Communication as a Change Management in the Implementing of Government Organization Programs Case Study: Implementation of The Non-cash Distribution System on The Program Keluarga Harapan by Ministry of Social Affairs in 2016

Wahyu Hadi, Ilya Revianti S

Abstract


Change, on an organization is a must and who cannot follow the wave of change will be leave or die, not excepted for public organization or government. The Ministry of Social Affairs as a state institution that served the President of Indonesia in the duty to handling social welfare carry out several activities, including the poverty reduction.  One of family-based poverty reduction programs  that  technically implemented by the Ministry of Social Affairs is Program Keluarga Harapan (PKH).  In the 2016, PKH is implementing a new pattern of social assistance  programs with non-cash payment in developing inclusive strategies. To implement these changes, communication acts as a change management in the process of creating and translating non-cash messages on PKH distributing by internal organization of the Ministry of Social Affairs. The purpose of this study is to describe the role of communication as a change  management in the internal organization of the Directorate of Social Security   Family/Direktorat Jaminan Sosial Keluarga  at Ministry of Social Affairs in the process of  implementation non-cash channeling of  PKH. The Social System Theory (Katz and Kahn) and Organizational Change Models (Kreitner and Kinicki) use to describe change as a process that includes the Input - Elements of Organization - Output. The method in this research is descriptive qualitative through case study approach. Data collection techniques were carried out by document studies, Focus Group   discussion and Field Observations through passive participative observation as well as in-depth interviews with the organization’s internal public that included stakeholders,   managers, employees and workers at the Direktorate Jaminan Sosial Keluarga and data analysis performed through data triangulation. The results of this study   indicate that the implementation of PKH non-cash chanelling useful facilitate the   implementation of PKH distribution and it can be a justification for the   effectiveness of the right amount of performance, on time and on target. Nevertheless, the   complexity of the data becomes a problem to be managed better. The suggestion of this research is to improve the handling of data collection problems for data   accuracy, verification and validation of data until the procedure in handling the data can be shortened without eliminating the element of accuracy.


Keywords


Organizational Communication; Internal Communication; Change Management; Communication System; Program Keluarga Harapan

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DOI: http://dx.doi.org/10.7454/igcc.v1i2.74

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