Hasil Pencarian  ::  Simpan CSV :: Kembali

"Pengembangan kawasan kota telah mengubah kawasan terbelakang menjadi pusat bisnis (CBD). Dirancang pengembang ternama, kawasan CBD BSD tidak saja menarik dari sisi keberagaman fungsi ruang, tetapi juga menyimpan dinamika tersendiri. Dengan memadukan pendekatan produksi ruang Henry Lefebvre dan David Harvey, penelitian ini berjalan dalam alur kombinasi deskripsi wajah baru pengembangan kawasan kota di CBD BSD dan bagaimana wajah baru itu telah menghapus jejak historis sebuah kampung. Melalui pendekatan kualitatif dengan metode wawancara, observasi, dan visualisasi, penelitian ini membuktikan bahwa (1) Wajah baru kawasan CBD BSD menunjukkan fungsi ruang sebagai artikulasi keberadaan status sosial penghuninya dan ajang komodifikasi yang ditandai dengan pembaratan (westernisasi) kawasan dan penciptaan hunian prestisius eksklusif. Hadirnya pusat gaya hidup pada Kawasan CBD BSD menjadi sarana berbagai macam aktivitas bisnis. (2) Di balik masifnya pembangunan apartemen, tersimpan jejak-jejak relokasi sebuah kampung. Fenomena sosial ini telah menghapus jejak historis Kampung Sampora Kaler. Tanah warisan leluhur sebagai identitas kolektif warga Sampora Kaler tidak dapat dipertahankan, sehingga kehilangan makna historisnya. Fenomena di atas merupakan manifestasi sifat progresif kapitalisme yang menempatkan ruang sebagai komoditas strategis untuk keberlangsungan modal.

---

The development of urban spaces has transformed underdeveloped areas into Central Business Districts (CBD). Offering renowned developers, CBD BSD is not only attractive in terms of the diversity of its spaces, but it also holds unique dynamics. With Henry Lefebvre and David Harvey, this study combines the description of the new face and the developments of CBD BSD and how this new face is equipped with historical traces. Through qualitative consultations including interviews, observations and visualization methods, this research proves: (1) The new face of CBD BSD demonstrates space as an articulation of the social status of its residents and commodification as marked by the westernization of the area and the exclusive prestigious housing offered. The presence of a lifestyle center in CBD BSD has become a variety business facilities; (2) Behind the massive development of apartment, there are traces of village relocation. This social phenomenon has created the historical footprint of Sampora Kaler Village. The land of ancestral inheritance as the collective identity of Sampora Kaler's residents cannot be ordered, thus losing its historical meaning. The above phonomenon is a manifestation of the progressive nature of capitalism, which places space as a strategic commodity for the sustainability of capital."

