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"Penelitian ini membahas tentang persepsi pegawai mengenai penilaian kinerja di Kecamatan Kemayoran. Teori yang dipakai berdasarkan teori Raymond Noe yang terdiri dari 5 (lima) dimensi, yaitu strategic congruence, validity, reliability, acceptability dan specificity. Penelitian ini menggunakan metode kuantitatif dengan desain deskriptif. Teknik pengambilan datanya dengan cara survei dan wawancara.Hasil dari penelitian menunjukkan bahwa persepsi pegawai tentang penilaian kinerja di Kecamatan Kemayoran cenderung negatif atau tidak baik, hal tersebut terlihat dari hasil penggabungan seluruh dimensi dan di bagi atas dua kategori yaitu baik dan tidak baik. Selain itu, diketahui dari para pegawai yang di wawancara, bahwa masih banyak kendala yang ditemukan dan ketidaksesuaian yang perlu diperbaiki agar mencapai penilaian kinerja yang diinginkan, pegawai yang berkualitas, serta pencapaian tujuan instansi.

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This study discusses the perceptions of employees regarding performance appraisal in Kemayoran district. The theory used by Raymond Noe theory consisting of 5 (five) dimensions, namely strategic congruence, validity, reliability, acceptability and specificity. This study uses quantitative descriptive design. Techniques of data collection by surveys and interviews.

Results of the study showed that employee perceptions of performance appraisal in Kemayoran district tend to be negative or not good, it is seen from the result of merging all dimensions and in the top two categories, good and bad. In addition, it is known from the employees in the interview, that there are still many problems were found and discrepancies that need fixing in order to achieve the desired performance appraisal, qualified personnel, as well as the achievement of agency goals."

"Organization is a media to achieve an objective. For business organization, maximum profit is it?s main objective. Organization need human resources to run their activities and achieve their objectives. Leadership is a major determinance of organizational effectiveness.

Organization need a leader to control the employee?s activities. In business organization, leader is a key position to maintain a good relationship with the top, middle manager and also their subordinates. At Head Office PT CV Titipan Kilat in Jakarta, Customer Service Division is one of the divisions that has important role in achieving company?s vision. This Division is led by a Customer Service Chief. A Customer Service Chief motivates employees for having good motivation.

Therefore, in motivating emplyees, a Customer Service Chief applicates Situational Leadership Model. Indeed, there are problems in applicating that model. This case is caused by a few employees remain have bad performances. For knowing these problems, Customer Service Chief try to ask the causes o problems directly toward such employees. This way, at least a Customer Service Chief knows employee perception of applicated Situational Leadership Model.

This research is aimed to find out how the employee perception of Situational Leadership Model of Customer Service?s Chief at Head Office PT CV Titipan Kilat in Jakarta. Gibson, Ivancevich, and Donnelly explained that perception is cognitive process used to interpret something and understand its environment. From the result of research concerning employees toward leadership style, the obtained image shows that each employee has different perception to applied Situational LeadershipModel. This matter can be seen from the various most respondents who answer the same statement. Based of the theory used in studying style of this leadership is related at theory of Hersey and Blanchard, by using model of situational approach which based of relation among functional behavior, behavioral relation, and subordinate maturity level.

This research uses the approach of quantitative and survey technique. Collected data in this research is a quantitative data based on questioner to Customer Service Employees at PT CV Titipan Kilat. Analysis technique in this research use descriptive statistical analysis, which analyses data according to Tables of Frequency.

From these data, it can be concluded that the result of employee perceptions of telling leadership model is shown by low criteria percentage of 60.34%. Selling leadership model is shown by high criteria percentage of 73.77%, meanwhile another leader model, participating is shown by high criteria percentage of 69% and delegating leadership model is shown by low criteria percentage of 54.94%.

Aboved analysis can be concluded that the employee perceive Customer Service Chief at Head Office PT CV Titipan Kilat in Jakarta tend to use Selling Leadership Model. Therefore, Customer Service Chief in using Situational Leadership Model should anticipate the existing problems. Customer Service Chief should apply two way-communicating by much listening employess."

