HELM-USAID WORKSHOP KEPEMIMPINAN SUPPORTIF …Oleh: Sahid Susanto Magister Manajemen Pendidikan...

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HELM-USAID WORKSHOP KEPEMIMPINAN SUPPORTIF Makasar 12-13 Maret 2014 3/12/2014 HelmWorkshop-Shd2014 1

Transcript of HELM-USAID WORKSHOP KEPEMIMPINAN SUPPORTIF …Oleh: Sahid Susanto Magister Manajemen Pendidikan...

Page 1: HELM-USAID WORKSHOP KEPEMIMPINAN SUPPORTIF …Oleh: Sahid Susanto Magister Manajemen Pendidikan Tinggi Sekolah Pasca Sarjana UGM HELM-USAID WORKSHOP KEPEMIMPINAN SUPPORTIF Makasar

HELM-USAID

WORKSHOP KEPEMIMPINAN SUPPORTIF

Makasar 12-13 Maret 2014

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Oleh:

Sahid Susanto

Magister Manajemen Pendidikan Tinggi

Sekolah Pasca Sarjana UGM

HELM-USAID

WORKSHOP KEPEMIMPINAN SUPPORTIF

Makasar 12-13 Maret 2014

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VIDEO

Team Work Animation

KESEIMBANGAN PERAN

Government vs PT

Universitas vs Fakultas

REVIEW

Tantangan Global

Bonus Demografi

Social Transformation

Fungsi Institusi PT

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PENGEMBANGANINSTITUSI PT

Siklus PT Triangle of control,

Fungsi & ArahPengembangan Inst PT

Masalah Strategis PT University Government Brain drain-back home

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SCIENTIFIC LEADER

Prinsip Pengembangan

Sense Making, Issues & HEIs problem

Siapa Scientific Leader danDosen sbg Scientific Leader

Value College dlmmembangun Scientific Leader

University Values

Academic & Scientific Leader

Leader and Manager

Key Performance Indicator: Domain

Elemen Kinerja PT berbasisOutput

BEST PRACTICELesson Learned at UGM University Level UU PT vs Statuta Kebijakan Linearitas?

Fakultas: multidisiplin SPS: beyond

multidisiplin

Faculty Level• Visi dan Misi• Kompetensi Keilmuan

Fakultas

Departmen Level• Kompetensi Keilmuan

Kurikulum Prodi• Kompetensi Keilmuan

Laboratorium

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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

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GOVERNMENTPublic welfareIdeological and political prioritiesCorrective policiesAccountability Protecting vital interests

UNIVERSITY

Academic freedomManagementMoral forceCreativity and innovation

Balance between the role of government and university

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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 LeaderTeam work

UNIVERSITAS-PT

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Sumber: Workshop manajemenPT, SPS-UGM (2012)

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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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THE REALITY: Globalization 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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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 & LeslieAcademic capitalism, new liberalism

(Source: Bagyo, 2000)

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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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Mempunyai Implikasi pada Pendidikan Tinggi

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?? ?

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

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Sumber: Workshop MMPT Nizam, 2013)

ChinaRussia

Latin America USA

French

UK

Italy

Germany

Indonesia

Netherland

State

Control

Academic Oligarchy

Market Domination

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Pasal 4

Pendidikan Tinggi berfungsi:a. mengembangkan kemampuan dan membentuk

watak serta peradaban bangsa yang bermartabatdalam rangka mencerdaskan kehidupan bangsa;

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

c. mengembangkan ilmu pengetahuan danteknologi dengan memperhatikan danmenerapkan nilai humaniora.

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Pasal 58:

Perguruan Tinggi melaksanakan fungsi danperan sebagai: a. wadah pembelajaran Mahasiswa dan Masyarakat;

b. wadah pendidikan calon pemimpin bangsa;

c. pusat pengembangan ilmu pengetahuan danteknologi;

d. pusat kajian kebajikan dan kekuatan moral untukmencari dan menemukan kebenaran; dan

e. pusat pengembangan peradaban bangsa.

