O ktober2005,Jilid 12, Nomor3 .

I S S N0 2 1 5 -9 6 4 3
a

fuRNAI
ItMUPENDIDIKAN

Diterbitkanoleh
LPTK (LembagaPendidikan TenagaKependidikan.l
dan
lSPl (lkatanSarjanaPendidikanl1fle6ocie\
 ChangeManagement- A 'Tricky' Task
in University Context:
An Experienceof a Mid-size Private
Universitv in Indonesia

Abraham Simatupang & Ied Veda R. Sitepu

Abstract Due to the rapid changeof social, political and economic aspects
in the national, regional and global context, universities must ernphasize
more the quality and the ability to adaptto the change.This paper discusses
how UKI was imposed to the changethrough the process of developing
and irnplunenting of strategicplanning and the changesthat were instigated
directly or indirecfly. The dialoguesamong the faculty membersapparently
give a mutual benefit for all stakeholdersto have a shared-vision and
shared-mission.

Keywords: higher education, change management, strategic planning,

leaming organization

Accordingto the HumanDevelopment Report(Fukuda-Parr, 2003),lndonesi4

the40'populous countryin theworld afterChin4 India,andUSA, is a devel-
oping counfiryand its HDI rank (HumanDevelopmentIndex) is 112,behind
Vietram(109),Philippines (85),Thailand(74),Malaysia(58),and Singapore
(28) [seeTable1]. This reportshowsthatalthougheducationis an important
factorfor nationdevelopment capacrtyin lndonesi4it hasnot beena priority
sincethe allocationof nationalbudgetfor educationis only 2-5%ofuomthetotal
C'rowthNationalProduct(GNP)(cf. Malaysiaor Singapore -- morethanl5%\
On the contrary,Indonesi4has56 stateuniversitiesandaround3000private

Abraham Simatupang and Ied VedaR. Sitepu are lecifirers at Universitas Kristen Indonesia
 JURNAL ILMU PENDIDIKAN, OKTOBER2005,JILID 12, NOMOR3
,!.

universities, which are varied in terms of services, historical backgrounds,

and quality. The enormousquantity of higher leaming institutions in a country
apparently does not give significant meaningto the developmentof its human
resource.
In his bestseller book entitled Who Moved IuIy Cheese?Johnson (1998)
brilliantly put forward one of the tricky yet important issuesin any orgmiza.
tion: Change or perish! Unfortunatety, fte urge to change and to become a
learning organization (Senge, 1D9; Fremerey,2}l3) is mostly practiced by
the businesssectors,and does not affect education sectors.Higher education
institutions have been assurningthat they have such prwjlgges that the services
they offer seemto be the best in quality and that their customersare always
loyal (Simatupang 2003). However, sincethe govemment,industriesand other
stakeholders are more demanding on the performance of the universities,
then, this issue has now become intriguing among the faculty members,uni-
versities' bureaucratsand even the students.
In the businesssectors,market changes,in a broad perspective,are moni-
tored, evaluated, analyzndand quickly aligned into their organizations.Higher
education institutions, too, require the same approachesin order not only to
maintain their existencebut also to excel in a global context.
ln 1997, the government through Badm Afueditasi Nasional (National
Accreditation Board) inroduced an accreditation systemas a perf,ormancein-
dicator of a study program.At first, quite a number of private universitieswere
skeptical about it and thought that it was just another "red tape". However,
when the accreditafion results were made public, and that a number of study
programs in the state universities were graded lower than those of the private
ones, they changed. The results show that equal oppornrnrf for all universi-
ties to demonsfratetheir effon to enhancetheir quality was appreciated.Thus,
an essencefor quality ensurance,which forces universities to make a substan-
tial change,is now flourishing amongthe universities.
This article discussesan experience of universitas Kristen Indonesia
(tlKI), a mid-size private university, which strives for a substantialchangeto
accommodatethe need of good performancein the globalization era. Then, it
will discuss change managemen! a never-endingprocess in an organization,
that UKI has to learn. -This is a big challenge for stakeholdersto build tust
and respect and to make more effort on teamwork to fulfill the shared-vision
and mission of the university. Moreover, with regard to the objectives of the
unistaff conference, the writers would like to share and tap information on
 Simatupang, Change l,funagement - A 'IriclE' Task in Unwersity Cotsert 185

best practices wifh and frorn other.coHeagues-.md.snpeltsta.enhanc€ o'.r

knowledge and Jo€nrich our €xp€ri€nceincbarge:rnmagemenr.

