THE PEOPLE’S REPRESANTATIVE COUNCIL

IN
DECISION MAKING

Arranged by:
Novintasari Angelia (1834021080)

Introduction To Management Lecture:

Amanda Setiorini, S.Psi.,M.M

University of Krisnadwipayana
Faculty of Economics
Study Program of Management
 PREFACE

Praise for the presence of the Almighty God, because of His mercy this writing can be
done well. This paper was prepared by the author based on the knowledge obtained by the
author from several books and other references.

In the hope that people who read can understand this paper. In the future, it can
improve forms and add paper content for the better.

The author realizes that the writing of this paper is far from perfect. Therefore, the
authors expect constructive criticism and suggestions to improve the publication of this paper
in the future

Jakarta, 3rd January 2019

Novintasari Angelia

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 TABLE OF CONTENTS

PREFACE. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . i

TABLE OF CONTENTS. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .ii

CHAPTER 1 INTRODUCTION. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1

1.1 BACKGROUND. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1

1.2 PURPOSE. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1

CHAPTER 2 LITERATURE REVIEW. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2

CHAPTER 3 DISCUSSION. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

3.1 UNDERSTANDING OF DECISION MAKING. . . . . . . . . . . . . . . . . . . . . . . . . 3

3.2 FIND OUT THE PROBLEM. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .3

3.3 FIND OUT WHAT ARE THE CAUSES OF THE PROBLEMS. . . . . . . . . . . . . 4

3.4 FIND OUT WHAT IS THE SOLUTION TO OVERCOME THIS PROBLEM. .5

CHAPTER 4 COVER. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6

4.1 CONCLUSION. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6

4.2 SUGGESTION. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

REFERENCES. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

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 CHAPTER 1

INTRODUCTION

1.1 BACKGROUND

The People's Legislative Assembly of the Republic of Indonesia (DPR-RI), generally

called the House of Representatives (DPR) is one of the country's high institutions in the
Indonesian constitutional system as a manifestation of the people's will in determining
state policies through legislation so that through the DPR achieved. The DPR consists of
members of political parties participating in general elections elected through general
elections. The DPR has functions, namely law, budget, and supervision carried out
within the framework of people's representation, namely: The function of the law is done
to form laws together with the president only, Budget functions are carried out to discuss
and give approval or not to approve the draft the law on the State Budget proposed by the
President, The function of supervision is carried out through supervision of the
implementation of laws and state budgets. There are 4 rights for the House of
Representatives, namely: 1. Interpellation rights are the right of the DPR to request
information from the government regarding government policies for the life of the
people, nation and state. 2. Inquiry rights are the right of the DPR to explain the
implementation of laws and / or government policies relating to important, strategic
impacts on the life of the nation, and the state that is considered contrary to law. 3. The
right to immunity is impunity in which every member of the DPR cannot be prosecuted
before and outside the court because of statements expressed verbally or in writing at a
DPR meeting, insofar as they do not conflict with the Code of Ethics. 4. The right to
express opinions is the right of the DPR to express their opinions about: Government
policies or regarding events that occur in that country or internationally. Follow-up on
the application of interpellation rights and investigative rights, etc.

1.2 PURPOSE

1. to find out the problem of the money squandering done by DPR?

2. to find out what are the causes of the problems of money disbursement made by
DPR?
3. to find out what is the solution to overcome this problem?

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 CHAPTER 2
Literature Review
Decision making is a fundamental function in management. Decision Making reflects
the success and failure of managers and organizations depending mainly on the quality of
decisions. Simon (1976) revealed that "decision-making roles" are "the heart of executive
activity". Most scholars in management emphasize that decision making is a process. This
process includes a group of procedures or steps; starting with the definition of a problem or
opportunity and ending with the achievement of goals.
The term decision style is the way a person uses information to formulate decisions
(Rowe and Mason, 1987). Decision-making style is still a cognitive process that includes a
person's personality in relation to one's needs, values, and self-concepts. Rowe and Mason
explained that the framework of decision-making styles is defined by three main factors: 1)
the way a person thinks about a problem, 2) the way someone communicates with others, and
3) the way someone expects other people's behavior to influence their performance. .
Organizational learning is an accumulative process, which reflects the organization's ability
to develop unique and rare skills and experiences. Fiol and Lyles define learning as "the
process of increasing action through better knowledge and understanding".
Within the research framework, the previous section discussed the decision-making
process, namely decision-making style and organization. This study attempts to achieve the
following objectives: Explaining the impact of decision-making styles on organizational
learning, which is the most common decision-making style in Jordanian manufacturing
companies, introduces a group of recommendations to enhance the role of decision-making
processes in learning and innovation.
In the research hypothesis, based on previous opinions, this research tries to test the
main hypothesis: There is no statistically significant influence of the decision-making style
on learning organizations in the Jordanian manufacturing sector. And in the research
methodology, the data of this study were collected using two research instruments; survey
questionnaire and semi structured interview. The combination of these two methods allows
researchers to validate the proposed model using quantitative dates, and to obtain in-depth
information about the relationship between organizational decision and learning styles.

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 CHAPTER 3
DISSCUSSION
3.1 UNDERSTANDING OF DECISION MAKING
Decision making is the essence of management, and regarded as the cognitive process
resulting in the selection of a belief or a course of action among several alternative
possibilities. Every decision-making process produces a final choice, which may or may not
prompt action. Decision-making is the process of identifying and choosing alternatives based
on the values, preferences and beliefs of the decision-maker.

