BAB V KESIMPULAN DAN SARAN
B. Saran
3. Bagi Penelitian Selanjutnya
Penelitian ini masih bersifat kuantitatif deskriptif dimana peneliti hanya memaparkan jawaban dari subjek. Pada penelitian selanjutnya, disarankan memperdalam kajian penelitian untuk mengetahui budaya organisasi yang dirasakan oleh tenaga pendidik dan tenaga kependidikan secara umum di Universitas Sanata Dharma serta budaya organisasi yang diinginkan oleh Rektor selaku pemimpin instansi Universitas Sanata Dharma.
Penelitian ini menemukan beberapa fenomena seperti budaya organisasi Adhocracy yang muncul pada program studi IPPAK dan Teologi. Hal ini berbeda dari budaya organisasi secara keseluruhan. Pada penelitian selanjutnya, disarankan untuk mengkaji lebih dalam fenomena tersebut menggunakan metode yang lebih sesuai dan representatif.
Dalam menggunakan cluster sample, penelitian selanjutnya dapat mempertimbangkan juga faktor gender, tingkat pendidikan, dan lama bekerja dalam menentukan subjek dari keseluruhan populasi.
123
DAFTAR PUSTAKA
A. Komunikasi Pribadi (9 Februari 2016).
Afriyanti, L. (2014). Pengaruh Gaya Kepemimpinan, Budaya Organisasi, dan Komitmen Organisasi Terhadap Kinerja Karyawan : Studi Kasus pada Tenaga Kependidikan Universitas Sanata Dharma. Skripsi yang tidak diterbitkan, Universitas Sanata Dharma.
Arikunto, S. (2002). Prosedur Suatu Penelitian: Pendekatan Praktek. (edisi revisi kelima). Jakarta: Penerbit Rineka Cipta.
Azwar, S. (2003). Reliabilitas dan Validitas (edisi ketiga). Yogyakarta: Pustaka Pelajar.
Azwar, S. (2012). Penyusunan Skala Psikologi. Yogyakarta: Pustaka Pelajar. Azwar, S. (2013). Metode Penelitian. Yogyakarta: Pustaka Pelajar Offset.
Belias, D. & Koustelios, A. (2013). Organizational Culture of Greek Banking Institutions : A Case Study. Internasional Journal of Human Resource Management and Research (IJHRMR), Vol. 3, Issue 2, Jun 2013, 95-104. C. Komunikasi Pribadi (7 Februari 2016).
Cameron K.S., & Quinn, R.E. (1999). Diagnosing and Changing Organizatinal Culture: Based on the Competing Values Framework. MA: Addison Wesley.
Cameron, K. S., & Quinn R. E. (2006). Diagnosing and Changing Organizational Culture. (Ed. rev.). San Francisco, CA: Jossey-Bass A Wiley Imprint, Inc. Cameron, K.S., Quinn R.E., DeGraff, J., & Thakor, A.V. (2006). Competing
Values Leadership: Creating Value in Organizations. Cheltenham UK: Edward Elgar Publishing Limited.
Cummings, T.G. & Worley, C.G. (2005). Organization Development and Change (edisi ketiga). Ohio: South-Western College publishing.
Denison, D.R. (1990). Corporate Culture and Organizational Effectiveness. Canada: John Wiley & Sons.
Denison, D.R. (2000). Organizational Culture : Can It be a Key Lever for Driving Organizational Change? International Institute for Management Development. www.denisonculture.com
Ernawan, E.R. (2011). Organizational Culture – Budaya Organisasi dalam Perspektif Ekonomi dan Bisnis. Bandung: Alfabeta.
Fauzi, C. (2015). Pengaruh Budaya Organisasi Terhadap Efektivitas Sistem Informasi. Seminar Nasional Aplikasi Teknologi Informasi (SNATi) Tahun 2015 Program Studi Teknik Informatika, Sekolah Tinggi Sains dan Teknologi Indonesia, G-1–G-8.
Fralinger, B. & Olson, V. (2007). Organizational Culture At The University Level : A Study Using The OCAI Instrument. Journal of College Teaching & Learning – November 2007, Volume 4, Number 11, 85-98.
Febriana, A.T. & Yuniawan, A. (2013). Analisis Pemetaan Budaya Organisasi Menggunakan Organizational Culture Assessment Instrument Pada PT Bank Pembangunan Daerah Jawa Tengah. Jurnal Studi Manajemen & Organisasi, 10 (1), 82-98.
