\cf0\f0\charscalex100 {pemanfaatan sumber daya
yang paling}\tab \fs18\cf0\f0\charscalex100 {pada dimensi politis. Dengan demik
ian,}\par\pard\li0\ri0\sl-226\slmult0 \*\tx3826\fs18\cf0\f0\charscalex100 {optim
al untuk berbagai kegiatan lainnya,}\tab \fs18\cf0\f0\charscalex100 {pemilihan a
lokasi sumber daya akan}\par\pard\li0\ri0\sl-213\slmult0 \*\tx3826\fs18\cf0\f0\c
harscalex100 {seperti: pengembangan kualitas staf}\tab \fs18\cf0\f0\charscalex10
0 {terikat pada interaksi sosial antara aktor,}\par\pard\li0\ri0\sl-213\slmult0
\*\tx3826\fs18\cf0\f0\charscalex100 {akademik maupun non akademik,}\tab \fs18\cf
0\f0\charscalex100 {dalam bentuk tawar-menawar posisi}\par\pard\li0\ri0\sl-213\s
lmult0 \*\tx3826\fs18\cf0\f0\charscalex100 {peningkatan sarana dan prasarana,}\t
ab \fs18\cf0\f0\charscalex100 {(}\fs16\cf0\f0\charscalex100\i {bargaining positi
on}\i0 \fs18\cf0\f0\charscalex100 {) (Bell, 1973).}\par\pard\li0\ri0\sl-213\slmu
lt0 \*\tx4253\fs18\cf0\f0\charscalex100 {peningkatan mutu melalui program}\tab \
fs16\cf0\f0\charscalex100 {Adapun alat analisis utama yang}\par\pard\li0\ri0\sl226\slmult0 \*\tx3826\fs18\cf0\f0\charscalex100 {jaminan mutu, dan sebagainya.}\
tab \fs18\cf0\f0\charscalex100 {digunakan adalah analisis organisasional}\par\pa
rd\li426\ri0\sl-213\slmult0 \*\tx3826\fs18\cf0\f0\charscalex100 {Masalah transak
si yang menim-}\tab \fs16\cf0\f0\charscalex100 {(}\fs16\cf0\f0\charscalex100\i {
organisasional analysis}\i0 \fs16\cf0\f0\charscalex100 {). Pemilihan alat}\par\p
ard\li0\ri0\sl-213\slmult0 \*\tx3826\fs18\cf0\f0\charscalex100 {bulkan problemat
ika manajerial dalam hal}\tab \fs18\cf0\f0\charscalex100 {analisis organisasiona
l dilandasi oleh fakta}\par\pard\li0\ri0\sl-213\slmult0 \*\tx3826\fs18\cf0\f0\ch
arscalex100 {penentuan pilihan pemanfaatan sumber}\tab \fs18\cf0\f0\charscalex10
0 {bahwa seluruh kegiatan mewujudkan visi}\par\pard\li0\ri0\sl-213\slmult0 \*\tx
3826\fs18\cf0\f0\charscalex100 {daya yang langka secara optimal,}\tab \fs18\cf0\
f0\charscalex100 {dan misi yang dilakukan para aktor sosial}\par\pard\li0\ri0\sl
-226\slmult0 \*\tx3826\fs18\cf0\f0\charscalex100 {nampaknya dihadapi oleh seluru
h PT.}\tab \fs18\cf0\f0\charscalex100 {adalah berdimensi/berlingkup organisa-}\p
ar\pard\li0\ri0\sl-213\slmult0 \*\tx3826\fs18\cf0\f0\charscalex100 {Kasus otonom
i PT yang menghasilkan}\tab \fs18\cf0\f0\charscalex100 {sional (Jones, 2001; Rol
linson dan}\par\pard\li0\ri0\sl-213\slmult0 \*\tx3826\fs18\cf0\f0\charscalex100
{konsekuensi kenaikan biaya kuliah bagi}\tab \fs18\cf0\f0\charscalex100 {Broadfi
eld, 2002).}\par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {para si
swa, atau kenaikan anggaran}\par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\f0\charsc
alex100 {pendidikan yang lebih ditujukan untuk}\par\pard\li0\ri0\sl-226\slmult0
\*\tx3826\*\tx4253\fs18\cf0\f0\charscalex100 {mensejahterakan para pengajar dan}
\tab \fs16\cf0\f0\charscalex100\b {B.}\b0 \tab \fs16\cf0\f0\charscalex100\b {PAR
ADOKS ORGANISASIONAL:}\b0 \par\pard\li0\ri0\sl-213\slmult0 \*\tx4253\fs18\cf0\f0
\charscalex100 {berpotensi mengurangi kualitas pendi-}\tab \fs18\cf0\f0\charscal
ex100\b {DUA MODEL KONSEPTUAL}\b0 \par\pard\li0\ri0\sl-213\slmult0 \*\tx4253\fs1
8\cf0\f0\charscalex100 {dikan secara keseluruhan - yang}\tab \fs16\cf0\f0\charsc
alex100 {Merton (Jaffe, 2001) berpandangan}\par\pard\li0\ri0\sl-213\slmult0 \*\t
x3826\fs18\cf0\f0\charscalex100 {menunjukkan kondisi dimana suatu}\tab \fs18\cf0
\f0\charscalex100 {bahwa konsekuensi yang dimaksudkan}\par\pard\li0\ri0\sl-213\s
lmult0 \*\tx3826\fs18\cf0\f0\charscalex100 {pilihan tindakan atau aksi yang diar
ahkan}\tab \fs16\cf0\f0\charscalex100 {(}\fs14\cf0\f0\charscalex100\i {intended
consequences}\i0 \fs16\cf0\f0\charscalex100 {) dari suatu tindakan}\par\pard\li0
\ri0\sl-226\slmult0 \*\tx3826\fs18\cf0\f0\charscalex100 {untuk mewujudkan suatu
pencapaian}\tab \fs18\cf0\f0\charscalex100 {dalam konteks organisasi bisnis adal
ah}\par\pard\li0\ri0\sl-213\slmult0 \*\tx3826\fs18\cf0\f0\charscalex100 {tujuan
tertentu yang diinginkan akan}\tab \fs18\cf0\f0\charscalex100 {peningkatan kiner
ja dan laba. Namun}\par\pard\li0\ri0\sl-213\slmult0 \*\tx3826\fs18\cf0\f0\charsc
alex100 {berpotensi menghasilkan konsekuensi}\tab \fs18\cf0\f0\charscalex100 {se
baliknya, terdapat konsekuensi yang}\par\pard\li0\ri0\sl-213\slmult0 \*\tx3826\f
s18\cf0\f0\charscalex100 {lain yang tidak diinginkan - merupakan}\tab \fs16\cf0\
f0\charscalex100 {tidak dimaksudkan (}\fs16\cf0\f0\charscalex100\i {unintended c
onse-}\i0 \par\pard\li0\ri0\sl-213\slmult0 \*\tx3826\fs18\cf0\f0\charscalex100 {
inti masalah paradoks organisasional}\tab \fs18\cf0\f0\charscalex100\i {quences}
\i0 \fs18\cf0\f0\charscalex100 {) dari aksi yang sama, yang dapat}\par\pard\li0\
ri0\sl-226\slmult0 \*\tx3826\fs18\cf0\f0\charscalex100 {(}\fs16\cf0\f0\charscale

x100\i {organizational paradox}\i0 \fs18\cf0\f0\charscalex100 {). Paradoks terse
but}\tab \fs18\cf0\f0\charscalex100 {menurunkan kinerja, produktivitas, dan}\par
\pard\li0\ri0\sl-213\slmult0 \*\tx3826\fs18\cf0\f0\charscalex100 {muncul dari ko
nsekuensi berganda}\tab \fs18\cf0\f0\charscalex100 {laba, dan karenanya berpoten
si menunda}\par\pard\li0\ri0\sl-213\slmult0 \*\tx3826\fs18\cf0\f0\charscalex100
{(}\fs16\cf0\f0\charscalex100\i {multiple consequences}\i0 \fs18\cf0\f0\charscal
ex100 {) atas suatu tindakan}\tab \fs18\cf0\f0\charscalex100 {konsekuensi yang \
uc1\u8216Xpositif\uc1\u8217X.}\par\pard\li0\ri0\sl-213\slmult0 \*\tx4253\fs18\cf
0\f0\charscalex100 {atau aksi (}\fs18\cf0\f0\charscalex100\i {action}\i0 \fs18\c
f0\f0\charscalex100 {) yang nampaknya terlihat}\tab \fs16\cf0\f0\charscalex100 {
Dalam setiap penyelenggaraan}\par\pard\li0\ri0\sl-213\slmult0 \*\tx3826\fs18\cf0
\f0\charscalex100 {kontradiktif atau bekerja tidak sejalan}\tab \fs18\cf0\f0\cha
rscalex100 {organisasi, termasuk PT, seluruh strategi}\par\pard\li0\ri0\sl-226\s
lmult0 \*\tx3826\fs18\cf0\f0\charscalex100 {dengan tindakan yang dipilih (Jaffe,
2001).}\tab \fs18\cf0\f0\charscalex100 {manajerial-organisasional yang diterap}\par\pard\li426\ri0\sl-213\slmult0 \*\tx3826\fs18\cf0\f0\charscalex100 {Secara
umum makalah ini dirancang}\tab \fs18\cf0\f0\charscalex100 {kan selalu memiliki
dua arah tujuan}\par\pard\li0\ri0\sl-213\slmult0 \*\tx3826\fs18\cf0\f0\charscale
x100 {untuk memberikan gambaran tentang}\tab \fs18\cf0\f0\charscalex100 {beserta
konsekuensinya. Pertama, tujuan}\par\pard\li0\ri0\sl-213\slmult0 \*\tx3826\fs18
\cf0\f0\charscalex100 {masalah pemilihan alokasi sumber daya}\tab \fs18\cf0\f0\c
harscalex100 {beserta konsekuensi objektif struktural}\par\pard\li13\ri0\sl-213\
l-226\slmult0 \fs12\cf2\f0\charscalex100 {Jurnal Imu Administrasi
Volume V
No. 4
Desember
2008}\par\pard\sect\sectd\sbkpage


7;32768}}
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b {:: Rizky Dermawan Soemanagara}\b0 \par\column\pard\li0\ri0\sl-240\slmult0 \f
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dikan mencapai standar}\par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex1
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li0\ri0\sl-213\slmult0 \fs18\cf0\par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\par\p
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ar\pard\li0\ri0\sl-253\slmult0 \fs14\cf3\f0\charscalex100 {Kinerja}\par\column\p
ard\li0\ri0\sl-213\slmult0 \fs18\cf0\par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\p
ar\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\par\pard\li0\ri0\sl-213\slmult0 \fs18\c
f0\par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\par\pard\li0\ri0\sl-173\slmult0 \fs
10\cf3\f0\charscalex100 {3)}\par\column\pard\li106\ri0\sl-213\slmult0 \fs18\cf0\
par\pard\li106\ri0\sl-200\slmult0 \fs14\cf3\f0\charscalex100 {Kenaikan}\par\pard
\li0\ri0\sl-186\slmult0 \fs14\cf3\f0\charscalex100 {Biaya Kuliah}\par\column\par
d\li0\ri0\sl-213\slmult0 \fs18\cf0\par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\par
\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0
\par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\par\pard\li0\ri0\sl-173\slmult0 \fs10
\cf3\f0\charscalex100 {1)}\par\pard\sect\sectd\sbknone\pgwsxn10200\pghsxn14160\m
arglsxn666\margrsxn133\cols4\colno1\colw3200\colsr-0\colno2\colw2040\colsr-0\col
no3\colw1613\colsr-0\colno4\colw2546\pard\li1373\ri0\sl-213\slmult0 \fs18\cf0\pa
r\pard\li1373\ri0\sl-200\slmult0 \fs12\cf3\f0\charscalex100\i {Performance/}\i0
\par\pard\li1600\ri0\sl-173\slmult0 \fs14\cf3\f0\charscalex100\i {Profit}\i0 \pa
r\column\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\par\pard\li0\ri0\sl-200\slmult0 \
fs14\cf3\f0\charscalex100\i {Managerial}\i0 \par\pard\li80\ri0\sl-173\slmult0 \f
s14\cf3\f0\charscalex100\i {Strategy}\i0 \par\column\pard\li0\ri0\sl-173\slmult0
\fs14\cf3\f0\charscalex100 {Pendidikan}\par\pard\li106\ri0\sl-320\slmult0 \fs16
\cf3\f0\charscalex100 {+}\par\column\pard\li0\ri0\sl-173\slmult0 \fs14\cf3\f0\ch
arscalex100 {Kemandirian PT}\par\pard\sect\sectd\sbknone\pgwsxn10200\pghsxn14160
\marglsxn666\margrsxn133\cols2\colno1\colw7880\colsr-0\colno2\colw1520\pard\li69
86\ri0\sl-320\slmult0 \fs14\cf3\f0\charscalex100 {Memajukan }\par\column\pard\li
0\ri0\sl-226\slmult0 \fs10\cf3\f0\charscalex100 {2)}\par\pard\sect\sectd\sbknone
\pgwsxn10200\pghsxn14160\marglsxn666\margrsxn133\cols2\colno1\colw4866\colsr-0\c
olno2\colw4533\pard\li2933\ri0\sl-213\slmult0 \fs18\cf0\par\pard\li2933\ri0\sl-2
00\slmult0 \fs14\cf3\f0\charscalex100\i {Objective Structural}\i0 \par\pard\li31
33\ri0\sl-173\slmult0 \fs12\cf3\f0\charscalex100\i {Consequences}\i0 \par\pard\l
i2266\ri0\sl-213\slmult0 \fs18\cf0\par\pard\li2266\ri0\sl-333\slmult0 \fs16\cf1\
f0\charscalex100\b {Gambar 2.}\b0 \par\pard\li1346\ri0\sl-200\slmult0 \fs16\cf1\
f0\charscalex100\b {Paradoks Organisasional: Strategi}\b0 \par\pard\li1573\ri0\s
l-186\slmult0 \fs16\cf1\f0\charscalex100\b {Manajerial - Organisasional}\b0 \par
\pard\li1040\ri0\sl-213\slmult0 \fs18\cf0\par\pard\li1040\ri0\sl-213\slmult0 \fs
18\cf0\par\pard\li1040\ri0\sl-226\slmult0 \fs18\cf0\f0\charscalex100 {organisasi
(}\fs18\cf0\f0\charscalex100\i {objective structural conse-}\i0 \par\pard\li104
0\ri0\sl-226\slmult0 \fs16\cf0\f0\charscalex100\i {quences}\i0 \fs16\cf0\f0\char
scalex100 {), seperti: manajemen tugas-tugas}\par\pard\li1040\ri0\sl-213\slmult0
\fs16\cf0\f0\charscalex100 {organisasional untuk meningkatkan}\par\pard\li1040\
ri0\sl-213\slmult0 \fs16\cf0\f0\charscalex100 {efisiensi dan produktivitas. Kedu
a,}\par\pard\li1040\ri0\sl-213\slmult0 \fs16\cf0\f0\charscalex100 {konsekuensi s
ubjektif terkait tujuan-tujuan}\par\pard\li1040\ri0\sl-213\slmult0 \fs16\cf0\f0\
charscalex100 {kemanusiaan (}\fs16\cf0\f0\charscalex100\i {subjective human cons
e-}\i0 \par\pard\li1040\ri0\sl-226\slmult0 \fs16\cf0\f0\charscalex100\i {quences
}\i0 \fs16\cf0\f0\charscalex100 {), yaitu transaksi intraorgani-}\par\pard\li104
0\ri0\sl-213\slmult0 \fs16\cf0\f0\charscalex100 {sasional yang melibatkan relasi
pekerjaan}\par\pard\li1040\ri0\sl-213\slmult0 \fs16\cf0\f0\charscalex100 {(}\fs
16\cf0\f0\charscalex100\i {employment relationship}\i0 \fs16\cf0\f0\charscalex10
0 {) - relasi antara}\par\pard\li1040\ri0\sl-213\slmult0 \fs16\cf0\f0\charscalex
100 {organisasi dan pekerja dalam koridor}\par\pard\li1040\ri0\sl-213\slmult0 \f
s16\cf0\f0\charscalex100 {pemenuhan sejumlah tujuan strategis}\par\pard\li1040\r
i0\sl-226\slmult0 \fs18\cf0\f0\charscalex100 {organisasi (Jaffe, 2001).}\par\par
d\li1453\ri0\sl-213\slmult0 \fs16\cf0\f0\charscalex100 {Pada gambar 1 dan 2 (Jaf
fe, 2001: 35),}\par\pard\li1040\ri0\sl-213\slmult0 \fs16\cf0\f0\charscalex100 {m
odel konseptual pertama dari paradoks}\par\pard\li1040\ri0\sl-213\slmult0 \fs16\
cf0\f0\charscalex100 {organisasional ditunjukkan dengan}\par\pard\li1040\ri0\sl213\slmult0 \fs16\cf0\f0\charscalex100 {menggunakan tanda pengaruh positif dan}\
par\pard\li1040\ri0\sl-226\slmult0 \fs16\cf0\f0\charscalex100 {negatif dari suat

u tindakan yang sama}\par\pard\li1040\ri0\sl-213\slmult0 \fs16\cf0\f0\charscalex
100 {dalam kerangka pencapaian tujuan}\par\pard\li1040\ri0\sl-213\slmult0 \fs18\
cf0\f0\charscalex100 {organisasi.}\par\column\pard\li1906\ri0\sl-173\slmult0 \fs
14\cf3\f0\charscalex100 {Satuan Pendidikan}\par\pard\li1226\ri0\sl-213\slmult0 \
fs18\cf0\par\pard\li1226\ri0\sl-226\slmult0 \fs16\cf1\f0\charscalex100\b {Gambar
3.}\b0 \par\pard\li146\ri0\sl-200\slmult0 \fs16\cf1\f0\charscalex100\b {Paradok
s Organisasional: Otonomi PT}\b0 \par\pard\li0\ri0\sl-333\slmult0 \fs14\cf0\f0\c
harscalex100\b \i {Keterangan:}\b0 \i0 \par\pard\li0\ri0\sl-173\slmult0 \fs12\cf
0\f0\charscalex100\i {1) Berdasarkan UU Sisdiknas No. 20 tahun 2003 Pasal}\i0 \p
ar\pard\li280\ri0\sl-173\slmult0 \fs10\cf0\f0\charscalex100\i {53 Ayat (1); (2);
dan (3). Rancangan Undang-Undang}\i0 \par\pard\li280\ri0\sl-173\slmult0 \fs12\
cf0\f0\charscalex100\i {Badan Hukum Pendidikan pasal 4 ayat (1)}\i0 \par\pard\li
0\ri0\sl-173\slmult0 \fs12\cf0\f0\charscalex100\i {2) Berdasarkan UU Sisdiknas N
o. 20 tahun 2003 Pasal}\i0 \par\pard\li280\ri0\sl-173\slmult0 \fs12\cf0\f0\chars
calex100\i {53 Ayat (3).}\i0 \par\pard\li0\ri0\sl-173\slmult0 \fs12\cf0\f0\chars
calex100\i {3) Berdasarkan visi UU Sisdiknas No. 20 tahun 2003.}\i0 \par\pard\li
280\ri0\sl-173\slmult0 \fs12\cf0\f0\charscalex100\i {Kinerja pendidikan semakna
dengan kualitas}\i0 \par\pard\li280\ri0\sl-173\slmult0 \fs12\cf0\f0\charscalex10
0\i {pendidikan atau pencapaian daya saing.}\i0 \par\pard\li413\ri0\sl-293\slmul
t0 \fs16\cf0\f0\charscalex100 {Dalam RUU BHP Pasal 8 ayat (3) butir}\par\pard\li
0\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {c tentang pendirian dan pengesa
han,}\par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {dinyatakan bah
wa BHP harus memiliki}\par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex10
0 {kekayaan awal atau modal awal yang}\par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0
\f0\charscalex100 {terpisah dari kekayaan pendiri. Pendirian}\par\pard\li0\ri0\s
l-213\slmult0 \fs18\cf0\f0\charscalex100 {BHP harus memenuhi syarat: (a)}\par\pa
rd\li0\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {mempunyai tujuan di bidang
pendidikan}\par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {formal;
(b) mempunyai struktur orga-}\par\pard\li0\ri0\sl-226\slmult0 \fs18\cf0\f0\char
scalex100 {nisasi; (c) mempunyai kekayaan sendiri}\par\pard\li0\ri0\sl-213\slmul
t0 \fs18\cf0\f0\charscalex100 {yang terpisah dari kekayaan pendiri; dan}\par\par
d\li0\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {(d) mempunyai organ penentu
kebijakan}\par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {umum ter
tinggi (pasal 8 [3] poin c).}\par\pard\li413\ri0\sl-213\slmult0 \fs16\cf0\f0\cha
rscalex100 {Pasal ini mengindikasikan, sebuah}\par\pard\li0\ri0\sl-226\slmult0 \
fs18\cf0\f0\charscalex100 {BHP harus memiliki kekayaan yang}\par\pard\li0\ri0\sl
-213\slmult0 \fs18\cf0\f0\charscalex100 {dihasilkan sebelum menjadi BHP.}\par\pa
rd\li0\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {Pertanyaannya, dari mana k
ekayaan itu}\par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {diperol
eh? Tentu saja dengan mencari}\par\pard\sect\sectd\sbknone\pgwsxn10200\pghsxn141
60\marglsxn666\margrsxn133\cols2\colno1\colw8546\colsr-0\colno2\colw853\pard\li4
040\ri0\sl-213\slmult0 \fs18\cf0\par\pard\li4040\ri0\sl-346\slmult0 \fs12\cf2\f0
\charscalex100 {Jurnal Imu Administrasi }{ }\fs12\cf2\f0\charscalex100 { Volum
e V }{ }\fs12\cf2\f0\charscalex100 { No. 4 }{ }\fs12\cf2\f0\charscalex100 {
Desember }{ }\fs12\cf2\f0\charscalex100 {2008}\par\column\pard\li0\ri0\sl-213\
slmult0 \fs18\cf0\par\pard\li0\ri0\sl-400\slmult0 \fs18\cf1\f0\charscalex100 {41
7}\par\pard\sect\sectd\sbknone\pgwsxn10200\pghsxn14160\marglsxn666\margrsxn133\p
ard\sect\sectd\sbkpage


