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Organizational redesign for government of Jakarta administrative city

Author

Listed:
  • Munjirin

    (Management, Institut Pemerintahan Dalam Negeri, Jatinangor, Indonesia)

  • Wirman Syafri

    (Professor of Management, Institut Pemerintahan Dalam Negeri, Jatinangor, Indonesia)

  • Mansyur Achmad

    (Professor of Management, Institut Pemerintahan Dalam Negeri, Jatinangor, Indonesia)

  • Muhadam Labolo

    (Professor of Management, Institut Pemerintahan Dalam Negeri, Jatinangor, Indonesia)

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. Key Words:Redesign, Redesign of Government Organization, Adaptation, innovation, Sustainable city

Suggested Citation

  • Munjirin & Wirman Syafri & Mansyur Achmad & Muhadam Labolo, 2024. "Organizational redesign for government of Jakarta administrative city," International Journal of Research in Business and Social Science (2147-4478), Center for the Strategic Studies in Business and Finance, vol. 13(4), pages 350-361, June.
    • Handle: RePEc:rbs:ijbrss:v:13:y:2024:i:4:p:350-361
    DOI: 10.20525/ijrbs.v13i4.3479
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    References listed on IDEAS

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    1. Arundel, Anthony & Bloch, Carter & Ferguson, Barry, 2019. "Advancing innovation in the public sector: Aligning innovation measurement with policy goals," Research Policy, Elsevier, vol. 48(3), pages 789-798.
    2. Nicolay Worren & Jeroen Bree & William Zybach, 2019. "Organization design challenges: results from a practitioner survey," Journal of Organization Design, Springer;Organizational Design Community, vol. 8(1), pages 1-18, December.
    3. John Alford & Carsten Greve, 2017. "Strategy in the Public and Private Sectors: Similarities, Differences and Changes," Administrative Sciences, MDPI, vol. 7(4), pages 1-17, September.
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