MODUL I-A-1 OVERVIEW: KEPEMIMPINAN YANG SUPORTIF UNTUK MENDUKUNG KEPEMIMPINAN KEILMUAN: TANTANGAN DAN PENGEMBANGAN PT

Dean Course on Leadership Development Program MMPT-UGM – DIKTI – HELM-USAID

MODUL I-A-1 OVERVIEW: KEPEMIMPINAN YANG SUPORTIF UNTUK MENDUKUNG KEPEMIMPINAN KEILMUAN: TANTANGAN DAN PENGEMBANGAN PT Oleh: Prof Dr Sahid Susanto, MS Prof Dr Laksono Trisantoro, MSc

MMPT-UGM – DIKTI – HELM-USAID: Dean Course on LDP

SETELAH MEMAHAMI MODUL A PESERTA DIHARAPKAN MAMPU Modul I-A-1 1. Memahami tantangan PT dalam skala global 2. Memahami keseimbangan peran pemerintah dengan PT 3. Memahami keseimbangan peran Pimpinan Fakultas dan Dosen 4. Memahami posisi PT 5. Memahami model tata kelola dan elemen PT


ISU YANG BERKEMBANG  

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Dalam skala global terjadi persaingan yang semakin ketat dari berbagai sektor termasuk Perguruan Tinggi (PT). Dalam skala nasional terjadi kecenderungan meningkatnya demokrasi yang memberikan implikasi pada lembaga publik dalam hal transparansi dan akuntabilitas Kecenderungan tersebut membawa implikasi pada perlunya perubahan operasionalisasi institusi PT Satu tantangan bagi PT untuk melakukan perubahan Ilmu pengetahuan menjadi faktor penting yang melampaui modal dan tenaga kerja. Posisi institusi PT menjadi sangat strategis dalam memproduksi sumberdaya manusia yang berilmu pengetahuan yang tinggi agar diakui menjadi bagian komunitas keilmuan global.


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COLLEGE IS A PATHWAY TO OPPORTUNITY In a global economy where the most valuable skill you can sell is your knowledge, a good education is no longer just a pathway to opportunity – it is a prerequisite. – President Barack Obama

HelmWo4 rkshop-


GLOBALIZATION PROCESS: FIVE MAJOR FLOW (SOURCE: MCGINN, NOEL F, 1995)

1. 2.

3.

4.

5.

People within and cross national boundaries, as refugees and as tourist Information, understood as data in the form of scientific reports, news broadcasts, statistics, documentary film and videos New technologies, of communication but also of production and distribution which permit radical changes in the organization and standard of life Capital, in daily volumes that exceed the total annual product of most countries of the world and which are beyond the control any government Images and ideas, in the form of television programs, videos and films, music, books and magazines

5


THE REALITY: Global scale and challenges  

GLOBALIZATION DRIVEN BY MARKETORIENTED ECONOMIC SYSTEM: + MARKET PRINCIPLES + COMPETITION + APPLYING ADVANCED TECHNOLGY

 



DEMOCRATIC CIVIL SOCIETY AFFECTS TO UNIVERSITY OPERATION NEW CHALLENGES

 

NEW CHALLENGES FOR UNIVERSITY TO: + CONSTRUCT e-KNOWLEDGE (Knowledge-driven economic growth: Knowledge should take place as an important factor for production passing capital and labor. Universities, research institute, R&D divisions of corporations and last not least think tanks have become important factories of knowledge, which is then transferred or sold to other productive unit ) + RESPOND TO BE MORE IN DEMOCRATIC CIVIL SOCIETY NEED TO BE MORE AUTONOMY IN OPERATION NEED TO BE MORE ACCUNTABLE TO PUBLIC 6


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NATIONAL KESEIMBANGAN PERANAN GOVERNMENT VS UNIVERSITY GOVERNMENT Public welfare Ideological and political priorities Corrective policies Accountability Protecting vital interests

UNIVERSITY Academic freedom Management Moral force Creativity and innovation

Balance between the role of government and university

TeachM7 aterial-


UNIVERSITAS/PT

Supportive Leader

Team work

PU: Rektorat-Dekanat •Penjagaan dan proteksi nilai PT •Supportive Leader •Kebijakan PT •Pertanggungan jawab publik

PU: Pimpinan Universitas, Rektorat dan Dekanat PL: Pimpinan Laboratorium

Scientific Leader PL: Pimpinan Lab-Dosen •Kebebasan dan mimbar academik •Pimpinan keilmuan

•Self management •Kreativitas dan inovasi •Pertanggungan jawab ilmiah


GLOBALIZATION THEORY POSISI INSTITUSI PENDIDIKAN TINGGI? Vannevar Bush : (NSF, NIH) University as part of the production sector: National competitive advantage Industries: profit maximization, Universities: prestige maximization Growing role of government and corporation support for specific research and education

