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
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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
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
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
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
12
13
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)
The 20th Century
Transportation
Cars, planes, trains
Energy, materials
Nation-states
Public Policy
The 21st Century
Communications
Computers, networks
Knowledge, bits
Nationalism
Markets
15
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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
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
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)
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
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
Undang-Undang Pendidikan Tinggi, UU 12/2012.
PTN, PTN BLU, PTN-Bh, dan PTN Badan Hukum.
Keterbatasan:◦ Sistem Keuangan Negara
◦ Sistem Kepegawaian Negara
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
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)
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)
Dekan/Rektor
Dosen
Dosen
Dosen
Dosen
Dosen
Staf manajemen pendukung
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Sumber: dikembangkan dariWorkshop manajemen PT, SPS-UGM (2012)
VALUE COLLEAGUE dalam membangun scientific leader
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Scientific leader-follower
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/
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
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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• Academic reputation • Learning and teaching • Research performance and
standing • University environment and
engagement • Organizational sustainability
and capability
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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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)
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.
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
3/12/2014HelmWorkshop-Shd2014 56
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
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
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
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
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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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
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)
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