7;32768}}
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{\sp{\sn pVerticies}{\sv 8;7;(26,13);(0,13);(0,0);(26,0);(26,13);(0,13);(26,13);
}}
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}}
824;1;45824;24577;32768}}

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824;1;45824;24577;32768}}

}}
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7;32768}}

{\sp{\sn pVerticies}{\sv 8;21;(40,760);(26,760);(26,0);(40,0);(40,760);(26,760);
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{\shp{\*\shpinst\shpleft5400\shptop9773\shpright7746\shpbottom12120\shpfhdr0\shp
wr3\shpwrk0\shpfblwtxt1\shplid2224\shpz21\shpbxpage\shpbypage

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0\ri0\sl-240\slmult0 \fs20\cf0\f0\charscalex100\b {>>}\b0 \par\column\pard\li0\r
i0\sl-186\slmult0 \fs14\cf0\f0\charscalex100 {Paradoks Organisasional: Dilema Ma
najerial dalam Pemilihan Alokasi}\par\pard\li0\ri0\sl-160\slmult0 \fs14\cf0\f0\c
harscalex100 {Sumber Daya Organisasi (Studi Kasus Administrasi Publik Pendidikan
Tinggi)}\par\pard\li0\ri0\sl-200\slmult0 \fs12\cf0\f0\charscalex100\b {:: Rizk
y Dermawan Soemanagara}\b0 \par\pard\sect\sectd\sbknone\pgwsxn10200\pghsxn14160\
marglsxn666\margrsxn133\cols3\colno1\colw2386\colsr-0\colno2\colw2186\colsr-0\co
lno3\colw4826\pard\li760\ri0\sl-213\slmult0 \fs18\cf0\par\pard\li760\ri0\sl-213\
slmult0 \fs18\cf0\par\pard\li760\ri0\sl-200\slmult0 \fs14\cf0\f0\charscalex100 {
Kondisi yang}\par\pard\li760\ri0\sl-160\slmult0 \fs12\cf0\f0\charscalex100 {Diin
ginkan 2}\par\pard\li986\ri0\sl-213\slmult0 \fs18\cf0\par\pard\li986\ri0\sl-213\
slmult0 \fs18\cf0\par\pard\li986\ri0\sl-160\slmult0 \fs14\cf0\f0\charscalex100 {
2}\par\pard\li986\ri0\sl-213\slmult0 \fs18\cf0\par\pard\li986\ri0\sl-213\slmult0
\slmult0 \fs14\cf0\f0\charscalex100 {1}\par\column\pard\li0\ri0\sl-213\slmult0 \
fs18\cf0\par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\par\pard\li0\ri0\sl-213\slmul
t0 \fs18\cf0\par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\par\pard\li0\ri0\sl-213\s
lmult0 \fs18\cf0\par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\par\pard\li0\ri0\sl-2
80\slmult0 \fs12\cf0\f0\charscalex100 {Relasi Terbalik}\par\pard\li0\ri0\sl-160\
slmult0 \fs12\cf0\f0\charscalex100 {(Tujuan Organisasi)}\par\pard\li840\ri0\sl-2
13\slmult0 \fs18\cf0\par\pard\li840\ri0\sl-213\slmult0 \fs18\cf0\par\pard\li840\
ri0\sl-213\slmult0 \fs18\cf0\par\pard\li840\ri0\sl-213\slmult0 \fs18\cf0\par\par
d\li840\ri0\sl-293\slmult0 \fs14\cf0\f0\charscalex100 {Kondisi yang}\par\column\
pard\li0\ri0\sl-213\slmult0 \fs18\cf0\par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\
par\pard\li0\ri0\sl-266\slmult0 \fs18\cf0\f0\charscalex100 {terbukti sejak diber
lakukannya otonomi}\par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {
PT, masing-masing PT berlomba-lomba}\par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\f
0\charscalex100 {membuka sebanyak-banyaknya program}\par\pard\li0\ri0\sl-213\slm
ult0 \fs18\cf0\f0\charscalex100 {baru, seperti: ekstension, kelas sore, dan}\par
\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {lain-lain. Implikasinya
, tradisi dan budaya}\par\pard\li0\ri0\sl-226\slmult0 \fs18\cf0\f0\charscalex100
{meneliti apalagi mempublikasikan karya}\par\pard\li0\ri0\sl-213\slmult0 \fs18\
cf0\f0\charscalex100 {ilmiah di kalangan masyarakat akademik}\par\pard\li0\ri0\s
l-213\slmult0 \fs18\cf0\f0\charscalex100 {PT masih memprihatinkan. Padahal salah
}\par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {satu ukuran keungg
ulan dari PT adalah}\par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100
{hasil karya tulis ilmiah/riset yang}\par\pard\li0\ri0\sl-226\slmult0 \fs18\cf0\
f0\charscalex100 {terpublikasikan.}\par\pard\sect\sectd\sbknone\pgwsxn10200\pghs
xn14160\marglsxn666\margrsxn133\cols4\colno1\colw1986\colsr-0\colno2\colw1240\co
lsr-0\colno3\colw1346\colsr-0\colno4\colw4826\pard\li1880\ri0\sl-186\slmult0 \fs
14\cf0\f0\charscalex100 {1}\par\column\pard\li680\ri0\sl-186\slmult0 \fs14\cf0\f
0\charscalex100 {2}\par\pard\li0\ri0\sl-346\slmult0 \fs16\cf0\f0\charscalex100\b
{Gambar 4}\b0 \par\column\pard\li0\ri0\sl-160\slmult0 \fs12\cf0\f0\charscalex10
0 {Diinginkan 1}\par\column\pard\li426\ri0\sl-200\slmult0 \fs18\cf0\f0\charscale
x100 {Model konseptual kedua ditunjuk-}\par\pard\li0\ri0\sl-213\slmult0 \fs18\cf
0\f0\charscalex100 {kan melalui relasi \uc1\u8216Xsimbiosis terbalik}\par\pard\l
i0\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {(}\fs18\cf0\f0\charscalex100\i
{inverted symbiosis}\i0 \fs18\cf0\f0\charscalex100 {)\uc1\u8217X (Etzioni, 1996
, dalam}\par\pard\sect\sectd\sbknone\pgwsxn10200\pghsxn14160\marglsxn666\margrsx
n133\cols2\colno1\colw4440\colsr-0\colno2\colw4960\pard\li1066\ri0\sl-160\slmult
0 \fs16\cf0\f0\charscalex100\b {Model Relasi Simbiosis Terbalik}\b0 \par\pard\li
1640\ri0\sl-146\slmult0 \fs12\cf0\f0\charscalex100\i {(Sumber: Jafee, 2001: 37)}

\i0 \par\pard\li746\ri0\sl-213\slmult0 \fs18\cf0\par\pard\li746\ri0\sl-346\slmul
t0 \fs18\cf0\f0\charscalex100 {akses-akses pembiayaan yang lebih luas}\par\pard\
li746\ri0\sl-213\slmult0 \fs16\cf0\f0\charscalex100 {lagi melalui kenaikan biaya
pendidikan -}\par\pard\li746\ri0\sl-213\slmult0 \fs16\cf0\f0\charscalex100 {umu
mnya melalui peningkatan struktur}\par\pard\li746\ri0\sl-226\slmult0 \fs18\cf0\f
0\charscalex100\i {student body}\i0 \fs18\cf0\f0\charscalex100 {, atau dengan me
ncari investor.}\par\pard\li746\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {A
ksi ini jelas bertentangan dengan prinsip}\par\pard\li746\ri0\sl-213\slmult0 \fs
18\cf0\f0\charscalex100 {\uc1\u8216Xnirlaba\uc1\u8217X dan kedudukanya sebagai p
enye-}\par\pard\li746\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {lenggara pe
ndidikan (tujuan sosial).}\par\pard\li746\ri0\sl-213\slmult0 \fs18\cf0\f0\charsc
alex100 {Karenanya timbul konsekuensi yang tidak}\par\pard\li746\ri0\sl-226\slmu
lt0 \fs18\cf0\f0\charscalex100 {dimaksudkan, misalnya kenaikan biaya}\par\pard\l
i746\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {kuliah. Menaikkan biaya kuli
ah jelas}\par\pard\li746\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {bukan pi
lihan yang diinginkan oleh}\par\pard\li746\ri0\sl-213\slmult0 \fs18\cf0\f0\chars
calex100 {penyelenggara PT. Namun kenaikan ini}\par\pard\li746\ri0\sl-213\slmult
0 \fs18\cf0\f0\charscalex100 {pada dasarnya merupakan konsekuensi}\par\pard\li74
6\ri0\sl-226\slmult0 \fs18\cf0\f0\charscalex100 {atas berkurangnya subsidi dana
dari}\par\pard\li746\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {pemerintah.}
\par\pard\li1173\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {Konsekuensi nega
tif lain yang}\par\pard\li746\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {ber
potensi timbul dari aksi otonomi}\par\pard\li746\ri0\sl-213\slmult0 \fs18\cf0\f0
\charscalex100 {adalah kenaikan kuantitas siswa, yang}\par\pard\li746\ri0\sl-226
\slmult0 \fs18\cf0\f0\charscalex100 {mendorong kenaikan rasio dosen-siswa}\par\p
ard\li746\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {mencapai taraf tidak id
eal. Banyaknya}\par\pard\li746\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {ju
mlah siswa per angkatan secara tidak}\par\pard\li746\ri0\sl-213\slmult0 \fs18\cf
0\f0\charscalex100 {langsung menambah beban waktu}\par\pard\li746\ri0\sl-213\slm
ult0 \fs18\cf0\f0\charscalex100 {mengajar dosen. Sejumlah PT menetapkan}\par\par
d\li746\ri0\sl-226\slmult0 \fs18\cf0\f0\charscalex100 {dana insentif tambahan be
ban waktu}\par\pard\li746\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {mengaja
r para dosen. Semakin banyak}\par\pard\li746\ri0\sl-213\slmult0 \fs18\cf0\f0\cha
rscalex100 {dosen mengajar, maka semakin banyak}\par\pard\li746\ri0\sl-213\slmul
t0 \fs18\cf0\f0\charscalex100 {uang insentif yang diterima. Pilihan ini}\par\par
d\li746\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {lebih menarik dibandingka
n melakukan}\par\pard\li746\ri0\sl-226\slmult0 \fs18\cf0\f0\charscalex100 {penel
itian atau pengabdian pada}\par\pard\li746\ri0\sl-213\slmult0 \fs18\cf0\f0\chars
calex100 {masyarakat.}\par\pard\li1173\ri0\sl-213\slmult0 \fs18\cf0\f0\charscale
x100 {Jika dicermati, selama ini sebagian}\par\column\pard\li133\ri0\sl-213\slmu
lt0 \fs18\cf0\f0\charscalex100 {Jaffe 2001). Relasi simbiosis terbalik}\par\pard
\li133\ri0\sl-226\slmult0 \fs18\cf0\f0\charscalex100 {menunjukkan keadaan dimana
dua kondisi}\par\pard\li133\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {penc
apaian tujuan yang sama-sama}\par\pard\li133\ri0\sl-213\slmult0 \fs18\cf0\f0\cha
rscalex100 {diinginkan (}\fs18\cf0\f0\charscalex100\i {mutually desirable}\i0 \f
s18\cf0\f0\charscalex100 {) menghasil-}\par\pard\li133\ri0\sl-213\slmult0 \fs18\
cf0\f0\charscalex100 {kan sebuah hubungan yang negatif, atau}\par\pard\li133\ri0
\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {terbalik, satu dengan yang lainnya.
Hal}\par\pard\li133\ri0\sl-226\slmult0 \fs18\cf0\f0\charscalex100 {ini menandaka
n bahwa pencapaian satu}\par\pard\li133\ri0\sl-213\slmult0 \fs18\cf0\f0\charscal
ex100 {tujuan akan berpotensi menurunkan}\par\pard\li133\ri0\sl-213\slmult0 \fs1
8\cf0\f0\charscalex100 {tujuan yang lain (Jaffe, 2001).}\par\pard\li560\ri0\sl-2
13\slmult0 \fs18\cf0\f0\charscalex100 {Contoh kasus yang dapat diangkat}\par\par
d\li133\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {untuk menggambarkan model
tersebut}\par\pard\li133\ri0\sl-226\slmult0 \*\tx946\*\tx2160\*\tx2720\fs18\cf0
\f0\charscalex100 {adalah}\tab \fs18\cf0\f0\charscalex100 {pencapaian}\tab \fs18
\cf0\f0\charscalex100 {dua}\tab \fs18\cf0\f0\charscalex100 {kondisi}\par\pard\li
133\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {organisasional: kontrol dan k
omitmen}\par\pard\li133\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {(}\fs18\c
f0\f0\charscalex100\i {control and commitment}\i0 \fs18\cf0\f0\charscalex100 {).

Kondisi yang}\par\pard\li133\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {per
tama lebih terkait dengan model}\par\pard\li133\ri0\sl-213\slmult0 \fs18\cf0\f0\
charscalex100 {alamiah atas sistem pengawasan organisa-}\par\pard\li133\ri0\sl-2
26\slmult0 \fs18\cf0\f0\charscalex100 {sional, yaitu birokrasi, yang secara}\par
\pard\li133\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {alamiah menjadi siste
m kontrol perilaku}\par\pard\li133\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100
{anggota bagi pencapaian tujuan-tujuan}\par\pard\li133\ri0\sl-213\slmult0 \fs18
\cf0\f0\charscalex100 {organisasi (Hanson, 1991; Kreitner dan}\par\pard\li133\ri
0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {Kinicki, 2001; Robbins, 2001; Jaffe
, 2001).}\par\pard\li666\ri0\sl-213\slmult0 \fs18\cf0\par\pard\li666\ri0\sl-146\
slmult0 \fs10\cf0\f0\charscalex100 {2}\par\pard\li0\ri0\sl-146\slmult0 \fs16\cf0
\f0\charscalex100 {Komitmen}\par\pard\li213\ri0\sl-213\slmult0 \fs18\cf0\par\par
d\li213\ri0\sl-213\slmult0 \fs18\cf0\par\pard\li213\ri0\sl-213\slmult0 \fs16\cf0
\f0\charscalex100 {2}\par\pard\li1786\ri0\sl-213\slmult0 \fs18\cf0\par\pard\li17
86\ri0\sl-173\slmult0 \fs16\cf0\f0\charscalex100 {Relasi Terbalik}\par\pard\li21
3\ri0\sl-213\slmult0 \fs18\cf0\par\pard\li213\ri0\sl-293\slmult0 \fs16\cf0\f0\ch
arscalex100 {1}\par\pard\li3186\ri0\sl-213\slmult0 \fs18\cf0\par\pard\li3186\ri0
\sl-213\slmult0 \fs18\cf0\par\pard\li3186\ri0\sl-213\slmult0 \fs18\cf0\par\pard\
li3186\ri0\sl-146\slmult0 \fs10\cf0\f0\charscalex100 {1}\par\pard\sect\sectd\sbk
none\pgwsxn10200\pghsxn14160\marglsxn666\margrsxn133\cols4\colno1\colw5653\colsr
-0\colno2\colw173\colsr-0\colno3\colw1306\colsr-0\colno4\colw2266\pard\li746\ri0
\sl-200\slmult0 \fs18\cf0\f0\charscalex100 {besar kegiatan Tridharma PT lebih}\p
ar\pard\li746\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {berorientasi pada m
isi pendidikan dan}\par\pard\li746\ri0\sl-226\slmult0 \fs18\cf0\f0\charscalex100
{pengajaran. Sementara misi penelitian dan}\par\column\pard\li0\ri0\sl-213\slmu
lt0 \fs16\cf0\f0\charscalex100 {1}\par\column\pard\li706\ri0\sl-213\slmult0 \fs1
6\cf0\f0\charscalex100 {2}\par\pard\li0\ri0\sl-360\slmult0 \fs16\cf0\f0\charscal
ex100\b {Gambar 5}\b0 \par\column\pard\li0\ri0\sl-146\slmult0 \fs16\cf0\f0\chars
calex100 {Kontrol}\par\pard\sect\sectd\sbknone\pgwsxn10200\pghsxn14160\marglsxn6
66\margrsxn133\cols2\colno1\colw4693\colsr-0\colno2\colw4706\pard\li746\ri0\sl-2
13\slmult0 \fs16\cf0\f0\charscalex100 {publikasi ilmiah masih diabaikan. Hal ini
}\par\column\pard\li0\ri0\sl-160\slmult0 \fs16\cf0\f0\charscalex100\b {Relasi Si
mbiosis Terbalik: Kontrol dan}\b0 \par\pard\li1093\ri0\sl-160\slmult0 \fs16\cf0\
f0\charscalex100\b {Komitmen}\b0 \par\pard\sect\sectd\sbknone\pgwsxn10200\pghsxn
14160\marglsxn666\margrsxn133\cols2\colno1\colw746\colsr-0\colno2\colw8653\pard\
li53\ri0\sl-213\slmult0 \fs18\cf0\par\pard\li53\ri0\sl-386\slmult0 \fs18\cf0\f0\
charscalex100 {418}\par\column\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\par\pard\li
0\ri0\sl-333\slmult0 \fs12\cf4\f0\charscalex100 {Jurnal Imu Administrasi
Volu
me V
No. 4
Desember
2008}\par\pard\sect\sectd\sbknone\pgwsxn10200\p
ghsxn14160\marglsxn666\margrsxn133\pard\sect\sectd\sbkpage


