• The Journal of Asian Finance, Economics and Business
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• 제7권10호
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• pp.491-499
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• 2020

The implementation of PPK-BLU in Indonesia was not followed by a comprehensive change in aspects of organization, human resources, and finance. Based on this background, this study aims to provide a comprehensive evaluation of the BTIP after the implementation of the PPK-BLU policy in the implementation of telecommunications services and information to the public in Indonesia. This research used integration of the McKinsey 7S method, Analytical Hierarchy Process, and Likert scale. The integration of these methods can provide a detailed quantitative analysis. Based on the overall evaluation results of carrying out the PPK BLU, BTIP has a performance value of 81.195%, which puts it within the Good category. The McKinsey 7S elements used as a whole have the following values: one aspect is categorized as Very Good, namely, the strategy aspect with a value of 91.025%; two aspects are categorized as Good (structural aspects with a value of 86.857%, and skill aspects with a value of 81.432%); three aspects are categorized as Adequate (style aspect with a value of 76.441%, staff aspect with a value of 78.605%, and share value aspect with a value of 76.331%); one aspect is categorized as Bad, that is the system aspect with a value of 67.503%.

• 디지털산업정보학회논문지
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• 제12권2호
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• pp.87-102
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• 2016

The customer requirements are constantly changing in the hyper-competition and competition is becoming increasingly intensified. In order to ensure the competitive advantage in the industry should focus on the management activities to enhance customer satisfaction. High quality means pleasing customers, not just protecting them from annoyances. It is due to continuous and requires the establishment of a quality management system that meets the characteristics and systematization need to manage a stable quality and productivity, which should be done in a company-wide quality management activities. The purpose of this study is to identify a suitable organizational diagnostic model for considering to adopt ISO 9001 quality management systems. We used the three-round delphi techniques on a panel of 30 experts. A total of 26 assessment indicators were developed through this panel. First, it is important to evaluate the strategy about quality. Second, it is important to evaluate the systems about periodically communicating quality agenda. Third, it is important to evaluate the responsibility of overall business process. In conclusion, this study empirically shows how firms can develop an organizational diagnostic model to increase their quality management systems.