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"Kanker sigmoid merupakan salah satu penyakit keganasan pada saluran gastrointestinal yang banyak dialami pada masyarakat perkotan. Kanker sigmoid dapat menyebar ke secara langsung ke organ terdekatnya seperti ovarium. Salah satu tindakan pembedahan yang dapat dilakukan adalah dengan operasi sigmoidektomi dan histerektomi. Berdasarkan jurnal terkait, pasien paska operasi sigmoidektomi dan histerektomi berisiko masing-masing sebesar 14 dan 54 untuk terjadi injuri uretra dengan gejala kelemahan pada spingter uretra sehingga dapat menyebabkan inkontinensia urine. Salah satu tindakan keperawatan yang dapat dilakukan untuk mencegah masalah tersebut ialah dengan melakukan latihan kegel. Latihan kegel yang dilkukan secara rutin dapat membantu meningkatkan kekuatan otot pelvis dan menguatkan sfingter uretra. Latihan dilakukan bertahap sebanyak 4x10 set dalam sehari. Evaluasi latihan kegel dilakukan dengan palpasi bladder untuk mengevaluasi pengosongan bladder setelah miksi. Sebelum latihan kegel dilakukan, penanganan manajemen nyeri pada pasien paska operasi harus dilakukan dengan baik terlebih dahulu agar toleransi latihan kegel tinggi sehingga latihan dapat dilakukan.

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Sigmoid cancer is a malignancy of the gastrointestinal tract that is experienced by the urban community. Sigmoid cancer can spread directly to nearby organs such as ovary. One of the surgery choices is sigmoidectomy and hysterectomy. Based on the relevant journal, patients were treated with this method have risk of 14 and 54 respectively for urethra injury which symptoms is weakness of the urethra sphincter, resulting in urine incontinence. One of the interventions that can prevent patients from the urine incontinence is Kegel exercise. Regular exercises can help improve and strengthen control of the urethra sphincter. Exercises done gradually as 4x10 sets in a day. The evaluation of exercise using a bladder palpation to evaluate bladder emptying after micturition. Before kegel exercise is started, handling the management of pain post surgery must be performed well so that patients have a high tolerance of kegel exercises and the exercise can be done soon after surgery."

"Before taiwan's first party alternation in 2000, it is common that the president doubles as the party chairperson. Afterwards and until now, it does not seen so. The three presidents, Chen Shui-Bian, Ma Ying -Jeou and Tsai Ing-Wen, all had taken and quit the party chairperson position"

"ABSTRAKThis study aimed to determine the upper extremity isokinetic muscle strength profile of Turkey male weightlifters and shed light on the exercise and training program by sharing these results with the athletes and all team working presently in the weightlifting sports area. This study included 21 weightlifters, who did not have any orthopedic problems, did professional weightlifting for at least 2 years, were cooperative, had a cognitive state required for the assessment, and volunteered to participate in the study. the tests were performed using an isokinetic dynamometer system at angular velocities of 60°/s and 240°/s during concentric contractions. The protocol was applied separately to the right and left extremities for the shoulder internal rotation/external rotation and elbow flexion/extension movements. The peak torque of internal rotation in the shoulder joint was found to be higher than that of external rotation, and the extension peak torque in the elbow joint was higher than the peak torque of exion. External/internal rotation rate in the shoulder joint at 240 º/s velocity was lower compared with the rate at 60º/s velocity and also at the rates accepted to be normal for both angular velocities. The elbow flexion/extension rate on the dominant and nondominant sides ranged outside of the rates accepted as normal for both angular velocities. The present findings can guide the weightlifting athletes to reduce the sports injuries that may occur in shoulder and elbow joints and increase their sports performance."

"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."

