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"ABSTRAKTingkat persaingan industri yang semakin cepat menuntut para manajer untuk dapat mengambil keputusan strategis secara optimal agar dapat selalu unggul dalam persaingan yang ada. Dalam rangka mendukung hal ini, maka perlu dikembangkan suatu sistem berbasis komputer yang mampu memberikan dukungan kepada manajer untuk dapat mengambil keputusan jauh lebih optimal.Tulisan ini bertujuan untuk melihat kebutuhan sistem pendukung keputusan bagi manajer sebagai dukungan untuk dapat menghasilkan suatu keputusan yang optimal dalam menjalankan roda organisasi, sehingga organisasi dapat unggul dalam persaingan yang semakin ketat ini. Tulisan ini menghasilkan prototipe sistem pendukung keputusan yang terdiri dari 3 subsistem, yaitu subsistem pembangkitan ide, subsistem peramalan bisnis dan subsistem keputusan semi terstruktur. Pembangkitan ide adalah mekanisme untuk mendapatkan ide sebanyak-banyaknya dari semua unsur terkait dalam organisasi dan mengolahnya untuk menghasilkan ide terbaik agar organisasi dapat selalu unggul. Peramalan bisnis dapat digunakan oleh para manajer untuk melakukan estimasi terhadap kondisi organisasi di masa yang akan datang. Keputusan semi terstruktur adalah salah satu jenis keputusan yang mencoba untuk melakukan proses kuantifikasi terhadap imajinasi dan wawasan manajer sehingga para manajer dapat memilih keputusan terbaik dari beberapa pilihan yang ada.ABSTRACT

Industry competitive that have been growing quickly require managers to make optimum strategic decision to be always as winner in existing competition. In supporting this condition needed to develop a system base on computer to support managers to make optimum decision.

This thesis has objectives to view decision support system as managers need to make optimum decision to operate organization so can be have competitive advantage.

This thesis develop a prototype for decision support system that has three subsystem. Those are idea generation subsystem, business forecasting subsystem, and semi structured subsystem.

Idea generation is mechanism to get many ideas from many participant in organization and manage them to produce the best idea. Business forecasting can be used by managers to make estimation for future condition in organization. Semi structured decision is one of types decisions that try to make quantification for imagination and insight of managers to choose the best choice."

"Great managers are experts at getting bottom-line results, but often do not understand their role in the success or failure of their organization's projects. They balk at the arcane terminology and are unaware of how to use valuable project management techniques and tools-a knowledge gap that can be a serious career barrier! Functional managers with even basic project management (PM) knowledge are the best people for keeping projects business-focused. This new book demystifies the jargon and processes, encouraging managers to jump into the PM arena and arming them with strategies for increasing the business value created by their company's projects. Readers will discover: advice for switching gears from passive bystander to active owner of projects; insights into four critical PM skills, including business analysis techniques, work breakdown structures, program sequencing techniques, and risk management methods; step-by-step guidelines, case studies, and illustrations for mastering these skills. "Project Management for Non-Project Managers" provides easy-to-read, in-a-nutshell explanations of all the PM basics that managers need to achieve project success."

"Finance and Accounting for Nonfinancial Managers, Third Edition, introduces the reader to financial terminology, relates financial measures to operating information, enables the student to understand and apply financial measures to operating performance, and ties all of this to the current business environment. Today’s managers, whether supervisors or senior executives, are expected to understand and use financial and operational measures, prepare and utilize budgets, respond to inquiries about the financial consequences of actions taken by them or by their department or team, and understand and use financial and accounting terminology—the common language of business measurement. Written in a conversational, easy-to-understand tone, the course treats finance and accounting from the perspective of users of financial information—it enhances their ability to communicate effectively with subordinates, other managers, senior executives, and accounting and finance professionals. It offers managers the ability to use and analyze financial information to improve the performance of their operations and to identify—and avoid—potential problems. The third edition includes discussion of the continuing transition of financial reporting to an international standard as well as consideration of the effects on accounting and finance resulting from the Recession of 2007-2009. New sections on how to read an annual report and navigating the shifts in the marketplace are also included. This edition has been updated throughout to provide managers with the most current and complete information available. Selected Learning Objectives Participants will learn how to: Prepare budgets Read, understand, and use financial and operational measures Manage short-term assets Relate department performance to the big picture."

