JOURNAL OF SOCIAL SCIENCES
f ournal of SocialSciences
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lsSN(E):2305-9249
ISSN(P): 2305-9494
Volume4 Number 4
October2015
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Contents
Journalof SocialSciences
(COES&RI-JSS)
olume No.4,October
2015
S. No
Title
Paqe No.
I
A Comparative study on self€steem ofworking and non-working
women in Pakistan
FaredaZeab and Uzma Ali
934-944
2
Th€ study of preparation strategy of senior high school (SMA / MA)
graduatesin Pasuruan
HM Zainuddin, Muslihati, IM Harnbali
945-951
3
A change managcmentin the enhancementof the private university
governance quality: A casestudy
Muwahid Shulhan,Supriyono,Akhyak
952-963
Arab world's verdict on legal education: The Egyption case between
status quo, assessment,and some hope
Mohamed A. 'Arafa
5
The impact of workshops teaching holy Quran on the personal aspects
of Saudi children according to the perspective of sup€rvisors and
parents (Arabic)
Dr. SaddamRatebDarawsheh
964-t006
1006-1031
Journal of Social Sciences (COES&RJ.JSS)
ISSN(E):2305-9249ISSN (P): 2305-9494
Publisher:Centre of Excellencefor Scientific& ResearchJournalism, COES&RJLLC
Online PublicationDate: l"'October 2Ol5
Online lssue: Volume 4, Number 4. October 2015
nttp://www.centreofexcellence.neVJ/JSS/JSS
Nlainpage.htm
A CHANGE MANAGEMENT IN THE ENHANCEMENT OF THE
PRIVATE UNIVERSITY GOVERNANCE QUALITY:
A CASE STUDY
Muwahid Shulhan(StateIslamic Institute ofTulungagung, East Java),
Supriyono (Balitar Islamic University, East Java),
Akhyak (StateIslamic lnstitute ofTulungagung, East Java)
{bstract:
:ireher Education Institutions have strategicroles in developing quality human resources,
::ience, and technologies.They are oblighted to be having good govemanceropperly on
'-e basisofthe National Accreditation criteria and the good govemancepractices.
Balitar
.lamic University, the only progressive developed pdvate uniyersity declaring as an
. trepreneurial University in East Java Indonesia, appeared to have entrepreneurial
- -.f,ngemanagement that was impoftant to research.This resesarchfocused on the : 0)
rntexts for the govemance enhancementat the Balitar Islamic University, (2) Strategies
r: rhe govemance enhancementat Balitar Islamic University, (3) Conflict management
: rhe govemanceat Balitar Islamic University, (4) Responand outcome managementfor
': govemance at Balitar Islamic University, and (5) Framework of the change
-:ragement for the govemanceeniancementat Balitar Islamic University. The objectives
':ris researchwere: (l) To describecontextsforthe govemanceenhancementat Balitar
:nic University , (2) To explain strategiesfor the governanceenhancementat Balitar
::riic University , (3) To describeconflict managementfor the governanceenhancement
. 3alitar Islamic University, (4) To explain respons and outcome managementfor the
- . emanc enhancementat Balitar Islamic University, and (5) To figure the framework of
' ::e changemanagementfor the governanceenhancementat Balitar Islamic
University.
:g the qualitative approachand the embededsingle casestudy design, the researchers
--,,,zed the phenomena.The data were collected by: (l) thorough interview, (2)
- -nentation study, and participant observation.The data were analyzed using the inter: descriptive model (Miles and Hubberman, 1984). The data were analyzed
'
dualJyin terms ofthe embededcaseunit and thenwere combinedfor a synthesisto
'- :ne primary findings. The credibility, transferability, depend-ability, and objectivity
s researchwere checked by using only triangulation of data collection, triangulation
:.:a sources,member check, and peer de-briefingdue to the limitation of times.
-,: been concluded that (l) the organization change for the quality govemance of
::r IslamicUniversiq/hasbeendoneon the basisof existingproblems,but not on the
.rf strategic planning, (2) the Balitar Islamic University employed tumarround
-- -::\ that focusing on the compliance of legal operational permission, accreditation,
.
of the learning facilities and infrastructures,and benchmarking with quality
' --.;ement
:-sities abroad. Besides, Rector and the chairman of the foundation used
: -::eneurial approach,(3) conflicts in this change were not clearly seen,but the most
'. ,. conflicts in the part of managementwas managedby using the so-called Family
' :,h. @) respons and attitude of the acadamian are given openly feedback and
- . :ants involvement, (5) the framework for the changecan be describedas follow: (a)
rhe change was conducted due to the existing problem, (b) secondly, change was
, -,pidly with tumanound strategy and entrepreneurshipapproaches,(c) thirdly, the
-: process was done by deviding roles and responsibilities, (d) foufthly, Balitar
. r2015Licensed
mdertheCreative
Conrmols
Ltcense
40
- Attribution
A changemanagement
in theenhancement
ofthe privateuniversiw
Islamic university gained nusts aom the academian,
Regional private university
coordinator,Local government,and Community
org;;;;;;;;'uwarded
Rectorthe
Victory lndonesianEnterpreneur
andEducation.
