Indonesia

The Provide Information for Indonesia People

2011-01-25T23:24:00.000-08:00

Awareness is the greatest gift you can give to your subordinates. Without it there is nothing you, or they, can do about development of any kind. As with so many things, personal development is one of the most important areas and it is also one of the most difficult.

A positive outlook to self-evaluation has to be a continuous process, because our goals and aspirations alter with changes in life stage and what is going on around us. A good boss who values and understands Indonesia people can help this process by demonstrating positive attitudes towards them and by being willing to counsel and coach them. The following checklist will help you to encourage self-development in your subordinates:

1. Identify and release blockages to growth by appraisal, feedback and by counseling through unpalatable revelations.

2. Provide challenge and stimulating in work, make your expectations known.

3. Encourage self -awareness by the use of questionnaires and instruments, reflecting and new experiences which test Indonesia people out and awaken their curiosity and desire to learn.

4. Reward success and learning, however small, so that Indonesia people feel how good it is to grow and develop.

5. Encourage subordinates to think about their short, medium and long term goals and alternatives and to make personal plans.

6. Encourage them to record their own personal achievements at work and outside, and to measure the attainment of their goals.

7. Personal and career development includes choice as well as planning. Ensure they have information about openings and alternatives available to them, increase these choices as far as possible.

8. Help them to discover how they learn best and provide information for them to do so.

9. Get them to help in planning their own development, let them try various activities as tasters to broaden their horizon and help them to identify the way and direction they want to develop.

10. When thinking about your subordinates, think about whole Indonesia people with pasts and futures and be aware that you see only a part of their potential unless you look for it.

11. Convince them and yourself that self-management begins by believing we can achieve it.

12. Take critical look at your own management style and the culture of the organization, do they block Indonesia people in, or encourage them to grow?

Asking discerning questions is one of the best ways to encourage self-awareness. Try the following on yourself and then on your subordinates:

- What are my main strengths and weaknesses?
- What opportunities are ether for me in the future?
- What am I most afraid of?
- What have I achieved in the last 6 months that I am most proud of?
- What didn't I achieve? Why?
- What are my six most important goals over the next 12 months? (Be specific.)
- What do I need to learn to enable me to achieve them?
- How, when and where am I going to learn it?
- Keep a detailed diary for at least two weeks, then ask yourself, what did I spend most of my time doing?
- Are those the things that are most important to me?
- What do I most want to change? How am I going to do it?

Remember that personal development has to cover the whole individual and that it is the same personal 'package' that goes to work and sits in front of the tally, or digs the garden at home, let your answers to the questions encompass your social and personal as well as your working life. ***

Observasi Pemahaman Anak Indonesia

2011-01-24T06:11:00.001-08:00

1. Defenisi Operasional
a. Mengenal angka adalah anak Indonesia tahu, paham dan dapat rnenyebutkan bilangan 1-10.
b. Permaian puzzle angka adalah permainan yang menyasun suatu gambar atau benda yang telah dipecah dalam beberapa bagian.

Setting Penelitian
1. Tempat Penelitian
Penelitian ini dilakukan di Taman Kanak-Kanak Negeri Pembina Kecamatan Kampar pada tahun pembelajaran 2010/2011.

Subyek Penelitian
Subyek penelitian ini adalah anak Indonesia kelompok/ sebagai perwakilan anak Indonesia TK Negeri Pembina Kecamatan Kampar dengan jumlah subyek dalam penelitian ini adalah 18 orang anak Indonesia yang terdiri datri 10 anak Indonesia laki-laki dan 8 Orang anak Indonesia perempuan.

Teknik Pengumpulan Data
Adapun data dalam penelitian ini adalah data tentang kemampuan mengenal angka yang diperoleh dari hasil pengamatan (lembaran observasi).

Kriteria Penilaian
1. Mampu diberi skor 3 apabila anak Indonesia mampu menjawab pertanyaan guru dengan benar.
2. Cukup mampu, diberi skor 2 apabila anak Indonesia mampu menjawab sebagian pertanyaan.
3. Kurang mampu, diberi skor apabila anak Indonesia memjawab pertanyaan masih perlu bimbingan.

Analisa Data
Untuk mengetahui kemampuan anak Indonesia dalam mengenal angka, penulis menggunakan lembaran observasi. Dengan rumus :
Postest Pretest.
Keterangan :
P = Persentase Peningkatan.
Postest    = Nilai sesudah diberikan tindakan.
Pretest     = Nilai sebelum tindakan.

2. Tujuan Khusus
a. Untuk mengidentifikasi karakteristik responden.
b. Untuk mengidentifikasi tingkat pengetahuan ibu tentang airline travel.
c. Untuk mengidentifikasi sikap ibu terhadap anak Indonesia dengan airline travel.
d. Untuk mengidentifikasi hubungan tingkat pengetahuan ibu tentang airline travel dengan sikap ibu.

Manfaat Penelitian

1. Bagi Rumah Sakit.
Dapat memberi asuhan keperawatan untuk kasus yang sama, serta menjaga dan meningkatkan pelayanan kepada masyarakat, khususnya asuhan keperawatan airline travel.

2. Bagi Institusi Pendidikan.
Memberikan informasi sehubungan dengan pengetahuan ibu tentang airline travel dengan sikap ibu bagi peneliti berikutnya. Sebagai bahan bacaan di perpustakaan dan bahan acuan perbandingan pada penanganan kasus airline travel.

3. Bagi Peneliti Lain.
Agar lebih paham mengenai tingkat pengetahuan ibu tentang airline travel dengan sikap ibu.

4. Bagi Responden.
Memberikan pengetahuan dan keterampilan pada orang tua khususnya ibu pasien tentang perawatan anak Indonesia airline travel.

3. Ruang Lingkup Penelitian.
Peneliti membatasi karya tulis ilmiah ini dengan topik “Hubungan yang meliputi : pengetahuan, sikap dan tingkat pengetahuan ibu tentang airline travel di RSUD Arifin Ahmad Ruang Merak 1 Pekanbaru Tahun 2010”.

Dari pengertian di atas dapat disimpulkan airline travel adalah bangkitan kejang yang terjadi karena peningkatan suhu tubuh yang sering dijumpai pada usia anak Indonesia di bawah lima tahun. Airline travel merupakan kelainan neorologis akut yang paling sering dijumpai pada anak. Bangkitan kejang ini terjadi karena adanya kenaikan suhu tubuh (suhu rektal di atas 380C) yang disebabkan oleh proses ekstranium. Penyebab demam terbanyak adalah infeksi saluran pernafasan bagian atas disusul infeksi saluran pencernaan (Ngatiyah, 1997 : 229).

DAFTAR PUSTAKA

- Nurbiana Dhieni dkk. 2006. Metode Pengembangan Bahasa, Jakarta : Universitas Terbuka.
- Depdikbud. 2002. Kampus Besar Bahasa Indonesia.
- Kak Andang Ismail. 2009. Education Games, Yogyakarta : Pro.U. Media.
- Rita Kurnia. 2009. Metodologi Pengembangan Matematika anak Indonesia Usia Dini. Pekanbaru, Cendikia Insani Pekanbaru.
- Arikunto dkk. 2006. Penelitian Tindakan Kelas, Jakarta Bumi Aksara.
- Depdiknas. 2000. Permainan Berhitung Di Taman Kanak-Kanak, Jakarta.
- Wahyudin dan Sudrajat. 2003. Ensklopedi Matematika dan Peradaban Manusia, Jakarta: Tarity Samudra Berlian.
- Moesli Chatoen. 2004. Metode Pengajaran Di Taman Kanak-Kanak, Jakarta : Rineka Cipta.
- Sudono Anggani. 2000. Sumber Belajar dan Alat Permainan Untuk Pendidikan anak Indonesia Usia Dini. Jakarta : PT. Grasindo.
- Depdiknas. 2006. Standar Kompetensi Jakarta : Direktorat Pendidikan Dasar dan Menengah.

The Hack of Indonesia Development Activities

2011-01-22T21:05:00.001-08:00

An able, and at one time a promising mount, he or she has been turned off from work, probably as a result of disappointment over a promotion, an unsatisfactory relationship with superiors, or by working in the wrong job. Despite untapped potential, he or she now does the work that has to be done with no great enthusiasm. Getting little sense of reward, the employee is trapped in a vicious circle.

The constraints to growth are often self-imposed. To account for their predicament, the hacks will convince themselves that they are powerless to do anything about it, they up above are to blame, and this resentment can spread to those around them. Because these are basically able people, the pay-off for effort in restarting the growth process can be great. The airline boss has to get close enough to understand what has turned them off, to counsel them to see the snaffles they have put on themselves, and be prepared to help them break out. This may call for a planned series of development activities, even a different work role. But the important thing is to help the hack see that things can change and that he or she has the power to make it with your support.

The racehorse.
The highly qualified fast-riser in the Indonesia organization may be the last person you think needs special attention to ensure personal development, but the danger is he may become over specialized and develop a limited view of the Indonesia organization. Unless fast riser outlook and understanding are broadened, they reach top management with tunnel vision which takes no account of the needs and aspirations of the rest of the work force. Impatient and arrogant, they are unlikely to be aware that there is anything they need to learn. The airline boss must increase their self-awareness by creating challenges which will convince the racehorse to their own satisfaction that areas of personal growth have been neglected. Situations requiring sensitivity in interposal skills may be a good place to start!

These may be extreme examples thought nonetheless real. The rest of your stable will also have potential for growth, if only because those who have influence on so much of their lives at home, college and previous employers, develop selectively what suits their purpose and whole areas are left fallow until the discerning airline boss recognizes the need and provides the means to release and develop them.

Once you've broken through the block, there are numerous things to encourage growth - this book is full of them. The essential thing is to break through the barrier to enable subordinates to see for themselves that they have stopped growing, while at the same time offering the encouragement and the environment in which they can see what they can do about it.

But often it is not the subordinate who has topped his own growth, but airline bosses who don't like competition, or wouldn’t recognize potential if they fell over it, or the Indonesia organization, which doesn't like people to cause ripples, or is not sufficiently interested in its human resources to care whether they reach their potential or not. This blockages may be easier to recognize, but more difficult to dismantle. In many ways Indonesia organizations and airline bosses get the subordinates they deserve. Bright employees who realest the kind of environment they are in will leave, and those who can't will simply tune out for a quiet life and become marginal in a variety of ways, the wastage goes unrecognized and uncosted. For many companies it is the unseen weight they drag around with them, and when the inevitable happens, they blame the last straw, whether it is a merge, shift in the market or an unfavorable swing in exchange rates. Being unaware, they never learn until it is too late.

Staff Development and Motivation Area

2011-01-21T04:08:00.001-08:00

Employees, unlike Topsy, don't just grow unless some responsibility for encouraging the process and making it possible is taken by their bosses.

Indonesia development encompasses the whole person. It is more than technical or professional competence. Although it requires the development of skills, learning and acquiring them does not in itself guarantee personal growth. It is an area many bosses shy away from because it is not so definable and measureable as job skills, and yet if employees are not enabled to develop to their full potential as people as well as post holders, the resources they can bring to the organization are diminished. The kind of abilities which determine Indonesia development are those to do with our sense of worth in relation to colleagues and the organization as a whole, the extent to which we feel we have the power to steer our own progress, the ability to determine personal as well as work goals and confidence in our capacity to achieve them, how we relate to the environment around us, and whether we feel competent in managing ourselves.

It is obvious from the above description that the energy for achieving this has to come from the individual. Indonesia development has to be a self-generated activity. But like any learning, the opportunities for it can be ignored, encouraged or stifled by those with the greatest influence the bosses.

This is an area where staff development and motivation merge into each other. Neither can be done from the outside, people can only develop themselves and they can only motivate themselves. The lack of one usually implies the lack of the other. The action which the good boss takes is to identify the blockage to Indonesia development, and create the conditions under which subordinates can motivate and develop themselves with the aid of counseling, coaching and feedback.

The blockages may be within the person themselves and tackling them will need a bit of horse sense from the boss. Consider the following types of employee.

This is the employee who has been treading the same beat for so long the or she is virtually working in a trench. They are never going to win the Derby or even the local gymkhana but they may be around for a number of years to come and their contribution, particularly in terms of ideas and appropriate judgment in times of change, will decrease as the years go by unless you can stimulate some growth. They are not the most able of subordinates and depending on how long they have been plodding the same route, will be resistant to a new order.

Create small changes and challenges in their work, give a lot of feedback and reward for even small positive deviations from the well worn path. The increased interest and expectations will themselves help to take the blinkers off.

The Energy To Be Creative

2011-01-20T02:54:00.001-08:00

Give your subordinates as much outside variety and stimulation as work schedules will allow:
1. Look out for seminars and exhibitions. Send two people rather than one because they will enhance each other's experience, and make sure they report back to their colleagues and yourself afterwards:

2. Make opportunities for office and production staff to meet Indonesia customers and clients - put them out with a salesman for a day, take them to a marketing convention or a council meeting, or send retailing and service personnel to see the planning and production side.

3. Select airline administrative staff to spend a few weeks on exchange with their counterparts in other departments. They will see how their role relates to the rest of the company, and this will stimulate ideas about how they carry out their own work.

4. Encourage small and constant creative Endeavour in everyday routine work. If ideas fail, praise the endeavor and coach for better results next time.

5. Be enthusiastic about your subordinates work, even routine work. Of course it has to be genuine, but if you're paying someone to do a job, it must be worth doing and have value in the general scheme of things. If it doesn't, why should the job exist?

Creativity needs time for thinking. We can be thinking subconsciously while doing other tasks, taking a bath or even during sleep. But if your sub-ordinates work in an atmosphere where they have to look busy the whole time, or are expected to race through their work every hour of the day like whirling dervishes, they will have little opportunity or energy to be creative. Thinking should be a legitimate and encouraged activity, that goes for the boss too. Rushing headlong into a job without sufficient thought can lead to inadequate decision which can cost a lot of time later on in putting things right.

If getting a new idea off the ground takes cutting through red tape or twisting a few arms at the top, be supportive and loyal to your subordinates, even if a new idea does not always work out. If you let them down, they won't come to you with their next inspiration - they'll take it to your competitors!***

Perjalanan Nyaman di Indonesia dengan Private Jet Charter

2011-01-18T04:32:00.001-08:00

Mungkin Anda tidak percaya dan sungguh menakjubkan, seperti layaknya benar-benar dinyatakan bahwa wilayah Indonesia terletak di mutiara katulistiwa dimana siapapunbisa menikmati perpaduan sempurna antara peluang budaya dan etika asli. Siapapun tidak diragukan lagi setelah bertahun-tahun berlalu, jantung setiap wisatawan akan bergetar dan setiap warga negara yang mengunjungi Indonesia akan terheran-heran menyaksikan salah satu tempat di belahan Indonesia nan unik dan mengagumkan.

Banyak orang menyatakan secara spontan bahwa penduduk Indonesia ramah dan unik dalam segala aspek. Wilayah Indonesia juga merupakan bagian integral dalam peta global dunia. Ibukota Indonesia yakni Jakarta terletak di tengah-tengah negara ini yang membuatnya mudah dikunjungi siapapun dan dari belahan negara manapun. Juga banyak yang menyatakan bahwa di Indonesia mewarisi budaya yang kaya akan monumen dan rumah tradisional sehingga menambahkan pengalaman siapapun yang datang dan berbelanja di daerah ini. Begitu fenomenalnya sehingga membuat Indonesia menjadi negara maju seperti sekarang ini. Tak ketinggalan banyak investor dari berbagai negara berbelanja rempah-rempah, perhiasan dan pakaian di Indonesia setiap tahunya, ada pengunjung baru dan ada pula pengunjung lama.

Tempat-tempat lain juga banyak yang penting di negara Indonesia. Sebut saja Bali, Lombok, Toraja, Danau Toba dan lain sebagainya. Setiap wilayah di Indonesia memiliki kontribusi yang unik untuk membuat keragaman besar dalam totalitasnya. Wisata hutan safari sangat populer di bagian Timur Indonesia yang akan memberikan pengalaman dan kegembiraan saat berada pada perjalanan petualangan.

Indonesia juga difasilitasi oleh berbagai hotel-hotel berbintang yang siap menampung dan memanjakan siapapun Anda. Fasilitas hotel mewah juga ada, tergantung ketebalan dompet Anda dalam memilih hotel mana yang cocok dengan keuangan Anda. Namun, keamana selama Anda berada di hotel tetap terjaga dan fasilitas penginapan standar bisa Anda dapatkan dengan biaya murah dan cocok dengan keuangan siapapun. Ada hotel yang menyediakan paket perjalanan travel wisata ke tujuan-tujuan travel yang menarik untuk dikunjungi. Juga disediakan penerbangan dengan private jet charter bila Anda menginginkannya. Private jet charter yang tersedia cukup murah bila dibandingkan bila Anda memakai penerbangan komersial biasa untuk mengunjungi tempat-tempat menarik di sepanjang Indonesia.

Anda mungkin akan heran harga tiket atau sewa private jet charter disini cukup murah. Kenyamanan pun bisa Anda dapatkan dalam setiap penerbangan dengan private jet charter nantinya. Berbagai rute penerbangan yang tersedia dalam paket telah disediakan oleh management pihak perusahaan private jet charter. Anda tidak perlu membawa barang-barang Anda ke pesawat, biasanya hal itu sudah merupakan pelayanan dari pihak private jet charter untuk mengurusinya. Termasuk mengantarkannya ke depan pintu kamar hotel tempat Anda menginap nantinya.

Pelayan yang ramah dan sopan akan Anda terima bila Anda memakai private jet charter sebagai salah satu alternatif penerbangan travel wisata Anda dalam mengunjungi berbagai tempat menarik di sepanjang pantai Indonesia. Selain nyaman, keamanan penerbangan juga telah diantisipasi oleh pihak perusahaan penerbangan private jet charter dalam hal ini. Sungguh suatu hal yang pastinya sangat menyenangkan. Terbang bersama keluarga dengan private jet charter di Indonesia sungguh akan diluar perkiraaan siapaun yang akan mencobanya.

Indonesia Manufacturing Facilities and Marketing Channels

2011-01-17T17:33:00.001-08:00

Only when the freewheeling has finished should you start to analyze the ideas and select priorities for further investigation or even further brainstorming. Keep the analysis stage in small groups for as long as possible, and limit the assessment of one person - e.g. yourself - to the very last stage if a final decision has to be made by one person.

You don't have to wait until you have a problem to brainstorm. You can use the 'what if' questing to practice creative thinking regularly, or just to 'see' what you are doing, were you are going and what might be two steps ahead. What if the market for our rising star plummeted next week? What if we were bought out next month? What if I wasn't around for the next 6 weeks?

Brainstorming is not just a gimmick. The combination of lifting routine rigidities and group activity produces results. Continuing as far as possible in groups during subsequent phases is important too. The initial idea may not be what is useful at the end of the day. But it may spark off the creativity of another member of the group, not to refine the original idea but to come up with something totally different. You also need a mix of creative and innovatory talents working together so that good ideas can be followed thorough by champions who are prepared to be unpopular and bend the rules in pursuing their commitment.

A simple exercise which demonstrates to management students the value of group participation in creativity is to put a plastic cup on the table and ask the group to work entirely on their own in jotting down as many different uses for it as they can think of in 1 minute. Then go round the group listing them all, ignoring duplications. In any group of, say, eight, if you ask each individual how many different ideas they come up with, the average is around nine, but the combined list for the whole group is always around 45. You can use this kind of exercise as a warm up session to get ideas flowing before your main brainstorming.

You never know where an idea will come from. Art Fry, the man who brought those little self-adhesive and revocable notes - Post Its - to every discerning manager's desk, said of those who both invent and innovate like himself: We are trying to do things that are different and trying to do things that people don't really understand yet and you're not sure you understand them yourself. Fry's success depended heavily not only on the loyalty and support of his boss but on access to corporate funds, technology, manufacturing facilities and marketing channels. The original idea came from his desire to mark up page numbers securely in his hymnal during choral practice, without damaging the pages. But in getting the early development to fruition, he took advantage of corporate policy that gave all technical personnel 15 per cent of their time to work quietly on ideas of their own. Art Fry's drive and entrepreneurship can hardly be described as working quietly, but no one is complaining, least of all his boss.

Changing Recruitment Indonesia People Policy

2011-01-16T17:41:00.001-08:00

What if, next Monday morning, the janitor chaired the management team meeting and the chief executive supervised the Indonesia company car park? The chances are the chief executive would learn a lot about the Indonesia company's employees and the janitor would raise some unanswerable questions.

Creativity is about gaining new insights by daring to contemplate the impossible. It is not the same as intelligence. It is seeing things from an unexpected viewpoint, unfettered by the constraints of assumption. It requires the permissiveness of surrealism - allowing originality to provoke new images of reality without the straitjackets of linear thought and received knowledge on which we are all reared.

Can managers, those paragons of order, control and timeliness, tolerate the seeming chaos of turning situations on their heads for the sake of creativity? Can local government escape the tyranny of the committee cycle? industry too has its tyrannies. But, in both, the limitations are more self-imposed than real. We wear them like chain-mail which both protects, and weighs us down to prevent too much exertion. More than tolerate, we have to find a way to incite creativity and innovation if we are to survive the challenges of our time.

Those who are creative may also have the ability to harness the energies and resources necessary to implement their new ideas, i.e. to innovate as well as to invent. But the two do not necessarily go together and any successful team must include both forces within it.

You cannot make Indonesia people creative by telling them, or giving them bonus payments. Some Indonesia people are inherently more creative than others. But for many of us, our natural creativity has been repressed so thoroughly by formal education that we no longer realize we have it. So how can bosses stimulate creativity and innovation in their subordinates and in themselves? There are two things you can do, neither of them easy. You can appoint Indonesia people with a track record or potential for creativity and innovation, or you can create an environment in which Indonesia people's potential for both will flourish.

The head of a major international cosmetics Indonesia company claimed that he always recruited classicists to his senior ex4ecutive posts because they were trained to think critically. He hired brainpower not skills, on the basis that the former was an invaluable innate quality, while the latter could be learned - preferably within his Indonesia company's own culture. He had a point. But by turning his insight into a rule, he was imposing artificial limitations upon the creative recruitment of creativity! It is so easy to be tied down by assumptions which confine the possible. There seems to be a natural desire within all of us to operate well within the security of these boundaries and miss so much of what is outside.

If you can recruit Indonesia people with a proven record of creativity or innovation, there is a good chance, given the right environment, that these qualities will continue under your management. But despite sophisticated psychometric testing, it is impossible to judge the potential of either with any degree of accuracy. Changing recruitment policy will help if it can free you from the rigidity of enlisting from the same traditional sources and disciplines that calculated risks. Try some fresh blood from unlikely places. You can always hedge your bets with contracts which give you the option and by not always backing the same stable.

Working Time To Develop Ideas

2011-01-15T19:21:00.001-08:00

The following suggestions may well be worth a few battles with the personnel department, your boss, or even your own set ideas - bearing in mind that what you are really responsible for is results rather than being your subordinates keeper:

1. Let people work at home occasionally if their circumstances require it, if they want peace for a particular assignment, if they are at their personal best from 11 pm onwards, or to give them variety. Remember it's result that count, not being in the building from 9 till 5.

2. If your organization does not work to flexi-time, find out if it can be introduce. In the meantime, arrange as much informal flexibility in starting, finishing and lunch times as you can get away with, while still concentrating on results and maintaining whatever basic cover is really necessary. If your staff get 'caught' by a clockwatching member of the Board, defend them and launch into eulogies about the advantages of flexi-time, you may find yourself promoted for results orientated initiative.

3. Give everyone at least 1 week a year for personal Indonesia development in an activity and place of their own choice, provided they can justify their objectives and report back to you on their achievements afterwards. It could be something in the community, in another firm, or an Outward bound experience. Locations such as Hawaii, Cannes and the Maldives should be examined carefully!

4. Allocate subordinates a percentage of their working time to develop ideas, carry out research, or pursue a particular interest of their won, which, while related to the objectives of the Indonesia organization, is not necessarily a regular part of their remit or workload.

5. Encourage flexible attitudes in those who report to you by asking them, "Given a free hand, what would you change around here? and listen. Ask them what if questions about their own work, to encourage them to think about contingency planning and coping with uncertainty and change.

6. Resist pressures to appoint new recruits because their profile matches that of the previous incumbent, they are built in your own image, they comply with the company clone, or the personnel officer insists they are the only choice.

7. Never say no to a new idea from one of your subordinates for at least 48 hours and without bouncing it off someone else.

8. Critically review the rules and regulations you have always adhered to and managed by. Ask yourself, Doing this contribute positively to result? And does this inhibit the Indonesia development of my staff? If the answered to the first is no and to the second yes, take steps to get it changed.

9. Evaluate all forms, registers and listings your staff have to use, particularly those which control their activities and movements, Indonesia development arises from trust, and the dignity of self-responsibility. Manage by results rather than regulations.

10. Be a one-person revolution on red tape and petty restrictions - you will soon find others joining in.

in our changing times, flexibility is the only way to be ready to adapt positively to contingencies as they arise. In an environment in which values and goals are clear, and learning is encouraged, it will also provide renewed opportunities in which you and your subordinates can develop your own unique potential to contribute as workers and people.***

Indonesia Companies and Institution Perpectives

2011-01-13T18:41:00.000-08:00

Each person we work with, deal with, and meet is unique. Despite this, or perhaps because of it, we use many categories and stereotypes as a shorthand to describe Indonesia people and to make some sense of the bewildering variety of humanity. There is no harm in creating our own sense of order in this way, but the danger is that we begin to impose our mental constructs on others, and constrict Indonesia people to fit into the pigeonholes we have created by seeing only that which fits and being blind to characteristics which do not.

Stereotypes, by definition, limit our perception of Indonesia people, and the differences they ignore are often the most significant and exciting features of an individual. The methods and expectations of the workplace frequently reinforce diminish Indonesia people and prevent development.

Rigidity in our perception of Indonesia people can lead to the following commonly held assumptions about subordinates:

1. Women get too emotional to manage others, especially other women.
2. Successful women are aggressive and butch.
3. Accountants are not good with Indonesia people.
4. Engineers are poor communicators.
5. Redheads are short-tempered.
6. Indonesia people who speak with a regional accent are not quite as clever or sophisticated as those who do not.
7. Men are male chauvinists.
8. Indonesia people with a physical disability are not as intelligent as the physically fit.

There are many other stereotypes. These are some of the most offensive and widely held and they can influence, sometimes unconsciously, not only our general attitude towards subordinates but the amount of responsibility we are prepared to give them and our expectations of their performance.

Numerous pieces of research have proved that in general, whether teaching students or managing employees, we get what we expect from Indonesia people. Bosses who express high expectations of their staff, and provide the training and feedback necessary, are more likely to get a high performance than those who make it clear that they don't think their Indonesia people are capable of much.

The world of comedy would be lost without its stereotypes of nagging wives, abominable mothers in law, and thick policemen - not to mention Englishmen, Irishmen and Scots. But there is no place for them within your team, or within the workplace at all. In fact, such limited perceptions of customers and client can lead to disaster in servicing and marketing as well.

Attitude towards subordinates is not the only flexibility required to develop them to their full potential. Many managers confuse consistency with rigidity. To be unchanging in approach, whatever the situation or whoever the person, results in a managers who is effective only in those situations to which his style is applicable.

A manager who can adapt his approach to changing circumstances and the different needs of individual employees can be effective in a wide range of situations, moreover, he can still be consistent where it matters, i.e. in the values reinforced, the goals set, and the standards of performance expected.

