Tantangan di Era Kebangkitan Nasional Kedua

ASPEK SOSIAL DALAM PENGEMBANGAN TELUK TRADISIONAL GILIMANUK Tantangan di Era Kebangkitan Nasional Kedua

Christian R. Østergaard, Bram Timmermans, Kari Kristinsson. (2011). Does a different view create something new? The effect of employee diversity on innovation. Research Policy, 500. Corinne Post, m. D. (2009). Capitalizing on Though Diversity for Innovation. Research Technology Management, 14-25. Dendhardt, R. B., Dendhardt, J. V., & Aristigueta, M. P. (2009). Human Managing Behavior in Public and Non Profit Organizations. SAGE Publication, Inc. Ferhan Karabacakoglu, Mustafa Özbilgin. (2010). Ericsson: the Business Case. In Cases in Strategic Management. London: McGraw-Hill.

Sunata, Inyoman, Drs., Mpd *) Email: [email protected]

Abstract Ketika geliat Pariwisata Provinsi Bali telah menempatkan Pulau Seribu Pura sebagai Primadona Daerah Tujuan Wisata di Dunia; pengembangan kepariwisataan Bali memerlukan kawasan wisata yang memadai, akibatnya penetapan kawasan pariwisata sering merambah tempattempat yang semestinya wajib dijaga kelestariannya. Banyak program pemerintah dalam menata kawasan wisata mendapat penolakan dari masyarakat misanya: Penetapan Kawasan Strategis Nasional Besakih, dan Reklamasi Teluk Benua Kabupaten Badung Bali. Salah satu kawasan lindung yang dibuka untuk kawasan Pariwisata adalah Zona Tradisional Teluk Gilimanuk. Berdasarkan Surat Keputusan Direktur Jenderal perlindungan Hutan dan Konservasi Alam Nomor : Sk. 143/IV-KK/2010 tanggal 20 September 2010 tentang Zonasi Taman Nasional Bali Barat; Zona Tradisional Teluk Gilimanuk ditetapkan sebagai Zona Pemanfaatan. Masyarakat mendukung kebijakan pemanfaatan Zona Tradisional Teluk Gilimanuk asal pemerintah memperhatikan kearifan lokal dan *) Drs. I Nyoman Sunata,M.Pd - Perencana Utama pada Bappeda dan PM Kabupaten Jembrana Provinsi Bali - Anggota Tim Penyusun Buku Kajian Pemanfaatan Zona Tradisional Teluk Gilimanuk pada Balai Taman Nasional Bali Barat

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aspek sosial masyarakat. Penolakan beberapa kebijakan pemerintah disebabkan karena pemerintah dalam menetapkan kawasan tidak memeperhatikan aspek sosial berupa peran serta masyarakat; mulai dari perencanaan hingga pelaksanaannya. Kata Kunci: Aspek Sosial, Penetapan Kawasan, dan Zona Tradisional Teluk Gilimanuk Pendahuluan Bercermin dari penolakan masayarakat tentang Penetapan Kawasan Pura Besakih sebagai salah satu Kawasan Strategis Nasional Pariwisata (KSPN) dan penolokan Reklamasi Teluk Benua Kabupaten Badung Bali, pemerintah pusat maupun daerah semestinya melakukan refleksi, kenapa konsep yang sangat baik dan strategis ditolak masyarakat. Masyarakat Bali tidak sepenuhnya menolak kebijakan pemerintah pusat maupun kebijakan daerah dalam menata kawasan wisata. Masyarakat Bali menyadari bahwa pariwisata merupakan denyut nadi kehidupan. Masyarakat berharap setiap kegiatan pembangunan agar dilakukan secara transparan dan partisipatif. Mereka ingin dilibatkan mulai dari perencanaan, pelaksanaan maupun kontrol sosial dalam setiap pembangunan.

Fernando, Martin-Alcazar; Pedro, M., Romero-Fernandez; Gonzalo, Sanchez-Gardey;. (2010). Effects of Diversity on Group Decision-Making Processes: The Moderating Role of Human Resource Management. Equality, Diversity and Inclusion: An International Journal, 491. Gassman, O. (2001). Multicultural Teams: Increasing Creativity and Innovation by Diversity. In Creativity & Innovation Management (pp. 88-95). Blackwell Publishers Ltd. Gebert, D., Boerner, S., & Kearney, E. (2006). CrossFunctionality and Innovation in New Product Development Teams: A Dilemmatic Structure and Its Consequences for the Management of Diversity. European Journal of Work and, 431. Gerben S. Van der Vegt, Onne Janssen. (2003). Joint Impact of Interdependence and Group Diversity on Innovation. Journal of Management, 729. Horwitz, S. K., & Horwitz, I. B. (2007). Team Demography The Effects of Team Diversity in Team Outcomes: A Meta-Analytic Review of Team Demography. Journal of Management, 987. Johansson, F. (2006). The Medici Effect. Boston: Harvard Business School Press.

Lauretta , P. M., Lobel, S. A., & Cox, H. T. (1996). Ethnic Diversity and reativity in Small Groups Small Group Research 1996 27: 248. Small Group Research , 248. Lauring, J. (2007). Obstacles to Innovative Interaction: Communication Management in Culturally Diverse Organizations . Journal of Intercultural Communication. Laursen, K., Mahnke , V., & Vejrup-Hansen, P. (2005). Do Differences Make A Difference? The Impact Of Human Capital Diversity, Experience And Compensation On Firm Performance In Engineering Consulting. DRUID Working Paper, 1. Leibinger, D. (2011, November 13). Diversity, Successfully Managing Innovation Through Cultural. Retrieved from http://www.allegra-consulting.com/ López-Fernández, M., & Sánchez-Gardey, G. (2010). Managing the Effects of Diversity on Social Capital. Equality, Diversity and Inclusion: An International Journal, 491. Lovelace, K., Shapiro , D. L., & Weing, L. R. (2010). Maximizing Cross-Functional New Product Teams’ Innovativeness and Constraint Adherence: A Conflict Communications Perspective. The Academy of Management Journal, 779. Nai-Wen Chi, Yin-Mei Huang, Shu-Chi Lin. (2009). Between Organizational Tenure Diversity and Team Innovation: The Moderating Role of Team-Oriented HR Practices. Group & Organization Management, 698. Niebuhr, A. (2010). Migration and innovation: Does cultural diversity matter for regional R&D activity? Papers in Regional Science, 563-585. Orlando , R., Mcmillan, A., Chadwick , K., & Dwyer, S. (2003). Employing an Innovation Strategy in Racially Diverse Workforces Effects On Firm Performance. Group & Organization Management, 107.

Justesen, S. (2007, November 8). Diversity As A Building Block For Innovation In Europe. Udine, Italia.

Parrotta, P., Pozzoli, D., & Pytlikova, M. (2011). The Nexus Between Labor Diversity And Firm’s Innovation. ORFACE MIGRATION Discussion Paper, 1.

King, E., Michelle , H. R., & Beal , D. J. (2009). Conflict and Cooperation in Diverse Workgroups. Journal of Social Issues, 261.

Peter Nijkamp, C. O. (2011, April). Immigration and Innovation in European Regions. DIscussion Paper Series, pp. 1-30.