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Membangun sistem manajemen PT

Reputasi akademik PT

SDM sebagai modal strategis

Dosen sebagai sentral pengembangan reputasi

Tenaga kependidikan sebagai pendukung

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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

memastikanketersediaan danketerjangkauan

meningkatkan mutudan relevansi secara

berkelanjutan

memastikansumberdaya dikelola

efisien, efektif, transparan, akuntabel

Arah KebijakanTantangan

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)

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2005•Awal BOS•UU Guru dan Dosen

2006Sertifikasi

Guru

2007Tunjangan ProfesiGuru

2008WAJAR DIKDAS

9 Tahuntercapai

200920% APBNuntukpendidikan

2010Reformasi Birokrasi

PP 66/2010Beasiswa Bidik Misi

DPPN

2011•Pendidikan Karakter• Integrasi Kebudayaan •Rehab SD-SMP• Sarjana Mengajar di 3T•Tari Saman diakui

UNESCO

2012Perbaikan Penyaluran

BOSRintisan PMU

UU-DiktiBOP-PTN

Subak diakuiUNESCO

2013•PMU• Integrasi UN •Kurikulum 2013•Akademi Komunitas•World Cultural Forum

2004

2014

94,1 % APM SD/MI 95,5 95,7 95,8 96,0112,

5 % APK SD/MI 117,6 118,2 118,6 119,158,0 % APM SMP/MTs 77,7 78,8 80,0 76,081,2 % APK SMP/MTs 99,7 103,9 107,3 110,049,0 % APK SMA/SMK/MA 76,4 78,7 82,0 85,014,3 % APK PT 27,1 27,9 28,7 30,0

Target RPJMN/Kontrak KinerjaCapaia

n

baseline

Masalah Strategis Penididikan Tinggi (cont)Milestone 10 TahunPembangunan Pendidikan dan Kebudayaan

••

Target 2013

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Main area of reforms

Public-Private discourse

Shifting government roles

Governance

Autonomy & Accountability◦ Academic

◦ Non academic

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Driver of reform

Masivication: access & equity

Expectation: social mobility quality & relevance

Governance: (lack of) autonomy, efficiency, effectiveness, and flexibility

Competition

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John Fielden, 2011

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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 representativesConsensus 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 stakeholdersEffectiveness & Efficiency: meet the needs while making best use of resources

4. Accountability Accountability: accountable to the publicTransparency: free flow of information

5. Fairness Equity: opportunities for all to improve their well beingRule of Law: legal framework that is fair for all, respect human right

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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

•AcreditationSupportive & 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-

tumersMission

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 ujungtombak membangun

scientific leader

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Undang-Undang Pendidikan Tinggi, UU 12/2012.

PTN, PTN BLU, PTN-Bh, dan PTN Badan Hukum.

Keterbatasan:◦ Sistem Keuangan Negara

◦ Sistem Kepegawaian Negara

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Kecenderungan akhir-2 ini telah terjadi “brain drain” dosen PT

Dosen berprestasi ditarik ke pimpinan birokrasi, baik dilingkungan PT maupun di luar PT.

Komunitas akademikpun menempatkan jabatan birokrasi sebagaicapaian 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 sbgukuran, dipastikan akan menurun tajam.

Padahal 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 aktivitasakademiknya

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Indikasi saat ini:

◦ Tata kelola PT lebih kearah administrative based management, belum kearah performance based management

◦ Dosen sebagai scientific leader belummendapatkan admosfer akademik yang kondusif

◦ PU dan Dekanat sebagai Structural leader perlubelum optimal perannya untuk berfungsi sebagaisupportive leader

◦ Keseimbangan peran kepemimpinan PT dankepemimpinan keilmuan belum sepenuhnyaterbangun secara optimal

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Apa yang disebut sebagai Scientist Leaders?

Apa perannya dalam meningkatkankinerja PT

Bagaimana membangun danmembentuk ciri-ciri pemimpin keilmuan scientist leader yang cocokuntuk PT di Indonesia

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Berfokus pada aspek soft dalam infrastruktur universitas: tata kelola dan manajemen.

berhubungan dengan pengembangan infrastruktur fisik dan fasilitas universitas

permasalahan dalam tatakelola dan

manajemen dapat mengurangi daya saing perguruan tinggi Indonesia

Permasalahan Tatakelola PT(HEIs Problem)

Penurunan kinerja tatakelola dan manajemen PT dapat mengurangi daya saing universitas

Kepemimpinan Supportif danKepemimpinan Akademik Sumber: dimodifikasi dari

Workshop manajemenPT, SPS-UGM (2012)

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Siapa para scientist leaders? Mereka adalah para dosen

yang mendidik mahasiswa, mengembangkan ilmu pengetahuan, dihormati peersnya, dan mempunyai pengikut (follower) untuk bidangnya.

