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"ABSTRACTTesis ini membahas mengenai evaluasi Divisi SPI dan Konsultan Eksternal dalam praktik manajemen risiko yang dilakukan di Divisi Operasi PT. Pelabuhan Indonesia II (Persero) Cabang Tanjung Priok.Terkait dengan praktik manajemen risiko, perusahaan menggunakan jasa konsultan eksternal untuk membantu pelaksanaan manajemen risiko di lingkungan perusahaan. Namun selepas itu, sampai sekarang SPI belum melakukan evaluasi atas kecukupan manajemen risiko. Fungsi SPI mengalami perubahan dari watchdog menjadi konsultan meskipun belum sekalipun melakukan konsultasi kepada jajaran komisaris. Masih terdapat kekurangan-kekurangan yang perlu diperbaiki Divisi Penilaian Risiko dalam menjalankan fungsinya. Terkait pengendalian internal, SPI memiliki kendala dalam jumlah personil SPI yang dinilai sangat kurang untuk melaksanakan fungsinya sebagai pengawas jalannya tata kelola. Program whistleblower juga belum digalakkan sebagai salah satu sarana pengendalian internal yang mamadai

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ABSTRACTThis thesis amplifies to the evaluation of Internal Audit Division and External Consultant in risk management practices that were carried out in Operational Division of PT. Pelabuhan Indonesia II (Persero) Cabang Tanjung Priok.Related to the risk management practices, the company had assigned external consultants to assist the implementation of risk management within corporate environment. But until now, Internal Audit Division has not evaluated the adequacy of risk management. Internal Audit Division has changed its role from being a watchdog to be a consultant, although not even once that Internal Audit Division gave consulting activities to the board of commissioners. There are number of deficiencies that still need to be improved by Risk Assessment Division in carrying out its functions. Related to internal control, Internal Audit Division has shortage of personnel onboard to be considered as sufficient to perform monitoring function of governance. Whistleblower program has not encouraged as one way to improve adequacy of internal controls"

"Keberlangsungan Usaha Mikro, Kecil, dan Menengah (UMKM) merupakan suatu tantangan bukan hanya bagi Pemerintah, tetapi juga perusahaan. Melalui Peraturan Menteri BUMN No. PER-05/MBU/2007 BUMN diwajibkan untuk membantu keberlangsungan UMKM tersebut. Penelitian ini bertujuan untuk melihat dan menganalisa kinerja PKBL dari PT Pelabuhan Indonesia II (Persero) Cabang Tanjung Priok dan bentuk standar akuntasi dan pelaporan keuangannya.Penelitian analisa data yang digunakan sepenuhnya menggunakan metode kualitatif, dimana data primer dan sekunder dianalisis berdasarkan peraturan perundang-undangan, fakta lapangan, dan standar yang berlaku. Kesimpulan yang didapat dari penelitian ini adalah bahwa mekanisme penyaluran dan rekrutmen mitra binaan telah sesuai dengan prosedur yang berlaku walaupun memiliki proses yang panjang. Sedangkan,untuk kinerja PKBL sendiri mengalami perbaikan semenjak tahun 2009 akibat dimasukkannya sistem skoring unit PKBL dalam penilaian performansi manajemen. Pada dasarnya keberpihakan PKBL terhadap kelangsungan UMKM cukup mumpuni karena PKBL sendiri tidak hanya memberikan pinjaman sebanyak maksimal 3 (tiga) kali, tetapi juga suatu bentuk pendidikan dan pelatihan.

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Sustainability development of Small, Micro and Medium Enterprises (SMME) is a challenge not only for governments, but also companies. Through the Regulation of Minister of State Owned Enterprise PER-05/MBU/2007 SOE's are required to help develop SMME. This study aims to view and analyze the performance of PT Pelabuhan Indonesia II (Persero) Cabang Tanjung Priok PKBL Unit and forms of accounting standards and financial reporting. The study used data analysis entirely using qualitative methods, where the primary and secondary data were analyzed based on regulations, facts, and generally accepted standards.

