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"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."

"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."

"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."

"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."

"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"

"PT (Persero) Pelindo II merupakan salah satu Badan Usaha Milik Negara yang memiliki bidang usaha jasa kepelabuhanan yang terdiri dari layanan jasa pemanduan, jasa barang, jasa penyewaan alat, jasa terminal (umum dan peti kemas), penyewaan poperti (tanah, bangunan, air, dan listrik), pelayanan pelabuhan khusus, serta pelayanan rupa-rupa. Perusahaan ini mengelola dan mengoperasikan 12 pelabuhan di 10 propinsi di Indonesia yang salah satunya adalah pelabuhan Tanjung Priok.Dalam era otonomi daerah dan perdagangan bebas AFTA, dimana sering terjadi perubahan di lingkungan makro dan adanya permintaan pemerintah daerah untuk mengelola pelabuhan di daerahnya disertai persaingan di dunia internasional terhadap pelayanan jasa kepelabuhanan yang Iebih baik, maka PT (Persero) Pelindo II dituntut unluk membenahi fasilitas infrastruktur dan regulasi pengelolaan Pelabuhan Tanjung Priok guna meningkatkan daya saing nasional dan internasional terutama dengan kompetitor-kompetitor di negara Iain.Untuk mengetahui persiapan dari PT (Persero) Pelindo Il dalam mengantisipasi setiap perubahan dari Iingkungan ekstemal dengan sumber daya internal yang dimiliki, maka diperlukan analisis strategi bisnis perusahaan. Metode penelitian yang dilakukan adalah metode penelitian kualitatif deskriptif dimana penelitian dilakukan dengan cara mengumpulkan data-data serta laporan yang berhubungan dengan penelitian disertai dengan melakukan wawancara dan memberikan kuisioner kepada responden yang mengetahui bisnis pengelolaan fasilitas pelabuhan Tanjung Priok, diantaranya 4 orang manajer PT. (Persero) Pelindo II, 4 orang staf PT.(Persero) Pelindo II, 1 orang pengurus INSA, serta 1 orang dari Bagian Perencanaan Ditjen Perhubungan Laut.Penelitian ini berdasarkan analisis faktor-faktor kondisi eksternal dan internal perusahaan dengan meneliti peringkat, bobot, maupun tingkat kepentingan dari setiap fungsi-fungsi yang yang dimiliki. Hasil yang diperoleh digunakan untuk mengetahui posisi bisnis PT (Persero) Pelindo ll dalam mengelola fasilitas pelabuhan Tanjung Priok dengan menggunakan matriks EFE dan IFE, serta matrik General Electric. Posisi bisnis perusahaan yang dilunjukkan pada kedua matrik tersebut berada pada posisi di pertumbuhan (growth). Dengan mengevaluasi posisi bisnis, kekuatan, kelemahan, peluang, dan ancaman maka srrategi bisnis altemative yang cocok untuk ditawarkan di masa akan datang adalah strategi pengembangan produk, kemudian untuk mendukung dan menunjang strategi bisnis altenatif tersebut maka ditawarkan juga strategi fungsional dimana strategi ini untuk memperkuat setiap fungsi-fungsi yang ada pada faktor internal perusahaan.

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PT. (Persero) Pelindo II is one of the state-owned company which is belong to the Country that provides and manage services which is divided into towage service, port infrastructure facilities, rental for equipment services, terminal services (public and container) rentals for properties (land, buildings, waters, and electricity ), the special port services, also other services. This company manages and operates 12 ports in 10 provinces in Indonesia and one of them is Port of Tanjung Priok.

In the era of autonomy and AFTA free trade, where there is an often change at macro environment and there is a demand from the govemment of provinces to manage the port inside their area also a competition in the intemational world to make a better services of the port, so PT. Pelindo II is being demanded for making a better infrastructure facility also the regulation of Tanjung Priok port?s management for developing the national and international competition especially with other competitors in other countries.

To know about the preparation of PT. Pelindo II for anticipating every changes of the external environment with the internal sources that they had, so it needs an analyze of the company business strategy. The method ofthe research was the method of research of qualitative descriptive where the research has been done by collecting the data?s also reports that has a connection with the research along with all the interviews and gave the questioners to all respondents who knows about the business that manage the facility of Tanjung Priok port, the few of them were 4 Managers of PT. (Persero) Pelindo ll, 4 staffs of PT. (Persero) Pelindo ll, I person who is running INSA , and 1 person who is working in each internal company?s factors from The Department of Sea Transportation.