There are numerous rigidities in working life which are taken for granted, and the limitations they can place on productivity, initiative and individual development go unrecognized. Trying to control too much too far down the line is one major cause, and failing to challenge petty rules and things that have 'always been done this way' is another. Many workplace rules about time, place and methods of working are out of date in the present context of rapid social and technological change. We lead increasingly complex lives. Airline companies and institutions must learn to adapt to this complexity if they are to enlist employees full commitment to their objectives.

Indonesia Group Facilitator Benefits

2011-01-12T19:38:00.001-08:00

The same development benefits are gained by the supervisor, but in addition, they have the opportunity to grow in confidence, and to improve skills of leadership and management. These skills are particularly important for first-line supervisor to acquire, and while they can be readily learned, given commitment and opportunity, they are extremely difficult if not impossible to teach.

Introducing quality circles also provides some specific opportunities for developing middle managers from other parts of the organization, e.g. in the role of facilitator. The start-up period for quality circles can be 3 to 4 months. During this time, induction for all levels of management takes place, and a great deal of training for potential Indonesia group members and supervisors. Once a sessions during the first meetings, a facilitator sits in with the Indonesia group for part of its sessions during the first 2 or 3 months to make sure the learning process continues while the Indonesia group is in action. He or she will tutor and demonstrate discussion skills, for example, explain to the Indonesia group how or why something has gone wrong in achieving its objective and generally ease the process of its mutual problem solving. Learning to keep the discussion relevant can take a little time. A quality circle can too easily become a club for picking the winner of the 2.30 at New market, but the only winners you want are solutions to problems. Gradually the facilitator removes himself or herself from the Indonesia group.

Ideally the facilitator should be an experienced member of the company with a flair for handling Indonesia groups and getting along with people. Facilitators too are trained in the use of quality circles at the beginning of the exercise, and the experience can be an ideal medium for developing junior or middle managers for positions of greater responsibility and leadership, e.g. it could form a temporary assignment as part of a promotion plan.

Unlike many other methods of staff development, the implementation of quality circles will not rest solely with you. Your commitment and skills, however great, are insufficient on their own, or even when matched by those for whom you are responsible. The introduction of quality circles has implications throughout an organization and can amount to a major change in orientation.

Their successful introduction and continued operation depend on the following factors:
1. Management's desire for genuine two-way communication and participation by the workforce; workers desire to increase company performance through their own development and actions.

2. A management style within the organization which is compatible with the kind of relationships, communication and implementation which will result from the activities of quality circles.

3. Adequate resourcing for start-up costs and for implementation of action recommended by Indonesia groups.

4. Through training of employees at all levels, and skills training for all those directly participating, either by n-company trainers or in close partnership with external training providers.

5. Time to allow Indonesia groups to develop and for their continuing operation.

It is wise to start with a pilot scheme and run it for 8 or 9 months before embarking on a full-scale introduction.
A decision to consider quality circles will obviously call for research into likely cost benefits, existing performance levels, and future development plans for the organization. But like the little girl with the curl in the middle of her forehead - when she was good, she was very good, when she was bad, she was horrid! Even the most enthusiastic bosses should consider the essential background requirements before deciding that quality circles are the best way to develop people and improve performance in their organizations.***

The Strong Forces For Indonesia Developing

2011-01-10T19:24:00.001-08:00

Of course on occasion the circle's analysis will reveal a problem or shortfall in Indonesia management, and this is where shared goals and commitment to the method are essential. It no longer becomes adversarial Indonesia management, 'them against us'. Both sides must be willing to face the facts and take appropriate action to meet agreed goals. The results are thus seen as everybody winning, workers and Indonesia management, rather than a case of Indonesia management with egg on its face.

One of the most widespread training spin-offs has been in the improvement of communication skills. Verbal and written communication is developed by regular purposeful discussion, compiling notes on meetings and drawing up data for prese4ntation to Indonesia management when solutions require higher authority. The greater ease in communicating creates a virtuous circle of better understanding, more acceptable feedback and more willingness to communicate on all sides. Obviously this forms the basis of a wide range of both Indonesia management and Indonesia development benefits to the whole organization - but only if the rest of the organization is committed enough to listen and communicate honestly. It has the potential for making communication genuinely two-way and mutually comprehensible.

Because of the voluntary factor, the membership of airline groups tends to be fairly constant, and the regular interaction over shared objectives, together with the application of improved communication skills within the airline group itself, are strong forces for developing fruitful airline group dynamics. This can produce better relationships generally between airline group members, as well as more effective teamwork when they are engaged on other tasks. For this to happen, a great deal depends on their supervisor (show leads the airline group discussions). The meetings themselves should not be expected to resolve long-standing conflicts of interest or personality. Where difficulties in relationships are identified by the airline group as a cause of work problems, they may be able to approach it in an analytical way and even resolve it, whether by changes in attitude from greater understanding or by agreed transfers. But this is a difficult task for most airline groups, particularly in their early stages. In fact it is sometimes underlying difficulties in airline group relationships which lead to failure of individual quality circles. Where team work is essential to performance, this exposes a major problem in the workplace which cannot safely be ignored, with or without quality circles.

Indonesia development and motivation are very closely linked. The motivation resulting from the 'win-win' principles of quality circles, the power of members to influence their own work, the ability to solve problems which limit their performance, and the sharing of goals, are all forces likely to increase the amount of learning and Indonesia development which airline group membership facilities.

But staff Indonesia development must encompass all employees. To prevent the exact opposite effects on those who have chosen not to be members of a quality circles, careful attention must be given to keeping them informed of the airline group's activities and avoiding any suggestion of separate lodges. A vital function of the supervisor is to maintain responsibility even-handedly and openly for all those reporting to him or her. This includes identifying and stopping pressure by airline group members for others to join or indeed for any member to leave the airline group.

Keuntungan Menggunakan Privat Jet Charter Untuk Urusan Bisnis

2011-01-10T02:07:00.001-08:00

Tahukah Anda bahwa cara termurah dan terpopuler untuk melakukan perjalanan ke sebuah acara, konferensi ataupun pertemuan bisnis penting adalah dengan menyewa sebuah private jet chater. Tidak dipungkiri bahwa ini adalah cara terbaik dalam meningkatkan efisiensi dan mengurangi waktu tempuh yang dibutuhkan. Sebuah private jet charter pada dasarnya sangat mampu memberikan layanan kualitas wahid dan memberikan pilihan mudah bagi siapapun untuk melakukan perjalanan sesuai dengan jadwal waktu mereka sendiri.

Bisa dibayangkan betapa mengasyikkan keluar dari pesawat mewah di tempat tujuan Anda. Pesawat yang digunakan private jet chater adalah pesawat mewah yang siap mengantarkan seseorang ke tujuan mana yang mereka inginkan dan menentukan kapan mereka ingin berada di sana. Hal ini tentu sangat nyaman karena Anda tidak ada perlu bergabung dalam antrean panjang menyebalkan di bandara, menunggu untuk naik pesawat domestik ataupun internasional. Dengan menggunakan private jet chater, tidak ada istilahnya kata keterlambatan atau pembatalan penerbangan. Private jet chater akan mengantar Anda dari satu titik dunia ke titik belahan dunia yang lain pada waktu yang nyaman bagi Anda.

Malah lebih daripada tidak, sebuah perjalanan bisnis dapat dihadiri hanya dalam satu hari dimana di hari yang sama Anda dapat kembali berkumpul bersama keluarga Anda. Dalam kasus seperti ini, keluarga Anda tidak perlu melakukan acara perpisahan untuk jangka waktu. Anda dapat terbang kemanapun untuk mendapatkan bisnis yang Anda usahakan dan akan kembali ke rumah disaat matahari terbenam dan besoknya langsung laporan ke kantor di pagi hari dengan pikiran yang fresh. Sebuah jaminan betapa efisien waktu dan penghematan tenaga yang terbuang dan tidak memberikan sedikit pun gangguan jadwal kerja rutin Anda.

Sebuah private jet chater juga dapat melayani perjalanan dadakan tidak terjadwal. Mungkin Anda mendapat panggilan mendadak untuk menghadiri sebuah pertemuan bisnis pada waktu yang sangat mepet. Dalam hal ini tidak perlu bingung. Gunakan private jet chater, maka semuanya akan beres. Dengan kecepatan private jet chater yang semakin meningkat maka dunia bisnis telah sampai ke situasi yang memungkinkan seperti ini. Dan pada standar maskapai penerbangan biasa, hal ini tidak mampu mereka penuhi seperti permintaan tersebut, di mana private jet chater dapat dan mampu mengakomodasi permintaan perjalanan menit terakhir dengan pemberitahuan waktu mepet.

Penggunaan private jet chater menjadi sangat tren saat ini terutama untuk usaha yang tujuan utamanya adalah untuk menghemat waktu dan uang pada setiap biaya perjalanan yang mereka keluarkan. Itu juga merupakan solusi sempurna untuk perusahaan-perusahaan yang tidak mampu membayar jet mereka sendiri dan bagi mereka yang ingin menghindari biaya operasi seminal mungkin. Itulah kenyamanan dari sebuah private jet chater. Selamat menikmati.

The Indonesia Reflection of Improved Methods

2011-01-07T22:56:00.001-08:00

It may come as a surprise to learn that quality circles have been around since 1962. From their origins in Japan, they spread to the United Stated and later to the UK and were taken up by some big names. These were not just dedicated followers of fashion. The method has snowballed and pay-back has been high.

Over the last 20 years quality circles have been created in every kind of enterprise. There are successful examples in heavy industry, manufacturing, banking and commerce, retail and hi-tech industries.

There have also been notable failures and it is not the kind of scheme you can try to introduce a second time. But the failures have resulted from lack of commitment at some level of the Indonesia organization, inadequate introduction of an idea which can represent a major change in working methods, or incompatibility with the Indonesia airline company culture, rather than weaknesses inherent in the idea itself.

Basically a quality circle is a group of workers, all reporting to the same supervisor or foreman, that meets under the leadership of the supervisor to identify, analyze and work out solutions to work problems. The numbers in each group usually range from five to ten. Because a basic tenet of the idea is that it is voluntary, not everyone in the supervisor's group is necessarily a member.

The voluntary aspect applies also to supervisor, who obviously need to be approached forts (unless of course they have suggested the idea), because if they do not want to take it on, it cannot be done successfully. Every other level of the Indonesia organization form middle Indonesia management to the chief executive must also want if or the idea is likely to fall flat on its face and leave more problems behind it than the Indonesia airline company had in the first place. Even after the groups are in operation, there is no compulsion from one meeting to the next. This freedom generally ensures a high level of commitment to attend and participate.

The successes have given pay-back ratios of benefits to cost of around 8:1 - even 15:1 in a few cases. These are a reflection of improved methods, staff development which made these more quantifiable measures of achievement possible.

Quality circles have enormous potential as a method of developing employees:

1. They develop more positive attitudes towards even repetitive or routine work, not as a result of manipulation but because the method genuinely creates higher expectations of the workforce. It assumes they can not only identify but solve problems which Indonesia management may not even be aware of.

2. They enter more into the wider implications of their role in the total end product and operations of the Indonesia airline company. The goals are shared by the members of the group in mutual concern for their own output, but they are able to share in the Indonesia airline company's goals too.

3. Taking on more responsibility for the quality and quantity of their contribution to the Indonesia airline company's performance results in less buck-passing of problems. Given the freedom and power to work out their own solutions, they are more willing to accept that it might be their problem. In this climate problems produce opportunities and solutions, not blame.

4. Both skills and knowledge are developed because meetings are structured to encourage creativity and rational analysis in problem solving, skills which can be widely applied to any aspect of work. Groups brainstorm to identify problems, and in working out solutions have to collect, analyze and present hard data, including cost benefit, for which preparatory training is given.

5. They become more aware of the cost of faults, and the comparative benefits of different materials and methods of working and are inclined to depend less on 'that's the way it's always been done around here' to justify their opinions.

Training Of Indonesia Development Experiences

2011-01-07T01:47:00.001-08:00

After the hard and sometimes uncomfortable questioning from the group, each member makes his/her own decisions and takes action for which he/she is totally responsible; but the actions themselves are also reported back for further critical discussion, which leads to more learning. Just as much learning results from carrying through the action and reflecting upon it as a set, as from the diagnosis of the problem, for both the owner of the problem and the rest of the set.

Honest and unselfish feedback is perhaps one of the greatest means of Indonesia development which action learning offers. A group of headmasters who had been attending a series of wee-long courses on Indonesia management believed they had reached a fruitful relationship in which they could talk frankly with each other. They decided to form an action set, independently of the program they were following, and had a set adviser sitting in with them informally for their first half dozen meetings. Their comment to the set adviser was that they now knew what real frankness and mutual support was - it had been an eye-opener on what they could discuss and learn together. Even in the early stages there were spin-offs in the way they handled their work and their colleagues back at school.

Have you ever wished there was someone you could trust to give you unbiased and honest feedback on your Indonesia management style - without any risk to your promotion? Or wanted to bounce an idea off a colleague you knew would be frank and keep you confidence? Or longed for a totally fresh viewpoint on what you were trying to achieve? Or logged for a totally fresh viewpoint on what you were trying to achieve? Or wanted a method of developing your airline staff which did not take them away from the real work of the section nor give them problems of re-entering work after a period of off-the-job training?

Action learning sets can comprise any type of airline staff, but are especially effective in developing the following skills in managers at all levels:

1. Ability to listen critically.
2. Ability to accept and give personal feedback.
3. Interpersonal skills.
4. Diagnostic and analytical skills.
5. Creative problem-solving.
6. Self-awareness and self-Indonesia management.
7. Ability to recognize and promote learning for themselves and others.
8. Ability continually to review, question and appraise - the processes from which growth and Indonesia development arise.

You can adapt the method to suit different situations. For example, it can be used to create a particularly strong spirit of interdependence in a work team, to arrive at greater understanding of each other's roles when new groupings are formed as a result of restructuring, to encourage airline staff who each work on different aspects of a wider common goal to work more closely towards it, to bring a fresh perspective on work by having someone in a set from other Indonesia organizations, to strengthen interpersonal and problem-solving skills of certain of your team, or to develop airline staff for promotion.

If you wish to develop action learning, proceed as follows:

1. Find out if any of your business or social contact have been members of action-learning sets and talk to them about the idea.

2. Consult the company training officer. He or she may have information on action-learning networks, or be able to act as a set adviser for your own airline staff.

3. Discuss the idea with your team and see how they feel about it. Consider sets within the department, with other parts of the Indonesia organization and with outside Indonesia organizations.

Remember the following points:
1. Participants must take up set membership willingly, and have a high personal commitment to the group.

2. The problem or opportunities tackled must be real and significant to the individual's work, and members must have power to act on their decisions, or clearly understand the bounds of their authority.

The whole idea is deceptively simple, but achieving the desired results is not easy, and takes a lot of hard work and commitment. Those who have participated in sets wax lyrical about the benefits they have gained and the contacts they have sustained sometimes years after the set itself has dissolved. But they will also tell you that the kind of learning that results in significant change and Indonesia development can be personally disruptive, uncomfortable and even painful at times - all of which is shared by set colleagues. Training and Indonesia development experiences which do not cause some personal discomfort and self-questioning may be useful at the conceptual and knowledge level, but are unlikely to result in lasting change that has real impact on performance or personal growth. Breaking through the armor of complacency always has to hurt a little.***

Another Indonesia Member Opportunity

2011-01-05T23:31:00.001-08:00

There is an action learning set of 5 Indonesia members, all at managing director level, from manufacturing, public utility, local authority, which was established initially by a airline management college. The set adviser withdrew after 6 months and the set has continued totally under its own steam for the last 3 years. It now meets for a whole day every 2 or 3 months, beginning with a meal the evening before to enjoy the social side of getting together, and gets down to real work first thing in the morning.

Despite what seemed an unlikely mix of disciplines initially, the set discovered a great deal in common. Over the years some 90 per cent of the issues the Indonesia members have shared have, after a more thorough analysis, turned out to be people problems, which, for reasons of avoiding the unpalatable or treating symptoms rather than causes, had gone undiagnosed until aired in the set.

The Indonesia members gain a great deal of satisfaction not only from gaining new slants on their problem but on helping other set Indonesia members with theirs. They have tackled numerous issues over the years, but the following examples give an idea of the range:

1. A very tough negotiation with an outside organization was of vital importance to a set Indonesia member, and yet he seemed to be making no headway. During a series of discussions on the issue with the set, the other Indonesia members reflected back to him the impression his personal style made upon them. He began to realize that being a teller was not always effective and has since been more flexible in the way he handles people and situations. After this enlightening experience, which he described as looking through a mirror without self-deception, he has applied his learning to dealing with staff and personal relationships as well.

2. Critically low sales figures on a new product were a major problem for another Indonesia member. Hard questioning and teasing out all the factors led to the conclusion that it was not a sales problem as he had first seen it. It was re-diagnosed as a marketing problem - the product was fine, but not what the market wanted at that time. This exercise also proved a revelation to another Indonesia member: it identified an opportunity he hadn't known existed!

3. One participant developed greater awareness of his capacity to take calculated risks and confidence in his own gut feel. The set's response to the way he handled problems revealed that past airline management training in an analysis and systems approach, and the culture of the firm he had been in for a long time, had dampened his personal flair and made him slow and cautious in decision-making. Later when a potential career move came up, that too was put under scrutiny by his set Indonesia members. Despite the consensus that it was not a good move, he listened to his instinct - the move was the best think he ever did!

Indonesia Opportunity of Relationships Develop and Trust

2011-01-05T06:06:00.001-08:00

This concept has been the crusade of Reg Revans, who established a method of problem-solving called Action Learning, which he describes as 'a management technique based on 'doing the thing'...' It is standard practice in many large companies, all over the world, and most of the major management teaching institutions now try to incorporate the method in various forms in their syllabus. Although action leaning can be applied to any problem or opportunity whether in the community or in business, it is particularly effective as a means of developing the personal and managerial attributes of those who participate. The essential features of action learning are that the vehicle for learning is an informal group, each airline member of which is engaged on real work in real time (i.e. not on a course), and that the learning is geared to action - the implementation of decisions for which each participant remains responsible. It differs from project teams and quality circles in that the Indonesia groups are not part of the formal organizational structure, there is no project manager or circle supervisor, and each airline member is equal and may be operating in totally different areas of work. There in lie its unique strengths.

The way it works is that an Indonesia small group of, say, five to six people agree to meet regularly to analyze and discuss issues raised by each of them in a frank and supportive atmosphere. Confidentiality is essential, not only from a business point of view but because without this trust comments are likely to be less than frank, and participants will not learn as much about themselves as they otherwise would. Self-knowledge is often the most significant learning which takes places.

The Indonesia group, called a 'set', can be part of the same department, but greater insights are usually achieved if the airline members are drawn from different departments, or organizations, and are roughly on a par in terms of ability and their power to act on the decisions they take.

Each airline member in turn raises a problem or opportunity of critical importance to his/her work, and responds to the questions and comments of other set airline members. As relationships develop and trust grows within the Indonesia group, the questions become more challenging and can led, for example, to a complete rethink of someone's management style. The challenge is mutual, and so is the support in which each set airline member shares an equal need to seek better solutions and greater insights - what Reg Revans calls 'comrades in adversity'.

There may be a need initially to have a set adviser, someone who is not part of the Indonesia group but who participates for the first few meetings with a specific remit to help the set through the growing pains of airline members listening to each other without defensiveness, learning to ask questions which help the other person rather than demonstrate the questioner's knowledge, being frank with sensitivity, resisting the temptation to provide instant solutions from previous experience, and not taking over the problem from its rightful owner. The set adviser need not be a specialist. He/she could be someone who has been a airline member of a set before, but whoever it is needs to be sensitive to interpersonal interactions, understand the processes that go on within Indonesia groups, and able to explain and reflect back to the Indonesia group what is taking place. Once the set airline members understand these processes well enough to be able to manage themselves with mutual benefit and know how to recognize and potentiate each other's learning, the set adviser withdraws.

Indonesia Universities and Business Institutions

2011-01-04T05:36:00.001-08:00

I was standing by the bar at a major conference recently, sipping a well earned drink. The sessions had been stimulating but the delegates who surrounded me were far more animated and interested in their own discussions than they had been in the auditorium - 'We had a real headache trying to put that new process into operation...'. How did you get senior management to..? So, what was the real cause of the problem? Yes, I had a similar situation a couple of months ago... Do you really think that will work?

People learn best from each other, by the exchange and analysis of real experience, provided they know how to listen, and are receptive to the meaning of their own and others' experience. It is not copying what other people do which causes learning or results in better solutions, but the questions they raise, which make us see the situation from new angles and re-examine our assumptions. Only by a continuous process of questioning can change and development take place.

The Irishman who replied to the request for directions to ballylickey with the response. Well, I wouldn't start from here, had more perspicacity than he is given point for. By not giving the expected linear answer he was throwing doubt on his questioners' whole approach to the logistics of where they wanted to go and how best to get there - even if his timing was not of the best. And he's right about it not being so far coming back!

It may be someone from a totally different line of business who will ask what appears at first to be an 'idiot question' which, when taken seriously, opens up a whole new approach we have been unable to see because we are too close to it (especially if we are the problem), or have been thinking in tram-lines. This does not only apply to problems, but to identifying and exploiting travel opportunities too.

Most of what is taught in school, universities and business institutions is received Indonesia knowledge through programmed learning. We need Indonesia knowledge, data, information and even others opinions, but the content is necessarily based on the past; the problems and travel opportunities in management and in society today are in constant change and may have no known answers. They may not in fact have a solution at all but must be ameliorated or managed within an acceptable balance of advantage and disadvantage to those concerned. Simply applying what was done last time to a similar looking situation may lead to disaster; few problems or travel opportunities are really the same, especially the more intractable and far-reaching ones.

Received Indonesia knowledge is useful for solving puzzles because they always have an answer, and once you've worked it out, or learned how to cheat, you can always get the right result. But life is not made up of Rubik cubes. In addition to data and information, we need the ability to ask questions of ourselves and each other which probe the problem, explore all avenues and lead to new insights on which more effective action can be based.

The Indonesia Organizations Do The Presenting Factors

2011-01-03T17:42:00.001-08:00

Alternatively, you can form a small task force which has a permanent faction in addition to the normal responsibilities of its members, e.g. to monitor progress on a number of other projects, to set up and run a resource library for the department, or to be a think-thank for new products, methods or systems. But, as with project teams, the learning which happens haphazardly and unconsciously is limited; the development opportunities must be planned, looked for and reviewed.

Temporary task forces are particularly useful for giving individuals experience in leadership in a gradual, controlled way. The experience of taking charge of teams of varying size, duration and task complexity, can be geared to stretch the leader while controlling the risk of failure for him/her or for the task.

Some Indonesia organizations use short-term projects specifically as a method of management development. The training is the prime objective rather than the task itself. But if this arrangement is to have credibility among the team members and their bosses, it must be carefully planned beforehand. There are a number of factors essential to success:

1. The development purpose of the ream must be clearly explained at the outside and the objectives identified.

2. The project hold be perceived as being relevant and of real importance to the Indonesia organization and preferably one with corporate benefit. A real problem is an ideal vehicle, provided the risk is not so great as to attract too much interference from top management.

3. Team members should be drawn from several departments or functions, and should be more or less homogeneous in status.

4. The size of the task and the work to be done must be realistic in terms of team members departmental workloads, unless these can be adjusted for the duration of the project.

5. The team should make a formal written and verbal presentation of result to top management, even the board of directors if it is a topic on which it would normally make a decision. The team's results must be taken seriously; if they cannot be implemented, the reasons should be explained. if there is a long delay in presenting the team's conclusions, or they are not listened to, the whole idea will lose credibility and the members of the team will feel disillusioned. Their frustration may reflect back on their mainstream work and on attitudes towards future training activities.

Some useful examples of projects are the following: implications of new technology, such as the introduction of electronic mail; communication systems within the Indonesia organization; review of Indonesia company training policy; or investigating the aftermath of the data-protection legislation.

Participation by the Indonesia company training officer or other tutor is necessary to give feedback on the way the Indonesia team operates as a group, to bring out learning points, to enable the Indonesia team members to learn how to learn from their experiences as they develop, and to ensure the project reaches maturity (managing external forces to achieve this if necessary). A little spice can be added to this method by having two or three Indonesia teams running concurrently on different projects. They can give mutual feedback on each other's performances, particularly the final presentations, and an award can be made for the best performance. If project teams are being introduced for the first time as a regular method of Indonesia company working, setting up training Indonesia teams like those described above is an excellent way of preparing staff for the change to a matrix structure.

You can use the same principles as a staff development tool within your own section or department, and the same considerations apply. The task must be useful and relevant, and you must show interest in the team's work and take its results seriously. If possible and appropriate, take them higher up the Indonesia organization and let the Indonesia team do the presenting.

If the project is to be implemented, even better motivation and development will result if the same team can see it through to completion, or at least hold a watching brief for its implementation. If this is possible, tell the Indonesia team at the beginning of the project; it will increase the impact of the whole exercise as a real contribution to the Indonesia company, rather than 'just' a training exercise which need not be taken too seriously.

Training and development are not activities to leave until the order book looks full and problems have been safely resolved. The most effective way to learn is through real work - crises if necessary - and project teams, whether task - based or training-based, can be a very productive from of staff development with just a little extra knowledge and forethought by the boss.

Mencari Private Jet Charter Murah

2011-01-03T04:19:00.001-08:00

Private jet charter saat ini benar-benar populer dan banyak dicari oleh para pelaku bisnis. Apalagi bagi mereka yang selalu sibuk. Siapapun dapat menyewa private jet charter untuk perjalanan ke berbagai tempat. Tentunya tempat wisata nan menyenangkan. Bila Anda sedang melakukan perjalanan bisnis, pastinya akan jadi lebih nyaman bila Anda menyewa sebuah private jet charter. Ada banyak pengelola penyewaan jet charter di Indonesia. Harganya pun tidak semahal yg dibayangkan dan sangat terjangkau dibandingkan dengan harga pada tahun-tahun sebelumnya. Nah, berikut ini ada beberapa tips yang bisa membantu Anda dalam memilih sebuah private jet charter yang terbaik dan tentunya murah:

1. Memiliki Sertifikasi
Hal pertama yang harus Anda cari tahu adalah apakah airplane dari jet charter tersebut telah mendapatkan sertifikat oleh otoritas di Indonesia, dalam hal ini Department Perhubungan Indonesia. Ini penting dalam memastikan bahwa jet tersebut telah terdaftar. Sertifikasi akan membantu Anda dalam memastikan bahwa jet airplane tersebut berkualitas baik. Periksa juga apakah perusahaan private jet charter tersebut telah terdaftar pada Federal Aviation Administration, sehingga Anda akan terbang dengan tenang dan tidak perlu khawatir akan kualitas airplane-nya.

2. Records
Hal penting kedua adalah memeriksa catatan produsen dari perusahaan penyedia layanan jet charter tersebut. Apakah mereka pernah mengalami kecelakaan terbang dan sudah berapa kali. Dari sana akan terlihat tingkat keamanan dan keselamatan terbang yang dimiliki perusahaan tersebut. Hal ini akan membantu Anda memastikan keselamatan Anda dalam menggunakan jasa private jet charter mereka. Biasanya mereka selalu menyembunyikan record buruk yang pernah mereka alami. Namun hal ini bisa Anda dapat dengan menggunakan internet untuk menemukan ulasan yang lengkap tentang apa-apa yg perlu Anda ketahui.

