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

OVERVIEW:

KEPEMIMPINAN YANG SUPORTIF UNTUK

MENDUKUNG KEPEMIMPINAN KEILMUAN: TANTANGAN DAN PENGEMBANGAN PT

MODUL I-A-1

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

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


1. People within and cross national boundaries, as refugees and as tourist

2. Information, understood as data in the form of scientific reports, news broadcasts, statistics, documentary film and videos

3. New technologies, of communication but also of production and distribution which permit radical changes in the organization and standard of life

4. Capital, in daily volumes that exceed the total annual product of most countries of the world and which are beyond the control any government

5. Images and ideas, in the form of television programs, videos and films, music, books and magazines

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


6

THE REALITY: Global scale and challenges

GLOBALIZATION DRIVEN BY MARKET-ORIENTED 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


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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


PU: Rektorat-Dekanat

•Penjagaan dan proteksinilai PT

•Supportive Leader

•Kebijakan PT

•Pertanggungan jawab

publik

PL: Pimpinan Lab-Dosen

•Kebebasan dan mimbaracademik

•Pimpinan keilmuan

•Self management

•Kreativitas dan inovasi

•Pertanggungan jawab

ilmiah

PU: Pimpinan Universitas, Rektorat dan DekanatPL: Pimpinan Laboratorium

Supportive Leader Scientific Leader Team work

UNIVERSITAS/PT


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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

(Source: Bagyo, 2000)


The 20th Century

Transportation

Cars, planes, trains

Energy, materials

Nation-states

Public Policy

The 21st Century

Communications

Computers, networks

Knowledge, bits

Nationalism

Markets

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A SOCIAL TRANSFORMATION


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INDONESIA:

PIRAMIDA PENDUDUK DAN BONUS DEMOGRAFI

Mempunyai Implikasi pada Fakultas dan

Pendidikan Tinggi


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

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BRAIN DRAIN-BACK HOME


Siklus Institusi PT

Arah Pengembangan PT

Fungsi PT

Back home

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PENGEMBANGAN PT


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DIMANAKAH POSISI

PERGURUAN TINGGI DAD FAKULTAS KITA MASING-2

? ? ?

Sumber: dikembangkan dari

Workshop manajemen PT,

SPS-UGM (2012)


Membangun sistem manajemen PT

Reputasi akademik PT

SDM sebagai modal strategis

Dosen sebagai sentral pengembangan

reputasi

Tenaga kependidikan sebagai pendukung

ARAH PENGEMBANGAN PT


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TRIANGLE OF CONTROL

Sumber: Workshop MMPT Nizam,

2013)

China Russia

Latin America US

A

French

UK

Italy

Germany

Indonesia

Netherland


Pasal 4

Pendidikan Tinggi berfungsi:

a. mengembangkan kemampuan dan membentuk watak serta peradaban bangsa yang bermartabat dalam rangka mencerdaskan kehidupan bangsa;

b. mengembangkan sivitas akademika yang inovatif, responsif, kreatif, terampil, berdaya saing, dan kooperatif melalui pelaksanaan Tridharma; dan

c. mengembangkan ilmu pengetahuan dan teknologi dengan memperhatikan dan menerapkan nilai humaniora.

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FUNGSI PENDIDIKAN TINGGI (RUU DIKTI-1)


Pasal 58:

Perguruan Tinggi melaksanakan fungsi dan peran sebagai:

a. wadah pembelajaran Mahasiswa dan Masyarakat;

b. wadah pendidikan calon pemimpin bangsa;

c. pusat pengembangan ilmu pengetahuan dan teknologi;

d. pusat kajian kebajikan dan kekuatan moral untuk mencari dan menemukan kebenaran; dan

e. pusat pengembangan peradaban bangsa.

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FUNGSI PERGURUAN TINGGI (RUU DIKTI-2)

2005

•Awal BOS

•UU Guru

dan

Dosen

2006

Sertifikasi

Guru

2007

Tunjangan

Profesi

Guru

2008

WAJAR DIKDAS

9 Tahun

tercapai

2009

20% APBN

untuk

pendidikan

2010

Reformasi Birokrasi

PP 66/2010

Beasiswa Bidik Misi

DPPN

2011

•Pendidikan Karakter

• Integrasi Kebudayaan

•Rehab SD-SMP

•Sarjana Mengajar di 3T

•Tari Saman diakui

UNESCO

2012

Perbaikan Penyaluran

BOS

Rintisan PMU

UU-Dikti

BOP-PTN

Subak diakui

UNESCO 2013

•PMU

• Integrasi UN

•Kurikulum 2013

•Akademi Komunitas

•World Cultural Forum

2004

2014

94,1 % APM SD/MI 95,5 95,7 95,8 96,0 112,

5 % APK SD/MI 117,6 118,2 118,6 119,1 58,0 % APM SMP/MTs 77,7 78,8 80,0 76,0 81,2 % APK SMP/MTs 99,7 103,9 107,3 110,0 49,0 % APK SMA/SMK/MA 76,4 78,7 82,0 85,0 14,3 % APK PT 27,1 27,9 28,7 30,0

