Buku Pendidikan Kewarganegaraan Untuk Perguruan Tinggi Karangan Kaelan Pdf is not the form you're looking for? Search for another form. Buku Ajar Mata Kuliah Wajib Umum Pendidikan Pancasila Perguruan Tinggi Mahasiswa. Uploaded Download as DOCX, PDF, TXT or read online from Scribd. Get download buku pendidikan kewarganegaraan untuk perguruan tinggi pdf form. Description of buku ppkn untuk pt kaelan form. Buku Pendidikan.
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Download ebook pendidikan pancasila untuk perguruan tinggi pdf Bahan penyusnan buku ini telah diujicobakan danerapkan sebagai Bahan. Pendidikan Pancasila di perguruan tinggi / Laboratorium Pancasila IKIP Publisher: Malang: Laboratorium Pancasila IKIP Malang Download as PDF. Pendidikan kewarganegaraan di perguruan tinggi / oleh C.S.T. Kansil dan Christine S.T. Kansil. Code: KAN p Download as PDF · Download.
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Paradigma baru pendidikan. Mar 03, toko buku diskon sepanjang masa, diskon sd 50 sedia buku tk paud, sd, smpsmk, soalsoal ujian. Di masa lalu, terutama pada Pra Orde Baru. Surprisingly, using entrepreneurial approach of managing people, the university successfully recovered in two years and have all programs accreditated, even the university also received a Victory Indonesian Entrepreneur and Education Award in Therefore, it is interesting to research this phenomena.
Focuses of the Study Based on the above contexts the focus of this study were 1 Contexts for the governance enhancement at the Balitar Islamic University, 2 Strategies for the A change management in the enhancement of the private university Objectives of the Study The objectives of this study were 1 To describe contexts for the governance enhancement at Balitar Islamic University , 2 To explain strategies for the governance enhancement at Balitar Islamic University , 3 To describe conflict management for the governance enhancement at Balitar Islamic University, 4 To explain respons and outcome management for the governanc enhancement at Balitar Islamic University, and 5 To figure the framework of of the change management for the governance enhancement at Balitar Islamic University.
The nature of higher institution is having scientific truth, thinking, being trusted, being fair, being useful, being wise, being responsible, being divers, and being accessible to all people. The higher institutions functions as as capacity development and nation character and civilization building, nation living intelectualization, and development of innovative, responsive, creative, skilful, comparative, and cooperative academic community through the so-called Tri-Dharma Perguruan Tinggi Three Devotions of Higher Education and the development of science and technology by considering humanistic value Decree No 20, of the Indonesia Republic National Education System.
To work on these, Higher Institutions must have quality assurance system that can be a standard quality benchmark to the whole educational system including input, process, outcomes, and benefits which shall be complied by any unit of work in the institution Brawijaya University, Quality concept cal also be dfiend as the satisfaction and success of customers Koiri, In contexts of accreeditation, these must cover all standards of accreditation required by the accriditiung body which is BAN-PT in Indonesia.
There are 7 standards simpified from the previour 15 standards of accreditation in Indonesia. Quality concept is a dynamic matter which includes quality compliance and the gorup og students, users, and regulators Sallis, This is a complex process. Therefore, Dumiyati suggested that for private universities, it is higher that they can understand the standards, follow the diretion from the regulators, and conduct benchmarks.
To do this, Sutopo suggests that the private universities develop effective organization. There are four models to work on this, which include goal model, system resource model, Internal process model, and helthy system model Khoiri, These will also relate to the governance which is an effectiveness system of constituence, policy development, policy making, and study program operation BAN-PT, The governance cover credibility, transparancy, accountability, responsibility, and justice.
Since academic work is problematic Bargh, Scott, and Smith, , challenges will ranges from conceptual to operational problem. Therefore, private universities need strong leadership. The balance of power will relate to the management executive, Professional Senate, and Accountable body. This balance need will be clearly seen when there is a change. A Management change is resuled from the organization development practices Skordoulis, Change management is an application of behavioural science to which the organization is moves on the planned organization, orgtaniztion strategic empowerment, structures, and processes to improve quality Cummings and Huse, Changes will not only involve sosial system, but also individuals and groups Skordoulis, Through these process, organization system will move from abstract concept to reality Lewin, Therefore, successful change will mainly depends on the attention to people Caudron, Universities make changes due to the challenges of future movement and highly risky uncertenty Sonhadji, In the contexts of education, Owen describes the organization change in education as having the kinds of natural process, diffusion process, and planned managed difusion process.
