THE CHANGE OF ORGANIZATIONAL CURTURE OF STATE ISLAMIC HIGHER EDUCATION INDONESIA
The change in status of IAIN/STAIN into UIN (2002-2004) has not guaranteed to help the culture change of their organizations. In some ways, UIN is still influenced by the organizational culture of IAIN/STAIN. For example, biring quotas, and ledurer UIN are determined by the Ministry of Religions Center. The focus of the investigation was the change management of organizational culture. This investigation aims to uncover the organizational culture change management of IAIN/STAIN into UIN. Methods of inquiry were bistorical, phenomenological and case studies. Data were collected through observation, interviews and documentary study. Data were analyzed through the member check, snow ball, negative cases and triangulation. The investigations showed that the characteristics of the organizational culture IAIN/STAIN is a simple, bierarhical, bureaucratic formalistic and family atmosphere. Functions as an integrator, identity, and leadership are stabilizers, simplity, and bierarchical Moreover, their culture type was a clan. IAIN/STAIN turned into UIN because internally, their performance decreases (dark phase) and externally there is a global demand. Characteristics UIN organizational culture is a complex, market-oriented, tend to be effective and efficient, flexible and profesional beaded. Functions as an integrator, identity and leadership are pioneers the integration science, universal, and entrepreneurship. Their culture type were market. Dimensions (subvehicle) that changes were from a instituter to universiter. The boundary and Scope were among the private, public and social. Organizational culture change management IAIN STAIN into UIN pursued formal and nonformal. Formally, the change through four stages, namely change: 1) the institution, 2) the vision our stages, mission, 3) the organizational structure, and 4) the value (culture) Nonformally,the change made through exemplary model and commitmentleadershi. Technical step of change there are four, namely: (a) diagnosis, (b) preparation, (c) implementation, and (d) strengthening. This investigation produced a new concept in the field of organizational culture change management, namely "the strategic change management organisational culture.