This research is based on analyzed the company?s internal and external factors through researching the stage, weight, also the importance level of each function that they had. The result that has been taken was being used for knowing about a business position of PT. Pelindo ll in managing all facilities of Tanjung Priok Port, it was using matrix EPE and IFE, also matrix General Electric. The company?s business position that has been showed to both matrixes was growth. By evaluating-business position, strength, weakness, opportunities, also threats, so, there by the strategy of business alternative which is the most appropriate to offer in the future is the strategy of product development, which is able to support and back up that strategy of business alternative so there was also an offer for functional strategy where this strategy is for making each functions that are inside company?s internal factors more stronger."

"Tujuan penelitian ini adalah untuk mengetahui pengaruh kecerdasan emosional dan komitmen organisasi terhadap kinerja pelayanan pegawai Kantor Pelayanan Tipe A Tanjung Priok III, baik secara parsial maupun secara simultan. Kecerdasan emosional menurut Coleman (I955: 57) adalah kemampuan untuk mengenali emosi diri, mengelola emosi, memotivasi diri, mengenali emosi orang lain dan membina hubungan dalam berinteraksi dengan orang lain. Komitmen menurut Greenberg dan Baron (2003: 159) adalah tingkat dimana orang mengidentifikasikan dan terlibat dengan organisasinya atau tidak tertarik untuk keluar dari organisasinya. Sedangkan kinerja menurut Robbins (1986: 410) adalah aktivitas yang menggambarkan bagaimana seseorang berusaha dalam mencapai tujuan yang telah ditetapkan dan juga merupakan hasil evaluasi terhadap pekerjaan yang dilakukan dibandingkan dengan kriteria yang telah ditetapkan beruama.Populasi penelitian ini adalah seluruh pegawai pada Kantor Pelayanan Bea dan Cukai Tipe A Tanjung Priok III yang berjumlah 249 orang. Sedangkan sampel penelitian diambil dengan metode stratified random sampling yaitu sebesar 60 responden. Metode penelitian yang digunakan adalah metode asosiatif dengan pendekatan kuantitatif. Sementara itu instrumen pengumpulan data disusun dalam angket yang menggunakan skala model Likert. Analisis data dilakukan pada taraf signifikansi 95 % dan hasilnya adalah:1. Terdapat pengaruh yang signifikan kecerdasan emosional terhadap kinerja pelayanan. Koefisien korelasi untuk hubungan kedua variabel ini adalah sebesar 0,562. Dari angka korelasi ini maka taksiran koefisien determinasinya adalah 0,316. Angka ini dapat diinterpretasikan bahwa 31,6 % variansi yang ada pada variabel kinerja pelayanan dapat diprediksi oleh variabel kecerdasan emosional. Berdasarkan basil pengujian signifikansi ternyata bahwa korelasi X~ dengan Y sangat signifikan, hal disebabkan karena t hitung 4,743 > tabel 2,00, maka Ho ditolak yang berarti variabel kecerdasan emosional secara signifikan mempengaruhi kinerja pelayanan.2. Terdapat pengaruh yang signifikan variabel komitmen organisasi terhadap kinerja pelayanan .Koefisien korelasi untuk hubungan kedua variabel ini adalah sebesar 0,626. Berdasarkan angka korelasi ini maka harga koefisien detenninasinya 0,391, yang berarti 31,9 % variansi yang ada pada variabel kinerja pelayanan dapat diprediksi oleh variabeI komitmen organisasi. Berdasarkan basil pengujian signifikansi ternyata bahwa korelasi X2 dengan Y sangat signifikan, hal disebabkan karena t hitung 5,681 > t tabel 2,00, maka Ho ditolak yang berarti variabel komitmen organisasi secara signifikan mempengaruhi kinerja pelayanan.3. Terdapat pengaruh yang signifikan kecerdasan emosional dan komitmen organisasi secara bersama-sama terhadap kinerja pelayanan. Koefisien korelasi antara kedua variabel babas dengan variabel terikat adalah sebesar 0,751. Koefisien deterrninasinya dapat dihitung menjadi 0,564. Angka ini mencerminkan bahwa variansi kinerja pelayanan dapat dijelaskan oleh variabel kecerdasan emosional dan komitrnen organisasi secara bersama-sama sebesar 56,4 %. Dengan kata lain variabel kecerdasan emosional dan komitmen organisasi secara bersama-sama dapat memprediksi variansi yang ada pada variabel kinerja pelayanan sebesar 56,4 %, meiaiui regresi Y = 11,877+ 0,416 Xi + 0,429 X2. Uji keberartian dengan menggunakan uji F menghasilkan F hitung sebesar 36,793 Karena (Fh = 36,793 > F, 3,15), dengan demikian variabel kecerdasan emosional dan komitmen organisasi secara serentak (simultan) berpengaruh terhadap kinerja pelayanan.Saran-saran yang dapat diberikan dari penelitian ini antara lain (1) instansi DJBC diharapkan memberikan perhatian yang lebih terhadap faktor ini. Perhatian ini berupa pelatihan dan kursus yang diberikan sesuai jenjang dan kepangkatan serta sesuai kebutuhan--pekerjaannya berkaitan dengan pengguna jasa dan (2) ,pihak DJBC perlu memberikan perhatian kusus pada masalah komitmen organisasi. Peningkatankomitmen organisasi dapat dilakukan melalui pendidikan dan pelatihan serta mekanisme reward dan punishment untuk meningkatkan integritas yang arahnya kepada peningkatan komitmen pegawai.