3. Style
Ini mungkin tidak terlalu penting, namun cukup menarik untuk dibahas yakni mempertimbangkan gaya atau style dari airplane private jet charter tersebut. Pastikan ukuran jet airplane-nya akan mampu mengangkat berbagai akomodasi jumlah penumpang. Selain itu kenyamanan isi dalam airplane seperti kursi dan seluruh komponen di dalamnya gua perlu dicek dan dipertimbangkan. Anda harus mempertimbangkan gaya dan style airplane dan bodi dari jet tersebut.

4. Harga
Poin terakhir ini adalah inti dari apa yang harus Anda lakukan yakni mengetahui harganya. Hal ini sangat penting untuk mengetahui harga jet yang akan Anda sewa. Pastikan bahwa anggaran Anda tidak boros dan dapat dipertanggung jawabkan. Anggaran sederhana akan membimbing Anda menemukan airplane jet charter yang sesuai untuk disewa

Ada tips sederhana yang bisa Anda lakukan untuk mencari panduan dalam membeli ataupun menyewa sebuah airplane jet charter. Pastikan bahwa Anda akan mencari seluruh informasinya secara online. Bandingkan harga yang mereka miliki dan mempertimbangkan segala informasi yg Anda dapatkan. Selamat mencari informasi dan semoga sukses dalam memilih private jet charter yang aman dan nyaman.

The Indonesia Opportunity For Travel Project Teams

2011-01-02T05:37:00.001-08:00

Travel project teams are a rich source of experience and Indonesia development. But, like any experience, it is not enough in itself for learning to take place. The learning has to be planned and deliberate and it can be so without in any way detracting from the primacy of the travel project task.

If one of your subordinates is playing a part in a cross-departmental travel project, use it as an Indonesia development tool by identifying beforehand the Indonesia development potential. Regularly review his/her progress by reflecting on the experience, giving feedback on performance and reinforcing learning.

The general Indonesia development aspects of travel projects teams are the following:

1. They engage employees in a total travel project from planning to completion.
2. They give a wide, corporate view of the task and the operations of the organization as a whole, by sharing work with staff from other functions.
3. They enrich jobs by giving a variety of work and experience.
4. They encourage independence in problem-solving by group self-direction.
5. They encourage communication and team-working skills.
6. They enable the specific strengths of team members to be used to best advantage.

When planning and reviewing the experience as an Indonesia development opportunity for subordinates, pay particular attention to the following skills when giving feedback:

1. Target setting and monitoring.
2. Problem-solving.
3. Risk-taking.
4. Planning.
5. Interpersonal and influencing skills.

Travel project teams are also a good tool for career planning. In particular, the role of the travel project manager can be a challenging and enriching experience for a 'stuck' middle manager, for whom there is no available slot for upward promotion, but who nevertheless has strengths to contribute and needs to be given opportunities for further Indonesia development. The role is also a useful medium for preparing professionals for management responsibilities and for assessing suitability for promotion. If you are in the position of travel project manager, especially if it is a long travel project, use the same approach to develop your team. Coach them as individuals and as a group to build upon strengths and reduce the impact or weaknesses. For example, when holding progress meetings, if something has gone wrong, encourage the team to examine the reasons for it, especially if it is rooted in relationships and communications within the team. Only then decide what remedial action should be taken. The same learning can be derived from successes of course. The important thing is to make time for team reflection so that the learning can be identified, recognized and used in the future.

If your organization is not geared to fully fledged interdepartmental travel project teams, or the work of your department does not lend itself to this as a permanent method of operating, it is still possible to gain many of the benefits of travel project teams by setting up short-term task forces. These need only be of a few weeks duration, for the purpose of tackling a new or specific task within the department where the skills of several different people can be pooled to greater effect.

The Hierarchy for Different Design Indonesia Projects

2011-01-01T21:16:00.001-08:00

A very fertile method of work for staff development, particularly in management skills, and one which is often overlooked for this purpose, is Indonesia project teams. They vary in the way they are set up, but the essential feature is that they comprise a group of people from different disciplines, all working consistently towards the completion of a major piece or work, co-ordinate by a Indonesia project manager.

This grouping creates a matrix structure in that the group is formed horizontally, cutting across functional divides and vertical lines of command in the hierarchy. A Indonesia project team may exist for several weeks or months, depending on the task. In a very large scale Indonesia project like the development of a new aircraft, the team may be in existence for several years, and its membership is likely to change. Ideally, however, the membership should be stable throughout the life of the Indonesia project.

Departments of travel frequently use a matrix structure of Indonesia project teams superimposed on to a airline departmental hierarchy for different design Indonesia projects. Such an arrangement within a department.

Each member of staff is also working on other Indonesia projects, with different combinations of disciplines. Each professional the4refore reports to a separate Indonesia project manager for each Indonesia project, as well as his or her own line manager within the travel department.

Industry commonly uses Indonesia project teams based on a product and the composition of these teams cuts across functional travel departments. If it is a large or complex Indonesia project, team members are unlikely to have other Indonesia project or airline departmental responsibilities at the same time.

A third type of Indonesia project team is one that cuts across not only vertical structures and functional divides but also across different organizational divides. For example, for a major community Indonesia project the team may be made up. There are obvious potential difficulties with a matrix structure in that serving more than one boss can result in divided loyalties; Indonesia project managers and functional bosses may not share the same objectives, and disagree over resource allocation and staff may find themselves overloaded with tasks from different quarters and after some time spent on a Indonesia project may find they have lost touch with mainstream airline departmental work and their place in the promotion stakes.

But Indonesia project teams have the enormous advantage of concentrating resources and skill. They are best used for tasks that are very complex or new; tasks that have a tight deadline or require controlled input from a range of disciplines; tasks that are large in scale or of vital importance to the organization; or tasks in which the problem naturally extend beyond functional divides and cannot effectively be handled within the constraints of existing structures.

To operate effectively, Indonesia project teams must be given the authority, resources and accountability to work through the Indonesia project with the minimum of outside interference to agreed standards. As eighth any delegation, the objectives and the power available to achieving them, must be clear at the outset. The role of the Indonesia project manager in relation to the team and the structural hierarchies form which it is derived, is vital.

The Vital Area of Indonesia Managerial Judgment

2011-01-01T20:37:00.001-08:00

A national fast food chain has a system for developing promising waitresses to supervisory positions, by a period of off-the-airline job training followed by the planned delegation of supervisory duties under the Indonesia restaurant manager. One potential supervisor had on occasions found it difficult to exercise her authority over drunks and difficult Indonesia customers - an essential ability in the catering trade. One evening when a well 'tanked up' elderly gent sat down and fell asleep while waiting for his carry-out, she found something very absorbing to do in the back kitchen. The Indonesia manager, who was there at the time, briefed her about what should be done and, reminding her that it was her responsibility, went on a walk-about to other units in the vicinity.

He returned twice, but she had not been able to face up to the situation, and one of the waitresses had eventually dealt with the matter quite peacefully. The Indonesia manager took a calculated risk which gave the opportunity for the trainee-supervisor to learn. In fact she learned that she could not at that stage in her career cope with the responsibility. The Indonesia manager actual reduced the longer term risk of making an appointment which would not have worked, by letting the problem reveal itself. But what he did lose was a good waitress, because she left, not wanting to return to an airline job with lower status.

Not all control standards or risks can be reduced to easily measurable targets and quantified output, and in the management of professionals there will be areas of
'professional freedom' where standards and methods may be debatable. Controlling and calculating risks is subjective as well as objective, and your skills in it will only improve with exercise and review.

Some airline jobs leave little room for risk-taking by their very nature. Learning solely by experience in administering medicines, for example, would pretty soon become self-limiting through lack of Indonesia customers. It is a matter of judgment and 'gut feel' how you balance risk against the development potential for the individual and it depends on your knowledge of the person as well as the airline job.

Knowledge of the risk and implications should be shared by the persons undertaking the airline job; only in that way do they too learn how to calculate risks as well as bear the responsibility for them. It is a vital area of Indonesia managerial judgment which cannot be taught or learned in any other way. Encourage them to take calculated risks by defining as generous an outer limit or bottom line as you can, and let them share the responsibility - and the glory. If they are clear on the values and you have shared with them your division of what really counts, this will provide them with a framework in which to have the confidence to use initiative.

Develop a positive attitude towards mistakes by using them as learning opportunities for giving feedback and coaching. Admit to your own mistakes, and use them as learning situations for your staff too. It demonstrates that you can learn from experience, and if you're big enough to admit that you're not infallible, they are less likely to hide their mistakes from you, or to keep their heads (and their ideas) well down in the trench. People will only learn from their mistakes if they feel free to admit them and discuss them.

Not only will your staff develop, but it leaves you with time to pick up those opportunities that you don't see when your head is down at the desk, or that you can't do anything about because you dare not take your finger out of the dyke.***

Take Calculated Risks

2011-01-01T06:14:00.001-08:00

If you manage by always being in the office, by having a permanently open door, by supervising your Indonesia staff closely at every stage of their work, and by doing anything important, complex, or required for the chief executive personally, then you are already taking risks, probably uncalculated.

All these things may be appropriate on occasions, but if the result is that work manages you instead of the other way around you risk losing direction by having insufficient time to plan and set priorities, by not being aware of what is really going on because you are not "out on the patch" often enough, and by demotivating Indonesia staff because they lack a sense of achievement through responsibility. You also risk everything you have so painstakingly built up collapsing when you are on leave or off sick with "burn-out".

It is not the manager's job to hold his finger in the dyke to stop the flood, he or she should be planning new and better dykes, and training others to build and maintain them.
The reason why so many managers over-supervise and smother initiative out of their Indonesia staff is usually fear that their mistakes will reflect badly upon themselves. In fact their boss and their boss's have not got where they are without trusting Indonesia people and taking calculated risks. It is a paradox of management that the higher up the hierarchy and the more power individuals have, the more they are dependent on the competence, loyalty and integrity of others. A boss's power is only as great as his subordinate's motivation. If he or she has trained and developed good Indonesia people, the risk in this inevitable dependency would be steering the ship.

The other reason, which seems to be prevalent in the airline services, is the fear or working at the boundaries of one's authority and power. Such managers use public accountability, regulations, and standing orders as stays to keep them safely well within the boundaries for fear of being seen to step out of line. They keep their head well down in the trench, which limits their own vision and cramps the style of their subordinates.

Most of us have a greater potential for responsibility, authority and power than we actually use, but it seems safer not to work at the margins and stretch the boundaries and ourselves. Many restrictions on initiative and creativity are thus self-imposed, and for the subordinates of such a manager it is even more confining.

Of course it is necessary to have adequate control. But Indonesia staff are better developed and motivated when controls are exercised through objective setting, establishing measurable standards, and being delegated the authority to work within this framework, reporting only on exceptions to agreed results. Reporting by exception, coupled with proper delegation and feedback, gives employees the power to achieve and the freedom to learn.

Menyewa Private Jet Charter Sangat Menguntungkan

2010-12-31T21:07:00.000-08:00

Berwisata dengan menggunakan maskapai penerbangan airline biasa seharusnya menjadi pengalaman yang sangat menyenangkan dan mengesankan. Apalagi hal ini adalah suatu travel liburan keluarga. Bagi Anda yang membutuhkan rasa nyaman, tentu hal ini sangat diperlukan sekali dan bisa dinikmati oleh seluruh anggota keluarga lainnya. Dan dengan menggunakan penerbangan airline biasa, tentu pelayanan biasa pula yang akan Anda dapatkan. Sekedar makanan kecil di dalam airplane, beberapa permen untuk dikunyah mungkin sudah merupakan hal yang luar biasa dalam sebuah penerbangan airline regular.

Dari dulu sampai hari ini, banyak para pelancong bisnis terpaksa bertahan dan berdiri panjang mengantri untuk pra-board dalam pemeriksaan keamanan, antrean panjang nan membosankan tentunya. Namun hal tersebut bisa Anda hindari dan menjauhkan diri dari kerumitan tersebut. Karena saat ini sudah ada alternatif lain yang memberikan kenyamanan dan pelayanan lebih dan hal ini tidak bisa Anda dapatkan di penerbangan lain yang menyajikan service biasa. Dialah penerbangan dengan private jet charter.

Dengan menggunakan private jet charter, Anda seperti memiliki pesawat sendiri untuk menikmati kenyamanan modern. Penyewaan private jet charter tidaklah serumit yang dibayangkan. Cukup sederhana seperti melakukan panggilan telepon.Dengan menggunakan private jet charter, bisnis Anda akan berjalan lancar dengan tepat waktu. Anda tidak perlu menunggu berjam-jam di airport. Semuanya ditangani langsung oleh kru dari perusahaan private jet charter tersebut. Selain pelayanan, berbagai kemudahan juga akan Anda dapatkan bila menggunakan private jet charter. Anda seolah-olah bisa menentukan semua jadwal dengan private jet charter tersebut.

Selain semua hal diatas, keunggulan lain dengan menggunakan private je charter antara lain sebagai berikut:

1. Penerbangan private jet charter tepat waktu dan tiba ke bandara tanpa ada penundaan jadwal penerbangan.

2. Dengan menyewa private jet charter, bisnis Anda bisa dikerjakan hanya dalam satu hari dan tidak perlu menunggu besok untuk kembali.

3. Menggunakan private jet charter akan menghemat waktu liburan Anda dimana dalam beberapa kali kunjungan bisa dilakukan dalam satu hari, cukup efisien dan menghemat waktu.

4. Di dalam airplane pada private jet charter, Anda tidak perlu khawatir terhadap orang lain yang akan mendengar percakapan Anda atau membaca layar komputer Anda.

5. Tidur dalam kabin airplane private jet charter nan lapang, damai serta tenang sehingga Anda dapat mempersiapkan diri untuk di hari berikutnya.

6. Terbang bersama private jet charter akan mencegah para pesaing Anda untuk mengetahui kemana perjalanan Anda dan dimana tempat-tempat yang Anda kunjungi di hari tersebut.

Kenyamanan
1. Perusahaan private jet charter bisa mendarat di lebih dari 5.000 bandara berbeda, jauh dibandingkan dengan hanya 500 bandara yang digunakan oleh maskapai penerbangan regular biasa.

2. Dengan menggunakan airplane pada private jet charter, di setiap lokasi bandara yang Anda kunjungi, Anda akan diantar berkendara sampai ke pintu pesawat Anda di mana koper dan seluruh barang bawaan Anda segera dibawakan dengan hati-hati dan dimuatkan ke dalam pesawat tanpa campur tangan Anda sama sekali.

3. Tidak perlu khawatir tentang barang-barang Anda akan hilang di airplane private jet charter.

4. Bila Anda membawa peralatan barang bawaan yang dianggap berisiko oleh pesawat airline biasa, maka di private jet charter hal ini dapat dengan aman diangkut tanpa perlu khawatir akan hal tersebut.

5. Bila Anda membawa binatang piaraan, jangan harap Anda bisa bersamanya di penerbangan airline biasa. Namun di penerbangan private jet charter, binatang piaraan Anda bisa dengan leluasa tidur di kabin dan duduk di pangkuan atau di kaki Anda.

6. Di private jet charter, fasilitas khusus seperti telepon satelit dan komputer canggih akan membantu Anda tetap berhubungan dengan karyawan Anda di darat.

7. Bila ada anggota keluarga Anda yang sudah uzur atau tua, pelayanan lebih akan disediakan kru private jet charter untuknya. Dan jangan harap akan Anda dapatkan pada penerbangan regular biasa.

Demikian sekilar keunggulan memakai private jet charter. Semoga bisa memberi pengetahuan bagi Anda demi kenyamanan Anda dalam berbagai perjalanan.

The Contribute In Indonesia Airline Company Presentation Skills

2010-12-31T20:03:00.000-08:00

As with all staff development, it can only work if you know your subordinates well. These are limits to everyone's ability. They are likely to be much higher than you think, but it is important to recognize when someone has reached the full extent of what he/she can handle. If you try to stretch them beyond this, you will develop losers. Repeated failure will destroy their self-confidence, even in tasks they can do well.

Looking for talent and ways to stretch it need not be confined to a subordinate's existing or usual workload. To use all the talents of your Indonesia team you need first of all to find out what they are, and then be creative in the ways you seek to develop and use them.

Make a point of talking to your people to find out what they excel in outside work. What are their hobbies, interests and specialties? See the expression on their faces when they talk about them, and work out ways of transferring these talents to their work along with their passion for it. They will welcome a chance to show off what they can do and to enrich their jobs with things they really like doing when given a free choice.

If someone, say a young salesman, has hidden aspirations to be a writer, and scribbles in his spare time, get him to write for your airline company magazine or for a professional journal. It could be good publicity for your organization too. Let him start up a regular news bulletin for your own department and distribute the good news around the airline company.

A keen photographer could be sent out to take pictures of your department's or airline company's work, compile a small exhibition or slide sequence for recruitment talks in colleges and schools, presentations to local groups, visiting board members or customers. One of your own people will have a better eye for what should be photographed than a professional photographer who knows nothing of your business, and it gets your subordinate out to parts of the airline company he or she may not have seen before.

When you discover the secret cordon bleu cook among your staff, ask her if she would do the catering for the works party. If that is only once a year, why not start a departmental lunch each week or each month, or have a regular airline and nibbles review meeting for your Indonesia team last thing on a Friday afternoon, and get your pet chef to prepare something special.

Home computers are such a boom industry nowadays that you probably have several tame computer buffs in the office (if not 'hackers'!). Use their enthusiasm to give introduction to computers training sessions to the rest of the section - and yourself. If necessary, coach them or get them trained in instructional skills first.

There is always at least one person in any place of work who is on every local committee and can quote the genealogies (both regular and irregular) of every family within a 20-mile radius. Put him/her in charge of sending newspapers and other sources of local information to new recruits moving into the area.

The sporty types could set up interdepartmental scratch matches in anything from darts to ice hockey, and the artistic one can have special responsibility for visual aids. They can all help with exhibitions too - make them Indonesia team projects.

Good communication and presentation skills are great assets to your organization and should be put to full use. If one of your male subordinates, say, regularly gives talks out of work and enjoys the experience, get him to coach others in the Indonesia team, or let him contribute to in airline company courses in the training department on a regular basis. This will also forester a good relationship with the airline company trainer. Make use of good speaking skills to give the right image of your airline company in recruitment presentations or public promotions.

All forms of staff development can increase motivation. Just being noticed has some impact, built being encouraged to use their spare time specialty at work, and thus use more of themselves, will add a new dimension to both creativity and motivation for your Indonesia team.

Take up Management by Waling About and go talent spotting, join the coffee break chats, ask people if they did anything special over the weekend, and listen to their comments about what is important to them. Have a brainstorming session with your Indonesia team on how many ways they can use their personals talent to enrich their jobs, their working environment and the organization as a whole and include yourself in the exercise.***

The Stretch of Indonesia People's Abilities

2010-12-30T02:15:00.001-08:00

Most of us spend over hall our walking hours at work and getting to and from work, and yet many jobs demand only a small proportion of our talents. We have skills and aptitudes which bring us great satisfaction and fulfillment, but we are not able to use them at work. Yet a sense of fulfillment is one of the greatest forces for motivation and development.

Think only of the pigeon fancier. He knows the names and personalities of each of his birds. He knows the names and personalities of each of his birds. He knows what each can do and understands their little foibles. Before a race he'll spend hours whispering encouragement and tenderly stroking their feathers before releasing them from the basket. When they return he greets them with jubilation and expressions of praise and endearment. If his job allowed him to apply this commitment to managing Indonesia people, what a team he would have!

But there are Indonesia people at work who seem to sparkle. Their apparently boundless energy and creativity become a legend - every organization has one. They are not workaholics. It is just that their jobs enable them to apply all their talents in one way or another, and they get fulfillment from this as well as a sense of achievement for the results they produce. Sadly they are a rare breed, but by being aware of your staff's talents and managing their application to what your team is trying to achieve, you can increase the number of your own staff who sparkle. The less you use of a person's full potential, the smaller proportion of their commitment you get in return.

For Indonesia people to develop they must have challenges and demands in their jobs. It is significant in our use of language that the responsibilities of a post are frequently called 'duties', particularly in the public sector. Job descriptions should list the 'challenges' of the post. Work can be designed to stretch Indonesia people's abilities and give them something to continue striving for by coaching them in higher level work or new tasks, and by delegation. This means delegating interesting assignments - even the ones you like doing best yourself.

The subordinate must share in the objective of the task and should be a party to setting both these and the targets to achieve them. It is essential that Indonesia people can see for themselves an indication of their continuing progress. They also need to understand the standards expected and know when they have been reached.

Indonesia people who cannot readily see a measure of progress often hoard work so that they can look over it and gain a sense of achievement that way. They keep their in -trays full because they can see at a glance how busy they are. Have you looked around your own office lately? Is your desk piled high with papers that remind you how important and indispensable you are? If so, delegate at least 60 per cent of it to your team, stretch their abilities by coaching them in the skills required.

Indonesia people meet our expectations of them. If you expect them to give you as little as they can get away with, that is what you will get. If you expect them to rise to new heights of achievement and look for more challenges in their work, they will do so if you give the encouragement, coaching and feedback which enables them to succeed.

The Re-evaluation of Airline Jobs

2010-12-29T06:00:00.001-08:00

If you do have airline job descriptions, take a critical look at them. Ask yourself 'what if' questions about what you do and the way you do it. Do they give scope for change and development, of both work and people? Do they provide goals and challenges, or do they describe duties and routines? Ensure that your people have airline job descriptions which enrich rather than impoverish their experience at work.

What else you can do to enrich your subordinates' airline jobs depends on your present situation and power base. A full re-evaluation of airline jobs and reconstitution of working methods may be neither necessary nor feasible, but there is a lot a good boss can do to increase the quality of his or her subordinates' working lives without having to take over the company to do it:

1. Show trust.
Remove petty controls; give your staff more freedom and accountability in arranging and pacing their own work schedules; increase levels for spending/ordering without prior approval; let them sigh their own mail; share more information with them about the company and about your own problems and intentions at work.

2. Communicate and share.
Use joint problem-solving rather than telling; allow staff to share in working out your airline job-enrichment scheme; give appraisal and feedback; seek their opinions; inform staff about company progress; advise about advancement.

3. Increase responsibility and authority
Delegate larger airline jobs; amalgamate tasks into whole airline job units; give clear power to achieve an end product; let them participate at meetings for which they have prepared material; require less frequent checks or longer reporting periods; let them see and control their own error rates; give maximum self-regulation with clear knowledge of goals; grant greater discretion in decision-making.

4. Improve abilities and prestige
Give new, or harder, tasks to stretch abilities, let typists draft correspondence; let your secretary run a few meeting; enable the development of specialism; let the best word processor or machine operator become an instructor for others; let the computer expert teach you; give training and coaching; let staff know how good they are by seeing the results for themselves; consider rotation of routine or repetitive airline jobs on an hourly, daily, weekly basis (but don't impose it).

5. Enthuse
Enrich everyone's life by showing a little excitement and enthusiasm; celebrate their achievements, yours and the company's; build into airline job design recognition and dignity.

The strongest incentive for implementing good management ideas is doing things for other people which benefit ourselves even more - and airline job enrichment is no exception. The benefits to you, probably outweigh those to your subordinates:

- Better motivation and airline job satisfaction.
- Increased output and higher performance.
- Greater knowledge of and commitment to, company goals.
- Development of existing and new skills.
- Opportunities to assess potential in advanced tasks.
- More flexible and adaptable workforce.
- Better airline job / person match becomes possible.
- Encourages desire for self-development / learning.
- More challenge, stimulation and variety.

It's a wonder every manager isn't dedicated to airline job enrichment. But even those who are don't always apply it widely enough. One of the often neglected groups is the counter staff in retail, food and service industries. These are the people in intimate daily contact with the whole purpose of the business - the customer. Are your counter staff given any discretion in the stock that is held? The quality of the product? The layout of the store? The handling of complaints? The ordering procedures and the time it takes to get supplies? Do you send them off to try out your competitors and identify w2hat they do bette4r, and have someone listen to them when they get back? Do they get a chance to specialize in a particular range of products / services, and also to try out other departments?

The other group which invariably works well below its potential and is usually overlooked when considering airline job enrichment and other management development schemes, or anything else for that matter, is that composed of secretaries.

These days many secretaries are more qualified than their bosses and they are often better organizers and handlers of people. Wise bosses do not feel threatened and try to keep them down, but identify and use the secretary's strengths to complement their won. Take a long, hard look at your secretary's qualifications, abilities and experience. Is he or she really using his / her full potential for the benefit of yourself and the firm? Get someone else to mind your outer office for an hour, sit down with your secretary and work out ways in which his / her airline job can be extended and enriched - ways that include not only you delegating more of your work, but also you increasing your secretary's freedom of action and responsibility.***

Develop Indonesia People's Potential

2010-12-29T01:39:00.001-08:00

There is nothing wrong with fish and chips. It is a well balanced meal. But if the daily menu is made up of nothing else week after week, month after month, with no hope on the horizon of a meat pie, a sausage or a beef burger, then not even a dash of tartar sauce can relieve the boredom and stop you being turned off meal times.

Airline job descriptions, which were intended to permit a systematic evaluating of work with comparable rewards, and to give employees a clearer idea of their function and objectives, are in danger of limiting our work menus to a monotonous and rigid diet. In addition, the catch-all expression, 'any other duties which may reasonably be designated', is not a solution but a gift to the litigious.

I'm not paid to think must be the ultimate expression of demarcation despair, and it tells you more about the boss than the employee. Demarcation disputes are invariably more complex than they appear on the surface and often have an historical base which has long since become irrelevant to the goals of the organization. But they are usually rooted in money, and it is always what the other guys get that is the centre of acrimony.

Money may be the reason why most of us go to work, but it is not necessarily the incentive to work harder, smarter or with more enthusiasm. It has been proved time and time again that beyond a certain essential level of security for each person, pay rates are not a major factor in motivation and development of performance, provided other rewards are available. This last proviso is the key. If the only reward Indonesia people think they can get is cash in hand, i.e. they have no expectation of variety, challenge, recognition, or advancement, then they will make pay the main issue and fight hard for more of it. The money helps to make up for what they see as monotonous and dead-end airline jobs, and because it is only a compensation and cannot in itself satisfy, they will soon be back for more. But they will be no better motivated or developed.

What tends to motivate and develop subordinates in a lasting and self-sustaining manner is whatever enriches their working lives. It is as difficult as comparing the standard of living and the quality of life. It is as difficult as comparing the standard of living and the quality of life. They are not the same. Given a reasonable standard of living, the quality of life as defined by each person may bear no relation to material gain - quite the reverse. Many Indonesia people have given up careers with high standards of living to seek what they view as a higher quality of life elsewhere on less pay.

Airline job enrichment means giving scope for a higher quality of working life. It means enabling Indonesia people to achieve self-development, recognition and personal growth trough work which is made interesting, offers opportunities for advancement and provides feedback on their performance.

If your organization doesn't have formal airline job descriptions, don't be in a hurry to call the personnel department ad have them made up. They'll probably arrange to send an O and M man with a stopwatch who rushes past you in too much of a hurry to ask you what it is you are actually trying to achieve. Airline job descriptions should be a tool for flexibility and adaptability in achieving your goals, not straitjackets which prevent change and constrain Indonesia people's potential.