Friedman, T.L. The World Is Flat: Sejarah Singkat Abad ke-2 (edisi pertama). Jakarta: Dian Rakyat, 2006.
Hadi, S. (2002). Metodologi Riset. Yogyakarta: Andi Offset. Hadi, S. (2004). Metodologi Research. Yogyakarta: Andi Offset.
Hasan, I. (2002). Metodologi Penelitian dan Aplikasinya. Bogor: Ghalia Indonesia.
Hasan, I. (2006). Analisis Data Penelitian dengan Statistik. Jakarta: Bumi Aksara. Hofstede, G.J. (2005). Cultures and Organizations : Software of the mind. New
York, USA: Mc.Graw-hill Companies.
Indriantoro, S. (2002). Metodologi Penelitian Bisnis untuk Akuntansi dan Manajemen (edisi pertama). Yogyakarta: BPFE-Yogyakarta.
J.P. Komunikasi Pribadi (23 September 2015). K. Komunikasi Pribadi (6 Juni 2016).
Kasali, R. (2005). Change! Tak Peduli Berapa Jauh Jalan Salah yang Anda Jalani, Putar Sekarang Juga. Jakarta: PT Gramedia Pustaka Utama.
Kotter J.P., & Heskett J.L. (1998). Corporate Culture and Performance. Singapore: Pearson Education Asia Pte.Ltd.
Kountor, R. (2003). Metode Penelitian untuk Penulisan Skripsi dan Tesis. Jakarta: Penerbit PPM.
Kreitner, R. & Angele, K. (2003). Organizational Behavior. Alih Bahasa, Erly Swandy. Jakarta: Salemba Empat.
Lestari, H., Wijaya, A. R., & Subayo. (2013). Pengukuran Budaya Organisasi Pada Industri Minuman Di Jawa Tengah Untuk Meningkatkan Daya Saing Di Era Global. Prosiding SNST ke-4 Tahun 2013 Fakultas Teknik Universitas Wahid Hasyim Semarang. 20-25.
Liu, A.M.M., Shuibo, Z. & Meiyung, L. (2006). A Framework for Assessing Organizational Culture of Chinese Contruction Enterprises, Engineering, Construction and Architectural Management, 3, No.4, pp.327-342.
Luthans, F. (2003). Positive Organizational Behavior : Implications for Leadership and HR Development and Motivation. In L. W. Porter, G. A. Bigley, & R. M. Steers (Eds.), Motivation and Work Behavior (pp. 178 195). New York: McGraw-Hill/Irwin.
M. Komunikasi Pribadi (9 Februari 2016).
Matsumoto, D. & Juang, L. (2008). Culture & Psychology (fourth edition). Canada: Wadsworth Cengage Learning.
Mitchell SJ. & Robert A. 1988. Five Traits of Jesuit Education. USA: Boston College Magazine. Terjemahan Agustinus Widyaputranto SJ dalam Jesuit Education Reader tahun 2008.
Moeljono, D. (2003). Budaya Korporat dan Keunggulan Korporasi. Jakarta: PT. Elex Media Komputindo.
Moeldjono, D. (2005). Cultured! Budaya Organisasi Dalam Tantangan. Jakarta: PT Elex Media Komputindo.
Narbuko, C. & Achmadi, A. (2007). Metodologi Penelitian. Jakarta: Bumi Aksara.
Nasution, S. (2000). Metode Research. Jakarta: Bumi Aksara.
Pramono, Y.J. (2011). Pengaruh Budaya Organisasi dan Kepuasan Kerja Terhadap Kinerja : Studi Kasus pada Karyawan Administratif Universitas Sanata Dharma Yogyakarta. Skripsi yang tidak diterbitkan, Universitas Sanata Dharma.
Prasetyo, H. N. (2013). Analisis Budaya Organisasi Pada Rancangan Tata Kelola Data Di Perguruan Tinggi X. Prosiding Seminar Nasional Sistem Informasi Indonesia (SESINDO) Bali, Indonesia. 64-71.
Priyatma, J.K. Komunikasi Pribadi (10 Februari 2016).
Priyatma, J.K. (2014). Peran Universitas dalam Pendidikan Demokrasi (Lap.Tahunan Rektor). Yogyakarta: Universitas Sanata Dharma.