It is suggested
that (l) to ensurethe continuousimprovement,the
changeprocesswas
, optimizethe resultsof change,iiwas better
Key Words:
ChangeMalagement,privateUniversiry,Govemance
euality
Citation:
supriyono;
Akhyak
(2015);
A chanse
manasement
inthe
ll|]l]!.!:yl|id;
ennancement
of the privateuniversity
governance
quality:
A
casi
study;
Journal
ofsociat
sciences
(coEs&RJ_Jssl,
vil.l, N..i,ri;;;i_a;*
Journalof SocialSciences(COES&RJJSS),
4(a),pp. 952-963
A. Context
Universities,includingprivate universities,have shategicroles in developing
:ualifiedhumanresources
to deyelopthe nation.In addition,they play rolesin enhancing
:ad diversifting knowledgeand competence
neededfor global market and knowledge
:asedmarket.They also play roles in protectingtheir country,scitizen and democratic
:ulture(Askcroft,2004:.23).As a part of the nationaleducationsystem,universitiesare
:iferedasintentionalandplannedeffortsto providelearningprocessandenvironment
that
:rable leamersgain noble character,religiousspiritualpower,good self management,
:ood personality,intelectualcapacity,andskillsneededby themselves,
their community,
----eirnation, and their country. Therefore,higher institutionsfunction as capacity
:ivelopment and nation character and civilization building, nation living
::telectualization,and developmentof innovative, responsive, creative, skilful,
:-rmparative,
and cooperativeacademiccommunitythroughthe so-calledTri-Dharma
::rguruan ft7ggi (ThreeDevotionsofHigher Education)andthe development
of science
::rdtechnologyby considering
humanisticvalue(Decreeofthe IndonesiaRepublicNo 20,
:103 andDecreeof the IndonesiaRepublicNo 12, 2012).In the implemetation,
higher
:lucation institutionsare requiredto comply higher educationoperationstandards,to
:-ovide quality assurance,and to provide public accountability.To ensure their
:-rmmitmentto the quality and capacityof Reseach,Education,and Social Service
rplementation,higher educationinstitutionsare required to conduct acreditation
\ational EducationDepartment,2007:4-5).There are two main comitmentfor the
::creditation,which are institutionalcapacityand educationprogramcapacity(WASC,
Ltol; National EducationDepartment,2007:6).Thesescopeincludes15 accreditation
,::ndardswhich coverLeadership,
Studentship,
HumanResources,
Curriculum,Facilities,
-i:rdgetting,Governance,Managementsystem,Learning System,Academic Malieu,
:tbrmation System,InternalQuality AssuranceSystem,Alumni, Researchand Social
S:rvices,and StudyPrograms.Among thesestandards,
humanresources
andgovemance
:ie very importantand crucialto havemain prioritiesto enhance,becausetheseare the
::gnificancedriving forcesto make complianceof all of the standards.The effective
:rman resources
and govemancesignificantlydrive the effortsto provideaccountability
i higherinstitutionsas public institutions.Bargh,Scott,and Smith (1960:24)illustrate
-:sultsof a researchin Englandthat repofted the importanceof universitygovemance,
,rhichcanguarantee
the existance
as publicinstitutionanddueto considering
that higher
:lstitutionstasksareproblematic,
humanresources
becomevery important
Bargh,Scott,and Smith, (1960:28).The weaknessof humanresourcescan causethe
.reakness
of the universityquality. This can be includethe weaknesses
in contextof
:nstitutionmanagement,
such as legalization,relevanceof the universitywith national
levelopment,uniyersityperformance,and effectiveness
as well as efficiency of the
rniversityoperationand impropperadministration.
Ir tumed out that Balitar Islamic University experiencedthese causingto have no
3ccreditationand loosing legal trust that impact to all lecturers,staffs,andstudents.
Surprisingly,using entrepreneurialapproachof managing people, the university
successfullyrecoveredin two years and have all programsaccreditated,even the
universityalsoreceiveda Victory Indonesian
EnfepreneurandEducationAward in 2011.
Therefore,
it is interesting
to research
thisphenomena.
B. Focuses
6f th€ Study
Basedon t}le abovecontextsthe focusof this studywere l) Contextsfor the
govemanceenhancementat the Balitar Islamic University, (2) Strategiesfor the
A changemanagementin the enhancement
ofthe private university
govemance enhancementat Balitar
Islamic
(3) Conflicr managementlbr the
govemance at Balitar Islamic University, -University,
(4.yRespon und out"o_e management_ibr
the
govemance at Balitar Islamic University,
^r.u."*oi[
uni 1s;
oitt
management
"'
for thegovernance
-'
enhancement
at Balitii rrr""ilJ urlr"rrity.'
" "nung.
C. Objectivesof the Study
The objectivesof this studywer
.
ennancement
at Balitar IslamicUniversity
enhancement
at Balitar IslamicUniversity
governanceenhancementat Balitar
kla;
oltcomemanagement
for the govemancel
(r, ro frgure the flameworkof of rh
enhancement
at BalitarIslamic Univenity.
D. Reviewto RelatedLiterature
Journalof SocialSciences(COES&RJJSS),
4(4),pp. 952-963
.rrganization,
conflictsmay raise in the processof quality developmentand therefore,
jnderstandingof power balancebetweenUniversityDecisionMaking and Institutional
(Bargh,Scott,and Smith, 1996:35).The balanceof powerwill relateto the
Govemance
:iranagement
executive,ProfessionalSenate,and Accountablebody. This balanceneed
.\ill be clearlyseenwhenthereis a change.A Maragementchangeis resuledfrom the
rrganizationdevelopmentpractices(Skordoulis,2004:2). Changemanagementis an
:pplicationof behaviouralscienceto which the organizationis moveson the planneC
.rrganization,
orgtaniztionstrategicempowerment,
structures,and processes
to improve
;uality (CummingsandHuse,1989:l). Changeswill not only involve sosialsystem,but
:lso individualsand groups(Skordoulis,2004:2).Ttrough theseprocess,organization
:) stemwill movefiom abstractconceptto reality(Lewin, 1958:69).Therefore,successful
;hange will mainly dependson the attentionto people(Caudron,1996).Universities
rake changesdue to the challengesof future movementand highly risky uncertenty
Sonhadji,1990:4).In the contextsof education,
Owen(1987)describesthe organization
;hangein educationashavingthe kindsof naturalprocess,
diffusionprocess,andplanned
:anaged difusion process.Meanwhile,Robbins, Miilet, and Waters-Marsh0998)
.uggestsplanned-change
stategy focuseson the awareness
and objectivesof change.