Mereka memimpin program studi pendidikan, laboratorium, studio, pusat dan unit penelitian, dan menghasilkan karya-karya ilmiah yang meningkatkan kinerja perguruan tinggi

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Dekan/Rektor

Dosen

Dosen

Dosen

Dosen

Dosen

Staf manajemen pendukung

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

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Dekan/Rektor

Dosen

Dosen

Dosen

Dosen

Dosen

Staf manajemen pendukung

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

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VALUE COLLEAGUE dalam membangun scientific leader

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Scientific leader-follower

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As a scientists with leadership responsibilities, you face a number of unique challenges

The lives of scientist leaders:

1. More Leadership = Less Science

2. More Scientific Success = More Politics

3. I Wasn’t Trained for This!

4. Greater Individual Success = Greater Need for Friends

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http://www.kayhoe.com/coaching-advising-leaders/the-dilemmas-of-the-scientist-leader/

http://www.kayhoe.com/coaching-advising-leaders/the-dilemmas-of-the-scientist-leader/

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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

40

UNIVERSITY VALUES:

NILAI AKADEMIK & NILAI

KORPORAT

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HEIs Leaders

Leaders and Managers

Concept of management

Change of perspective

Comparing management and leadership

Transactional and transformation leadership

Selected skill for effective leadership

Important to leadership success

Leadership style

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Academic Leaders

Key Result Areas1. Academic leadership – effective

management of programs, promotion of scholarship and excellence in teaching and student centred learning

2. Communication and relationshipswithin and outside the University with key stakeholders, professional associations and accreditation bodies

3. Equity and Diversity

4. Leading course teams to achieve strategic outcomes

5. Understanding contemporary teaching and learning methodologies

6. Building and developing strategic relationships

People focus

Internal

focus

External

focus

Task focus

Developer

Monitor

Deliverer

Broker

Innovator

Integrator

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"To lead" used to be considered a function of management.

In many of huge corporations, people are treated as commodities,“

"people cannot be managed Inventories can be managed, but people must be led".

management processes include: ◦ planning and budgeting, ◦ organizing and staffing, and ◦ controlling and problem solving.

Leadership, on the other hand, is very different. It produces not consistency and order, but movement

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Academic Manager & Scientific Leader

Task focus

Developer

Monitor

Deliverer

Broker

Innovator

Integrator

People focus

Internal

focusExternal

focus

Scientific leader

Academic manager

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Leadership attributes in an academic institution may include the following:

Visionary

Professionalism

Managerial ability

Innovativeness

Resourcefulness

Integrity

Commitment

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An effective leaderis a person who can commit to using his or her ability to lead others, perform technical skills, and conceptualize

situations, thus helping to ensure goal achievement. (Willis M. Watt, PhD, 2010: in Academic Leadership Qualities for

Meeting Today’s Higher Education Challenges)

Creating a Culture of Leadership Start with yourself

Linking theory to reality Beyond positional leadership

Take advantage of changing demographics

(By Rob Kelly, 2010: in Academic Leadership Qualities for Meeting Today’s Higher Education Challenges)

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Perlunya menjadikan Univ sebagai bagian dariWorld Class University

Pengukuran kinerja PT merupakan keharusan danperlu ditempatkan menjadi bagian dari rencanastrategis Universitas

Perlu perumusan Key Performance Indicators (KPI)Universitas agar keunggulan akademik universitasdapat dicapai melalui proses pengajaran, penelitiandan pengabdian masyarakat

Kinerja dosen harus tercermin dalam KPI

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3/12/2014HelmWorkshop-Shd2014 48

• Academic reputation • Learning and teaching • Research performance and

standing • University environment and

engagement • Organizational sustainability

and capability

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OUTPUT

◦ Education Graduates

Student activities related to their academic disciplines

◦ Services Number of collaboration with industries by type of services

rendered

Number of collaboration with industries by revenue generated

Number of collaboration with industries by type of industry

International collaboration

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◦ RESEARCH Number of international publications by year,

author, and journal

Number of international presentation by year and occasion

International research collaborations

Number of patents granted

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3/12/2014ugm-etika.akademik 51

