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"Managers are crucial to the success of organizations because they make executive-level strategies happen. Not intended as a replacement for formal management development, this issue helps readers identify areas for improvement and plan for development and acts as a supplement to formal learning programs offered in organizations. The issue describes a group of competencies that are widely believed to be important for managers, including business management, people management, process management, communication, and personal effectiveness."

"This issue offers ideas for improving needs analysis techniques. It provides a discussion of needs assessment instruments, focusing on interviews and questionnaires. Job aid is a checklist for designing analysis instruments."

"Similar to many other countries in the world, Indonesia has been experiencing the increasing number of women workers participation both in formal and informal sectors. While in formal sector the number of female employees has increased from around 10 millions in 2008 to nearly 13 millions in 2011; in informal sector the figure is even doubled: more than 28 millions in 2008 to more than 30 millions in 2011. However to date, women workers are associated with low-skilled, lowwage workers who work in precarious working environment. Women are seldom hold managerial position both in public and private sector. The proportion of women in Indonesia who sit in the board of directors is only 6% from the entire women workers. Thus, this research aims to explore their development experience along the way. In order to obtain initial information, interviews with nine women managers from State-Owned Enterprises (SOEs) were conducted. SOEs were chosen for convenience reason. The research indicates the low ratio number of women in SOEs management team although there is an optimism that the number would increase. Key point discovered in this research is that development experience is mainly done by the participants own initiatives whereas organisational supports are found very limited. This findings will be further explored and confirmed by involving more women managers from various sectors."

"Stimson, et al. (2009) developed one of the most relevant and well known model for Regional Economic Development. This model covers the most important factors related to economic development question. However, this model excludes the social components of development. Local community should be included in terms of the development of a region. This paper introduced to the Stimson model "Skills" and "Knowledge" at the individual level for local actors indicating the capabilities at the individual level and introduced "Human Coordination" for the capabilities at the collective level. In our empirical research we looked at the Indonesian seaweed market with a specific focus on the region of Baubau. This region was chosen because there are hardly any economic developments. Furthermore this study focuses on the poorer community who are trying to improve their situation by the cultivation of Seaweed. Eighteen local informants was interviewed besides additional interviews of informants from educational and governmental institutions in the cities of Jakarta, Bandung and Yogyakarta. The informants selected had a direct or indirect relationship with the region of Baubau. With the support of the empirical data from this region we can confirm that it is worthwhile to include the local community in the model for regional economic development. The newly added variables: at the individual level; Skills and Knowledge and at the level of the collective: Human Coordination was supported by the empirical material. It is an indication that including the new variables can give regional economic an extra dimension. In this way we think that it becomes more explicit that "endogenous" means that the people, or variables closely related to them, should be more explicitly included in models trying to capture Regional Economic Development or rephrased as Local Economic Development "

"PT. Pertamina Retail merupakan anak perusahaan PT. Pertamina (Persero) yang mengkhususkan diri pada usaha ritel dan penjualan bahan bakar minyak (BBM). Pada program magang ini, penulis ditempatkan di divisi Non Fuel Retail (NFR), yang mengurus bisnis di luar bahan bakar minyak (BBM). Jabatan penulis adalah pada sub bidang property management, yakni pengelolaan ruang atau lahan yang disewakan di area SPBU Pertamina, yang bertujuan untuk menambah pendapatan lain di luar pendapatan dari BBM. Contoh usaha yang dikembangkan pada divisi NFR adalah Restoran, Cafe, Car/Motor Wash, Bengkel, Kantor, ATM, dan lain lain. Selain itu, terdapat juga bisnis sewa penyediaan space iklan, promosi, event dan aktivasi di tiap SPBU Pertamina.PT. Pertamina Retail juga membuka kemitraan strategis dengan beberapa pihak untuk menyelenggarakan proyek Kerja Sama Operasi (KSO). Perencanaan proyek Kerja Sama Operasi (KSO) pertama adalah proyek Pembangunan Jaringan Pangkalan Bisnis anak mUda (JPBU), yang berfungsi sebagai mini mall, one stop shopping & entertaining, dan pusat pengembangan & pelatihan bisnis bagi anak-anak muda. JPBU akan dibangun di beberapa SPBU milik Pertamina, skema bisnis tersebut berbeda dengan skema sewa yang telah dijalankan oleh PT. Pertamina Retail selama ini. Penulisan laporan magang ini menganalisis kelayakan dari berbagai aspek, mencangkup analisis SWOT, analisis kelayakan usaha, analisis perbandingan skema kerjasama sistem KSO (BOT) dengan sistem sewa, dan yang terakhir adalah analisis risiko usaha."