The conclusion from this study is that the mechanism for channeling and guided partner recruitment in accordance with the applicable procedures despite having a long process. Meanwhile, PKBL performance has improved since 2009 due to the inclusion of PKBL unit scoring system in the assessment of management performance. Basically alignments on survival of SMME?s are qualified for PKBL itself, does not make loans only have a maximum of 3 (three) times, but also a form of education and training."

"Kepuasan pelanggan merupakan hasil kerjasama seluruh divisi, frontline maupun supporting division. Kualitas kerjasama manajemen operasi antar divisi berfluktuasi, berakibat pada kualitas pelayanan baik internal maupun eksternal melayani pelanggan. Karena customer expected value terus berkembang dan pentingnya kerjasama antar divisi diperlukan pemetaan dan pengetahuan yang memadai mengenai kualitas kerjasama.Pada penelitian awal ditemukan fenomena collaborative workplace dalam hubungan kerja antar divisi, diketahui sering dilakukan diskusi dan kontak informal antar personal dari berbagai divisi untuk membahas permasalahan, termasuk mencari cara dan prosedur baru dalam pelaksanaan pekerjaan dan mengatasi klaim pelanggan. Karena itu menarik untuk meneliti fenomena tersebut dengan menggunakan kerangka teori collaborative workplace.Organisasi berkembang dari entrepreneurial phase ke collaboration phase. Organisasi yang masuk tahap dewasa mengalami the red-tape crisis ditandai penerapan aturan formal dan prosedur birokratis diterapkan secara universal serta hubungan kerja impersonal. Organisasi tidak efektif, ketidakpuasan meningkat, managemen melakukan breakdown birokrasi dengan tujuan control yang lebih, tidak ada gambaran yang jelas bagaiman sistem, aturan dan prosedur bekerja karena lambatnya mesin birokrasi.Ketika red-tape crisis teratasi, organisasi memasuki collaboration phase. Teamwork digunakan untuk merepersonaliti hubungan kerja, distribusi tugas terdiferensiasi, ada share responsibility ke dalam team work dan unit organisasi, pekerjaan terintegrasi secara komprehensif. Kompleksitas pembuatan aturan dan pengambilan keputusan diregulasi dan direorganisasi ke dalam team work. Manajemen fokus membangun trust-based relationship, tujuannya integrasi internal melalui sharing knowledge, sharing skill dan collaborative leadership.Collaborative workplace merupakan collaborative design yaitu desain organisasi yang memiliki kecerdasan bekerjasama daripada hanya dibatasi teknologi, spesialisasi dan membatasi keanggotaan orang dalam kelompok. Collaborative workplace memiliki lima elemen yaitu; collaborative culture, collaborative leadership, strategic vision, collaborative team proses dan collaborative structure.Fenomena collaborative workplace pada latar belakang masalah dapat menciptakan kepuasan kerja, pada saat yang sama menghasilkan kualitas pelayanan, karena itu menarik untuk meneliti situasi collaborative workplace yang terjadi. Maka pokok permasalahan yang menjadi fokus penelitian adalah; 1) Sejauh mana situasi collaborative workplace terjadi? 2) Pada level manajemen apa situasi collaborative workplace berjalan? 3) Intervensi manajemen apa yang diperlukan agar situasi collaborative workplace makin kuat? 4) Peluang apa yang dapat diraih dari situasi collaborative workplace?Analisis menggunakan teori collaborative workplace, akan tetapi karena keterbatasan yang ada hanya dilakukan pada aspek budaya atau collaborative culture. Collaborative culture menjadi dasar situasi collaborative workplace yaitu kerangka kerja dan budaya kerja baru yang menggantikan hirarki sebagai dasar kita diarahkan, diatur dan diorganisasikan. Pengorganisasian dilaksanakan secara across group teams. Prinsipnya dibangun atas penghormatan pada budaya, asumsi dasar kerja dan pemahaman pada realitas bagaimana usaha seharusnys dijalankan. Collaborative culture memiliki dasar-dasar nilai yang disebut collaborative work ethic, terdiri ; respect for people, honor and integrity, ownership and aligenment, consensus, trust based relationship full responsibility and accountability serta recognition and growth.Penelitian menggunakan metode deskriptif, objeknya hubungan kerja antar divisi, tujuannya untuk menggambarkan sifat hubungan kerja yang sedang berjalan dan memeriksa sebab-sebab dari gejala collaborative workplace, kemudian dianalisis berdasarkan kerangka teori secara kualitatif. Pengumpulan data dilakukan melalui kajian pustakan, kuisioner, wawancara, dan FGD. Menggunakan purposive sampling dengan sample adalah 4 orang manager dan 10 asisten manager. Skala pengukuran yang digunakan semantic differential.Kesimpulannya menunjukan situasi collaborative workplace berada pada kategori tinggi, baik pada level asisten manager (nilai rata-rata 3,853) maupun pada level manager (nilai rata-rata 3,478) dengan selisih 0,376. Artinya nilai-nilai collaborative workplace ; respect for people; honor and integrity, ownership and aligenment, consensus, trust-ased relationship, full responsibility & accountability serta recognition and growth telah mendasari hubungan kerja namun demikian masih diperlukan sejumlah improvement dalam pelaksanaan nilai-nilai tertentu agar diperoleh peluang-peluang yang menguntungkan perusahaan.