Table I "Human Developme# . dq'({@ry'of k$elGeftd€mtries

(tr'ukud*Parr,2S03)

Combinedprimary,
HDI Eftrcation
Rank
Counfry HD Index
index
smooda_ry.tertiarygross
" errolhnertratio(7d
I Noryay ;0.944 .9.99 98
9 lupan €,-9i3 s_94 83
l8 Geqmalry tr921 "t95 89
28 Singapore 0,E84 .s.E7 IJ

3l Bn:npiDarussalam a.\72 os9 83

58 Malapia o.790 o.83 72
74 Thailand 4.768 0i88 72
85 , Philippines 0.751 0.90 80
109 , VietNam 0.688 0.83 64
ll2 . Indonesia ffiz o30 @
130 Cambodia 0.s56 u& ll

131 Myanmar 0.549 0.72

175 Sierraleone 0,,75 0.41 27

Note: Educationin&x: Oneofthrceindbs pn whi&l*rs.huffiEl.deetopmentlndex.isbuilt.It

prtmary,secudary and tstiary
is basedon the adult literacyratp an$ fhe.,connb'ined
grosseffolmentratio.
HD Index:a compositejndpx meagurngavcagedtie*tmmtinfu*;bsisdimensions
of humandevelopment - p lory ad healtrShfe,.luruwhdgcmd a-dccentturdard of
living

ON TIIE MOVE
UniversitasKristenIndonesiaesoneof the oldestprivateuniv€,sifiesin
Indonesiahassomeexperienc€ ,inrnmaginga universif and providesits ser-
vice to the community.However,s[1c6,its perfonnance wasquestionedby its
stakeholders, a frct-finding"taskfore'was €stablishcd.TL€ primary task of
this forceu/asto conducta survryon thg univ"ersity's perforrnance'(Sitepu
et
al, 2001).Thefindingsof fie srmleyw€r€ comnrltriczfiedJothe stakeHderrs,
amongofrers, the rnembersof fte Botrd of Trustees;the Reets.and.Vice
Rectors,the Deansof the faculties,arxCthe acade'mic ?rnda&ninistsive:qtuff
4s well. The objeetive of fhe to
expositionryas build an awar€nessand concem
 JILID 12' NOMOR J
186 J(JRNALILM(] PENDIDIKAN' OKTOBER2OO5'
 Simatupang, Change Management- A 'TriclE' Task in University-Context lBl

to present it before the Board of Trusteesand the Rector. At the end the uni-
versity's strategic planning team compiled the faculties' and urits' sfrategic
planning to be the university's strategic planning. In the fourttr bloch which
is the implementation bloch it is notified that some adjustrnents should be
madein accordanceto the budgetand it is sometimesnot favorable.Monitoring
and evaluation are two important points in management.The fifth block shows
how thesepoints shouldbe done.

200712004

o 200312004
.9
F
o 200212003
E
G
o
200112002

200012001

2000 4000 6000 8000 10000 12000

NumPer of students

Figure 1 Number tif students from the Academic Year of 2001-2003

LESSONS-LEARI\EDAI\D SOII{E FRIIITFI.JL IMPACTS

one of the most exciting parts of constructing the sffategic plan, given
the varied backgroundsof the faculty members,seemedto have been how to

the deparfinentswere set uP.