UNIVERSITAS MASSAUNIVERSITAS POLITIK

UNIVERSITAS YANG DIDOMINASI PEMERINTAHUNIVERSITAS MISKIN DANAUNIVERSITAS PENELITIAN

CHANGESKONSERVASTIVE VS PROGRESSIVE

IDEALISM VS PRAGMATISMLOYALITY VS BRAIN DRAINRESISTENCY VS RESPONSIVE

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Acuan Legal

◦ UU PT No 12/2012

◦ Ps. 63: prinsip penyelenggaraan PT

◦ Ps 64: otonomi pengelolaan akademikdan non akademik

Status Legal

◦ PTN

◦ PT-BHMN: Otonomi penuh

◦ PTN-Bh: otonomi pengelolaan PT

Statuta

◦ PP No 67/2013

◦ Otonomi pengelolaan ps 10

Prinsip penyelenggaraan PT:

◦ Ps. 10 (5): otonomi pengelolaandidasarkan pada prinsip:

◦ Transparansi, akuntabilitas, nirlaba, penjaminan mutu, efektivitas dan efisiensi

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Kebijakan:Sistem Manajemen

KeuanganSDMInfrtastrukturdll

Keilmuan: Fakultas: multidisiplinSekolah Pasca Sarjana: beyond multidiscipline (inter & trans discipline)

•Pengembangan akademikHibah kompetisi riset danpenulisan bukuHibah jurnal (nasional & international)Hibah presentasi paper (nasional & internasional)

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Penyelenggaraan: prinsip transparansi danakuntabilitas

Sistem manajemen: bermuara kualitas Misi: menyelenggarakan Tri Dharma PT Visi:

◦ Dibangun berbasis issu strategis◦ Arah: Center of excellent di bidang pertanian tropis industrial

Pengembangan Scientific Leader◦ Berbasis kompetensi keilmuan◦ Kejelasan identitas keilmuan Prodi Indepthness: linearitas kompetensi utama keilmuan S-1, S-2, S-3 Comprehensiveness: kompetensi penunjang

◦ Laboratorium: pusat kompetensi keilmuan◦ Jurusan: rumpun kompetensi laboratorium

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IDENTITAS PROGRAM STUDI

ELEMEN

PENCIRIPRODI S-1 TPB PRODI S-2 TPB PRODI S-3 TPB

Nama Teknik Pertanian dan Biosistem

(Agricultural and Biosystem

Engineering)

Teknik Pertanian dan

Biosistem (Agricultural and

Biosystem Engineering)

Ilmu Keteknikan Pertanian &

Biosistem (Agric. and Biosystem

Engineering Science )

Scientific

Vision

Penerapan prinsip-prinsip

ilmu dan teknologi di bidang

keteknikan pertanian dan

biosistem untuk mendukung

pembangunan pertanian

industrial tropis yang

berkelanjutan.

Pengembangan ilmu

dan teknologi di bidang

keteknikan pertanian dan

biosistem utk mendukung

pembangunan pertanian

industrial tropis yang

berkelanjutan.

Pengembangan konsep

keilmuan dan teknologi

terkini di bidang keteknikan

pertanian dan biosistem untuk

mendukung pembangunan

pertanian industrial tropis yang

berkelanjutan.

Landasan

Ontologis

Pemahaman prinsip dasar dan

hakekat keberadaan ilmu

keteknikan pertanian dan

biosistem.

Pemahaman dan

pengembangan tentang

hakikat metodologi dan

prinsip-prinsip ilmu

keteknikan pertanian dan

biosistem.

Pengembangan konsep

keilmuan untukmendapatkan

ilmu pengetahuan , dan

teknologi baru (novelty) di

bidang teknik pertanian dan

biosistem.

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IDENTITAS PROGRAM STUDI

ELEMEN

PENCIRIPRODI S-1 TPB PRODI S-2 TPB PRODI S-3 TPB

Landasan

Epistemo-

logi

Penggunaan

metodologi dibidang

keteknikan pertanian

dan biosistem melalui

pendekatan sistem.

