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ITS » Master Theses » Elektronika S2
Posted by erna at 20/12/2006 11:07:50  •  50474 Views


RESTRUKTURISASI UNIT PELAKSANA PLN DI BALI MENUJU ORGANISASI YANG BERORIENTASI PROFIT DAN KEPUASAN PELANGGAN

Author :
ADNYANA, NGURAH 




ABSTRAK

Restrukturisasi di PT. PLN Persero Wilayah XI telah bergulir baik di tingkat Unit Induk Kantor Wilayah maupun di tingkat Unit Pelaksana cabang dan ranting. Dengan restrukturisasi diharapkan perusahaan dapat meningkatkan pendapatan dan pelayanan sehingga memberikan keuntungan pada perusahaan dan lebih memuaskan pelanggan. Dalam restrukturisasi ini terjadi pemecahan Unit Cabang dan Ranting menjadi fungsi wire dalam bentuk Unit Pelayanan Jaringan UPJ dan fungsi retail dalam bentuk Unit Pelayanan Pelanggan. Penelitian ini bertujuan untuk menilai tingkat keberhasilan kebijakan restrukturisasi organisasi Cabang dan Ranting menjadi organisasi Unit Pelaksana yang memisahkan fungsi pelayanan jaringan wire dengan fungsi pelayanan pelanggan retail dalam mendukung strategi tercapainya tujuan perusahaan yaitu memperoleh keuntungan dan memuaskan pelanggan. Analisa data dilakukan dilakukan dengan cara analisis data secara kuantitatif dalam bentuk tabel sederhana analisis tabulasi silang sederhana menganalisis kinerja kerja dari pelaksanaan restrukturisasi tingkat kepuasan pelanggan. Perhitungan frekuensi dan persentase menggunakan SPSS Statistical Package for Social Science sedangkan perhitungan pengurangan antara harapan dan persepsi mengunakan program Excel. Hasil penelitian menunjukkan kunci keberhasilan dalam pelaksanaan restrukturisasi di Bali adalah adanya komitmen yang tinggi dari manajemen yang menyangkut kejelasan arah perubahan visi dibentuknya Tim Supervisi pemilihan personal yang kompeten untuk memimpin perubahan dan penetapan target yang agresif pada organisasi baru perubahan dalam rangka restrukturisasi dilaksanakan bertahap melalui pilot-proyek dengan tahapan road-map yang sistimatis dan pembagian Wilayah kerja yang jelas pertimbangan kecenderungan pasar dan tuntutan pelayanan yang makin tinggi model organisasi baru yang dioperasikan setelah perubahan cukup simple dan dilengkapi dengan prosedur kerja yang jelas dengan pendelegasian wewenang yang lebih luas perubahan mind-set karyawan PLN dari budaya birokratis sebagai pengelola institusi infrastruktur menjadi pengelola perusahaan bisnis yang mengedepankan pelayanan yang dilandasi dengan peningkatan intensitas komunikasi antara manajemen sebagai pemimpin perubahan dengan karyawan sebagai obyek perubahan yang dibarengi dengan upaya-upaya peningkatan kompetensi bagi karyawannya


ABSTRACT

Restructurisation of PLN Region XI has been rolling-out from Region Office up to Operational level as well as Branch-office and Sub-branch office. By restructuring the organization it is expected that the company can increase its revenue and services to become a benefit company and provide customer satisfaction. The restructurisation has been separating Branch and Sub-branch office into two main functions such as Wire company and Retail company. Wire company provides distribution network services and Retail company provides customer services. The purpose of this research is to judge the level of achievement of Branch and Sub-branch organization restructuring policy in supporting the company strategy to achieve corporate objectives in getting profits and customer satisfaction. Data analysis is done quantitatively which is described in the form of tables simple cross tab analysis analyzing work performance of restructurisation implementation and level of customer satisfaction. Frequency and percentage calculation using software SPSS Statistical Package for Social Science calculation of deduction between expectation and perception using software Exel. The research shows that the key success factor of restructurisation implementation in Bali are - A strong commitment of the management related to the clearness of corporate change vision set-up supervision team selection of competent persons to conduct the change and aggressive target setting of the new organization. The restructurisation is carried out by systematically step by step process through pilot project definite working area consideration of market trend and increasing need of services. -The model of new organization is simple and completed with clear working procedure flow of work and wider delegation of authority -Mind-set changing of PLN employees from bureaucratic culture into business enterprises culture which are prioritizing customer services. -Intensive communication between the management as a leader of changing and the employee as objects of changing followed by efforts to enhance employees competency.



KeywordsFrequency;Restructurisation;PLN
 
Subject:  Manajemen Kualitas Total
Contributor
  1. Ir. Syariffuddin Mahmudsyah, M .Eng
Date Create: 20/12/2006
Type: Text
Format: pdf;63 pages
Language: Indonesian
Identifier: ITS-Master-3100003018397
Collection ID: 3100001013903
Call Number: 333.793 2 Adn


Source
Theses Elektronika Engineering RT 333.793 2 Adn r, 2001

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