"ABSTRAKTesis berjudul sebagaimana tersebut di atas mempunyai pokokpermasalahan yaitu bagaimanakah gaya kepemimpinan eselon V dantingkat kuatitas pelayanan staf pelaksanaan pada Kantor Wilayah V BAKN Jakarta.Variabal-variabel dalam penelitian ini adalah gaya kepemimpinaneselon V dengan tiga indikator yaitu gaya kepemimpinan direktif, suportif danpartisipatif. Sedangkan kualitas pelayanan staf pelaksana sebagaivariabel terikat dengan lima indikator (dimensi-dimensi kualiias pelayanan)yaitu tampilan fisik, kehandalan, daya tanggap, jaminan, dan empati.Obyek penelitian adalah manajemen Kanwil V BAKN Jakarta.Populasi terdiri dari 164 karyawan BAKN Jakarta. Sampel ditetapkansebanyak 120 orang yang terdiri 80 orang staf pelaksana, 27 orangpejasabat eselon V, 9 orang eselon IV, 3 orang eselon lIl dan seorangeselon Il, yang selanjutnya merupakan responden penelitian ini.lnstrumen penelitian ditentukan dalam kuesioner dimana gayakepemimpinan mencakup kepsmimpinan direktif, suportif, dan partisipatif.Sedangkan instrumen kualitas pelayanan mencakup dimensi-dimensi kualitas pelayanan.Analisis data dilakukan dengan analisis diskriptif kuantitatif, yaknidengan menggambarkan gaya kepemimpinan eselon V dan kualitaspelayanan staf pelaksana. Hasil analisis gaya kepemimpinan eselon Vmenunjukkan dominan menggunakan gaya kepemimpinan direktif. Nilairata-rata sebesar 2,25. Penilaian yang bersifat negatif di atas rata-ratasebanyak 53,33%. Penilaian kategori menunjukkan rendah sebanyak 75%.Sedangkan hasil analisis kuaiitas pelayanan menunjukkan belummemuaskan atau kurang optimal atau negatif. Terdapat hubungan positif dansignifikan yakni r-hit sebesar 0,624 dan r-tab (0,198) Koefisien determinasi(r²) sebesar 38,93%. SeIanjutnya gaya kepemimpinan dapat mempengaruhikualitas pelayanan.Untuk dapat meningkatkan kualitas pelayanan disarankan agarpimpinan berupaya merubah gaya kepemimpinan dari direktif menujusuportif hingga partisipatif dehgan mengembangkan kerja tim yang bekerjaberorientasi kepada kualitas, dan didukung oleh komitmen para pimpinandiatasnya serta upaya peningkatan dan pengembangan sumber dayamanusia melalui pendidikan dan pelatihan ataupun tranning sesuai dengankebutuhan masa sekarang dan masa yang akan datang.

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"Human resources are the main assets of an organization. The successful of the organization depend on the people itself. A leader have an important role to make the organization success. Human resource management sub directorate at PT ?X? head office Jakarta is the center of human resource activity. This sub directorate have the responsibility to all others sub directorate to fulfill all the employee?s need and rights. Yet, to make a strategy to win the competitive advantages and become a market leader. The problem is how the company can achieve that, if the leader can?t make an effective organization caused by the pending of some projects that have to be done based on the schedule that have set before. It means that the leader has failed to run his leadership in order to supervise his follower. In this situation, to make an effective organization a leader have to see the situation of the follower by analyze the follower?s readiness or employees?s maturity. By measuring the maturity level of employee, what kind of leadership style that was used by the leader, and how the maturity level of employee can fit with the leadership style.

According to that, writter use the theory of situasional leadership by Paul Hersey and Kenneth H. Blanchard to support the research. This theory explain that a leader have to choose a best leadership style to fit with the level of follower?s maturity. It means that, a leader can use different style of leadership with a different people. It?s all depends on the situation that an organization has faced. Nowadays, this theory becomes the most common issues in every leadership part on an organization. So that, it is important for all leaders in organization to consider their leadership style in order to make the organization more effective.The reason of this research is to explain the conformity between employee?s maturity and leadership style.

The research population is all of the HRM sub directorate at PT ?X? head office Jakarta?s permanent employees. Yet, the research sample is 52 respondents, its using purpossive sampling technique. The sampling technique was used because of the respondents?s objectivity to evaluate the leadership style and level of maturity. So that, writer use the permanent employees as respondents. The research method according to the explanation level is desciptive with quantative approach. The research data consist of primary and secondary data. The primary data was collected by spreading quesionare to the respondents, and the secondary data was collected by literature study, company?s documents, and interview with top leader in HRM sub directorate of PT ?X?. The data analyzing was using frequency distribution?s table. The level of employee?s maturity and leadership style are the result of the conformity between the theory and its practice.

Result of the research shows that generally, there?s unconformity between the level of employee?s maturity and the leadership style that the leader has used. According to the level of employee?s maturity, writer use two dimension of maturity level which are the employee?s ability and the willingness. Both dimension shows in the medium to high category or in M3 of maturity level. However, this level of maturity is appropriate if the leader used the Participating of leadership style. But, based on the research the result shows that the leader of HRM sub directorate at PT ?X? used the Selling of leadership style. It was proved by the data analyzing that this leadership style result at 628 or 81% on high category.