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The aim of the research is to identify the influence of emotional intelligence and organization commitment toward service performance at Customs Service Office Type A Tanjung Priok III. Emotional Intelligence is the ability to understand self emotion, manage emotion, motivate himself or herself, to recognize other people emotion and to make good relation between himself or herself with another. Commitment is the extent to which an individual identifies and is involved with his or her organization or is unwilling to leave_ Meanwhile performance is how well you do a please of work and activity.

Population of the research is all of customs officer at Customs Service Office Type A Tanjung Priok III which are 249 people. The sample was taken by using stratified random sampling method, namely 60 respondents. The method of research is associative method with quantitative approach. Meanwhile, instrument for data collection is questionnaire using Likert scale model. Data analysis is applied in significancy level of 95 % and the results are as follow :

1. There is a significant influence between emotional intelligence and service performance. Correlation coeficient of this both variable is 0.562. Determination coeficient is 0.316. It can be interpreted that 31.6 percent variance of service performance variable can be predicted by emotional intelligence variable. Based on significance test, correlation between X1 and Y is relatively significant. It can be seen from tcounted 4,743 which is bigger than ttable 2.39, so that Ho is denied. It means that emotional intelligence variable significantly influence the service performance.

2. There is a significant influence between organization commitment and service performance. Correlation coeficient of this both variable is 0.626. Determination coeficient is 0.391. It can be interpreted that 31.9 percent variance of service performance variable can be predicted by organization commitment variable. Based on significance test, correlation between X2 and Y is relatively significant. It can be seen from tcounted 5.681 which is bigger than ttable 239, so that Ho is denied. It means that organization commitment variable significantly influence the service performance.

3. There is a significant influence between emotional intelligence and organization commitment simultaneously toward service performance. Carrel-it-ion coefficient of the both independant variable and dependant variable is 0.751. Determination coeficient is 0.564. It can be interpreted that 56.4 percent variance of service performance variable can be predicted by organization commitment and emotional intelligence trough regression equation Y= 11.887 + 0.416 Xi + 0.429 X2. Trough F test found F counted is 36.793. Becaused Fcounted = 36.793 is bigger than Ftable =5.01, so that emotional intelligence and organization commitment variable simultaneously influence service performance.

Recommendations that can be suggested here are: (I) Customs should pay more attention on emotional intelligence. This attention can be in shape of trainning and course for customs officer that is suitable for their job needs. (2) Customs should pay special attention on organization commitment. It can be implemented trough course and trainning as well as reward and punishment mechanism in order to improve integrity and finally to improve organization commitment."

"Skripsi ini membahas tentang dugaan pelanggaran Pasal 15 ayat (2) mengenai tying agreement dan Pasal 17 mengenai monopoli UU Nomor 5 Tahun 1999 yang dilakukan oleh PT. Pelindo II (Persero) dan PT. MTI terkait penggunaan Gantry Luffing Crane di Pelabuhan Tanjung Priok. Penelitian ini menggunakan metode yuridis normatif dengan menggunakan pendekatan analisis data kualitatif. Hasil penelitian menunjukkan bahwa KPPU dalam membuktikan adanya pelanggaran Pasal 15 ayat (2) dan Pasal 17, lebih relevan menggunakan pendekatan rule of reason yang mengedepankan dampak persaingan. Kemudian, pengaturan kesesuaian UU Nomor 5 Tahun 1999 terkait penggunaan Gantry Luffing Crane da[at dikecualikan berdasarkan Pasal 50 huruf a dan Pasal 51.

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This thesis discusses about the alleged violations of Article 15 verse (2) about tying agreement and Article 17 about monopoly Law Number 5 Year 1999 conducted by PT. Pelindo II (Persero) and PT. MTI regarding the use of Gantry Luffing Crane in Tanjung Priok harbor. This research use the juridical normative methods using qualitative data analysis approach. The results showed that KPPU In proving the existance of a breach of Article 15 verse (2) and Article 17, using a more relevant approach to the rule of reason more relevant use approach rule of reason that puts the impact of competition. Then, setting of suitability of Law Number 5 Year 1999 related the use of Gantry Luffing Crane can be excluded on basis of Article 50 letters A and Article 51."

"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."