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This study explores how the organizational culture of Sanggar Kartika Budaya strengthens local artistic values through identity building, leadership, training strategies, and adaptive creativity. Rooted in a commitment to traditional arts, the sanggar positions local cultural expression not only as heritage but also as a living space for innovation. The research aims to uncover how these cultural elements shape member behavior, sustain artistic traditions, and support the regeneration of young artists. Using a qualitative approach with document analysis, this study examines official profiles, program descriptions, and relevant scholarly sources. The findings reveal that the sanggar’s cultural identity centered on the motto “Pegang Teguh Seni Tradisi Siap Berkreasi”serves as the backbone of its learning system and creative ecosystem. Leadership plays a central role in directing artistic vision while safeguarding cultural authenticity. Structured training, literacy activities, and collaborative performances effectively embed traditional values in new members. The sanggar also demonstrates an ability to evolve with modern trends through creative choreography, multimedia integration, and active participation in contemporary festivals, all while maintaining strong roots in local heritage. These findings highlight how a well-structured organizational culture can act as a powerful engine for cultural preservation and artistic resilience. The implications suggest that cultural institutions can remain relevant in a fast-changing era by blending heritage with innovation, ensuring that tradition continues to live meaningfully in the hands of future generations.

This study is secondary data sourced from the publication of financial reports and annual reports on the website www.ojk.go.id. Hypothesis results Based on the phenomenon of ROA, NPL, LDR graphs showing fluctuating NPL and CAR results in the 2020-2024 period still show fluctuating results in the 2020-2024 period. The lack of openness, ineffective supervision carried out by the Institution on managers will result in financial manipulation by managers which will later affect the decline in the company's financial performance. Insufficient DKI supervision causes GCG not to run optimally. Weak DD performance is indicated by the absence of openness principles between DD and shareholders. The existence of fraudulent practices, one of which arises from the performance of the KA which is dishonest or not independent.

Job analysis serves as a strategic instrument in human resource management (HRM), forming the basis for organizational structure design, job descriptions and specifications, and supporting employee evaluation and development processes. This study employs a literature review approach involving 50 articles, narrowed down to 5 core sources to explore the critical role of job analysis. Findings indicate that job analysis not only enhances employee performance and job satisfaction, but also supports optimal placement based on competencies and personality profiles such as the DISC approach. Job analysis has proven effective in the education sector and holds broader potential for implementation across various industries.