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Conclusion and Policy Implications The impacts of diversity dimensions are varied on various individual and organizational performances. The pattern of relationship between one diversity variable and certain type of outcome cannot be generalized whether consistently positive, negative, curvilinear, or unrelated. Based on the observation on the several research across countries, diversity in education has positive impacts on organizational outcomes in terms of innovation. Surprisingly enough, there is no evidence related to negative and curvilinear relationship. Moreover, diversity in higher educated/skilled employees has the strongest impact on administrative innovation, not administrative innovation such presented in the case of diversity in banks in the Midwestern U.S. and numbers of patent application in Denmark. Evidences from the observed research convince that educational diversity contributes not only to improve productivity of firms but also productivity of the regions. Limited number of available research related to the impact of educational diversity on innovation becomes a possible weakness of the generalizability. The generalizability of the relationship between educational diversity and innovative performance is possibly reviewed when the number of empirical research is higher than present observation. Another weakness is a lack of representation of public organizations in the research. Consequently, public managers may use untested assumption as a basis for diversity policies, strategies, and actions (Wise & Tschirhart, 2000). Different organizational culture between private and public organizations is a possible factor that can result other patterns of relationships. To improve innovativeness of the organizations, managers face a dilemma. In one side, they can improve the competitive advantages the educational diversity but in another side they have to deal with the negative effects of the workforce diversity They can either seek to adopt diversity policies in order to promote creativity and innovation or they can disregard the diversity dimension. However, both positive and negative effects of diversity depend on certain conditions that can be directly or indirectly managed by the Human Resources Management function (López-Fernández & SánchezGardey, 2010). Managers can play significant roles to supervise innovative team creation and formulize the best

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composition of team members. Since the negative effects of diversity on team cooperation can decline overtime, the managers can facilitate and coordinate team to reduce the potential barriers that may disrupt communication among team members at the early age of teams. Team members should be encouraged to learn from each other and to voice divergent opinions. To capitalize on the value of diversity, managers should pay more attention to enhancing collaboration so that team members can learn from each other and mutually educate and encourage their colleagues to accomplish tasks and to promote one another’s success (Post, De Lia, Ditomaso, Tirpak, & Borwankar, 2009).

Maksud kajian aspek sosial dalam Pemanfaatan Zona Tradisional Teluk Gilimanuk di Taman Nasional Bali Barat adalah agar dalam penjabaran Rencana Penegelolaan Jangka Panjang Taman Nasional Bali Barat khususnya Pemanfaatan Zona Tradisional Teluk Gilimanuk guna memantapkan fungsi dan manfaat kawasan, sosial dan budaya yang serasi dan seimbang dengan ekologi maupun ekonomi, sesuai peraturan perundangan yang berlaku. Aspek sosial bermanfaat dalam mengelola potensi kawasan, memformulasikan kebijakan dan strategi operasional, menegaskan/penataan batas zonasi, memberikan arah kegiatan dan jenis kegiatan dan kesempatan masyarakat sekitar melakukan aktivitas ekonomi, rekreasi dan ekowisata, pengawasan dan pengendalian yang dapat dijadikan tools dalam mengembangkan zona tradisional secara partisipatif.

Works Cited Karen A. Bantel, Susan E. Jackson. (1989). Top Management and Innovations in Banking: Does The Composition Of The Top Team Make A Difference? Strategic Management Journal, 107. (2006). Managing Diversity, Measuring Success. London: Chartered Institute of Personnel and Development. (2011, November 13). Global Diversity and Inclusion: Fostering Innovation Through a Diverse Workforce. New York: Forbes Insight. Retrieved from http:// www.forbesmedia.com Adler, N. J. (2002). International Dimensions of Organizational Behavior. Mason: South-Western. Amabile, T. M. (1998 ). How To Kill Creativity. Harvard Business Review, 77. Aparna, J., Erhardt , N. L., & Jackson, S. E. (2003). Recent Research on Team and Organizational Diversity: SWOT Analysis and Implications. Journal of Management, 801. Bassett-Jones, N. (2005). The Paradox of Diversity Management, Creativity and Innovation. Diversity Management, Creativity, and Innovation, 169. Bellini, E., I.P. Ottaviano, G., & Pine, D. (2008). Cultural Diversity and Economic Performance: Evidence from European Regions. HWWI Research. Bouncken, R. B. (2009). Cultural Diversity in Innovation Teams: Surface and Deep Level Effects. International Journal of Business Research, 17-26.

Tujuan kajian aspek sosial Pemanfaatan Zona Teluk Tradisional Gilimanuk adalah terakomodasinya peranserta masyarakat dalam penyusunan Dokumen ”Pemanfaatan Zona Teluk Tradisional Gilimanuk” sebagai pengintegrasian perencanaan pemanfaatan ruang zonasi TNBB dengan RTRWP Bali maupun RTRWK Jembrana. Seluruh stakeholders pada kawasan Gilimanuk sebagai Kawasan Strategsis memahami dan memiliki persespsi yang sama dalam pengembangan program kegiatan ekonomi masyarakat dan pengawasan dan pengendalian berdasarkan prinsipprinsip konservasi yang seimbang, serasi dan selaras untuk mempertahan kelestarian ekosistem perairan secara berkelanjutan Sesuai dengan hasil Review Rencana Pengelolaan Taman Nasional Bali Barat periode tanggal 1 April 1997 – 31 Maret 2022; Manajemen pengelolaan Taman Naman Nasional secara umum diharapakan dapat memberikan manfaat sebagai berikut : 1. Nilai Ekonomi: Dapat dikembangkan sebagai kawasan yang mempunyai nilai ekonomis, sebagai contoh potensi terumbu karang merupakan sumber alam yang memiliki produktivitas dan keanekaragaman yang tinggi sehingga membantu meningkatkan kwalitas lingkungan dan habitat berbagai jenis ikan jika dimanfaatkan akan dapat meningkatkan pendapatan bagi nelayan, penduduk pesisir bahkan devisa negara. 2. Nilai Ekologi: Lingkungan biotik dan abiotik di daratan maupun perairan apabila dikelola secara arif dan bijaksana akan dapat memperbaiki kualitas dan keseimbangan lingkungan.

3. Nilai Estetika: Keindahan alam dapat dikelola sebagai obyek ekowisata/wisata alam bila dikembangkan sebagai usaha pariwisata alam bahari maupun daratan. 4. Nilai Pendidikan dan Penelitian: Merupakan obyek dalam pengembangan ilmu pengetahuan, pendidikan dan penelitian. 5. Nilai Jaminan Masa Depan : Keanekaragaman sumber daya alam kawasan konservasi baik di darat maupun di perairan memiliki jaminan untuk dimanfaatkan secara terbatas bagi kehidupan yang lebih baik untuk generasi kini dan yang akan datang. Seiring dengan kebijakan penataan kawasan wisata, adanya kebijakan akses pemanfaatan Taman Nasional Bali Barat, khususnya Zona Tradisional Teluk Gilimanuk sebagai Kawasan pariwisata, penulis sebagai salah satu Tim Penyusun Buku ”Pemanfaatan Zona Tradisional Teluk Gilimanuk” memandang perlu melakukan kajian aspek sosial dalam penetapan ”Pemanfaatan Zona Tradisional Teluk Gilimanuk”.

Metode Penelitian Dalam studi pembangunan diperlukan kajian sosial, hal ini dilakukan karena aspek sosial sering menghambat implementasi kebijakan pemerintah di daerah. Untuk menggali aspek sosial dalam pemanfaatan Zona Tradisional Teluk Gilimanuk dengan memberi akses pada masyarakat, maka strategi yang digunakan adalah penelitian qualititative research. Menurut John W. Creswell, ( dalam Amandus Jong Tallo dan Anselmus Tallo : 2013) pendekatan kualitatif adalah suatu proses penyelidikan untuk memahami masalah sosial atau masalah manusia, berdasarkan penciptaan gambar holistic yang dibentuk dengan kata-kata, melaporkan pandangan informan secara terperinci, dan disusun dalam sebuah latar ilmiah. Untuk menunjukan pemanfaat Zona pada Balai Taman Nasional dalam setiap aktivitas masyarakat, pertama-tama dilakukan wawancara semi terstuktur pada orang kunci (key informan) yang mengetahui hal-hal yang berkaitan dengan tema dalam pemanfaatan Zona Tradisional Teluk Gilimanuk. Key informan selanjutnya akan merekomendasikan informan lain yang berkaitan Konsep Tri Hita Karana yaitu hubungan Mnusia dengan Tuhan Yang Maha Esa, hubungan manusia dengan manusia dan hubungan manusia dengan alam lingkungan.