7;32768}}

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3\margtsxn666\margbsxn133\cols3\colno1\colw3160\colsr-0\colno2\colw5146\colsr-0\
colno3\colw1093\pard\li1040\ri0\sl-213\slmult0 \fs18\cf0\par\pard\li1040\ri0\sl213\slmult0 \fs18\cf0\par\pard\li1040\ri0\sl-213\slmult0 \fs18\cf0\par\pard\li10
40\ri0\sl-213\slmult0 \fs18\cf0\par\pard\li1040\ri0\sl-373\slmult0 \fs18\cf0\f0\
charscalex100\b {Keterangan:}\b0 \par\column\pard\li480\ri0\sl-186\slmult0 \fs14
\cf0\f0\charscalex100 {Paradoks Organisasional: Dilema Manajerial dalam Pemiliha
n Alokasi}\par\pard\li0\ri0\sl-173\slmult0 \fs12\cf0\f0\charscalex100 {Sumber Da
ya Organisasi (Studi Kasus Administrasi Publik Pendidikan Tinggi)}\par\pard\li28
93\ri0\sl-200\slmult0 \fs10\cf0\f0\charscalex100\b {:: Rizky Dermawan Soemanaga
ra}\b0 \par\pard\li1706\ri0\sl-213\slmult0 \fs18\cf0\par\pard\li1706\ri0\sl-213\
slmult0 \fs18\cf0\par\pard\li1706\ri0\sl-240\slmult0 \fs16\cf0\f0\charscalex100

{utama penentuan interaksi atau kerjasama}\par\column\pard\li0\ri0\sl-240\slmult
0 \fs20\cf0\f0\charscalex100\b {<<}\b0 \par\pard\sect\sectd\sbknone\pgwsxn10200\
pghsxn14160\marglsxn666\margrsxn133\cols2\colno1\colw4866\colsr-0\colno2\colw453
3\pard\li1040\ri0\sl-213\slmult0 \*\tx1453\fs18\cf0\f0\charscalex100 {1)}\tab \f
s18\cf0\f0\charscalex100 {Berdasarkan UU Sisdiknas No. 20}\par\pard\li1453\ri0\s
l-213\slmult0 \fs16\cf0\f0\charscalex100 {tahun 2003 Bab XIX Pasal 66 Ayat (1);}
\par\pard\li1453\ri0\sl-226\slmult0 \fs18\cf0\f0\charscalex100 {(2); dan (3).}\p
ar\pard\li1040\ri0\sl-213\slmult0 \*\tx1453\fs16\cf0\f0\charscalex100 {2)}\tab \
fs16\cf0\f0\charscalex100 {Berdasarkan UU Sisdiknas No. 20}\par\pard\li1453\ri0\
sl-213\slmult0 \fs16\cf0\f0\charscalex100 {tahun 2003 Bab XI Pasal 39 Ayat (1)}\
par\pard\li1453\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {dan (2), Pasal 40
Ayat (2).}\par\pard\li1453\ri0\sl-213\slmult0 \fs18\cf0\par\pard\li1453\ri0\sl226\slmult0 \fs16\cf0\f0\charscalex100 {Bagaimanapun juga, birokrasi}\par\pard\l
i1040\ri0\sl-213\slmult0 \fs16\cf0\f0\charscalex100 {memiliki sejumlah kelemahan
. Sistem ini}\par\pard\li1040\ri0\sl-213\slmult0 \fs16\cf0\f0\charscalex100 {cen
derung menciptakan rutinitas dan}\par\pard\li1040\ri0\sl-213\slmult0 \fs16\cf0\f
0\charscalex100 {membentuk perilaku-perilaku yang}\par\pard\li1040\ri0\sl-213\sl
mult0 \fs16\cf0\f0\charscalex100 {dipolakan mengikuti aturan tertulis yang}\par\
pard\li1040\ri0\sl-226\slmult0 \fs16\cf0\f0\charscalex100 {dibakukan secara keta
t, sehingga menga-}\par\pard\li1040\ri0\sl-213\slmult0 \fs16\cf0\f0\charscalex10
0 {baikan pentingnya inovasi dan kreatifitas.}\par\pard\li1040\ri0\sl-213\slmult
0 \fs16\cf0\f0\charscalex100 {Birokrasi juga menciptakan infleksibilitas}\par\pa
rd\li1040\ri0\sl-213\slmult0 \fs16\cf0\f0\charscalex100 {dan lebih anti terhadap
tindakan-tindakan}\par\pard\li1040\ri0\sl-213\slmult0 \fs16\cf0\f0\charscalex10
0 {perubahan organisa-sional. Kontrol ketat}\par\pard\li1040\ri0\sl-226\slmult0
\fs16\cf0\f0\charscalex100 {atas perilaku untuk selalu taat pada aturan}\par\par
d\li1040\ri0\sl-213\slmult0 \fs16\cf0\f0\charscalex100 {tertulis, cenderung menc
iptakan distorsi}\par\pard\li1040\ri0\sl-213\slmult0 \fs16\cf0\f0\charscalex100
{perilaku yang seharusnya diarahkan untuk}\par\pard\li1040\ri0\sl-213\slmult0 \f
s16\cf0\f0\charscalex100 {mewujudkan tujuan-tujuan organisasi -}\par\pard\li1040
\ri0\sl-213\slmult0 \fs16\cf0\f0\charscalex100 {sebagaimana tujuan awal atau tuj
uan}\par\pard\li1040\ri0\sl-226\slmult0 \fs16\cf0\f0\charscalex100 {utama sebuah
organisasi didirikan - dan}\par\pard\li1040\ri0\sl-213\slmult0 \fs16\cf0\f0\cha
rscalex100 {bukan mengejar tujuan-tujuan untuk taat}\par\pard\li1040\ri0\sl-213\
slmult0 \fs16\cf0\f0\charscalex100 {pada aturan tertulis (Rice dan Bishoprick,}\
par\pard\li1040\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {1971).}\par\pard\
li1453\ri0\sl-213\slmult0 \fs16\cf0\f0\charscalex100 {Sisi negatif dari birokras
i, atau}\par\pard\li1040\ri0\sl-226\slmult0 \*\tx2626\fs16\cf0\f0\charscalex100
{birokratisasi atau}\tab \fs16\cf0\f0\charscalex100\i {red tape}\i0 \fs16\cf0\f0
\charscalex100 {, cenderung}\par\pard\li1040\ri0\sl-213\slmult0 \fs16\cf0\f0\cha
rscalex100 {menurunkan komitmen anggota organi-}\par\pard\li1040\ri0\sl-213\slmu
lt0 \fs16\cf0\f0\charscalex100 {sasi untuk terlibat penuh dalam pencapaian}\par\
pard\li1040\ri0\sl-213\slmult0 \fs16\cf0\f0\charscalex100 {tujuan organisasi. Ha
l ini dikarenakan}\par\pard\li1040\ri0\sl-213\slmult0 \fs16\cf0\f0\charscalex100
{kontrol yang berlebihan menurunkan}\par\pard\li1040\ri0\sl-226\slmult0 \fs16\c
f0\f0\charscalex100 {iklim atau tingkat kepercayaan (Ritzer,}\par\pard\li1040\ri
0\sl-213\slmult0 \fs16\cf0\f0\charscalex100 {1980; Jaffe, 2001; Fukuyama, 2002).
Padahal,}\par\pard\li1040\ri0\sl-213\slmult0 \fs16\cf0\f0\charscalex100 {keterb
ukaan informasi dan keeratan}\par\pard\li1040\ri0\sl-213\slmult0 \*\tx2333\*\tx3
946\fs16\cf0\f0\charscalex100 {komunikasi}\tab \fs16\cf0\f0\charscalex100 {mempe
rmudah}\tab \fs16\cf0\f0\charscalex100 {alur}\par\pard\li1040\ri0\sl-213\slmult0
\fs16\cf0\f0\charscalex100 {pembagian dan pengawasan alokasi}\par\pard\li1040\r
i0\sl-226\slmult0 \fs16\cf0\f0\charscalex100 {sumber daya. Hal tersebut akan mem
bantu}\par\pard\li1040\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {pembentuka
n modal sosial (}\fs16\cf0\f0\charscalex100\i {social capital}\i0 \fs18\cf0\f0\c
harscalex100 {).}\par\pard\li1453\ri0\sl-213\slmult0 \fs16\cf0\f0\charscalex100
{Modal sosial merupakan serang-}\par\pard\li1040\ri0\sl-213\slmult0 \fs16\cf0\f0
\charscalex100 {kaian nilai atau norma-norma formal dan}\par\pard\li1040\ri0\sl213\slmult0 \fs16\cf0\f0\charscalex100 {informal yang dimiliki bersama di antara
}\par\pard\li1040\ri0\sl-226\slmult0 \fs16\cf0\f0\charscalex100 {para anggota su

atu kelompok atau}\par\pard\li1040\ri0\sl-213\slmult0 \fs16\cf0\f0\charscalex100
{organisasi yang memungkinkan terben-}\par\pard\li1040\ri0\sl-213\slmult0 \fs16
\cf0\f0\charscalex100 {tuknya kepercayaan dan terjalinnya}\par\pard\li1040\ri0\s
l-213\slmult0 \fs16\cf0\f0\charscalex100 {kerjasama yang kokoh di antara mereka.
}\par\pard\li1040\ri0\sl-213\slmult0 \fs16\cf0\f0\charscalex100 {Modal ini terbe
ntuk melalui suatu proses}\par\pard\li1040\ri0\sl-226\slmult0 \fs16\cf0\f0\chars
calex100 {saling interaksi variabel kultural,}\par\pard\li1040\ri0\sl-213\slmult
0 \fs16\cf0\f0\charscalex100 {ekonomi, dan juga politik yang rumit}\par\pard\li1
040\ri0\sl-213\slmult0 \fs16\cf0\f0\charscalex100 {(Fukuyama, 2002). Tingkat rel
iabilitas,}\par\pard\li1040\ri0\sl-213\slmult0 \fs16\cf0\f0\charscalex100 {integ
ritas, dan komitmen menjadi ukuran}\par\column\pard\li0\ri0\sl-213\slmult0 \fs18
\cf0\f0\charscalex100 {antar pemain dalam kerangka meraih}\par\pard\li0\ri0\sl-2
13\slmult0 \fs18\cf0\f0\charscalex100 {harapan-harapan masa depan atau tujuan-}\
par\pard\li0\ri0\sl-226\slmult0 \fs18\cf0\f0\charscalex100 {tujuan organisasi (K
reitner dan Kinicki,}\par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100
{2001; Jaffe, 2001).}\par\pard\li413\ri0\sl-213\slmult0 \fs16\cf0\f0\charscalex
100 {Pada kasus kontrol-komitmen dalam}\par\pard\li0\ri0\sl-213\slmult0 \fs18\cf
0\f0\charscalex100 {konteks pendidikan tinggi, pengaturan}\par\pard\li0\ri0\sl-2
13\slmult0 \fs18\cf0\f0\charscalex100 {universitas oleh otoritas - Pemerintah;}\
par\pard\li0\ri0\sl-226\slmult0 \fs18\cf0\f0\charscalex100 {Diknas - dapat diang
gap berpotensi}\par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {meng
hilangkan kemandirian pendidik}\par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\f0\cha
rscalex100 {dan keprofesionalan mereka. Standar-}\par\pard\li0\ri0\sl-213\slmult
0 \fs18\cf0\f0\charscalex100 {disasi proses belajar-mengajar bahkan}\par\pard\li
0\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {menciptakan ketidakpastian tent
ang}\par\pard\li0\ri0\sl-226\slmult0 \fs18\cf0\f0\charscalex100 {bagaimana kuali
tas akan diraih. Instruksi}\par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\f0\charsca
lex100 {dari pemerintah sering menjadi alat}\par\pard\li0\ri0\sl-213\slmult0 \fs
18\cf0\f0\charscalex100 {kebijakan dan juga politik, namun diam-}\par\pard\li0\r
i0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {diam universitas melawan. Organisa
si}\par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {pendidikan denga
n kata lain memiliki}\par\pard\li0\ri0\sl-226\slmult0 \fs18\cf0\f0\charscalex100
{ikatan yang lemah/tidak kuat antar aktor}\par\pard\li0\ri0\sl-213\slmult0 \fs1
8\cf0\f0\charscalex100 {yang secara relatif memiliki tingkat}\par\pard\li0\ri0\s
l-213\slmult0 \fs18\cf0\f0\charscalex100 {independensi tertentu, seperti: keman}\par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {dirian sebagai pen
didik atau pengajar dan}\par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex
100 {akademikus professional.}\par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\par\par
d\li0\ri0\sl-213\slmult0 \fs18\cf0\par\pard\li0\ri0\sl-226\slmult0 \*\tx413\*\tx
2120\fs18\cf0\f0\charscalex100\b {C.}\b0 \tab \fs18\cf0\f0\charscalex100\b {KASU
S-KASUS}\b0 \tab \fs18\cf0\f0\charscalex100\b {PARADOKS}\b0 \par\pard\li413\ri0\
sl-213\slmult0 \fs18\cf0\f0\charscalex100\b {ORGANISASIONAL}\b0 \par\pard\li0\ri
0\sl-213\slmult0 \*\tx413\fs18\cf0\f0\charscalex100\b {1.}\b0 \tab \fs18\cf0\f0\
charscalex100\b {Kualitas Pengajaran atau Penelitian}\b0 \par\pard\li413\ri0\sl226\slmult0 \fs16\cf0\f0\charscalex100 {Kualitas dari universitas-universitas}\p
ar\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {terkemuka, atau yang
disebut dengan}{ }\fs18\cf0\f0\charscalex100\i {world}\i0 \par\pard\li0\ri0\sl-2
13\slmult0 \fs18\cf0\f0\charscalex100\i {class universitie}\i0 \fs18\cf0\f0\char
scalex100 {s, dinilai dari karya-karya}\par\pard\li0\ri0\sl-213\slmult0 \fs18\cf
0\f0\charscalex100 {riset ilmiah terpublikasikan dan}\par\pard\li0\ri0\sl-213\sl
mult0 \fs18\cf0\f0\charscalex100 {produktivitas keilmuan. Untuk meraih}\par\pard
\li0\ri0\sl-226\slmult0 \fs18\cf0\f0\charscalex100 {reputasi ini, universitas me
ngeluarkan}\par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {sejumlah
strategi imbal jasa kepada para}\par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\f0\c
harscalex100 {staf pengajar, seperti: promosi struktural}\par\pard\li0\ri0\sl-21
3\slmult0 \fs18\cf0\f0\charscalex100 {dan fungsional yang lebih cepat atau}\par\
pard\li0\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {insentif penghargaan, ya
ng seluruhnya}\par\pard\li0\ri0\sl-226\slmult0 \fs18\cf0\f0\charscalex100 {didas
arkan atas publikasi artikel ilmiah}\par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\f
0\charscalex100 {di jurnal atau buku. Konsekuensi yang}\par\pard\li0\ri0\sl-213\

slmult0 \fs18\cf0\f0\charscalex100 {dimaksudkan dari strategi semacam ini}\par\p
ard\li0\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {adalah terbentuknya buday
a membaca dan}\par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {menul
is, meningkatnya produktivitas}\par\pard\li0\ri0\sl-226\slmult0 \fs18\cf0\f0\cha
rscalex100 {untuk menulis, dan pada akhirnya}\par\pard\li0\ri0\sl-213\slmult0 \f
s18\cf0\f0\charscalex100 {meningkatkan kualitas dan prestise}\par\pard\li0\ri0\s
l-213\slmult0 \fs18\cf0\f0\charscalex100 {universitas.}\par\pard\li413\ri0\sl-21
3\slmult0 \fs16\cf0\f0\charscalex100 {Reputasi yang dikaitkan dengan}\par\pard\l
i0\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {karya ilmiah, menimbulkan kons
ekuensi}\par\pard\li0\ri0\sl-226\slmult0 \fs18\cf0\f0\charscalex100 {yang tidak
dimaksudkan, yaitu diabai-}\par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\f0\charsca
lex100 {kannya darma pendidikan dan pengajaran.}\par\pard\li0\ri0\sl-213\slmult0
\fs18\cf0\f0\charscalex100 {Penurunan tingkat komitmen untuk}\par\pard\li0\ri0\
sl-213\slmult0 \fs18\cf0\f0\charscalex100 {mengajar siswa karena dosen sibuk}\pa
r\pard\sect\sectd\sbknone\pgwsxn10200\pghsxn14160\marglsxn666\margrsxn133\cols2\
colno1\colw8546\colsr-0\colno2\colw853\pard\li4040\ri0\sl-213\slmult0 \fs18\cf0\
par\pard\li4040\ri0\sl-213\slmult0 \fs18\cf0\par\pard\li4040\ri0\sl-226\slmult0
\fs12\cf5\f0\charscalex100 {Jurnal Imu Administrasi }{ }\fs12\cf5\f0\charscalex
100 { Volume V }{ }\fs12\cf5\f0\charscalex100 { No. 4 }{ }\fs12\cf5\f0\char
scalex100 { Desember }{ }\fs12\cf5\f0\charscalex100 {2008}\par\column\pard\li0
\ri0\sl-213\slmult0 \fs18\cf0\par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\par\pard
\li0\ri0\sl-280\slmult0 \fs18\cf1\f0\charscalex100 {419}\par\pard\sect\sectd\sbk
none\pgwsxn10200\pghsxn14160\marglsxn666\margrsxn133\pard\sect\sectd\sbkpage

7;32768}}

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slmult0 \*\tx3853\fs18\cf0\f0\charscalex100 {meneliti, merupakan kasus paradoks}
\tab \fs12\cf0\f0\charscalex100 {Kualitas}\par\pard\li0\ri0\sl-213\slmult0 \*\tx
3813\fs18\cf0\f0\charscalex100 {organisasional yang dihadapi PT.}\tab \fs12\cf0\
f0\charscalex100 {Penelitian}\par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\f0\chars
calex100 {Konsekuensi negatif ini berpotensi}\par\pard\li0\ri0\sl-213\slmult0 \*