\\latever method, change always will generateresistance.There are two powerc
rfluencing the change,which are changeforces and resistanceforces (Williams,
:000:380). Theseconnectwith individual behavior,group behavior,and institutional
:ehavior(Robbins,2001). Therefore,it is importantto underctand
emotionalinfluence
Scottand Jaffe, 1987).In this case,changescan be gearedto the institutionaland
:rdividualexpectation
(OECD,2007). Burnes(1992)suggests
that the focusof changes
:an bemanagein the level of individual,amongindividuals,group,andorganization.
One
:ctionthat can be donefor this management
practiceis doing SWOT analysis(Sheltzer,
.995). Supriyono(2010) suggeststo combinethis with Force Field Analysis.Owens
1987:229-231)
also sugeststhat these are insertedintegrallyin the equilibriumsystem.
Then,changesare implemented
by usingwhatLewin (1958)describeas freeze,unfreeze.
3ndmove.To make it success,
a diagnosticanalysismust be done(Owens,1987.231).
llere are still two influencingfactorswhich shall be managed,i.e. life attitudeand
rehaviorof the organizationmembers(Khoiri, 2010). Therefore,propper stmtegyis
:equired.Kasali(2005:175-176)
addsa suggestion
of usingTurnanoundAnalysis,which
.i emininatingthe bad things by changingbasic operationsuch as leadershipand
.rperational
system.Eventhough
this strategycanbe considered
good,changes
cannotflee
irom conflicts that inckude structuralconflict, interpersonalconflict, intrapersonal
:onflict, intergroupconflict, and organizationalconflict (Weiss, 2001:2651Soetopo,
i004:198;Jabnoun,2008:262-280;Usman, 2010:467). To resolve such conflict,
rnteractionresulting conflict must be managed.This cau be perseption,revenge,
utrustworthy, competition,and damagingcritics (Wibowo, ZOll:47 -48). This can be
:esolveby win-win solusion,arbritase,
and./orsubstantially
effectivetechniques
(Wibowo,
:01l). Usman(2010:468)
suggests
to useThomas(1976),Dinsmore(1990),and Davis
and Newstorm (1997) tehcniques.Among the techniquesare forcing, competing,
avoiding,compromising,collaborating,and smoothing(Thomas, 1976), minimizing
conflictswith supervisor,minimizingconflictwith follower,minimizingconflictwith thi
level team,minimizingconflictwith customers
(Dinsmore,1990),and identifying
'ame
the causeof conflict, identi$/ingthe conflict percepsion,identif,ing the tendencyoi
conflict,andidenti$,ingresultsofconflict. Searching
enoughinformationcaabe usedasa
toolto manageconflict.Peoplearegivenlimitedknowledge(Al euran, l7-g5); therefore,
theymustseekmore informationandscienceis very important(Ibn. Majah,in Jabnoun,
956
A changemanagementin the enhancementofthe private
universitv
gemenshall avoid his action that he dislike
(AL eur'an, 5:8). He mustmanagethatbthe
il Qur'an,3:4).All membersof thJ teamshall
avoid distroyance(Munkar).Conflict, on the
unctions
(Soetopo,
2004:217).
Maximizinerhe
(2007:138)
suggests
thatall members
oi rhe
I overcomethis the universitieswill have to
uality with-propperinspectionand checking
iknas,2003).euality assurance
coverintemal
)10). Therefore,
privaeuniversitiesmusthave
E. The Significance
of the Study
This researchis expectedto be usefirlto thr
developingquality educationsystem,Foun
gooo governance
practice,all membersof r
universifyinitiatives,otherresearchers
to be
higher institutions to be refferencefbr
theoreticallyis expectedto contribute t
management.
H. Definition of Key Terms
Changemanagementis meantthe
conditionto improveit self to be credibelar
customersatisfactionand successor confrr
good govemanceinstitution. Higher Isntil
institutionmanagement
basedon the normati
regulatedby theIndonesiaRepublic.
I. ResearchMethodology
Thisresearch
wasdoneusingthequalitativeapproached
and
-il,, designedusingthe
case study design,which was the €;bed;d
single #e ;tu;y.
meansthat the
fenomenawasanalyzedby devidingthecaseinto
u-nitsandtherejoreiherebecomesthree
units of caseanalysis(Marshall& Rosrman,1995,
Bo;J;;;nikten,
19s2,Meriam.
I, Bogdanand Tylor. 1975,Kusmintardio.
)ationof the researchattentivelyCNasution,
locationof this researchwas the Islamii
I Blitar,which is in centertown not far from
.l) thoroughinterview,(2) document_ation
Journal of Social Sciences (COES&RJJSS),4(4),pp. 952-963
jtudy, and participant observation. The data were analyzed using the inter-active
Jescriptivemodel (Miles and Hubberman, 1984) that include s (l) data reduction, (2) data
f,resentation,and (3) conclusion (Miles and Hubberman, 1984, Spreadly, 1980). The data
rvereanalyzed individually in terms ofthe embededcaseunit and then were combined for
a synthesisto find the primary furdings. The credibility, hansferability, depend-ability,
and objectivity of this research were checked by using only triangulation of data
collection, triangulation of data sources,member check, and Deer de-briefinp due to the
limitation of times. The researchwas conducted by employing the followirig steps: ( l)
conducting field study orientation and literary studies as well as searching supported
materialsthat suit to the objectives of this research,(2) conducting focused exploration,
and (3) writing report.