Slaughter & Leslie Academic capitalism, new liberalism 5/30/2014

StsnWorkshop-Shd2013

(Source: Bagyo, 2000) 9


A SOCIAL TRANSFORMATION The 20th Century

The 21st Century

Transportation

Communications

Cars, planes, trains

Computers, networks

Energy, materials

Knowledge, bits

Nation-states

Nationalism

Public Policy

Markets 10


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INDONESIA: PIRAMIDA PENDUDUK DAN BONUS DEMOGRAFI

Mempunyai Implikasi pada Fakultas dan Pendidikan Tinggi

11 HelmWo rkshop-


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BRAIN DRAIN-BACK HOME  

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Kecenderungan akhir-2 ini telah terjadi “brain drain” dosen PT Dosen berprestasi ditarik ke pimpinan birokrasi, baik di lingkungan PT maupun di luar PT. Komunitas akademikpun menempatkan jabatan birokrasi sebagai capaian karier terhormat dan mempunyai status social tinggi. Satu sisi menjadi kebanggaan besar bagi PT, tp disisi lain sebetulnya merupakan kerugian besar bagi PT pula. Dari kacamata siklus manajemen PT dgn Reputasi-2 akademik sbg ukuran, dipastikan akan menurun tajam. Misi dan roch PT adalah reputasi akademik Dosen harus dipanggil pulang ke PT, diberikan:  Tunjangan yang memadahi  Status sosial yg tingi sebagai scientific leader  Sekaligus sebagai leader utk income generating dari aktivitas akademiknya 12 HelmWo rkshop-


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PENGEMBANGAN PT   



Siklus Institusi PT Arah Pengembangan PT Fungsi PT Back home

13 HelmWo rkshop-


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DIMANAKAH POSISI PERGURUAN TINGGI DAD FAKULTAS KITA MASING-2

?

?

?

Sumber: dikembangkan dari Workshop manajemen PT, SPS-UGM (2012)

14 HelmUsaid\S


ARAH PENGEMBANGAN PT Membangun sistem manajemen PT  Reputasi akademik PT  SDM sebagai modal strategis  Dosen sebagai sentral pengembangan reputasi  Tenaga kependidikan sebagai pendukung 

TRIANGLE OF CONTROL


China Russia Indonesia French Germany

Netherland

UK

Italy Latin America

Sumber: Workshop MMPT Nizam, 2013)

US A

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FUNGSI PENDIDIKAN TINGGI (RUU DIKTI-1)

Pasal 4  Pendidikan Tinggi berfungsi: 

a.

b.

c.

mengembangkan kemampuan dan membentuk watak serta peradaban bangsa yang bermartabat dalam rangka mencerdaskan kehidupan bangsa; mengembangkan sivitas akademika yang inovatif, responsif, kreatif, terampil, berdaya saing, dan kooperatif melalui pelaksanaan Tridharma; dan mengembangkan ilmu pengetahuan dan teknologi dengan memperhatikan dan menerapkan nilai humaniora. 17 HelmWo rkshop-


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FUNGSI PERGURUAN TINGGI (RUU DIKTI-2)

Pasal 58:  Perguruan Tinggi melaksanakan fungsi dan peran sebagai: 

a. b. c. d. e.

wadah pembelajaran Mahasiswa dan Masyarakat; wadah pendidikan calon pemimpin bangsa; pusat pengembangan ilmu pengetahuan dan teknologi; pusat kajian kebajikan dan kekuatan moral untuk mencari dan menemukan kebenaran; dan pusat pengembangan peradaban bangsa. 18 HelmWo rkshop-

19

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2012 • 2014 Perbaikan Penyaluran • Milestone 10 Tahun BOS • Pembangunan Pendidikan 2010 Rintisan PMU • dan Kebudayaan Reformasi Birokrasi • UU-Dikti • PP 66/2010 • BOP-PTN Beasiswa Bidik Misi • Subak diakui • DPPN UNESCO 2008 2013 WAJAR DIKDAS • PMU 9 Tahun • Integrasi UN tercapai • Kurikulum 2013 2006 • Akademi Komunitas 2011 Sertifikasi • World Cultural Forum • Pendidikan Karakter Guru • Integrasi Kebudayaan • Rehab SD-SMP • Sarjana Mengajar di 3T 2009 2007 2005 2004 Tunjangan 20% APBN • Tari Saman diakui • Awal BOS UNESCO untuk Profesi • UU Guru pendidikan Guru dan Target Target RPJMN/ baselin Dosen Capaia 2013 Kontrak Kinerja e n 94,1 % APM SD/MI 95,5 95,7 95,8 96,0 112, 5 117,6 118,2 118,6 119,1 % APK SD/MI 58,0 % APM SMP/MTs 77,7 78,8 80,0 76,0 81,2 99,7 103,9 107,3 110,0 % APK SMP/MTs 49,0 % APK SMA/SMK/MA 76,4 78,7 82,0 85,0 StsnWor 19 14,3 % APK PT 27,1 27,9 28,7 30,0 kshop-