Priyatma, J.K., Sukmono, M., Yudianti, F. N., Harnoto, L. B., Adi, C. K., Sarkim, T., Subanar, G. B., Rohandi, R., Supardiyono, Y. P., Siswadi, F. X., Rosa, P. H. P., Djunarko, I., Widyatmoko, C. S., Dhatu, E. P., Haryono, A., Dwiatmoko, I. A., & Suparwito, H. (2012). Rencana Strategis 2013-2017. Yogyakarta: Universitas Sanata Dharma.
Rangkuti, F. (2015). SWOT Balanced Scorecard – Teknik Menyusun Strategi Korporat yang Efektif plus Cara Mengelola Kinerja dan Risiko. Jakarta: PT Gramedia Pustaka Utama.
Rangkuti, F. (2015). Teknik Membedah Kasus Bisnis – Analisis SWOT. Jakarta: PT Gramedia Pustaka Utama.
Riani, A. L. (2011). Budaya Organisasi. Yogyakarta: Graha Ilmu.
Robbins, S.P. (2002). Organizational Behavior: Concepts, Controversies, Applications (edisi kedua). Alih Bahasa, Handyana Pujaatmaka. Jakarta: PT Prenhallindo.
Robbins, S.P. (1994). Teori Organisasi : Struktur, Desain, dan Aplikasi (edisi ketiga). Alih Bahasa, Jusuf Udaya, Jakarta: Arcan.
S. Komunikasi Pribadi (7 Februari 2016).
Sangadji, E.M. & Sopiah, M.M. (2010). Metodologi Penelitian: Pendekatan Praktis dalam Penelitian. Yogyakarta: Penerbit Andi.
Santoso, A. (2010). Statistika untuk Psikologi dari Blog menjadi Buku. Yogyakarta: Universitas Sanata Dharma.
Schein, E.H. (1990). Organizational Culture and Leadership : A Dynamic View. San Francisco: Jossey – Bass Publishers.
Schein, E.H. (2006). Organizational Culture and Leadership (third edition). San Francisco: Jossey –Bass Publishers.
Siregar, S. (2013). Metode Penelitian Kuantitatif: Dilengkapi Perbandingan Perhitungan Manual & SPSS (edisi pertama). Jakarta: Kencana.
Sugiyono, M. (2006). Metodologi Penelitian Bisnis. Bandung: Alfabeta.
Sugiyono, M. (2008). Metode Penelitian Kuantitatif Kualitatif dan R&D. Bandung: Alfabeta.
Sulistyo, B. (2006). Metode Penelitian. Jakarta: Wedatama Widya Sastra dan Fakultas Ilmu Pengetahuan Budaya Universitas Indonesia.
Suparman, Achmad. (2002). Ekonomi Lokal Dan Daya Saing Global. Jakarta: Bumi Aksara.
Supratiknya, A. (2014). Pengukuran Psikologis. Yogyakarta: Universitas Sanata Dharma.
Supratiknya, A. (2015). Metodologi Penelitian Kuantitatif & Kualitatif Dalam Psikologi. Yogyakarta: Universitas Sanata Dharma.
Sutrisno, H. E. (2010). Pengaruh Budaya Organisasi, Stres Kerja, dan Komitmen Terhadap Kinerja Karyawan CV. Bintang Karya Putra di Surabaya. Jurnal Ekuitas, Vol. 14, No. 4, 460 – 477.
T.N. Komunikasi Pribadi (24 September 2015).
Usman, H. & Akbar P.S. (2008). Pengantar Statistik. Jakarta: Bumi Aksara. Wiradinata, M. & Mustamu, R.H. (2013). Analisis Budaya Organisasi Pada
Perusahaan Alas kaki. Jurnal AGORA, Vol. 1, No. 1. W. Komunikasi Pribadi (10 Juni 2016).
Wea, Ferdinandus B.D. (2005). Hubungan Tingkat Penerimaan Budaya Organisasi dengan Komitmen Organisasi Pada Dosen dan Karyawan di Universitas Sanata Dharma Yogyakarta. Skripsi yang tidak diterbitkan, Universitas Sanata Dharma.
Website Resmi Universitas Sanata Dharma. (2015). Profil Universitas Sanata Dharma. Dipungut 17 September 2015, dari
https://www.usd.ac.id/profile.php?id=1&id_sub=2
Wutun, R.P. (2004). Sistem Nilai dan Praktik-praktik Organisasi Perusahaan “X”. Jurnal Peran Budaya organisasi dalam Peningkatan Unjuk Kerja Perusahaan, Vol. 1, No. 2, 17-35.
