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"Santalun album L is one type of specifict plants growing in Timor Tengah Selatan District on Nusantenggara Timur province. This plants is also highly valuable source asset and is one of the biggest contributors in decades before 1998 for original local income thus becoming an icon in this area. Since 1960 until 1996 extreme exploitation had been resulting in deforestation of this plant. Many regulations have been made and implemented; including Regional Regulations of Timor Tengah Selatan district No. 25 in 2001 of Santalun album L purposefully for this plant to be conserved. The result of observation is estimated that implementation of the policy of Santalun album L has not been optimum so that efforts to increase this plant population have not been meet expectations. The background of problems is then explored and analyzed how much the implementation of this policy has influences on the effectiveness of conserving Santalun album L in this area. This research involves explanatory survey method in quantitative design, and uses path analysis. The result of investigation shows that the implementation has significantly proven to have influences on this plant conservation, however,the interpretation of the three has the highest influence on the effectiveness of conservation, while the application dimension has the lowest influence on this effectiveness. It is stated that the application dimension shows one condition that has not been optimal in implementation; therefore,it is to be a challenge in improving the effectiveness of this plant in the future. The result also shows that there are other findings contributing to policy implementation theory that is society participation and values both of appartus and society as the key to successful conservation of Santalun album L in Timor Tengah Selatan district of Nusa Tenggara Timur province."

"Peningkatan kinerja yang berkelanjutan pada sistem produksi di bisnis manufaktur merupakan satu aktifitas penting untuk mempertahankan eksistensi dan berkembangnya perusahaan dalam lingkungan yang terus berubah. Sebagai basis bagi perencanaan dan implementasinya dibutuhkan sistem pengukuran yang tidak saja sebagai alat monitoring bagi top dan middle manager, tetapi juga dapat memberikan stimulus terhadap proses perbaikan yang berkelanjutan (continuous improvement).Tulisan ini menghadirkan praktek implementasi pengukuran dan analisis kinerja sistem operasi di PT. FDE, sebuah perusahaan multi nasional, pemasok Kwh meter kepada perusahaan-perusahaan pengelola jaringan dan distribusi energi listrik di Asia, Afrika dan Timur Tengah dengan menggunakan Overall Equipment Effectioveness (OBE).Dasar desain dan pengadopsian sistem pengukuran kinerja yang tepat guna serta faktor-faktor yang harus dipertimbangkan, diuraikan dengan lugas, mulai dari metode penelitian hingga komunikasi data. Prinsip-prinsip pengukuran dengan OEE diuraikan jelas mulai dari prosedur perhitungannya, ketiga faktornya serta identifikasi enam kerugian besar yang sexing terjadi dalam sistem produksi manufaktur. Implernentasi dan penggunaan OEE pada PT. FDE diuraikan dengan jelas, mulai dari karateristik proses produksinya, pemilihan peralatan dan permesinan yang diteliti, hingga pengumpulan dan pengolahan data.Analisis kinerja dan identifikasi secara kuantitatif terhadap semua kerugian yang terjadi dianalisa secara menyeluruh, keuntungan yang potensial yang dapat dicapai diuraikan. Akhirnya pembandingan kinerja sistem operasi PT. FDE dengan aplikasi OBE pada berbagai perusahaan yang didapat dari literature, juga diuraikan."

"This writing, as a final assignment will discuss about the emp1oyec’sperformance of Autocustom XYZ Ltd. The company had a unique characteristicof employee. Their working principle is like an artist, as described in the jobdescription; they cannot be too restricted, but they are also need to be wellmanaged. The oompany’s characteristic is also not well structured, because theystill do not have any clear prospective which can create a standard for theemployees. This may leads to conflicts and work goals loss target.One ofthe efforts to overcome this situation is to train the employee inbuilding an effective team. Team building training is expectably can lead toemp1oyee’s awareness about the impoitance of an effective teamwork. Theawareness mentioned is to build eohesiveness, which is one of many criteria of aneffective team.Thus, a specialized team building training is formed using AppreciativeInquiry (Al) approaching. This training covers cognitive, affective, andpsychomotor area including the 4D model from AI (discovery, dreams, design,and destiny) as a step to build a positive attitude so it may leads to the emp1oyee’sawareness about the effective teamwork and can create optimum efforts.An advantage for Autocustom XYZ Ltd. 'fiom this writing is wellexpected, and for other fellow student who in practice, willing to create a teambuilding using appreciative inquiry approaching."