"Research indicates that emotional intelligence (EI) accounts for an astonishing 70-80 percent of management success. Technical expertise just isn?t enough anymore: project managers need strong interpersonal skills and the ability to recognize emotional cues in order to lead their teams to success. Emotional Intelligence for Project Managers introduces readers to all facets of EI and shows how emotions can be leveraged to meet project goals. They'll learn how to:- Set the tone and direction for the project- Communicate effectively- Motivate, inspire, and engage their team- Encourage flexibility and collaboration- Deal productively with stress, criticism, and change- Establish the kind of high morale that attracts top performers- And more. The second edition includes several expanded sections on self-awareness and self-management, as well as a new chapter on using EI to lead Agile Teams and a close look at Servant Leadership. Without the people skills necessary to lead effectively, even the most care fully orchestrated project can fall apart. This indispensable guide gives project managers the tools they need to create winning teams and get the job done right and on time."

"Communicating clearly is a critical skill for successful managers! The ability to communicate clearly is the critical core competency for successful managers at all levels and in all industries. This book is your guide to business communication that delivers the message?whether written, or spoken, in person or via e-mail?with respect for the receiver, and in all business situations. This solid overview of all facets of business communication offers numerous opportunities to practice and apply your new skills and a log to track your improvement. Readers will learn how to: ? Communicate clearly and correctly to avoid misunderstanding and get your message across ? Develop and use your listening skills to solve problems, diffuse conflict, teach staff, and be a more productive manager or team leader ? Ask the right type of question to elicit information, encourage a response, or create a relationship ? Master the techniques of successful presentations from planning to delivery ? Analyze your audience before communicating your ideas in any format ? Choose the most appropriate mode for communicating your message ? Use effective language to express your ideas clearly in well-constructed letters, proposals, memos, and e-mail. This is an ebook version of the AMA Self-Study course. If you want to take the course for credit you need to either purchase a hard copy of the course through amaselfstudy."

"Dengan tuntutan pelanggan yang cepat berubah dan persaingan yang ketat, department Store seringkali menghadapi lingkungan yang sangat tidak pasti. Berbagai penelitian menunjukkan perlu adanya perubahan organisasi untuk memajukan perusahaan tersebut. Namun hanya sedikit perusahaan yang fokus terhadap hasil atau outcome dari perubahan yang dilakukan di perusahaan tersebut. Tujuan makalah ini adalah untuk menyoroti pentingnya tekanan lingkungan eksternal, dan mengidentifikasi faktor-faktor yang membawa perubahan efektif yang menghasilkan kemampuan beradaptasi suatu perusahaan, yang merupakan strategi perusahaan untuk terlibat secara produktif pada lingkungan internal dan eksternal. Penelitian ini mengeksplorasi faktor-faktor yang berkontribusi terhadap adaptabilitas perusahaan dalam menghasilkan kinerja yang unggul, yaitu: (1) Perubahan sikap manajer; (2) Gaya belajar manajer, dan (3) Dampak nyata manajer terhadap kemampuan beradaptasi perusahaan.Penelitian ini menggunakan pendekatan kuantitatif melalui structural equation modelling dengan melakukan survei yang melibatkan 110 manajer department store di Indonesia dimana pengukurannya menggunakan seperangkat kuesioner. Hasil penelitian menunjukkan bahwa perubahan sikap manajer-manajer secara signifikan dan positif mempengaruhi gaya belajar aktivis, dan secara signifikan tetapi negatif mempengaruhi gaya belajar reflektif dan pragmatis. Mengubah sikap tidak mempengaruhi gaya belajar teori secara signifikan serta kemampuan beradaptasi. Namun, semua gaya belajar manajer berpengaruh terhadap kemampuan mereka dalam beradaptasi. Penelitian mengenai industri retail telah banyak dilakukan menggunakan studi marketing, namun dalam penelitian ini penulis menerapkan strategi manajemen dalam hal kemampuan suatu perusahaan menghadapi perubahan-perubahan internal dan tekanan lingkungan sekitar. Kerangka konseptual tersebut berkontribusi sebagai penerapan paradigma penting dalam manajemen strategis pada Organisasi-Lingkungan-Strategi-Kinerja (OESP).

