Menggagas Budaya Organisasi sebagai Modal Sosial Mahasiswa: Studi Kasus pada UKMF JM Al-Ishlah FISHIPOL UNY - Ibrahim, Raihan Ma'ruf; Pratiwi, Poerwanti Hadi (Dimensia: Jurnal Kajian Sosiologi, 2025)
Pengembangan soft skills menjadi kebutuhan penting bagi mahasiswa dalam menghadapi dunia kerja, salah satunya melalui partisipasi dalam organisasi kemahasiswaan yang memiliki budaya organisasi khas. Studi ini bertujuan mendeskripsikan dan menganalisis budaya organisasi UKMF JM Al-Ishlah FISHIPOL UNY serta peran sosiologisnya. Menggunakan pendekatan deskriptif kualitatif, data diperoleh melalui wawancara, observasi, dan dokumentasi, kemudian dianalisis dengan model Miles, Huberman, dan Saldana. Hasil penelitian menunjukkan bahwa budaya organisasi Al-Ishlah mencakup nilai keislaman, kekeluargaan, kerja sama, toleransi, syiar, dan pembinaan. Nilai-nilai ini mencerminkan Clan Culture dalam kerangka Competing Values Framework (CVF) Cameron dan Quinn. Meskipun berbeda dari birokrasi Weberian yang kaku, organisasi tetap menunjukkan unsur birokratik seperti struktur formal dan pengawasan terencana. Budaya organisasi berperan sebagai identitas kolektif, pedoman perilaku, penguat kohesi internal, serta sarana peningkatan kapasitas dan penyelesaian masalah. The development of soft skills is essential for university students to prepare for the workforce, one of which can be achieved through participation in student organizations with distinctive organizational cultures. This study aims to describe and analyze the organizational culture of UKMF JM Al-Ishlah FISHIPOL UNY and its sociological roles. Using a descriptive qualitative approach, data were collected through interviews, observations, and documentation, then analyzed using the Miles, Huberman, and Saldana model. The findings reveal that Al-Ishlah’s organizational culture includes six core values: Islamic orientation, familial relations, cooperation, tolerance, proselytization, and mentoring. These values reflect the Clan Culture model within the Competing Values Framework (CVF) by Cameron and Quinn. Although differing from Weber’s rigid bureaucracy, the organization still exhibits bureaucratic elements such as formal structures and planned supervision. The organizational culture functions as a marker of collective identity, behavioral guide, internal cohesion, and a means for capacity development and problem-solving.