\tx3960\fs18\cf0\f0\charscalex100 {menurunkan kualitas dari para siswa, dan}\tab
\fs12\cf0\f0\charscalex100 {2}\par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\f0\cha
rscalex100 {berkontribusi terhadap penurunan}\par\pard\li0\ri0\sl-226\slmult0 \f
s18\cf0\f0\charscalex100 {reputasi PT.}\par\pard\li426\ri0\sl-213\slmult0 \fs18\
cf0\f0\charscalex100 {Reputasi yang dikaitkan dengan}\par\pard\li3960\ri0\sl-120
\slmult0 \fs12\cf0\f0\charscalex100 {1}\par\pard\li0\ri0\sl-186\slmult0 \fs18\cf
0\f0\charscalex100 {karya ilmiah, menimbulkan konsekuensi}\par\pard\li0\ri0\sl-1
86\slmult0 \fs18\cf0\f0\charscalex100 {yang tidak dimaksudkan, yaitu diabai-}\pa
r\pard\li0\ri0\sl-186\slmult0 \fs18\cf0\f0\charscalex100 {kannya darma pendidika
n dan pengajaran.}\par\pard\li0\ri0\sl-186\slmult0 \fs18\cf0\f0\charscalex100 {P
enurunan tingkat komitmen untuk}\par\column\pard\li0\ri0\sl-213\slmult0 \fs18\cf
0\par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\par\pard\li0\ri0\sl-213\slmult0 \fs1
\fs18\cf0\par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\par\pard\li0\ri0\sl-213\slmu
lt0 \fs18\cf0\par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\par\pard\li0\ri0\sl-213\
slmult0 \fs18\cf0\par\pard\li0\ri0\sl-266\slmult0 \fs12\cf0\f0\charscalex100 {Re
putasi Universitas}\par\pard\li746\ri0\sl-213\slmult0 \fs18\cf0\par\pard\li746\r
i0\sl-213\slmult0 \fs18\cf0\par\pard\li746\ri0\sl-213\slmult0 \fs18\cf0\par\pard
\li746\ri0\sl-213\slmult0 \fs18\cf0\par\pard\li746\ri0\sl-293\slmult0 \fs12\cf0\
f0\charscalex100 {Kualitas Pengajaran}\par\pard\sect\sectd\sbknone\pgwsxn10200\p
ghsxn14160\marglsxn666\margrsxn133\cols3\colno1\colw5520\colsr-0\colno2\colw306\
colsr-0\colno3\colw3573\pard\li746\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100
{mengajar siswa karena dosen sibuk}\par\column\pard\li0\ri0\sl-120\slmult0 \fs1
2\cf0\f0\charscalex100 {1}\par\column\pard\li426\ri0\sl-120\slmult0 \fs12\cf0\f0
\charscalex100 {2}\par\pard\li0\ri0\sl-200\slmult0 \fs16\cf0\f0\charscalex100\b
{Gambar 7}\b0 \par\pard\sect\sectd\sbknone\pgwsxn10200\pghsxn14160\marglsxn666\m
argrsxn133\cols2\colno1\colw4573\colsr-0\colno2\colw4826\pard\li746\ri0\sl-186\s
lmult0 \fs18\cf0\f0\charscalex100 {meneliti, merupakan kasus paradoks}\par\pard\
li746\ri0\sl-186\slmult0 \fs18\cf0\f0\charscalex100 {organisasional yang dihadap
i PT.}\par\pard\li746\ri0\sl-186\slmult0 \fs18\cf0\f0\charscalex100 {Konsekuensi
negatif ini berpotensi}\par\pard\li746\ri0\sl-200\slmult0 \fs18\cf0\f0\charscal
ex100 {menurunkan kualitas dari para siswa, dan}\par\pard\li746\ri0\sl-213\slmul
t0 \fs18\cf0\f0\charscalex100 {berkontribusi terhadap penurunan}\par\pard\li746\
ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {reputasi PT.}\par\pard\li2866\ri0
\sl-213\slmult0 \fs18\cf0\par\pard\li2866\ri0\sl-293\slmult0 \fs14\cf0\f0\charsc
alex100 {Penurunan }\par\pard\li2586\ri0\sl-173\slmult0 \fs14\cf0\f0\charscalex1
00 {Kualitas Pen gajaran}\par\pard\li1240\ri0\sl-213\slmult0 \fs18\cf0\par\pard\
li1240\ri0\sl-213\slmult0 \fs18\cf0\par\pard\li1240\ri0\sl-266\slmult0 \fs14\cf0
\f0\charscalex100 {Reputasi}\par\column\pard\li160\ri0\sl-186\slmult0 \fs16\cf0\
f0\charscalex100\b {Relasi Simbiosis Terbalik: Pengajaran}\b0 \par\pard\li1040\r
i0\sl-186\slmult0 \fs16\cf0\f0\charscalex100\b {atau Penelitian}\b0 \par\pard\li
0\ri0\sl-213\slmult0 \fs18\cf0\par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\par\par
d\li0\ri0\sl-213\slmult0 \*\tx426\fs18\cf0\f0\charscalex100\b {2.}\b0 \tab \fs18
\cf0\f0\charscalex100\b {Anggaran dan Variabel Non}\b0 \par\pard\li426\ri0\sl-21
3\slmult0 \*\tx1466\*\tx2573\fs16\cf0\f0\charscalex100\b {Ekonomi}\b0 \tab \fs16
\cf0\f0\charscalex100\b {Terhadap}\b0 \tab \fs16\cf0\f0\charscalex100\b {Kinerja
}\b0 \par\pard\li426\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100\b {Pendidikan
}\b0 \par\pard\li426\ri0\sl-240\slmult0 \fs16\cf0\f0\charscalex100 {Woessmann (G
unawan, 2008),}\par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {meny
ajikan fakta empirik tentang}\par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\f0\chars
calex100 {terujinya hipotesis relasi positif, namun}\par\pard\li0\ri0\sl-213\slm
ult0 \fs18\cf0\f0\charscalex100 {tidak signifikan antara tingkat investasi}\par\
pard\li0\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {pendidikan dengan kinerj
a pendidikan.}\par\pard\sect\sectd\sbknone\pgwsxn10200\pghsxn14160\marglsxn666\m
argrsxn133\cols3\colno1\colw2000\colsr-0\colno2\colw2573\colsr-0\colno3\colw4826
\pard\li1160\ri0\sl-173\slmult0 \fs14\cf0\f0\charscalex100 {Universitas}\par\par
d\li1253\ri0\sl-320\slmult0 \fs16\cf0\f0\charscalex100 {+}\par\column\pard\li680
\ri0\sl-93\slmult0 \fs14\cf0\f0\charscalex100 {Aksi Tri Dharma}\par\pard\li840\r
i0\sl-213\slmult0 \fs18\cf0\par\pard\li840\ri0\sl-213\slmult0 \fs18\cf0\par\pard

f0\charscalex100 {Memajukan}\par\pard\li626\ri0\sl-160\slmult0 \fs14\cf0\f0\char
scalex100 {Kualitas Penelitian}\par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\par\pa
rd\li0\ri0\sl-333\slmult0 \fs16\cf0\f0\charscalex100\b {Gambar 6}\b0 \par\column
\pard\li0\ri0\sl-200\slmult0 \fs18\cf0\f0\charscalex100 {Artinya, anggaran pendi
dikan yang tinggi}\par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {t
idak secara otomatis akan meningkatkan}\par\pard\li0\ri0\sl-213\slmult0 \fs18\cf
0\f0\charscalex100 {tingkat kinerja pendidikan yang tinggi}\par\pard\li0\ri0\sl213\slmult0 \fs18\cf0\f0\charscalex100 {pula.}\par\pard\li426\ri0\sl-213\slmult0
\fs18\cf0\f0\charscalex100 {Indikator dari tingkat anggaran}\par\pard\li0\ri0\s
l-226\slmult0 \fs18\cf0\f0\charscalex100 {adalah pembiayaan pendidikan yang}\par
\pard\li0\ri0\sl-213\slmult0 \*\tx973\*\tx2253\*\tx2746\fs18\cf0\f0\charscalex10
0 {dihitung}\tab \fs18\cf0\f0\charscalex100 {pembiayaan}\tab \fs18\cf0\f0\charsc
alex100 {per}\tab \fs18\cf0\f0\charscalex100 {siswa}\par\pard\sect\sectd\sbknone
\pgwsxn10200\pghsxn14160\marglsxn666\margrsxn133\cols2\colno1\colw4573\colsr-0\c
olno2\colw4826\pard\li746\ri0\sl-186\slmult0 \fs16\cf0\f0\charscalex100\b {Parad
oks: Antara Mengajar atau Meneliti}\b0 \par\pard\li1173\ri0\sl-213\slmult0 \fs18
\cf0\par\pard\li1173\ri0\sl-253\slmult0 \fs18\cf0\f0\charscalex100 {Demikian pul
a sebaliknya. Jika status}\par\pard\li746\ri0\sl-213\slmult0 \fs18\cf0\f0\charsc
alex100 {profesional seorang dosen dinilai semata-}\par\pard\li746\ri0\sl-213\sl
mult0 \fs18\cf0\f0\charscalex100 {mata dari keaktifannya mendidik dan}\par\pard\
li746\ri0\sl-226\slmult0 \fs18\cf0\f0\charscalex100 {mengajar, serta PT mengelua
rkan strategi}\par\pard\li746\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {man
ajerial imbal jasa atas dasar}\par\pard\li746\ri0\sl-213\slmult0 \fs18\cf0\f0\ch
arscalex100 {keterlibatan penuh di darma tersebut,}\par\pard\li746\ri0\sl-213\sl
mult0 \fs18\cf0\f0\charscalex100 {maka konsekuensi yang tidak dimaksud-}\par\par
d\li746\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {kan adalah penurunan kual
itas dan}\par\pard\li746\ri0\sl-226\slmult0 \fs18\cf0\f0\charscalex100 {produkti
vitas penelitian ilmiah beserta}\par\pard\li746\ri0\sl-213\slmult0 \fs18\cf0\f0\
charscalex100 {publikasinya. Pengaruh dari konsekuensi}\par\pard\li746\ri0\sl-21
3\slmult0 \fs18\cf0\f0\charscalex100 {ini adalah penilaian kualitas dan reputasi
}\par\pard\li746\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {organisasi yang
rendah oleh para}\par\pard\li746\ri0\sl-213\slmult0 \fs16\cf0\f0\charscalex100\i
{stakeholders}\i0 \fs18\cf0\f0\charscalex100 {.}\par\pard\li1173\ri0\sl-226\slm
ult0 \fs18\cf0\f0\charscalex100 {Mayoritas PT dihadapkan pada}\par\pard\li746\ri
0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {masalah \uc1\u8220Xdilema pertukara
n (}\fs18\cf0\f0\charscalex100\i {dilemma of}\i0 \par\pard\li746\ri0\sl-213\slmu
lt0 \fs18\cf0\f0\charscalex100\i {trade-offs}\i0 \fs18\cf0\f0\charscalex100 {)\u
c1\u8221X antara mengajar dan meneliti.}\par\pard\li746\ri0\sl-213\slmult0 \fs18
\cf0\f0\charscalex100 {Paradoks organisasional semacam ini}\par\pard\li746\ri0\s
l-213\slmult0 \fs18\cf0\f0\charscalex100 {menjadi masalah klasik bagi PT (Jaffe,
}\par\pard\li746\ri0\sl-226\slmult0 \fs18\cf0\f0\charscalex100 {2001).}\par\colu
mn\pard\li0\ri0\sl-186\slmult0 \fs18\cf0\f0\charscalex100 {(}\fs18\cf0\f0\charsc
alex100\i {expenditure per student}\i0 \fs18\cf0\f0\charscalex100 {). Sedang ind
ikator}\par\pard\li0\ri0\sl-186\slmult0 \fs18\cf0\f0\charscalex100 {dari tingkat
kinerja pendidikan adalah}\par\pard\li0\ri0\sl-200\slmult0 \*\tx600\*\tx1546\*\
tx2186\fs18\cf0\f0\charscalex100 {hasil}\tab \fs18\cf0\f0\charscalex100 {rata-ra
ta}\tab \fs18\cf0\f0\charscalex100\i {Third}\i0 \tab \fs18\cf0\f0\charscalex100\
i {International}\i0 \par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100
\i {Mathematics and Science Study}\i0 \fs18\cf0\f0\charscalex100 { (TIMSS).}\pa
r\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {Studi relasi antara in
vestasi dengan kinerja}\par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex1
00 {pendidikan yang dilakukan lintas-negara}\par\pard\li0\ri0\sl-213\slmult0 \fs
18\cf0\f0\charscalex100 {ini mengasumsikan sistem pendidikan}\par\pard\li0\ri0\s
l-213\slmult0 \fs18\cf0\f0\charscalex100 {dalam hal matematika dan sains yang}\p
ar\pard\li0\ri0\sl-226\slmult0 \fs18\cf0\f0\charscalex100 {diterapkan di setiap
negara adalah}\par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {serag
am.}\par\pard\li426\ri0\sl-213\slmult0 \fs16\cf0\f0\charscalex100 {Pada tingkat
pembiayaan per siswa}\par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100
{sebesar $ 2.000 (kurang lebih ekuivalen}\par\pard\li0\ri0\sl-213\slmult0 \fs18
\cf0\f0\charscalex100 {dengan Rp 4.000.000; asumsi Rupiah/}\par\pard\li0\ri0\sl226\slmult0 \fs18\cf0\f0\charscalex100 {Dollar Rp 2.000 pada 1994 (data yang}\pa
r\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {digunakan peneliti ada
lah pada tahun}\par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {ters
ebut), maka kinerja pendidikan siswa}\par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\
f0\charscalex100 {sekolah dasar Korea (KOR): 575, Singapura}\par\pard\li0\ri0\sl
-213\slmult0 \fs18\cf0\f0\charscalex100 {(SGP): 550, dan Hong Kong (HKG): 535}\p
ar\pard\li0\ri0\sl-226\slmult0 \fs18\cf0\f0\charscalex100 {adalah lebih tinggi d
ibandingkan}\par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {pencapa
ian kinerja pendidikan siswa}\par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\f0\chars
calex100 {negara Britania Raya/Inggris (GBR): 500,}\par\pard\sect\sectd\sbknone\
pgwsxn10200\pghsxn14160\marglsxn666\margrsxn133\cols2\colno1\colw746\colsr-0\col
no2\colw8653\pard\li53\ri0\sl-213\slmult0 \fs18\cf0\par\pard\li53\ri0\sl-333\slm
ult0 \fs18\cf0\f0\charscalex100 {420}\par\column\pard\li0\ri0\sl-213\slmult0 \fs
18\cf0\par\pard\li0\ri0\sl-280\slmult0 \fs12\cf4\f0\charscalex100 {Jurnal Imu Ad
ministrasi
Volume V
No. 4
Desember
2008}\par\pard\sect\sectd\sbk
none\pgwsxn10200\pghsxn14160\marglsxn666\margrsxn133\pard\sect\sectd\sbkpage

7;32768}}
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7;32768}}
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lt0 \*\tx1880\fs16\cf0\f0\charscalex100\b {Tabel 1.}\b0 \tab \fs16\cf0\f0\charsc
alex100\b {Perbandingan Pembiayaan dan Tingkat Kinerja Siswa Sekolah Dasar}\b0 \
par\column\pard\li0\ri0\sl-240\slmult0 \fs20\cf0\f0\charscalex100\b {<<}\b0 \par
\pard\sect\sectd\sbknone\pgwsxn10200\pghsxn14160\marglsxn666\margrsxn133\cols4\c
olno1\colw2266\colsr-0\colno2\colw2000\colsr-0\colno3\colw1746\colsr-0\colno4\co
lw3386\pard\li1600\ri0\sl-320\slmult0 \fs16\cf0\f0\charscalex100\b {No}\b0 \par\
pard\li1666\ri0\sl-240\slmult0 \fs16\cf0\f0\charscalex100 {1}\par\pard\li1666\ri
0\sl-240\slmult0 \fs16\cf0\f0\charscalex100 {2}\par\pard\li1666\ri0\sl-240\slmul
t0 \fs16\cf0\f0\charscalex100 {3}\par\pard\li1666\ri0\sl-240\slmult0 \fs16\cf0\f
0\charscalex100 {4}\par\pard\li1666\ri0\sl-240\slmult0 \fs16\cf0\f0\charscalex10
0 {5}\par\pard\li1666\ri0\sl-240\slmult0 \fs16\cf0\f0\charscalex100 {6}\par\colu
mn\pard\li426\ri0\sl-320\slmult0 \fs16\cf0\f0\charscalex100\b {Negara}\b0 \par\p
ard\li0\ri0\sl-240\slmult0 \fs16\cf0\f0\charscalex100 {Korea}\par\pard\li0\ri0\s
l-240\slmult0 \fs16\cf0\f0\charscalex100 {Singapura}\par\pard\li0\ri0\sl-240\slm
ult0 \fs16\cf0\f0\charscalex100 {Hong Kong}\par\pard\li0\ri0\sl-240\slmult0 \fs1
6\cf0\f0\charscalex100 {Inggris}\par\pard\li0\ri0\sl-240\slmult0 \fs16\cf0\f0\ch
arscalex100 {Amerika}\par\pard\li0\ri0\sl-240\slmult0 \fs16\cf0\f0\charscalex100
{Kanada}\par\column\pard\li0\ri0\sl-320\slmult0 \fs16\cf0\f0\charscalex100\b \i
{Expenditures}\b0 \i0 \fs8\cf0\f0\charscalex100\b {1}\b0 \par\pard\li306\ri0\sl
-240\slmult0 \fs16\cf0\f0\charscalex100 {2.000}\par\pard\li480\ri0\sl-240\slmult
0 \fs16\cf0\f0\charscalex100 {"}\par\pard\li466\ri0\sl-240\slmult0 \fs16\cf0\f0\
charscalex100 {\uc1\u8221X}\par\pard\li306\ri0\sl-240\slmult0 \fs16\cf0\f0\chars
calex100 {3.500}\par\pard\li306\ri0\sl-240\slmult0 \fs16\cf0\f0\charscalex100 {4
.500}\par\pard\li306\ri0\sl-240\slmult0 \fs16\cf0\f0\charscalex100 {5.000}\par\c
olumn\pard\li0\ri0\sl-320\slmult0 \fs16\cf0\f0\charscalex100\b {Kinerja}\b0 \fs8
\cf0\f0\charscalex100\b {2}\b0 \par\pard\li200\ri0\sl-240\slmult0 \fs16\cf0\f0\c
harscalex100 {575}\par\pard\li200\ri0\sl-240\slmult0 \fs16\cf0\f0\charscalex100
{550}\par\pard\li200\ri0\sl-240\slmult0 \fs16\cf0\f0\charscalex100 {535}\par\par
d\li200\ri0\sl-240\slmult0 \fs16\cf0\f0\charscalex100 {500}\par\pard\li200\ri0\s
l-240\slmult0 \fs16\cf0\f0\charscalex100 {525}\par\pard\li200\ri0\sl-240\slmult0
\fs16\cf0\f0\charscalex100 {515}\par\pard\sect\sectd\sbknone\pgwsxn10200\pghsxn
14160\marglsxn666\margrsxn133\cols2\colno1\colw4866\colsr-0\colno2\colw4533\pard
\li1040\ri0\sl-293\slmult0 \*\tx1880\*\tx2173\fs12\cf0\f0\charscalex100\i {Keter
angan:}\i0 \tab \fs14\cf0\f0\charscalex100\i {1.}\i0 \tab \fs12\cf0\f0\charscale
x100\i {Expenditures dalam $}\i0 \par\pard\li1880\ri0\sl-173\slmult0 \*\tx2173\f
s14\cf0\f0\charscalex100\i {2.}\i0 \tab \fs14\cf0\f0\charscalex100\i {Nilai kine
rja}\i0 \par\pard\li1040\ri0\sl-213\slmult0 \fs18\cf0\par\pard\li1040\ri0\sl-293
\slmult0 \fs18\cf0\f0\charscalex100 {Amerika (USA): 525, dan Kanada (CAN):}\par\
pard\li1040\ri0\sl-213\slmult0 \fs16\cf0\f0\charscalex100 {515, dengan pembiayaa
n per siswanya}\par\pard\li1040\ri0\sl-213\slmult0 \fs16\cf0\f0\charscalex100 {k
urang lebih sebesar $ 3.500/siswa (untuk}\par\pard\li1040\ri0\sl-213\slmult0 \fs
16\cf0\f0\charscalex100 {Inggris), dan sekitar $ 4.500/siswanya}\par\pard\li1040
\ri0\sl-226\slmult0 \fs16\cf0\f0\charscalex100 {untuk Amerika, serta $ 5.000 unt
uk}\par\pard\li1040\ri0\sl-213\slmult0 \fs16\cf0\f0\charscalex100 {Kanada. Demik
ian pula halnya dengan}\par\pard\li1040\ri0\sl-213\slmult0 \fs16\cf0\f0\charscal
ex100 {anggaran per siswa dan kinerja pendidikan}\par\pard\li1040\ri0\sl-213\slm
ult0 \fs16\cf0\f0\charscalex100 {untuk siswa sekolah menengah. Kinerja}\par\pard