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With fast changing customer demands and intense rivalry, department stores are facing highly uncertain environment. Many studies suggest the need of organizational change for firms in that type of industry. Yet few studies concern with adaptability as the actual result or outcome of change at those department stores.

The purpose of this study is to highlight the important of external environmental pressure and identify the variables that influence effective change to the firm adaptability. Firms adaptability is a strategy to engage productively on its internal and external environment. The important factors investigated in this study in contributing to firm adaptability are: (1) the values and competencies of the managers, (2) their change attitude; and (3) their types of learning styles.

This study applies quantitative approach with structural equation modeling. The survey involved 110 managers of an Indonesian department store. The results show that managers values affect negatively but significantly on change attitude; but their compentencies have a positive influence towards change attitude; then their change attitude has significant influence towards activist learning style; and all of their learning styles significantly influence adaptability.

This study on retail industry provides a significant contribution on the knowledge in strategic management especially on the important of firms internal change and adaptability to respond to environmental pressure. Such conceptual framework contributes as application of an important paradigm in strategic management on Organization-Environment-Strategy-Performance (OESP)."

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ABSTRAK

Pembayaran royalti hak cipta musik dan lagu sangat kompleks karena terdiri dari berbagai mekanisme sebagaimana diatur dalam Undang-undang Nomor 28 Tahun 2014 tentang Hak Cipta. Selain itu, terdapat permasalahan baru dengan adanya pengaturan LMKN di Undang-undang tersebut. Fokus penelitian adalah perkembangan tentang Lembaga Manajemen Kolektif di Indonesia dan perbandingannya dengan Negara Singapura, rumusan Royalti antara Lembaga Manajemen Kolektif dengan Pengelola Usaha Karaoke, dan Penyelesaian Sengketa Royalti Antara Lembaga Manajemen Kolektif Dengan Pengelola Usaha Karaoke Ditinjau Dari UU Nomor 28 Tahun 2014 Berdasarkan Putusan Nomor 122 PK/Pdt.Sus-HKI/2015. Metode Penelitian dilakukan yuridis normatif dengan menggunakan data sekunder yang bersumber dari bahan hukum primer dan sekunder. Dari hasil penelitian ditemukan di Singapura telah berdiri beberapa Lembaga Manajemen Kolektif yang berperan membantu para Pencipta menegakkan hak-haknya yang berkaitan dengan performance ciptaan lagu atau musik, dan secara nyata pemerintah Singapura sangat mendukung kegiatan Lembaga Manajemen Kolektif yang ada. Rumusan Royalti antara Lembaga Manajemen Kolektif dengan Pengelola Usaha Karaoke dituangkan dalam surat kuasa dan Perjanjian Kerjasama yang diberikan oleh Pencipta/Pemegang Hak Cipta kepada LMK.  Penyelesaian Sengketa Royalti Antara Lembaga Manajemen Kolektif Dengan Pengelola Usaha Karaoke Ditinjau Dari UU Nomor 28 Tahun 2014 Berdasarkan Putusan Nomor 122 PK/Pdt.Sus-HKI/2015 diselesaikan melalui Pengadilan Niaga. Majelis PK mengakui eksistensi KCI telah diakui oleh UU Nomor 19/2002 tentang Hak Cipta jo UU Nomor 28/2014 tentang Hak Cipta. Selain itu, Hakim Peninjau memberikan pertimbangan bahwa kegiatan tersebut bukanlah untuk mencari keuntungan, namun kegiatan tersebut adalah untuk kepentingan para Pencipta.

