Consequences of an upgraded UI

Consequences of an upgraded UI

Prijono Tjiptoherijanto, School of Economics University of Indonesia,
Jakarta

Following Government Regulation No. 61/1999 on higher learning
institutions as statutory bodies, four universities are set to
test the implementation of this regulation. The University of
Indonesia (UI) in Jakarta, Yogyakarta-based Gadjah Mada
University (UGM), the Institute of Agriculture of Bogor (IPB) and
the Bandung Institute of Technology (ITB) are now all set to make
themselves non-profit state-owned statutory bodies.

As state-owned statutory bodies, these universities no longer
operate on the same basis as they did when they were still state
universities. One reason why UI has earned its new status is that
it is considered to have sufficient management capabilities to
shoulder greater levels of autonomy and responsibility.

The management of an organization striving toward independence
must be related to financial resources, human resources and an
organization fit to achieve the set goals. UI will clearly rely
more on funds from the public, and an urgent issue is how to do
this without further burdening students, parents and the wider
community.

As UI's teaching staff are highly qualified, personnel
management requires greater attention. The management must avoid
sacrificing academic integrity in the face of its need for funds.

Given the sluggish economy, UI must make maximum use of
existing resources. The location of the campus in Depok could be
attractive to tourists if well managed, given the man-made lake
and vast, open space. And if "Jazz Goes to UI", which has become
a regular event that many students find interesting, can also
attract the general public, similar events might be attempted.

The Center for Japanese Studies, which has proper
accommodation facilities, could be better used than it is today.

A good employment system should comprise selection and
recruitment of personnel, placement, training and mobility
without collusion, corruption and nepotism. To this end, a
selection system which has been successfully developed in other
institutes abroad must be applied. A fairly good recruitment
system does not guarantee an increase in productivity if
candidates are poorly placed. Suitable placements and
opportunities offering career development will help ensure
regeneration and staff development.

All this must be supported by a proper and competitive reward
system that will prevent UI staffers from abandoning their main
duties. In addition, tight but flexible supervision must continue
to be exercised. Therefore, a professional personnel manager
should be recruited to manage UI personnel in future.

And just like any other modern organization, UI's organization
must be slim; its manager no more than a conductor guiding
professional musicians in line with the agreed policy. What is
needed are professionals who are not excessively bureaucratic.
The academic senate of UI (SAUI) must really serve its function
as a management partner and comply with guidance from the UI
Council of Trustees (MWA-UI). UI's management, which should be
collective, must prove its professionalism through periodic and
systematic performance appraisals.

The aim to make UI one of the best universities and a model
for other universities in the region is not just a dream if
systematic and earnest efforts are made.