"ABSTRAKTesis ini membahas dampak pengamanan yang dilakukan oleh unit informal dilingkungan usaha tempat hiburan di wilayah Taman Sari, Jakarta Barat. Pengamanandilakukan secara informal oleh kelompok orang yang tidak berbentuk kesatuan resmiseperti Satpam. Namun kelompok informal ini dapat bersinergi dengan satuan resmiseperti Satpam dan Polsek serta pengusaha setempat, yang lebih penting para tamutidak merasa terganggu bahkan justru merasa aman.Penelitian ini adalah penelitian kualitatif dengan metode etnografi serta tipepenelitian studi kasus. Sedangkan teknik pengumpulan data melalui pengamatan,pengamatan terlibat, wawancara dengan pedoman serta kajian dokumen untukmengungkapkan hubungan yang terjadi.Hasil penelitian dan analisa menggambarkan Jakarta sebagai ibu kota negara, pusatsegala kegiatan termasuk perekonomian, menjadi magnet bagi penduduk daerah lainuntuk datang dan mengadu nasib di Jakarta. Beberapa kelompok dibentukberdasarkan suku bangsa mereka, seperti kelompok suku Flores tempat hiburan Club36 di Taman Sari, Jakarta Barat. Mereka berfungsi sebagai kelompok pengamananinformal, yang bersinergi dan bekerjasama dengan unit Satpam dan manajemensetempat membantu aparat kepolisian menciptakan dan menjaga suasana keamananlingkungan memberikan rasa aman kepada pekerja serta pengunjung yang datang,sehingga merasa aman dan tidak ragu untuk berkunjung ke Club 36. Selain itu Polrisebagai aparat pemerintah yang bertanggung jawab mengenai masalah keamananmenjadi terbantu akan kehadiran mereka sebab itu Polri disarankan supaya secararutin melakukan pengawasan dan pengendalian terhadap kelompok pengamananinformal.

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ABSTRACTThis thesis contains the analysis and results of the research on the securityimplementation conducted by the Informal Security unit at the entertainmentenvironment at Taman Sari, West Jakarta. Security implementation is informallyconducted by a non formalized group or organization such as Satpam security unit.However this non formalized group has been playing in a sinergycal way with themanagement and existing Satpam and Police in maintaining security. Moreover theirsecurity services were well appreciated by guest.The research was qualitatively conducted by using ethnographic method and casestudy. Data was collected through observation, envolved observation, interviews anddocument review guidelines.The results of research and analysis describe that Jakarta as the capital city and thecentre of various economic activities functions as a magnet to draw many peoplefrom other provinces to come to Jakarta. Several security group are established basedon ethnicity such as Flores group at Club 36 entertainment area at Taman Sari, WestJakarta. This group function as a non formal security group that provides securefeeling for all worker and visitors, and therefore they do not hesistate to visit theentertainment. Police as a responsible government officials on security matters willbe being helped, and therefore it is suggested for the police to empower thenonformal security groups."