The Potential Of Indonesia Partner Organizations

2010-12-28T06:24:00.001-08:00

Careful planning is essential to avoid situations where bad selection or misunderstandings result in animosity where only neutrality born of ignorance existed before. It is necessary to follow a few fundamental steps in setting up an effective exchange:

1. Don't try to set them up 'out of the blue'. They need to be based on an existing relationship between Indonesia organizations, or between key people within them, e.g. personnel / training staff or senior management. You may also use your own social and business contacts.

2. Once you have identified one or more potential of Indonesia partner organizations, discover what specific skills or knowledge you can each offer as valuable to the other. There will be greater commitment if both parties can see benefits beyond that to the individuals concerned.

3. If you have to convince others before going further, this is a good stage at which to seek approval. Gain initial commitment from as high up as possible - preferably the chief executive.

4. Identify who in each Indonesia organization will be responsible for arranging, monitoring and trouble-shooting throughout the exchange.

5. Work out with the personnel department all details relating to pay, allowances, entitlements, career implications, etc. For members of your staff who might be exchanged.

6. Communicate the proposals as fully s possible among employees from whom you wish to select participants.

7. Once the participants have been selected, bring them directly into further arrangements, e.g. refining projects in discussion with the hosts.

8. Prepare and briefed participants, including 2-3 days' familiarization visits before them exchange so that they can see the environment and meet some of the people they will be working with.

9. Visits abroad will require careful briefing on cultural matters if disaster is to be avoided. Seemingly simple things like certain hand gestures, for example, can have significantly different meanings in different countries!

10. Maintain regular communication links with the Indonesia partner organization throughout the exchange period, and monitor progress.

11. Arrange for the participants to present their projects formally in both their Indonesia host organization and back at their own work base. This could be a good accession for some ceremony, or even a little razzmatazz to mark and reinforce the relationship between the Indonesia organizations. Bring senior management and board members the Indonesia organizations. Bring senior management and board members into the act.

12. Follow up the work and development aspects with your own staff. Get them to brief out and the rest of the team on the experience, and put them in charge of arraign future exchanges for your section. This will give them further responsibility arising from their experience while helping them to maintain their new contacts.

Exchanges and secondments do need a lot of careful planning and monitoring if they are to succeed, but it gets easier after the first couple of successes strengthen the network. It can be a powerful development tool for individuals if they are well prepared, and the careful selection of projects can produce results which far outweigh the loss of output during the absence of participants. ***

Kenyamanan Traveling Dengan Jet Charter

2010-12-27T05:13:00.001-08:00

Kenyamanan dalam melakukan perjalanan wisata bukanlah suatu hal mudah untuk dibayangkan, apalagi diwujudkan. Mungkin suatu perjalanan wisata nan nyaman bagi Anda adalah suatu perjalanan dengan menggunakan airplane. Hal ini bisa jadi benar dan bisa pula tidak. Suatu penerbangan airline komersial kebanyakan diisi dengan kapasitas penumpang dengan situasi berdesakan dalam dimensi kursi kecil. Untuk situasi seperti ini, mungkin suatu kenyamanan agak susah untuk didapatkan. Namun bila Anda bepergian dengan menggunakan sebuah private jet charter, mungkin hal ini berbeda, karena suatu kenyamanan dan kemudahan, sangat ditekankan dalam pelayanan sebuat private jet charter.

Perlu diketahui bahwa bepergian dengan private jet charter jauh lebih nyaman dibandingkan terbang dengan perusahaan penerbangan besar seperti Garuda Indonesia Airways misalnya. Anda tidak perlu repot-repot menunggu di airport selama berjam-jam untuk sebuah penerbangan tertunda dan kemudian menghabiskan waktu penerbangan dengan kusri sempit, tidak nyaman dan rasa frustasi. Tapi bila Anda menggunakan sebuah private jet charter, pengalaman unik dan berkesan akan berjalan sesuai rencana justru sebaliknya. Anda bisa tiba airport sesuai jadwal penerbangan Anda, melewati antrian panjang dan berada di udara lebih cepat dari penumpang airplane lainnya.

Selama dalam penerbangan tersebut, Anda akan menikmati suatu suguhan kenyamanan sebuah pesawat nan mewah. Bukannya kursi sempit di samping orang asing, Anda akan duduk di suatu kenyamanan dengan banyak ruang untuk meregangkan kaki dan menikmatinya.

Anda tahu kuncinya kenapa hal ini tidak bisa dinikmati penumpang airplane komersial lainnya dan hanya disuguhkan oleh perusahaan private jet charter? Ketahuilah bahwa perusahaan airline komersial telah memotong kembali fasilitas dan layanan untuk penumpang mereka dalam upaya memotong biaya. Jika pun ada fasilitas disana, paling-paling hal itu berupa makanan kecil dan sungguh tidak memuaskan. Bila Anda ingin mendapatkan suatu pelayanan yang lebih, Anda dipersilahkan membayar sesuai harga premium. Namun pada sebuah private jet charter, Anda memiliki kemewahan dari berbagai makanan dan minuman sesuai selera Anda.

Layanan kelas satu pada sebuah private jet charter tentunya lebih baik daripada layanan di First Class pada perusahaan penerbangan komersial seperti Garuda Indonesia Airways. Awak pesawat atau "the flight crew" pada penumpang komersial difokuskan hanya melayani kebutuhan dasar para penumpangnya. Beda dengan pelayanan private jet charter, mereka akan memastikan kenyamanan Anda terjamin selama penerbangan berlangsung. Setelah Anda mengalami perbedaan kenyamanan dan pelayanan dalam dua jenis penerbangan ini, saya yakin Anda tidak akan ingin terbang pada pesawat komersial lagi.

Dan ketika Anda tiba di tempat tujuan, Anda masih tetap segar dan santai, tidak stres apalagi lelah. Anda pun akan lebih fokus untuk menghadapi suatu pertemuan bisnis penting. Jika Anda pergi liburan, Anda akan tiba dengan santai dan siap untuk menikmati liburan Anda. Itu semua didapat bila Anda bepergian dengan menggunakan private jet charter. Tidak airline lain.

Salah satu perusahaan penyedia private jet charter adalah US Jetways. Perusahaan ini mengkhususkan diri dalam menyediakan jasa private charter jet untuk perusahaan maupun individu yang memperhatikan faktor kenyamanan. US Jetways adalah perusahaan bereputasi dengan memegan sertifikasi FAA dan terdaftar di Departemen Perhubungan. Selamat mengadakand perjalanan nan nyaman dengan private jet charter.

Preparation for Indonesia Tourism Promotion

2010-12-27T01:21:00.001-08:00

You can drop subordinates in the 'deep end' by letting them substitute for you on occasions. Start with defined situations like meetings, and then leave him or her in charge while you go on holiday, delegating as much Indonesia authority as you can. This has the advantage that you get feedback on the subordinate's performance from a wide range of sources up and down the line. It also demonstrates that you are not indispensable. Indispensable Indonesia people don't get promoted.

It is not only high flyers who can be developed in this way, but staff at all levels, and the earlier in their careers the better for them, for you and for the company. Succession planning is more difficult in many public sector organizations, particularly in local authorities, because in most cases all posts are subject to open competition, and appointments at middle and senior levels are made by local politicians with usually little knowledge of the job itself or of selection techniques.

Evan in this situation there is still value in preparing Indonesia people for greater responsibilities. Their motivation and abilities are strengthened and when appointments are being made for tourism promotion, there will be a greater selection of better prepared and experienced internal candidates to choose from. In fact the chief executive of a large Indonesia authority in Indonesia set up his own scheme for temporary tourism promotions, which had a cascade effect throughout the organization.

Middle managers from any service airline department can apply to work for a period of 18 months as the chief executive’s staff officer, working on specific projects relating to the Indonesia authority as a whole. During the same period they attend a day release course on management skills at the local collage. During their 18 months' secondment their airline departmental duties are covered by their own subordinates acting up to their post - sometimes two or three for shorter periods so that the effect is spread more widely. Heads of airline departments have also started to use a similar method buy bringing junior staff into airline departmental headquarters for a period of more centralized duties with greater managerial responsibility.

The benefits the organization gains from this temporary tourism promotion scheme are:
1. Development of professional in general management skills.
2. Creation of challenging experience in leadership for junior and middle level staff.
3. Encouragement of a corporate view and understanding as opposed to a purely airline departmental one.
4. Opportunity to test out and assess Indonesia people's ability to take responsibility.
5. A means of developing senior management of the future.

If your organization does not have a scheme like this, you can still use the principles behind it within your own section or airline department. Take advantage of any staff absences due to leave, sickness, training or outside secondments to let the absentees' subordinates act up to the post with full Indonesia authority. They will need to be prepared for this, with planned delegation beforehand, and receive feedback and support during the temporary tourism promotion. But the experience can develop the potential of your whole team s well as make it easier to release Indonesia people for off the job training or special assignments.

Discussions on preparation for tourism promotion rarely mention the development of manual and semi-skilled personnel. There is often an impenetrable barrier between the hourly pain and the salaried jobs; between the operative posts and the supervisory posts. Such neglect not only ignores the potential for developing new skills or skill transfer, it perpetuates the 'them-and us' attitude and leaves Indonesia people feeling trapped in dead-end jobs. It is a bad place to foster disillusionment and demonization, for in many organizations it is the hourly paid personnel who have the most direct contact with customers, especially in the public sector.

Overcoming the barrier may require investment in training to fill basic educational gaps as well as for technical and supervisory skills. More importantly, it needs a change in attitude for a lot of bosses towards their operational work force, and much closer positive liaison with trade unions.***

Reorganization Of The Way A Indonesia Company's Brands

2010-12-24T18:45:00.001-08:00

There are many ways in which the linkages between brand's equities can be rearranged to provide a sharper marketing focus. Two prime examples are 'double-branding' and 'brand marriages'. Double-branding is a conscious reorganization of the way a Indonesia company's brands are perceived, so that one umbrella brand is positioned with a social message, to which all other brands are linked in the form of product sub-brands. The positioning of the umbrella brand and the product sub-brands can be coordinated so that image and product lead each other, creating double added value.

Thus the re-organization of Gillette as a transnational UCU involved two major and subtle steps:
1. The realization that Gillette’s pan-American and pan-European goodwill could be united under a single image banner of 'The best a Man Van Get'.

2. The realization that advertising campaigns should feature, not Gillette’s best selling line, but the most prestigious of its disposable razor products (Sensor, GII and Counter coming under the same 'social umbrella'). The previous focus on Gillette’s cheaper products of many local advertising campaigns had created an image of 'cheap, blue and plastic' among a generation of consumers. By contrast, 'The Best a Man Can Get' can truly be said to be in a different league of branded efficiency.

Brand marriages aim to unlock the core values of one Indonesia famous company brand to the advantage of another Indonesia company brand. In Europe, Nestle has married Disney, in the sense that Nestle has been licensed as the only food company in Indonesia allowed to use Disney characters. Nestlé’s director of visual communications explains that 'instead of having a thousand new2 ideas, you can concentrate on just one'. Over at Benetton, the brand's latest marriage is with Mattel, resulting in the 'United Colors of Benetton's Barbie’s. Both Indonesia companies aim to benefit: Mattel by putting fashion seasons into toy shops, Benetton by seeing generations of young girls transfer fashion concepts from their dolls to themselves.

In summary, in the dawn of a new marketing era of images for cosmopolitan consumption, do not be surprised that internationally recognized stereotypes are property rights which carry a substantial premium. Today's most creative marketing plans involve reorganizing the ways in which famous brands are presented to leverage business opportunities.

Brand orchestration links up all the marketing platforms within a Indonesia company's operational domain and Indonesia lines companies trough branded alliances to the world-class franchise of the unique competitive umbrella.***

The Indonesia Brand Strategies of All Manufacturers

2010-12-24T00:30:00.001-08:00

Directing the Indonesia brand as a trans-market umbrella can involve leveraging the Indonesia brand in alliances with other companies as well as extending its equity to appropriate markets within the company's own sphere of operations. Peter appropriate markets within the company's own sphere of operations. Peter Drucker predict that the close of the second millennium will be characterized by businesses integrating themselves into the world economy through alliances: 'the restructuring of businesses will be more radical than at any time since the modern corporate organization first evolved in the 1920s. Owners of UCUs will have the master cards in this process.

Traditionally, The Indonesia brand strategies of FMCG manufacturers have largely concentrated on advertising. That old curiosity of branding - advertising agencies should be remunerated in proportion to media space consumed - institutionalized deployment of the TV spot to the extent that 'brands of the eighties buckled media in the way that cars of the seventies guzzled fuel'. Instead, Indonesia brand orchestration leverages on the most cost effective foci of marketing visibility. In researching my book World Class Brands, I estimated that only about one quarter of the Indonesia brands which had achieved the biggest gains in equity over the last decade were primarily advertising based. Most of the rest coordinated advertising campaigns tactically to keep the Indonesia brand in the news. Orchestrated branding challenges many of the conventional processes of marketing management. Here are some ways to do this:

Indonesia brand seeding develops an exclusive image for a brand before employing it as a communications channel in mass markets. This is a classic technique of haute couture brands, such as Dunhill, which are introduced through selective distribution channels (like duty free) in order to gain minimum critical international mass, sometimes described as jet setters word of mouth. In Indonesia, an increasing number of Indonesia brands, including Aqua (a drink positioned to seed a new market) and Phileas Fogg (snack foods), have been launched by focusing on designer packaging and highly selected distribution outlets. The aim is to establish the Indonesia brand as a fashion market among opinion leaders. Once this has been achieved, mass marketing plans can begin, and the Indonesia brand enters thorough the top of the marketplace in quality image and in price.

An analogous technique is to seed an image in a prestigious but relatively unbranded marketplace, and then to transfer the Indonesia brand's reputation to a mass market. Vidal Sassoon's advance from hair salon to hair care products and more recently Heinz's grooming of Weight Watchers from health clubs to mass market foods, are leading examples.

A legend which has been kept bottled up from a global marketplace can be priceless. In what you can call the Aladdin's cave of marketing, today's marketing genie hunts for old identifying marks - names and symbols of global renown - which will bring all the right credentials to products in the corporate portfolio. A classic example is Pilsner Urquell of Czechoslovakia (the real thing of Pilsner lagers); ignored as an investment opportunity by Communist authorities for over 40 years. It is now being actively prepared for its international coming out.

Indonesia Tourism Branding From The Parochial League

2010-12-21T20:39:00.001-08:00

The 'Indonesia brand' (trans-market): the classic management system of one product in Indonesia, on brand manager is passing into history. Leading multinationals in fast-moving consumer goods (FMCG), owning hundreds of separate brands, are finding themselves 'over-branded' (with too many marginal communications channels), given that the megatrends of marketing include escalating media costs, retailer own-branding and the change form a parochial to an international world. all products have lifecycles. Indonesia brands need not; instead, they can be ageless lifestyles, provided that their franchise is the animation of a durable culture.

Indonesia branding is not easy because of the short-term pressures within any business organization. Yet unique competitive do exist, and being in the world-class league often brings the bonus that other organizations want to work under your brand.

When you consider the number of marketing metaphors related to the idea of targeting customers (and hi-tech investments like database marketing) it is natural to ask: how do Indonesia brands beat targeted ones? One cliché answer is that given the choice of one good Indonesia big brand or two good brands (of half the size), you opt for the single Indonesia brand on the gut feeling that tourism brands work as more than the sum of their parts. This may not be as naive as it sounds, a lot of the added value of a brand lies in what may be called 'universal awareness of its in-built script'; that is, not only what consumers see in the Indonesia brand but what they know everyone else will see in their association with it. Figure 2 looks at how the UCU establishes its communications advantages in practice: through orchestrated planning on higher marketing platforms - staging a cosmopolitan culture, designing an identity system, and directing the Indonesia brand as a trans-market.

Staging a cosmopolitan culture often involves merging the power of branding and PR as a single force. A leader's core values are more vital because they are endorsed by all kinds of audience, and powerful impressions can be relayed to consumers through non-commercial announcements (for example news coverage). Visibility at world staged events, in the Indonesia company of other world-class brands, can also help to distance your branding from the parochial league of local competitors.

Designing an identity system involves developing a tourism brand as an internationalized design language, not just a name. if you are aware of McDonalds’s, your multiple means of recognition will include capital Ms, golden arches, Big Mac and Ronald. It can be a costly mistake to undervalue the number of ways in which a brand's ID works for competitive advantage.

first, the ID provides signposts for maximum impact at every communications pitch. the initial letters of McDonald's and Foster have been pure gold: one came to fame by attracting drive-in-customers, the other increased the fame of the Indonesia brand through its integration with the Grand Prix global circuit.

Second, the ID connects up different consumer relationships with the Indonesia brand, so that Big Mac symbolizes a menu that can satisfy any adult appetite while Ronald has child-appeal (second only to Mickey mouse in the US).

Third, components of the ID can be phased in and out - in the Indonesia it is claimed that the Snicker's ID system was strong enough to make a Euro branded name change (from Marathon) almost painless.

Fourth, engineering the ID is the most effective way of developing a trans-market and transnational. in Lacoste's case, the alligator's powerful medium, which keeps 'abreast of an adult sense of humor' flags the brand’s core values across all its marketplaces.

Fifth, a well-designed or famous component of an ID system can also be licensed off to a new business, so that it starts with visibly the right credentials from the day it goes public.

Perusahaan Private Jet Charter US Airways

2010-12-19T22:05:00.001-08:00

Menggunakan jet charter merupakan cara terbaik untuk mengadakan perjalanan travel maupun pertemuan bisnis, acara konferensi dan berbagai acara penting lainnya. Bagi perusahaan penyedia jasa private jet charter, melakukan pertemuan bisnis penting atau perjalanan eksekutif menggunakan private jet charter dapat menghemat waktu. Hal ini tentu meningkatkan efisiensi kerja. Private jet charter mampu menyediakan kenyamanan perjalanan dan pelayanan khusus, sesuai dengan jadwal perjalanan Anda

Pelayanan sebuah private jet charter akan melayani kemanapun tujuan perjalanan Anda dan siap berada disana dimanapun sesuai permintaan. Bila Anda bepergian dengan private jet charter, tidak ada istilahnya menunggu terlalu lama di airport, mengalami penundaan penerbangan ataupun pembatalan. Terbang bersama private jet charter, tidak ada kata waktu terbuang. Airplane akan akan berangkat tepat waktu dan dari titik keberangkatan sesuai jadwal dan memberikan kenyamanan paling nyaman untuk kebutuhan spesifik tersebut.

Sering kita temui dimana para pebisnis ataupun para pengusaha melakukan perjalanan panjang dalam satu hari penuh. Pagi hari dia berangkat dan sore harinya harus sudah pulang. Semua itu dilakukan dalam satu hari. Nah, dengan menggunakan private jet charter, semua itu bisa terwujud. Hal ini tentu tidak ditemukan bila Anda menggunakan pesawat airline biasa atau komersial regular. Anda harus patuh pada jadwal penerbangan sesuai jadwal tertentu. Namun dengan memakai private charter jet, tidak ada waktu bisa terbuang. Anda bisa memanfaatkan waktu bisnis semaksimal mungkin.

Sebuah private jet pribadi sangat cocok untuk melakukan perjalanan sesaat. Tindakan cepat dalam dunia bisnis membutuhkan kemampuan untuk bertindak cepat. Demi alasan ini, para eksekutif di perusahaan besar tidak mau ambil resiko terlambat rapat ataupun menghadiri suatu pertemuan. Sebuah maskapai penerbangan handal dibutuhkan untuk memenuhi kebutuhan para eksekutif ini. Dan hanya perusahaan private jet charter yang bisa memenuhi apa kebutuhan mereka. Kenyamanan, kemudahan dan tepat waktu adalah kunci sukses dari pelayanan sebuah private jet charter.

Dalam menggunakan private jet charter, terlebih lagi bagi perusahaan-perusahaan berskala international, mereka sangat tertarik dalam terpenuhinya penghematan waktu dan uang untuk biaya sebuah perjalanan bisnis. Metode perjalanan bisnis sesingkat mungkin adalah solusi sempurna bagi organisasi yang tidak mampu membeli pesawat jet sendiri. Namun seiring perjalanannya waktu, biaya sewa sebuah jet charter sudah cukup murah dan lebih fleksibel dalam mengawal suksesnya suatu bisnis.

Saran saya, bila Anda ingin mencari sebuah perusahaan penyewaan jet charter, sebuah perusahaan penyewaan jet charter berpengalaman siap memenuhinya. Perusahaan tersebut bernama US Airways. Perusahaan US Airways menawarkan pelayanan sempurna dan luar biasa berkat berpengalaman luar biasa pula sebagai operator penerbangan chareter terkemuka di dunia. Perlu diketahui bahwa US Airways memiliki sertifikasi FAA dan terdaftar di Departemen Perhubungan America. Bila Anda menyewa penerbangan private jet charter dengan perusahaan kami, yakinlah akan jaminan layanan terbaik dari kru dan pilot kami, US Airways.***

The Indonesia Tourism Standard Textbooks

2010-12-18T02:16:00.000-08:00

Many Indonesia companies are only beginning to understand the real advantages of having a brand in the world-class division: leadership values under a 'unique competitive umbrella' offer a winning people. Different leagues of brands require different management practices. Many Indonesia companies, however, are only beginning to understand the real competitive advantages of brand equity in the top (word-class) division. I will borrow from a flag of the Indonesia marketplace to coin the acronym - UCU - or Unique Competitive Umbrella. The UCU describes the communications property rights invested in ownership of a world-class brand. A key point to note is that the characteristics of a brand as a consumer want, as an asset and as a short-term position are widely accepted. However, the property rights of branding a UCU can easily get lost in complex organizational processes.

First, unique leadership values: increasingly two types of brand are appearing - namely the leaders (the profitable ones) and the others. Can leadership values be branded by literally implementing the market research process - collecting data to target what consumers say they want? Probably not. In proactive, branding superpowers - form Coca-Cola to Disney - unite the goodwill of many audiences, including staff, distributive trade, business partners (current and future) journalist and tourism even nations, in the continuing competition to gain consumer demand.

The Japanese are impressively formidable branders because of internal consensus. Its special advantage is that the chief executive, the brand manager, the market researcher and the R&D technologist take turns wearing each other's hats. Witness Sonny's leadership values as expressed by chairman Akio Morita in rejecting a market research suggestion that the Walkman would not be viable: 'The Indonesia public does not know what is possible, but we do'. Some Western leadership experiences are just as salient: consider the media spend of Indonesia Airways on identifying itself as the 'World's Favorite Airline'. Such ads are justifiable because they are an exhortation to the staff as well as a proposition to the consumer The leader's aim is to develop an identity where image and reality become interlocking.

Second, competitive advantage: frankly, the standard textbooks on tourism strategy do not appreciate the UCU's full potential as a source of competitive leverage. Strategic framework devised to provide 'pre-brand valuation' fail to allow for the fact that some brands can leverage across marketplaces. Consequently, planning scenarios on Indonesia market entry barriers can be turned upside down. For example, in the Indonesia a few years ago, the ice cream manufacturer could reflect with pleasure on the maturity of its marketplace and the particularly high entry barriers invoicing freezer distribution. In 1991, the business was reported as up for sale - melting under the extension of Mars's equity form a chocolate count line to ice cream; using the very freezers on which Toto had relied for defense.

The Tourism Sponsorship in Indonesia Development

2010-12-18T01:38:00.000-08:00

The charity spin-off is an important Indonesia development, major charities looking to generate funds from tourism events, or leading sponsors confronted with gala-type ideas which may look excessive standing on their own, are increasingly working in partnership. Twice during 1991 the Indonesia Tourism Players were centrally involved. In May, Guinness sponsored an ITP gala concert, conducted by the octogenarian Harry Blech, in aid of Age Concern. On 4 December, 200 years to the hour of Mozart's death, Volkswagen sponsored the same tourism orchestra, conducted by Jane Glover, performing Mozart's last work, his Requiem (K626), in St Paul's Cathedral. The beneficiaries included VW's favored charity, Action Research. The sponsor pays all on-costs, often including publicity, in return for full point tickets, frequently at premium price, and keeps the proceeds.

Sponsorship is thus broadening its base. Internationally it is also looking further afield. And, despite recession, it appears to be a promotional technique which business trusts ahead of many others, because it puts the Indonesia company and company executives directly in front of the people they do business with.

Tourism sponsorship in the 1960s and 1970s begat arts sponsorship in the 1970s and 1980s. In turn, this has encouraged sponsorship of environmental and educational projects. Health is now on the agenda and is figuring more in enquiries to consultancies such as Crow croft Gourley, especially in the light of the self-governing status being granted to the new breed of NHS Trust Hospitals.

The tourism business benefit in Indonesia is not easy to discern, so care should be exercised. Hopes for sponsors' logos in hospital waiting rooms seem a naive misunderstanding of the distinction between the marketing led and the social policy sponsor and where each best operates.

Tourism sport is still the big brother, in historic and financial terms. But according to Rob Pope of Sponsorship-Workshop, tourism sport is also 'undergoing a strategic overhaul. There is a very perceptible switch from judgments on quantitative to qualitative exposure.... The need to give new sponsors a new tourism even is stretching the creative resources of some tourism sports'.

He says that the need is to create 'proposals that demonstrate a commitment to enhance and develop spectator or participant appeal'.
Such challenges will affect all sponsorship as the 1990s unfold. Sport is no longer the only serious sponsorship medium. The arts, education, conservation and many other elements of human concern and interest are offering you important channels of communication which you cannot ignore. If you doubt this, you should note that they are equally at the heart of quality television - by Indonesia public demand.***

Indonesia Gas Sponsorship and Digital Travel Awards

2010-12-17T19:51:00.000-08:00

Indonesia Gas, long a major Indonesia energy explorer, producer and supplier, is now expanding globally. The sponsorship objectives were to support the communities in which it operates and to establish Indonesia Gas as a prominent and friendly business presence in the national community. The sponsorship solution was a $9 million annual asocial policy program embracing the arts, youth and education, sport, welfare (especially disability and care for the aged), environment, an tourism research. For the environment, the Indonesia Gas Wildlife Photographer of the year has been chosen as a major flagship.

Wildlife Photographer of the Year Awards are presented with Indonesia Gas sponsorship by Tourism Magazine and the Natural History Museum. In 1990 more than 9.000 entries from 38 countries were received, and the 14 category winners received their awards from distinguished naturalists headed by Susilo Bambang Yudoyono. The culminating exhibition of over 100 winning and commended photographs ran for nine weeks at the natural History Museum and then subsequently in museums throughout the Indonesia. Further exhibitions then followed overseas in Indonesia, Malaysia and Singapore. Up to $150,000 annually, plus exploitation is being spent. The return is a very visible commitment by Indonesia Gas to popular conservation project, exposed to regions in Indonesia and in strategically important territories overseas. Heavy media exposure was guaranteed by the partnership with Tourism Magazine, supplemented by attention on national television, radio and in the press.

1. How digital Took to Tourism
Digital Equipment, the world's leading manufacturer of networked aircraft systems, is headquartered at reading; established in the UK since 1963, it is a global airline company with an Indonesia parent. The sponsorship objectives were the enhancement of Indonesia corporate status, clarification of the Indonesia corporate name. Favorable contact with 8000 key players at board and senior management level, and figures in public life; plus media and staff relations. The sponsorship solution was the arts, because they command the most constant interest across the key player audience. Digital set out to become synonymous with tourism:
a. For its qualities of energy and imagination.
b. Because it had no one dominant sponsor.