 788 JURNALILMU PENDIDIKAN,
OKTOBER
2005,JILID 12,NOMORJ

some of the inte; results of the key performanceindicators are shown

below. Baseline items were measuredbefore or during the self-assessment
phase(2001-2002) andthe data shown in this article were taken in June 2004.
The fust data below are the studentbody (Fig. 2).
The averagenumber of studentsbetween academicyears 6f 2000-2003
is 7846 1 133 students(mean t sD). rn 2007,we project that the numberof
studentswill be around 10,000.Thus, to reachthe goal, there should be an in-
creaseofstudent enrolment ofabout 750 studentsfor three consecutiveyears.
we acknowledgethat the best way to advertiseproducts is the ,kord of
mouth"; therefore,we are propelling our servicesto be excelleng and the exis-
tenceof the alunai could also be IJKI's best"advertisement',.There are around

scouting is made possible through a full support from the local govemments
that provide scholarship. In tum, the scholarship holders will retum to their
respectiveplaces to help their governmentsdevelop their region. kr the spirit
of autonomy,the role of UKI is still significant.

universities in the Jakarta greaterare4 which at the moment has around 300
private universities and two stateuriversities as {-rKJ's competitors!
This is shown by the vision and rnission statement that lrKI agreed
upon: vision statement:UKI will becomean excellent university in education,
researchand community servicesbasedon Christian values in anticipating the
globalization era. Missjon statement To produce graduateswith competency
who have integtty and are competitive in the global era.
 simatupang, change Management - A 'Tricky' Taskin LJniversityContext
rg9

l. To enhancethe quality of leaming process,and to enhanceLheadminisfa-

tive and academicservicesthrough information and communication tech-
nolory.
2. To improvethe qualrtyand capabilityof the LIKI's humanresources.
3. To improvethe quality of the researchactivitiesand servicesto the com_
munlty.
4. To increasemutual cooperationwith national and intemational institutions
and churchesthe ecumenicalspirit.
From these vision and mission statements,l0 objectives, which will
hopefully be completedin the year of 2007,were derived, u*orrg others,
l. curriculum that fits to the market demand,
2. increaseof the studentenrollment standard,
3. increaseof the learningand working facilities to boost up a mufiral leaming
environment,
4. Increaseof the academicqualificationratios of lecturersfrom33%o,54%0,
13% tn 10yo,70yo and 20% of Bachelor,Master and Doctoral degrees,
respectively.
Surprisingly,the preparationfor designingthe strategicplan seemedto
have positive results.The Departmentof MechanicalEngineeringof the Fac-
ulty of Engineeringreceiveda substantialgrant of USD . 62,500 of the Semi-
QUE (Quality for UndergraduateEducation)iointly funded by Asian Devel-
opment Bank and the Indonesian goveflrment Several deparf,nentsreceived
A and B fortheir accreditationstatus(seeTable 3.).
Another important issue to be raised is the "readiness" of the graduates
for the job market. To ansrief this question, somefaculty members conduct a
' preliminary survey on graduates' capability (and at the moment they are pre-
paring a tracer study, fully supportedby the university and the alumni, to be
organized in october 2004). one of the results of the survey shows that from
the 200012001graduates,35yorespondentshave worked and the rest were
seekingjob. out of the working graduates,only 66%oadmitted that their jobs
are relevant to their major and 77%oare full-timers. Forty two peroent said
that they have been employed for around 1-6 months, B%ofor 7-r2 months,
2Yo for l-2 years,and llo/o for morethan 3 years (Sitepu& Limbong, 2003).
ln responseto this challengingsituatioq at the moment,lrKr is discussingthe
possibility of designingcompetency-based educationwith Box-Hill Institute
- TAFE, Australia.
I9O JURNALILMU PENDIDIKAN,
OKTOBER
2005.JILID ]2. NOMOR3