"Penelitian ini dilatar-belakangi oleh fakta bahwa BOR Unit stroke center RS Islam Jakarta rata-rata hanya 44,72% sejak berdirinya (2000) sampai tahun 2003. Padahal unit Stroke Center ini merupakan salah satu pelayanan rawat inap unggulan RS Islam Jakarta. Pihak manajemen membuat perhitungan bahwa untuk mencapai BEP diperlukan minimal BOR 65% pada unit Stroke Center dalam waktu tiga tahun.Tujuan penelitian ini adalah diketahuinya faktor-faktor input dan proses pelayanan yang menyebabkan rendahnya BOR Unit Stroke Center RS Islam JakartaPenelitian ini dilaksanakan selama 2 bulan, mulai tanggal 25 April sampai dengan 25 Juni 2004, menggunakan pendekatan kualitatif dengan metode analisis diskriptif Penelitian ini melibatkan 45 informan, 28 orang terlibat dalam wawancara mendalam, dan 17 orang dalam FGD.Hasil penelitian menunjukan bahwa rendahnya BOR unit Stroke Center sejak berdirinya sampai tahun 2003 disebabkan oleh beberapa input yaitu organisasi dan manajemen, lingkungan fisik dan SOP tidak mendukung pelayanan Unit Stroke Center. Dari aspek proses pelayanan, sikap dokter, perawat dan petugas administrasi belum baik. Hal ini dikarenakan dalam membuat Unit Stroke Center tidak dilakukan studi kelayakan. Dari aspek struktur organisasi, masih disamakan dengan ruang rawat inap umum lainnya. Dari aspek personel kepala seksi dijabat oleh sarjana perawat yang dalam tugasnya membawahi tiga ruang inap lainnya. Sedangkan koordinator dijabat oleh dokter spesialis syaraf tidak tetap, yang mana koordinator tersebut bukan jabatan struktural.Proses pelayanan yang diberikan Dokter, Perawat dan Petugas administrasi secara umum belum baik. Beberapa aspek pelayanan yang perlu perbaikan berkaitaan dengan masalah waktu (dokter), keramahan dan perhatian (dokter, perawat dan petugas administrasi) serta sikap tidak membeda-bedakan pelanggan kesehatan (petugas administrasi). Dalam kegiatan-kegiatan di Unit Stroke Center, belum ada standar operasional prosedur-nya (SOP). Disamping itu juga belum ada SOP stroke pathway dan kriteria GCS yang masuk dari UGD maupun dari poli klinik syaraf., sehingga masih banyak pasien yang dirawat di ruang rawat inap umum, bukan di stroke center.Kelengkapan fasilitas/peralatan sudah cukup, tetapi jumlah dari beberapa peralatan masih belum sesuai dengan jumlah tempat tidur.Lokasi ruangan, tata ruang dan lingkungan fisik Unit Stroke Center belum memperhitungkan konsep aksesibilitas ruangan dari segi ergonomi penderita stroke dan lingkungan maupun sasaran (goal) Bari perawatan penderita stroke, yaitu kemandirian dalam aktivitas kehidupan sehari-hari (AKS).Dalam penetapan tarif, masih belum dilakukan secara komprehensif yaitu melalui perhitungan bisnis dan studi banding, sehingga sulit menentukan kapan BEP dapat dicapai dengan BOR tertentu. Belum ada kebijakan pemasaran khusus (focus) untuk Unit Stroke Center, walaupun ditetapkan sebagai salah satu produk unggulan rawat inap di RS Islam Jakarta. Pendapatan Stroke Center Unit sampai saat ini kurang lebih barn mencapai sepertiga dari total biaya yang dikeluarkan unutk operasional Stroke Center Unit.Berdasarkan pendidikan dan status social-ekonomi pasien, bekas pasien dan keluarga pasien, menunjukkan sikap yang semakin kritis terhadap pelayanan, fasilitas dan lingkungan fisik Unit Stroke Center.Dalam pembuatan Stroke Center Unit RS Islam Jakarta pihak manajemen tidak melakukan studi kelayanan terlebih dahulu. Sehingga banyak terjadi kekurangan - kekurangan dalam aspek pelayanan, lingkungan dan organisasi manajemen. Akan tetapi Stroke Center Unit mempunyai nilai indikator kinerja berdasarkan nilai LOS, TOI dan BTO yang cukup baik. Sehingga jika manajemen cukup jeli ini bisa menjadi asset sumber pendapatan yang baik untuk rumah sakit. dengan memperbaiki kekurangan - kekurangan yang ada dari berbagai aspek diatas, maka bisa meningkatkan kualitas pelayanan dan memuaskan pelanggan.

---

Analysis Factors of Services that Influence Bed Occupancy Rates in Stroke Center Unit - Jakarta Islamic Hospital. (2000-2003)This research was based on fact, that BOR of stroke center in RSIJ average value is 44.72% per year since it was built in 2000 until 2003. However, this unit is one of the prestigious services among other in hospital services in RSIJ. The management forecasted to reach the number of BEP for stroke center unit. It needs to maintain at least 65% BOR with in 3 years. The focus of this research is to discover all factors that causing minimum BOR (less than 65%) in stroke center RSIJ.

This research was conducted for 2 months, began in April 25th 2004 until June 25th 2004, using qualitative approach with descriptive analysis methods. This research conducted with 45 participants as informants.