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Customer satisfaction resulted by a whole divisions working together. Both frontline and supporting divisions. Integration among divisions running fluctuate, the condition resulted a fluctuate service quality both internally and externally to service the customer. Because of a customer expected value growth and crucial point of divisions working together, we need a clearly map and comprehensive information about how working together quality.

On preliminary research found a collaborative workplace phenomenon in workforce relationship among divisions, informal discussion and direct contact created by personally across division and across group, to accomplishing problem and find a new rules and procedures, and how to create a responsive customer care effectively. It's interesting to research about the phenomenon through which collaborative workplace theory framework.

Organization lifecycle moves through entrepreneurial phase to collaboration phase. Mature Organization ends with the red-tape crisis, is what bureaucracy a bad name. Attempts to apply formal rules and procedures in a universal and impersonal manner create an organizational environment that becomes not only ineffective, but increasingly distasteful to workers. Things will generally worsen when management's first response to the breakdown of bureaucratic control is to implement even more control. The problem reaches crisis proportions when employees either cannot figure out how to make the system of rules and procedures work.

If the organization is to emerge the red-tape crisis it will generally proceed to a collaboration phase. During this phase the organization uses teamwork as a means of re-personalizing the organization by distributing the now over-differentiated task into more recognizable chunks and assigning shared responsibility for them to groups of individuals in ways that make work once again comprehensible. What was to complex for rule making to regulate can be reorganized into smaller unit managed from within as a teams. A greater focus on trust and collaboration is often required in these circumstances, requires a qualitative change in organizational form as well as in the integrations skill and leadership styles demanded of managers.

Collaborative workplace is a collaborative design, the objective is to create a work process in which the exact new information will emerge to enable the participants to create new knowledge, and thus to solve the problems at hand. Collaborative workplace element are; collaborative culture, collaborative leadership, strategic vision, collaborative team process and collaborative structure.

Collaborative workplace phenomenon, according to these research background create a workforce satisfaction, at the same times resulted a service quality, its interesting, than arranged a fundamental research problems as focus of this research are: 1) How far collaborative workplace climate run? 2) At what management level collaborative workplace climate run? 3) What kind management intervention needs to drive a strong collaborative workplace climate? 4) What kind opportunity will get by organization through collaborative workplace climate?