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Pengumpulan data dilakukan melalui observasi, studi pustaka dan wawancara. Wawancara dilakukan dengan Bendesa Desa Pekraman sebagai tokoh yang dituakan dalam Masyarakat Gilimanuk, serta tokoh masyarakat yang mengetahui permasalahan dalam Pemanfaatan Zona Tradisional Teluk Gilimanuk. Data hasil wawancara yang sudah diperoleh, kemudian di rekap, sehingga menghasilkan pandangan masyarakat tentang pemanfaatan Pemanfaatan Zona Tradisional Teluk Gilimanuk dalam Konsep Tri Hita Karana.

didalam kawasan Taman Nasional Bali Barat adalah jenis Banteng (Bos javanicus), Rusa (Cervus timorensis), penyu Rider (Lepidochelys olivaceae). Beraneka ragam jenis flora dan fauna yang dilindungi Undang-Undang juga terdapat beraneka ragam jenis ekosistem yaitu ekosistem hutan savana, hutan hujan tropika, hutan musim dan hutan mangrove serta ekosistem terumbu karang yang sangat menarik bagi wisatawan dan peneliti untuk melakukan pengkajian, budi daya untuk kesejahteraan bagi manusia.

Pengolahan data dilakukan dengan metode diskriptif dan komparatif. Data-data yang telah terkumpul dikelompokan secara sistematis dan disbanding bandingkan satu dengan lainnya sehingga diperoleh kesimpulan.

Salah satu Kawasan wisata di Pulau Bali yang mulai banyak dilirik wisatawan adalah Zona Tradisional Teluk Gilimanuk yang populer dengan sebutan ”Karang Sewu”. Teluk Tradisional Gilimanuk merupakan salah satu lokasi wisata yang berada di Balai Taman Nasional Bali Barat. Zona tradisional kawasan Perairan Teluk Gilimanuk berdasarkan Surat Keputusan Direktur Jenderal perlindungan Hutan dan Konservasi Alam Nomor : Sk. 143/IV-KK/2010 tanggal 20 September 2010 tentang Zonasi Taman Nasional Bali Barat mempunyai luas 259,038 Ha meliputi seluruh perairan Teluk Gilimanuk kecuali 50 M dari pantai Pulau Kalong, Pulau Burung, Pulau gadung, dan 150 m dari pantai daratan utama Teluk lumpur kearah Timur dan kearah Utara hingga pantai Lama, batu Payung dan Teluk Buaya.

Kajian Pustaka Indonesia banyak memiliki Kawasan lindung yang indah menjadi incaran wisatawan untuk sekedar menikmati hingga memanfaatkan sebagai kawasan wisata. Salah satu kawasan wisata yang memanfaatkan kawasan lindung adalah Taman Nasional.Taman Nasional merupakan kawasan pelestarian alam yang mempunyai fungsi pelestarian sistem penyangga kehidupan, pelestarian sumber daya genetik dan pemanfaatan secara lestari (Menteri Kehutanan :2007). Sementara itu dalam Peraturan Menteri Kehutanan Nomor: P.03/ Menhut-II/2007 tanggal 1 Pebruari 2007 tentang Organisasi dan Tata Kerja Unit Pelaksana Teknis Balai Taman Nasional; Balai Taman Nasional Bali Barat diberi tugas mengelola kawasan Taman Nasional Bali Barat seluas 19.002,89 Ha. terdiri kawasan daratan seluas 15.587,89 Ha dan kawasan perairan seluas 3.415 Ha. Tipe ekosistem asli yang terdapat di dalam kawasan Taman Nasional Bali Barat meliputi wilayah perairan, mangrove, padang lamun dan pesisir, sedangkan ekosistem daratan mulai dari ekonsistem pantai, savana, hutan hujan dataran rendah dan hutan pegunungan. Pengelolan Taman Nasional berdasarkan sistem zonasi untuk tujuan penelitian, ilmu pengetahuan, pendidikan, menunjang budidaya, pariwisata dan rekreasi alam. Menurut Menteri Kehutanan; Keberadaan Taman Nasional Bali Barat tidak terlepas dari potensi sumber daya genetik yang khas dan endemik Bali yang dilestarikan yaitu Burung Jalak Bali (Leucopsar rothschildi). Potensi fauna langka lainnya yang terdapat

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Gambar 1. Lokasi Zona Tradisional Teluk Gilimanuk Sumber : Bappeda dan PM Kab Jembrana 2012 Secara administrasi pemerintahan Teluk Tradisional Gilimanuk terletak di wilayah lingkungan Arum Timur Kelurahan Gilimanuk, Kecamatan Melaya Kabupaten Jembrana sedangkan secara admininstrasi pengelolaan hutan termasuk wilayah kerja Resor Polisi Hutan Ambyarsari, Seksi Pengeloaan Taman nasional Wilayah I Jembrana Balai Taman Nasional Bali Barat. Secara geografis Teluk Tradisional Gilimanuk terletak pada koordinat :

expertise may prevent team members to integrate their different perspectives through collaborative learning. The impacts of cross functional team diversity on innovation depend on the collaborative contribution of each team member that uses multiple perspectives and knowledge bases (Lovelace, Shapiro, & Weing, 2010). Based on a research conducted a cross-section of Germany regions, Niebuhr (2010) concluded that cultural diversity in terms of nationality has strong relationship with innovation. The findings suggest that differences in knowledge and capabilities of workers from diverse nationalities enhance performance of regional R&D sectors. However, this research also results that education levels are important. The strongest impact on innovation output is related to diversity among highly qualified employees. These results indicate that cultural diversity of highly skilled labor is very important to develop new ideas and products. A broader sample research conducted by Talkea, Salomob, & Katja (2010). They used empirical sample on cross-national and focuses on firms which operate in only one major business area, offer manufactures goods (no services) and publicly listed. To minimize intra-firm hetereogenity, they selected only firms with a dominant or single-product business from manufaturing sectors. They concluded that task-oriented of top management team (TMT) diversity has a significant and positive impact on a firm’s strategic choice to focus on innovation fields. Task oriented variables used are educational background, functional background, industrial background, organization background, and board tenure. Educational background measures the maximum educational level of each TMT member within the categories high school degree, bachelor’s degree, master’s degree, doctoral degree. Functional background describes which category most closely represents a TMT member’s functional specialization. Using data from 1,775 Danish companies, Østergaard, Timmermans, & Kristinsson (2011) investigated the relation between employee diversity and innovation in terms of gender, age, ethnicity, and education. The statistical model reveals a positive relation between diversity in education and gender on the likelihood of introducing an innovation. They found a negative effect of age diversity and no significant effect of ethnicity on the firm’s likelihood to innovate. Furthermore, the statistical model presented a positive relationship between an open culture towards diversity and innovative performance. These findings did not

show any curvilinear relationship between diversity and innovation. Firms with more balanced gender composition are more likely to innovate compared to firms with high concentration in one gender. Firms with a higher number of employees with a higher education and diversity in the types of educations have a higher likelihood of innovation. Diversity in age appears to have either negative or neutral effect, although average age has no significant impact. The study also results no significant effect of ethnical diversity on innovation. Another related study from Denmark is conducted by Parrotta, Pozzoli, & Pytlikova (2011). They investigated the impacts of racial and educational diversity in 14,000 firms per year over from 1996 to 2003. They found strong evidence that diversity in education/skills and ethnicity of the labor has positive impacts on the innovation of firms. The regresion model resulted that a one percent increase in the educational heterogeneity implies a 2.23 percent increase in the number of patent applications. Moreover, this result suggests that educated or skilled foreign labors can contribute to for productivity and economic growth.