\li1040\ri0\sl-213\slmult0 \fs16\cf0\f0\charscalex100 {siswa ketiga negara yang
dicontohkan}\par\pard\li1040\ri0\sl-226\slmult0 \fs16\cf0\f0\charscalex100 {pert
ama (kecuali Singapura yang skor}\par\pard\li1040\ri0\sl-213\slmult0 \*\tx2186\*
\tx3120\*\tx3786\fs16\cf0\f0\charscalex100 {kinerjanya}\tab \fs16\cf0\f0\charsca
lex100 {menjadi}\tab \fs16\cf0\f0\charscalex100 {lebih}\tab \fs16\cf0\f0\charsca
lex100 {tinggi}\par\pard\li1040\ri0\sl-213\slmult0 \fs16\cf0\f0\charscalex100 {d
ibandingkan Korea dan Hong Kong),}\par\pard\li1040\ri0\sl-213\slmult0 \fs16\cf0\
f0\charscalex100 {adalah lebih tinggi dibandingkan tiga}\par\pard\li1040\ri0\sl213\slmult0 \fs16\cf0\f0\charscalex100 {negara yang dicontohkan terakhir, dengan
}\par\pard\li1040\ri0\sl-213\slmult0 \fs16\cf0\f0\charscalex100 {tingkat anggara
n yang tidak terlalu jauh}\par\pard\li1040\ri0\sl-226\slmult0 \fs16\cf0\f0\chars
calex100 {dari tingkat pengeluaran untuk siswa}\par\pard\li1040\ri0\sl-213\slmul
t0 \fs18\cf0\f0\charscalex100 {sekolah mendasar.}\par\pard\li1453\ri0\sl-213\slm
ult0 \fs16\cf0\f0\charscalex100 {Studi serupa dengan hasil yang tidak}\par\pard\
li1040\ri0\sl-213\slmult0 \fs16\cf0\f0\charscalex100 {terlalu berbeda diperlihat
kan melalui riset}\par\pard\li1040\ri0\sl-213\slmult0 \fs16\cf0\f0\charscalex100
{dalam negeri Amerika (Hanushek 1986;}\par\pard\li1040\ri0\sl-226\slmult0 \fs16
\cf0\f0\charscalex100 {1996), }\fs16\cf0\f0\charscalex100 {antara negara berkem
bang}\par\pard\li1040\ri0\sl-213\slmult0 \fs16\cf0\f0\charscalex100 {(Hanushek 1
995), lintas negara (Hanushek}\par\pard\li1040\ri0\sl-213\slmult0 \fs16\cf0\f0\c
harscalex100 {and Kimko 2000), dan di antara beberapa}\par\pard\li1040\ri0\sl-21
3\slmult0 \fs16\cf0\f0\charscalex100 {negara Asia Timur (Gundlach and}\par\pard
\li1040\ri0\sl-213\slmult0 \fs16\cf0\f0\charscalex100 {Wmann, 1999). Adapun nilai
korelasi}\par\pard\li1040\ri0\sl-226\slmult0 \fs16\cf0\f0\charscalex100 {koefisi
en antara pembiayaan per siswa}\par\pard\li1040\ri0\sl-213\slmult0 \fs16\cf0\f0\
charscalex100 {dengan nilai rata-rata skor tes TIMSS}\par\pard\li1040\ri0\sl-213
\slmult0 \fs16\cf0\f0\charscalex100 {hanyalah 0,13 dan 0,16 untuk pendidikan}\pa
r\pard\li1040\ri0\sl-213\slmult0 \fs16\cf0\f0\charscalex100 {mendasar dan meneng
ah (Woessmann,}\par\pard\li1040\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {2
001).}\par\pard\li1453\ri0\sl-226\slmult0 \fs16\cf0\f0\charscalex100 {Berdasarka
n riset tersebut, ditegas-}\par\pard\li1040\ri0\sl-213\slmult0 \fs16\cf0\f0\char
scalex100 {kan bahwa tingkat perbedaan kinerja yang}\par\pard\li1040\ri0\sl-213\
slmult0 \fs18\cf0\f0\charscalex100 {besar dalam pencapaian studi matematika}\par
\pard\li1040\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {dan sains tidak cuku
p hanya dilandaskan}\par\pard\li1040\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex1
00 {atau didasarkan pada perbedaan dalam}\par\pard\li1040\ri0\sl-226\slmult0 \fs
18\cf0\f0\charscalex100 {tingkat input - dalam hal ini anggaran per}\par\pard\li
1040\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {siswa - yang digunakan. Terd
apat}\par\pard\li1040\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {sejumlah va
riabel penting lainnya yang}\par\pard\li1040\ri0\sl-213\slmult0 \fs18\cf0\f0\cha
rscalex100 {memberikan kontribusi besar terhadap}\par\pard\li1040\ri0\sl-213\slm
ult0 \fs18\cf0\f0\charscalex100 {peningkatkan kinerja pendidikan.}\par\column\pa
rd\li413\ri0\sl-213\slmult0 \fs18\cf0\par\pard\li413\ri0\sl-213\slmult0 \fs18\cf
0\par\pard\li413\ri0\sl-213\slmult0 \fs18\cf0\par\pard\li413\ri0\sl-333\slmult0
\fs18\cf0\f0\charscalex100 {Riset Woessmann menegaskan}\par\pard\li0\ri0\sl-213\
slmult0 \fs18\cf0\f0\charscalex100 {bahwa peran institusi dan keluarga}\par\pard
\li0\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {merupakan variabel-variabel
penting}\par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {dalam menin
gkatkan kinerja pendidikan.}\par\pard\li0\ri0\sl-226\slmult0 \fs18\cf0\f0\charsc
alex100 {Siswa yang belajar di institusi yang}\par\pard\li0\ri0\sl-213\slmult0 \
fs18\cf0\f0\charscalex100 {mendukung pencapaian kinerja pendi-}\par\pard\li0\ri0
\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {dikan akan mendapatkan skor matemati
ka}\par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {dan sains yang l
ebih tinggi dibandingkan}\par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\f0\charscale
x100 {seorang siswa yang belajar di institusi}\par\pard\li0\ri0\sl-226\slmult0 \
fs18\cf0\f0\charscalex100 {yang tidak mendukung pencapaian kinerja.}\par\pard\li
0\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {Fitur-fitur yang terdapat di li
ngkungan}\par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {sekolah, y
ang mempengaruhi kinerja}\par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\f0\charscale
x100 {siswa adalah: ujian secara terpusat,}\par\pard\li0\ri0\sl-213\slmult0 \fs1

8\cf0\f0\charscalex100 {mekanisme kontrol terpusat atas}\par\pard\li0\ri0\sl-213
\slmult0 \fs18\cf0\f0\charscalex100 {kurikulum dan hubungan pendanaan,}\par\pard
\li0\ri0\sl-226\slmult0 \fs18\cf0\f0\charscalex100 {otonomi sekolah dalam hal pe
mbelajaran}\par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {dan peng
ambilan kepu-tusan, otonomi}\par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\f0\charsc
alex100 {guru untuk memilih metode pembelajaran}\par\pard\li0\ri0\sl-213\slmult0
\fs18\cf0\f0\charscalex100 {yang tepat, pembatasan atas pengaruh dari}\par\pard
\li0\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {asosiasi guru, pengawasan ya
ng ketat atas}\par\pard\li0\ri0\sl-226\slmult0 \fs18\cf0\f0\charscalex100 {kiner
ja pendidikan siswa, dukungan orang}\par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\f
0\charscalex100 {tua siswa dalam proses belajar mengajar,}\par\pard\li0\ri0\sl-2
13\slmult0 \fs18\cf0\f0\charscalex100 {dan tingkat kompetisi dalam pendidikan.}\
par\pard\li413\ri0\sl-213\slmult0 \fs16\cf0\f0\charscalex100 {Siswa yang lahir d
i negara tempat}\par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {mer
eka belajar dan siswa yang tinggal}\par\pard\li0\ri0\sl-226\slmult0 \fs18\cf0\f0
\charscalex100 {bersama kedua orang tuanya menun-}\par\pard\li0\ri0\sl-213\slmul
t0 \fs18\cf0\f0\charscalex100 {jukkan kinerja pendidikan yang lebih baik}\par\pa
rd\li0\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {dibandingkan yang lainnya.
Siswa yang}\par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {memilik
i orang tua yang memahami arti}\par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\f0\cha
rscalex100 {pentingnya pendidikan, memiliki tingkat}\par\pard\li0\ri0\sl-226\slm
ult0 \fs18\cf0\f0\charscalex100 {pencapaian kinerja yang tinggi, diban-}\par\par
d\li0\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {dingkan mereka yang mengaba
ikan. Siswa}\par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {yang be
rada di lingkungan komunitas}\par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\f0\chars
calex100 {yang terbuka secara geografis menun-}\par\pard\li0\ri0\sl-213\slmult0
\fs18\cf0\f0\charscalex100 {jukkan kinerja yang lebih tinggi}\par\pard\li0\ri0\s
l-226\slmult0 \fs18\cf0\f0\charscalex100 {dibandingkan siswa yang berada di}\par
\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {wilayah terisolasi. Hal
tersebut meru-}\par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {pak
an variabel-variabel latar belakang}\par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\f
0\charscalex100 {siswa yang secara statistik berpengaruh}\par\pard\sect\sectd\sb
knone\pgwsxn10200\pghsxn14160\marglsxn666\margrsxn133\cols2\colno1\colw8546\cols
r-0\colno2\colw853\pard\li4040\ri0\sl-213\slmult0 \fs18\cf0\par\pard\li4040\ri0\
sl-333\slmult0 \fs12\cf2\f0\charscalex100 {Jurnal Imu Administrasi }{ }\fs12\cf
2\f0\charscalex100 { Volume V }{ }\fs12\cf2\f0\charscalex100 { No. 4 }{ }\f
s12\cf2\f0\charscalex100 { Desember }{ }\fs12\cf2\f0\charscalex100 {2008}\par\
column\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\par\pard\li0\ri0\sl-386\slmult0 \fs
18\cf1\f0\charscalex100 {421}\par\pard\sect\sectd\sbknone\pgwsxn10200\pghsxn1416
0\marglsxn666\margrsxn133\pard\sect\sectd\sbkpage


7;32768}}
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824;24577;32768}}
7;32768}}
7;32768}}

106);(0,186);(106,0);}}
824;1;45824;1;45824;24577;32768}}
3);(0,293);(106,466);}}
824;1;45824;1;45824;24577;32768}}
7;32768}}

7;32768}}
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7;32768}}
7;32768}}

7;32768}}
7;32768}}
0\ri0\sl-240\slmult0 \fs20\cf0\f0\charscalex100\b {>>}\b0 \par\column\pard\li13\
d\li0\ri0\sl-213\slmult0 \fs18\cf0\par\pard\li0\ri0\sl-240\slmult0 \*\tx3826\*\t
x4253\fs18\cf0\f0\charscalex100 {positif dan signifikan terhadap kinerja}\tab \f
s18\cf0\f0\charscalex100\b {3.}\b0 \tab \fs18\cf0\f0\charscalex100\b {Pengembang
an Kualitas Depar-}\b0 \par\pard\li0\ri0\sl-213\slmult0 \*\tx4253\fs18\cf0\f0\ch
arscalex100 {pendidikan.}\tab \fs18\cf0\f0\charscalex100\b {temen di Perguruan T
inggi}\b0 \par\pard\li4253\ri0\sl-213\slmult0 \fs16\cf0\f0\charscalex100 {Garda
terdepan dalam mewujudkan}\par\pard\li3826\ri0\sl-226\slmult0 \fs18\cf0\f0\chars
calex100 {tujuan PT adalah departemen (jurusan,}\par\pard\sect\sectd\sbknone\pgw
sxn10200\pghsxn14160\marglsxn666\margrsxn133\cols3\colno1\colw2000\colsr-0\colno
2\colw2573\colsr-0\colno3\colw4826\pard\li1293\ri0\sl-213\slmult0 \fs18\cf0\par\
pard\li1293\ri0\sl-213\slmult0 \fs18\cf0\par\pard\li1293\ri0\sl-213\slmult0 \fs1
8\cf0\par\pard\li1293\ri0\sl-213\slmult0 \fs18\cf0\par\pard\li1293\ri0\sl-186\sl
mult0 \fs14\cf3\f0\charscalex100 {Kinerja}\par\pard\li1160\ri0\sl-173\slmult0 \f
s14\cf3\f0\charscalex100 {Pendidikan}\par\pard\li1253\ri0\sl-320\slmult0 \fs16\c
f3\f0\charscalex100 {+}\par\column\pard\li853\ri0\sl-173\slmult0 \fs14\cf3\f0\ch
arscalex100 {Pengabaian}\par\pard\li760\ri0\sl-173\slmult0 \fs14\cf3\f0\charscal
ex100 {Variabel Sosial}\par\pard\li680\ri0\sl-213\slmult0 \fs18\cf0\par\pard\li6
80\ri0\sl-213\slmult0 \fs18\cf0\par\pard\li680\ri0\sl-360\slmult0 \fs14\cf3\f0\c
harscalex100 {Kebi}\fs14\cf3\f0\charscalex100 {j}\fs14\cf3\f0\charscalex100 {aka
n Utama}\par\pard\li773\ri0\sl-213\slmult0 \fs18\cf0\par\pard\li773\ri0\sl-213\s
lmult0 \fs18\cf0\par\pard\li773\ri0\sl-346\slmult0 \fs14\cf3\f0\charscalex100 {F
okus Semata}\par\pard\li733\ri0\sl-186\slmult0 \fs14\cf3\f0\charscalex100 {pada

Anggaran}\par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\par\pard\li0\ri0\sl-253\slmu
lt0 \fs16\cf0\f0\charscalex100\b {Gambar 8}\b0 \par\column\pard\li0\ri0\sl-213\s
lmult0 \fs18\cf0\f0\charscalex100 {fakultas, atau program studi). Departemen}\pa
r\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {dibentuk mengikuti spe
sialisasi atau}\par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {keah
lian khusus dari para staf akademik.}\par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\
f0\charscalex100 {Departemen Psikologi, sebagai contoh,}\par\pard\li0\ri0\sl-226
\slmult0 \fs18\cf0\f0\charscalex100 {mengelola disiplin ilmu psikologi beserta}\
par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {para staf pengajar k
eilmuan tersebut.}\par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {D
epartementalisasi yang khusus atau}\par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\f0
\charscalex100 {spesial berdasarkan keahlian atau profesi}\par\pard\li0\ri0\sl-2
13\slmult0 \fs18\cf0\f0\charscalex100 {tertentu ini tidak lain merupakan bentuk}
\par\pard\li0\ri0\sl-226\slmult0 \fs18\cf0\f0\charscalex100 {dari model organisa
si birokrasi. Menurut}\par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex10
0 {model ini, spesialisasi cenderung}\par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\
f0\charscalex100 {membagi organisasi menjadi sejumlah}\par\pard\sect\sectd\sbkno
ne\pgwsxn10200\pghsxn14160\marglsxn666\margrsxn133\cols2\colno1\colw4573\colsr-0
\colno2\colw4826\pard\li800\ri0\sl-186\slmult0 \fs16\cf0\f0\charscalex100\b {Par
adoks: Anggaran dan Variabel Sosial}\b0 \par\pard\li1173\ri0\sl-213\slmult0 \fs1
8\cf0\par\pard\li1173\ri0\sl-280\slmult0 \fs18\cf0\f0\charscalex100 {Kesuksesan
berinvestasi di bidang}\par\pard\li746\ri0\sl-213\slmult0 \fs18\cf0\f0\charscale
x100 {pendidikan tidak semata-mata tergantung}\par\pard\li746\ri0\sl-226\slmult0
\fs18\cf0\f0\charscalex100 {pada besarnya dana yang dikeluarkan,}\par\pard\li74
6\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {namun lebih pada kualitas peman
faatan}\par\pard\li746\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {dana, pene
ntuan metode pengukuran}\par\pard\li746\ri0\sl-213\slmult0 \fs18\cf0\f0\charscal
ex100 {efisiensi dan efektifitas dari pemanfaatan}\par\column\pard\li0\ri0\sl-21
3\slmult0 \fs18\cf0\f0\charscalex100 {unit yang saling terpisah, dan berkom-}\pa
r\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {petisi satu sama lainn
ya (Rice dan}\par\pard\li0\ri0\sl-226\slmult0 \fs18\cf0\f0\charscalex100 {Bishop
rick, 1971; Hanson, 1991).}\par\pard\li1866\ri0\sl-213\slmult0 \fs18\cf0\par\par
d\li1866\ri0\sl-280\slmult0 \fs14\cf3\f0\charscalex100 {Penurunan Kualitas}\par\
pard\li2040\ri0\sl-173\slmult0 \fs14\cf3\f0\charscalex100 {Departemen B}\par\par
d\sect\sectd\sbknone\pgwsxn10200\pghsxn14160\marglsxn666\margrsxn133\cols3\colno
1\colw4960\colsr-0\colno2\colw1440\colsr-0\colno3\colw3000\pard\li746\ri0\sl-213
\slmult0 \fs18\cf0\f0\charscalex100 {dana, terbentuknya komitmen dan}\par\pard\l
i746\ri0\sl-226\slmult0 \fs16\cf0\f0\charscalex100 {konsistensi secara kelembaga
an, dan}\par\pard\li746\ri0\sl-213\slmult0 \fs16\cf0\f0\charscalex100 {penciptaa
n sistem institusional yang}\par\pard\li746\ri0\sl-213\slmult0 \fs16\cf0\f0\char
scalex100 {mengatur proses pendidikan dengan}\par\pard\li746\ri0\sl-213\slmult0
\fs16\cf0\f0\charscalex100 {memasukkan pelbagai variabel \uc1\u8216Xnon-}\par\pa
rd\li746\ri0\sl-213\slmult0 \fs16\cf0\f0\charscalex100 {ekonomisme\uc1\u8217X\uc
1\u8217X dalam pengambilan}\par\pard\li746\ri0\sl-226\slmult0 \fs16\cf0\f0\chars
calex100 {keputusan kebijakan pendidikan di semua}\par\pard\li746\ri0\sl-213\slm
ult0 \fs18\cf0\f0\charscalex100 {jenjang.}\par\column\pard\li0\ri0\sl-240\slmult
0 \fs14\cf3\f0\charscalex100 {Kemakmuran}\par\pard\li93\ri0\sl-173\slmult0 \fs14
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0\charscalex100 {+}\par\column\pard\li173\ri0\sl-240\slmult0 \fs14\cf3\f0\charsc
alex100 {Pen}\fs14\cf3\f0\charscalex100 {g}\fs14\cf3\f0\charscalex100 {emban}\fs
14\cf3\f0\charscalex100 {g}\fs14\cf3\f0\charscalex100 {an}\par\pard\li0\ri0\sl-1
73\slmult0 \fs14\cf3\f0\charscalex100 {Kualitas Departemen}\par\pard\li200\ri0\s
00\ri0\sl-253\slmult0 \fs14\cf3\f0\charscalex100 {Departemen A}\par\pard\li80\ri
0\sl-160\slmult0 \fs14\cf3\f0\charscalex100 {sebagai Lokomotif}\par\pard\sect\se
ctd\sbknone\pgwsxn10200\pghsxn14160\marglsxn666\margrsxn133\cols3\colno1\colw250
6\colsr-0\colno2\colw2066\colsr-0\colno3\colw4826\pard\li853\ri0\sl-213\slmult0
\fs18\cf0\par\pard\li853\ri0\sl-240\slmult0 \fs12\cf3\f0\charscalex100 {Fokus pa
da}\par\pard\li773\ri0\sl-160\slmult0 \fs12\cf3\f0\charscalex100 {Variabel Sosia
l}\par\pard\li1080\ri0\sl-213\slmult0 \fs18\cf0\par\pard\li1080\ri0\sl-346\slmul
t0 \fs12\cf3\f0\charscalex100 {2}\par\pard\li1080\ri0\sl-213\slmult0 \fs18\cf0\p
ar\pard\li1080\ri0\sl-213\slmult0 \fs18\cf0\par\pard\li1080\ri0\sl-213\slmult0 \
fs18\cf0\par\pard\li1080\ri0\sl-160\slmult0 \fs12\cf3\f0\charscalex100 {1}\par\c
olumn\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\par\pard\li0\ri0\sl-213\slmult0 \fs1
\fs18\cf0\par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\par\pard\li0\ri0\sl-213\slmu
lt0 \fs18\cf0\par\pard\li0\ri0\sl-226\slmult0 \fs12\cf3\f0\charscalex100 {Kiner}
\fs12\cf3\f0\charscalex100 {j}\fs12\cf3\f0\charscalex100 {a Pendidikan}\par\pard
par\pard\li813\ri0\sl-213\slmult0 \fs18\cf0\par\pard\li813\ri0\sl-213\slmult0 \f
s18\cf0\par\pard\li813\ri0\sl-213\slmult0 \fs18\cf0\par\pard\li813\ri0\sl-213\sl
mult0 \fs12\cf3\f0\charscalex100 {Fokus pada}\par\column\pard\li1213\ri0\sl-186\
slmult0 \fs16\cf0\f0\charscalex100\b {Gambar 10}\b0 \par\pard\li280\ri0\sl-186\s
lmult0 \fs16\cf0\f0\charscalex100\b {Paradoks: Pengembangan Kualitas}\b0 \par\pa
rd\li1146\ri0\sl-186\slmult0 \fs16\cf0\f0\charscalex100\b {Departemen}\b0 \par\p
f0\f0\charscalex100 {Setiap PT berhasrat untuk memaju-}\par\pard\li0\ri0\sl-213\
slmult0 \fs18\cf0\f0\charscalex100 {kan departemen akademik yang ada di}\par\par
d\li0\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {organisasi. Namun strategi
memajukan}\par\pard\li0\ri0\sl-226\slmult0 \fs18\cf0\f0\charscalex100 {kualitas
setiap departemen dengan}\par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\f0\charscale
x100 {mengasumsikan setiap unit memiliki}\par\pard\li0\ri0\sl-213\slmult0 \fs18\
cf0\f0\charscalex100 {kemampuan pengembangan kinerja atau}\par\pard\li0\ri0\sl-2
13\slmult0 \fs18\cf0\f0\charscalex100 {kualitas yang setara, menjadi sulit}\par\
pard\li0\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {dilakukan. Hal ini dikar
enakan keter-}\par\pard\li0\ri0\sl-226\slmult0 \fs18\cf0\f0\charscalex100 {sedia
an sumber daya, baik kuantitas}\par\pard\sect\sectd\sbknone\pgwsxn10200\pghsxn14
160\marglsxn666\margrsxn133\cols4\colno1\colw2773\colsr-0\colno2\colw546\colsr-0
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3\f0\charscalex100 {1}\par\pard\li2000\ri0\sl-373\slmult0 \fs14\cf0\f0\charscale
x100\b {Gambar 9}\b0 \par\column\pard\li0\ri0\sl-160\slmult0 \fs12\cf3\f0\charsc
alex100 {2}\par\column\pard\li0\ri0\sl-160\slmult0 \fs12\cf3\f0\charscalex100 {
Anggaran}\par\column\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {mau
pun kualitas, setiap unit berbeda.}\par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\f0
\charscalex100 {Faktor lain yang mempenga-ruhi kinerja}\par\pard\li0\ri0\sl-213\
slmult0 \*\tx1320\*\tx2146\*\tx2906\fs18\cf0\f0\charscalex100 {departemen}\tab \
fs18\cf0\f0\charscalex100 {adalah}\tab \fs18\cf0\f0\charscalex100 {minat}\tab \f
s18\cf0\f0\charscalex100 {dari}\par\pard\sect\sectd\sbknone\pgwsxn10200\pghsxn14
160\marglsxn666\margrsxn133\cols2\colno1\colw4573\colsr-0\colno2\colw4826\pard\l
i1093\ri0\sl-186\slmult0 \fs16\cf0\f0\charscalex100\b {Relasi Simbiosis Terbalik
: Faktor}\b0 \par\pard\li1306\ri0\sl-186\slmult0 \fs16\cf0\f0\charscalex100\b {E
konomi dan Non Ekonomi}\b0 \par\column\pard\li0\ri0\sl-213\slmult0 \*\tx1173\fs1
8\cf0\f0\charscalex100\i {stakeholders}\i0 \fs18\cf0\f0\charscalex100 {.}\tab \f
s18\cf0\f0\charscalex100\i {Stakeholders}\i0 \fs18\cf0\f0\charscalex100 { cender
ung}\par\pard\li0\ri0\sl-226\slmult0 \fs18\cf0\f0\charscalex100 {memilih program
studi yang mendu-}\par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {
kung pencapaian kemakmuran.}\par\pard\sect\sectd\sbknone\pgwsxn10200\pghsxn14160
\marglsxn666\margrsxn133\cols2\colno1\colw760\colsr-0\colno2\colw8640\pard\li53\
ri0\sl-213\slmult0 \fs18\cf0\par\pard\li53\ri0\sl-213\slmult0 \fs18\cf0\par\pard
\li53\ri0\sl-213\slmult0 \fs18\cf0\par\pard\li53\ri0\sl-280\slmult0 \fs18\cf1\f0
\charscalex100 {422}\par\column\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\par\pard\l
i0\ri0\sl-213\slmult0 \fs18\cf0\par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\par\pa
rd\li0\ri0\sl-226\slmult0 \fs12\cf2\f0\charscalex100 {Jurnal Imu Administrasi
Volume V
No. 4
Desember
2008}\par\pard\sect\sectd\sbknone\pgwsxn10
200\pghsxn14160\marglsxn666\margrsxn133\pard\sect\sectd\sbkpage