Analyzed through collaborative workplace theory framework, but restricted just only on culture aspect called collaborative culture. Collaborative culture become basic of collaborative workplace climate, that is a new cultural framework that can replace hierarchy as the basis for how we lead, manage, and organize work. This principle not only honors these fundamental assumption and our cultural heritage, but also recognizes the realities of what it take to run a business. As cultural framework for leading and managing enterprise, collaboration is a work ethic that govern human behavior in the organization across groups, team, and even companies. The core values are respect for people, honor and integrity, ownership and alignment, consensus, trust-based relationship, full responsibility and accountability and recognition and growth.

This research used descriptive method, the object's is inter divisions work relationship, the goal is to describe what like work relationship run and to analyze collaborative workplace environment, than analyzed qualitatively through theory framework. Data collecting through library research, questioner, interview, and focus group discussion (FGD). Sampling purposive used with 4 Managers and 10 Managers Assistance as respondent. Measurement scale arrangement with semantic differential.

The conclusion is collaborative workplace climate working on a highs category both of Manager Assistance level (rate value = 3,853) and Manager level (rate value = 3,478), the gap rate value 0,375. This means collaborative workplace core values; respect for people, honor and integrity, ownership and alignment, consensus, trust-based relationship, full responsibility and accountability, and recognition and growth are running well and become a foundation of work relationship but it's needed some management improvement to implement some core values through which get new opportunities for the enterprise."

"Tujuan penelitian ini adalah untuk memberikan kontribusi kepada perusahan dalam mengevaluasi audit berbasis risiko yang dilakukan oleh auditor internal dengan menggunakan COSO Integrated Framework (2013). Penelitian ini dilakukan dengan evaluasi proses kerja auditor internal pada perusahaan e-commerce yang berkaitan dengan pengendalian internal dan  memastikan  pengendalian internal tersebut berjalan dengan baik sehingga dapat mengurangi risiko yang terjadi pada setiap divisi kemudian tujuan perusahaan tercapai. Metode penelitian dengan menggunakan pendekatan kualitatif deskriptif  dan pendekatan studi kasus pada PT XYZ. Instrumen penelitian adalah dilakukan dengan melakukan observasi dan wawancara kepada pihak yang terkait. Dan berdasarkan instrumen penelitian tersebut dapat ditarik kesimpulan bahwa hampir semua kerangka COSO (2013) digunakan dalam penilaian risiko dan pengendalian internal oleh auditor internal kecuali Control Activities dikarenakan risiko yang ada di PT XYZ langsung dikasifikasikan oleh auditor internal dan bukan dilakukan oleh manajemen.

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The purpose of this study is to contribute to companies in evaluating risk-based audits conducted by internal auditors using COSO Integrated Framework (2013). This research was carried out by evaluating the work processes of internal auditors in e-commerce companies relating to internal control and ensuring that internal controls are running well so as to reduce the risks that occur in each division then the company's objectives are achieved. The research method used a descriptive qualitative approach and a case study approach at PT XYZ. The research instrument is carried out by observing and doing interviews to management. And based on the research instrument, it can be concluded that the framework consists of almost all COSO frameworks (2013) used in risk assessment and internal control by internal auditors except Control Environment,  this is because the risks in PT XYZ are directly verified by internal auditors and not by management."

"Penelitian ini menganalisis rancangan rencana audit berbasis risiko pada divisi audit internal (studi kasus PT. XY). Implementasi rencana audit berbasis risiko pada divisi audit internal diharapkan dapat mendukung pencapaian rencana strategis PT. XY. Penelitian ini menggunakan metode kualitatif dengan desain deskriptif. Teknik pengumpulan data dilakukan dengan analisis dokumen dan wawancara dengan pertanyaan terstruktur, sedangkan teknik analisis dilakukan dengan reduksi data, penyajian data, dan penarikan kesimpulan. Penelitian ini menyimpulkan bahwa penggunaan metode rencana audit internal berbasis risiko menghasilkan beberapa keuntungan, antara lain area auditable yang lebih terukur yang selaras dengan tujuan perusahaan, efisiensi jumlah manday, dan efisiensi anggaran. Oleh karena itu, penulis menyarankan untuk menerapkan audit internal berbasis risiko (RBIA) dalam proses perencanaan audit untuk tahun-tahun berikutnya dan melakukan pemetaan jaminan sebagai faktor penting dalam mendukung proses perencanaan audit.