The decision making eight steps: Identifying a problem (every decision starts with a
problem, a disrepancy between an existing and a desired condition), identifying decision
criteria (every decision maker has criteria guilding his or her decision even if they ‘re not
explicitly stated), allocating weights to the criteria (if the relevant criteria aren’t equally
important, the decision maker must weight the item in order to give them the correct priority
in the decision), developing alternatives (it means making list of viable alternatives that
could resolve the problem), analyzing alternatives (when you multiply each alternatives by
the assigned weight, you get the weighted alternatives), selecting an alternatives (is choosing
the best alternatives), implementing the alternatives (is putting the decision into action by
conveying it to those affected and getting their commitment to do it), evaluating decision
effectiveness (involves evaluating the outcome or result of the decision to see wheter the
problem solve).

3.2 FIND OUT THE PROBLEM

"cleaning the DPR" is a proposal made by PSI (Indonesian solidarity party) to fight
corruption, and the PSI legislative team has conducted an investigation into the waste and
waste of money committed by members of the DPR. because of these problems, members of
the House of Representatives were alleged to have committed money wasting such as
manipulating day trips, manipulating transportation and lodging classes, and using discounts
for airline ticket purchases, non-transparent breaks and hidden funds. Even though the
income of the members of the Indonesian House of Representatives (take home pay) was
very large, namely Rp. 51.5 million per month with details of take-out payments in the form
of: Basic salary and various allowances (position, aspiration, electricity, honor,
communication, supervision, rice, wife / husband, child, audit fee, Panja, Special Committee,
and Article Income Tax 21).

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3.3 FIND OUT WHAT ARE THE CAUSES OF THE PROBLEMS

The causes of the problem of money wasting in the DPR are:

1. The pattern of financing lumpsums vs. at cost (this occurs because according to
Government Regulation No. 61/1990, DPR members are not obliged to submit proof of
expenditure / use of money during the trip, but only proof of receipt of the initial travel
expenses and the PP governing the Official Service Trip and the DPR Member said that
the amount of money received for the travel costs will be paid at the same time at the
beginning based on the budget calculation submitted by members of the DPR (lump
sum). And the DPR members simply submit travel orders (Dinas) and receipts of
official travel as proof of accountability while this is not in accordance with Minister of
Finance Regulation (PMK) No. 113 of 2012 concerning official travel which says that
the responsibility of travel costs must be "at cost" or based on real costs)

2. The recess and visit period of electoral districts conducted by DPR members is not
transparent (according to the Supreme Audit Agency (BPK) of the Republic of
Indonesia to announce the findings that the cost of fictitious work visits (board) in 2016
reached Rp. 945 billion)

3. The flow of stealth funds given to DPR members (a number of DPR members allegedly
received 'bribes' from parties with an interest in the contents of a law that directly
impacted their survival and DPR members allegedly received 'bribes' when determining
names). those who are entitled to occupy positions in state institutions whose
membership is elected by the DPR)

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3.4 FIND OUT WHAT IS THE SOLUTION TO OVERCOME THIS PROBLEM

The solution to solving the problems of scattering carried out by DPR members by
using eight step in the decision making such as (identifying problems, identifying decision
criteria, allocating weight to the criteria, developing alternatives, analyzing alternatives,
selecting alternatives, implementing the alternative, evaluating decision effectiveness). And
the solutions offered by PSI are: Urging the government to revise PP No. 61/90 so that the
contents are in line with the contents of PMK 113/2012 namely responsibility for travel costs
must be based real costs (at cost), striving to establish a mechanism that requires members of
the DPR to provide reports directly and the recess and kunker accountability report that is
submitted to the public online, strives to amend the payroll system of DPR members
becoming single pay, not multi pay, Striving for DPR members to release technical functions
such as BURT to the DPR Secretariat General, Encouraging transparency and accountability
in the implementation of legislative, supervisory and budgeting functions by the DPR online
with the E-Parliament system.

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 CHAPTER 4

COVER

3.1 CONCLUSION

In this paper we can find out about the "cleaning the DPR" program proposed by the
PSI and this proposal is a real push to fight corruption, and we can find out what the
problem is the waste of money made by DPR members. and we can determine the
solution to this problem by using decision-making materials from the beginning to the
management lesson. So, the lesson that we can take is if someone has a good attitude and
willingness to run the law well, so that corruption will not occur because corruption has
harmed the entire Indonesian people because the money they use is not their money but
Indonesian people's money.

3.2 SUGGESTION

I, as a writer, want to apologize for the lack of paper that I have made. Because I
know that this paper is far from perfect, so I need advice from readers to provide
criticism and suggestions that in the future this paper will be better. And thank you to the
readers for taking the time to read my paper.

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 REFERENCES
https://id.m.wikipedia.org/wiki/Dewan_Perwakilan_Rakyat_Republik_Indonesia.
https://youtu.be/xzJyd3hxzeg
https://youtu.be/Ng0xkt9Zdv0
https://youtu.be/ZkggdPrA4YM
Al Shra'ah. M. Ata Elayyan. (2015). “The Impact of Decision Making Styles on Organizational
Learning: An Empirical Study on the Public Manufacturing Companies in Jordan”. International
Journal of Business and Social Science Volume 6. Retrieved from
http://ijbssnet.com/journals/Vol_6_No_4_April_2015/6.pdf

guidebook "cleaning the DPR"

Robbins, S.P. & Coulter, M. (2012). Management. Pearson. New Jersey