This research indicates, the factors that causing minimum BOR of stroke center RSIJ since it was built ini 2000 until 2003 was caused by several input factors, including management and organization, physical environment, and Standard Operational Procedures that minimally supported Stroke Center RSIJ. From the services process aspects, from doctors, nurses, and administration clerk performance, they perform poorly. Those problems arose because before building Stroke Center Unit in RSIJ, the management less conducted feasibility study toward Stroke Center projects

From organizational structure aspects, Stroke Center Unit as special in-hospital services has no special organizational structure; it has the same organizational structure as the other common in-hospital services. And than from the human resource aspects, the head of stroke center held by a nurse, who has completed graduate nursery program, who also headed three other in-hospital services. As the head coordinator, the management chooses a part time medical doctor, who specialized in neurology as head of coordinator.

Services process which given by doctors, nurses and administrator clerk mostly not good enough. And some services aspects need several adjustments in term of time (doctors) hospitality and attention (doctors, nurses, and administrator clerk), their attitudes toward few customers (administration clerk). During activity in stroke center unit, there was lack of standard operational procedures. Beside there was not found some documents about standard operational procedures (SOP) stroke pathway and patient criteria based on GCS performance from Emergency Room or neurology clinics. So that, there are many in-patient client with stroke, received treatment in common in-hospital room services, rather than in stroke center unit.

Stroke center facility is quite good, but numbers or the equipment still adjust with the number of beds. The location, design and physical environment of stroke center unit still not consider the accessibility factors and ergonomics factors for the stroke patient. And even the environment or treatment goals from the nurses still far from the stroke philosophy, which was independency in Activity Daily Living.

In cost behavior problems, including setting prices, the management did not do comprehensive business plan and feasibilities, so that the management facing difficulties setting the right Break Even Point (BEP) with correct value of BOR. There was no special marketing planning for stroke center unit, even though it was one of the prestigious in-hospital services. Until now, the Stroke Center Unit's income compare to its unit's expenditure is one and a third revenue to cost.

Based on the patients, former patients and families knowledge and social-economics status, showing several critical attitudes toward services facilities and physical environment of stroke center unit.

In creating Stroke Center Unit, at first the management did not conducted feasibilities study. Because of that, stroke unit had a lot of disadvantage in services aspects, environment and management organization. On the other hand stroke center unit had better performance based on LOS, T01 and BTO value. If management has certain attention this number could be a valuable asset to improve the disadvantages factors, and improve the quality of services and satisfy the consumer."

"Ketika dunia sedang dilanda keresahan sosial dan politik, pemerintah lokal kota Brisbane justru memberikan persetujuan kepada pembangunan Queen’s Wharf Brisbane, mega-proyek entertainment resort - lengkap dengan kasino baru, di lokasi yang hanya sekian langkah dari institusi pemerintahan dan pendidikan tinggi. Selain memang keputusan tersebut dinilai kurang pantas, keberadaan masalah ini di Brisbane yang merupakan ibu kota dari bagian negara Queensland dan kota ketiga terbesar dan ketiga terpadat di Australia memancarkan pesan yang kurang baik kepada khalayak banyak. Untuk itu, penelitian ini dilakukan untuk memberikan solusi desain untuk masalah tersebut, menjembatani pusat kota Brisbane yang ada saat ini dengan proyek kontroversial yang sedang berjalan tersebut. Berlokasi diantara gedung parlemen Brisbane, Queensland University of Technology dan Queen’s Wharf Brisbane, solusi desain ini diharapkan bisa menghadirkan demokrasi yang lebih kuat ditengah kapitalisme. Untuk mencapai solusi yang tepat, desain yang diajukan memerhatikan tata kota yang sudah ada dan yang akan datang, iklim lokal, dan inti dari demokrasi itu sendiri.