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This study analyzed the design of a risk-based audit plan in the internal audit division (a case study of PT. XY). It is expected that the implementation of a risk-based audit plan in the internal audit division can support the achievement of the strategic plan of PT. XY. This research used a qualitative method with a descriptive design. The data collection technique was carried out by document analysis and interviews with structured questions, while the analysis technique was conducted with data reduction, data display, and concluding. This study concluded that using the risk-based internal audit plan method yielded several advantages, including more measurable auditable areas aligned with company objectives, number of mandays efficiency, and budget efficiency. Therefore, the authors suggest applying risk-based internal audit (RBIA) in the audit planning process for the following years and performing assurance mapping as a critical factor in supporting the audit planning process."

"BUMN dan lembaga lainnya yang dibentuk atau ditunjuk oleh pemerintah dapat dikecualikan dari Undang-Undang Persaingan. Pasal 33 Undang-Undang Dasar 1945 dan Pasal 51 Undang-undang Nomor 5 Tahun 1999 tentang Larangan Praktek Monopoli dan Persaingan Usaha Tidak Sehat memberikan hak monopoli kepada BUMN untuk menyelenggarakan monopoli dan/atau pemusatan kegiatan yang berkaitan dengan produksi dan/atau pemasaran barang dan/atau jasa yang menguasai hajat hidup orang banyak serta cabang-cabang produksi yang penting bagi negara.Dalam tulisan ini akan diberikan contoh satu lembaga BUMN, yaitu PT Pelabuhan Indonesia II (Persero) atau PT Pelindo II yang pada mulanya telah mendapatkan hak monopoli berdasarkan Undang-undang Nomor 21 Tahun 1992 tentang Pelayaran yang kemudian hak monopoli tersebut dihapus dengan Undang-undang Nomor 17 Tahun 2008 tentang Pelayaran. Polemik yang terjadi pada perusahaan tersebut disaat PT Pelindo II mendirikan beberapa anak perusahaan yang bergerak dalam bidang usaha jasa logistik yang akan bersaing dengan perusahaan swasta lain di bidang jasa kepelabuhan Tanjung Priok yang sudah lama berkecimpung dalam usaha tersebut.Permasalahannya adalah apakah monopoli oleh BUMN dibenarkan menurut persaingan usaha Indonesia dan apakah monopoli oleh PT Pelindo II dan anak-anak perusahaannya pada jasa kepelabuhan Tanjung Priok dapat dibenarkan menurut hukum persaingan usaha.

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State-Owned Enterprises and other institutions established or designated by the government may be exempted from the Competition Law. Article 33 of the Constitution Indonesia of 1945 and Article 51 of Law No. 5 of 1999 on the Prohibition of Monopolistic Practices and Unfair Business Competition gives monopoly rights to the State-Owned Enterprises to hold a monopoly on the production and/or marketing of goods and/or services which control the lifes of most people in general and sectors of production which are important to the state. In this paper will be given an example of the State-Owned Enterprises, namely PT Pelabuhan Indonesia II (Persero) or PT Pelindo II in have gained a monopoly based on Law Number 21 Year 1992 on the Voyage which was then the monopoly is removed by Law No. 17 in 2008 on the Voyage.

Polemic that occurred at the company while PT Pelindo II established several subsidiary companies engaged in the business of logistics services that will compete with other private companies in the field of Tanjung Priok port service that has long been in the business. The problem is whether the monopoly by the State-Owned Enterprises is justified by the Indonesian competition and whether the monopoly by PT Pelindo II and its subsidiary companies at Tanjung Priok port service can be justified under competition law."