Based on the unit of analysisreview for the five focuses,the data founded out
in this researchwere presentedunder three major topics that were based on the units of
analysis.These were (l) contexts and strategiesofchange for enhacinggovemarce at the
Islamic University of Balitar, (2) conflict management in the process of change for
enhancinggovemance at the Islamic University of Balitar, and (3) respon and outcomes
managementof change for enhancing govemance at the Islamic Univerfsity of Balitar.
The These were (l) contexts and strategiesof change for enhacing governance at the
Islamic University of Balitar, (2) conflict management in the process of change for
enhancinggovemance at the Islamic University of Balitar, and (3) respon and outcomes
managementof change for enhancing govemance at the Islamic Univefsity of Balitar.
The Proceduresofthe analysiscan be drawn as follow:
DeveloplngResearchOesign
DateCollectionend analysis
Study
Figure1: Procedures
ofthe analysis
J. Findings
Findingofthe hrst unit ofanalysis canbe summarized
asthe following.Since
it was esablished,the Islamic Universityof Balitar was running well by having 1500
students.However,in 2009, therewas a big concemsand disappointment
amongthe
students,Kopertis,local govemment,and public community.It was because,the legal
permissionfor operatingthe University had been expired and was nor manageo
958
A changemanagementin the eniancementofthe private universitv
propperty.Therefore,changemusthavebeenmanaged
to conduct.In fact,the chairmanof
rusrounoattonrestgnedand the rectorwith all staffsfrom
off town left the_University.
New trusteesof the foundationwere establishedand
new executiveofficers at the
Universitywere assigned,theseincludedRector and Vi""
n""io.r. l-aculty executive
officers.and^new faculty membersinvited fiom within the
feopfe in Blitar were
established.
Sincepropperdocumentation
hadI
theopereration
ofthe University
wasveryli
wofl( on the enrepreneurship
modelof mani
fund,and findingsupportsfir the university
the University executiveofficers and th(
m3n1e.ing
the Universityopemrionby targetingto improvelhe govemance
In lerms of.
attain the tegatpermisionof the Universiryopera.ion.accrediration,
::'::r,li:: mafters
l: and
acaqemrc
its infrastructure,
andteambuilding.The seconddatapresentation
canbe summarized
asfollow. Conflictswerenot clearlyaiparantin the handofthe
staffs.
However,incudingto theresultsof inrterview,.onni"t, nujp.nJio
;he higherpositionof
executives,
The new chairmantook over the
*eluargaon approach. Infact, the university
local government,and Kopertis.Therefore.
brcesof thenewleamandtiristeamhasbeen
keketuargqanqpproacl. Resultsof the changeappamntly
theUniversityoperation,accreditation,EntJrpreneurship
vlctoryaward,infiastructrure
deveropment
supportfrom birectorateof Higfhei Education
of the IndonesiaRepublic,Iocalgovemmentsupport,computerized
adninistration
system,
andb-enchmarking
with Universitiesin Valaysia,'Sinlapor",
unaft uiiunO.
Thefindingsrevealedthat(l) in terms-ofthecont"*tr""i
fo,
gou"man"e
qualityof the University,it hasbeenfoundout rhat(a) "f,*!"
"nian"ing
the iipropper
andunaccountable
administrationmanagement
resulted
lost of legal uniu.isitf 'pl..orion grant that
..rhe
affecteddisappointment of and distrust
from tie stake t oiO"-..,iU; the need for
clange and change in the university govemance,(c) the
need for
lilgiT."t
th€ need for quality benchmarkto ensurethe qualiry of The
Islamic
li_.,1i_.,_1,1"":
unrversrryot"(ol
Batrtar governance;(2) in terms of the strategiesfor enhancine
the
, of Balitar,it hasbeenfound
our rhat(;) lhe
ept with referewnceto valuesof ilmiah
crisis fasterto ensurethe peaceof mind of
leadersmanagethe teamto complythe requir
the changeleadersmanagedto work for
mally and formally to gain trust from the
ted benchmarwith other higher education
nt, it hasbeenfoundout that(a) conflictsat
nificantlyappear,because
tlle formergroup
n theprocessof change,(b) conflictsit thi
It wasmanagedby the new chairmanof the
r approach,(4) in termsof the academian
r foundout that(a) as a resultof the quick
rd attitudeof the academialwas positive.
pafticipation
in the changeactivitieswere
Journal of Societ Scbnces (COES&RJaJSS),
4(a),pp. 952_963
tas been found out that the change tended to
roblemsthat was not done in accordancewith
ie following propositions: (q) proposition I
anqgement that caused the cancelqtion ofthe
ograms, (H proposition ll lsecon : change
redtructuring organization, creqtfue and
empowermenlcan mqke the resolution faster
roposition lll (Third): conJlict managenent
condu.ciye
situqtion
ofworkandobjectiy.es::r:f"::f:T;;i::r::,i:1,'l?r":::;",#;
andfast feed-back to organiz.ttionmenbers,respondan)
rnun, sqtisfaction of
the organizationmembers,and (e)propos.itionV (/ifth) theframioi
"iitia"o1the orgqnization
chqnge starting from where the problems cimbinea
with creatte and normqtiye
strqtegies.qswelt as trust andfauily o-rientedrelalionship
cqn achieveresultsfaster.
organization
thatawardedRectorthe Victory lndonesian
Enterpreneur
anoEducation.
K. Conclusion
and RecomrDendation
It hasbeenconcludedthat (a) theor1
of the IslamicUniversityof Balitarhasbeen
not on the_basisof strategicplanning,(b)
turnarroundsfategy that focusingon the c
accreditation,
enhancement
ofthe leaminsfac
withquality universities
abroad.Besides,-Rec
enterpreneurial
approach,(c) conflictsin this chargewerenot clearlyseen,
but the most
rhirdly,the changeprocesswas doneby devi
lslamic Universityof Balitar gainedtrus,
govemment,
andCommunity
960
A changemanagementin the enhancementofthe pflvate
untversity ........