Meanwhile, Robbins, Miilet, and Waters-Marsh suggests planned-change strategy focuses on the awareness and objectives of change. Whatever method, change always will generate resistance. There are two powers influencing the change, which are change forces and resistance forces Williams, These connect with individual behavior, group behavior, and institutional behavior Robbins, Therefore, it is important to understand emotional influence Scott and Jaffe, In this case, changes can be geared to the institutional and individual expectation OECD, Burnes suggests that the focus of changes can be manage in the level of individual, among individuals, group, and organization.
Supriyono suggests to combine this with Force Field Analysis. Owens also sugests that these are inserted integrally in the equilibrium system. Then, changes are implemented by using what Lewin describe as freeze, unfreeze, and move.
To make it success, a diagnostic analysis must be done Owens, There are still two influencing factors which shall be managed, i. Therefore, propper strategy is required.
Kasali adds a suggestion of using Turnarround Analysis, which is emininating the bad things by changing basic operation such as leadership and operational system. Eventhough this strategy can be considered good, changes cannot free from conflicts that inckude structural conflict, interpersonal conflict, intrapersonal conflict, intergroup conflict, and organizational conflict Weiss, ; Soetopo, ;Jabnoun, ; Usman, To resolve such conflict, interaction resulting conflict must be managed.
This can be perseption, revenge, untrustworthy, competition, and damaging critics Wibowo, Usman suggests to use Thomas , Dinsmore , and Davis and Newstorm tehcniques.
Among the techniques are forcing, competing, avoiding, compromising, collaborating, and smoothing Thomas, , minimizing conflicts with supervisor, minimizing conflict with follower, minimizing conflict with the same level team, minimizing conflict with customers Dinsmore, , and identifying the cause of conflict, identifying the conflict percepsion, identifying the tendency of conflict, and identifying results of conflict.
Searching enough information can be used as a tool to manage conflict. People are given limited knowledge Al Quran, ; therefore, they must seek more information and science is very important Ibn. Majah, in Jabnoun, A change management in the enhancement of the private university Conflict, on the other hand, can have negative and positive functions Soetopo, Maximizing the positive function will be beneficial. Kasali suggests that all members of the organization re-code their personality to support their action for developing good practice of work in all context of the institution OECD, For the private universities, they will at the same time face challenges such as competition among universities Duiyati, , trust from the societies, new paradigm, accountability, quality, autonomy, self evaluation, and accreditation Kartiwa, , Quality Efficiency and Relevance Effendy, , System thingking Sfiffudin, , Quality control, Quality Assurance, and Continuous improvement Sallis, To overcome this the universities will have to involve all stake holders by controlling quality with propper inspection and checking system and unnormality detection ability Diknas, Quality assurance cover internal and external quality assurance Dumiyati, Therefore, privae universities must have both system work.
The Significance of the Study This research is expected to be useful to the Balitar Islamic University for a feedback of developing quality education system, Foundation management for reference to support good governance practice, all members of universities to be a refference to support the university initiatives, other researchers to be refference to conduct similar research, other higher institutions to be refference for developin quality education system, and theoretically is expected to contribute to the theoretical development of change management.
Definition of Key Terms Change management is meant the change management of the organizational condition to improve it self to be credibel and qualified institution. Quality is defined as customer satisfaction and success or confirmation to the compliance of requirements of good governance institution.
Higher Isntitution Management is meant the higher institution management based on the normative standard of higher institution management regulated by the Indonesia Republic. Research Methodology This research was done using the qualitative approached and designed using the case study design, which was the embeded single case study.
The researcher was present in the location of the research attentively Nasution, , Moleong, , Mantja, The location of this research was the Islamic University of Balitar located on Jl Majapahit 4 Blitar, which is in center town not far from public services and schools.