 

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ABSTRACT

Payment of music and song copyright royalties is very complex because it consists of various mechanisms as stipulated in Law No. 28 of 2014 concerning Copyright. In addition, there are new problems with the LMKN arrangements in the Law. Problems that will be the focus of the research include how to regulate the Collective Management Institution in Law No. 28 of 2014 compared to Law No.19 of 2002, How is the formula of Royalties between Collective Management Institutions and Karaoke Business Managers Judging from Law Number 28 of 2014, and How is the Royalty Management Collective Dispute Settlement with Karaoke Business Managers Judging from Law Number 28 Year 2014 Based on Verdict Number 122 PK/Pdt.Sus-HKI/ 2015. The method of research is normative juridical using secondary data sourced from primary and secondary legal materials. From the results of the research found in Singapore there have been established several Collective Management Institutions whose role is to help Creators uphold their rights relating to the performance of song or music creation, and in fact the Singapore government strongly supports the activities of existing Collective Management Institutions. Royalty formulation between the Collective Management Institution and Karaoke Business Managers is stated in a power of attorney and Cooperation Agreement granted by the Creator / Copyright Holder to the LMK. Royalty Dispute Settlement Between Collective Management Institutions and Karaoke Business Managers Judging from Law Number 28 Year 2014 Based on Verdict Number 122 PK / Pdt.Sus-HKI / 2015 resolved through the Commercial Court. The PK Assembly acknowledges the existence of the KCI has been recognized by Law Number 19/2002 concerning Copyright in conjunction with Law Number 28/2014 concerning Copyright. In addition, the Review Judge considers that the activity is not for profit, but that the activity is for the benefit of the Creator.

 

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"Contents :- Reframing middle management acumen - Effective relationship building - Building talent - Critical thinking and alignment - Optimizing performance - Inspiring excellence - Middle management is the greatest job in the world! - References & resources - Job aid "

"Purportedly expressing the so-called 'new humanism' in organisational and institutional development, this volume uses a series of imaginary dialogues to explore the conflict between rampant capitalism and the pressing need for some ethical input into business. "

"Thai ?One Tambon One Product? organisations (OTOPs) have had considerable economic successsince their initiation by the Thai government in 2001. However, in contrast to their ever-increasingeconomic relevance, OTOPs? contributions to social development have been acknowledged andinterrogated only very little. In particular the issue of empowerment, a key component of any socialdevelopment whether within organisations, at community or even societal level, is strangelyabsent from any discourse about OTOPs. This article looks at how far the idea of empowerment isrealised within Thai OTOPs ? or how far it is not realised. For this, a three-dimensional concept ofempowerment has been developed and applied. The data show a rather mixed picture with regardto empowerment; only some people are empowered whereas many others are systematically disempowered.OTOPs seem to contribute to quite some extent to the further strengthening of existingpatterns of social dominance, stratification and inequalities.Organisasi Thai ?One Tambon One Product? (OTOPs) mengalami keberhasilan secara ekonomi sejakinisiasi yang dilakukan oleh pemerintah Thai di tahun 2001. Namun, meskipun mengalami peningkatansecara ekonomi, kontribusi OTOP terhadap pengembangan sosial dinilai sangat kecil.Terkait dengan hal pemberdayaan, komponen utama dari pengembangan sosial baik di dalamorganisasi, pada tingkat komunitas atau masyarakat masih belum muncul dari wacana mengenaiOTOP. Artikel ini melihat sejauh mana ide mengenai pemberdayaan direalisasikan dalam OTOPThai ? atau sejauh mana hal tersebut tidak direalisasikan. Untuk itu, konsep tiga dimensi pemberdayaantelah dikembangkan dan diterapkan. Data menunjukkan adanya gambaran yang bervariasiterkait pemberdayaan; hanya beberapa orang diberdayakan sementara banyak orang-orangyang secara sistematis tidak diberdayakan. OTOP terlihat cukup berkontribusi pada penguatanpola dominasi, stratifikasi dan ketidaksetaraan sosial yang sudah ada."