"Rumah Sakit X mempakan salah satu Rumah Sakit Swasta Type C yang memberikan jasa pelayanan kesehatan bagi Asuransi Kesehatan sejak tahun 1993. Adanya perbedaan selisih yang menyolok antara tarif operasi yang ditetapkan oleh Rumah Sakit X dengan tarif operasi Askes yang berlaku menjadi permasalahan bagi Rumah Sakit. Selama ini Rumah Sakit X belum pernah melakukan analisis biaya satuan paket operasi Askes Sukarela secara akurat. Sedangkan pasien Askes yang dioperasi selama tahun 1999 mencapai ± 19 % dari total jumlah operasi. Berdasarkan hal tersebut, maka peneliti ingin mengetahui gambaran apakah sejauh ini tarif operasi Askes Sukarela yang dibayarkan oleh P.T. Askes dapat menutupi biaya satuan yang ada. Dilakukan penelitian deskriptif yaitu dengan cara melakukan analisis biaya terhadap paket operasi peserta Askes Sukarela yang dioperasi selama periode. Januari 1999 - Desember 1999 dengan memakai metode Activity Based Costing. Dalam melakukan perhitungan analisis biaya tersebut diperlukan data sekunder tentang kegiatan operasi serta data biaya langsung unit kamar bedah dan biaya unit penunjang selama satu tahun. Untuk data primer dilakukan observasi selama 2 minggu dan wawancara dengan unit terkait dengan penelitian. Setelah dilakukan perhitungan biaya satuan dengan metode ABC, hasil yang dapat disimpulkan sebagai berikut : Biaya satuan operasi bedah besar dan bedah sedang semua jenis kelas perawatan untuk pasien Askes Sukarela lebih besar dari tarif paket operasi Askes Sukarela yang berlaku. Rumah Sakit X mengalami defisit sebesar Rp. 62.079.000 untuk operasi besar dan operasi sedang dari 104 pasien Askes Sukarela yang dioperasi selama periode tahun 1999.Peneliti menyarankan (1) Perbaikan sistim informasi keuangan yang dapat menampilkan data biaya komponen-komnonen di unit penunjang. (2). Perlu ditingkatkan sistim akuntansi biaya secara terpadu disemua Unit Produksi. (3). Untuk mengurangi subsidi Rumah Sakit X terhadap pasien Askes Sukarela perlu diupayakan cara untuk menekan / mengefisiensikan pemakaian bahan medik agar mengikuti ketentuan Askes. (4) Perlu peninjauan ulang terhadap kesepakatan kerja sama antara P.T. Askes dengan Rumah Sakit X untuk dilakukan penyesuaian tarif paket operasi. (5). Menganalisis lebih lanjut tentang keuntungan dan kerugian sistim pembiayaan paket dibandingkan dengan pemberian discount yang disepakati. (6). Agar supaya P.T. Askes (Persero) Indonesia dapat segera melakukan penyesuaian Tarif Paket Operasi Askes Sukarela pada Rumah Sakit X.

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X Hospital is a Private Hospital Type C, that has been providers services for Health Insurance Company (P.T. Askes) since 1993. The gap between the surgery cost and the reimbursement by the Askes become a potential problem for the hospital. X Hospital has never conducted the-accurate cost analysis particularly in the surgery unit. The total surgical treatments during 1999 has reached for about 19% of total operations. The research aim to know weather the surgical treatment reimbursement cost covered by P.T. Askes could recover the Unit Cost A descriptive analysis of surgical operation has been using the data for the period of January 1999 T December 1999 is undertaken the method of the analysis in the Activity Based Costing. The Source of information is the secondary data from the hospital. The primary data, has been assessed by an 2 week conducting observation interview with the units for the research is conducted. The research findings are as follow : The unit cost of mayor and moderate surgical interventions for Askes Sukarela patients are higher than the reimbursement cost from the Askes. The X Hospital suffered a deficit of Rp. 62.079.000,- for 104 patient (Voluntary Askes) during the period of 1999.

Finally the researcher suggest : 1. The improvement the financial information which could apply the expense of component data into a Supporting Unit. 2. A fused accountancy system in all production?units should be intensified. 3. To reduce the subsidy of the X Hospital for Askes Sukarela patients, should be decreased and efficiency of material cost which standardly by Askes. 4. A new working agreement should be reconsidered between Askes and X Hospital to fit a Surgical Package Cost. 5. To analysis further the profits and losses of package cost system compared with agreed discount. 6. So that P.T. Askes Indonesia would be able to adjust The Askes Operation Package cost in Hospital."