THE CHANGE OF ORGANIZATIONAL CULTURE OF STATE ISLAMIC HIGHER EDUCATION INDONESIA

This item is published by Universitas Islam Negeri Sunan Ampel Surabaya

Irawan, Irawan (2012) THE CHANGE OF ORGANIZATIONAL CULTURE OF STATE ISLAMIC HIGHER EDUCATION INDONESIA. In: Conference Proceedings: Annual International Conference on Islamic Studies (AICIS) XII, 5 – 8 November 2012, Surabaya – Indonesia.

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Abstract

The change in status of IAIN/STAIN into UIN (2002-2004) has not guaranteed to help the culture change of their organizations. In some ways, UIN is still influenced by the organizational culture of IAIN/STAIN. For example, hiring quotas, and lecturer UIN are determined by the Ministry of Religious Center.The focus of the investigation was the change management of organizational culture. This investigation aims to uncover the organizational culture change management of IAIN/STAIN into UIN. Methods of inquiry were historical, phenomenological and case studies. Data were collected through observation, interviews and documentary study. Data were analyzed through the member check, snow ball, negative cases and triangulation. The investigations showed that the characteristics of the organizational culture IAIN/STAIN is a simple, hierarchical, bureaucratic, formalistic and family atmosphere. Functions as an integrator, identity, and leadership are stabilizers, simplicity, and hierarchical. Moreover, their culture type was a clan. IAIN/STAIN turned into UIN because internally, their performance decreases (dark phase) and externally there is a global demand. Characteristics UIN organizational culture is a complex, market-oriented, tend to be effective and efficient, flexible and professional headed. Functions as an integrator, identity and leadership are pioneers the integration of science, universal, and entrepreneurship. Their culture type were market. Dimensions (subvehicle) that changes were from a instituter to universiter.The boundary and scope were among the private, public and social. Organizational culture change management of IAIN/STAIN into UIN pursued formal and nonformal. Formally,the change through four stages, namely change: 1) the institution, 2) the vision & mission, 3) the organizational structure, and 4) the value (culture). Nonformally,the change made through exemplary model and commitmentleadership. Technical step of change there are four, namely: (a) diagnosis, (b) preparation, (c) implementation, and (d) strengthening. This investigation produced a new concept in the field of organizational culture change management, namely “the strategic change management organizational culture”.