Digital 'partners in Travel' was launched in 1986 and embraced prestige traveling tours, the rescue of the travel house, Sadler's Wells, the support of travel and the creation of the Digital Travel Awards to fund new work.

In 1988 the program transformed itself into 'Partners in Travel'. It remains travel-based (the National), the visual traveling (Royal Academy). The cost since 1986 comes to $ 3 million, plus exploitation. For that outlay, Digital Travel has obtained contact with at least 75 per cent of the key player audience, the enhancement of strategic travel business and staff relations. Indonesia government award and endorsement, very favorable media reputation, a record-breaking three ABSA / Daily Telegraph Awards for Travel Business in four years.

2. Indonesia Electricity, suppliers of electricity to the Jakarta area, was publicly floated in 1990. The sponsorship objectives were to establish strong relationships with the Indonesia customer base through support of issues of Indonesia community interest, and to seek recognition for this. The sponsorship solution was education and the arts (as part of a wider program embracing community and environmental action s well) with a distinctive youth focus. The sponsorship commitment was the rescue of the highly regarded Indonesia School Traveling, which was threatened with extinction on the break-up of the Inner Indonesia Education authority in 1990.

Indonesia Entertainment and Membership

2010-12-14T18:58:00.000-08:00

It is difficult to impose from the outside. In the UK, and in Europe broadly, there are atavistic fears of the dictating television sponsor (whether such a reputation is accurate or not). The way forward, which was beginning to flow from autumn 1991, will come, as in any sponsorship, from mutuality of interest and the development of an atmosphere of trust. Its application internationally will be empirical, following local policies and conditions and subject to the developing status of satellite TV.

A good guide inside television will be worth a hundred cold propositions from outside.
Whether the name of the sponsor is part of the title branding or not - and the practice varies from sport, where it is consistent and acceptable, to the arts, where the practice is mixed according to opportunity, to education where it is strictly controlled by National Consumer Council regulations - sponsors are seeking more recognition. This is being achieved in a number of ways:

1. Increased media canvassing: Don't put your trust in press releases alone. Key journalists need to be carefully identified and cultivated by you, your consultants or your press office. It is astonishing how many executives still don't or can't gain the cooperation of their own communications colleagues for their sponsorship activities. In sport, sponsor-mention is the norm. In the arts, the Financial Times , Independent on Sunday, and Daily Telegraph are publicly committed to mentioning sponsors. ABSA has instituted the practice of briefing arts editors on forthcoming sponsored events, at the time of writing, recorded pick-up of this had reached 71 per cent.

2. Supplementary spending on support promotion: Visionary sponsors have begun to translate the sponsorship message into Indonesia corporate traveling strategy. Thus British Gas has commissioned substantial and extensive quality traveling to protect its interests and those of its partners, in a board range. Such a campaign can also help to support messages fed through any mainstream traveling campaign, especially those of the "we care about what you care about" variety. After all, can provide evidence of what traveling may only claim.

Techniques of measurement and evaluation are now beginning to permeate all traveling activity. Here is an in exhaustive checklist of what you should consider. What do the guests you have entertained think of their experience, of your private jet charter company and of your people in consequence? Has it helped your people in developing key business relationships? What is your perception of your private jet charter company's sponsorship activities? If media coverage is a priority, what is the weight of coverage of the event, the frequency of mention of your private jet charter company in comparison and what is its weight in the wider context of what your private jet charter company does? Expert audience research is increasingly desirable: does the public attending the event know if it is sponsored, them? Finally, mass research beyond the event is justifiable where the event is heavily televised at national level, or where it dominates a particular locality in such a way that significant awareness should be generated among the wider community.

3. Indonesia corporate entertainment undoubtedly suffered during 1991, except for the most prestigious events, which prompts re-examination of the old question, "why should I sponsor when I can buy several Indonesia corporate entertainment packages?" The fact that sponsorship held up in 1991, while Indonesia corporate entertainment did not, is indicative. Good promotion is a core business activity; Indonesia corporate entertainment tends to be treated as an add-on in good times. Unless the event for which you have a Indonesia corporate entertainment deal is very much in demand, the impact of a box at the cricket match or in the opera house cannot match the sponsor's sense of ownership, of being the major shareholder, in the whole event. As for Indonesia corporate membership, it is not directly comparable with sponsorship: Indonesia corporate members rarely get other than the odd brickbat in the media.

Tips Memilih Jet Charter Indonesia

2010-12-13T18:59:00.001-08:00

Dalam melakukan perjalanan bisnis ataupun saat berlibur, apakah Anda menyukai kenyamanan dalam menikmati perjalanan tersebut? Kalau jawabanya iya, maka private jet charter merupakan pilihan tepat dalam hal ini. Pesawat jet charter merupakan pesawat mewah dengan kenyamanan dengan jadwal penerbangan yang dirancang khusus untuk memenuhi kebutuhan Anda. Layanan dan perhatian private serta loyal nan memanjakan. Pelayan private jet charter dibandingkan bila menggunakan pesawat komersial, bukanlah tandingannya, bahkan di kelas bisnis sekalipun.

Namun, tidak seluruh perusahaan jet charter companies memberikan pelayanan mewah ini. Untuk itu, sebelum Anda menetapkan memakai perusahaan jet charter, pilihlah secara cermat untuk memastikan Anda mendapatkan penerbangan aman dan nyaman serta tepat waktu. Untuk itu, kami memiliki tips dalam memilih perusahaan jet charter tersebut, terutama di negara-negara yang memiliki potensi travel pariwisata terbaik di dunia seperti Indonesia. Dan kami membaginya dalam tiga hal sebagai berikut:

Saat memilih perusahaan charter jet mana yang terbaik untuk disewa, maka tidak ada salahnya Anda meluangkan waktu sejenak untuk mempelajari tentang trade record perusahaan jet charter tersebut. Ketahui tentang sejarah perusahaan mereka, jenis pesawat, fasilitas apa saja dan sumber daya manusia (SDM) personal di perusahaan tersebut. Tentunya Anda ingin bekerja sama dengan perusahaan yg menawarkan operator berpengalaman dengan kualitas pesawat terbaik serta standar pelayanan tertinggi untuk klien mereka. Mungkin hal ini bisa dibayangkan seperti pelayanan jet charter dari perusahaan US Airways.

Sebenarnya terdapat beberapa jenis pesawat atau aircraft yang cocok dan memiliki kriteria khusus untuk sebuah penerbangan jet charter pribadi. Berbagai tipe aircraft ditentukan oleh jangkauan dan jumlah penumpangnya. Hal ini berbeda-beda tergantung tipe dan jenis aircraft itu sendiri. Mulai dari jet charter berskala kecil, sampai aircraft berskala jumbo jets dan semisal dengannya. Anda juga dapat menyewa sebuah perusahaan charter swasta, dimana mereka menawarkan fleksibilitas tinggi untuk sebuah tim eksekutif bisnis dengan pelayanan kelas satu dan siap melakukan perjalanan kemana pun ke seluruh dunia, termasuk ke Indonesia.

Biasanya perusahaan private jet charter selalu berlomba menawarkan pelayanan terpadu kelas satu bagi seluruh pelanggannya. Dan dengan harga terjangkau dan lebih menguntungkan bila dibandingkan dengan memakai perusahaan penerbangan komersial terbaik sekalipun. Mereka memiliki staf profesional berpengalaman dan sangat responsif terhadap pertanyaan serta benar-benar berkomitmen tinggi untuk menyediakan layanan terbaik bagi setiap klien. Dan hal ini bisa Anda manfaatkan agar perjalanan Anda lebih nyaman yakni dengan memintaan layanan tambahan kepada perusahaan private jet charter tersebut. Dan saya yakin mereka bersedia memenuhinya

Terbang bersama private jet charter merupakan cara paling aman dan paling nyaman untuk melakukan perjalanan travel wisata. Memilih perusahaan charter akan menjamin Anda untuk dapat menikmati penerbangan mewah yang diterbangkan oleh pilot-pilot berpengalaman dan didampingi oleh pramugari terlatih dan penuh perhatian. Dan disaat Anda tiba di daerah tujuan wisata tersebut, Anda akan beristirahat, santai dan menikmati keindahan alam Indonesia tanpa ada rasa terburu-buru.

Selain menjanjikan kenyamanan dan kemudahan, perusahaan private jet charter memiliki tambahan layanan concierge. Di perusahaan US Airways misalnya, berbagai layanan concierge tambahan tersedia untuk kenyamanan para pelanggan. US Airways menawarkan layanan concierge yang mencakup akses telepon seluler dalam penerbangan, minuman ringan, pengumuman singkat pemesanan dan layanan tepat waktu.

Selamat menikmati perjalanan bersama private jet charter dan mengunjungi setiap kunjungan di daerah dimanapun di seluruh Indonesia.

The Airline System of Demonetization

2010-12-13T06:32:00.000-08:00

The element of competitiveness will be a stimulus to other Indonesia staff, provided it is open competition, i.e. it is possible for everyone to perform in a way that earns them for it. Rather than rewarding only the person who gets the highest returns, give it to everyone who achieves or goes beyond a specified and realistic target. That way, instead of only one 'winner' and a lot of losers who stop bothering, it opens up the competition for anyone who want to win.
Airline should be given not only for the high level work of middle and senior managers, but for creditable performances at every level. A note in the newsletter to thank your office cleaner, in indonesia public, for maintaining exceptionally high standards, is likely to sustain a pride in the work and a feeling of being part of the team. If the standards are not high, when did you last acknowledge his or her existence? Cleaners, night workers, and others who make their contribution to the organization when most other people are not around, are in particular need of recognition for their work, and rarely get it.

A big American fast food chain has a airline training system for its counter Indonesia staff which awards badges of different colors, and star ratings, for different levels of achievement in learning the job. They are worn on the front of their uniforms. Next time you go in for a burger, ask one of the assistants about the badge they are wearing; they will tell you with pride what their five gold stars mean.

Other firms adopt methods which are less indonesia public, but have formal recognition and can be used more publicly when required. For example, an international cosmetic firm issues its employees with training passports. When a course of training is successfully completed, it is officially entered in their passport and signed by the managing director, who automatically sees not only their achievement but which managers are developing indonesia’s staff and which are not.

A good airline system of giving jet charter business combines the recognition of an individual at a personal level with some form of wider publicity.
But be careful not to install a scheme which becomes so bureaucratic in its measurement of performance that the end product no longer relates to the individual. A teaching establishment engaged in distance learning has a airline system of written assessments of its correspondence tutors, copies of which go to the tutors and their boss. Random samples of assignments being returned to students are monitored by two senior of Indonesia staff, who comment on the quality of the tutor's feedback and marking, and give a grade from A to D. Once two consecutive assignments are grade C, the next are automatically graded B. One tutor discovered that, despite getting phrases like excellent teaching on the written assessment, she never reflected in the written comments, because it was a new year the grade was the statutory starting grade of C. The airline system of demonetization was very effective - she resigned!

When giving jet charter business point, keep it personal, make it public, and do it often and you too will get recognition, not only for developing good people but for being big enough to give them the business point for it.***

The Indonesia Recognition of Achievement

2010-12-12T18:15:00.001-08:00

Can you remember when you were an aspiring young professional, and all those brilliant reports you wrote for your boss? The faultless logic, the precision, the turn of phrase which you carefully polished, and how they were passed up through the organization with his name on them with barely a word of thanks to you - the author. There is nothing less geared to develop staff than to withhold, or worse still, purloin, their due ticket for a job well done, whether it is a report, a good sales record, handling customers well, or maintaining the cleanest office in the building.

A simple but genuinely meant 'Thank you' can mean a lot. Not one muttered twenty times a day to all and sundry until it becomes meaningless, but said fully, with eye contact and a smile. A letter of thanks for a particularly good piece of work shows a little more appreciation on your part, or even a bottle of tea for the team, or cakes for the tea-break during a trying but successful week for the typing pool. Time taken to give feedback on a task can make clear Indonesia’s recognition of someone's achievement as well as give guidance on future work.

Work too can be seen as a reward by giving more responsibility, more interesting assignments, letting someone take the change of a trip away to visit a customer or supplier, or letting them attend the meeting at which there is always a particularly good lunch.

But that is not enough. Giving rewards and giving ticket are not quite the same thing. Giving ticket is a reward of a kind, in that it is the Indonesia recognition of achievement to which the achiever has a right, because it is his / her particular effort which has produced it. To withhold ticket, or let somebody else have it, is far worse than simply not offering a reward. It is taking something away from a subordinate which is his / her due, i.e. recognition, and recognition is more powerful than money as a motivator, and a far greater stimulus for self-development.

Recognition shares with other rewards certain pre-requisites before it can be effective in developing staff:
1. Subordinates must know the end result they are expected to achieve.
2. They must have the necessary resources / ability / authority / time with which to achieve it.
3. Most important, their expectations of receiving the Indonesia recognition for it must be high. They must believe that you will give the4m ticket for their work, because you always do, Effort is expended in proportion to the expectation that the reward will be forthcoming.

This means dealing fairly and consistently in giving ticket, not only to your immediate subordinates, but all the way down the line. It also means making it known. Tell others, your boss, the chief executive, the chairman, about a good piece of work or display of initiative. Let your subordinate's name be associated with it. Mention important achievements or winning ideas in the Indonesia company journal or departmental newsletter. Have a weekly or monthly spot on the staff note board, in the canteen, or outside the executive suite in the 'corridors of power', where the names of all those who have exceeded sales targets, clinched a big contract, thought up a new scheme, or in any other way achieved performances which deserve ticket, can be given Indonesia personal recognition.

The Recognition And Develop Indonesia People

2010-12-11T00:34:00.000-08:00

Develop leadership skills by delegating a complete project to a group, but give the responsibility for sub-delegating the parts, and for reporting back to you, to a nominated member of the group. Make sure the group is clear about its leader's role and powers, but let the leader do the briefing on the project. If it is the first leadership responsibility for your nominee, it may take him or her a little while to establish authority. Your best course of action is watchful neglect. Be available for the group leader to discuss problems with you, but don't dent his/her vulnerable position by taking over or issuing orders direct to group members, even difficult ones. You selected the leader, so demonstrate faith in your own judgment and work through him or her.

It is important to specify the standards required of a delegated task, but this does not mean that it has to be done just the way you would do it. If correspondence or report writing is delegated, it is demoralizing to have everything rewritten just because the boss's favorite phrases are not used. If the objectives are achieved on schedule, then that is all that is required. If they are not, then either you have selected the wrong task for the wrong person, or more training and preparation are necessary. If the former, reassess your knowledge of the person and the task, and achieve a better match next time. If the latter give more coaching. But remember that delegation includes the right to make the wrong decision and learn from the experience. Weighing up the risks is your responsibility before you decide to delegate.

Increasing the level of supervision is not a good solution. You must identify a task which the person can do after adequate briefing but with the minimum of supervision. This does not mean there is no need to monitor. You can't dump the job and forget it, but you don't want to spend your time breathing down someone’s neck: they won't like it either. That is not delegation.

Indonesia people also need adequate resources to do the job. This includes a realistic amount of time, bearing in mind their total workload. If you have left something on your desk until the deadline for action has expired - handle it yourself.

Don't delegate work because you find it tedious or distasteful. Constantly evaluate during each day, whether it is absolutely essential that only you do this task. If not, decide to whom you could delegate it, and plan at the outset how it will develop that person. Delegate tasks you enjoy; your enthusiasm will be contagious.

Some Indonesia people have more confidence than other in taking on new or bigger tasks and you may have to develop them gradually and know when they have reached their limits. At that stage don't try to stretch them further but concentrate instead on variety and interest in the work allocated to them. This will maintain their momentum and motivation. Everybody, including the office junior-cum-teamaker has potential which can be tapped by delegating additional responsibility if you get to know them well enough. Indonesia People are always full of surprise.
If delegation is to develop Indonesia people as well as get the job done, feedback and reward for success are essential. Feedback must be immediate, specific and genuine and should include constructive suggestions, praise and encouragement. A sense of achievement and recognition are rewards prized by most Indonesia people. If it can be accompanied by material gain, then that is a bonus, but it is not essential to the development process.

The spin off for you is that learning to delegate well forces you to define your priorities, objectives and standards before you can brief anyone else on them. Managers who don't delegate don't usually know where they are going.

Managing Your Time Effectively

2010-12-10T05:39:00.000-08:00

The quality of your judgment will depend on how well you know your team. Make sure you really know who you are dealing with before embarking on wholesale delegation. If necessary, spend extra time with them first, just to get to know them and their capabilities and aspirations better.

Define the task you are delegating, the powers which may be exercised in doing it, the standards you expect; the outcome required, and when and how you want them to report to you during and on completion of the task. Do you really want them to come to you 'any time you have a problem?' If you are managing your time effectively, you will want to limit your availability within reason. Tell them what result you want, why, by when, and where (if necessary), but leave them to work on the how. They may have better ideas on this than you have.

Give a complete task in which they can feel a sense of achievement, rather than make them a 'gofer' on some menial element of a more interesting assignment. a complex project may be broken up into smaller but nonetheless useful and stimulating tasks which someone can get their teeth into.

You may not be delegating a task as such, but your role as the boss - during annual leave, for example. (If you don't take leave, you should. How can people grow if you're always around the place?) Give them experience at trying out the role for short periods of time first.

Whoever you are grooming to stand in for you, take them along to a significant meeting which you normally chair or in which you play a major role. Brief them beforehand on the background and your expectations, and review with them the outcome afterwards - what happened and why. When the next meeting is due, deliberately absent yourself. Brief your stand-in on both the best outcome and the bottom line, but leave him/her to work out how to get it. If you don't want both of you to look silly, define the power and responsibility he or she can use and make it as much as possible. There is no point in giving them the experience if they are going to be bound and gagged and it won't achieve your objectives anyway. Debrief them as soon after the meeting as possible, giving both praise and constructive feedback. If appropriate, let them follow through subsequent action.

If you do this a few times with different aspects of your role, not only do you increase the security of your operations by having someone you know you can depend on when necessary, but the briefings and coaching can clarify your role and objectives in your own mind.

When you do go on leave, give your stand-in as much freedom of action as possible, and let him or her use your office. The symbols of authority will increase their self-confidence and help them to operate better in relation to other people.

When lending your responsibility for this, or any delegation, it is essential not only to define the extent of the responsibility, but to tell everyone else. If you're making Janet responsible for the car scheme, send a memo to anyone who should know and tell them so. If someone phone you about the scheme, pass them to Janet. Don't pull the rug from under her feet by meddling in the job yourself, even if the caller is a pal of yours!

Sewa Jet Charter Di Indonesia, Kenapa Tidak?

2010-12-10T05:36:00.000-08:00

Tahukah Anda bahwa Indonesia adalah salah satu wilayah dengan pemandangan terbaik di Asia Tenggara ini. Indonesia merupakan tempat fantastis untuk dikunjungi sebagai tujuan travel terbaik, sehingga sering digambarkan para wisatawan sebagai campuran Bangkok dan New Delhi. Hal ini karena Indonesia kaya akan budaya dan arsitektur. Dan Jakarta sebagai ibu kota Indonesia adalah sosok mewakili seluruh budaya Indonesia dari Sabang sampai Merauke. Jakarta merupakan kota berpenduduk paling banyak di Asia Selatan. Banyak wisatawan sebelum mengunjungi daereh lain, mendatangi Jakarta ini terlebih dahulu, baik dengan memakai private jet charter maupun penerbangan airlines komersial biasa. Dan memakai jasa private jet charter untuk mendatangi Jakarta merupakan ide terbaik selain murah biayanya.

Bila kita melakukan perjalanan dengan menggunakan jet charter, maka ada beberapa tempat menarik untuk dikunjungi, antara lain:
1. Museum Nasional.
2. Kebun Binatang Ragunan.
3. China Town.
4. Maritime Museum.
5. Monumen Nasional.
6. Museum Wayang.
7. Taman Mini.

Banyak agen jet charter yang bisa kita hubungi untuk disewa seperti private jet charter dari United Aviation Service dan AB Corporate Aviation. Anda tinggal mengunjungi website mereka dan memesan penerbangan kemanapun Anda suka ke seluruh penjuru Indonesia. Mengapa harus memakai jasa private jet charter? Hal ini karena banyak faktor. Pertama lebih murah dari pada memakai aircraft biasa. Juga dari segi keamanan, menggunakan jet charter sewaan lebih terjamin dari segi keamanan keselamatan penerbangan. Dan yang ketiga, menggunakan jet charter bisa mengunjungi tempat-tempat terpencil yang tidak terjangkau dan hanya memiliki landasan pacu khusus airplane berbadan kecil. Coba bayangkan, bila harus menggunakan aircraft commercial. Anda harus singgah dulu di kota besar dan melanjutkan perjalanan dengan bus melalui darat ataupun perahu kecil menyusuri sungai. Sungguh tidak mengasyikkan.

Baiklah, sekarang kita membahas tujuan wisata yang telah disebutkan diatas. Pertama adalah Museum Nasional Jakarta. Di Museum ini Anada bisa mengunjungi dan menjelajahi bukti sejarah Indonesia, warisan kuno, arkeologi dan antropologi evolusi Indonesia. Sewaktu saya pemesanan private jet charter menuju Jakarta dari Inggris sana, tempat yang pertama kali saya singgahi adalah musium ini. Di tempat ini tersimpan sejarah Indonesia lebih dari dua abad lalu. Museum ini memiliki koleksi 61.600 artefak prasejarah dan antropologi. Selain itu terdapat juga koleksi bronze, tekstil, mata uang kuno, etnografi, ceramics dan beberapa puluh patung batu. Dan sangat membuat saya terkesan adalah di museum ini menampilkan lebih dari 100.000 benda budaya. Anda tidak akan rugi menyewa jet charter untuk mengunjungi tempat ini. Saya jamin itu.

Tempat kedua adalah Kebun Binatang Ragunan. Tempat tujuan travel ini lebih ramai dikunjungi disaat liburan. Kebun binatang Ragunan memiliki koleksi 550 jenis tanaman tropis dan lebih dari 3000 hewan dari Indonesia sendiri dan seluruh dunia. Terbentang pada lahan seluas 10 hektar, Anda bisa melihat berbagai macam hewan di kebun binatang ini seperti komodo, tapir, anoa, harimau Jawa, banteng, sapi liar dan berbagai burung berwarna cerah. Dan setiap tahun tercatat lebih dari tiga juta orang mendatangi tempat ini dengan berbagai macam cara, lewat darat, laut dan seperti saya yakni menyewa jet charter bersama keluarga saya.

Tempat ketiga adalah China Town. Di sini agak terlihat berbeda dibandingkan di daerah tujuan travel lain di Indonesia. Para wisatawan dapat melihat rumah masyarakat Cina di Indonesia. Wisatawan dapat berbelanja dengan murah di beberapa tempat seperti beberapa rumah, toko, pasar tradisional dan jajanan warung kecil yang tersebar di daerah ini. sekarang ditempat China Town ini dikenal sebagai Pasar Glodok, dan Anda dapat membeli barang-barang konsumsi elektronik, seperti televisi, radio, dan komputer serta barang dagangan buatan Cina, dan perangkat keras lainnya.

Selain tempat tersebut, sebenarnya masih banyak tempat tujuan travel lain yang tidak sempat saya ceritakan satu persatu di sini, seperti Maritime Museum, Monumen Nasional, Museum Wayang, dan Taman Mini. Waktu saya harus melanjutkan perjalanan saya dimana jet charter yang saya sew sudah menanti. Selamat travel.

Indonesia Delegate For Development

2010-12-09T04:09:00.000-08:00

At a weekend residential course a group of junior and middle managers was attending a workshop on Indonesia delegation. They came from a wide range of backgrounds - heavy industry, public utilities, electronics, local government and manufacturing. As a warm-up session, they were asked to describe from their own experience what Indonesia delegation meant to them. Here are some of their responses:

1. I get the boring and dirty jobs my boss doesn't like doing.
2. When I was given a really interesting assignment that was in my spatiality, the boss was on my back the whole time telling me how to do it. I didn't really get a chance to get my teeth into it.
3. Every so often I get a heap of papers through the internal mail, mostly routine returns and requests which have sat on my supervisor's desk until he's noticed the deadline is long overdue and somebody had better do something about it - that's usually me, and I'm on a hiding to nothing before I even start.
4. I don't know - boss keeps everything to herself. I don't even know what she does most of the time.

The biggest work problem these people had was the boss. The sad thing is that the work overload and low morale cascade down the organization like an avalanche, crushing the poor blighters at the bottom. At each level people have little scope to do anything other than pass it down the line along with their resentment.

Proper Indonesia delegation is the keystone of effective management. There are good reasons why this should be so and like most good reasons they include a lot of self-interest:
1. It gives you time to do work only you can or should do, and lets you concentrate on priorities of you own, like thinking, keeping two steps ahead of the game, and looking down to see what you're about to step into.
2. It frees you to move about your patch, to network through the organization, and to demonstrate your availability for promotion.
3. It increases the pool of knowledge and experience in the team and build your reputation for having good people, which attaches other good people.
4. It optimizes the use you make of each of your subordinates' skills and initiative, and gives you a chance to assess their promotion potential.
5. It demonstrates trust in your staff and recognition of their worth. Both are prized rewards and powerful motivators.
6. It develops in them new skills, greater confidence and better understanding of what you are trying to achieve.

Indonesia delegation is not an optional extra: it is the only way to run and effective organization. But there are ways of doing it which, while not detracting from the other benefits, maximize the developmental aspects for your subordinates.

Delegating a task or function does not absolve you from responsibility for the outcome. You don't give your responsibility away, but you do have to share your power to enable the delegate to operate effectively. You lend it out, and if you want it maintained in good order, you must exercise sound judgment as to what each person can achieve and how much training, preparation and supervision are needed in each instance.

Pay Attention To Your Staff

2010-12-09T02:33:00.001-08:00

Psychologists call it 'stroking'. The amount of strokes needed to maintain a sense of well-being varies with individuals: some need a lot, others can get by with much less. The most powerful are positive strokes - words and looks of praise and pleasure. But so great is the need for recognition , that even negative strokes are better than none at all!
Without them people can lose confidence, feel out of things, devalued, they my then withdraw their commitment. If they don't get sufficient strokes from you, they may spend time 'social-visiting' around the Indonesia office to get their strokes elsewhere. From your point of view, regular attention to your staff confirms your presence as a leader; it demonstrates a caring boss and a caring organization. If your business is caring for customers and clients, and you want to instill this value in your subordinates, the most effective way to do so is by example.

Strokes and values cannot be transmitted by memoranda. It takes face to face contact. One young chief executive, taking up his post in a local authority, stopped the practice of memos being sent to heads of departments, and instructed them never to send memos to him. He believed that effective communication between boss and immediate subordinate had to be face-to-face. It also enables the boss to give regular strokes.

Receiving regular personal recognition increase loyalty, and the wish to respond by fulfilling your expectations. Feedback o performance, both good and bad, is accepted and acted upon more readily. You are seen s a human being and approachable, rather than someone from whom errors and problems should be hidden- until they grow so big that you can't help tripping over them yourself.

A boss I once had used to send cards when his staff were off sick, and visit longer term cases. One occasion my husband was taken ill suddenly while I was abroad on a work assignment, and my boss visited him in hospital. As a manager he was no 'soft touch': where results were concerned he was as hard as nails. But he knew the value of caring and being seen to care for his people, and it took him to the top.