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colno3\colw1093\pard\li1133\ri0\sl-213\slmult0 \fs18\cf0\par\pard\li1133\ri0\sl213\slmult0 \fs18\cf0\par\pard\li1133\ri0\sl-213\slmult0 \fs18\cf0\par\pard\li11
33\ri0\sl-213\slmult0 \fs18\cf0\par\pard\li1133\ri0\sl-320\slmult0 \fs12\cf3\f0\
charscalex100 {Fokus pada}\par\pard\li1053\ri0\sl-160\slmult0 \fs12\cf3\f0\chars
calex100 {Departemen B}\par\pard\li1333\ri0\sl-213\slmult0 \fs18\cf0\par\pard\li
1333\ri0\sl-306\slmult0 \fs12\cf3\f0\charscalex100 {2}\par\column\pard\li946\ri0
\sl-186\slmult0 \fs14\cf0\f0\charscalex100 {Paradoks Organisasional: Dilema Mana
jerial dalam Pemilihan Alokasi}\par\pard\li466\ri0\sl-173\slmult0 \fs12\cf0\f0\c
harscalex100 {Sumber Daya Organisasi (Studi Kasus Administrasi Publik Pendidikan
Tinggi)}\par\pard\li3360\ri0\sl-200\slmult0 \fs10\cf0\f0\charscalex100\b {:: R
izky Dermawan Soemanagara}\b0 \par\pard\li2173\ri0\sl-213\slmult0 \fs18\cf0\par\
pard\li2173\ri0\sl-213\slmult0 \fs18\cf0\par\pard\li2173\ri0\sl-240\slmult0 \*\t
x2586\fs16\cf0\f0\charscalex100\b {D.}\b0 \tab \fs16\cf0\f0\charscalex100\b {SUM
BER-SUMBER PARADOKS}\b0 \par\pard\li2586\ri0\sl-213\slmult0 \fs18\cf0\f0\charsca
lex100\b {ORGANISASIONAL}\b0 \par\pard\li2586\ri0\sl-213\slmult0 \fs16\cf0\f0\ch
arscalex100 {Jaffe (2001) menyatakan bahwa}\par\pard\li2173\ri0\sl-226\slmult0 \
fs16\cf0\f0\charscalex100 {masalah ini bersumber dari: (1) faktor}\par\pard\li21
73\ri0\sl-213\slmult0 \fs16\cf0\f0\charscalex100 {reaksi manusia (anggota organi
sasi) yang}\par\pard\li0\ri0\sl-146\slmult0 \fs12\cf3\f0\charscalex100 {Kemakmur
an}\par\column\pard\li0\ri0\sl-240\slmult0 \fs20\cf0\f0\charscalex100\b {<<}\b0
\par\pard\sect\sectd\sbknone\pgwsxn10200\pghsxn14160\marglsxn666\margrsxn133\col
s5\colno1\colw2186\colsr-0\colno2\colw573\colsr-0\colno3\colw680\colsr-0\colno4\
colw1426\colsr-0\colno5\colw4533\pard\li1333\ri0\sl-213\slmult0 \fs18\cf0\par\pa
rd\li1333\ri0\sl-226\slmult0 \fs12\cf3\f0\charscalex100 {1}\par\column\pard\li0\
ri0\sl-213\slmult0 \fs18\cf0\par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\par\pard\
li0\ri0\sl-213\slmult0 \fs18\cf0\par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\par\p
ard\li0\ri0\sl-213\slmult0 \fs18\cf0\par\pard\li0\ri0\sl-253\slmult0 \fs12\cf3\f
0\charscalex100 {1}\par\column\pard\li0\ri0\sl-173\slmult0 \fs12\cf3\f0\charscal
ex100 {Organisasi}{\super \fs6\up3\cf3\f0\charscalex100 {*}}\par\pard\li200\ri0\
sl-213\slmult0 \fs18\cf0\par\pard\li200\ri0\sl-213\slmult0 \fs18\cf0\par\pard\li
200\ri0\sl-213\slmult0 \fs18\cf0\par\pard\li200\ri0\sl-213\slmult0 \fs18\cf0\par
\pard\li200\ri0\sl-280\slmult0 \fs12\cf3\f0\charscalex100 {2}\par\column\pard\li
12\cf3\f0\charscalex100 {Fokus pada}\par\pard\li0\ri0\sl-160\slmult0 \fs12\cf3\f
0\charscalex100 { Departemen A}\par\column\pard\li0\ri0\sl-213\slmult0 \fs18\cf0
\f0\charscalex100 {sulit diprediksi terhadap aksi atau}\par\pard\li0\ri0\sl-213\
slmult0 \fs18\cf0\f0\charscalex100 {kebijakan penyelenggaraan organisasi}\par\pa
rd\li0\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {(kasus kontrol dan komitme
n); dan (2)}\par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {saling
keterkaitan hubungan antara}\par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\f0\charsc
alex100 {aktivitas organisasi yang menunjukkan}\par\pard\li0\ri0\sl-213\slmult0
\fs18\cf0\f0\charscalex100 {bahwa suatu perubahan di satu area akan}\par\pard\li
0\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {memiliki konsekuensi, atau mem}\par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {pengaruhi area-are
a lainnya (kasus}\par\pard\sect\sectd\sbknone\pgwsxn10200\pghsxn14160\marglsxn66
6\margrsxn133\cols2\colno1\colw4866\colsr-0\colno2\colw4533\pard\li2240\ri0\sl-1
86\slmult0 \fs16\cf0\f0\charscalex100\b {Gambar 11}\b0 \par\pard\li1346\ri0\sl-1
86\slmult0 \fs16\cf0\f0\charscalex100\b {Relasi Simbiosis Terbalik: Pilihan}\b0
\par\pard\li2066\ri0\sl-186\slmult0 \fs16\cf0\f0\charscalex100\b {Pengembangan}\
b0 \par\pard\li1040\ri0\sl-333\slmult0 \fs14\cf0\f0\charscalex100\b \i {Keterang
an:}\b0 \i0 \par\pard\li1040\ri0\sl-173\slmult0 \*\tx1320\fs14\cf0\f0\charscalex
100\i {*)}\i0 \tab \fs12\cf0\f0\charscalex100\i {Didasarkan pada pandangan Rice
dan Bishoprick}\i0 \par\pard\li1320\ri0\sl-173\slmult0 \fs10\cf0\f0\charscalex10
0\i {(1971:139): \uc1\u8220X... the welfare of the total organization\uc1\u8221X
.}\i0 \par\pard\li1453\ri0\sl-213\slmult0 \fs18\cf0\par\pard\li1453\ri0\sl-240\s
lmult0 \fs16\cf0\f0\charscalex100 {Oleh karena itu, di PT dikenal istilah}\par\p

ard\li1040\ri0\sl-213\slmult0 \fs16\cf0\f0\charscalex100 {\uc1\u8216Xprogram bas
ah\uc1\u8217X dan \uc1\u8216Xprogram kering\uc1\u8217X,}\par\pard\li1040\ri0\sl213\slmult0 \fs16\cf0\f0\charscalex100 {atau \uc1\u8216Xkeilmuan basah\uc1\u8217
X dan \uc1\u8216Xkeilmuan}\par\pard\li1040\ri0\sl-226\slmult0 \fs16\cf0\f0\chars
calex100 {kering\uc1\u8217X. Departemen yang banyak}\par\pard\li1040\ri0\sl-213\
slmult0 \fs16\cf0\f0\charscalex100 {peminatnya cenderung akan dijadikan}\par\par
d\li1040\ri0\sl-213\slmult0 \fs16\cf0\f0\charscalex100 {\uc1\u8216Xlokomotif pen
arik dana\uc1\u8217X dari}{ }\fs14\cf0\f0\charscalex100\i {stakeholders}\i0 \fs1
6\cf0\f0\charscalex100 {.}\par\pard\li1040\ri0\sl-213\slmult0 \fs16\cf0\f0\chars
calex100 {Program Studi Agronomi di sebuah PTN}\par\pard\li1040\ri0\sl-213\slmul
t0 \fs18\cf0\f0\charscalex100 {di Kota Malang masuk pada kategori yang}\par\pard
\li1040\ri0\sl-226\slmult0 \fs18\cf0\f0\charscalex100 {kedua. Program ini bahkan
sudah di-}\par\pard\li1040\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100\i {mer
ger}\i0 \fs18\cf0\f0\charscalex100 { ke program yang banyak}\par\pard\li1040\ri0
\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {peminatnya. Sistem \uc1\u8216Xbuka-t
utup\uc1\u8217X program}\par\pard\li1040\ri0\sl-213\slmult0 \fs18\cf0\f0\charsca
lex100 {studi dimungkinkan dalam era otonomi.}\par\pard\li1453\ri0\sl-213\slmult
0 \fs18\cf0\f0\charscalex100 {Sayangnya pada era otonomi dan}\par\pard\li1040\ri
0\sl-226\slmult0 \fs18\cf0\f0\charscalex100 {kompetisi yang ketat, memajukan sel
uruh}\par\pard\li1040\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {departemen
menjadi pilihan yang sulit.}\par\pard\li1040\ri0\sl-213\slmult0 \fs18\cf0\f0\cha
rscalex100 {Sehingga kebijakan PT untuk memajukan}\par\pard\li1040\ri0\sl-213\sl
mult0 \fs18\cf0\f0\charscalex100 {seluruh departemen akan dihadapkan}\par\pard\l
i1040\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {pada kenyataan bahwa keunik
an dan}\par\pard\li1040\ri0\sl-226\slmult0 \fs18\cf0\f0\charscalex100 {kemajemuk
an dari setiap departemen}\par\pard\li1040\ri0\sl-213\slmult0 \fs18\cf0\f0\chars
calex100 {akan lebih cenderung menciptakan kondisi}\par\pard\li1040\ri0\sl-213\s
lmult0 \fs18\cf0\f0\charscalex100 {\uc1\u8220Xsuboptimisasi (}\fs18\cf0\f0\chars
calex100\i {suboptimization}\i0 \fs18\cf0\f0\charscalex100 {)\uc1\u8221X. Tenta
ng}\par\pard\li1040\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {hal ini, Rice
dan Bishoprick (1971:139)}\par\pard\li1040\ri0\sl-213\slmult0 \fs18\cf0\f0\char
scalex100 {menyatakan bahwa suboptimisasi}\par\pard\li1040\ri0\sl-226\slmult0 \f
s16\cf0\f0\charscalex100 {merupakan kondisi dimana: \uc1\u8220X}\fs16\cf0\f0\cha
rscalex100\i {The attempt}\i0 \par\pard\li1040\ri0\sl-213\slmult0 \fs18\cf0\f0\c
harscalex100\i {of one department to maximize its own}\i0 \par\pard\li1040\ri0\s
l-213\slmult0 \fs16\cf0\f0\charscalex100\i {performance in disregard of the welf
are of other}\i0 \par\pard\li1040\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100\
i {departments or of the welfare of the total}\i0 \par\pard\li1040\ri0\sl-213\sl
mult0 \fs16\cf0\f0\charscalex100\i {organization}\i0 \fs18\cf0\f0\charscalex100
{\uc1\u8221X.}\par\column\pard\li0\ri0\sl-226\slmult0 \fs18\cf0\f0\charscalex100
{otonomi organisasi dan kenaikan biaya}\par\pard\li0\ri0\sl-213\slmult0 \fs18\c
f0\f0\charscalex100 {kuliah). Dua sumber tersebut timbul}\par\pard\li0\ri0\sl-21
3\slmult0 \fs18\cf0\f0\charscalex100 {sebagai konsekuensi logis atas aktifitas}\
par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {pencapaian tujuan ya
ng didasarkan pada}\par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {
ketersediaan dan pemanfaatan yang}\par\pard\li0\ri0\sl-226\slmult0 \fs18\cf0\f0\
charscalex100 {optimal atas sumber daya yang langka}\par\pard\li0\ri0\sl-213\slm
ult0 \fs18\cf0\f0\charscalex100 {(Penrose, 1959; Pfeffer dan Salancik, 1978;}\pa
r\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {Cohn, 1979; Hanushek,
1986; Barney, 1991;}\par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100
{Sallis, 1993; UU Sisdiknas, 20/2003; PP RI,}\par\pard\li0\ri0\sl-213\slmult0 \f
s18\cf0\f0\charscalex100 {19/2005).}\par\pard\li413\ri0\sl-226\slmult0 \fs16\cf0
\f0\charscalex100 {Dalam penyelenggaraan pendidikan}\par\pard\li0\ri0\sl-213\slm
ult0 \fs18\cf0\f0\charscalex100 {tinggi, kompetisi memperebutkan sumber}\par\par
d\li0\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {daya langka baik secara int
raorga-}\par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {nisasional
maupun interorganisasional}\par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\f0\charsca
lex100 {bukan sesuatu yang asing. Pandangan}\par\pard\li0\ri0\sl-226\slmult0 \fs
18\cf0\f0\charscalex100 {semacam ini dinisbahkan pada metafora}\par\pard\li0\ri0
\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {organisasi sebagai sebuah representa

si dari}\par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {\uc1\u8220X
sistem politik (}\fs18\cf0\f0\charscalex100\i {political systems}\i0 \fs18\cf0\f
0\charscalex100 {)\uc1\u8221X (Jaffe,}\par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0
\f0\charscalex100 {2001),}\par\pard\li413\ri0\sl-213\slmult0 \fs16\cf0\f0\charsc
alex100 {Dalam kaitannya dengan hal tersebut}\par\pard\li0\ri0\sl-226\slmult0 \f
s18\cf0\f0\charscalex100 {Kakabadse (1983:3) berpendapat: \uc1\u8220X}\fs18\cf0\
f0\charscalex100\i {In all}\i0 \par\pard\li0\ri0\sl-213\slmult0 \fs16\cf0\f0\cha
rscalex100\i {organizations, individuals and groups compete}\i0 \par\pard\li0\ri
0\sl-213\slmult0 \fs16\cf0\f0\charscalex100\i {for resources, for attention, for
influence; there}\i0 \par\pard\li0\ri0\sl-213\slmult0 \fs16\cf0\f0\charscalex10
0\i {are differences of opinion as to the priorities and}\i0 \par\pard\li0\ri0\s
l-213\slmult0 \fs16\cf0\f0\charscalex100\i {objectives to be attained; clashes o
f values and}\i0 \par\pard\li0\ri0\sl-226\slmult0 \fs16\cf0\f0\charscalex100\i {
belief occur with common frequency. All of these}\i0 \par\pard\li0\ri0\sl-213\sl
mult0 \fs16\cf0\f0\charscalex100\i {factors lead to the formation of pressure gr
oups,}\i0 \par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100\i {vested
interests, cabals, personal rivalries,}\i0 \par\pard\li0\ri0\sl-213\slmult0 \fs1
6\cf0\f0\charscalex100\i {personality clashes, hidden deals and bonds of}\i0 \pa
r\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100\i {alliances}\i0 \fs18\
cf0\f0\charscalex100 {\uc1\u8221X. Kemudian Lee dan Lawrence}\par\pard\li0\ri0\s
l-226\slmult0 \fs18\cf0\f0\charscalex100 {(1991:42-43) menyatakan sebagai beriku
t:}\par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {\uc1\u8220X}\fs1
6\cf0\f0\charscalex100\i {The organization is characterized as a complex}\i0 \pa
r\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100\i {network of competing
and cooperating}\i0 \par\pard\li0\ri0\sl-213\slmult0 \fs16\cf0\f0\charscalex100
\i {individuals and coalitions in which conflict is}\i0 \par\pard\li0\ri0\sl-213
\slmult0 \fs16\cf0\f0\charscalex100\i {the natural occurrence. The central varia
ble of}\i0 \par\pard\li0\ri0\sl-226\slmult0 \fs16\cf0\f0\charscalex100\i {the po
litical model is power, and understanding}\i0 \par\pard\li0\ri0\sl-213\slmult0 \
fs16\cf0\f0\charscalex100\i {of its nature and consequences is essential if the}
\i0 \par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100\i {mysteries of
the organization are to be}\i0 \par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\f0\cha
rscalex100\i {unraveled}\i0 \fs18\cf0\f0\charscalex100 {\uc1\u8221X. Sementara i
tu, berkaitan}\par\pard\sect\sectd\sbknone\pgwsxn10200\pghsxn14160\marglsxn666\m
argrsxn133\cols2\colno1\colw8546\colsr-0\colno2\colw853\pard\li4040\ri0\sl-213\s
lmult0 \fs18\cf0\par\pard\li4040\ri0\sl-213\slmult0 \fs18\cf0\par\pard\li4040\ri
0\sl-226\slmult0 \fs12\cf2\f0\charscalex100 {Jurnal Imu Administrasi }{ }\fs12\
cf2\f0\charscalex100 { Volume V }{ }\fs12\cf2\f0\charscalex100 { No. 4 }{ }
\fs12\cf2\f0\charscalex100 { Desember }{ }\fs12\cf2\f0\charscalex100 {2008}\pa
r\column\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\par\pard\li0\ri0\sl-213\slmult0 \
fs18\cf0\par\pard\li0\ri0\sl-280\slmult0 \fs18\cf1\f0\charscalex100 {423}\par\pa
rd\sect\sectd\sbknone\pgwsxn10200\pghsxn14160\marglsxn666\margrsxn133\pard\sect\
sectd\sbkpage