"Penelitian ini bertujuan untuk menganalisis penerapan manajemen risiko dan peran internal audit dalam manajemen risiko pada Bank XYZ. Penelitian ini menggunakan metode deskriptif analitis dengan mengumpulkan data dan fakta langsung pada Divisi Manajemen Risiko yang terdapat pada Departemen Manajemen Strategis dan Tata Kelola Perusahaan DMST dan Departemen Audit Intern DAI pada Bank XYZ. Hasil dari penelitian ini menunjukkan bahwa penerapan manajemen risiko pada Divisi Manajemen Risiko belum efektif karena belum memiliki guidance dalam mengidentifikasi risiko. Fungsi Assurance dan Konsultasi Departemen Audit Intern DAI dalam manajemen risiko belum efektif.

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This study aims to analyze the implementation of risk management and internal audit 39 s role in risk management at XYZ Bank. This study uses a descriptive analytical method to collect data and facts directly on the Risk Management Division contained in the Department of Strategic Management and Corporate Governance DMST and the Internal Audit Department DAI at XYZ Bank.

The results of this study indicate that the application of risk management in the Risk Management Division has not been effective because it has no guidance in identifying risks. Function of Assurance and Consulting Internal Audit Department DAI to risk management has not been effective."

"Penelitian ini bertujuan untuk menggambarkan penerapan learning organization di Direktorat SDM dan Umum Kantor Pusat PT (Persero) Pelabuhan Indonesia II Tanjung Priok. Penelitian ini mengidentifikasi tingkat penerapan learning. Kemudian, untuk mengetahui apakah perusahaan dapat dikategorikan ke dalam organisasi pembelajar, hal ini ditinjau berdasarkan kuesioner Marquadt (1996)."

"Port of Tanjung Priok is one of the ports in Indonesia which has the potential to be developed into an international seaport with the level of activity and the capacity of loading and unloading. This study aims to understand the key variables that determine the service quality of the port, so as to achieve customer satisfaction and loyalty. By using Structural Equation Modeling, this study analyzes the effects of various dimensions of service quality to customer satisfaction, and the relationships formed between perceived value and customer loyalty of the port service industry in Indonesia. The sampling method used was stratified random sampling with a total of 406 respondents. The results show positive relationships between the variables. This implies that service quality is an important aspect to focus on in order for Port of Tanjung Priok to achieve customer satisfaction and loyalty."

"Pelabuhan Tanjung Priok (IPC) merupakan salah satu pintu gerbang utama ekonomi di Indonesia dan merupakan bagian dari mata rantai logistik nasional. Penelitian ini akan membahas faktor-faktor yang dapat mempengaruhi kepuasan pelanggan (customer satisfaction) di pelayanan jasa barang dan petikemas di pelabuhan Tanjung Priok. Analisis faktor-faktor kepuasan pelanggan (customer satisfaction) ini menggunakan metode regresi, customer satisfaction index (CSI), dan importance performance analysis (IPA). Diharapkan setelah IPC mengetahui karakteristik, ekspektasi dan persepsi pelanggan, kemudian dapat mengidentifikasi atribut - atribut pelayanan jasa barang dan petikemas yang membutuhkan prioritas perbaikan dan penyempurnaan di dalam kualitas jasa (SERVQUAL), untuk kemudian pada akhirnya dapat meningkatkan overall customer satisfaction dan value perusahaan.

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Port of Tanjung Priok (IPC) is one of the main gates of the economy in Indonesia and is part of the national logistics chain. This study will discuss the factors that may affect customer satisfaction in goods and container services in the port of Tanjung Priok. Analysis of the factors of customer satisfaction using regression methods, customer satisfaction index (CSI), and the importance performance analysis (IPA).

It is expected that after the IPC determine the characteristics, expectations and perceptions of customers, can then identify the attributes of goods and container services that require priority improvements in the quality of services (SERVQUAL), and then in turn can improve overall customer satisfaction and value companies."