Table 1 The Impact of Educational Diversity on Innovation in the Observed Research Sample

Relationship

1.

No. Researchers and Year Bantel & Jackson (1989)

Top management team in 199 banks in Midwestern region of the United States

Positive

2.

Niebuhr (2010)

Regional data on patent applications in 95 regions across Germany

Positive

3

Post, De Lia, Ditomaso, 28 innovation teams Tirpak, & Borwankar (2009)

Positive

4.

Talkea, Salomob, & Katja (2010).

Cross-national manufacturing firms, operating in only one major business area, publicly listed

Positive

5.

Østergaard, Timmermans, & Kristinsson (2011)

1,775 Danish companies, Denmark

Indirect positive

6.

Parrotta, Pozzoli, & Pytlikova (2011).

Denmark, 14,000 firms per year over from 1996 to 2003

Positive


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is associated with high quality idea production, particularly when group members are heterogeneous along dimension to the tasks facing the group. Moreover, Diversity of perspective generates more alternatives and greater critical evaluation (Bassett-Jones, 2005). Diverse teams that actually utilized the variety of perspective present outperformed the homogeneous teams whereas diverse teams that did not utilize the diversity performed worse than the homogeneous teams. The members of functionally diverse teams have less collaborating learning ability since they tend to rely on the expertise of individual members rather than undertaking the more difficult task of learning from one another (Post, De Lia, Ditomaso, Tirpak, & Borwankar, 2009). Cross functionality does not automatically contribute to positive impacts on team innovation. To avoid negative impatcs, cross functionality teams should separate relationship conflicts and value conflicts from task conflicts (Gebert, Boerner, & Kearney, 2006). Representation of various educational and functional backgrounds may provide a team with more knowledge and expertise. Furthermore, team members from various backgrounds can also connect the team to more sources of ideas because the members collectively possess broader networks than teams that have homogeneous backgrounds. Finally, representation from a variety of organizational functions should also help teams understand a problem’s complexity as well as address the potential impact of a proposed innovation throughout the organization.

The Impact of Educational Diversity on Innovative Performance Research on the impact of multicultural workforce diversity related to innovation is relatively scarce. On the other hand, demand for promoting innovation related to the impact of diversity has been increasing due to competition in turbulent markets and environmental uncertainty (Horwitz, 2007). Since market changes very quickly, private sectors are in competition to produce goods and services that will lead market share. Human capital of the firms plays significant role to maintain firm’s competitiveness to produce goods or services creatively. Diverse employees can increase competitive advantages of organizations in terms of organizational flexibility, creativity, and problem solving (Cox & Blake, 1991).

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Many claims arise that human capital diversity becomes increasingly important in a business environment that requires competitive advantage coming from innovative activities. Competitive advantage in the industry seems to be based on combining skills, which are more fundamentally different (Laursen, Mahnke , & VejrupHansen, 2005). However, although human capital is an important factor that influences firm’s innovation, the composition of human capital that may affect innovative performance is still unclear (Söllner, 2010). Based on a research on Top Management Team (TMT) in Bank located in the midwestern region of the United States, Bantel & Jackson (1989) concluded that innovation is positively correlated with team heterogeneity with respect to age, education, and functional experience. Only tenure heterogeneity is not significantly correlated with innovation. Innovation was greater in banks led by more educated managers who came from diverse functional backgrounds. It indicates that more innovative organization should have diverse and highly educated team members. However, different aspects of team composition affect two types of innovations differently. Various educational levels are significant for technical innovation that is related to product and services produced and production process, but not for administrative innovation. On the other hand, functional heterogeneity is significant for administrative innovations that is associated to changes in the organizational structure and the people within the organization but not for technical innovation. A possible explanation for high association between education and technical innovation, more educated management teams are more proactive in initiating the development of technical innovations. Based on study of 28 innovation teams, Post, De Lia, Ditomaso, Tirpak, & Borwankar (2009) concluded that the degree of educational diversity among team members had no detectable influence on team’s innovative behavior. However, increasing educational diversity on a team increases the degree of connective thinking, so educational diversity appears to have an indirect positive effect on innovativeness. Therefore, increasing the educational diversity of team members may foster innovation through the effects on the team’s range of problem-solving approaches. This study also suggests that although functional diversity can help produce innovation, it also leads to detrimental team dynamics. Functional diversity provides space to find innovative solution for solving complex problem due different expertise of team members. However, the differences of

Utara

:

08o09’32” LS dan 114o26’36,37” BT

Selatan

:

08o09’32” LS dan 114o26’39,70” BT

Timur

:

08o09’70” LS dan 114o27’57,59” BT

Barat

:

08o10’10,73” LS. dan 114o26’26,58” BT

Menurut data Balai Taman Nasional Bali Barat (2012), ekosisitem pada zone Teluk Tradisional Gilimanuk terdiri dari ekosistem daratan berupa hutan mangrove, ekosistem hutan pantai, ekosistem hutan musim, ekosistem hutan hujan dataran rendah, ekosistem evergreen, dan ekosistem savana. Sedangkan tipe ekosistem perairan meliputi ekosistem coral reef, ekosistem padang lamun, ekosistem pantai berpasir, ekosistem perairan laut dangkal, dan ekosistem perairan taut. Iklim kawasan zona pemanfaatan tradisional diperairan Teluk Gilimanuk berdasarkan klasifikasi Schmit & Ferguson termasuk tipe iklim E, dimana bulan hujan hanya berlangsung dari Desember sampai April, curah hujan rata-rata tahunan kurang dari 1.500 mm dengan kelembaban udara dibawah 55 %. Geologi dan tanah yang membentuk kawasan ini merupakan batuan Andesit termasuk formasi batuan klatakan - merboek sedangkan jenis tanah merupakan endapan aluvial coklat kelabu berpasir mempunya sifat remah dan jerap air yang rendah hal ini mengakibatkan zona ini tidak cocok untuk budi daya dan rehabilitasi kurang berhasil. Kondisi topografi zona pemanfaatan tradisonal kawasan perairan Taman Nasional Bali Barat secara keseluruhan datar dengan kelerengan 0 - 2 % dan ketinggian tempat antara 0 - 250 m diatas permukaan laut. Hidrologi daerah ini sebagaian besar merupakan daerah perairan yang terletak disekitar Teluk Gilimanuk kondisi sirkulasi air laut sangat cepat mengikuti kondisi peraiaran Selat Bali hal ini berpengaruh pada tipe vegetasi hutan mangrove dan terumbu karang yang ada.