The area has been very conducive for learning, since the community has been supporting the University. The data sources of the research were human beings or informen, activities, place or location, records, and documents. The informen of this research were chosen by purposive and snow-balling methods that suit to the focus and design of this research. The data were analyzed using the inter-active descriptive model Miles and Hubberman, that include s 1 data reduction, 2 data presentation, and 3 conclusion Miles and Hubberman, , Spreadly, The research was conducted by employing the following steps: 1 conducting field study orientation and literary studies as well as searching supported materials that suit to the objectives of this research, 2 conducting focused exploration, and 3 writing report.
Based on the unit of analysis review for the five focuses, the data founded out in this research were presented under three major topics that were based on the units of analysis.
These were 1 contexts and strategies of change for enhacing governance at the Islamic University of Balitar, 2 conflict management in the process of change for enhancing governance at the Islamic University of Balitar, and 3 respon and outcomes management of change for enhancing governance at the Islamic Univerfsity of Balitar. The These were 1 contexts and strategies of change for enhacing governance at the Islamic University of Balitar, 2 conflict management in the process of change for enhancing governance at the Islamic University of Balitar, and 3 respon and outcomes management of change for enhancing governance at the Islamic Univerfsity of Balitar.
The Procedures of the analysis can be drawn as follow: Figure 1: Procedures of the analysis J. Findings Finding of the first unit of analysis can be summarized as the following. Since it was established, the Islamic University of Balitar was running well by having students. However, in , there was a big concerns and disappointment among the students, Kopertis, local government, and public community. It was because, the legal permission for operating the University had been expired and was not managed A change management in the enhancement of the private university Therefore, change must have been managed to conduct.
In fact, the chairman of its foundation resigned and the rector with all staffs from off town left the University. New trustees of the foundation were established and new executive officers at the University were assigned, these included Rector and Vice Rectors. Faculty executive officers and new faculty members invited from within the people in Blitar were established.
Since propper documentation had not been available and even cash money for the opereration of the University was very limitted, new Chairnan and Rector sinergize to work on the entrepreneurship model of managing the public perception, finding university fund, and finding supports for the university infrastructure. The academic staffs including the University executive officers and the faculty executive officers concentrate in managing the University operation by targeting to improve the governance in terms of administration to attain the legal permision of the University operation, accreditation, academic matters and its infrastructure, and team building.
The second data presentation can be summarized as follow. Conflicts were not clearly apparant in the hand of the staffs.
However, incuding to the results of inrterview, conflicts happened to the higher position of officials among the former and the present executives. The new chairman took over the conflict resolution by using the so-called kekeluargaan approach. Infact, the university had positive respons from students, staffs, local government, and Kopertis. Therefore, these supports were managed as the driving forces of the new team and this team has been managed by using the so-called kekeluargaan approach.
Results of the change apparantly included the legal permission of the University operation, accreditation, Enterpreneurship victory award, infrastructrure development support from Directorate of Higfher Education of the Indonesia Republic, local government support, computerized adninistration system, and benchmarking with Universities in Malaysia, Singapore, and Thailand.
Conclusion and Recommendation It has been concluded that a the organization change for the quality governance of the Islamic University of Balitar has been done on the basis of existing problems, but not on the basis of strategic planning, b the Islamic Uiversity of Balitar employed turnarround strategy that focusing on the compliance of legal operational permission, accreditation, enhancement of the learning facilities and infrastructures, and benchmarking with quality universities abroad.
Besides, Rector and the chairman of the foundation used enterpreneurial approach, c conflicts in this change were not clearly seen, but the most crucial conflicts in the part of management was managed by using the so-called kekeluargaan approach, d respons and attitude of the acadamian are given openly feedback and participants involvement, e the framework for the change can be described as follow: a firstly, the change was conducted due to the existing problem, b secondly, change was done rapidly with turnarround strategy and entrepreneurship approaches, c thirdly, the change process was done by deviding roles and responsibilities, d fourthly, Islamic University of Balitar gained trusts from the academian, Kopertis, Local government, and Community A change management in the enhancement of the private university