Organizational Conflict In Local Management Budget Planning In Raja Ampat Regency
Baba, Suratman, Muhammad Yunus, Hasniati
Key word: Organizational, Conflict, Budget Planning, Raja Ampat)
ABSTRACT: Local government leadership in Raja Ampat, based on the writer's observation, yet effectively perform conflict resolution organizations in the area of financial management. This is evident from the acquisition of predicate disclaimer that occur repeatedly. Disclaimer predicate occurs repeatedly in the area of financial management in Raja Ampat because the local government leadership has not been effective in reducing conflicts that have a negative effect on the performance of individuals and the performance of positions in all SKPDs; not implementing more effective management strategies in order to moderate the conflict related to disagreements about the task, policy and other organizational issues; and less effective in stimulating the learning process SKPDs level with regard to financial management area. Based on the above description, organizational conflict studies in the area of financial management in Raja Ampat is important and urgent to do. The importance of this study because of financial management in Raja Ampat still face the task of conflict situations and conflict relations in the budget planning. The purpose of this study is to: 1) Describe the forms of organizational conflicts in planning, budget in Raja Ampat.2) Describe the sources of conflict in the organization of planning, budget in Raja Ampat. 3) Analyze the conflict resolution organizations in planning, budget in Raja Ampat. Based on several conclusions can be drawn as follows : 1)In the budget planning are forms of task conflict and relationship conflict. 2) Sources of conflict in the budget planning is the difference in the organization's goals, criteria that do not work worth it, and the inequality of treatment between sub-units. 3) Conflict resolution is a budget planning by providing an understanding of the meaning-Term Development Plan and the area and ask for advice and input from the Regent, to accommodate the pricing to be more flexible to adjust to market conditions, and the translation of the priority programs to sub-units and requested assistance to the government officials and TAPD.
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