Table 2 Key Performance Indicators of UKI's Strategic Planning

(Simatupang,2003)

lndicator 2002 2007

Education
I. GPA' : 2, 5 0 > 2,75
2. Year ofsudy > 6 semester < 8 semester
(for medical
faculty12semester)
B l. Staff(academic)
a- Ratio Sl-S2-S32 33o/o:54%o:13%o lE/o:10o/o:20%o
b. Ratio student Lecturer l: 25 1:20
c. Academic rarik below lectol abovelector
d. Age avemge ] 40 years < 40 years
Staff (administrative)
a- Age average :40 years < 40 years
b. Educationallevel <High school > Bachelor
1. Administation Manual (partially com- Completelycomputerized
(process) puterized) e-campus, eJeaming
2. Leamingprocess Classic(class-room)
D Student body + 8.000 + 10.000
E. Accreditation 2outof2l studypro- 10outof21 studypro-
gramsareA gramsareA
F. Source of income 98,4%tuitionfee 75%fromtuition fee,25o/o
from othersourcessuchas,
grants,soft loan,royalties
from patents,etc.
Welfare (wages) According to the Gov- Proportionally increasedto
emment standard(2001) the acceptednational and
average150 USD/monttr regional standards

Note:
I GPA: Grade PerformanceAverage scoreis befween0-4, where 4 is the highest.
2. Indonesianacadanicdegree:Sl,52,53areequivalenttoBachelor,MasterandDoctoralde-
gree, respectively.
3. Academic rank AsistenAhli equiv. Junior Lechuer, Lehor e,quiv. Senior Lecturer, lebor
Kepala equiv. Assoc. Prof , urd Guru Besar equiv. Professor.

Another positive result of the slrategic planning is that after 10 years of

'hibemation', the universlty pressis reawakened.Faculty membersare encour-
agedto sendtheir manuscriptsto be published,fully funded by the university.
The Research Centre of the Universry, s one of the 3 pillars of the Indone-
sian higher educationdoc.trines:"Tri Darma Pergtruan Ti"ggi" (Teaching
Researchand Community Service) has been reactivated and has contributed
to the increasein collaboration and cooperationwith domestic as well as for-
 simatupang, change Management - A 'TrictE' Task in (Jniversity Context l9l

In summary,Table4 showsthe percentage of the accreditedstudypro-

gramsin comparison to thebaseline(year2001).It showsthatin 2004,li out
of 21 studyprogrilmsareaccredited,while 2 of themare beingaccreditedas
this paperis beingwritten.with regardto the goals,rn200'..,at leastmore
than50%(> 10)of thestudyprogramsshallbeaccreditedwith A.

Table3 Accreditationstatusof undergraduatestudy programsin 2001

and 2004

Accreditation status+
Faculfy Study programs (or Department) 200r
(baseline)
2004
Medicine Medicine B B
Engineering Mechanicalengineering C B
Electricalengineering C B
Civil engineering C B
Architecture C B
Law Law' A A
Letters English B B
English(DiplomaProgram) N/a+* L
Economics Management N/a**
Accounting C B
Accounting@iplomaProgram) C B
TaxManagement (DiplomaPro-
L
gramj
Management @iplomaProgram) N/a** L

Teachers'Training Guidance & Counseling C A

Mathematics c A
ChristianEducation**** B A
English .; Bl A
 192 JURNALILMU PENDIDIKAN, OKTOBER2005.JILID 12. NOMORJ

Accreditation status+
Faculty Studyprograms(or Departmenr) ,OgJ
.. . 2004
(Dasellne)
Biolory N/a** ***
Physics N/a** ***
Socialandpolitical Communication N/a** B
sclences Intemafional
relations N/a+* B

Note: * Accreditation statusaccording to the National Accreditation

Board is ranked to a.
not accreditd b. C, c. B, and d. A..
** When the self-assessmentwas done n 2002, some of the
study programs have
not been exarninedfor its accreditationby the National Accreditation Board.
* * * [n the processof accreditation.
***+ Accredited by the Departnent of Religion Affain
of tlie Republic of Indonesia-
Graduatesstudy for Educafion Managemen! at the moment, is being assessedby
the National Accreditation Board.