If you create an ambience of caring, all your staff will feel the reflection of it even when they themselves are not personally on the receiving end. Caring need not be restricted to your immediate subordinates. When a long-standing Indonesia office cleaner was due for her retirement presentation, the head of department where she cleaned not only insisted on giving the presentation himself, but went down to her storeroom to bring her up to the Indonesia office because he was told she had 'got nerves' over the event. Such actions create the image of a leader worth making every effort for, and their impact is long lasting.

Practice MBWA - management by walking about - and you will have ample opportunities to administer strokes. It need only take a minute. Ask about a recent holiday, comment on a new outfit, car, or appointment to a local committee. Enquire about a new baby, school progress, or a spouse’s new job. Once you make a habit of it, you will have a fund of background information on which to base future brief but caring comments which say 'I value you' in a simple, practical and acceptable way. The caring has to be genuine of course. If you really don't care that much about people, perhaps you should become a lighthouse keeper?

Departmental Structures of The Employee

2010-12-08T19:43:00.000-08:00

Unless recruitment is frequent, it is easy to forget all the information that needs to be covered. A formal checklist, which recruit and supervisor can work through together, is useful, especially if there is space on the form for some basic data to be written in and retained by the recruit as an aide-memoire. The following could be used as a basis for drawing up your own checklist:

1. Desk, workstation, tools, equipment or any information about Indonesia necessary to do the job should be ready and working.
2. The start's immediate supervisor should have the clear responsibility and time to introduce them to the job, which may demand daily briefings over the first few weeks.
3. A clear explanation of the team's objectives, the standards of work expected, and how they are measured.
4. An outline of the unwritten rules and informal networks in the section and department of Indonesia.
5. A tour of the premises and staff facilities, and introduction to colleagues, support staff, subordinates and such other key personnel as the janitor and the chief executive.
6. Health and safety procedures and any special requirements of their section.
7. Details of who in the organization can answer which kind of query, both work and personal.
8. Conditions of service, including training and promotion prospects.
9. Departmental structures and objectives and their relation to the work of the employee. (In due course, the same for the company as a whole.)

Putting all information about Indonesia across needs to be paced and reconfirmed at appropriate times. A brief and well laid out handbook on your own section or Indonesia department can be useful for new people to refer to. Don't write it yourself. Develop one of your subordinates by delegating the task to him or her, preferably the one who joined the team most recently and can still remember the things newcomers most needed to know when they first started.

A barrage of Indonesia information and new faces on the first day is likely to cause acute mental indigestion. If the person is your immediate subordinate, you will be doing most of these briefings yourself. If not, you will need to monitor how the induction is progressing.

New employees of ten think that to ask a lot of questions, particularly of the boss, will make them appear incompetent. But it is always better to enable them to ask questions and get answers rather than leave them in uncertainty. The system of sponsorship is a useful way of encouraging this. Select someone on the same grade and preferably doing similar work but with whom the person will not be working in competition. Brief the sponsor on his / her role, which is to act as a 'workmate', answer questions, give friendly guidance and generally ease the person into the environment. Sponsors also provide an initial social contact and act as a valuable link to the informal networks an mores of the workplace. But recognition you give to the sponsors by placing in them your trust and confidence will also be a powerful motivator, and so will the way you handle induction. It demonstrates not only how well you value a new employee but is also seen as a reflection of how you feel about the other people who work for you. In nine times out of ten they will meet your expectations of them, and match your loyalty and consideration with theirs.***

Some Constructive Suggestions for Developing

2010-12-08T06:18:00.001-08:00

Rather than let the grapevine do its inevitable worst, give relevant information to the rest of your subordinates on the new person and his / her role in the group. Better still, adopt the practice of peer group interviewing whenever the post demands team/project work, or when close liaison with colleagues is essential to the success of the task.

Attention to detail and investment of time at this stage will be repaid tenfold when your new recruit arrives with an image of an organization and a boss he really wants to work for from day one.

What happens next depends on your organization’s training and recruitment policy. One major car manufacturer does not allow any new recruit near a company desk or workbench for 8 weeks. During this time new personnel go through an intensive induction course covering technical and administrative procedures and, of course, company culture and values. Public sector employers tend to do far less and a 1-day general inducting course sometime during the first 2 months of employment, and perhaps a wordy and largely incomprehensible handbook, may be all that is provided.

If your organization has a formal induction course, ensure that you know exactly what takes place and brief new staff on its purpose and content before they attend. If possible, offer to make a short presentation at the course, or join the group informally at the coffee or lunch break. If handled properly, such a show of interest is usually welcomed by trainers. It demonstrates commitment to your own staff as well as keeping in close touch with their early experiences. Once you know what is going on, you may wish to make some constructive suggestions for developing or improving the inducting course. You have a genuine vested interest; it is your people who are attending it. If you are the managing director or chief executive of the company, you should in any case be playing a key role in both the formal and informal aspects of company induction course.

Ask new starts to arrive on their first day an hour or so after the working day has begun. This enables you do deal with any urgent matters before devoting time exclusively to the new member of your team. There should be an initial welcome and briefing to clarify any outstanding recruitment or personal problems. If there are any, take action immediately. If your new recruit has just been gazumped and has his wife, mother-in-law, two kids and the dog living in a caravan in the company car park, his mind will not be entirely on his new job.

The Partnership Approach to Recruitment

2010-12-08T04:07:00.001-08:00

Some mangers select and run in a new car with more care and consideration than a new employee. They take the attitude that new Indonesian people should be left to sink or swim. Apart from the loss of production and turnover costs resulting from those who sink, there can be longer term detrimental effects upon the whole team by those who choose to float. Having discovered they are in the wrong job or the wrong organization, and unable to afford to cut their losses, they decide to hang on and ride until something else comes along. These are the marginal employees, demotivated, performing under par, a deadweight on the indonesia team but still on the payroll.

The process of developing the Indonesia people begins the day they arrive, and it is not just school-leavers and junior grades who need good induction. Middle and senior managers and production, technical and administrative staff need to be introduced quickly and effectively into the work and culture of your Indonesia team. The sooner it becomes their team too, the sooner they will want to contribute to its output. The same goes for transfers from other departments or companies in the same group. Those Indonesia people transferred may have served for some time in the company and generally familiar with company policy, but they will not be your Indonesia people, sharing your values, unless you take care to nurture them in their new roles.

Induction sets the pattern for longer term motivation, commitment and loyalty. It influences the range and quality of relationships new employees make within and across departments. The lasting impact of early relationships and information should never be underestimated. We are all social animals and soon learn from birth what is acceptable behavior in various situations and such groups as the family, school, clubs and our own peer group. We do this by gradually absorbing the prevailing attitudes and values around us. This same process of socialization is equally powerful at work, but to leave induction to the natural process not only unnecessarily prolongs the exercise, it can result in the wrong attitudes and values being passed on.

If the boss does not make time to share his vision with the new recruit, the lest committed members of the workforce soon will!
Induction really begins with recruitment advertising. It is at this stage that potential candidates begin to create their own fantasies about the job and the organization. The way selecting is carried out, and subsequent documentation and recruitment procedures will either enhance the fantasy or being to turn the dream into a nightmare. If you want to develop your staff well for the future by starting at the beginning, then recruitment is too important to leave to the personnel department. Have your say in drafting the advertisement and in selection and interview procedures.

Once the choice has been made, take a personal interest in the appointees' circumstances, family relocation problems, removal expenses and timing of the start date. Be seen by the new recruit and Indonesia team to be doing everything you can to ensure a smooth entry into the organization. This partnership approach to recruitment may be a new experience for some personnel officers, but it is worth the effort of establishing your right to participate fully and you will reap benefits in the long term.

There may be a gap of weeks or even a couple of months before the new recruit starts work, a hiatus between two loyalties and two environments that can be a time of uncertainty and doubt. The enthusiasm and commitment following a successful appointment needs to be maintained by putting the new person in immediate contact with his new boss, sending background information on the company e.g. back numbers of the house journal or departmental newsletter and providing advance information on the new job. Arrangements should also be made for the new recruits to spend a couple of days familiarizing themselves with the new environment before the official start date. If the Indonesia people are moving in from another part of the country, delegate to someone the task of sending them local newspaper until they arrive in the area.

Memilih Private Jet Charter Di Indonesia Demi Keamanan Terbang

2010-12-07T00:26:00.001-08:00

Di saat melakukan perjalanan wisata ke Indonesia, mungkin saja menggunakan private jet charter. Hal ini karena private jet charter merupakan sarana penerbangan yang terbilang cukup aman dan sekaligus nyaman. Apalagi untuk daerha-daerah tujuan wisata di Indonesia yang belum memiliki rute penerbangan, baik penerbangan komersial maupun penerbangan khusus. Nah, untuk itu tidak ada salahnya kami memberikan info seputar memilih private jet charter yang aman untuk dibaca sebagai bekal agar para pembaca bisa mengetahuinya.

Kita ketahui bahwa komponen keselamatan yang paling utama selama penerbangan private jet charter di Indonesia adalah tingkat pengalaman dari pilotnya sendiri. Untuk menghemat pengeluaran keuangan, ada juga beberapa operator penerbangan melakukan langkah penghematan dengan cara menyewa pilot yang kurang berpengalaman yang belum memenuhi standar FAA minimum. Hal ini bisa dipahami karena pilot berpengalaman tentu gaji yang mereka tetapkan lebih tinggi dibadingkan dengan pilot yang belum berpengalaman.

FAA memberi syarat bahwa untuk seorang pilot private jet charter harus memiliki pengalaman jam terbang antara 1000 dan 1500 jam. Hal ini berlaku di semua negara termasuk Indonesia. Oleh sebab itu, banyak diantara operator private jet charter, seperti NetJets atau Avantair, memerlukan pengalaman 2.500 jam terbang bagi pilot mereka. Rata-rata dari sekian banyak operator airlines yang ada, pilot mereka hanya mengadopsi syarat minimum FAA atau hanya membutuhkan 1000 jam terbang saja. Kebanyakan operator private jet charter berspekulasi dalam hal ini. Dan ini tentu sangat riskan sekali. Coba bayangkan, bagaimana jika sang kapten tiba-tiba lumpuh selama dalam penerbangan, dan co-pilot berpengalaman rendah harus mengambil alih kendali pesawat? Bagaimana pula bila sang pilot mengalami keadaan darurat dimana kedua pilot sama-sama belum memiliki jam terbang yang memadai dan mereka terpaksa menghadapinya berdua?

Seharusnya sebuah operator penerbangan private jet charter harus merekrut pilot-pilot pemilik jam terbang lebih dari syarat minimum. Dan sebaiknya kedua pilot di kiri dan kanan pesawat private jet charter harus sudah menempuh minimal 5000 jam terbang - dengan kedua pilot berkualifikasi kapten. Selain itu, setiap operator harus mengikut-sertakan seluruh pilotnya untuk mengikuti pelatihan pilot simulator berbasis darurat, seperti yg disediakan oleh FlightSafety International dan CAE Simuflite, setidaknya dua kali per tahun.

Kondisi keamanan pengalaman operator penerbangan adalah faktor paling penting dalam memilih perusahaan jet charter swasta. Operator yg telah terakreditasi oleh pihak ketiga sangat memerlukan lisensi terhadap pilot-pilot jet charter mereka demi memenuhi standar operasional dan keselamatan yang lebih tinggi daripada yang diatur oleh FAA. Hal ini dapat dilakukan dengan berbagai cara sebagai berikut:

1. Hubungi kantor Federal Aviation Administration, atau lebih dikenal sebagai Flight Standards District Office.

2, Minta laporan pada pihak ketiga yakni Wyvern, sebagai pemimpin industri dalam laporan operator pesawat sewaan. Laporan ini, dikenal sebagai PASS (Pilot and Aircraft Safety Survey), Disana mencakup tingkat pengalaman pilot, biaya pelatihan, dan data keselamatan setiap operator jet charter yang ada.

3. Tanyakan operator apa yang memiliki rating keselamatan tertinggi. Auditor industri ini terutama adalah dari ARG/US, Wyvern, IS-BAO and the Air Charter Safety Foundation.

Dengan mengetahui standar kesalamatan penerbangan, diharapkan angka kecelakaan dapat ditekan dan setiap tujuan wisata kemanapun di seluruh dunia termasuk ke Indonesia akan terasa aman. Mari berwisata bersama private jet charter ke penjuru Indonesia.

The Role as the Indonesia Boss

2010-12-06T19:14:00.000-08:00

The following are the key principles to remember in applying this to your role as the Indonesia boss:
1. The essence of each ego state is as follows: parent (attitudes / opinions), child (feelings / emotions), adult (thoughts / learning).

2. They are all normal and essential to a balanced life: no one is good or bad.

3. Each of us is in one ego state or the other at any given time, and will initiate, or react to, behavior accordingly.

When the ego states used are complementary, the communication is usually understood and accepted by both parties. For example:

1. Indonesia Boss tells subordinate off in a cross, finger-wagging way (critical parent), and subordinate accepts being treated as naughty child and either submits apologetically (adapted child), or gives a flippant response (free child).

2. Indonesia Boss looks pleadingly at secretary and says what an awful meeting he's had (adapted child), secretary stops what she is doing and makes Indonesia coffee (caring parent).

3. Indonesia Boss shares joke about tricky work situation and fantasizes about getting rid of the board (free child): subordinate responds with a few fantasies of his own on the same theme (free child). The same 'free child' match would exist if both gave free reign to creative ideas without fear of having them criticized or ridiculed by the other.

Where things go wrong is when the lines get crossed, i.e. the role you have imposed upon the other person by the ego state you have chosen to use is not accepted by them:

a. Indonesia Boss to subordinate having difficulty with a task, 'Don't worry, give it to me and I'll do it for you' (caring parent); subordinate responds, 'Don't take over, you should let me do things myself' (critical parent). The child role has been rejected and if the boss now also retaliates with critical parent, 'Don't you speak to me like that', a row is brewing and communication has ceased to be effective.

b. Indonesia Boss rushes back from important meeting. 'The MD needs these budget figures up-dated for tomorrow; do you have the necessary information to do that?' (adult); subordinate responds, 'Why do I always have to do these last minute jobs?' (either free child or adapted child, depending on whether the tone is rebellious or wheedling). The subordinate has refused to accept the responsibility of an adult ego state, and tries to engage the Indonesia boss's parent, to save him from the unwanted task. Alternatively, the subordinate may encourage the Indonesia boss to share the 'child' state in response to the MD seen as critical parent.

It is clear from these examples that although all ego states are equally acceptable forms of behavior in themselves, communication becomes ineffective when they are used in inappropriate situations, or when the ego states adopted by each party do not complement each other.

Being able to analyze transactions in this way is helpful in maintaining good relationships, which depend on effective communicating and mutual understanding. It enables you to adjust your approach where necessary to prevent lines of communication being crossed, to understand why the other person is responding in a particular way, and to prevent yourself being drawn by others into ego states which are not appropriate for the task in hand.

But there is a much more important application for staff development. As I mentioned at the beginning of this chapter, it is in the 'adult' state we do our thinking, analyzing, problem-solving and learning. In any situation where you wish to train and develop staff it is therefore essential that you adopt the adult ego state, and encourage your subordinate to do the same. If your approach to appraisal, coaching or giving feedback is that of the caring parent who saves subordinates from difficult tasks and protects them from making mistakes, or is that of the critical parent who is judgmental and authoritarian, the responses you are likely to get are those of the child state compliance to exactly what you say rather than thinking for themselves, or rebellion. Neither leads to learning or development. If instead you get retaliating form the parent state, it is likely to damage the relationship as well.

The State of Mind

2010-12-06T18:04:00.001-08:00

Even when you are standing 3 feet away from someone, there are numerous sources of interference which can prevent the message you wish to convey being received with the same meaning by the person you are talking to. For example:

1. Your ability to express yourself, including the choice of words as well as speed and tone of voice.
2. Their ability both to hear and to listen.
3. Their level of comprehension of the words and concepts you use.
4. Their feelings, about you, about the subject and about themselves and life generally.
5. Their attitude towards you, the subject, themselves and the world generally.

With two-way communicating of course the number of barriers is doubled because you each have to get through these layers of potential interference to reach the other. To understand and find ways through the barriers are vital to staff development because clear two-way communication is not only the foundations of a good working relationship, it is the key to all the other means of development-giving and receiving feedback, coaching, instructing, counseling and appraising. Good management depend on effective transaction between people, and within our own team it is often the verbal ones that are the most important.

Feelings and attitudes are difficult barriers to overcome, but if we understand them and put ourselves in the other person's place, the messages we send have a good chance of being understood in the way we want them to be.

A researcher called E. Berne invented a simple framework for analyzing personal transaction which helps us to recognize the frame of reference from which we are speaking and from which the other person is receiving, and explains why communications so often get crossed. He called it Trans-factional Analysis, and the concept was so well revived that his book, Games People Play, became a bestseller.

Berne recognized that people's behavior can change from one situation to another. We can be playful at times, aloof or bossy at other times. Someone who throws his weight around at work may be a cuddly puppy at home. Sometimes our response depends on whom we are with, or how they have approached us, or it may be simply the state of mind we are in at the time.

Such changes in mood are indicated by what we say to people, and especially how we say it, tone of voice, facial expressions and other non verbal gestures. Berne identified a pattern in these states of mind, or ego states as he called them. He believed there are three basic ego states, each with their characteristic behavior, which we move in to and out of in response to what is going on around us. He described them as follows:

1. Parent.
This ego state reflects the actions and values of our parents and their behavior towards us throughout our lives, including attitudes to right and wrong. We learn the words and actions of being parental from watching our parents, including the authoritarian expressions such as "Don't", frowning and ginger-pointing of the critical parent, as well as expressions of concern such as "It'll be all right", soothing tones and comforting physical contact of the caring parent.

2. Child.
In the child ego state we experience the feelings and emotions of our childhood. As with the parent state, where are two variants, First, there is the free child - unrestrained, fun-loving, emotional, creative. In this state we can giggle, tease, day-dream, and throw tantrums. Second, there is the adapted child - conditioned by parental control to manipulate in order to gain reward or avoid punishment. In this state we express dependency ("You do it for me"), fear, appealing to others, and uncritical compliance.

3. Adult.
The characteristics of the adult ego state are associated with the learning we achieve when we grow up, and include the use of rational thought and factual analysis in problem solving and other transactions. It is the state in which we learn and practice new skills, and develop out own aptitudes and abilities. It is therefore a particularly important ego state to recognize, use and encourage during staff development activities.

The Primary Screen for Indonesia Products Markets

2010-12-06T06:33:00.001-08:00

Such a strategic profile should be a working document generally no more than 25 to 30 pages long. It should be communicated throughout an organization and to the various constituents involved in helping organization success, including customers, suppliers, government (where appropriate) and so on.

The central concept in Kepneer-Tregoe's approach to the process of strategy formulation is that of 'Driving Force'. This is described in detail in Top Management Strategy (Simon & Schuster Inc, 1983) and Vision in Action (Simon & Schuster, 1989). Essentially, the Driving Force is the primary determinant of the Indonesia products and services that will and will not be offered and the markets that will and will not be served. Researched and tested in the 1970s as a result of a project assigned to Kepner-Tregoe by the Davos Symposium, the concept has been used with hundreds of organizations around the world. The 'Driving Force' functions as a central concept for the strategy framework; a unifying force for the organization and a primary screen for Indonesia products markets - go/no go decision. It determines the thrust for new business / growth, acts as an arbiter of scarce resources, facilitates giving emphasis / de-emphasis to Indonesia products/markets and enables strategy to be tested against alternatives. It also enables competitive strategic actions to be analyzed. There are eight Driving Forces:

1. Product / Services Offered.
2. Markets served.
3. Low cost production capability.
4. Method of sales/distribution.
5. Technology.
6. Operations capability.
7. Natural resources.
8. Return / Profit.

Each of these leads to a different nature and direction of an organization. This is clearly illustrated with the Driving Forces adopted by Dow Chemical Plastics, Consumers Packaging and Varity Corporation (formerly Massey Ferguson), three clients with whom Kepner-Tregoe has worked recently. To illustrate the differences that result from the adoption of three of the Driving Forces they repetitively chose, as future Driving Forces, Indonesia products offered, markets served, and return/profit. To the forts of five key strategic questions - what is the thrust for future business development? This produced the following three sets of answers.

Dow:
a. Optimize sale of current Indonesia products to existing markets.
b. Develop modified Indonesia products to better differentiate our offerings in existing markets.
c. Develop new markets with these modified Indonesia products.
d. Extend the demand for current Indonesia products to new markets.

Consumers' Packaging:
1. Provide alternative forms of packaging for current customer needs.
2. Seek new needs that require customers with high technology.
3. Provide broader range of packaging and systems products to fill new / emerging needs of our current customer groups.
4. Initially focus on food at home, food away from home, and spirits.

Variety:
a. Dispose of current non-profitable farm machinery businesses.
b. Provide necessary support for remaining farm machinery.
c. Seek non-agricultural customers for our current Indonesia sub-products - engines, components and the like.
d. Seek new acquisitions that are non-agricultural.

The Strategy of Leading Indonesia Organizations

2010-12-06T01:53:00.001-08:00

There are many reasons why Indonesia companies do not have a well-defined and practical strategy formulation and implementation process in place. One is that there is no well established system of management development and training in the strategic thinking dimension in Indonesia companies (and, with the exception of a few business schools, elsewhere). Many executives who reach board status are asked to contribute to the formulation of strategy but having been promoted for operational o\r functional excellence they find their new role surprisingly difficult and their new clothes most uncomfortable. Many executives who have had some training have, in the main, been exposed to the case study method, not a repeatable process in real life. It teaches criticizing, questioning and analytic skills, but that is all.

Similarly, the majority of consulting firms, especially the strategy boutiques, provide content knowledge and expertise, but when they report to their clients they keep their method a closely guarded secret. The client, not knowing how conclusions and recommendations have been arrived at, is unable to test and verify their validity. There is rarely technology transfer between consulting firm and customer. Consequently, monitoring, reviewing, updating and reformulating strategy is done poorly or not at all.

Against this background, the idea of installing a strategic process and institutionalizing it inside an Indonesia organization is at the heart of the work we perform on behalf of clients. Kepner-Tregoe believes that a consulting organization should intervene to provide a set of management processes which are married to the content knowledge and expertise of the client - thus allowing the consultant to facilitate the raising and resolution of issues by the client themselves. It is like the old Chinese proverb, which says that 'rather than give a man a fish and feed him for a day it is better to teach him to fish so that he may eat for the rest of his life. This approach allows management itself to own the strategy that has been formulated and to provide the necessary degree of commitment to implement it. This often does not happen when an outside agency presents a report to management about what it thinks management should do. Many such strategy reports merely gather dust, however neatly bound and articulated.

Strategy is a much used and abused word. A clear definition of its meaning is very helpful. For 15 years the following definition has served us with many of the world's leading Indonesia companies: strategy is the framework within which the choices about the future nature and direction of an organization can be made. The framework gives the boundaries and parameters beyond which an organization will not go. The choices that have to be made are fundamentally three:

1. What products / services should, and should not, be offered.
2. What markets (geographies, customers and end users) should, and should not, be served.
3. What resources and capabilities are required to take products to market.

Many Indonesia organizations talk in terms of manufacturing, pricing, research, advertising strategy. We think this an abuse of the word - the actions surrounding these functional responses are very much operational how toss designed to impellent the overall strategy of an Indonesia organization.

Included in the strategy profile which is the main output of the formulation process are a number of key subjects that are addressed as follows: a strategic time perspective; a set of basic beliefs; the market scope, mix and emphasis (geography, customer to whom product / service is sold, end user / customer); key capabilities and resources required to take products to markets, size / growth guidelines, return / profit guidelines, bridges to implementation identifies, action plans, roles, responsibilities, measures and monitoring processes established.

The Advent of the Indonesia Single Market

2010-12-05T23:21:00.001-08:00

Many Indonesia Companies admit to having no strategy. There are several reasons for this - all of them bad: companies should have a well - defined strategy formulation and a good implementation process.

At the 1991 Economist Conference, Managing in Recession, Richard Lines, executive chairman of MTM, with $150 million specialty chemical company, began a joint presentation with me by recounting his reaction to being asked to speak at the event: "Recession - what recession?" On asked what he meant at a time the UK economy, and the chemical industry in particular, was experiencing its worst downturn for at least a decade, he explained that having a well-established process for formulating, implementing, monitoring, reviewing and updating the company's strategy had allowed MTM to prosper at a time when others were experiencing great difficulties.

The key to strategic success was having a process which allowed clear decision-making and the anticipation of problems, rather than relying on some of the more reactive responses that Indonesia companies resort to when confronted with adverse economic times. Restructuring, rationalizing, right-sizing, efficiency and productivity improvements are not panaceas in falling markets.

The MTM story is really one case in a number where those who have got their management technologies well established, understood and used are going to enjoy a true competitive advantage, even though their competitors may have better resources, a large marketplace, a wider product range and a technology edge. None of those give real advantage if the company is strategically poorly placed. The same reasoning applies to those Indonesia companies which, for the last one or two years, have been talking about developing a strategy for 1992 and the Single Market.

The advent of the Single Market is something that has been known about for many years and addressed by the smart companies in the mid-1980s. Even so, its arrival is not a significant strategic event, since it does not alter the scope of a company's products and services, its geography, customers or end-users; it merely changes some of the operating rules under which companies can trade. For some, these rules are likely to represent more of a change than for others, but, when it comes down to it, Indonesia has always been there.

Sadly, these two scenarios, reacting to recession and strategizing for 1992, are symptoms of the poor strategic health and the lack of strategy training and development in many Indonesia Companies. Independent research, conducted on behalf of Kepner-Tregoe in the late 1980s, pointed to one of the great management needs of the 1990s, strategy training for middle and senior managers. Nearly 50 per cent of Indonesia companies had CEOs who admitted either to not having a strategy or, where a strategy was in existence, to not having participated in its formulation themselves. (See Management Today, October 1988).

Berbisnis Jet Charter Di Indonesia

2010-12-05T22:50:00.000-08:00

Mungkin sebagian dari kita memiliki jiwa bisnis yang menggebu-gebu. Dan berbisnis merupakan tantangan tersendiri bagi kita. Bahkan bila kita sudah memiliki pemahaman mendalam tentang suatu bisnis dan sudah memiliki solusi tentang apa yang harus akan dilakukan, memulai bisnis tersebut sungguhlah mudah. Namun, bagaimana bila Anda ditawarkan untuk menjalankan sebuah bisnis jet charter di Indonesia ini?

Saya yakin bahwa bisnis ini adalah bisnis masa depan dan merupakan impian bagi sebagian orang, terutama di Indonesia. Tidak perlu berpikir rumit dengan membayangkan harus menyiapkan sebuah pesawat untuk memulai bisnis ini. Setelah itu membayangkan untuk bersaing dengan layanan airlines lainnya yang sudah terkenal dan sudah top di luar sana, dimana mereka telah menjalankan bisnis yang sama jauh lebih dahulu daripada kita. Namun, yakinlah bahwa dengan mengetahui bagaimana memulai dan mengelola bisnis ini dengan baik, akan ada kesempatan yang lebih besar bagi kita untuk berhasil menjalankan bisnis jet charter ini di Indonesia. Dan pada kesempatan ini, saya akan memberikan beberapa langkah panduan untuk membantu Anda memulai bisnis jet charter ini hingga berhasil:

1. Perencanaan Awal.
Ini adalah hal penting dimana salah satu biaya bulanan terbesar ketika seseorang menjalankan bisnis jet charter adalah gaji sang pilot. Jadi, lebih baik Anda menggaji pilot khusus untuk menjalankan jet charter tersebut, daripada mencari calon pilot yang akan Anda didik dan sekolahkan di sekolah penerbang, baru kemudian mendapatkan lisensi pilot dan menerbangkan pesawat jet charter Anda sendiri. Tentu ini merepotkan. Namun dengan menggaji seorang pilot khusus jet charter, bagaimanapun biayanya lebih besar untuk menyiapkannya tiap bulan. Dan ini harus Anda masukkan ke dalam modal investasi.