LAMPIRAN 1
SKALA ORGANIZATIONAL CULTURE
ASSESSMENT INSTRUMENT (OCAI)
Organizational Culture Assessment Instrument
1. Dominant Characteristics Score
A X
The organization is a very personal place. It is like an extended family. People seem to share a lot of themselves.
B The organization is a very dynamic entrepreneurial place. People are willing to stick their necks out and take risks.
C The organization is very results oriented. A major concern is with getting the job done. People are very competitive and
achievement oriented.
D The organization is a very controlled and structured place. Formal procedures generally govern what people do.
Total
2. Organizational Leadership Score
A The leadership in the organization is generally considered to exemplify mentoring, facilitating, or nurturing.
B The leadership in the organization is generally considered to exemplify entrepreneurship, innovating, or risk taking. C The leadership in the organization is generally considered to
exemplify a no-nonsense, aggressive, results-oriented focus. D The leadership in the organization is generally considered to
exemplify coordinating, organizing, or smooth-running efficiency. Total
3. Management of Employees Score
A The management style in the organization is characterized by teamwork, consensus, and participation.
B The management style in the organization is characterized by individual risk-taking, innovation, freedom, and uniqueness. C The management style in the organization is characterized by
hard-driving competitiveness, high demands, and achievement. D The management style in the organization is characterized by
security of employment, conformity, predictability, and stability in relationships.
4. Organization Glue Score
A The glue that holds the organization together is loyalty and mutual trust. Commitment to this organization runs high.
B The glue that holds the organization together is commitment to innovation and development. There is an emphasis on being on the cutting edge.
C The glue that holds the organization together is the emphasis on achievement and goal accomplishment. Aggressiveness and winning are common themes.
D The glue that holds the organization together is formal rules and policies. Maintaining a smooth-running organization is important. Total
5. Strategic Emphases Score
A The organization emphasizes human development. High trust, openness, and participation persist.
B The organization emphasizes acquiring new resources and creating new challenges. Trying new things and prospecting for opportunities are valued.
C
The organization emphasizes competitive actions and achievement. Hitting stretch targets and winning in the marketplace are dominant.
D The organization emphasizes permanence and stability. Efficiency, control and smooth operations are important. Total
6. Criteria of Success Score A The organization defines success on the basis of the development
of human resources, teamwork, employee commitment, and concern for people.
B The organization defines success on the basis of having the most unique or newest products. It is a product leader and innovator. C The organization defines success on the basis of winning in the
marketplace and outpacing the competition. Competitive market leadership is key.
D The organization defines success on the basis of efficiency. Dependable delivery, smooth scheduling and low-cost production are critical.
LAMPIRAN 2
No Skala Versi Bahasa Inggris Skala Hasil Back-Translation Tanggapan Penerjemah 1. The organization is a very
personal place. It is like an extended family. People seem to share a lot of themselves.
The organization is very personal place. It is more or less like an extended family. People share about themselves to each other.
Esensi dari makna kalimat sama, yang berbeda hanya cara mengekspresikan kalimatnya saja. 2. The organization is a very
dynamic entrepreneurial place. People are willing to stick their necks out and take risks.
The organization is a entrepreneurship place which is very dynamic. People really bind one to another and ready to face the risk.
Esensi dari makna kalimat sama, yang berbeda hanya cara mengekspresikan kalimatnya saja. 3. The organization is very
results oriented. A major concern is with getting the job done. People are very competitive and achievement oriented.
The organization is very result oriented. The main concern is to accomplish the job. Every organization member competes tightly and achievement oriented.
Esensi dari makna kalimat sama, yang berbeda hanya cara mengekspresikan kalimatnya saja. 4. The organization is a very
controlled and structured place. Formal procedures generally govern what people do.
The organization is a very controlled and structured place. Formal procedures generally govern what people should do.
Esensi dari makna kalimat sama, yang berbeda hanya cara mengekspresikan kalimatnya saja. 5. The leadership in the
organization is generally considered to exemplify mentoring, facilitating, or nurturing.
The leadership within organization is commonly considered to provide
mentoring model,
facilitating, or nurturing.
Esensi dari makna kalimat sama, yang berbeda hanya pemilihan kosataka dalam kalimatnya saja.
6. The leadership in the organization is generally considered to exemplify entrepreneurship,
innovating, or risk taking.
The leadership within organization is commonly considered to provide entrepreneurship model, innovating, or risk taking.