---

As the world is facing global socio-political crisis, Brisbane City Council approved Queen’s Wharf Brisbane, a mega-project of an entertainment resort - complete with a new casino, within steps away from the local government precinct and education institution. Apart from being an inappropriate decision as it is, it being situated in Brisbane - the capital city to the state of Queensland and Australia’s third largest and most populated city, very much sends a socially and politically off signal to the greater public. For that reason, this research is aimed to propose a design solution to the issue, bridging the existing Brisbane CBD (Central Business District) with the controversial development currently underway. Situated right between Brisbane’s parliament, Queensland University of Technology and the upcoming integrated resort, this design project is aimed to give a stronger presence of democracy amidst the thick capitalism. In order to provide a well-rounded solution, the proposed design pays close attention to the urban landscape - existing and upcoming, local climate, and the essence of Democracy itself."

"Di daerah pusat bisnis seperti Blok M Jakarta selatan terdapat banyak pejalan kaki yang menggunakan sarana penyeberangan untuk mempermudah dan mempercepat perjalanan. Dalam pemilihan fasilitas penyeberangan terdapat beberapa variabel pejalan kaki yang dibutuhkan.Penelitian ini bertujuan untuk mengkaji variabel yang mempengaruhi pemilihan fasilitas penyeberangan dan menganalisis pemilihan sarana penyeberangan di daerah pusat bisnis, untuk itu diperlukan pemilihan fasilitas penyeberangan berdasarkan preferensi pengguna.Lokasi studi berada di Jembatan Penyeberangan Orang dan Zebra Cross Blok M Jakarta Selatan, pengumpulan data dilakukan dengan membagikan kuesioner kepada pejalan kaki yang menggunakan sarana penyeberangan.Hasil yang didapat dari penelitian menunjukkan bahwa zebra cross memiliki presentasi pilihan paling besar yaitu 50 dengan faktor pemilihan waktu dan jarak sebesar 78 , Pilihan JPO sebesar 33 dengan faktor keamanan sebesar 63 dan Pilihan Terowongan sebesar 17 dengan faktor kenyamanan sebesar 33.

---

In the central business district as Blok M, South Jakarta there are many pedestrians who use the crossing means to simplify and accelerate the journey. In the selection of the crossing facilities are some of the variables needed pedestrians.

This study aims to assess the variables that affect the selection of crossing facilities and analyze the choice of means crossing in the central business district, it is necessary for the selection of crossing facilities based on user preferences.

The location is in the study of the Bridge Crossing Zebra Crossing People and Blok M in South Jakarta, the data collection is done by distributing questionnaires to pedestrians using the crossing means.

The results of the study showed that the zebra have a presentation hugest selection of 50 by a factor of timing and distance by 78 , Options JPO by 33 with a safety factor of 63 and Options Tunnel by 17 with the comfort factor of 33 "

"To get a competitive edge in a world of commoditized service, companies have to convert their reactive, cost-oriented contact centers into predictive, engaged, revenue-generating, real-time profit centers. A real-time contact center provides an outstanding customer experience, enhances loyalty, increases sales, reduces expenses, and streamlines information flow between the center and the company at large -- all of which adds up to substantial bottom-line improvement. The real-time contact center is a practical guide to building a service infrastructure that will simultaneously exceed your customers' expectations, and build revenues. This timely book will help you: establish the business case for transforming your contact center into a real-time profit center. Sort through the technologies and systems that enable real-time contact centers, and learn the best ways to use them. Build profitable relationships with sales and marketing. Strengthen your self-service applications to improve their efficiency and to reduce dependence on service representatives, enabling significant cost reductions. Hire, train, and motivate staff to keep your contact center at the top of its game. Make smart, ethical decisions regarding offshore outsourcing. The book is packed with step-by-step implementation plans for migrating from your current model to the real-time contact center, and offers a complete package of winning strategies, practical guidelines, and best practices. Each chapter includes self-assessment checklists for use by all the crucial players in your contact environment. The real-time contact center analyzes the business trends that are driving change in the contact center market, and provides vendor names and a market overview of key call center technology, systems, and applications. The book also discusses how to optimize management and processes to ensure your people are well positioned to deliver extraordinary service with every interaction. Most importantly, T\the real-time contact center will show you how to make this crucial transformation without disrupting your current service initiatives. With the powerful tools and practical recommendations in this book, you will transfer quickly and seamlessly to a world-class contact center that's designed to generate substantial revenue, delight your customers, reduce expenses, and make your organization the envy of its industry."