7;32768}}
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7;32768}}
0\ri0\sl-240\slmult0 \fs20\cf0\f0\charscalex100\b {>>}\b0 \par\pard\li53\ri0\sl213\slmult0 \fs18\cf0\par\pard\li53\ri0\sl-213\slmult0 \fs18\cf0\par\pard\li53\r
i0\sl-213\slmult0 \fs18\cf0\par\pard\li53\ri0\sl-213\slmult0 \fs18\cf0\par\pard\
li53\ri0\sl-213\slmult0 \fs18\cf0\par\pard\li53\ri0\sl-213\slmult0 \fs18\cf0\par
d\li53\ri0\sl-333\slmult0 \fs18\cf1\f0\charscalex100 {424}\par\column\pard\li13\
8\cf0\f0\charscalex100 {dengan terbentuknya metafora ini, Rice}\tab \fs18\cf0\f0
\charscalex100 {Penerapan gaya kepemimpinan}\par\pard\li0\ri0\sl-213\slmult0 \*\
tx3826\fs18\cf0\f0\charscalex100 {dan Bishoprick (1971:139) menyatakan}\tab \fs1
8\cf0\f0\charscalex100 {yang sesuai dapat dianggap sebagai salah}\par\pard\li0\r
i0\sl-213\slmult0 \*\tx3826\fs18\cf0\f0\charscalex100 {sebagai berikut: \uc1\u82
20X}\fs16\cf0\f0\charscalex100\i {As individuals become loyal}\i0 \tab \fs18\cf0
\f0\charscalex100 {satu solusi yang tepat. Perilaku pemimpin}\par\pard\li0\ri0\s
l-226\slmult0 \*\tx3826\fs18\cf0\f0\charscalex100\i {to their work group, it bec
omes their primary}\i0 \tab \fs18\cf0\f0\charscalex100 {akan berpengaruh kuat un
tuk mengubah}\par\pard\li0\ri0\sl-213\slmult0 \*\tx3826\fs18\cf0\f0\charscalex10
0\i {source of interest, they tend to separate their}\i0 \tab \fs18\cf0\f0\chars
calex100 {atau mempertahankan budaya yang ada}\par\pard\li0\ri0\sl-213\slmult0 \
*\tx3826\fs18\cf0\f0\charscalex100\i {group from others, they seek to expand}\i0
\tab \fs18\cf0\f0\charscalex100 {dalam organisasi/perusahaan yang}\par\pard\li0
\ri0\sl-213\slmult0 \*\tx3826\fs18\cf0\f0\charscalex100\i {jurisdiction at the e
xpense of others, and}\i0 \tab \fs18\cf0\f0\charscalex100 {bersangkutan. Seorang
pemimpin}\par\pard\li0\ri0\sl-213\slmult0 \*\tx3826\fs18\cf0\f0\charscalex100\i
{customers are looked on as blocs of power to}\i0 \tab \fs18\cf0\f0\charscalex1
00 {diharapkan secara pribadi dapat diterima}\par\pard\li0\ri0\sl-226\slmult0 \*
\tx3826\fs16\cf0\f0\charscalex100\i {contended with rather than those to be serv
ed.}\i0 \tab \fs18\cf0\f0\charscalex100 {oleh pegawainya, dapat memberikan}\par\
pard\li0\ri0\sl-213\slmult0 \*\tx3826\fs16\cf0\f0\charscalex100\i {Group cohesiv
eness is not bad in itself, and only}\i0 \tab \fs18\cf0\f0\charscalex100 {perhat
ian penuh baik terhadap produksi/}\par\pard\li0\ri0\sl-213\slmult0 \*\tx3826\fs1
8\cf0\f0\charscalex100\i {becomes dysfunctional when it is carried to}\i0 \tab \
fs18\cf0\f0\charscalex100 {jasa, maupun semangat kerja, dan}\par\pard\li0\ri0\sl
-213\slmult0 \*\tx3826\fs18\cf0\f0\charscalex100\i {excess}\i0 \fs18\cf0\f0\char
scalex100 {\uc1\u8221X.}\tab \fs18\cf0\f0\charscalex100 {kepuasan kerja pegawai

melalui pende-}\par\pard\li426\ri0\sl-213\slmult0 \*\tx3826\fs18\cf0\f0\charscal
ex100 {Berdasarkan pandangan-pandangan}\tab \fs18\cf0\f0\charscalex100 {katan ya
ng baik, memotivasi pegawainya}\par\pard\li0\ri0\sl-226\slmult0 \*\tx3826\fs18\c
f0\f0\charscalex100 {tersebut, maka seluruh keputusan dalam}\tab \fs18\cf0\f0\ch
arscalex100 {untuk bekerja sebaik-baiknya dalam}\par\pard\li0\ri0\sl-213\slmult0
\*\tx3826\fs18\cf0\f0\charscalex100 {penyelenggaraan pendidikan tinggi harus}\t
ab \fs18\cf0\f0\charscalex100 {rangka mencapai kinerja berupa hasil}\par\pard\li
0\ri0\sl-213\slmult0 \*\tx3826\fs18\cf0\f0\charscalex100 {mempertimbangkan strat
egi-strategi}\tab \fs18\cf0\f0\charscalex100 {kerja sehari-hari atau kinerja yan
g dapat}\par\pard\li0\ri0\sl-213\slmult0 \*\tx3826\fs18\cf0\f0\charscalex100 {ya
ng dapat menyeimbangkan secara}\tab \fs18\cf0\f0\charscalex100 {diukur berbasis
horizon waktu tertentu.}\par\pard\li0\ri0\sl-213\slmult0 \*\tx4253\fs18\cf0\f0\c
harscalex100 {maksimal seluruh keputusan yang}\tab \fs16\cf0\f0\charscalex100 {T
erkait dengan masalah tersebut}\par\pard\li0\ri0\sl-226\slmult0 \*\tx3826\fs18\c
f0\f0\charscalex100 {berpotensi memiliki konsekuensi}\tab \fs18\cf0\f0\charscal
ex100 {dalam kasus pengembangan kualitas}\par\pard\li0\ri0\sl-213\slmult0 \*\tx3
826\fs18\cf0\f0\charscalex100 {bertolak belakang. Bagaimana menyeim-}\tab \fs18\
cf0\f0\charscalex100 {departemen, Rice dan Bishoprick (1971:}\par\pard\li0\ri0\s
l-213\slmult0 \*\tx3826\fs18\cf0\f0\charscalex100 {bangkan kontrol dan komitmen,
pendi-}\tab \fs16\cf0\f0\charscalex100 {139) menyatakan: \uc1\u8220X}\fs14\cf0\
f0\charscalex100\i {Strong leadership becomes}\i0 \par\pard\li0\ri0\sl-213\slmul
t0 \*\tx3826\fs18\cf0\f0\charscalex100 {dikan dan pengajaran, atau otonomi dan}\
tab \fs16\cf0\f0\charscalex100\i {required in order to hold many pieces together
}\i0 \par\pard\li0\ri0\sl-213\slmult0 \*\tx3826\fs18\cf0\f0\charscalex100 {keter
sediaan dana, dalam kerangka}\tab \fs16\cf0\f0\charscalex100\i {and to prevent o
ne department from dominating}\i0 \par\pard\li0\ri0\sl-226\slmult0 \*\tx3826\fs1
8\cf0\f0\charscalex100 {pencapaian tujuan utama PT; reputasi/}\tab \fs18\cf0\f0\
charscalex100\i {the others to the detriment of the total}\i0 \par\pard\li0\ri0\
sl-213\slmult0 \*\tx3826\fs18\cf0\f0\charscalex100 {kualitas/kinerja kependidika
n, merupa-}\tab \fs18\cf0\f0\charscalex100\i {organization}\i0 \fs18\cf0\f0\char
scalex100 {\uc1\u8221X. Kepemimpinan yang kuat}\par\pard\li0\ri0\sl-213\slmult0
\*\tx3826\fs18\cf0\f0\charscalex100 {kan tugas utama pengelola organisasi.}\tab
\fs18\cf0\f0\charscalex100 {menjadi keharusan untuk menyatukan}\par\pard\li3826\
ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {setiap bagian dan mencegah satu}\
par\pard\li3826\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {departemen mendom
inasi departemen}\par\pard\li0\ri0\sl-226\slmult0 \*\tx426\*\tx3826\*\tx4693\*\t
x5293\*\tx5960\fs18\cf0\f0\charscalex100\b {B.}\b0 \tab \fs18\cf0\f0\charscalex1
00\b {PENUTUP}\b0 \tab \fs16\cf0\f0\charscalex100 {lainnya}\tab \fs16\cf0\f0\cha
rscalex100 {agar}\tab \fs16\cf0\f0\charscalex100 {tidak}\tab \fs16\cf0\f0\charsc
alex100 {mengganggu}\par\pard\li426\ri0\sl-213\slmult0 \*\tx3826\fs18\cf0\f0\cha
rscalex100 {Membentuk formasi SDM yang}\tab \fs18\cf0\f0\charscalex100 {organisa
si secara keseluruhan.}\par\pard\li0\ri0\sl-213\slmult0 \*\tx4253\fs18\cf0\f0\ch
arscalex100 {berkualitas melalui jenjang pendidikan}\tab \fs16\cf0\f0\charscalex
100 {Sejalan dengan pandangan tersebut,}\par\pard\li0\ri0\sl-213\slmult0 \*\tx38
26\fs18\cf0\f0\charscalex100 {tinggi yang didasarkan pada penyeleng-}\tab \fs18\
cf0\f0\charscalex100 {Rinehard (1993) menekankan fungsi}\par\pard\li0\ri0\sl-213
\slmult0 \*\tx3826\fs18\cf0\f0\charscalex100 {garaan organisasi PT, bukan sebuah
tugas}\tab \fs18\cf0\f0\charscalex100 {mutlak dari seorang pemimpin pada}\par\p
ard\li0\ri0\sl-226\slmult0 \*\tx640\*\tx1520\*\tx2546\*\tx3826\fs18\cf0\f0\chars
calex100 {yang}\tab \fs18\cf0\f0\charscalex100 {mudah.}\tab \fs18\cf0\f0\charsca
lex100 {Sejumlah}\tab \fs18\cf0\f0\charscalex100 {masalah}\tab \fs18\cf0\f0\char
scalex100 {organisasi pendidikan yaitu untuk}\par\pard\li0\ri0\sl-213\slmult0 \*
\tx3826\fs18\cf0\f0\charscalex100 {manajerial-organisasional membatasi}\tab \fs1
8\cf0\f0\charscalex100 {mengoptimalkan keseluruhan sistem,}\par\pard\li0\ri0\sl213\slmult0 \*\tx3826\fs18\cf0\f0\charscalex100 {kemampuan organisasi untuk seca
ra}\tab \fs18\cf0\f0\charscalex100 {yaitu mengorkestrai (}\fs18\cf0\f0\charscale
x100\i {to orchestrate}\i0 \fs18\cf0\f0\charscalex100 {)}\par\pard\li0\ri0\sl-21
3\slmult0 \*\tx3826\fs18\cf0\f0\charscalex100 {penuh meraih tujuan-tujuan secara
}\tab \fs18\cf0\f0\charscalex100 {interrelasi antara elemen guna memak-}\par\par
d\li0\ri0\sl-213\slmult0 \*\tx3826\fs18\cf0\f0\charscalex100 {maksimum. Salah s

atu masalah yang}\tab \fs18\cf0\f0\charscalex100 {simumkan manfaat bagi semua or
ang}\par\pard\li0\ri0\sl-226\slmult0 \*\tx946\*\tx1760\*\tx3826\fs18\cf0\f0\char
scalex100 {muncul}\tab \fs18\cf0\f0\charscalex100 {dalam}\tab \fs18\cf0\f0\chars
calex100 {penyelenggaraan}\tab \fs18\cf0\f0\charscalex100 {yang terlibat. Model
kepemimpinan}\par\pard\li0\ri0\sl-213\slmult0 \*\tx3826\fs18\cf0\f0\charscalex10
0 {pendidikan tinggi adalah dilema}\tab \fs16\cf0\f0\charscalex100 {kontinjensi
(}\fs16\cf0\f0\charscalex100\i {contingency leadership}\i0 \fs16\cf0\f0\charscal
ex100 {) dari}\par\pard\li0\ri0\sl-213\slmult0 \*\tx3826\fs18\cf0\f0\charscalex1
00 {pertukaran atau masalah paradoks}\tab \fs16\cf0\f0\charscalex100 {Fiedler ya
ng dikenal dengan istilah}{ }\fs16\cf0\f0\charscalex100\i {Model}\i0 \par\pard\l
i0\ri0\sl-213\slmult0 \*\tx3826\fs18\cf0\f0\charscalex100 {organisasional yang m
enggambarkan}\tab \fs18\cf0\f0\charscalex100\i {of Leadership Effectiveness}\i0
\fs18\cf0\f0\charscalex100 { (dalam Hanson,}\par\pard\li0\ri0\sl-213\slmult0 \*\
tx3826\fs18\cf0\f0\charscalex100 {dilema manajerial-organisasional ketika}\tab \
fs18\cf0\f0\charscalex100 {1991; Robbins, 2001), menekankan}\par\pard\li0\ri0\sl
-226\slmult0 \*\tx3826\fs18\cf0\f0\charscalex100 {suatu pilihan aksi dengan kons
ekuensi}\tab \fs18\cf0\f0\charscalex100 {perlunya penempatan pemimpin dalam}\par
\pard\li0\ri0\sl-213\slmult0 \*\tx3826\fs18\cf0\f0\charscalex100 {yang dimaksudk
an menghasilkan}\tab \fs18\cf0\f0\charscalex100 {situasi yang sangat cocok denga
nnya, atau}\par\pard\li0\ri0\sl-213\slmult0 \*\tx3826\fs18\cf0\f0\charscalex100
{sejumlah konsekuensi yang tidak}\tab \fs18\cf0\f0\charscalex100 {untuk melatih
pemimpin mengubah}\par\pard\li0\ri0\sl-213\slmult0 \*\tx3826\fs18\cf0\f0\charsca
lex100 {dimaksudkan. Mereka yang terlibat dalam}\tab \fs18\cf0\f0\charscalex100
{situasi yang ia temui untuk dicocokkan}\par\pard\li0\ri0\sl-213\slmult0 \*\tx38
26\fs18\cf0\f0\charscalex100 {praktik dan keilmuan organisasional}\tab \fs18\cf0
\f0\charscalex100 {dengan polanya sendiri.}\par\pard\li0\ri0\sl-226\slmult0 \*\t
x4253\fs18\cf0\f0\charscalex100 {meyakini bahwa masalah ini tidak dapat}\tab \fs
16\cf0\f0\charscalex100 {Esensi teori kepemimpinan situa-}\par\pard\li0\ri0\sl-2
13\slmult0 \*\tx3826\fs18\cf0\f0\charscalex100 {diselesaikan, hanya dapat dikelo
la (Jaffe,}\tab \fs18\cf0\f0\charscalex100 {sional mengemukakan bahwa seorang}\p
ar\pard\li0\ri0\sl-213\slmult0 \*\tx3826\fs18\cf0\f0\charscalex100 {2001).}\tab
\fs18\cf0\f0\charscalex100 {pemimpin yang efektif harus cukup}\par\pard\li3826\r
i0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {fleksibel untuk beradaptasi dengan
}\par\pard\li13\ri0\sl-213\slmult0 \fs18\cf0\par\pard\li13\ri0\sl-213\slmult0 \f
s18\cf0\par\pard\li13\ri0\sl-226\slmult0 \fs12\cf2\f0\charscalex100 {Jurnal Imu
Administrasi
Volume V
No. 4
Desember
2008}\par\pard\sect\sectd\s
bkpage

