| Summary: | Although the institutional reforms have been conducted in the city of
Makassar, there are still many obstacles. Therefore, this research has questions as
follows: how is the strategic policy of the Makassar City? Does the policy influences
redesign of organization of Makassar City? How does the realignment of the
organizational units of the of Makassar City, especially those providing investment
services? How reintegration of human resources at the organizational units of the
Makassar City, especially those that provide investment services? How is the
performance of investment services in the city of Makassar? Whether redesigning an
organization that has done it relates to the performance of investment services?
Field findings show the following things. Strategic policy of Makassar City is less
macth with redesigning the organization of Makassar City. Realignment of
organizational units and office services of investment licensing is arguably does not
lead to changes which are substantial. Integration of human resources into institutions
of public service providers in the city of Makassar can not be done well. The
performance of organizations of investment licensing service seem less encouraging.
Framework of this dissertation adopts the theoretical framework that models
cultivated by Galbraith as an analytical tool to the case in this dissertation. Galbraith
emphasizes the linkages between strategic policy, human resource integration, and
the arrangement of units of the organization. However, the use of Galbraith's
theoretical framework is done critically. For lack of Galbraith's thinking was that he
spoke especially in the context of business organizations and he is less talk about the
impact of changes in the organization of organizational performance. While the case
in this dissertation talk about the organization of government and also spoke about
the impact of organizational change on organizational performance.
The new theoretical contribution through academic findings in this
dissertation is that changing the units of local government organizations that will be
an impact on improving the performance of public services must be initially grounded
in strategic policy areas. Change units of public service provider organization must be
oriented as a tools for the vision and mission. The units are contained by the strategic
policy areas. The units of the new organization is must be oriented to public service
providers for the development of the region. If the arrangement of the units of the
regional organizations based on considerations of strategic policy of region
(Renstrada), the change in organizational structure of local government can be
believed that it will positively impact the performance improvement of local public
services.
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