Analysis of Bureacracy Downsizing in Indonesia by Using Strategic Action Field Framework

Abstract

Introduction: The purpose of this article is to find out how the strategic action field capacity of the Indonesian bureaucracy on bureaucratic simplification has been implemented.   Literature Review: The meaning of delayering, with reference to such metaphors, is commonly taken to describe the planned vertical compression of various levels of the managerial hierarchy, including the wholesale removal of one or more levels of managerial or supervisory staff from an organization's personnel roster. (Keuning and Opheij, 1994; Miller and Longair, 1985; Wheatley, 1992).   Method: This research uses qualitative research through primary data collection through interviews and secondary data through literature study.   Result and Discussion: The results show that bureaucratic simplification has not been proven effective in improving the performance of the bureaucracy in Indonesia, it is still only at the stage of fulfilling administrative obligations.   Conclusions: Key findings as novelty in studies related to implementation of bureaucratic policy researchers with locus Ministry of Home Affairs, Ministries of Religion, Ministry for Rural and Rural Development of the Remnant, and Ministries for State Apparatus Disclosure and Reforms The bureaucracy suggests that organizational capacity must be derived from individual capacity, as the primary capital of an organization before making organizational change.