Potensi wisata yang memungkinkan untuk dikembangkan dikawasan zona pemanfaatan tradisional ini adalah atraksi wisata alam berupa penyediaan jasa wisata tirta seperti penyewaan kano, berperahu tradisional, lomba perahu tradisional, wisata pendidikan, wisata ke Pulau Burung dan sekitarnya, tour mangrove dan bird wathcing, sedangkan didaratan dapat dilakukan aktifitas rekreasi keluarga, penyewaan tikar, warung makanan dan minuman ringan dengan konsep alamiah dan tidak permanen. Dalam Perda Nomor 11 Tahun 2012 tentang RTRW Kabupaten Jembrana 2012-2032 disebutkan Sesuai dengan visi jangka panjang pembangunan Kabupaten Jembrana untuk mewujudkan Jembrana yang Jagadhita berlandaskan Tri Hita Karana membutuhkan penataan ruang wilayah secara terpadu yang hijau, lestari, aman, nyaman, produktif, dan berkelanjutan berlandasarkan kebudayaan Bali; diperlukan kearifan lokal dalam pelaksanaan penataan ruang wilayah secara terpadu meliputi perencanaan tata ruang, pemanfaatan ruang, dan pengendalian pemanfaatan ruang untuk dapat mengarahkan struktur dan pola ruang wilayah Kabupaten Jembrana yang memberikan manfaat bagi semua kepentingan, yang dilaksanakan secara bersama oleh pemerintah, masyarakat, dan/atau dunia usaha. Berdasarkan peraturan perundang-undangan yang berlaku (UU No. 5 tahun 1990, PP. No. 36 tahun 2010) pengelolaan Taman Nasional dilaksanakan oleh Pemerintah, namun hak mengelolanya dapat diberikan kepada Swasta maupun kelompok secara kolaboratif bekerjasama Masyarakat disekitar kawasan Taman Nasional Bali Barat, hal ini dimaksudkan sebagai bentuk keberpihakan Pemerintah kepada masyarakat dalam turut serta berpartisipasi aktif dalam pembangunan kehutanan sesuai visi Kementerian Kehutanan ”Hutan Lestari Masyarakat Sejahtera yang Berkeadilan”. Adapun sasaran yang hendak diwujudkan berikut :

sebagai

1. Menjamin terpeliharanya proses ekologis yang seimbang menunjang sistem penyangga kehidupan bermapaat bagi kelangsungan pembangunan dan kesejahteran masyarakat sekitar kawasan Taman Nasional Bali Barat Gambar 2.Rencana Akomodasi Wisata di Teluk Gilimanuk Sumber : Bappeda dan PM Kab Jembrana 2012

2. Pemanfaatan sumber daya alam secara tearah dan terkendali untuk menjamin kelestarian manfaat dan berkelanjutan.


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3. Terpeliharanya keanekaragaman sumber genetik dan tipe-tipe ekosistem sehingga mampu menunjang kehidupan masyarakat, pembangunan, ilmu pengetahuan dan teknologi dan ecotourism, seni dan budaya Seseuai UU No. 27 tahun 2007 dimana sebagai kawasan Taman Nasional Bali Barat mempunyai potensi perairan sekaligus merupakan bagian Kawasan Konservasi Perairan yang sudah exissting dimana peneglolaannya sudah lebih permanen, dalam pengelolaan kawasan pesisir dan pulau - pulau kecil dimasukan kedalam Jejaring Kawasan Komservasi Perairan (JKKP Bali) yang dalam progresnya dalam tahun 2012 penyelesaian cetak biru (blue print) pengelolaan Jejaring Kawasan Konservasi Perairan Bali (JKKP Bali).Landasan hukum kebijakan pengelolaan Taman Nasional Bali Barat yang dituangkan dalan rencana pengelolaan jangka panjang adalah UU No. 5 tahun 1990 tentang Konservasi Sumberdaya Alam Hayati dan Ekosistemnya dan PP. No. 36 tahun 2010 tentang pengusahan pariwisata di Taman Nasional, Taman Wisata Alam dan Taman Hutan Raya, serta kebijakan Pembangunan Kehutanan Propinsi Bali yang ditindak lanjuti dengan Peraturan menteri Kehutanan No. 48 Tahun 2010 tentang tata cara pengajuan Ijin Pengusahaan pariwisata alam Di Taman Nasional, Taman Wisata alam dan Taman Hutan raya mengatur bahwa pemberian hak pengelolaan/ pengusahaan pariwisata alam dapat diberikan kepa badan usaha, kopersai, kelompok masyarakat maupun lembaga dalam bentuk penyediaan sarana pariwisata alam dan penyediaan jasa wisata alam. Berdasarkan Peraturan Menteri Kehutanan Nomor : 56 /Menhut-II/2006 bahwa kegiatan masyarakat yang ada ketergantunganya dengan sumber daya alam yang dapat dilakukan pada zona tradisional antara lain : Perlindungan dan pengamanan Inventarisasi dan monitoring jenis yang dimanfaatkan oleh masyarakat Pembinaan habitat dan populasi

Undang-Undang No. 10 tahun 2009 tentang Kepariwisataan mengatur jenis usaha yang dapat dikembangkan dalam pembinaan obyek baik dalam bentuk Daerah Tujuan Wisata (DTW) dann penetapan Kawasan Daerah Tujuan Wisata Kabupaten/Kota (KDTWK) maupun sebagai penetapan Obyek Wisata (OW), maka jenis-jenis usaha yang dapat dikembangkan dikawasan perairan teluk Gilimanuk adalah sebagai berikut : Penyediaan Jasa wisa Tirta Penyediaan jasa Makanan dan minuman wisata Penyediaan jasa informasi wisata Penyedian jasa wisata alam Penyediaan jasa pemandu wisata alam Penyediaan jasa wisata spiritual Dan lain-lain Untuk menyelaraskan beberapa peraturan perundangundangan tersebut diatas dengan kebijakan pemerintah daerah terutama dalam penataan ruang sesuai Peraturan Daerah Propinsi Bali No. 16 tahun 2009 dijadikan acuan pula dalam masukan ini, khusunya pada pasal 49 ayat 5 ditegaskan kawasan Taman Nasional Bali Barat seluas 19.002,89 ha meliputi wilayah daratan dan perairan laut berlokasi di Desa Penginuman, Kecamatan Melaya Kabupaten Jembrana dan di Desa Sumberkima dan Desa Sumber klampok Kecamatan Gerokgak Kabupaten Buleleng menjadi wilayah yang harus dipertahankan. Didalam Rencana Tata Ruang Wilayah Provinsi Bali kawasan Gilimanuk ditetapkan sebagai kawasan strategis dengan fungsi perhubungan, ekonomi dan pariwisata dimana kawasan Taman Nasional Bali Barat termasuk didalamnya. Didalam rencana pengelolaan jangka panjang /rencana karya pengelolaan Taman Nasional Bali Barat fungsi sosial kawasan terhadap masyarakat penyangga telah diatur pula keberadaan masyarakat dan atau lembaga masyarakat, baik untuk kepentingan pengembangan lembaga pemerintah, masyarakat maupun swasta.

Penelitian dan pengembangan Pemanfaatan potensi dan kondisi sumberdaya alam sesuai dengan kesepakatan dan ketentuan yang berlaku

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Pembahasan Perkembangan pemanfaatan ruang dipengaruhi oleh aktivitas manusia, perkembangan jumlah penduduk,

4. Creativity as a process. Creativity is a process of generating and testing ideas. The creative process may or may not yield a new product or process and individual can play different roles in the process. 5. Integrated view perspective. Creativity is a function of the interaction among people, their environment, as well as their task. Related to the integrated view perspective, Johansson (2006) concluded that creativity or a large number of extraordinary new ideas can be created from an intersection of fields, disciplines, or cultures. Innovation requires interactive process that often involves communication and interaction among employees in the organization (Østergaard, Timmermans, Kristinasson, 2011). World changing discoveries come from the interaction of various dimensions of diversity. Mutual interaction and communication across cultural boundaries plays significant role to activate innovative potency (Lauring, 2007). For example, the invention of DNA structure was supported not only by diversity of educational background but also diversity of nationality, institutions, and gender. However, various barriers may prevent finding intersection or interaction. Based on research conducted on 14 Danish companies, insufficient language skills is the primary barrier to interaction (Lauring, 2007). Subsequently, the communication across cultural boundaries becomes one of the basic preconditions for the development of an innovative international environment. Unfortunately, communication in culturally diverse organizations is often a complicated matter. Another possible barrier is lack of cohesiveness of team since diversity could cause conflict among employees. However, when it is effectively handled, it can lead to improved creative problem-solving and decision-making. King, Michelle , & Beal (2009) argued that the effects of demographic heterogeneity led to group norms emphasizing lower cooperation, but the effects weakened over time. They concluded that the negative effects of demographic diversity would be strongest for team newcomers and for newly developed teams, but the effects would actually be positive in the long run. Workforce diversity has broad dimensions but it can be grouped in two common dimensions including demographic diversity and human capital diversity (López-Fernández & Sánchez-Gardey, 2010).