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Ltd
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Contents
Journalof SocialSciences
(COES&RI-JSS)
olume No.4,October
2015
S. No
Title
Paqe No.
I
A Comparative study on self€steem ofworking and non-working
women in Pakistan
FaredaZeab and Uzma Ali
934-944
2
Th€ study of preparation strategy of senior high school (SMA / MA)
graduatesin Pasuruan
HM Zainuddin, Muslihati, IM Harnbali
945-951
3
A change managcmentin the enhancementof the private university
governance quality: A casestudy
Muwahid Shulhan,Supriyono,Akhyak
952-963
Arab world's verdict on legal education: The Egyption case between
status quo, assessment,and some hope
Mohamed A. 'Arafa
5
The impact of workshops teaching holy Quran on the personal aspects
of Saudi children according to the perspective of sup€rvisors and
parents (Arabic)
Dr. SaddamRatebDarawsheh
964-t006
1006-1031
Journal of Social Sciences (COES&RJ.JSS)
ISSN(E):2305-9249ISSN (P): 2305-9494
Publisher:Centre of Excellencefor Scientific& ResearchJournalism, COES&RJLLC
Online PublicationDate: l"'October 2Ol5
Online lssue: Volume 4, Number 4. October 2015
nttp://www.centreofexcellence.neVJ/JSS/JSS
Nlainpage.htm
A CHANGE MANAGEMENT IN THE ENHANCEMENT OF THE
PRIVATE UNIVERSITY GOVERNANCE QUALITY:
A CASE STUDY
Muwahid Shulhan(StateIslamic Institute ofTulungagung, East Java),
Supriyono (Balitar Islamic University, East Java),
Akhyak (StateIslamic lnstitute ofTulungagung, East Java)
{bstract:
:ireher Education Institutions have strategicroles in developing quality human resources,
::ience, and technologies.They are oblighted to be having good govemanceropperly on
'-e basisofthe National Accreditation criteria and the good govemancepractices.
Balitar
.lamic University, the only progressive developed pdvate uniyersity declaring as an
. trepreneurial University in East Java Indonesia, appeared to have entrepreneurial
- -.f,ngemanagement that was impoftant to research.This resesarchfocused on the : 0)
rntexts for the govemance enhancementat the Balitar Islamic University, (2) Strategies
r: rhe govemance enhancementat Balitar Islamic University, (3) Conflict management
: rhe govemanceat Balitar Islamic University, (4) Responand outcome managementfor
': govemance at Balitar Islamic University, and (5) Framework of the change
-:ragement for the govemanceeniancementat Balitar Islamic University. The objectives
':ris researchwere: (l) To describecontextsforthe govemanceenhancementat Balitar
:nic University , (2) To explain strategiesfor the governanceenhancementat Balitar
::riic University , (3) To describeconflict managementfor the governanceenhancement
. 3alitar Islamic University, (4) To explain respons and outcome managementfor the
- . emanc enhancementat Balitar Islamic University, and (5) To figure the framework of
' ::e changemanagementfor the governanceenhancementat Balitar Islamic
University.
:g the qualitative approachand the embededsingle casestudy design, the researchers
--,,,zed the phenomena.The data were collected by: (l) thorough interview, (2)
- -nentation study, and participant observation.The data were analyzed using the inter: descriptive model (Miles and Hubberman, 1984). The data were analyzed
'
dualJyin terms ofthe embededcaseunit and thenwere combinedfor a synthesisto
'- :ne primary findings. The credibility, transferability, depend-ability, and objectivity
s researchwere checked by using only triangulation of data collection, triangulation
:.:a sources,member check, and peer de-briefingdue to the limitation of times.
-,: been concluded that (l) the organization change for the quality govemance of
::r IslamicUniversiq/hasbeendoneon the basisof existingproblems,but not on the
.rf strategic planning, (2) the Balitar Islamic University employed tumarround
-- -::\ that focusing on the compliance of legal operational permission, accreditation,
.
of the learning facilities and infrastructures,and benchmarking with quality
' --.;ement
:-sities abroad. Besides, Rector and the chairman of the foundation used
: -::eneurial approach,(3) conflicts in this change were not clearly seen,but the most
'. ,. conflicts in the part of managementwas managedby using the so-called Family
' :,h. @) respons and attitude of the acadamian are given openly feedback and
- . :ants involvement, (5) the framework for the changecan be describedas follow: (a)
rhe change was conducted due to the existing problem, (b) secondly, change was
, -,pidly with tumanound strategy and entrepreneurshipapproaches,(c) thirdly, the
-: process was done by deviding roles and responsibilities, (d) foufthly, Balitar
. r2015Licensed
mdertheCreative
Conrmols
Ltcense
40
- Attribution
A changemanagement
in theenhancement
ofthe privateuniversiw
Islamic university gained nusts aom the academian,
Regional private university
coordinator,Local government,and Community
org;;;;;;;;'uwarded
Rectorthe
Victory lndonesianEnterpreneur
andEducation.