"ABSTRAKTesis ini membahas restrukturisasi organisasi Sekretariat Jenderal Dewan Ketahanan Nasional yang merupakan lembaga kesekretariatan dari Dewan Ketahanan Nasional. Organisasi Sekretariat Jenderal Dewan Ketahanan Nasional (Setjen Wantannas) dihadapkan pada kondisi yang cukup dilematis. Di satu sisi status kelembagaan Setjen Wantannas tidak relevan dan belum sepenuhnya mengadopsi kebijakan kelembagaan pemerintah kekinian. Sementaran di sisi lain, unsur-unsur organisasi Setjen Wantannas juga masih mengalami beberapa permasalahan pada tataran dimensi struktural.Penelitian ini ditujukan untuk menganalisis: a. dimensi struktural Sekretariat Jenderal Dewan Ketahanan Nasional yang berlaku saat ini; b. efektivitas pelaksanaan tugas dan fungsi Sekretariat Jenderal Dewan Ketahanan Nasional dengan struktur organisasi dan tata kerja yang berlaku saat ini; dan c. kebijakan restrukturisasi organisasi Sekretariat Jenderal Dewan Ketahanan Nasional ke depan.Penelitian ini menggunakan pendekatan kualitatif dengan metode pengumpulan data studi kepustakaan, wawancara, dan focus group discussion. Berdasarkan hasil penelitian, struktur organisasi Setjen Wantannas saat ini masih diliputi permasalahan kelembagaan yang mendasar yaitu kebijakan kelembagaan yang tidak harmonis hingga berdampak kepada fragmentasi dan overlapping tugas dan fungsi antar unit organisasi internal maupun dengan kementerian/lembaga terkait. Ditinjau dari sisi pendekatan tujuan, efektivitas organisasi Setjen Wantannas sudah cukup baik. Namun, dari sisi pendekatan sistem, efektivitas organisasi Setjen Wantannas masih tergolong rendah. Selain itu, kebijakan restrukturisasi organisasi Setjen Wantannas pada prinsipnya terbagi dua yaitu restrukturisasi skala besar (perubahan menjadi Dewan Keamanan Nasional) dan restrukturisasi skala kecil (penataan organisasi Biro di lingkungan Setjen Wantannas). Restrukturisasi skala besar memerlukan upaya yang cukup berat dan waktu yang panjang mengingat restrukturisasi tersebut terkait dengan pembahasan RUU Keamanan Nasional. Untuk itu, agar penyelenggaraan pemerintahan dapat berjalan efektif, maka pada jangka pendek restrukturisasi difokuskan pada penataan kembali unit organisasi Biro. Penataan organisasi Biro masih cukup relevan mengingat perubahannya hanya membutuhkan penyesuaian kebijakan kelembagaan di tingkat Sekretaris Jenderal dengan persetujuan Presiden.

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ABSTRACTThis thesis discusses the organizational restructuring of the Secretariat General of the National Security Council which is an agency secretariat of the National Security Council. Organization of the Secretariat General of the National Security Council faced with a dilemma condition. On the one hand the institutional the Secretariat General of the National Security Council is irrelevant and not yet fully adopted the policy of the present government institutions. While on the other hand, the elements of the organization Secretariat Wantannas also still having some problems at the level of structural dimensions.This study aimed to analyze: a. structural dimensions of the Secretariat General of the National Security Council that apply today; b. the effectiveness of the implementation of the tasks and functions of the Secretariat General of the National Security Council with the organizational structure and working procedures that apply today; and c. organizational restructuring policy of the Secretariat General of the National Security Council in the future.This study used a qualitative approach to data collection methods such as literature studies, interviews, and focus group discussion. Based on the results of the research, organizational structure of the Secretariat General of the National Security Council is still covered fundamental institutional problems. The institutional policies that are not in harmony impact the fragmentation and overlapping of tasks and functions between internal organizational units and with the ministry / agency. Viewed from the side of the goal approaches, the effectiveness of the organization of the Secretariat General of the National Security Council has been quite good. However, in terms of system approach, the effectiveness of the organization of the Secretariat General of the National Security Council is still relatively low. In addition, the policy of restructuring the organization of the Secretariat General of the National Security Council was divided in two types. Large-scale restructuring (changes into the National Security Council) and small-scale restructuring (Bureau organizational management within the Secretariat General of the National Security Council). Large-scale restructuring require long time efforts considering the restructuring related to the discussion of the National Security Bill. Therefore, in order to be effective governance, then in the short term restructuring is focused on the realignment of the Bureau organizational unit. Organizing Bureau still quite relevant given the changes only require adjustments in the level of institutional policies Secretary General with the approval of the President."