Esensi dari makna kalimat sama, yang berbeda hanya pemilihan kosataka dalam kalimatnya saja.
7. The leadership in the organization is generally considered to exemplify a no-nonsense, aggressive, results-oriented focus.
The leadership within organization is considered to provide examples that everything can be achieved, aggressive and result-oriented focus.
Esensi dari makna kalimat sama, yang berbeda hanya pemilihan kosataka dalam kalimatnya saja.
8. The leadership in the organization is generally considered to exemplify coordinating, organizing, or smooth-running efficiency.
The leadership within organization is considered to be able to set examples on coordination, management or conducting efficiency smoothly.
Esensi dari makna kalimat sama, yang berbeda hanya pemilihan kosataka dalam kalimatnya saja.
9. The management style in the organization is characterized by teamwork, consensus, and participation.
The management style within organization is characterized by the existence of teamwork, consensus, and participation.
Kalimat pada versi asli dan hasil Back-Translation sama.
10. The management style in the organization is characterized by individual risk-taking, innovation, freedom, and uniqueness.
The management style within organization is characterized by individual risk-taking, innovation, providing the liberty and uniqueness.
Esensi dari makna kalimat sama, yang berbeda hanya cara mengekspresikan kalimatnya saja.
11. The management style in the organization is characterized by hard-driving competitiveness, high demands, and achievement.
The management style within organization is characterized by the competitiveness, with high demand and result achievement.
Esensi dari makna kalimat sama, yang berbeda hanya cara mengekspresikan kalimatnya saja. 12. The management style in
the organization is characterized by security of employment, conformity, predictability, and stability in relationships.
The management style within organization is characterized by employees secured feeling, conformity, predictability, and stability in relationship.
Esensi dari makna kalimat sama, yang berbeda hanya cara mengekspresikan kalimatnya saja.
13. The glue that holds the organization together is loyalty and mutual trust. Commitment to this organization runs high.
The glue that makes the organization unite together is loyalty and mutual trust. Commitment to organization is high.
Esensi dari makna kalimat sama, yang berbeda hanya cara mengekspresikan kalimatnya saja. 14. The glue that holds the
organization together is
commitment to
innovation and
development. There is an emphasis on being on the cutting edge.
The glue that makes the organization unite together is commitment to innovate and to develop. There is an emphasis on being the leading.
Esensi dari makna kalimat sama, yang berbeda hanya cara mengekspresikan kalimatnya saja.
15. The glue that holds the organization together is the emphasis on achievement and goal accomplishment.
The glue that makes the organization unite together is the emphasis on achievement and goal accomplishment.
Kalimat pada versi asli dan hasil Back-Translation sama.
16. The glue that holds the organization together is formal rules and policies. Maintaining a smooth-running organization is important.
The glue that makes the organization unite together is the formal rules and policies. Maintaining the organization operation smoothness is the important.
Esensi dari makna kalimat sama, yang berbeda hanya cara mengekspresikan kalimatnya saja.
17. The organization emphasizes human development. High trust,
openness, and
participation persist.
The organization
emphasizes on the Human Resources development. High trust, openness, participation and always involving organization members.
Esensi dari makna kalimat sama, yang berbeda hanya cara mengekspresikan kalimatnya saja.
18. The organization emphasizes acquiring new resources and creating new challenges. Trying new things and prospecting for opportunities are valued.
The organization
emphasizes acquiring the new resources and and creating new challenges. Trying new things and
prospecting for
opportunities are something valuable.
Kalimat pada versi asli dan hasil Back-Translation sama.
19. The organization emphasizes competitive actions and achievement. Hitting stretch targets and winning in the marketplace are dominant.
The organization
emphasizes on competitive actions and achievement. Hitting stretch target and winning the competition are the main goals.
Esensi dari makna kalimat sama, yang berbeda hanya cara mengekspresikan kalimatnya saja.
20. The organization emphasizes permanence and stability. Efficiency, control and smooth operations are important.
Institution accentuates on the necessity of continuity and stability. Efficiency, control and work progress and smooth process are important thing.
Esensi dari makna kalimat sama, yang berbeda hanya cara mengekspresikan kalimatnya saja.
21. The organization defines success on the basis of the development of human resources, teamwork, employee commitment, and concern for people.
The organization defines the success on the base of
Human Resources
development, teamwork, employees commitment, and concern for organization member.