It is suggested
that (l) to ensurethe continuousimprovement,the
changeprocesswas
, optimizethe resultsof change,iiwas better
Key Words:
ChangeMalagement,privateUniversiry,Govemance
euality
Citation:
supriyono;
Akhyak
(2015);
A chanse
manasement
inthe
ll|]l]!.!:yl|id;
ennancement
of the privateuniversity
governance
quality:
A
casi
study;
Journal
ofsociat
sciences
(coEs&RJ_Jssl,
vil.l, N..i,ri;;;i_a;*
Journalof SocialSciences(COES&RJJSS),
4(a),pp. 952-963
A. Context
Universities,includingprivate universities,have shategicroles in developing
:ualifiedhumanresources
to deyelopthe nation.In addition,they play rolesin enhancing
:ad diversifting knowledgeand competence
neededfor global market and knowledge
:asedmarket.They also play roles in protectingtheir country,scitizen and democratic
:ulture(Askcroft,2004:.23).As a part of the nationaleducationsystem,universitiesare
:iferedasintentionalandplannedeffortsto providelearningprocessandenvironment
that
:rable leamersgain noble character,religiousspiritualpower,good self management,
:ood personality,intelectualcapacity,andskillsneededby themselves,
their community,
----eirnation, and their country. Therefore,higher institutionsfunction as capacity
:ivelopment and nation character and civilization building, nation living
::telectualization,and developmentof innovative, responsive, creative, skilful,
:-rmparative,
and cooperativeacademiccommunitythroughthe so-calledTri-Dharma
::rguruan ft7ggi (ThreeDevotionsofHigher Education)andthe development
of science
::rdtechnologyby considering
humanisticvalue(Decreeofthe IndonesiaRepublicNo 20,
:103 andDecreeof the IndonesiaRepublicNo 12, 2012).In the implemetation,
higher
:lucation institutionsare requiredto comply higher educationoperationstandards,to
:-ovide quality assurance,and to provide public accountability.To ensure their
:-rmmitmentto the quality and capacityof Reseach,Education,and Social Service
rplementation,higher educationinstitutionsare required to conduct acreditation
\ational EducationDepartment,2007:4-5).There are two main comitmentfor the
::creditation,which are institutionalcapacityand educationprogramcapacity(WASC,
Ltol; National EducationDepartment,2007:6).Thesescopeincludes15 accreditation
,::ndardswhich coverLeadership,
Studentship,
HumanResources,
Curriculum,Facilities,
-i:rdgetting,Governance,Managementsystem,Learning System,Academic Malieu,
:tbrmation System,InternalQuality AssuranceSystem,Alumni, Researchand Social
S:rvices,and StudyPrograms.Among thesestandards,
humanresources
andgovemance
:ie very importantand crucialto havemain prioritiesto enhance,becausetheseare the
::gnificancedriving forcesto make complianceof all of the standards.The effective
:rman resources
and govemancesignificantlydrive the effortsto provideaccountability
i higherinstitutionsas public institutions.Bargh,Scott,and Smith (1960:24)illustrate
-:sultsof a researchin Englandthat repofted the importanceof universitygovemance,
,rhichcanguarantee
the existance
as publicinstitutionanddueto considering
that higher
:lstitutionstasksareproblematic,
humanresources
becomevery important
Bargh,Scott,and Smith, (1960:28).The weaknessof humanresourcescan causethe
.reakness
of the universityquality. This can be includethe weaknesses
in contextof
:nstitutionmanagement,
such as legalization,relevanceof the universitywith national
levelopment,uniyersityperformance,and effectiveness
as well as efficiency of the
rniversityoperationand impropperadministration.
Ir tumed out that Balitar Islamic University experiencedthese causingto have no
3ccreditationand loosing legal trust that impact to all lecturers,staffs,andstudents.
Surprisingly,using entrepreneurialapproachof managing people, the university
successfullyrecoveredin two years and have all programsaccreditated,even the
universityalsoreceiveda Victory Indonesian
EnfepreneurandEducationAward in 2011.
Therefore,
it is interesting
to research
thisphenomena.
B. Focuses
6f th€ Study
Basedon t}le abovecontextsthe focusof this studywere l) Contextsfor the
govemanceenhancementat the Balitar Islamic University, (2) Strategiesfor the
A changemanagementin the enhancement
ofthe private university
govemance enhancementat Balitar
Islamic
(3) Conflicr managementlbr the
govemance at Balitar Islamic University, -University,
(4.yRespon und out"o_e management_ibr
the
govemance at Balitar Islamic University,
^r.u."*oi[
uni 1s;
oitt
management
"'
for thegovernance
-'
enhancement
at Balitii rrr""ilJ urlr"rrity.'
" "nung.
C. Objectivesof the Study
The objectivesof this studywer
.
ennancement
at Balitar IslamicUniversity
enhancement
at Balitar IslamicUniversity
governanceenhancementat Balitar
kla;
oltcomemanagement
for the govemancel
(r, ro frgure the flameworkof of rh
enhancement
at BalitarIslamic Univenity.
D. Reviewto RelatedLiterature
Journalof SocialSciences(COES&RJJSS),
4(4),pp. 952-963
.rrganization,
conflictsmay raise in the processof quality developmentand therefore,
jnderstandingof power balancebetweenUniversityDecisionMaking and Institutional
(Bargh,Scott,and Smith, 1996:35).The balanceof powerwill relateto the
Govemance
:iranagement
executive,ProfessionalSenate,and Accountablebody. This balanceneed
.\ill be clearlyseenwhenthereis a change.A Maragementchangeis resuledfrom the
rrganizationdevelopmentpractices(Skordoulis,2004:2). Changemanagementis an
:pplicationof behaviouralscienceto which the organizationis moveson the planneC
.rrganization,
orgtaniztionstrategicempowerment,
structures,and processes
to improve
;uality (CummingsandHuse,1989:l). Changeswill not only involve sosialsystem,but
:lso individualsand groups(Skordoulis,2004:2).Ttrough theseprocess,organization
:) stemwill movefiom abstractconceptto reality(Lewin, 1958:69).Therefore,successful
;hange will mainly dependson the attentionto people(Caudron,1996).Universities
rake changesdue to the challengesof future movementand highly risky uncertenty
Sonhadji,1990:4).In the contextsof education,
Owen(1987)describesthe organization
;hangein educationashavingthe kindsof naturalprocess,
diffusionprocess,andplanned
:anaged difusion process.Meanwhile,Robbins, Miilet, and Waters-Marsh0998)
.uggestsplanned-change
stategy focuseson the awareness
and objectivesof change.
