Toward World Class University: How Universitas Terbuka (UT) Managing Organizational Change to Increase Accessibility, Quality, and Continuous Improvement

Purwanto, Agus Joko and Marisa, (2011) Toward World Class University: How Universitas Terbuka (UT) Managing Organizational Change to Increase Accessibility, Quality, and Continuous Improvement. In: International Council for Open And Distance Education World Conference on Open and Distance Learning, 2-5 Oktober 2011, Nusa Dua , Bali.

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Abstract

Indonesia has about 230 millions inhabitants which live in more than 17.000 islands which covers 1.9 million km2 and 230 local dialects used by the people. UT has 37 regional offices throughout the country. To achieve its vision, UT has implemented strategy into two stages. At the initiation stage, UT reviewed its value, basic philosophy and strategy as a distance education institution, and then shared them to all of the university’s staff. Total Quality Management and good governance has been implemented as management instruments. Commitment of all leader and staff to work is enhanced. At the implementation stage, UT has employed the strategy of outsourcing and contracting out system to carry out some of its missions, trained staff to be multi-skilled and ready for multi-tasking jobs, revised UT’s organizational structure as a distance learning institutions, enhanced relation with stakeholders, provided working infrastructure and facilities, organized workload by using functional structure and teamwork, and managed funding transparently and consistently. With 1.828 staff, UT has serving 165.222 students in 2001-2009, and with increasing number of students in 2009-2010, 1.825 staff served 465,685 students. The effectiveness of UT’s management as a distance education institution has been proven by receiving 36 ISO certificate in the area of Administrative Academic Services. In 2010, UT also received an admission as world-class university from International Council for Distance Education in the area of service management. Methodology used in this articles is analyzing ten Rector Reports (2001 – 2010) and other relevant secondary data.

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