Esensi dari makna kalimat sama, yang berbeda hanya pemilihan kosataka dalam kalimatnya saja.
22. The organization defines success on the basis of having the most unique or newest products. It is a product leader and innovator.
The organization defines the success on the base of having the most unique or newest product / service. It is a product leader and innovator.
Kalimat pada versi asli dan hasil Back-Translation sama.
23. The organization defines success on the basis of winning in the marketplace and
outpacing the
competition. Competitive market leadership is key.
The organization defines the success on the base of the winning marketing achievement and outpacing the competition. Being a competitive market leader is the success key.
Esensi dari makna kalimat sama, yang berbeda hanya cara mengekspresikan kalimatnya saja.
24. The organization defines success on the basis of efficiency. Dependable delivery, smooth scheduling and low-cost production are critical.
The organization defines the success on the base of efficiency. The guaranteed ability in fulfilling the demand, smooth scheduling, and low-cost production are critical.
Esensi dari makna kalimat sama, yang berbeda hanya cara mengekspresikan kalimatnya saja.
LAMPIRAN 3
HASIL METODE
BACK-TRANSLATION SKALA OCAI
(VERSI INDONESIA)
No. Skala Versi Bahasa Indonesia
1. Instansi adalah tempat yang sangat pribadi. Serupa keluarga besar. Orang saling berbagi banyal hal tentang diri mereka.
2. Instansi merupakan tempat kewirausahaan yang sangat dinamis. Orang sungguh mengikatkan diri dan siap menghadapi resiko.
3. Instansi sangat berorientasi pada hasil. Tujuan utamanya adalah menyelesaikan pekerjaan. Setiap anggota organisasi sangat kompetitif dan berorientasi pada hasil.
4. Instansi merupakan tempat yang sangat terkontrol dan terstruktur. Prosedur formal umumnya mengatur apa yang dikerjakan orang-orang.
5. Kepemimpinan dalam Instansi umumnya dianggap memberikan teladan mentoring, memfasilitasi, atau memelihara.
6. Kepemimpinan dalam Instansi umumnya dianggap memberikan teladan kewirausahaan, inovasi, atau keberanian mengambil resiko.
7. Kepemimpinan dalam Instansi ini dianggap memberikan teladan bahwa semua hal bisa dicapai, agresif, dan berfokus pada hasil.
8. Kepemimpinan di Instansi ini dianggap dapat memberikan teladan mengenai koordinasi, pengelolaan, atau menjalankan efisiensi secara lancar.
9. Gaya manajemen dalam Instansi bercirikan adanya kerja tim, kesepakatan, dan keterlibatan.
10. Gaya manajemen dalam Instansi bercirikan berani mengambil risiko, inovatif, memberikan kebebasan dan keunikan pada setiap individu.
11. Gaya manajemen dalam Instansi bercirikan kompetitif, dengan tuntutan yang tinggi dan pencapaian hasil.
12. Gaya manajemen dalam Instansi bercirikan rasa aman pada diri karyawan, adanya keseragaman, dapat diprediksi, dan hubungan yang stabil.
13. Perekat yang membuat Instansi menyatu bersama adalah kesetiaan dan rasa saling percaya. Komitmen terhadap Instansi tinggi.
14. Perekat yang membuat Instansi menyatu bersama adalah komitmen untuk berinovasi dan berkembang. Ada dorongan untuk menjadi yang terdepan. 15. Perekat yang membuat Instansi menyatu bersama adalah orientasi pada
prestasi dan pencapaian hasil.
16. Perekat yang membuat Instansi menyatu bersama adalah peraturan dan kebijakan formal. Memelihara kelancaran jalannya Instansi merupakan hal yang penting.
17. Instansi menekankan pada pengembangan SDM. Kepercayaan tinggi, keterbukaan, partisipasi dan selalu melibatkan anggota Instansi.
18. Instansi menekankan pada mendapatkan sumber daya baru dan menciptakan tantangan baru. Mencoba hal yang baru dan mengharapkan kesempatan adalah sesuatu yang dinilai berharga.
19. Instansi menekankan pada persaingan dan prestasi. Melampaui target kerja dan memenangkan persaingan merupakan hal yang paling utama.
20. Instansi menekankan pada pentingnya keajegan dan stabilitas. Efisiensi, pengendalian, dan pelaksanaan pekerjaan secara lancar merupakan hal yang penting.
21. Instansi mendefinisikan sukses atas dasar pengembangan SDM, kerja tim,