\\latever method, change always will generateresistance.There are two powerc
rfluencing the change,which are changeforces and resistanceforces (Williams,
:000:380). Theseconnectwith individual behavior,group behavior,and institutional
:ehavior(Robbins,2001). Therefore,it is importantto underctand
emotionalinfluence
Scottand Jaffe, 1987).In this case,changescan be gearedto the institutionaland
:rdividualexpectation
(OECD,2007). Burnes(1992)suggests
that the focusof changes
:an bemanagein the level of individual,amongindividuals,group,andorganization.
One
:ctionthat can be donefor this management
practiceis doing SWOT analysis(Sheltzer,
.995). Supriyono(2010) suggeststo combinethis with Force Field Analysis.Owens
1987:229-231)
also sugeststhat these are insertedintegrallyin the equilibriumsystem.
Then,changesare implemented
by usingwhatLewin (1958)describeas freeze,unfreeze.
3ndmove.To make it success,
a diagnosticanalysismust be done(Owens,1987.231).
llere are still two influencingfactorswhich shall be managed,i.e. life attitudeand
rehaviorof the organizationmembers(Khoiri, 2010). Therefore,propper stmtegyis
:equired.Kasali(2005:175-176)
addsa suggestion
of usingTurnanoundAnalysis,which
.i emininatingthe bad things by changingbasic operationsuch as leadershipand
.rperational
system.Eventhough
this strategycanbe considered
good,changes
cannotflee
irom conflicts that inckude structuralconflict, interpersonalconflict, intrapersonal
:onflict, intergroupconflict, and organizationalconflict (Weiss, 2001:2651Soetopo,
i004:198;Jabnoun,2008:262-280;Usman, 2010:467). To resolve such conflict,
rnteractionresulting conflict must be managed.This cau be perseption,revenge,
utrustworthy, competition,and damagingcritics (Wibowo, ZOll:47 -48). This can be
:esolveby win-win solusion,arbritase,
and./orsubstantially
effectivetechniques
(Wibowo,
:01l). Usman(2010:468)
suggests
to useThomas(1976),Dinsmore(1990),and Davis
and Newstorm (1997) tehcniques.Among the techniquesare forcing, competing,
avoiding,compromising,collaborating,and smoothing(Thomas, 1976), minimizing
conflictswith supervisor,minimizingconflictwith follower,minimizingconflictwith thi
level team,minimizingconflictwith customers
(Dinsmore,1990),and identifying
'ame
the causeof conflict, identi$/ingthe conflict percepsion,identif,ing the tendencyoi
conflict,andidenti$,ingresultsofconflict. Searching
enoughinformationcaabe usedasa
toolto manageconflict.Peoplearegivenlimitedknowledge(Al euran, l7-g5); therefore,
theymustseekmore informationandscienceis very important(Ibn. Majah,in Jabnoun,
956
A changemanagementin the enhancementofthe private
universitv
gemenshall avoid his action that he dislike
(AL eur'an, 5:8). He mustmanagethatbthe
il Qur'an,3:4).All membersof thJ teamshall
avoid distroyance(Munkar).Conflict, on the
unctions
(Soetopo,
2004:217).
Maximizinerhe
(2007:138)
suggests
thatall members
oi rhe
I overcomethis the universitieswill have to
uality with-propperinspectionand checking
iknas,2003).euality assurance
coverintemal
)10). Therefore,
privaeuniversitiesmusthave
E. The Significance
of the Study
This researchis expectedto be usefirlto thr
developingquality educationsystem,Foun
gooo governance
practice,all membersof r
universifyinitiatives,otherresearchers
to be
higher institutions to be refferencefbr
theoreticallyis expectedto contribute t
management.
H. Definition of Key Terms
Changemanagementis meantthe
conditionto improveit self to be credibelar
customersatisfactionand successor confrr
good govemanceinstitution. Higher Isntil
institutionmanagement
basedon the normati
regulatedby theIndonesiaRepublic.
I. ResearchMethodology
Thisresearch
wasdoneusingthequalitativeapproached
and
-il,, designedusingthe
case study design,which was the €;bed;d
single #e ;tu;y.
meansthat the
fenomenawasanalyzedby devidingthecaseinto
u-nitsandtherejoreiherebecomesthree
units of caseanalysis(Marshall& Rosrman,1995,
Bo;J;;;nikten,
19s2,Meriam.
I, Bogdanand Tylor. 1975,Kusmintardio.
)ationof the researchattentivelyCNasution,
locationof this researchwas the Islamii
I Blitar,which is in centertown not far from
.l) thoroughinterview,(2) document_ation
Journal of Social Sciences (COES&RJJSS),4(4),pp. 952-963
jtudy, and participant observation. The data were analyzed using the inter-active
Jescriptivemodel (Miles and Hubberman, 1984) that include s (l) data reduction, (2) data
f,resentation,and (3) conclusion (Miles and Hubberman, 1984, Spreadly, 1980). The data
rvereanalyzed individually in terms ofthe embededcaseunit and then were combined for
a synthesisto find the primary furdings. The credibility, hansferability, depend-ability,
and objectivity of this research were checked by using only triangulation of data
collection, triangulation of data sources,member check, and Deer de-briefinp due to the
limitation of times. The researchwas conducted by employing the followirig steps: ( l)
conducting field study orientation and literary studies as well as searching supported
materialsthat suit to the objectives of this research,(2) conducting focused exploration,
and (3) writing report.
Based on the unit of analysisreview for the five focuses,the data founded out
in this researchwere presentedunder three major topics that were based on the units of
analysis.These were (l) contexts and strategiesofchange for enhacinggovemarce at the
Islamic University of Balitar, (2) conflict management in the process of change for
enhancinggovemance at the Islamic University of Balitar, and (3) respon and outcomes
managementof change for enhancing govemance at the Islamic Univerfsity of Balitar.