Table 4 Percentage of Accredited Study Programs

Percentageof accredited
' Accreditationstatusof study
study programs
programs
2001(baseline) 2004
N/a 33%(7) 0% (0)
c 43%(e) 14% (3)
B l9o/o(4) 48o/o
(10)
A 5o/o(l) 2e%(6)

Many scholars say that the 2lo century is "the century of Asia,', in
which Japan, Kore4 china and Taiwan will be the leading countri'esof the
region. It meansthat economic market in this region will grow significantly.
In order to deal with thesegrowing economic activities, the Faculty of Educa-
tion and reachers' Training has establisheda new deparfinentof Mandarin in
cooperationwith Fujian university, china. Furthermore,the Faculty of Medi-
cine together with Universitas sarn Ratulangi, a state university in Manado,
North Sulawesi,jointly opens a specializationprogruiln,ophthaknology. This
program is supported by Christian Blind Mission of Germany. Moreover,
Teaching Hospital of UKI is developing researchcooperation with the Indo-
nesia-German Medical Association (Deutsch Indonesische Geseilschaft ffn
Medizin\.
 Simatupang, Change Management- A 'TriclE'Task in (Jniversity Context 193

1,600
r,400
1,200
r,000
800
600
400
200
0
'2001 2002 2003

LI-UII _rJ*tru*gt4

Figure 2 Funding of ResearchCentre (in million rupiah).

Open arrows shows where the SP started

The easternparts oflndonesia are lessprivileged than the other regions

due to the lack of infra structures,skilled workers, and managerial capability
of the local leaders.In 2000, two yearsafter the authoritarian regime was top-
pled down, the govemment introduced decentralization decree which gives
more freedom and spacesto the local governmentsfor self goveming. Due to
its motto, UKI has been actively promoting and facilitating local goverffnents
to fulfill these new trends of managementand governing, by tailoring special
developmentprograms for t\e local needs,for example students' recruitnent
program, master degree program offered to the local civil servants,seminars
and workshops on laws, democracyand humanrights, HTV-AIDS, etc.
We believe that a "snow ball" effect through the processand installment
of strategicplanning hasjust started.

SEEING IS BELMVING: QUESTIONSTO BE ANSWERED

Quality improvement is a key issue for any higher education institution
in the ever-changingeducation and job market situation, and this is not only
true for the developing world but also for the developedworld. Some institu-
tions respondto this issueimmediatelybut many do not or they just ignore it
due to lack of capability to respondto it. The capability to slrift the paradigms
is one of the effective meansto trigger change.This is -somehow- a tricky
problem for the university stakeholdersto solve. It is indeed not an easy task
I94 JURNALTLMUPENDIDIKAN,
OKTOBER2OO5,
JILID 12,NOMOR3

to guarantee that the change process will give positive results rapidly. To
ma"ximizethe results, people are encouragedto do small (piecemeal)changes
frst. Resistance,doubts,skepticism,disputes:re some factorspeople will usu-
ally encountertbrough the process.A strongand consistentleadershipis indeed
a decisivefactor to overcomethe situation(Clarh 1996).We observednot all
deparfinentsor units have successstoriesdue to this.
A question of synergizing also appearsto be another important factor to
consider.
Organizational research,on the hand, should also be conducted to get
clear insight for the stakeholders(Mintzberg et al, 1997 and Morrison et al,
1984). Last but not leas! introducing cha4gein university needscourage and
it is an 'art' in itself.

ACKNOWLEDGMENT
Authors wish to ftank Ika Bali, Mompang Panggabeanand Ganda Huta-
pe4 colleaguesfrom the Faculty of Engineering, Faculty of Law and Faculty
of Economics, respectively, who gave their great contributions in preparing
the seminar and workshops on strategicplanning. Mompang Panggabeanand
Ganda Hutapea also had jointly desigred a self-evaluation questionnairefor
monitoring purposesof the sffategic planning which is usedto add some im-
portant facts to this paper.

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