7;32768}}

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lt0 \*\tx5280\fs18\cf0\f0\charscalex100 {perbedaan antara bawahan dan situasi.
Ini}\tab \fs16\cf0\f0\charscalex100 {Penulis berpandangan bahwa}\par\pard\li1040
\ri0\sl-213\slmult0 \*\tx4866\fs18\cf0\f0\charscalex100 {berarti, perilaku pemim
pin yang}\tab \fs16\cf0\f0\charscalex100 {penentuan solusi yang paling optimal}\
par\pard\li1040\ri0\sl-213\slmult0 \*\tx4866\fs18\cf0\f0\charscalex100 {diperluk
an untuk meningkatkan prestasi}\tab \fs16\cf0\f0\charscalex100 {sebaiknya didasa
rkan pada riset-riset}\par\pard\li1040\ri0\sl-226\slmult0 \*\tx4866\fs18\cf0\f0\

charscalex100 {bawahan sangat tergantung pada situasi.}\tab \fs16\cf0\f0\charsc
alex100 {lanjutan untuk memetakan masalah}\par\pard\li1040\ri0\sl-213\slmult0 \*
\tx4866\fs18\cf0\f0\charscalex100 {Oleh karena itu kepemimpinan yang}\tab \fs16\
cf0\f0\charscalex100 {paradoks organisasional (}\fs16\cf0\f0\charscalex100\i {or
ganizational}\i0 \par\pard\li1040\ri0\sl-213\slmult0 \*\tx4866\fs18\cf0\f0\chars
calex100 {efektif dalam situasi tertentu mungkin}\tab \fs16\cf0\f0\charscalex100
\i {paradox mapping}\i0 \fs16\cf0\f0\charscalex100 {). Pemetaan secara}\par\pard
\li1040\ri0\sl-213\slmult0 \*\tx4866\fs18\cf0\f0\charscalex100 {tidak kompeten d
alam situasi yang lain.}\tab \fs16\cf0\f0\charscalex100 {konseptual lebih member
ikan gambaran}\par\pard\li1453\ri0\sl-213\slmult0 \*\tx4866\fs18\cf0\f0\charscal
ex100 {Fiedler (Robbins, 2001: 322)}\tab \fs16\cf0\f0\charscalex100 {organisasio
nal yang tepat atas masalah ini.}\par\pard\li1040\ri0\sl-226\slmult0 \*\tx4866\f
s18\cf0\f0\charscalex100 {mengidentifikasi tiga macam variabel}\tab \fs16\cf0\f0
\charscalex100 {Pemetaan juga akan berpeluang besar}\par\pard\li1040\ri0\sl-213\
slmult0 \*\tx4866\fs18\cf0\f0\charscalex100 {yang membentuk gaya kepemimpinan}\t
ab \fs16\cf0\f0\charscalex100 {memberikan sebuah model organisasi}\par\pard\li10
40\ri0\sl-213\slmult0 \*\tx4866\fs18\cf0\f0\charscalex100 {yang efektif, yaitu:
(1) Hubungan pimpinan}\tab \fs16\cf0\f0\charscalex100 {publik yang paling baik,
yang dapat}\par\pard\li1040\ri0\sl-213\slmult0 \*\tx4866\fs18\cf0\f0\charscalex1
00 {dan anggota, yakni bila hubungan antara}\tab \fs16\cf0\f0\charscalex100 {mer
eduksi secara maksimal masalah}\par\pard\li1040\ri0\sl-213\slmult0 \*\tx4866\fs1
8\cf0\f0\charscalex100 {pemimpin dan anggota baik, anggota telah}\tab \fs18\cf0\
f0\charscalex100 {paradoks organisasional.}\par\pard\li1040\ri0\sl-226\slmult0 \
*\tx5280\fs18\cf0\f0\charscalex100 {menganggap pemimpinnya mampu,}\tab \fs16\cf0
\f0\charscalex100 {Riset diarahkan untuk menjawab}\par\pard\li1040\ri0\sl-213\sl
mult0 \*\tx4866\fs18\cf0\f0\charscalex100 {berkepribadian, dan berkarakter, maka
}\tab \fs16\cf0\f0\charscalex100 {secara empirik: Mengapa masalah ini}\par\pard\
li1040\ri0\sl-213\slmult0 \*\tx4866\fs18\cf0\f0\charscalex100 {pemimpin tidak pe
rlu mengandalkan}\tab \fs16\cf0\f0\charscalex100 {timbul? Dalam bidang dan dimen
si}\par\pard\li1040\ri0\sl-213\slmult0 \*\tx2106\*\tx2920\*\tx3533\*\tx4866\fs18
\cf0\f0\charscalex100 {pimpinan}\tab \fs18\cf0\f0\charscalex100 {formal}\tab \fs
18\cf0\f0\charscalex100 {atau}\tab \fs18\cf0\f0\charscalex100 {pangkat.}\tab \fs
16\cf0\f0\charscalex100 {manajerial-organisasional apa saja}\par\pard\li1040\ri0
\sl-213\slmult0 \*\tx4866\fs18\cf0\f0\charscalex100 {Sebaliknya, jika anggota ti
dak memper-}\tab \fs16\cf0\f0\charscalex100 {masalah ini muncul? Faktor-faktor a
pa}\par\pard\li1040\ri0\sl-226\slmult0 \*\tx4866\fs18\cf0\f0\charscalex100 {caya
i dan tidak menyukai serta menilai}\tab \fs16\cf0\f0\charscalex100 {yang menjadi
sumber dari masalah?}\par\pard\li1040\ri0\sl-213\slmult0 \*\tx4866\fs18\cf0\f0\
charscalex100 {manajer tidak mampu, maka manajer itu}\tab \fs16\cf0\f0\charscale
x100 {Bagaimana menuntaskan secara optimal}\par\pard\li1040\ri0\sl-213\slmult0 \
*\tx4866\fs18\cf0\f0\charscalex100 {akan menggunakan kekuasaannya; (2)}\tab \fs1
6\cf0\f0\charscalex100 {dilema pertukaran dalam pencapaian}\par\pard\li1040\ri0\
sl-213\slmult0 \*\tx4866\fs18\cf0\f0\charscalex100 {Struktur tugas, yakni tugas
yang}\tab \fs16\cf0\f0\charscalex100 {tujuan organisasi? Bagaimana cara}\par\par
d\li1040\ri0\sl-213\slmult0 \*\tx4866\fs18\cf0\f0\charscalex100 {terstruktur ada
lah tugas yang prosedurnya}\tab \fs16\cf0\f0\charscalex100 {menyeimbangkan tujua
n-tujuan yang}\par\pard\li1040\ri0\sl-226\slmult0 \*\tx4866\fs18\cf0\f0\charscal
ex100 {jelas, dengan petunjuk-petunjuk pelak-}\tab \fs16\cf0\f0\charscalex100 {b
erkontradiktif? Bagian-bagian organisasi}\par\pard\li1040\ri0\sl-213\slmult0 \*\
tx4866\fs18\cf0\f0\charscalex100 {sanaan; dan (3) Posisi kekuatan pemimpin,}\tab
\fs16\cf0\f0\charscalex100 {apa dan atau mana sajakah yang berpotensi}\par\pard
\li1040\ri0\sl-213\slmult0 \*\tx4866\fs18\cf0\f0\charscalex100 {yakni pemimpin p
erusahaan membawa}\tab \fs16\cf0\f0\charscalex100 {menimbulkan masalah ini? Adak
ah}\par\pard\li1040\ri0\sl-213\slmult0 \*\tx4866\fs18\cf0\f0\charscalex100 {keku
asaan dan wewenang yang sangat}\tab \fs16\cf0\f0\charscalex100 {pengaruh dari st
ruktur dan fungsi sub-sub}\par\pard\li1040\ri0\sl-213\slmult0 \*\tx4866\fs18\cf0
\f0\charscalex100 {kuat.}\tab \fs16\cf0\f0\charscalex100 {organisasional; sepert
i birokrasi, terhadap}\par\pard\li1453\ri0\sl-226\slmult0 \*\tx4866\fs18\cf0\f0
\charscalex100 {Pendekatan situasional berasumsi}\tab \fs18\cf0\f0\charscalex100
{masalah ini? dan sebagainya.}\par\pard\li1040\ri0\sl-213\slmult0 \*\tx5280\fs

18\cf0\f0\charscalex100 {bahwa tidak ada satupun gaya kepe-}\tab \fs16\cf0\f0\ch
arscalex100 {Walau masalah ini dibahas melalui}\par\pard\li1040\ri0\sl-213\slmul
t0 \*\tx4866\fs18\cf0\f0\charscalex100 {mimpinan yang terbaik untuk semua}\tab \
fs16\cf0\f0\charscalex100 {contoh studi kasus pendidikan tinggi,}\par\pard\li104
0\ri0\sl-213\slmult0 \*\tx4866\fs18\cf0\f0\charscalex100 {situasi. Namun pendeka
tan ini juga}\tab \fs16\cf0\f0\charscalex100 {organisasi penyedia barang publik
lainnya}\par\pard\li1040\ri0\sl-213\slmult0 \*\tx4866\fs18\cf0\f0\charscalex100
{mengasumsikan bahwa ada gaya kepe-}\tab \fs16\cf0\f0\charscalex100 {pada dasarn
ya juga mengalami hal serupa.}\par\pard\li1040\ri0\sl-226\slmult0 \*\tx4866\fs18
\cf0\f0\charscalex100 {mimpinan yang paling tepat untuk situasi}\tab \fs16\cf0\f
0\charscalex100 {Meminimalkan masalah ini dalam}\par\pard\li1040\ri0\sl-213\slmu
lt0 \*\tx4866\fs18\cf0\f0\charscalex100 {tertentu.}\tab \fs16\cf0\f0\charscalex1
00 {pandangan penulis akan memberikan}\par\pard\li1453\ri0\sl-213\slmult0 \*\tx4
866\fs18\cf0\f0\charscalex100 {Solusi lain guna menyeimbangkan}\tab \fs16\cf0\f0
\charscalex100 {organisasi yang lebih berkualitas, efektif}\par\pard\li1040\ri0\
sl-213\slmult0 \*\tx4866\fs18\cf0\f0\charscalex100 {paradoks organisasional dapa
t dikaitkan}\tab \fs16\cf0\f0\charscalex100 {dan efisien dalam mencapai tujuan-t
ujuan}\par\pard\li1040\ri0\sl-213\slmult0 \*\tx4866\fs18\cf0\f0\charscalex100 {d
engan pandangan organisasional,}\tab \fs18\cf0\f0\charscalex100 {publik.}\par\pa
rd\li1040\ri0\sl-226\slmult0 \fs18\cf0\f0\charscalex100 {melalui pendekatan sist
em dan struktur}\par\pard\li1040\ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {
organisasi. Sistem di universitas dapat}\par\pard\li1040\ri0\sl-213\slmult0 \*\t
x4866\fs18\cf0\f0\charscalex100 {dianggap sebagai \uc1\u8216Xsistem ikatan yang}
\tab \fs18\cf0\f0\charscalex100\b {REFERENSI}\b0 \par\pard\li1040\ri0\sl-213\slm
ult0 \*\tx4866\fs18\cf0\f0\charscalex100 {rapuh\uc1\u8217X (}\fs18\cf0\f0\charsc
alex100\i {loosely coupled system}\i0 \fs18\cf0\f0\charscalex100 {). Salah satu}
\tab \fs14\cf0\f0\charscalex100 {Barney JB. 1991.}{ }\fs14\cf0\f0\charscalex100\
i {Firm Resources and Sustained}\i0 \par\pard\li1040\ri0\sl-226\slmult0 \*\tx528
0\*\tx7253\fs18\cf0\f0\charscalex100 {bidang penting yang perlu diperhatikan}\ta
b \fs14\cf0\f0\charscalex100\i {Competitive Advantage.}\i0 \tab \fs14\cf0\f0\cha
rscalex100 {Journal of}\par\column\pard\li0\ri0\sl-240\slmult0 \fs20\cf0\f0\char
scalex100\b {<<}\b0 \par\pard\sect\sectd\sbknone\pgwsxn10200\pghsxn14160\marglsx
n666\margrsxn133\cols2\colno1\colw4866\colsr-0\colno2\colw4533\pard\li1040\ri0\s
l-226\slmult0 \fs18\cf0\f0\charscalex100 {adalah pengaturan yang tidak terikat}\
par\pard\li1040\ri0\sl-213\slmult0 \fs16\cf0\f0\charscalex100 {antara PT dan sis
tem pendidikan. Tidak}\par\pard\li1040\ri0\sl-213\slmult0 \fs16\cf0\f0\charscale
x100 {terdapat konsensus antara universitas dan}\par\pard\li1040\ri0\sl-213\slmu
lt0 \fs16\cf0\f0\charscalex100 {sistem pendidikan. Tidak ada ikatan kuat}\par\pa
rd\li1040\ri0\sl-213\slmult0 \fs16\cf0\f0\charscalex100 {secara internal dalam o
rganisasi, selain}\par\pard\li1040\ri0\sl-226\slmult0 \fs16\cf0\f0\charscalex100
{ikatan pemenuhan satu tujuan, yaitu}\par\pard\li1040\ri0\sl-213\slmult0 \fs16\
cf0\f0\charscalex100 {kinerja pendidikan (Rice dan Bishoprick,}\par\pard\li1040\
ri0\sl-213\slmult0 \fs18\cf0\f0\charscalex100 {1971; Hanson, 1991).}\par\column\
pard\li413\ri0\sl-186\slmult0 \fs16\cf0\f0\charscalex100 {Management. Vol. 32. N
o. 10. 99-121.}\par\pard\li0\ri0\sl-346\slmult0 \fs16\cf0\f0\charscalex100 {Beck
er GS. 1993.}{ }\fs16\cf0\f0\charscalex100\i {Human Capital: A Theoretical}\i0 \
par\pard\li413\ri0\sl-186\slmult0 \fs14\cf0\f0\charscalex100\i {and Empirical An
alysis with Special}\i0 \par\pard\li413\ri0\sl-200\slmult0 \fs14\cf0\f0\charscal
ex100\i {Reference to Education 3}\i0 \fs6\cf0\f0\charscalex100\i {rd}\i0 \fs14\
cf0\f0\charscalex100\i { Edition}\i0 \fs14\cf0\f0\charscalex100 {. Chicago:}\par
\pard\li413\ri0\sl-186\slmult0 \fs16\cf0\f0\charscalex100 {The University of Chi
cago Press.}\par\pard\li0\ri0\sl-386\slmult0 \fs16\cf0\f0\charscalex100 {Bell. D
. 1973.}{ }\fs16\cf0\f0\charscalex100\i {The Coming of Post Industrial}\i0 \par\
pard\li413\ri0\sl-186\slmult0 \fs16\cf0\f0\charscalex100\i {Society}\i0 \fs16\cf
0\f0\charscalex100 {. Penguin Books Ltd. New York.}\par\pard\sect\sectd\sbknone\
pgwsxn10200\pghsxn14160\marglsxn666\margrsxn133\cols2\colno1\colw8546\colsr-0\co
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ri0\sl-226\slmult0 \fs12\cf2\f0\charscalex100 {Jurnal Imu Administrasi }{ }\fs1
2\cf2\f0\charscalex100 { Volume V }{ }\fs12\cf2\f0\charscalex100 { No. 4 }{

}\fs12\cf2\f0\charscalex100 { Desember }{ }\fs12\cf2\f0\charscalex100 {2008}\
par\column\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\par\pard\li0\ri0\sl-213\slmult0
\fs18\cf0\par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\par\pard\li0\ri0\sl-280\slm
ult0 \fs18\cf1\f0\charscalex100 {425}\par\pard\sect\sectd\sbknone\pgwsxn10200\pg
hsxn14160\marglsxn666\margrsxn133\pard\sect\sectd\sbkpage

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6\cf0\f0\charscalex100 {Cohn. E. 1979.}{ }\fs16\cf0\f0\charscalex100\i {The Econ
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x100 {Rinehard G. 1993.}{ }\fs16\cf0\f0\charscalex100\i {Quality Educational: Ap
plying}\i0 \par\pard\li426\ri0\sl-200\slmult0 \*\tx4253\fs16\cf0\f0\charscalex10
0 {Cambridge: Ballinger Publishing}\tab \fs14\cf0\f0\charscalex100\i {Philosophy
of DW Edwards Deming to}\i0 \par\pard\li426\ri0\sl-186\slmult0 \*\tx4253\fs16\c
f0\f0\charscalex100 {Company..}\tab \fs14\cf0\f0\charscalex100\i {Transform the
Educational System}\i0 \fs14\cf0\f0\charscalex100 {.}\par\pard\li4253\ri0\sl-186
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426\ri0\sl-186\slmult0 \*\tx1560\*\tx2866\*\tx4253\fs16\cf0\f0\charscalex100 {Pe
nciptaan}\tab \fs16\cf0\f0\charscalex100 {Kemakmuran}\tab \fs16\cf0\f0\charscale
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ex100 { . (Edisi Terjemahan) Sosiologi}\par\pard\li426\ri0\sl-186\slmult0 \*\tx4
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rscalex100 {Ilmu Pengetahuan Berparadigma}\par\pard\li4253\ri0\sl-200\slmult0 \f
s14\cf0\f0\charscalex100 {Ganda. Jakarta: PT Raja Grafindo}\par\pard\li0\ri0\sl186\slmult0 \*\tx1866\*\tx4253\fs16\cf0\f0\charscalex100 {Gunawan WA. 2008.}\tab
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00 {Persada.}\par\pard\li426\ri0\sl-200\slmult0 \fs16\cf0\f0\charscalex100\i {An
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00 {Hanson ME. 1991.}{ }\fs16\cf0\f0\charscalex100\i {Educational Administration
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and Organizational Behavior}\i0 { }\fs16\cf0\f0\charscalex100\i {Third Edition}\
i0 \fs16\cf0\f0\charscalex100 {.}\tab \fs16\cf0\f0\charscalex100\i {Integrated A
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00 {. Boulder CO: Westview Press.}\par\pard\li0\ri0\sl-200\slmult0 \fs16\cf0\f0\
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ex100 { John Wiley & Sons. New York.}\par\pard\li746\ri0\sl-386\slmult0 \*\tx316
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\cf0\f0\charscalex100 {. New York: Harper}\par\pard\li1173\ri0\sl-186\slmult0 \f
s16\cf0\f0\charscalex100 {and Row.}\par\pard\li746\ri0\sl-386\slmult0 \fs16\cf0\
f0\charscalex100 {Rice and Bishoprick. 1971.}{ }\fs16\cf0\f0\charscalex100\i {Co
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dith Corporation.}\par\column\pard\li426\ri0\sl-186\slmult0 \fs16\cf0\f0\charsca
lex100 {1 2 6 2 0 0 7 1 2 5 9 5 6}\par\pard\li426\ri0\sl-186\slmult0 \fs14\cf0\f
0\charscalex100 {n a s k a h _ u j i _ p u b l i k _ r u u _ b h p -}\par\pard\l
i426\ri0\sl-200\slmult0 \fs16\cf0\f0\charscalex100 {_5_des_2007.pdf)}\par\pard\l
i0\ri0\sl-386\slmult0 \fs16\cf0\f0\charscalex100 {Peraturan Pemerintah Nomor 19
Tahun 2005.}\par\pard\li426\ri0\sl-186\slmult0 \fs14\cf0\f0\charscalex100 {Stand
ar Nasional Pendidikan. 2007.}\par\pard\li426\ri0\sl-186\slmult0 \fs14\cf0\f0\ch
arscalex100 {(http://www.unissula.ac.id/v1/}\par\pard\li426\ri0\sl-200\slmult0 \
fs14\cf0\f0\charscalex100 {d o w n l o a d / P e r a t u r a n /}\par\pard\li426
\ri0\sl-186\slmult0 \fs10\cf0\f0\charscalex100 {PP_19_2005_STANDAR_NAS_PENDDKN.P
DF/}\par\pard\li426\ri0\sl-200\slmult0 \fs16\cf0\f0\charscalex100 {diakses 1 Okt
ober 2007)}\par\pard\li0\ri0\sl-373\slmult0 \fs16\cf0\f0\charscalex100 {Undang-u
ndang Republik Indonesia Nomor}\par\pard\li426\ri0\sl-200\slmult0 \fs14\cf0\f0\c
harscalex100 {20 Tahun 2003 tentang Sistem}\par\pard\li426\ri0\sl-186\slmult0 \f
s14\cf0\f0\charscalex100 {Pendidikan Nasional. 2007. (http://}\par\pard\li426\ri
0\sl-200\slmult0 \fs14\cf0\f0\charscalex100 {www.prp-Indonesia.org/component/}\p
ar\pard\li426\ri0\sl-186\slmult0 \fs14\cf0\f0\charscalex100 {o p t i o n , c o m
_ d o q m e n t /}\par\pard\li426\ri0\sl-186\slmult0 \fs14\cf0\f0\charscalex100
{task,files.download/cid,12/diakses, 1}\par\pard\li426\ri0\sl-200\slmult0 \fs16
\cf0\f0\charscalex100 {Oktober 2007).}\par\pard\sect\sectd\sbknone\pgwsxn10200\p
ghsxn14160\marglsxn666\margrsxn133\cols2\colno1\colw760\colsr-0\colno2\colw8640\
s18\cf1\f0\charscalex100 {426}\par\column\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\
par\pard\li0\ri0\sl-213\slmult0 \fs18\cf0\par\pard\li0\ri0\sl-213\slmult0 \fs18\

cf0\par\pard\li0\ri0\sl-293\slmult0 \fs12\cf2\f0\charscalex100 {Jurnal Imu Admin
istrasi
Volume V
No. 4
Desember
2008}\par}

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