Pengembangan dan

penerapan metodologi

dan prinsip-prinsip ilmu

keteknikan pertanian

dan biosistem melalui

pendekatan sistem

Pengembangan metodologi

untuk mendapatkan konsep

keilmuan dan teknologi baru

(novelty) di bidang teknik

pertanian dan biosistem

Landasan

Aksiologi

Penerapan metodologi

dan pemahaman nilai

keilmuan keteknikan

pertanian dan

biosistem untuk

memecahkan masalah

yang timbul

dimasyarakat

Pengembangan dan

penerapan metodologi

dan prinsip-prinsip ilmu

keteknikan pertanian

dan biosistem melalui

pendekatan sistem

untuk memecahkan

masalah yang timbul

dimasyarakat

Penerapan metodologi yang

dipilih untuk membuktikan

konsep keilmuan keteknikan

pertanian dan biosistem dan

peluang aplikasinya untuk

memecahkan masalah yang

timbul dimasyarakat melalui

riset secara mandiri

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Bidang Kajian Sub Bidang Kajian Land and Water

Managemento Land evaluation o Spatial information system o Agricultural land resources engineering and

management o Watershed management and reclamation o Water resources development and

managemento Regional planning for agricultural development

Land and Water Conservation Engineering

o Hydroclimatology o Soil physics for soil and water conservationo Erosion control and land conservation

engineeringo Water resources conservation engineering

Irrigation Management and Engineering

o Irrigation engineering and designo Irrigation system and managemento Micro irrigation system

Contoh: Pengembangan Scientific Leader melaluiPengembangan Kompetensi Keilmuan di Laboratorium

Jurusan Teknik Pertanian dan Biosistem FTP-UGMLab. Tenik Sumberdaya Lahan dan Air

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BIDANG KAJIAN SUB BIDANG KAJIAN

Physiological Phenomena of Biological System

Physiological Phenomena Caused By Mechanical, Physical and Chemical Activities

Model Development of Physiological Phenomena

Physiological Response Due To Environmental Condition

Product Quality Influenced By Physiological Phenomena

Contoh: Pengembangan Scientific Leader melaluipengembangan kompetensi keilmuan di Laboratorium

Jurusan Teknik Pertanian FTP-UGMLab. Tenik Biosystem-Fisika Hayati

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Agric ultural Farm Structure

Agricultural Environment Engineering

Building materials (requirements, analysis, andmethods of measurement)

Agricultural building analysis, design and construction(strength requirements, building element sizedetermination, foundation, earth structures, silo, etc.)

Ventilation system (for various farm structures :storage structure, green house, screen/net house,animal barn/house, aeration, etc)

Environmental science and analysis (basicunderstanding of environmental, environmentalanalysis, environmental engineering, air-water-soilpollution, etc).

Environment modifications (to satisfy agricultural activities : planting, nursering, breeding, processing, storing, etc.)

Contoh: Pengembangan Scientific Leader melaluipengembangan kompetensi keilmuan di Laboratorium

Jurusan Teknik Pertanian FTP-UGMLab. Tenik Lingkungan dan Bangunan Pertanian

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BIDANG KAJIAN SUB BIDANG KAJIAN

Energy Technology Bioconversion Engineering

Renewable Energy Development

Agro-industrial Machinery Engineering

Agro-industrial Power and Energy Management

Rural Electricity and Energy Sources

Design, Construction and Management of Agro-industrial Equipment and Machinery

Control and Automation Sensor, Measurement and Controls in Biological System

Precision Agriculture

Contoh: Pengembangan Scientific Leader melaluipengembangan kompetensi keilmuan di Laboratorium

Jurusan Teknik Pertanian FTP-UGMLab. Tenik Energi Pertanian

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BIDANG KAJIAN SUB BIDANG KAJIAN

Postharvest Engineering

Postharvest Process Engineering

Unit Operation of Food and Agricultural Product Processing

Grain Engineering

Food Engineering Physical and Engineering Properties of Food and Agricultural Materials (Physical Properties Measurement)

Agricultural and Food Process Engineering

Thermal Process Engineering

Food and Agricultural Material Handling

Mathematical Modeling and Simulation in Food Engineering

Contoh: Pengembangan Scientific Leader melaluipengembangan kompetensi keilmuan di Laboratorium

Jurusan Teknik Pertanian FTP-UGMLab. Tenik Produk Pertanian

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THANK YOU FOR YOUR ATTENTION

3/12/20

14

Sts

nW

ork

shop-Shd201

3

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BAHAN REFERENSI

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Different concept of leadership

1. The first method of defining leadership involves the idea of polarization of group member around a central person. The point here is that a leader tends to be a central person, but not all central persons are leaders.