The These were (l) contexts and strategiesof change for enhacing governance at the
Islamic University of Balitar, (2) conflict management in the process of change for
enhancinggovemance at the Islamic University of Balitar, and (3) respon and outcomes
managementof change for enhancing govemance at the Islamic Univefsity of Balitar.
The Proceduresofthe analysiscan be drawn as follow:
DeveloplngResearchOesign
DateCollectionend analysis
Study
Figure1: Procedures
ofthe analysis
J. Findings
Findingofthe hrst unit ofanalysis canbe summarized
asthe following.Since
it was esablished,the Islamic Universityof Balitar was running well by having 1500
students.However,in 2009, therewas a big concemsand disappointment
amongthe
students,Kopertis,local govemment,and public community.It was because,the legal
permissionfor operatingthe University had been expired and was nor manageo
958
A changemanagementin the eniancementofthe private universitv
propperty.Therefore,changemusthavebeenmanaged
to conduct.In fact,the chairmanof
rusrounoattonrestgnedand the rectorwith all staffsfrom
off town left the_University.
New trusteesof the foundationwere establishedand
new executiveofficers at the
Universitywere assigned,theseincludedRector and Vi""
n""io.r. l-aculty executive
officers.and^new faculty membersinvited fiom within the
feopfe in Blitar were
established.
Sincepropperdocumentation
hadI
theopereration
ofthe University
wasveryli
wofl( on the enrepreneurship
modelof mani
fund,and findingsupportsfir the university
the University executiveofficers and th(
m3n1e.ing
the Universityopemrionby targetingto improvelhe govemance
In lerms of.
attain the tegatpermisionof the Universiryopera.ion.accrediration,
::'::r,li:: mafters
l: and
acaqemrc
its infrastructure,
andteambuilding.The seconddatapresentation
canbe summarized
asfollow. Conflictswerenot clearlyaiparantin the handofthe
staffs.
However,incudingto theresultsof inrterview,.onni"t, nujp.nJio
;he higherpositionof
executives,
The new chairmantook over the
*eluargaon approach. Infact, the university
local government,and Kopertis.Therefore.
brcesof thenewleamandtiristeamhasbeen
keketuargqanqpproacl. Resultsof the changeappamntly
theUniversityoperation,accreditation,EntJrpreneurship
vlctoryaward,infiastructrure
deveropment
supportfrom birectorateof Higfhei Education
of the IndonesiaRepublic,Iocalgovemmentsupport,computerized
adninistration
system,
andb-enchmarking
with Universitiesin Valaysia,'Sinlapor",
unaft uiiunO.
Thefindingsrevealedthat(l) in terms-ofthecont"*tr""i
fo,
gou"man"e
qualityof the University,it hasbeenfoundout rhat(a) "f,*!"
"nian"ing
the iipropper
andunaccountable
administrationmanagement
resulted
lost of legal uniu.isitf 'pl..orion grant that
..rhe
affecteddisappointment of and distrust
from tie stake t oiO"-..,iU; the need for
clange and change in the university govemance,(c) the
need for
lilgiT."t
th€ need for quality benchmarkto ensurethe qualiry of The
Islamic
li_.,1i_.,_1,1"":
unrversrryot"(ol
Batrtar governance;(2) in terms of the strategiesfor enhancine
the
, of Balitar,it hasbeenfound
our rhat(;) lhe
ept with referewnceto valuesof ilmiah
crisis fasterto ensurethe peaceof mind of
leadersmanagethe teamto complythe requir
the changeleadersmanagedto work for
mally and formally to gain trust from the
ted benchmarwith other higher education
nt, it hasbeenfoundout that(a) conflictsat
nificantlyappear,because
tlle formergroup
n theprocessof change,(b) conflictsit thi
It wasmanagedby the new chairmanof the
r approach,(4) in termsof the academian
r foundout that(a) as a resultof the quick
rd attitudeof the academialwas positive.
pafticipation
in the changeactivitieswere
Journal of Societ Scbnces (COES&RJaJSS),
4(a),pp. 952_963
tas been found out that the change tended to
roblemsthat was not done in accordancewith
ie following propositions: (q) proposition I
anqgement that caused the cancelqtion ofthe
ograms, (H proposition ll lsecon : change
redtructuring organization, creqtfue and
empowermenlcan mqke the resolution faster
roposition lll (Third): conJlict managenent
condu.ciye
situqtion
ofworkandobjectiy.es::r:f"::f:T;;i::r::,i:1,'l?r":::;",#;
andfast feed-back to organiz.ttionmenbers,respondan)
rnun, sqtisfaction of
the organizationmembers,and (e)propos.itionV (/ifth) theframioi
"iitia"o1the orgqnization
chqnge starting from where the problems cimbinea
with creatte and normqtiye
strqtegies.qswelt as trust andfauily o-rientedrelalionship
cqn achieveresultsfaster.
organization
thatawardedRectorthe Victory lndonesian
Enterpreneur
anoEducation.
K. Conclusion
and RecomrDendation
It hasbeenconcludedthat (a) theor1
of the IslamicUniversityof Balitarhasbeen
not on the_basisof strategicplanning,(b)
turnarroundsfategy that focusingon the c
accreditation,
enhancement
ofthe leaminsfac
withquality universities
abroad.Besides,-Rec
enterpreneurial
approach,(c) conflictsin this chargewerenot clearlyseen,
but the most
rhirdly,the changeprocesswas doneby devi
lslamic Universityof Balitar gainedtrus,
govemment,
andCommunity
960
A changemanagementin the enhancementofthe pflvate
untversity ........
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