Masalah Strategis Penididikan Tinggi (cont)

Masalah MMPT-UGM Strategis Penididikan Tinggi 5/30/2014 – DIKTI – HELM-USAID: Dean Course on LDP 4 Isu Pokok Pembangunan Pendidikan dan Kebudayaan AKSES

Tantangan     

MUTU & RELEVANSI

PELESTARIAN DAN PENGEMBANGAN KEBUDAYAAN

TATA KELOLA

Populasi yang besar Disparitas sosial, ekonomi, geografis Daya tampung terbatas Layanan belum merata. …

Arah Kebijakan memastikan ketersediaan dan keterjangkauan

• Konservasi produk budaya masih terbatas • Diplomasi budaya belum efektif dimanfaatkan • Regulasi bidang kebudayaan masih terbatas • ...

meningkatkan mutu dan relevansi secara berkelanjutan

• Kesenjangan dg dunia kerja • Sarana-prasarana rusak & kurang lengkap • Disparitas mutu & distribusi guru • Pendidikan karakter belum memadai

menuntaskan konservasi, pengembangan, diplomasi, & promosi kebudayaan

• Penggunaan sumberdaya belum efisien • Kurang fokus pada tupoksi • Kurang transparan • Kurang akuntabel

memastikan sumberdaya dikelola efisien, efektif, transparan, akuntabel

(Sumber: Kuliah Umum MMPT -TA 2013/2014 oleh SekJen Dinasbud)

20 HelmWo rkshop-


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MAIN AREA AND DRIVER OF REFORMS Main area of reforms  Public-Private discourse  Shifting government roles  Governance  Autonomy & Accountability  

Academic Non academic

Driver of reform  Masivication: access & equity  Expectation: social mobility quality & relevance  Governance: (lack of) autonomy, efficiency, effectiveness, and flexibility  Competition 21 HelmWo rkshop-


PENINGKATAN KUALITAS MANAJEMEN PT:

OTONOMI PERGURUAN TINGGI  Undang-Undang

Pendidikan Tinggi,

UU 12/2012.  PTN, PTN BLU, dan PTN Badan Hukum.  Keterbatasan:  Sistem

Keuangan Negara  Sistem Kepegawaian Negara


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GOVERNANCE MODELS

John Fielden, 2011 23 HelmWo rkshop-


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PRINCIPLES OF GOOD GOVERNANCE The Five Principles of Good Governance Five Principles

UNDP Principles

1. Legitimacy & Voice

Participation: all men & women participate in decision making either directly or through representatives Consensus orientation: mediates differing interests to reach a consensus on what is in the best interest of the group.

2. Direction

Strategic vision on long term perspective of good governance & human development

3. Performance

Responsiveness: serve all stakeholders Effectiveness & Efficiency: meet the needs while making best use of resources

4. Accountability

Accountability: accountable to the public Transparency: free flow of information

5. Fairness

Equity: opportunities for all to improve their well being Rule of Law: legal framework that is fair for all, respect human right 24 HelmWo rkshop-


ELEMENTS OF HE MANAGEMENT DIMENSION OF HE MANAGEMENT •Institutional development planning •Strategic Planning •Good University Governance RESOURCE GENERATION AND MANAGEMENT •Total Quality Management

•Academic leadership •Human resource management

EVALUATION •Performance •Facilities •Services 5/30/2014 •Acreditation

ENHANCING AND SUSTAINING QUALITY OF HE •Institutional standard •Curriculum development •Instructional improvement •Research and professional services management •Information technology utilization

Supportive & scientific leader StsnWorkshop-Shd2013

25


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Konsep dasar peningkatan kualitas akademik PT Lingkungan Eksternal (External Environment)

Generate New Knowledge (R)

Establish/ Revised Academic Structure

Set Academic Vision & Priorities

Mission Assess Environment

Formulate Strate-gy

Manage Univ/Fac Resources

Educate Students

Expanding Costumers

Community Service Dosen sebagai ujung tombak membangun scientific leader

Background Processes

Mission according to HELTS 2003-2010: Create and Sustain Intellectual Community through HEDP

(Sumber: FTP-UGM)