2. leadership is in terms of group goals. It can be said that the leader is the individual who is able to direct the group toward its goals. This is a rather common but, from the research point of view, unsatisfactory definition

3. Leadership is in terms of socio-metric choice. The leader is the person selected by members of the group to be the leader. The trouble with this method of clarifying the concept of leadership is that it only points. “

4. Leadership in terms of leadership behaviors. Leadership behavior is any behavior that the experimenter wishes to designate or, more generally, any behavior which human behavior experts consider as leadership behavior. This is an operational method of solving the problem that has both weaknesses and advantages.

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Leadership within a complex organization achieves this function (of creating change) through sub-processes, namely:

◦ Aligning people - communicating the direction toward which cooperation may be needed so as to create coalitions that understand the vision and are committed to its achievement.

◦ Motivating and inspiring - keeping people moving in the right direction despite major political, bureaucratic, and resource barriers to change by appealing to very basic, but often untapped, human needs, values, and emotions.

Leadership can produce useful change.

Management by itself never creates significant useful change.

Leadership by itself never keeps an operation on time and on budget year after year.

Following Tables summarizes the differences between management and leadership.

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Departing from the traditional thinking that leaders are born and not made

Leadership is a learnable set of practice. They found that successful leaders practiced the following:

◦ challenge the process;

◦ inspire a shared vision;

◦ enable others;

◦ model the way; and

◦ encourage the heart.

These practices are expressed in behavioral commitments such as: 1) searching for opportunities,◦ experimenting and taking risk,

◦ envisioning the future,

◦ enlisting others,

◦ fostering collaboration,

◦ strengthening others,

◦ setting the example,

◦ planning small wins,

◦ recognizing individual contribution, and

◦ celebrating accomplishment.

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leadership success◦ skills of visioning,

◦ team-building, and

◦ Communication

On visioning skill◦ An organizational vision reflects the organization's unique strategic

advantages, provides inspiration to empower, and is clear enough to be used as a decision-making criterion

◦ A vision may be said to have four attributes: future orientation,

image,

ideal, and

uniqueness.

◦ For a leader to create a vision he or she must be preoccupied with the future.

◦ That future must be embodied in an image or plan.

◦ Visions, as concretization of future scenarios, suggest the possibilities (ideal or a sense of the possible) of achieving the desired goals.

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On Team-Building Skills◦ a team "as a small number of people with complimentary

skills who are equally committed to a common purpose, goals, and working approach for which they hold themselves mutually accountable

◦ two main types of teams:

permanent work teams, which are organized around a product or service, and

cross-functional teams, which are charged with problem solving, coordination, and decision-making relative to larger organizational issues

◦ These teams when used in combination, maximize both the feeling of empowerment and the achievement of performance gains."

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Teams appear to be most appropriate when:◦ The organization emphasizes quality over other product

and service variables.

◦ Innovation is a key strategy. The organization needs to bring new products to market in a hurry, or must develop highly-tailored solutions to meet client needs.

◦ The organization is trying to create a combined-variable strategy, such as speed and quality or low cost and innovativeness

Effective teams, however, take time to develop. Needless to say, the leadership has much to do with creating a high-performing team

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Forming is the identification stage of the group as a team that shares common goals.

Norming is the establishment of team culture.

Storming tests team boundaries or its strengths and weakness.

Performing is creating structures and processes to achieve goals.

Reforming is reestablishing the team after achieving the goals and/or undergoing a change in direction or membership.

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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

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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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Lessons

In a stable, high-competition environment, good management is paramount

In a dynamic, uncertain environment, leadership is key

Kotter, John P. "What Leaders Really Do.” Harvard Business Review (1990)

Function Managers Leaders

Deciding what to do Planning and budgeting

Setting direction

Creating networks of people

Organizing and staffing

Aligning people

Ensure that tasks are accomplished

Controlling and problem-solving

Motivating and inspiring

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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 relationsmovement?

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 theperspective of impersonal instrumentality

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Keep the big picture in view

Recognize what needs to be changed (and what doesn’t)

Manage the distress from change

Give people real responsibility

Get the Board on your side

Keep key donors in the loop

Heifetz, Ronald A. & Donald L. Laurie. "The Work of Leadership." Harvard Business Review (1997)