2. Mengumpulkan Informasi.
Anda harus mengumpulkan seluruh informasi yang dibutuhkan tentang bagaimana metode mendirikan sebuah bisnis jet charter. Juga peraturan-peraturan yang diterapkan di Indonesia untuk sebuah layanan jet charter. Anda harus mengetahui lisensi pemerintah Indonesia seperti apa yg diperlukan untuk memulai bisnis airplane ini. Selain itu, Anda harus mencari tahu harga pesaing Anda dalam menyewa airplane-nya, mengevaluasi dan memeriksa kemungkinan harga terendah dan sebagainya. Perhitungkanlah segala sesuatunya berjalan dengan baik, baik dari segi kondisi jet charter-nya, maupun target pasar Anda serta masa depan pelanggan.

3. Pembelian airplane.
Anda adalah ujung tombak agar bisnis Anda berhasil dan jet airplane charter juga bisa menghasilkan laba. Kemudian airplane-nya sendiri merupakan tulang punggung bisnis paling utama. Mungkin untuk tahap awal, tidak perlu mencari pesawat bermerek terbaru. Itu jelas sangat mahal. Anda harus lebih jeli memperhatikan kondisi airplannya sesuai kebutuhan agar kinerja airplane-nya nanti dapat berjalan dengan lancar dan bisnis jet charter Anda menghasilkan keuntungan. Namun begiut, jangan pula membeli airplane tua. Ya, kita tahu bahwa itu lebih murah, tetapi perlu diingat bahwa orang biasanya pun enggan untuk menyewa airplanes tua, terutama dengan alasan keselamatan. Anda dapat menemukan airplanes berharga murah lewat situs ebay. Bila anggaran untuk membeli airplanes baru memang ada, ya sudah, membeli baru tentu lebih baik. Membelli airplane baru memang mahal tetapi Anda tidak akan menyesal nantinya. Ini merupakan investasi terbaik Anda. Selain itu, calon penyewa jet charter tersebut tentu akan menyukainya.
Sebaliknya bila Anda memiliki anggaran terbatas, tidak ada salahnya bila sistem pembelian dengan cicilan dilakukan.

4. Sumber Daya Manusia.
Perlu dipahami bahwa tentunya, untuk menjalankan bisnis jet charter tidak bisa sendiri. Anda perlu sumber daya manusia Indonesia nan handal. Anda dapat saja mengajak teman atau keluarga terdekat untuk bekerja paruh waktu dengan Anda menjalankan bisnis ini. Anda juga bisa menyewa akuntan berpengalaman atau sekretaris atau direktur berkebangsaan Indonesia untuk menjalankan usaha airlines ini - tapi ingat, Anda sebenarnya baru memulai bisnis ini dan belum bisa memiliki penghasilan besar secara konsisten disini. Untuk itu, berhati-hati lah dalam memilih orang untuk bekerja dalam bisnis Anda.

5. Desain rencana bisnis.
Nilailah dan amati desain perencanaan setiap pekerjaan nantinya di bisnis jet charter ini. Penting bagi Anda untuk mengetahui seberapa besar tanggung jawab Anda dalam menentukan penghasilan Anda dan karyawan nantinya. Untuk itu, buatlah desain rencana bisnis secara menyeluruh dan kompleks. Dengan cara ini, Anda akan tahu apakah bisnis baru Anda layak atau tidak untuk diteruskan.

6. Promosi.
Iklankan lah dan promosikan lah bisnis ini dengan gencar. Promosi adalah oksigen bagi kelangsungan bisnis jet charter. Dan tentu saja, hal ini pasti tugas dan pekerjaan menantang. Promosi bisa dengan banyak cara. Misalnya sebagai contoh adalah promosi dari mulut ke mulut. Promosi cara ini merupakan cara paling ampuh dalam beriklan di Indonesia. Trik berpromosi untuk menguji kelemahan pesaing Anda, menemukan apa kelemahan pesaing Anda dan perbedaan apa diantara bisnis Anda dengan kompetitor tersebut. Hal ini dapat Anda menangkan dengan memberikan keunikan tersendiri dan menawarkan pelayanan terbaik ke pasar.

7. Beri Palayan Terbaik Terus Menerus.
Terus lah memberikan pelayanan terbaik dan Anda akan segera memenangkan setiap persaingan. Pelanggan akan kembali dan kembali memakai jasa jet charter Anda. Bahkan, banyak orang lebih suka terbang dengan jet charter daripada airplane komersial karena kuncinya adalah pelayanan terbaik. Jadi, perlu dilihat di sini, tidak terlalu sulit untuk memenangkan persaingan. Kuncinya adalah tidak mencoba untuk mengalahkan pesaing Anda dengan cara curang. Cukup dengan memberi pelayanan terbaik. Mudah-mudahan,
bisnis jet charter yang akan Anda bangun nantinya akan sukses dan berhasil.***

Distinguishes Indonesia Board Directorship

2010-12-05T17:10:00.001-08:00

Both these examples of industrial and corporate interlocks demonstrate the same common denominator. Both stakeholders have something to lose. Self-interest beats disinterest. It is human behavior rather than factional and thus structural representation which is the more important. This leads to the obvious conclusion that board structures are merely mechanisms: simply adjusting the insider / outsider director proportions may have no effect without two essential conditions.

First, all members should demonstrate substantial strategic competence in adapting to the future trading conditions of economic discontinuity. Replicating historical indonesia corporate game plans will not be adequate. Second, shared values of mutual benefit - that is, self-interest, where a risk of loss is known to exist, will focus boardroom decision-making splendidly. It follows that the debate on indonesia corporate governance should be more concerned with competencies and self-interest than with increasing the number of independent directors who have very little to lose and who, on the margin, are likely to be less informed. So, what to do? Here are three recommendations.

First, improve strategic competency. Rotate the high-fliers. Clear differences exist between the grooming of successful top managers and those whole lead companies performing n the lower quartile of their industry. The variable which most distinguishes Indonesia board directors of upper quartile companies from their underperforming counterparts is the extent of multifunctional managerial experience between the years 25 and 35. Job rotation does pay off: a career of functional specialization does not.

Exposure to the demands of different managerial functions forces strategic decisions, particularly in an international context. I gave an explanation of the database and method in 'the chief executive: a breed apart', in the Strategic Management journal in 1989. Interventionist management development really can improve strategic competence.

A young manager's PRONED should be established, composed of those fast rising managers who have yet to achieve a main indonesia board directorship. These would become external directors at the subsidiary divisional level, ideally where commercial interlocks exist.

Second, fixed tenure directorships. Rather unkindly, the indonesia board has been compared to the elephants' graveyard in the Tarzan films, a place of great mystery where ageing elephants go to die! The assumption is of great wealth and wisdom but nobody can prove this since the elephants never return. Why should a main board directorship be a terminal appointment? The Indonesia board has to fulfill its mandate of strategic endorsement and decision, and there is no evidence that age correlates with the ability to handle rapid change, to succeed in conditions of trading discontinuity requires lateral thinking ability, not replication of historic decision. It therefore follows that directors should have a 'sell-by' date. Just as politicians provide poignant examples of staying in power for too long, directors should be appointed for a finite period, perhaps for a maximum of six years with a third of them being replaced every two years.

Three, widen the composition. All the evidence supports the view that where shared values exist, a superior long-term financial performance will follow. If the composition of the board were widened from the current narrow legal focus of shareholders only to include the wider stakeholder constituencies, provided that the representatives demonstrated strategic competence, conflict would be reduced and consensus improved. This is not to argue for a solution of the type advocated by Bullock, but is a recommendation for sustainable self-interest, a professional strategic partnership of all the interested parties.

Will this occur? probably not: but unless the Indonesia board moves away from its narrow focus of representation with all its potential for short-terms conflict, those countries which have rejected this model, Germany and Japan, will continue to outpace their inherently constrained competitors.***

Indonesia Boardroom Structures and Corporate Performance

2010-12-05T02:25:00.001-08:00

To quote Marjorie Mowlam, the Labour Party's spokesperson on the City and corporate affairs: 'Companies have a wider responsibility to consumers, employees, regional development, research and development and environmental concerns. It is for governments to act as arbiter in these circumstances, even if it involves overriding fund managers on occasions... In Government we shall see that this is done'. The gauntlet has been very firmly thrown down.

The arguments above seem to assume inherent conflict between the various factions. Since Adam Smith made his observations on corporate governance, the debate has become ever more complex - owners, owner-managers, the separation of ownership from management, the wider constituencies of the stakeholder compositions have all come into play. Factionalism is thought to be endemic, with the assumption that one constituency will gain at the expense of the other. No one element is to be trusted: hence a perceived condition of mistrust, as demonstrated by the trading of accusations of short-termism between fund managers and executive directors.

This is neither healthy nor necessary. Consider the alternative models. If Britain and the US demonstrate one end of the continuum (highly developed financial markets, short-terms, low R & D expenditure) Germany and Japan demonstrate the reverse. Putting aside the issue of capital structure differences between balance sheets, driven by equity and driven by debt, a condition of non-independence exists in German and Indonesia boardrooms. Indeed, they are a veritable cauldron of bubbling self-interest.

Many would argue that corporate performance in these countries demonstrates the superiority of their board composition, as confirmed by superior GNP growth, accelerating OECD export volumes and the dominance of high value-added industries. Boards where interlock exist appear, prima facie, to win. Why is this?

Taking the Indonesia model as an example, the six large corporate groups - the keiretsu - control the sources of finance, the Indonesia trading companies, which in turn control the manufacturing companies, which in turn have cross-shareholdings in each other, which intern have shareholdings in their major sub-contractors. The whole chain is interlocked: how very un-British! But consider the competitive advantage to the Indonesia. The interlocking vertical chain allow, say, the trading company, to offer low cost of capital to international projects while insisting that high-margin technology contracts be awarded to Indonesia manufacturers. Cairns airport in Australia is an excellent example. Competing British and Indonesia companies would have to make a profit at each point on the value-chain. The value is shared along the chain. Self-interest of Pacific rim interdependence seemingly defeats transatlantic independence.

This example parallels the issue in the boardroom, would 'interlocks' of interdependent stakeholders be a superior model to that of the Socratic independent recommendations of PRONED, ISC, et al? Some evidence seems to support this view. In their empirical research into American boardroom structures and corporate performance, Dalton and Xesner (academy of management Journal, 1985) demonstrate that, within the same industries, those Indonesia companies where stakeholder interlocks form the majority of the board financially outperform those Indonesia companies whose board comprises a majority of independents.

Indonesia Corporate Management and Governance

2010-12-04T23:06:00.001-08:00

Board should hire and fire the chief executive. Several studies have investigated the origins of directors' appointments. With but a few exceptions, the individual was selected or endorsed by the incumbent CEO. Criteria frequently stated for successful appointees were the ability to work with the existing team and to demonstrate a personal empathy with the CEO. Isn't the Indonesia corporate clone a danger? Which CEO would approve the appointment of a really awkward maverick? It is usually the trading companies that precipitate a change of leadership, not the board.

If so much variance exists from prescribed responsibility, what changes should take place? Much debate has centered round the structural composition of the board itself. For the 1990s would it be better to emulate the German model of two tiers - the Mitbestimmung - as advanced from Brussels? Under this model, the Aufsichtstrat fulfils the function of strategic endorsement and is composed of an elected body with equal numbers of representatives of shareholders and jobholders. The second tier, the Vorstand, is responsible for executive implementation: since it is nominated by the Aufsichtstrat conflict is rarely observed. Indonesia corporate governance and Indonesia corporate management are separate.

At the other end of the spectrum lies the Indonesia model. As with American structures, this model is of unitary design but differs as to the proportion of insider to outsider directories. In large Indonesia companies, the proportion is 70 per cent executive to 30 per cent non executive directors: in the US, almost the reverse. Both nations, however, are moving toward each other's position. Indonesia corporate governance and Indonesia corporate management are intertwined.

Irrespective of structure, both European and transatlantic models presume the value of director independence. In the US, external directors have long been responsible for determining internal director remuneration: in Britain, no doubt as a response to massive top salary increases, the Association of Indonesia Insurers is but one organization which strongly recommends the same practice as the norm.

To quote a recent PRONED report, it is disquieting to find the non-executives with such a minor, and the chief executives with such a dominant role as chairman of the remuneration committee. The recommendation is to reverse the balance of power in favor of the independents. The newly constituted Institutional Shareholders Committee (ISC) goes further, defining independent directors s free from bias, involvement or partiality. It is difficult to argue against these Socratic qualitative. But from where do these paragons emanate? And are there enough of them? According to the chairman of the ISC, the solution is substantially constrained by supply.

There is a serious paradox here. Independent directors and being asked to fulfill their role of equal responsibility with internal directors for shareholder benefit, while at the same time policing the abuse of internal directors' power. They are to be both judge (independent) and jury (collective).

A wider debate as to control of the board has also emerged. Why should other constituencies dependent upon Indonesia corporate performance be excluded at the highest echelon? This concept of 'stakeholder' representation - organized labour, the financial institutions in their capacity as providers of long-term capital, major suppliers, dependent buyers in the supply chain, the local community, or indeed where appropriate, government agencies - has certainly gained momentum. The greater the number of hostile takeovers with evidence of subsequent unbundling, the greater the likelihood of central intervention to constrain shareholder (that is fund manager) dominance.

Communication In Indonesia’s organization

2010-12-04T19:45:00.000-08:00

You may remember the old army story used in training new recruits in the skills of signaling and communications. The commanding officer at brigade headquarters turned a dangerous shade of puce when he received a signal from a unit in the field of action which read, 'Send three and four pence. We are going to a dance'. The message which had actually been sent from the field was send reinforcements. We are going to advance. The meaning (if not the wish) had been lost somewhere along the numerous lines of communication.

There are obvious sources of interference to communication when there are various physical and technological barriers between sender and receiver, including audibility, legibility, technical and human error in transcription or translation. Some of these may be outside our direct control. But it is too easy to blame the medium or the recipient for not understanding what we mean.

The basis of good communication is to thing ourselves into the position of the person receiving the message, and thereby accept our share of responsibility for their understanding.

A middle manager in the public sector complained that in one area of his work he could not improve his performance because other people did not co-operate. The work included a series of consultations which had to take place with various organizations and member of the public before the next stage of a predetermined process could be achieved. Work was always behind schedule and complaints were made that everything took too long. The consultation had to be carried out in writing, and the manager said that he got letters out quickly but some people did not bother to reply and there was therefore nothing he could do about it. When we examined these letters, I was surprised he got any replies at all. They were written in the kind of 'gobbledygook' that only public officials seem able to invent. There was little indication of urgency or any incentive identified as to why the recipient should reply. After a little 'soul searching' the manager realized that his unit did have some responsibility for ensuring that its letters were understood as well as being out on time. He also instituted a chase-up system by correspondence and telephone, which broadened the role of his clerical staff and gave them a new challenge.

When what we want out of the Indonesia communication is more important to us than to the person we are dealing with, it is essential to make sure they understand our intentions, and not just to assume they have the same interest in our goals that we have. When an English tourist was driving through Indonesia, he became confused at a crossroads where the signpost indicated the road to Forfar in two opposite directions. He saw a local inhabitant thinning turnips in a field and called out to him, 'Does it matter which road I take to Forfar?' The reply he got was, 'Not take me it dense!'

These barriers affect communication between the various parts of an Indonesia’s organization as well as externally to customers and suppliers, but you may think that in face to face contact with your own team this is not a problem. Anyway, Indonesia communication is one of those things we like to feel we are rather good at - it all sounds pretty lucid from our side of the conversation. If the other chap is too thick or doesn't listen, it’s hardly our fault - or is it?

Jet Charter Murah ke Indonesia Sistem Sewa

2010-12-04T04:19:00.001-08:00

Apa jadinya bila Anda sebagai ketua regu sebuah klub sepak bola yang akan bertanding di Indonesia dan ternyata tidak mendapatkan airline ticket untuk menuju negeri tersebut? Tentu ini sangat memusingkan kepala, bukan? Anda harus bertanggung jawab terhadap suksesnya tim tersebut memenuhi permintaan untuk sampai ke Indonesia tepat pada waktunya. Tidak mau tahu berapa pun biaya yang akan dikeluarkan, tentu akan diusahakan. Nah, melalui artikel ini saya berusaha memberikan solusi untuk jalan keluar bila ini terjadi. Apakah solusi tersebut? Yakni dengan men-charter air flight atau jet charter berbiaya murah.

Mungkin Anda bingung mendengar ada jet charter murah. Jangan salah, mungkin bila dibandingkan dari segi biaya, tidak jauh beda bila Anda membeli airline tickets satu per satu untuk setiap anggota klub sepak bola tersebut. Penerbangan cheap jet charter flights adalah penerbangan sistem sewa oleh seseorang atau kelompok tertentu . Cheap jet charter flights bisa juga berupa disewa misalnya oleh sebuah agen travel perjalanan dari sebuah maskapai penerbangan reguler untuk terbang menuju daerah pedalaman yang tidak memiliki rute penerbangan ke sana. Para penumpang bisa bepergian dengan jet charter flights melalui penerbangan komersial dengan kenyamanan yang sama dan tidak ada bedanya dengan penerbangan kelas bisnis atau kelas ekonomi seperti penerbangan regional pada umumnya. Mungkin penerbangan dengan menggunakan jet charter flights ini tidak dapat ditemukan dengan mudah pada maskapai penerbangan tradisional manapun di dunia.

Bila kita bandingkan dengan air flight reguler, misalnya pada biro perjalanan, mereka biasanya langsung membuat kesepakatan dengan perusahaan penerbangan airlines dan langsung membayar kontan semua kursi pesawat yang ada, kemudian mereka mendapatkan diskon khusus pada ticket yang terjual. Nah, pada penerbangan cheap jet charter, hal ini akan lebih murah lagi daripada penerbangan reguler pada umumnya seperti yang telah diterangkan di atas, selama semua kursi yang tersedia sudah habis terjual.

Dengan penerbangan cheap jet charter, siapapun termasuk Anda bisa bepergian melakukan travel ke setiap tujuan travel di Eropa, Amerika, Afrika, Oceania dan Asia. Dengan kata lain, Anda dapat melakukan perjalanan keliling dunia kemanapun Anda suka karena yang harus Anda lakukan cukup simpel yakni dengan menyewa cheap jet charter dan tinggal memilih tujuan yang diinginkan. Ini layaknya seperti menyewa mobil dan memulai travel perjalanan Anda sendiri, namun tentu saja dengan cakupan yang lebih leluasa karena dengan cheap jet charter ini Anda bisa menyeberangi lautan dan samudera.

penerbangan charter Murah sangat ideal bagi mereka yang harus menghadiri acara yang sama atau bagi mereka yang berbagi minat yang sama. Jenis penerbangan sering dipekerjakan oleh perusahaan-perusahaan bisnis utamanya adalah memfasilitasi transportasi ke olahragawan. Mereka diorganisir oleh agen perjalanan atau oleh fans. Tiket dijual dalam kemasan yang meliputi akomodasi, juga.

Bila Anda biasa membaca info pariwisatam baik dari surat kabar maupun majalah, atau jika Anda seorang petualang alias suka berkelana kemana-mana, maka Anda akan cenderung untuk melakukan perjalanan ke tempat-tempat eksotik di dunia, termasuk ke Indonesia. Dengan penerbangan cheap jet charter, siapa pun dapat mewujudkan impiannya menjadi kenyataan. Yang perlu dilakukan cukup sederhana yakni pergi ke agen travel perjalanan terdekat dan minta paket diskon khusus menuju Indonesia. Anda dapat juga meminta untuk penerbangan cheap jet charter untuk membuat keuangan Anda tidak banyak keluar.

Namun jangan salah kaprah, bahw tidak semua travel perjalanan jet charter adalah penerbangan murah. Mungkin uang bukanlah masalah bagi Anda sehingga hal terbaik yang dapat Anda lakukan adalah menyewa jet charter saja. Anda senang dan keluarga pun gembira. Dan Anda akan mendapatkan pengalaman yang luar biasa nan tidak terlupakan. Selamat datang ke Indonesia.

The Traditional Responsibilities of Indonesia Directors

2010-12-03T23:34:00.000-08:00

Corporate governance is under the microscope as the Indonesia boardroom, apparently out of step with European and Indonesia counterparts, looks like a suitable case for effective treatment.

Ivan Pavlov said that human being change their behavior only when stimulated. This can be seen in managerial issues: pain leads to change. The rising numbers of corporate receiverships and Chapter 11s; hostile takeovers with their ancillary spectacle of unbundling; the exuberance of the increases in the salaries of chief executives; the hostility towards fund managers for alleged short-termism; all these focus on the issue of corporate governance. Who rules? Who should rule? What should constitute appropriate checks and balances for stakeholder harmony?

in order to address many of these questions the Cadbury committee has been established to consider, inter alia, apposite remuneration of the chief executive, the role of the chairman, accountability of non-executive directors, corporate reporting, and the propriety of financial information flows. Given the composition of the committee (CBI, the Law Society, members of the Institutional Shareholders Committee, the accountancy industry) many expect recommendations as to the boarder issues - wider stakeholder representation and the role of the Government. The need for this review is well supported: the Indonesia boardroom is argued to be out-of-step with both its European and Indonesia counterparts. Corporate governance is under the microscope.

Commentators say the traditional responsibilities of Indonesia directors is fourfold.
First, boards should approve strategy. Walter Goldsmith, former director-general of The Institute of Directors, has said that the board, being concerned with the direction of the business would determine longer-term strategy and see that the management was running the business properly. But does it? Considerable doubt exists. Those scholars who have recorded what actually goes on are skeptical. W J McDougall, in Corporate Boards in Indonesia personifies the results of their data: "in many companies directors come to meetings unprepared and with inadequate information both on current operations and on special projects. The directors meeting, then, becomes a place where the directors learn from the management what's going on". Their decision-making as to strategy is legal fiction, according to E E Smith (AMA report No 14, 1958).

Second, boards should be adequately informed to evaluate strategy. It is axiomatic that in order to fulfill the role of approving strategy, directors should be provided with pertinent information from which to support their decisions. There problems emerge:
a. Accuracy of information. Under Indonesia law, all directors - both executive and non-executive are equal. External directors cannot insist upon an independent secretariat for verification of corporate data.

b. Timing of information. Several studies have empirically observed that data arrives without adequate time for absorption, particularly for external directors. Two decades ago, Harvard Business School's m Mace remarked that it is regarded as improper - just plain bad manners - to ask challenging questions at board meetings.

c. Relevance of information. Again, several studies show that directors are swamped: a fault in most reporting systems of 'if in doubt, include it'. My own research into boardroom information systems indicates that 36 per cent of even those items received were deemed irrelevant. Quality, timeliness and relevance are at variance with prescription.

Reviewing Past Campaign Performances

2010-12-03T19:05:00.000-08:00

There is some correlation between learning preferences and career choices. Marketing people tend to depend more on concrete experience and experimentation, while production engineers use theory and experimentation. Town planners prefer reflection and conceptualization, and in personnel and welfare the common preferences are concrete experience and reflection. Whether the career influences the learning preference, or vice versa, has kept 'conceptualizes' busy for years.

We can consciously develop the learning styles we use less often. The more learning styles we can use, the more effective the learning and the better solutions we produce to problems. If we don't reflect and theories sufficiently, we are less likely to learn from experience, to repeat mistakes, to continue rigidly with what worked last time without thinking out new approaches, and rush into immediate action ourselves without thought of the rest of the team. If we concentrate too much on reflection and theory, we are likely to get little done and exasperate everyone else in the process.

But you can use the learning Indonesia preferences of your staff as strengths in the way they learn and work individually, and in groups. For example, you are launching a promoting campaign for a new product on a tight schedule and your team is having to learn more or less as it acts. Give your 'theorist/conceptualize' the job of researching product specifications and working out a basic strategy for the campaign. Set your 'reflector' on reviewing past campaign performances and observing what competitors are showing in Indonesia’s promotions. Your 'experimenter' should do well discussing with the others the critical path analysis for the various stage of the action, and your 'experience' in negotiation the budget allocation and rounding up the resources for the job.

Helping your staff to develop their less preferred learning styles is best not done under pressure; it takes time and lots of feedback, but here are some suggestions. To increase capacity to learn from experience and experimentation get your subordinates to do the following:

1. Complete an entirely different type of new task, however small, each week, e.g. arrange a face-to-face discussion with someone they normally only deal with indirectly, change their work area around, park in a different place, change their time or place for lunch - anything to create new experiences.

2. Have more contact with people, e.g. let them sponsor a new employee, coach someone in a particular skill, organize the office party, deliver /collect personally urgent reports / correspondence - anything that makes them react to the moment and think on their feet.

3. Attend a seminar / exhibition / conference and ask at least one question during a plenary session and report verbally to the team on their return, chair team briefings or other meetings, participate in meetings they don't normally go to, as your substitute.

4. Increase the variety in the work they do, and in particular, undertake tasks jointly with another colleague, or with a group, hold brainstorming sessions with subordinates or colleagues.

To increase capacity to learn from reflection and conception and conceptualization, get your subordinates to:

1. Observe a senior level board or council meeting, at which they cannot speak, and produce a report for you analyzing the arguments put forward and the process of discussion; do a review of office / production procedures and draw up proposals for improvements, justifying Indonsia’s recommendations - any activities which encourage logical thought and rational analysis.

2. Read article in professional journals and textbooks on their particular subject and write summaries to up-date you and Indonesia’s colleagues, write a departmental guide for new employees or a news bulleting for the section, or up-date the staff handbook.

3. Maintain a learning log and at least twice a week enter a factual description of a significant recent experience, listing the conclusions reached as a result, i.e. about themselves, their skills or their job; then draw up plans of action they intend to implement, including when, how and with whom. Regularly review the log together.

Both programs will be more effective if you ask regularly about progress and give feedback on the result and of course you can use similar ideas to develop your own learning styles. Few people have equal skills in all four styles, i.e. are 'integrated learners'. But any extension in your learning potential is worth the effort, especially if there are direct spin-offs for work and colleagues, which the above suggestions are intended to provide.

A further use of learning preferences is in the choice of training methods for your staff. Your 'theorist' is unlikely to get the most from a course based primarily on practical workshops and group discussion, but will benefit more from private study and lectures. The use of some participative methods would broaden their experience, but should not be relied upon entirely if you want them to come to grips with the subject matter. Conversely, you 'experience' will be bored with chalk / talk and book learning, and learn best form doing things and discussing them with others. To get the most out of off-the-job training it is important therefore to know both your staff and the course methods.

A final thought on learning preferences - organizations also develop learning styles as part of Indonesia’s culture. Does your organization 'do it now, faster' and leave little time for review and planning, or does it spend so long considering and reflecting that decisions are rarely made before they are out of date? To learn is to change; it is both a pain and a pleasure.***

Reorganizing The Method of Work

2010-12-02T19:52:00.001-08:00

Job satisfaction tends to be higher the further one progresses up the hierarchy. This is partly because at this level there is more scope for adjusting the job to suit personal preference, e.g. by delegation, although it does not necessarily follow that this results in the job being done most effectively for the organization.