Demographic diversity dimensions is related to age, gender, and race/ethnicity while human capital diversity is reffered to the set of knowledege, skills, experience, and values possesed by group members. Diversity in human capital plays significant role to leverage innovative performance. The human capital is affected by diversity in the composition of employees and their interaction (Laursen, Mahnke , & Vejrup-Hansen, 2005). For example, racial diversity is positively related to innovation under the condition of high variation in involvement where minority employees are equally or more active in involvement behaviors than their majority counterparts (Yang & Conrad, 2011). However, racial diversity is unrelated to innovation when level of employee involvement is low or under the condition of high level with low variation in involvement. Based on a research in 177 banks, the relationship between racial diversity and performance is conditional and depends on the level of innovativeness in a firm (Orlando , Mcmillan, Chadwick , & Dwyer, 2003). When racial diversity increases in banks with high in innovativeness, performance is enhanced. In contrast, performance for banks low in innovativeness decreases as racial diversity is increased. As seen from the above studies, the power of diversity on innovation is belong to the diversity itself, not similarity. The benefits of diversity to innovation depend on how much collective difference as on aggregate ability. Thinking differently is required to find new and better solutions, and innovation. Large pool of knowledge, skills, life experience, perspectives, and expertise could be available in workplaces that promote diversity. Heterogeneity has positive impact on generating and sharing various ideas but it also prevents the team members to achieve consensus, even more it can cause conflict among team members. Cognitive diversity among heterogeneous members promotes creativity, innovation, and problem solving, and thus results in superior performance relative to cognitively homogeneous teams (Horwitz, 2007). Positive effects come basically from the cognitive side of group working. Different mental models and ways of perceiving and interpreting information coincide in diverse groups, which are able to generate more alternatives to decide and solve problems (Martin-Alcazar, Romero-Fernandez, Sanchez-Gardey, 2010). Lauretta , Lobel, & Cox (1996) concluded that heterogeneity of team member characteristics is related to various perspectives. Variety in perspectives


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1996). Actual productivity of multicultural teams is influenced by how well the teams can manage resources they have and minimize faulty process. In economic perspective, diversity has a positive relationship with regional productivity. In a study of the economic value of cultural diversity in the U.S., Ottaviano and Peri (2006) argue that cultural diversity has positive impacts on the productivity of natives. A more multicultural urban environment makes US-born citizens more productive. The findings of this study are consistent with those of Bellini, I.P. Ottaviano, & Pine, (2008) in Europe. Common sense seems to dictate that skills of foreign workers might complement those of native labor force. Another possible explanation, the foreign workers may provide services that are not perfectly substitutable with those of natives. However, higher regional productivity may be also influenced by the demographics of regions such as higher education, higher international experience, and higher exposure to culture and news. People who have these characteristics may be more appreciative to diversity. In such regions, productivity is not influenced by diversity but tolerant citizens. A study of the implication of diversity for organizational competitivenss by Cox and Blake (1991) illustrated the cost of diversity where failure to manage women and racio-ethnic minorities is accociated with high turnover and absenteesm. On the other hand, organizational accomodation to diversity such as sponsoring child care and greater flexible work schedulling contributes to reduce absenteeism. Based on the result of the study, these scholars suggest that the organization should invest on managing workforce diversity in order to anticipate the higher costs or to gain more benefits associated with diversity.

Theoretical Framework Innovation cannot be separated from creativity as it is an essential part of the process of innovating. According to Serrat (2009), creativity plays a significant role in the innovation process and it is a creator and sustainer of performance and change. Moreover, Johansson (2006) claims that creativity consists of new and valuable ideas while innovation come from creative ideas that had become realized. The essence of Johansson’s argument is that not all creative ideas become innovation. With regards to creativity within individual, Amabile (1998) defines three elements of creativity. 82



First is expertise which is associated with knowledgetechnical, procedural and intellectual. Second is intrinsic motivation that refers to an inner drive for problem solving which gives an individual satisfaction without rewards. Third element is creative thinking skills which relates to how people approach problems.

Figure 1 Three Components of Creativity

penyediaan infra struktur dan sarana prasarana pendidikan, kesehatan sosial keagamaan, lingkungan dan pemukiman maupun fasilitas umum lainnya seperti kawasan pariwisata. Dilihat dari asal muasal penduduk yang bermukim diwilayah kelurahan Gilimanuk sangat beragam mereka berasal dari suku Jawa, Madura, Bali, Bugis, Sunda dan lain-lain, berdasarkan data statistik jumlah penduduk Gilimanuk (Tahun 2012) mencapai 8.626 jiwa dengan tingkat kepadatan penduduk ratarata 31.118 Jiwa/Km2 . Kondisi kependudukan ini sangat perlu dipertimbangkan dalam aspek sosial penataan Zona Tradisional Teluk Gilimanuk.

Gambar 3. Peta Citra Kepadatan Penduduk Gilimanuk.

Source: Amabile, 1998. After looking at several studies, it is assumed that there is no single definition of creativity because creativity is commonly viewed by different settings or perspectives. In line with the concept of creativity, Dendhardt, & Aristigueta (2009) summarized five prespectives of creativity as follows: 1. Creativity as a trait. People have inborn characteristics that influence them to be creative. Some people may have traits that make them naturally creative and they would probably be creative wherever they are situated. 2. Creativity as cognitive skills an abilities. Creative is based on conceptual skills and abilities such as divergent and abstract thinking. Creative can be enhanced by learning and improving certain cognitive skills. 3. Creative as behavior. Creativity is whatever results in the formation of new ides or solutions that are useful. The value of creativity lies in what useful outcomes are produced.

Hasil dari penelusuran di masyarakat, berdasarkan inventarisasi, observasi, dan wawancara dengan narasumber maka diperoleh gambaran sebagai berikut: Menurut masyarakat Gilimanuk, pemanfaatan tradisional saat ini belum diatur secara formal karena belum memilki legalitas baik perijinanannya maupun jenis-jenis kegiatan yang boleh dan tidak boleh dilakukan oleh masyarakat karena belum pernah dilakukan kajian disisi lain pihak pengelola Taman Nasional belum memiliki perangkat (tools) untuk mengendalikan aktifitas masyarakat dan adanya kekhawatiran terjadi oven akses dan bertentangan dengan peraturan perundangan yang berlaku. Aktifitas masyarakat disekitar perairan teluk Gilimanuk saat ini lebih banyak dilakukan oleh nelayan atau pokmas, wisata tirta berupa pemanduan, penyewaan perahu tradisional, lomba perahu tradisional, canoing, tour mangrove, bird watching, , pengambilan kerangkerangan saat air surut secara manual, sedangkan didaratan di sekitar pantai Karangsewu dimanfaatkan untuk wisata keluarga, penjualan makanan ringan dengan warung tidak permanen.