Based on the research result, writer recommend several suggest to the corporation: (1) in order to make an effective of organization, a leader in sub directorate HRM PT ?X? head office Jakarta should take a look at the situation and the employee?s level of maturity; (2) the leader should change his leadership style with appropiate level of employee?s maturity."

"Skripsi ini membahas analisis manajemen program TB paru di Puskesmas Kecamatan Kemayoran Jakarta Pusat tahun 2014. Penelitian ini bertujuan untuk menganalisis input dan proses berdasarkan analisis sistem. Metode penelitian yang digunakan adalah penelitian kualitatif. Teknik pengumpulan data menggunakan metode wawancara mendalam, telaah dokumen dan daftar tilik. Hasil penelitian menunjukkan bahwa analisis input diketahui jumlah petugas TB sudah cukup, terdapat laboratorium yang dilengkapi dengan peralatan diagnostik yang sesuai, ketersediaan obat TB sudah lengkap dan cukup, tatalaksana progam sudah tepat, pelaksanaan kegiatan berdasarkan kebijakan, tetapi anggaran belum dapat dinilai kecukupannya karena diperlukan analisis terhadap manfaat yang didapat, dan sasaran suspek TB paru tidak dapat diketahui karena tidak ada pencatatan dan pelaporan. Pada analisis proses diketahui bahwa kegiatan yang dilaksanakan berdasarkan perencanan yang dibuat, tugas pokok dan fungsi dtetapkan secara jelas, petugas diikutsertakan dalam pelatihan sebagai upaya pengembangan keterampilan, promosi kesehatan yang efektif adalah dengan penyuluhan kepada pasien, adanya kemitraan membantu dalam penanganan program TB paru, kegiatan pengawasan dilakukan 1 kali setahun melalui supervisi oleh tingkat Kabupaten/kota, sedangkan evaluasi didasarkan dari hasil pencatatan dan pelaporan namun terdapat pencatatan dan pelaporan yang belum lengkap. Guna meningkatkan kegiatan program TB paru di Puskesmas Kecamatan Kemayoran maka perlu ada pelatihan bagi petugas TB yang belum terlatih, melakukan analisis biaya guna mengetahui kecukupan anggaran kegiatan, meningkatkan penyuluhan sebagai bagian dari promosi kesehatan, dan melakukan pencatatan dan pelaporan pada setiap kegiatan program TB paru.

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In the research showed that the analysis input of TB officer in sufficient, has approriate laboratory with diagnostic equipment, availability medicine, effective managing program, implemetation of activities based on policies, but the budget can not be assessed for adequacy because there are no record keeping and reporting. On the analysis process is known as the activities carried out by the planning made, duties and clearly defined function. The officer participate in the training as skills development effort, effective health promotion counseling, the existent of partnership program help in pulmonary TB. Surveillance activities carried out once a year through supervision by any country or city level. While the evaluation is based on the keeping and reporting result, but the are keeping and reporting no yet completed. In order to increase the activity of pulmonary TB in Puskesmas Kecamatan Kemayoran, it is necessary to hold training for officer who have not been trained. Check cost analysis to determine the adequacy of budget activities, improvement counseling as a part of health promotion and keeping and reporting on any pulmonary TB progam activities."

"ABSTRAK Praktek Kerja Profesi di Apotek Kimia Farma No.147 dilaksanakan dengan tujuan untuk mengetahui dan memahami peran apoteker di apotek, baik dalam bidang manajemen apotek maupun dalam hal pelayanan farmasi klinik. Peran Apoteker dalam manajemen apotek meliputi perencanaan, pengadaan, penerimaan, penyimpanan, pemusnahan, pengendalian, pencatatan dan pelaporan. Pelayanan farmasi klinik meliputi pengkajian resep, dispensing, pelayanan informasi obat, dan konseling. Tugas khusus yang diberikan adalah mengenai pengkajian resep terhadap penyakit tiroid. Resep yang diperoleh selama praktek kerja dikaji berdasarkan persyaratan kelengkapan administratif, persyaratan farmasetik dan pertimbangan klinis. ABSTRACT Profession Internship at Pusat Kesehatan Masyarakat Kecamatan Kemayoran

Jakarta Pusat was held to learn and understand the role of pharmacist, especially

to manage a pharmacy or to deliver pharmaceutical care. Pharmacist has role to

manage the pharmacy, such as planning, demand, receipt, saving, distributing,

controlling, and reporting. On the other hand, pharmacist also has to deliver a

pharmaceutical care, such as receipt assessment, dispensing, drug information,

and evaluation of drug use. Specific assignment that been given is about the

recapitulation of rational drug use in the periode from February to April 2015.

Description data includes the use of antibiotics or injection dosage in patients with

a diagnosis of ISPA non pneumonia , non specific diarrhea and myalgia. "