Organizational redesign for government of Jakarta administrative city

Abstract

The Jakarta City Government organization as a service instrument in order to meet the needs of the organization is currently considered no longer in accordance with the demands of the growing and increasing needs of the community. The overlapping main tasks of several organizational units and the long span of control became the reason for conducting research so that an efficient organizational format of the Jakarta City Government was found in serving the needs of Jakarta citizens The research method used was qualitative descriptive with 16 informants taken by purposive sampling. Data was taken by interviews, observations, focus group discussions and documentation which was then analyzed using NVIVO software. The novelty of this research is the majority of previous research examining organizational redesign in business enterprises, although some studies have also discussed the redesign of government organizations but not specific to the problems of the City of Jakarta. From the results of research that has been carried out with reference to five organizational points including strategic apex, operating core, middle line, technostructure, support staff, it was found that several changes need to be made starting at the strategic apex stage, it is necessary to restructure through the abolition of positions at the City Level such as the position of Vice Mayor. The operating core stage found that there are still overlapping authorities, uneven workloads, lack of facilities, lack of human resources and the need for service acceleration. The middel line stage found that the lack of sub-district role was proposed to be removed and needed to strengthen the authority of the sub-district. The stage of staff support was found that the official tribe had inappropriate duties and functions so that it was more effective and efficient when it was under the coordination and responsibility of the mayor. Keywords: Redesign of Government Organization, Adaptation and Innovation, Sustainable City

Keywords: {'name': 'Redesign'}, {'name': 'Redesign of Government Organization'}, {'name': 'Adaptation'}, {'name': 'innovation'}, {'name': 'Sustainable city'}

Authors & affiliations

Munjirin
Affiliation not supplied

Wirman Syafri
Affiliation not supplied

Mansyur Achmad
Affiliation not supplied

Muhadam Labolo
Affiliation not supplied

Deposited references

Supplied references, not a list of publications citing this article.

DOI: 10.3390/admsci7040035

Aronowitz, S., De Smet, A., & McGinty, D. (2015). Getting organizational redesign right. McKinsey Quarterly, 9, 1–11.

DOI: 10.1016/j.respol.2018.12.001

DOI: 10.56687/9781447325598

Becker, W. (2002). How to OD... and Live to Tell about it: A Practitioner’s Guide to Organization Development. Xlibris Corporation.

Buchanan, D., & Badham, R. (2020). Power, politics, and organizational change. Sage.

Burke, & Noumair, D. A. (2015). Organization development: A process of learning and changing. FT Press.

DOI: 10.1093/acrefore/9780190236557.013.734

DOI: 10.1080/15309576.2023.2257681

DOI: 10.4337/9781789908251.00030

DOI: 10.4081/pr.2020.8695

DOI: 10.30998/sosioekons.v12i02.6490

DOI: 10.1088/1755-1315/940/1/012087

DOI: 10.1002/9781119431503

DOI: 10.1007/978-3-031-20316-9_24

LPPD. (2022). Laporan Penyelenggaraan Pemerintahan Daerah. https://ppid.jakarta.go.id/laporan-penyelenggaraan-pemerintahan-daerah

DOI: 10.1016/j.cities.2020.102868

DOI: 10.56982/journalo.v1i03.25

Nandy, L., & Lu, L. H. (2017). Organization redesign process as ODI on organizational factors and human dynamics. ABAC ODI Journal Vision. Action. Outcome, 4(2), 137.

DOI: 10.25105/cesd.v5i1.13933

DOI: 10.4324/9781003198116

DOI: 10.1007/s10997-020-09525-x

DOI: 10.32682/jpekbm.v6i1.2519

Thompson, J. R., & Ingraham, P. W. (1996). Organizational redesign in the public sector. The State of Public Management, 286–306.

DOI: 10.1016/j.enfcli.2019.04.093

DOI: 10.1186/s41469-019-0053-x

DOI: 10.1093/jopart/muac027