Analisis Pemetaan Budaya Organisasi Menggunakan Organizational Culture Assessment Instrument pada Direktorat Jenderal Industri Agro Kementerian Perindustrian Republik Indonesia

Imoliana, Flora Ferdinanda (2026) Analisis Pemetaan Budaya Organisasi Menggunakan Organizational Culture Assessment Instrument pada Direktorat Jenderal Industri Agro Kementerian Perindustrian Republik Indonesia. S1 thesis, Universitas Kristen Indonesia.

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Abstract

Direktorat Jenderal Industri Agro sebagai instansi pemerintah strategis dituntut untuk mengimplementasikan nilai dasar ASN BerAKHLAK guna mewujudkan birokrasi yang lincah (agile) dan profesional dalam menghadapi tantangan industri 4.0. Namun, terdapat indikasi kesenjangan antara tuntutan adaptasi tersebut dengan realitas budaya kerja yang masih didominasi oleh pola birokrasi kaku dan resistensi terhadap perubahan. Penelitian ini bertujuan untuk memetakan profil budaya organisasi saat ini (Current culture) dan budaya yang diharapkan (Preferred culture), serta merumuskan strategi intervensi budaya yang konkret untuk menjembatani kesenjangan tersebut. Penelitian ini menggunakan metode deskriptif kuantitatif dengan instrumen Organizational Culture Assessment Instrument (OCAI) berbasis Competing Values Framework (CVF). Pengumpulan data dilakukan melalui sensus terhadap 110 pegawai. Hasil pemetaan menunjukkan bahwa budaya organisasi saat ini didominasi oleh tipe Hierarchy Culture (Skor 34) dan Market Culture (Skor 30), yang mencerminkan orientasi kuat pada stabilitas aturan dan target kinerja (nilai Akuntabel dan Kompeten). Sebaliknya, budaya yang diharapkan pegawai bergeser signifikan menuju Clan Culture (Skor 40) dan Adhocracy Culture (Skor 26). Kesenjangan (gap) ini mengindikasikan aspirasi kuat akan transformasi menuju lingkungan kerja yang lebih humanis, kolaboratif, dan inovatif. Berdasarkan analisis kesenjangan tersebut, penelitian ini merumuskan strategi intervensi budaya secara bertingkat pada Level individu, kelompok, dan organisasi. Strategi ini mencakup penguatan keamanan psikologis (psychological safety) bagi inovasi individu (nilai Adaptif), institusionalisasi kolaborasi lintas fungsi (nilai Kolaboratif dan Harmonis), serta humanisasi kebijakan manajemen kinerja (nilai Loyal). Penelitian ini menyimpulkan bahwa transformasi budaya dari orientasi kontrol menuju orientasi manusia merupakan prasyarat mutlak bagi keberhasilan implementasi nilai BerAKHLAK di Direktorat Jenderal Industri Agro. Kata Kunci: BerAKHLAK, Budaya Organisasi, Direktorat Jenderal Industri Agro, OCAI, Strategi Intervensi Budaya. / The Directorate General of Agro Industry, as a strategic government institution, is required to implement the BerAKHLAK core values to realize an agile and professional bureaucracy in facing Industry 4.0 challenges. However, there are indications of a gap between these adaptation demands and the reality of a work culture that is still dominated by rigid bureaucratic patterns and resistance to change. This study aims to map the profile of the current organizational culture (Current culture) and the expected culture (Preferred culture), as well as to formulate concrete cultural intervention strategies to bridge the gap. This study employs a quantitative descriptive method using the Organizational Culture Assessment Instrument (OCAI) based on the Competing Values Framework (CVF). Data collection was conducted through a census of 110 employees. The mapping results show that the current organizational culture is dominated by Hierarchy Culture (Score 34) and Market Culture (Score 30), reflecting a strong orientation towards rule stability and performance targets (Accountable and Competent values). Conversely, the culture expected by employees shifts significantly towards Clan Culture (Score 40) and Adhocracy Culture (Score 26). This gap indicates a strong aspiration for a transformation towards a more humanistic, collaborative, and innovative work environment. Based on this gap analysis, this study formulates a multi-Level cultural intervention strategy at the individual, group, and organizational Levels. This strategy includes strengthening psychological safety for individual innovation (Adaptive value), institutionalizing cross-functional collaboration (Collaborative and Harmonious values), and humanizing performance management policies (Loyal value). This study concludes that cultural transformation from a control orientation to a people orientation is an absolute prerequisite for the successful implementation of BerAKHLAK values at the Directorate General of Agro Industry. Keywords: BerAKHLAK, Cultural Intervention Strategy, Directorate General of Agro Industry, OCAI, Organizational Culture.

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