Masyarakat nelayan maupun pokmas wisata sangat peduli akan kelestarian sumber daya alam zona pemanfaatan tradisonal, terutama dalam hal kebersihan dan keamanan dengan ikut berpatroli jika menemukan hal-hal yang mencurigakan cepat berkoordinasi dengan petugas Taman Nasional Bali Barat. Aktifitas yang kurang tepat dilakukan masyarakat terutama yang tingkat keasadarannya kurang mengerti tentang estetika dan etika adalah pembuangan sampah limbah rumah tangga kedalam kawasan Taman nasional Bali Barat, penggembalaan ternak secara liar dan pengambilan hijauan pakan ternak hal ini bertentangan dengan ketenuan yang berlaku. Bentuk kelembagaan masyarakat yang beraktifitas disekitar perairan teluk Gilimanuk adalah Kelompok Masyarakat (Pokmas) di teluk Gilimanuk bergerak dibidang penyediaan jasa wisata alam dan Kelmpok Nelayan Karangsewu yang ditunjuk sebagai sentra penyuluhan kehutanan pedesaan (SPKP) yang bergerak dalam penyuluhan pelestarian sumber daya alam, penyediaan jasa wisata alam dan nelayan. Masing-masing kelompok ini (Pokmas dan SPKP) sudah memiliki peraturan organisasi dalam bentuk anggaran dasar dan anggaran rumah tangga sehingga jelas arah dan dan tujuan masing-masing lembaga ini. Potensi zone pemanfaatan tradisional diperairan Teluk Gilimanuk yang sudah teridentifikasi dan berkembang adalah wisata alam dan pendidikan lingkungan, sedangkan potensi flora fauna adalah sebagai berikut : Wisata tirta/glas buttum boat Penyelaman/diving serta selam/snorkeling Pendidikan konservasi/demplot mangrove termasuk Pengenalan biota laut, jenis burung air, jenis reptil pesisir, mamalia mangrove Wisata ke Pulau Burung dan sekitarnya menikmati pasir putih Pendidikan pengenalan mangrove/Tuor mangrove Penjualan Cendramata/souvenir Penjualan makanan dan minuman ringan Perkemahan singkat/camping Pendidikan lingkungan/ kebersihan pantai Lain-lain Dari hasil wawancara dengan beberapa narasumber baik yang berasal dari Instansi teknis, Pemerintah


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Kelurahan Gilimanuk maupun dari Taman Nasional Bali Barat dapat dikumpulkan data sebagai berikut ini : Perlu adanya penegasan kegiatan terhadap jenis dan bentuk kegiatan yang direkomendasikan kepada masyarakat agar pemanfaatan zonasi sesuai arahan rencana pengelolaan dalam kajian ini Perlu adanya standar Prosedur dan Operasional Pemanfaatan Kawasan Zona Tradisional Teluk Gilimanuk Perlu memperhaikan daya dukung lingkungan dalam pemanfaatan Zona Tradisinal Teluk Gilimanuk sebagaimana amanat pasal 15 ayat 1 dan 2 UndangUndang Nomor 32 Tahun 2009 Perlu adanya paduserasi antara kebijakan pembangunan bidang kehutanan dengan kebijakan pembangunan di daerah (UU Konservasi, PP Pemberdayaan masyarakat,Perda tentang tata ruang baik Provinsi Bali/RUTRWP maupun Kabupaten/ RUTRWK Jembrana). Perlu adanya penyamaan persepsi antara pemerintah dan masyarakat dalam implementasi pembangunan disekitar perairan teluk Gilimanuk dengan berlandaskan fungsi lingkungan, sosial, ekonomi berdasarkan prinsip Tri Hitta Karana maupun kerifan lokal lainnya. Pemanfaatan zona tradisional ini merupakan satu langkah berani pihak pengengelolan TNBB dalam akselerasi pengembangan wilayah persisir melalui pemberdayaan masyarakat tanpa mengorbankan ekosistem perairan dan lingkungan Teluk Gilimanuk. Agar masyarakat disekitar kawasan diberi kesempatan memanfaatkan sumber daya alam menunjang budidaya dan ekowisata sebagai wujud nyata keberpihakan pemerintah pada masyarakat lokal. Perlu adanya pertemuan secara berkala antara pihak Taman Nasional Bali Barat,Tokoh masyarakat, Lembaga Swadaya Masyarakat, Pokmas, SPKP dan masyarakat sekitar untuk sosialisasi dan koordinasi Permasalahan yang dihadapi pengelola kawasan teluk Gilimanuk sebagai zona pemanfaatan tradisional sangat beragam dan komplek mulai dari masalah sosial, pencemaran, lingkungan dan hukum maupun pergeseran nilai pemenfatan sesuai arahan rencana pengelolaan. Beberapa permasalahan tersebut ada yang menjadi kewenangan dan tanggung jawab pengelola

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Taman Nasional Bali Barat ada yang terkait dengan Pemerintah Daerah (Pemkab Jembrana, Pemerintah Kecamatan Melaya dan Kelurahan Gilimanuk) maupun koordinasi dengan stakehoder lain seperti Majelis Alit dan Desa Pakraman maupun Lembaga Swadaya Masyarakat. Untuk menjawab permasalahan tersebut diatas ditempuh melalui Strategi Pengelolaaan Taman Nasional Bali Barat. Strategi Pengelolaaan Taman Nasional Bali Barat dari aspek sosial adalah sebagai berikut ; a) Peningkatan peran serta Stakeholders, dimaksudkan untuk memberi akses kepentingan masyarakat sekitar dalam berpartisipasi aaktif pemanfaatan kawasan seperti Pemerintah Kabupaten Jembrana, LSM, Koperasi, dan Kelompok Masyarakat terus dikembangkan. b) Integrasi dan Koordinasi; memaduserasikan antara pembangunan konservasi dan pengembangan wilayah serta tata ruang secara terintegrasi sebagai modal kekuatan dalam pembangunan secara lokal, regeional maupun nasional.. c) Dukungan dan perhatian dunia Internasional; konsekuensi logis dari Pemerintah Indonesia ikut meratifikasi konvensi keanekaragaman hayati maka perhatian dunia terhadap kawasan Taman Nasional Bali Barat dalam bentuk bantuan tenaga ahli, pelatihan, pendidikan dan penenelitian, maupun dukungan terhadap pemberdayan masyarakat dalam penyelesaian kasus-kasus kawasan.

Penutup 1. Kesimpulan Dari uraian di atas dapat disimpulkan bahwa : 1). Zona Tradisional Teluk Gilimanuk yang populer dengan sebutan ”Karang Sewu”, merupakan salah satu kawasan Balai Taman Nasional Bali Barat dibuka sebagai kawasan wisata berdasarkan Surat Keputusan Direktur Jenderal perlindungan Hutan dan Konservasi Alam Nomor : Sk. 143/IV-KK/2010 tanggal 20 September 2010 tentang Zonasi Taman Nasional Bali Barat. 2). Dalam pemanfatan Zona Tradisional Teluk Gilimanuk masyarakat tidak menolak, asal dilibatkan sejak perencanaan hingga pelaksanaan.