26 HelmUsaid\S


Expl. UGM UNIVERSITY VALUES: NILAI AKADEMIK & NILAI KORPORAT NILAI LUHUR UGM YANG DIGALI DARI PANCASILA

CORPORATE AND BUSINESS PHILOSOPHY

BUDAYA, SIMBOL, TRADISI, SEJARAH BERDIRINYA UGM

BASIC PRINCIPLES

NILAI TERMINAL & INSTRUMENTAL

BUSINESS AND WORK ETHIC

ACADEMIC VALUES

CORPORATE VALUES

SETS OF VALUES

NILAI UNIVERSAL PERG TINGGI

CORE VALUES UGM SBG PTN-Bh NEW UNIVERSITY POLICY AND STRATEGIC PLAN

CORPORATE POLICY AND STRATEGY

SETS OF SYSTEM

UNIVERSITY POLICY AND STRATEGIC PLAN

ACADEMIC CULTURE

BUDAYA UGM sebagai PTN-Bh

CORPORATE CULTURE

SETS OF BEHAVIOUR

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ON COMMUNICATION SKILLS 

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Communication is thus a powerful tool and an important skill for any leader. first person skills (or the skills of giving out information), second person skills (or the skills required to get information from other persons to understand their perceptions), and third person skills (or the skills used to manage the exchange of information and the interaction itself). strategies to enhance communication skills   

knowledge of followers interpersonal competence, and information sharing as 28 HelmUsaid\S


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LEADERSHIP STYLES 

Dictatorial 





Authoritarian  



An authoritarian leader exercises firm control over subordinates. This particular style tends to make followers dependent on their leader for decisions and directions, and can cause the group to feel "lost" in the leader's absence.

Democratic 





They are negative leaders who hold threats of punishment over the heads of their employees to get them to perform. This type of leader almost invariably promotes unrest and dissatisfaction.

The democratic leader, also called participative leader, solicits aid, opinions, and suggestions from subordinates, involves them in work problems and their solutions, and encourages participation. This is the type of leader whose group can function effectively even during the leader's prolonged absence.

Laissez-faire   

The fourth style of leadership is the laissez-faire or non-directive. This style of leadership does not appear to be an active leader. T This style can be very effective when the group is highly skilled and motivated and the work is complex or unstructured. 29 HelmUsaid\S


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CHANGE OF PERSPECTIVE 









Why and How is this "leadership," this directing of change, aligning and motivating people, not merely taken as another manipulative intervention of leadership "without regard for persons"? Why is it not just another technique to direct the employee toward the logic of the employer as many authors have said about the human relations movement? Management becomes essentially managing people as people, not as commodities. To produce consistency and order as well as to motivate people and to produce useful change are all part of the manager's job. Management is leadership, but only if we are able to rise above the perspective of impersonal instrumentality 30 HelmUsaid\S


PERTANYAAN-PERTANYAAN Setelah mempelajari modul I-A-1, persiapkan untuk menjawab pertanyaan-pertanyaan berikut: 1) Apakah fakultas yang anda pimpin telah menyusun strategi kebijakan untuk merespon tantangan tersebut? Apabila iya bentuknya seperti apa, apabila belum mengapa? 2) Apakah fakultas yang anda pimpin telah merumuskan visi keilmuan sesuai dengan keunggulan sumberdaya fakultas dan lingkungan eksternal? Apabila iya, bagaimana rumusannya? Apabila belum, mengapa?


BAHAN BACAAN MODUL I-A-1 (TERSEDIA SECARA ONLINE) No

References

Type

1

Academic Leadership Turning Vision into Reality by Michael R. Moore and Michael A. Diamond. The Ernst & Young Foundation, 2000.

e-Book

2

Higher Education in the 21st Century: Global Challenge and National Response by Philip G. Altbach and Patti McGill Peterson (Editor),1999.

e-Book

3

Taking Responsibility: A Call for Higher Education’s Engagement in a Society of Complex Global Challenges by Penny A. Pasque et.al. (editors).2006

Monograph


VIDEO: PENGKAYAAN WAWASAN MODUL I-A-1 

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Ulrich Teichler: New Challenges for Higher Education and the Future: http://www.youtube.com/watch?v=LXWFfIFSB-g Higher Education in a Global Era : http://www.youtube.com/watch?v=Ufbg-L0gHmI Qualities of Leadership - Leadership Quotes: http://www.youtube.com/watch?v=UhxINyIZ454


TUGAS RESPON PERTANYAAN Silahkan merespon pertanyaan-pertanyaan yang ada pada Modul I-A-1  Respon dikirim melalui email ke [email protected]  Respon anda di-attach dengan kode file: DEKAN_M1_XXX (*XXX : nama Anda) 


THANK YOU FOR YOUR ATTENTION

MODUL I-A-1 OVERVIEW: KEPEMIMPINAN YANG SUPORTIF UNTUK MENDUKUNG KEPEMIMPINAN KEILMUAN: TANTANGAN DAN PENGEMBANGAN PT

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