Target RPJMN/

Kontrak Kinerja Capaia

n

baselin

e

Masalah Strategis Penididikan Tinggi (cont) Milestone 10 Tahun

Pembangunan Pendidikan

dan Kebudayaan

•

•

•

•

• •

•

•

•

Target

2013

19

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MMPT-UGM – DIKTI – HELM-USAID: Dean Course on LDP Masalah Strategis Penididikan Tinggi

4 Isu Pokok Pembangunan Pendidikan dan Kebudayaan

AKSES

MUTU &

RELEVANSI

TATA KELOLA

Populasi yang besar

Disparitas sosial, ekonomi, geografis

Daya tampung terbatas

Layanan belum merata.

…

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• Kesenjangan dg dunia kerja

• Sarana-prasarana rusak & kurang

lengkap

• Disparitas mutu & distribusi guru

• Pendidikan karakter belum memadai

• Penggunaan sumberdaya belum

efisien

• Kurang fokus pada tupoksi

• Kurang transparan

• Kurang akuntabel

memastikan ketersediaan dan keterjangkauan

meningkatkan mutu dan relevansi secara

berkelanjutan

memastikan sumberdaya dikelola

efisien, efektif, transparan, akuntabel

Arah Kebijakan Tantangan

PELESTARIAN DAN

PENGEMBANGAN

KEBUDAYAAN

• Konservasi produk budaya masih

terbatas

• Diplomasi budaya belum efektif

dimanfaatkan

• Regulasi bidang kebudayaan masih

terbatas

• ...

menuntaskan konservasi,

pengembangan, diplomasi, & promosi

kebudayaan

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


Main area of reforms

Public-Private discourse

Shifting government

roles

Governance

Autonomy &

Accountability

Academic

Non academic

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MAIN AREA AND DRIVER OF REFORMS

Driver of reform

Masivication: access &

equity

Expectation: social

mobility quality &

relevance

Governance: (lack of)

autonomy, efficiency,

effectiveness, and

flexibility

Competition


Undang-Undang Pendidikan Tinggi, UU 12/2012.

PTN, PTN BLU, dan PTN Badan Hukum.

Keterbatasan: Sistem Keuangan Negara

Sistem Kepegawaian Negara

PENINGKATAN KUALITAS MANAJEMEN PT:

OTONOMI PERGURUAN TINGGI


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GOVERNANCE MODELS

John Fielden, 2011


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

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PRINCIPLES OF GOOD GOVERNANCE


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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

ENHANCING AND SUSTAINING

QUALITY OF HE

•Institutional standard

•Curriculum development

•Instructional improvement

•Research and professional services

management

•Information technology utilization EVALUATION

•Performance

•Facilities

•Services

•Acreditation Supportive & scientific leader


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Generate New

Knowledge (R)

Lingkungan Eksternal (External Environment)

Assess

Environment

Formu-

late

Strate-gy

Set Academic Vision & Priorities

Establish/

Revised

Academic

Structure

Manage

Univ/Fac

Resources

Edu-cate Stu-dents

Community Service

Ex-

panding

Cos-

tumers Mission

Background Processes

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

(Sumber: FTP-UGM)

Konsep dasar peningkatan kualitas akademik PT

Dosen sebagai ujung

tombak membangun

scientific leader


SE

TS

OF

BE

HA

VIO

UR

ACADEMIC

CULTURE

NILAI TERMINAL &

INSTRUMENTAL

BUDAYA, SIMBOL, TRADISI,

SEJARAH BERDIRINYA UGM

NILAI LUHUR UGM

YANG DIGALI DARI

PANCASILA

NILAI

UNIVERSAL

PERG TINGGI CORPORATE AND BUSINESS

PHILOSOPHY

BASIC PRINCIPLES

BUSINESS AND WORK ETHIC

SE

TS

OF

VA

LU

ES

SE

TS

OF

SY

ST

EM

CORPORATE

CULTURE

CORPORATE POLICY

AND STRATEGY

UNIVERSITY POLICY

AND STRATEGIC PLAN

ACADEMIC

VALUES

CORPORATE

VALUES

CORE VALUES

UGM SBG PTN-Bh

NEW UNIVERSITY POLICY

AND STRATEGIC PLAN

BUDAYA UGM sebagai

PTN-Bh

27

Expl. UGM UNIVERSITY VALUES:

NILAI AKADEMIK & NILAI KORPORAT


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

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ON COMMUNICATION SKILLS


Dictatorial

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.

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

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.

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LEADERSHIP STYLES


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

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CHANGE OF PERSPECTIVE


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

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












http://www.youtube.com/watch?v=UhxINyIZ454


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)

TUGAS RESPON PERTANYAAN

mailto:[email protected]






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