The patterns of relationship are varied between various dimensions of diversity on the individual or organizational performance. There were limited evidences from empirical research to generalize the impacts of diversity dimensions (Wise & Tschirhart, 2000). Aparna, Erhardt, & Jackson (2003) found a few obvious patterns of the impact of the dimensions of diversity on the outcomes of organization. The impacts are sometimes positive, sometimes negative, and sometimes not significant. They summarized mixed findings in Big Five personality dimensions, sex diversity, age diversity, and international diversity. Two of Big Five personalities, extraversion and emotional stability, have positive impacts on performance but the other three of Big Five personality was unrelated to performance. Sex/gender diversity influenced the performance (ratings) of woman, but not the performance (ratings) of men. Sex composition on student working on a simulation influenced some measure of performance but not others. A study in sport teams showed that age diversity has negative impact to less interdependence team (baseball) while it has unrelated relationship to more interdependence team (basketball). International diversity may affect the performance but it was detrimental to the performance in the long run. Another type of relationships that is commonly found is curvilinear, more complicated that linear relationship. Nai-Wen, Yin-Mei, Shu-Chi (2009) found curvilinear or U-shape relationship between organizational tenure and team innovation. They conducted the research in sixtyseven R&D teams (with 321 team members) from 35 Taiwanese high-technology companies. Organizational diversity is initially positively associated with team innovation, whereas the relationship turns negative as the level of diversity further increases. Furthermore, the downside of curvilinear relationship was moderated by team-oriented HR practices. At moderate levels of diversity, organizational tenure diversity is most strongly associated with team innovation. In contrast, teams with too much or too little tenure diversity impede the development of team innovation. Curvilinear relationship also could be found in the relationship between expertise diversity and learning behaviors (Van der Vegt and Bunderson, 2005) as well as in the relationship between educational diversity and team information use (Dahlin, 2005). 1 Apart from contradictive finding issue in the previous research, this paper focuses on examining the relationship between innovation and educational 1

(Nai-Wen, Yin-Mei, Shu-Chi, 2009, p. 714)

diversity. This paper also would elaborate conditions that contribute to various patterns of relationship whether positive, negative, unrelated, or curvilinear. This research is expected can eliminate external validity issue since the observed research use data sample from various countries such as Germany, USA, Denmark, as well as data from cross nation. Cost and Benefit of Workforce Diversity

Diversity within an organization may have negative effects as well as positive ones. Diversity may simultaneously offer opportunity to gain more benefits but could be costly for individual and organizational performance. On the other hand, it may also cause misunderstanding among workers within an organization due to language barriers and socio-cultural differences. For example, an experience from Hitachi Europe shows a positive result in which the company combines Japanese and western mentalities in workforce and attains high quality results (Gassman, 2001). Another experience from Ericsson Company presents that workforce diversity can improve team performances at all levels and positively impacts on customer success (Ferhan Karabacakoglu, Mustafa Özbilgin, 2010). The impact of cultural diversity on team’s productivity was formulated by Adler (2002) as follows: (↑↓) Actual productivity = (↑)Potential productivity – (↑) Losses due to faulty process The formula indicates that the productivity of multicultural teams would be possible higher, lower or same as homogeneous teams. Bassett-Jones (2005) argued that diversity looks like “a double edged sword”. Diversity is a recognizable source of creativity and innovation that can provide a basis for competitive advantage. On the other hand, diversity also could be a disruptive factor for the organization. Diversity could be a source of misunderstanding, suspicion and conflict in the workplace and it can result in absenteeism, poor quality, low morale and loss of competitiveness. Organizations face a paradoxical situation to gain competitive advantages from the workforce diversity. If they promote diversity, they have to deal with workplace conflict, and if they avoid diversity, they risk loss of competitiveness. Heterogeneous teams have more potential performance advantage than homogeneous teams but the members of heterogeneous teams may have more negative affective reactions to their groups than did heterogeneous teams (Lauretta , Lobel, & Cox,


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3). Pelibatan masyarakat sangat penting untuk kebelanjutan penataan Zona Tradisional Teluk Gilimanuk sesuai dengan konsep Tri Hita Karana yaitu keseimbangan antara hubungan manusia dengan Tuhan Yang Maha Esa, hubungan manusia dengan manusia dan hubungan manusia dengan lingkungan.

2. Rekomendasi Untuk menjamin konsep keberlanjutan dan keseimbangan dalam penataan hubungan manusia dengan maka direkomendasikan : 1).

Managing Diversity: The Impact of Educational Diversity on Innovative Performance Nurul Wajar Mujahid

Abstract

Introduction

Although the relationship between diversity and innovation has become an emerging issue, research on the impacts of educational diversity on individual and organizational outcomes in terms of innovation is scarce. This research uses limited available resources to investigate the impacts of educational diversity on innovative performance. The evidences from the six research conducted in the various countries presents that educational diversity has a positive linear relationship on the innovation. This common relationship provides justification for the managers to promote educational diversity within their organizations in order to gain competitive advantages from the innovative performances. However, since diversity also has negative impacts on team cohesiveness and cooperation, the managers should manage the diversity appropriately. Lack of representation of public organizations in the observed research possibly becomes a weakness toward generalizability of the patterns of relationship. Misrepresentation of public organizations may remind public managers to adjust diversity management based on the nature of public organization.

Promoting workforce diversity management is inevitable since demographic and market are more diverse locally and globally. Managing workforce diversity is not only related to meet social justice and equity but also to be associated with organizational performance. Relationship between various dimensions of diversity and organizational performance has been explored by many scholars. However, the majority of research is dominated by relationship between work outcome and three demographic aspects including sex, race/ethnicity, and age. Less research on work outcome were related to education, work experience, functional background, as well as team and organizational tenure (Wise & Tschirhart, 2000). This finding has not significantly changed such presented in the recent meta analysis research (Aparna, Erhardt , & Jackson, 2003; Pitts & Wise , 2009). Based on research publication from 2000 to 2008, Wise and Pitts found that research on diversity dimension has been remainly dominated by sex/gender (49.4 %), race/ethnicity (37.1 %), and age (10.1 %).

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Penataan Zona Tradisional Teluk Gilimanuk dilakukan dengan memperhatikanpasal 15 ayat 1 dan 2 Undang-Undang Nomor 32 Th 2009 tentang Perlindungan dan Pengelolaan Lingkungan Hidup, dimana dalam penataan kawasan agar merperhatikan daya dukung lingkungan termasuk aspek sosial bukan aspek spasial saja.

2).Jenis kegiatan yang diberi akses dalam Penataan Zona Tradisional Teluk Gilimanuk disesuaikan dengan Surat Keputusan Direktur Jenderal perlindungan Hutan dan Konservasi Alam Nomor : Sk. 143/ IV-KK/2010 tanggal 20 September 2010 tentang Zonasi Taman Nasional Bali Barat, sehingga konsep pelestarian tetap terjaga..

Daftar Pustaka 1. UU. No. : 5 tahun 1990 tentang Konservasi Sumber Daya. 2. UU. No. 31 tahun 2004 tentang Perikanan 3. UU. No. 27 tahun 2007 tetang Pengelolaan Wilayah Pesisir dan Pulau-Pulau Kecil 4. UU No. 10 tahun 2009 tentang Kepariwisataan 5. UU No. 32 Th 2009 tentang Perlindungan dan Pengelolaan Lingkungan Hidup 6. Peraturan Pemerintah No. 59 tahun 2004 tentang Pemberdayaan Masyarakat 7. Peraturan Pemerintah No. 36 tahun 2010 tentang Pengusahaan Pariwisata Alam di KPA dan KSA 8. Permenhut 48 tahun 2010 tentang Prosedur dan Tata Cara Permohonan Pengusahan Pariwisata di KPA dan KSA 9. Peraturan Menteri Kehutanan Nomor P.8/MenhutII/2010 tentang Penetapan Rencana Strategik Kementerian Kehutanan Tahun 2010-2014; 10. Surat Keputusan Direktur Jenderal Perlindungan Hutan dan Konservasi Alam (PHKA) Nomor SK.128/ IV‐Sek/HO/2006 tentang Taman Nasional Bali Barat sebagai Taman Nasional Model.


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Tantangan di Era Kebangkitan Nasional Kedua

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