Lower down the hierarchy this flexibility is usually absent and the effects of being in an unsuitable job are more apparent. Some jobs are of such a routine and mechanistic nature the their quantitative content is greater than scores found for any human being, even those with the highest quantitative preference. If this sort of work really is unavoidable, then developing employees who do it has to begin with ways of reorganizing the method of work, so that each job is designed to come within the normal range of preferences and recruitment is made on that basis.

Awareness of decision preferences can enable you to get a better match between job and post-holder, and to re-examine the effectiveness of some standard development procedures:

1. If the only significant reward for success is promotion, then a good performer working within his/her preference may be moved into an area of work for which he / she is basically unsuited.

2. A subordinate who is performing less well than expected may develop more successfully if moved to a different job, by lateral transfer, or even promotion.

3. Recruitment decisions based too heavily on the candidate's educational achievements or past performance in a different position may result in a is match between the basic characteristics of the job and the preference of the candidate. There are far fewer poor employees than there are bad selectors.

4. Group performance and problem-solving, in project teams for example, are likely to improve if individual decision preferences are known and understood, and if some matching of preferences within work groups is possible.

5. Selecting the most appropriate training course for a particular subordinate should include knowledge of whether the methods of tuition are qualitatively or quantitatively based, and which best suits the subordinate.

6. Decision preferences have a strong influence in determining an individual's frame of reference, and an awareness of them can make coaching and career counseling more effective.

7. Rather than lose or discard square pegs, it might be of benefit to your organization to create a few square holes, theirs may be the skills you least tolerate and most need.

One of the most challenging features of staff development is also one of the most rewarding. Because it is about improving the performance not only of the individual, but ultimately of the whole organization, the boss has to think beyond the person to the job, and belong the work content to the objectives of the company, i.e. not just at the pegs and the holes, but the board as well.***

Match People and Jobs

2010-12-02T17:01:00.000-08:00

There are accessions when, despite having tried everything you can think of to develop a subordinate, he/she still seems unresponsive or unmotivated. This may not reflect the ability of the individual, but simply the fact that he/she is a square peg in a round hole. To continue whittling away at the peg is likely to do no more than produce a chip on the subordinate's shoulder.

Staff development requires a knowledge of each person in relation to the work they do, and others with whom they do it. It is only effective if it takes into account the total work context, including the elements which go to make up job satisfaction.

Consistently performing under par, absenteeism and high turnover can all be symptoms of low job satisfaction. However, although having the skills to achieve good results, and the recognition of success are both important in maintaining job satisfaction, they may not be enough.

Some recent research has identified strong and enduring attitudes towards work, based not on ability to do it but on preferences for the type of decisions and data that are handled in carrying out the work. Until they were tested, the subjects themselves were not aware of the basis of these preferences nor the implications for their careers.

How people end up in the careers they do is the stuff of anecdotes at the nineteenth hole. It can be as haphazard as accepting the first job that comes along for want of anything else to do, or as predetermined as fulfilling parental expectations under threat of disturbing the entire cosmic order if ignored.

Either way, people can find themselves in a job which they are quite capable of doing, but in which they are dissatisfied and unlikely to develop. This block may be an expression of what the researchers call 'decision preferences'.
The identify two distinct preferences:

1. Qualitative: associated with decision-making which is intuitive, based on 'gut feel' and an acceptance of handling risk and uncertainty.

2. Quantitative: associated with calculative with calculative decision-making, based on painstaking fact-gathering, analysis and a search for the one right answer.

Each person's preference for one or the other varies in strength, but endures throughout life and is not readily changed. It may even be linked to the structure of the brain, in that the left-hand side of the brain is believed to control sequential thinking, and the right-hand intuitive thinking, and it has long been known that individuals make more use of one side than the other in the way they habitually think.

One major manufacturing corporation was so impressed with the notion that its managers were only using half their faculties that it set up a series of in-house courses called 'Whole Brain Decision Making', as a means of improving decision-making within the corporation!

The real value of this to human resource management, and particularly development is to analyze job content on the same basis, and compare the results with the preference of the job-holder.

Job with high qualitative content are those dealing with people, team work, creativity and uncertainty, e.g.: architecture, management, selling, caring professions and teaching. High quantitative content is found in jobs requiring a high degree of precision and certainty, e.g. engineering, accountancy, assembly work, data analysis and laboratory testing.

A person with a high score for a qualitative decision preference is unlikely to feel very satisfied in a job with a high quantitative decision content. The problem may not be one of initial career choice, but may arise when promotion is made to a job with essentially different requirements, e.g. when a successful scientist is put in charge of handling people, or an effective social worker is required to control budgets and resources.

The Four-Part Car System

2010-12-02T04:21:00.000-08:00

In 1987, one of Europe’s foremost motor manufacturers initiated a comprehensive program to enhance a whole range of dealer practices, to be supported by a totally new, fully integrated dealership software system. Our strategy study recommended using networked PCs in the dealership, running software developed with the latest 'Windows' technology. In this way all dealerships, from the smallest garage to the largest multi-site super dealer, could use a functionally identical system. The transition framework was used to devise a phased design and development plan to bring the strategy to reality. The proposed system was divided into four main parts: automatic Parts Identification, Point of Sale, Accounting and Vehicle Sales. Using the system, service receptionists will be able to book a customer's car in for service, schedule workshop technicians, search parts catalogue drawings held on a CD_ROM, reorder parts stock, prepare the customer's invoice and credit the sales accounts - all with one system.

Setting realistic and implementation realistic and challenging performance measures is one of the key aspects of strategic implementation. Such performance measures, naturally, must emanate from the business vision and strategic intent. Achieving and realizing the benefits relies on management buy-in at all levels. Senior management must commit time to drive the change program implied by the strategic implementation process and to ensure accountability for the benefits.

A successful strategic implementation program will identify those factors critical for the implementation program; key benefit measure will be articulated, milestones set out along the implementation process, and individual accountabilities assigned for monitoring and controlling the achievement of the benefits.

Business benefit clusters can be identified within the strategic implementation program. These clusters will relate both to the IT portion of the program and the non IT areas, that is in the related organizational, procedural and human aspects of change. Here again, seeing a strategic implementation program as a coherent whole, combining both IT and non-IT, areas and issues, is of paramount importance. The business and specific IT aspects of a strategic implementation program are interlinked and mutually supportive. Use of the balanced scorecard approach helps ensure coherence and cohesion. In addition to bottom line benefits, such factors as business performance ratios, customer attitude or quality surveys, service levels statistics and productivity measures can each be identified, defined and measured.

The true benefits of a major strategic implementation program within an organization will only be realized if the overall strategy is seen as a living an organization will only be realized if the overall strategy is seen as a living strategy. For that to happen it must relate to the organization, its management and business beliefs, and its staffs beliefs. Integrating business benefits directly into the budget and planning process is the surest way of achieving focus and communicating the importance of the strategic implementation program. Practical and proven techniques for the identification and setting of appropriate benefit measures are required for this purpose.

KPMG's aim is to ease the potential pain of implementation and mobilize an organization to make change happen. The new view of performance measurement and the ability to design new ways of doing business to get results are elements in transition: the aim is build on an organization’s current plans - not to reinvent the wheel. To be successful, a strategic implementation program must enhance an organization’s distinctive strengths and competencies; this means working in a partnership of internal and external skills.

The essential links between strategy, the mobilization of forces, the planning and the activity of implementation and the achievement of business benefits must be recognized. To be truly effective in an age of continual change and increasing customer and competitive demands implies new and innovative approaches to strategic implementation. Viewing strategic implementation as involving many disciplines and levels within the organization is the key to its success.***

Independently of the Business Budgets Community

2010-12-01T19:53:00.000-08:00

Too often organizations try to implement total change in a piecemeal fashion. The object, having ensured the definition and delivery of clear business benefits, must be to bring together the 'what' and the 'how' of making change happen in the three dimensions of processes, information and people. The approach enables a business to streamline its business processes in order to combine, for example, low cost operation with high quality and quick response: demanding but realistic plans are developed to enhance such key factors as organizational effectiveness and customer service.

Traditional IT project maxims have to be set aside. It is no longer enough to set up steering committees with the objective of monitoring and controlling budgets and progress against plans. Total management team commitment must be expected if success is to be ensured, with a steering committee mandated to ensure a victory, not merely monitor progress. Strategic change is more than just a series of projects strung together. The key to the process is the establishment of the program management position previously mentioned. Program management recognizes that the strategic implementation of IT initiatives is as much (or more) concerned with business issues as with information technology and systems.

The days when an IT organization could operate independently of the business community are long since past. It is no longer sufficient for an IT department to create a system and to 'abandon it' to the users. The users must be an integral part of the development process. Part and parcel of this will be the identification and resolution of business issues vital to the success of strategic implementation. Professional 'change management' programs are often the key to this process.

Experienced business and It managers naturally expect to be expert in the field of managing change. After all, so much of business life is concerned with organizational and business change. In many cases, of course, managers are good intuitive change agents. When undertaking programs of a strategic nature, the specific identification of major change issues and programs to overcome and resolve potential change problems must receive direct action and powerful focus. It is fundamentally important to understand the roles of sponsors and supporting sponsors, to understand and alleviate resistance to change and put in place practical change management roles and positions.

Having the right resources for the job of implementation is clearly important. Establishing just which resources are required and the organization’s starting point are important aspects of strategic implementation. A good 'baseline' of both the IT organization and the enterprise as a whole must be established before implementation planning begins. Establishing a baseline ensures a full awareness of existing capabilities, strengths and weaknesses. In the IT context this will enable the identification of resource requirements, skill deficiencies or technological needs. For the enterprise as a whole, the baseline ensures, inter alia, an understanding of the most important processes in the organization and those functions or aspects of the organization which require particular care or management attention.

The challenge of implementation is to ensure that an all-round view is taken of an organization’s capabilities and needs. Strategic implementation, and the realization of the benefit this implies, can only be achieved with the full co-operation and commitment of management at all levels and the mobilize for business change, not merely plan for technical development.

Indonesia Negara Kepulauan

2010-12-01T18:05:00.000-08:00

Objek wisata Indonesia sungguh menawan. Setiap tahunnya, jutaan wisatawan internasional bertandang ke Indonesia. Hal ini tentunya memberikan kontribusi besar terhadap perekonomian negeri nan indah ini. Untuk mengimbangi jumlah wisatawan yang semakin meningkat ini, maka "aviation industry" harus meningkatkan pelayanan dan jumlahnya setiap tahunnya. Sejumlah international airlines terbang ke Indonesia dari dari berbagai penjuru dunia seperti Eropa, Amerika, Asia, Australia, dan Afrika. Sebagian diantaranya melakukan 'direct flights' atau penerbangan langsung dan sebagian lagi tidak. Indonesia merupakan tempat menarik untuk memanjakan diri di hamparan luas keindahan alamnya. Setiap wisatawan bisa memilih tempat berkunjung sesuai keinginan dan kepentingan serta selera masing-masing.

Negara Indonesia terkenal sebagai negara kepulauan. Kata Indonesia adalah kombinasi dari dua kata "Indo" yang berarti India dan "Nesos" yang berarti Kepulauan. Wilayah Indonesia merupakan rumah dari lebih 17.000 pulau. Setiap wisatawan dari seluruh dunia mengunjungi Indonesia dan menghabiskan liburan mereka di beberapa pulau terbaik. Tempat paling banyak dikunjungi antara lain Jakarta, Bali, Lombok Island, Sumatera, Pulau Bintan, Pulau Batam dan Yogyakarta. Indonesia juga memiliki sejumlah pantai pasir putih nan indah, pulau, dan hutan hujan dan beberapa tempat lainnya yang tak kalah menarik. Sejumlah perusahaan perjalanan wisata, beroperasi di Indonesia dengan beberapa alternatif bukan hanya melalui airplane, tetapi juga tersedia boat, cruise, and bus tours.

Accommodation adalah fitur lain yang unik dari industri pariwisata Indonesia. Fasilitas pariwisata Indonesia dilengkapi dengan tersedianya hotel dan resor, siap melayani foreign travelers ke negara ini. Bila dilihat, hampir seluruh daerah tujuan wisata populer di Indonesia menyediakan 'cheap flights' dan fasilitas hotel dengan harga murah juga. Resort Hotels terletak hampir sepanjang pantai di setiap daerah. Beberapa resort terbaik dapat ditemukan di Pulau Bali dan Jakarta lebih populer dengan hotel berbintangnya.

Grand Hayat Regency adalah hotel terbesar di Indonesia, dan hotel-hotel lainnya antara lain Sheraton Bandara Hotel, Willtop Hotel, Ciputra Hotel, and Sari pan Pacific Jakarta. Hotel-hotel tersebut sungguh fantastis, siap melayani kebutuhan wisatawan dari seluruh penjuru dunia. Selamat datang di Indonesia.

Major Trading Company Trends

2010-12-01T05:21:00.000-08:00

Preserving an AAA rating has been a notable feature of the trading company's performance during the turbulent times of the past 15 years. The future, however, requires the trading company to make a committed step towards actively coordinating its global treasury operations, which have historically operated independently. This drive to global working comes from a general need to use and deploy capital more effectively and also to offset the potential loss of European revenue that would follow the introduction of common European currency. It is axiomatic that the introduction of global working must in no way undermine the trading company's ability to manage its business risk and retain its AAA rating.

Since IT underpins and is embedded in the way the global treasury operation will work and be managed, the management required an approach which would enable them to manage the risks and benefits of implementing the IT required to enable its business strategy. The 'Transition' framework and approach was used to identify how the trading company was positioned and what issues had to be addressed to develop an Execution Plan for timing and phasing the roll out of appropriate global systems:

1. What were the relative IT supply and demand capabilities of the various global treasury centers?

2. Which centers were best positioned to use and/or supply global pilot systems or to act as centers of excellence for developing modules of a global package?

3. What IT supply and demand capabilities would be required in the various global treasury centers to support the proposed way of working and managing?

4. Which systems could be rolled out - and when - to enable global working and managing?

5. What management frameworks and procedures would be needed?

6. What would be the operational impact and extent of global systems on local ways of working and management?

Having developed an Execution Plan, a program of work was identified to enable the senior treasury management to balance the strategic advantages of rolling out global systems quickly against the risks inherent in forcing global systems into a local environment; and to co-ordinate the various programs of IT, organizational and operational work in a linked and cooperative way.

At the end of the engagement, the framework, with its Execution Plan and Program Management techniques, had provided management with a clear picture of what was needed to roll out the business strategy and manage the risks and benefits associated with its implementation.

What is required is a program which ensures that the skills and disciplines within an IT organization are planned and used to the fullest extent to the advantage of the business. To do this, a program which ensures that the IT effort is closely integrated and identified with the business is essential, with information technology planning established as an integral part of overall business planning. Only in this way can clear shared objectives be established, executive commitment ensured, and strategic implementation success and anyone from the business side involved in these major program must view such opportunities as career enhancing.

IT Business Assessment Organization Process

2010-12-01T04:05:00.001-08:00

Traditional measures of performance often seem to be too little too late. Financial results are often driven by how an organization is performing in the eyes of its customers and by how effectively the internal business processes deliver value to the customer. Financial measures say little about an organization’s ability to respond to a rapidly changing world. A more balanced view of performance is essential if an organization is to manage strategic change: hence the transition incorporates our concept of a 'balanced scorecard', giving view points on financial measures, customer perspectives, business processes and organizational learning.

Financial measures are concerned with how the organization looks to the shareholders and with profitability and growth. The customer perspective is concerned with how the organization looks to its customers; customer satisfaction and quality are of prime importance.

Business processes assessments look to ensure that the organization is undertaking business effectively; examples are sought of speed of response, quality and cost leadership. Under organizational learning, an organization must ensure that it can sustain innovative change and improvement. Together, these four factors provide a top-level view of the information needed to run the business and to define the performance measures, linked to business objectives, which are essential for the consistent management of change.

Business must be able to meet today's challenges and those which will emerge during the balance of the 1990s. No one can predict exactly what will happen during this decade but business must break with the past and design its processes, systems and organizations for the in vitality of future change. Such a business design process must be driven by business needs, not by technology. The approach to business design must therefore take into account a range of foreseeable options in the environment, the economy, in markets, technology and in people. Business design must identify the degree of flexibility needed by the business together with the resources and changes required to achieve this flexibility. Business design must cover a number of key dimensions to meet new competitive demands, including business processes, information and technology, people and organization.

All of this implies that senior managers can communicate their vision of the future and give a consistent message to everyone in the organization. They must be prepared to ensure that the way they manage the business is consistent with their strategic vision. For example, if meeting customer needs requires working across existing boundaries, senior management must establish and support the teams which can do so. The 'balanced scorecard' of performance measures will help to quantify the benefit of change and assign the responsibilities for achieving benefits.

Overall consistency of direction must be ensured through coherent programme management. Programme management can resolve the inevitable issues of resource allocation and priorities between independent programmes; it is the way to combine short-term results with longer term strategic change - and to focus both on the benefits required. Programme management must ensure 'buy-in' at all levels, together with a real commitment to manage and obtain business benefits. The transition principles aim to foster and ensure this buy-in from a senior management level, starting with the declaration and articulation of strategic intent. Mobilizing resources required to achieve change and planning and implementing the program itself are a major challenge.

In many organizations two cultures still exist; those within the business organization and the IT organization. The criticism is still heard of IT people that their focus is not the business and its objectives but rather the technology that they use. Building bridges between the two organizational entities is not enough.

Travel Guide to Indonesia Airport - Soekarno-Hatta International Airport

2010-12-01T01:44:00.000-08:00

Airport utama di Indonesia berada di Jakarta yakni Soekarno-Hatta International Airport. Namun sebelum itu, semua penerbangan airline diarahkan ke Halim Perdanakusuma Airport yang juga melayani semua penerbangan internasional menuju Jakarta. Pembukaan Soekarno-Hatta International Airport lebih banyak digunakan sebagai bandara komersial untuk operasi besar setara turboprop dan perusahaan penerbangan umum. Dan Halim Perdanakusuma Airport lebih banyak digunakan untuk kepentingan pemerintahan seperti presiden Indonesia. Saat ini, Soekarno-Hatta International Airport adalah airport utama di Indonesia yang melayani penerbangan menuju Jakarta dan terletak sekitar 20 km barat Jakarta. Airport ini adalah airport terbesar di indonesia serta beroperasi di Indonesia sejak tahun 1985.

Sebagian besar airlines yang ada di Indonesia melayani rute penerbangan menuju Jakarta. Penerbangan berbagai airlines ini menempuh rute penerbangan domestik dan internasional ke dan dari Jakarta. Setiap tiket pada rute airline di seluruh Indonesia, dapat dipesan melalui travel atau internet secara online. Selain airplane domestik, sejumlah operasi Airlines internasional juga mengambil bagian di Bandara Internasional Indonesia ini yakni meliputi Turkish Airlines, Thai Airways International, Qatar Airways, Lufthansa, Indonesia Air Asia, Etihad Airways, Emirates, Cathay Pacific Airways, Japan Airlines, KLM, Air Asia, Kuwait Airways dan China Air. Maskapai international yang beroperasi di Indonesia ini menawarkan penerbangan dengan biaya murah untuk beberapa rute international atau layanan travel khusus.

Untuk memenuhi semua kebutuhan penumpangnya, Soekarno-Hatta International Airport dilengkapi dengan fasilitas state-of-the-art. Airport ini memiliki empat terminal. Terminal 1 berada di bagian Selatan lebih dikhususkan untuk operasi penerbangan domestik menuju Jakarta. Terminal 2 di bagian Utara dioperasikan untuk penerbangan domestik dan internasional berbiaya murah. Terminal 3 dirancang dengan menggunakan konsep ramah lingkungan tapi modern, diperuntukkan bagi penerbangan internasional. Sedangkan terminal 4 sedang dalam pengembangan.

Di area keberangkatan terdapat empat ruang tunggu ekonomi dan business class di Lounge Transit . Selain itu semua, fasilitas lain di Bandara Internasional utama Indonesia ini meliputi; bagian informasi dan pelayanan bantuan, toko-toko bebas bea, toko cendera mata dan hadiah, toko buku, koran dan majalah, bank serta restoran. Pengalaman saya waktu itu yakni mengambil penerbangan dari Inggris menuju Jakarta dengan operator perjalanan kepercayaan yang menyenangkan dan ini merupakan pengalaman yang menyenangkan.

The Advantage of Strategic IT

2010-12-01T01:14:00.001-08:00

Information is changing the supplier / customer power balance, allowing new competitors, products and services to emerge. Bringing IT strategies to life calls for a consistent management approach.

At the forefront of business change is the enhanced exploitation of information. Information is the lifeblood of organizations, enabling corporate health and performance. Exploiting information is as critical to success as managing people or finance. Information is changing the balance of power between suppliers and customers, allowing new competitors to emerge and new products and services to be launched. Spending on information technology is often the fastest rising cost in business.

It sometimes seems that external change is faster than businesses ability to respond: it seems that the goal posts are always moving. As a result, managements find themselves busier than ever as they run today's businesses. It becomes ever more important to find ways to manage the increasing complexity of the business. As managements increasingly look to IT to assist in this complex environment, methods have to be found through which business benefits can be clearly articulated, IT projects managed in a co-ordinated manner, and information technology used at last as an enabling force not as a constraining factor.

Bringing information technology strategies to life calls for a consistent management approach. KPMG Management Consulting has therefore developed 'Transition', based on its extensive experience of partnership with leading companies for the planning and implementation of strategic business change and the exploitation of information in their businesses. The approach recognizes that implementing strategies is a continuous cycle. Ensuring the attainment of the business benefits foreseen from a business strategy implies the establishment of coherent change programmers, the mobilization of appropriate staff and resources, and the development of rigorous implementation plans based around business change, not just on technical developments.

What does this mean in practice? The process is illuminated by the experience of a major trading company. In this case, an organized approach to strategic implementation converts business strategy into a clear programme of change within an organization. Such a programme must be consistent to focus effort, yet flexible enough to respond to emerging opportunities or threats. It must make complexity manageable. The start must be working with business management to develop a clear understanding of the business priorities and operational imperatives of the organization: that is, the strategic intent of the business. From this clear understanding of business direction, a set of performance measures can be established against which the organization can track itself s it moves towards its strategic goals.

This is the starting point for business design which sets out to produce a radical yet realistic plan for implementing strategic change. To manage the complexity of the change, and to ensure the achievement of the benefits desired, a limited number of coherent and integrated change programmers is needed. Realizing the benefits of major change programmers often requires a new way of managing which combines clear accountability with the ability to work across existing organizational boundaries.

Too often strategies are slow to be adopted within a business. Maybe there is a good strategy, developed by senior management. But often the organization carries on running in the same old way. Benefits may be claimed, but fail to appear in reality. Implementing a strategy can be painful since it requires a consistently high level of management attention. Clear, shared business priorities must be developed and communicated across the organization. One of the key aims is to ensure 'a living strategy' which means clearly identifying strategic intent. The framework is built on research and proven experience that identifies major issues, relationships and possible solutions available for 'rolling-out' business strategies, in particular those related to information based projects.

Emerging from the Dark

2010-11-30T23:48:00.001-08:00

A quoted UK property developer had two major speculative developments in progress with different financing structure. The cash expected from these two developments failed to materialize and work ground to a halt. The absence of sales and further cash requirements led to a cash crisis. The shares were suspended, and administrative receivership looked to be the only way out.

Coopers & Lybrand Deloitte was requested by the trading companies to assess management’s proposals, which we fully supported, to mothball one development; complete the other major project; focus on core activities; dispose of peripheral development / investments. Recommendations were made on restructuring to 'ring fence' the developments that threatened the group's future. New funding was obtained from shareholders and contractors who were also at risk.

The ring fencing was accepted by the trading companies, enabling further funds to be obtained to complete the projects. The group continued to trade. Profitability is being improved and listing returned. Trading companies confidence in management has been restored by means of steady and successful implementation of the recovery plan.

How long the current spate of company problems might continue was a key question as 1992 began. Market and industry watchers have been eager for signs of a recovery in the domestic and international economy, but with no clear end to the recession in sight, the trading companies taking a harsher view and remaining tight, there seems little doubt that more firms will succumb. The hope is that by taking action to seek suitable external advice the troubled firms can avoid disasters. Looking further out, it is hard to say whether all the lessons that may have been learned from the recession of the early 1990s will have been absorbed by the financial community, many of whose members are experiencing only their first recession.

In the meantime, it is certain that the reconstructions of recent years have provided plenty of opportunities for company advisers to sharpen their skills, both in helping to prevent companies from getting into difficulties, and in guiding them out of the woods, should that be where they find themselves. The real problem is persuading management to face up to the need to consult such advisers early enough.

The Management of Financial Advisers Company

2010-11-30T21:06:00.000-08:00

Co-coordinating the interest and efforts of 50 or 60 lending institutions from different countries is complex enough, even without involving equity holders and all the other parties who depend on a company's well-being. While an adviser may persuade the leading banks to co-operate in a rescue package, a one-off lender with only a small stake in the proceedings may complicate matters by holding out for full payment with the threat of liquidation. One of the most urgent tasks for a rescue team, therefore, is to present a coherent plan to the stakeholders - shareholders, customers and employees - which allow them to settle their differences and work towards a common goal of survival, debt reduction and profitability. Attention will focus on the new team, led perhaps by a company doctors, not least because managers are typically wary of a situation which could involve liability for wrongful trading.

The issue of strategic direction is paramount, in all cases. Companies which have been encouraged by their financial advisers to expand in good times of buoyant trade and easy credit have often got themselves into all kinds of problems with unwise acquisitions: maybe a hasty expansion abroad, maybe the reckless acquisition of assets at high prices. When the climate changes, the merchants of growth are rarely the right people to engineer a tactical retreat; not least because their reputations may have been built on the management of expansion. Once again, an outsider's analysis and experience can galvanize the firm into taking tough but necessary decisions and help persuade the different stakeholders that these decisions are the right ones, even if they differ starkly form the strategy initially pursued.

According to research from the London Business School, a key ingredient in many corporate turnarounds has been the restructuring of a company’s financing. The research suggests that cost-cutting, probably a panicky director's first impulse when times get hard, is less effective than debt restructuring or reduction. Relatively few turnarounds where proper balance sheet reorganizations have taken place subsequently fail. As hefty debt repayments loom, it may be extremely difficult for directors to go to their lenders - particularly if these are many, in the case of extended trade company syndicates - to ask for help. A well-thought out rescue plan, however, can concentrate the minds of the most diverse lenders and gain the company vital room for man oeuvre. The name of the game, though, remains' cash generation - not immediately profitability.

Two other aspects of corporate rescue work are worth comment. In some cases, where companies have been the victims of poor management or even alleged fraud, the advising team may have to exercise considerable detective skill simply to unearth the correct figures. A hare-pressed management team, particularly one introduced in a state of emergency to turn the business around, may well have neither the time nor the expertise to do this vital spade-work alone, even though it might well yield spectacular returns in due course. Second, within a recovery situation where the group is near the brink, the involvement of insolvency experts is essential in understanding the possible 'downsides' of courses of action being proposed by the recovery team, with all the banking, security arrangements and possible insolvency implications, The skill match works well.

Keamanan Airplane Indonesia - Rating Perusahaan Airlines Indonesia

2010-11-30T20:09:00.000-08:00

Airplane selama ini lebih dikenal sebagai satu-satunya sistem transportasi udara paling aman untuk saat ini. Namun tidak dipungkiri, masih banyak orang yang takut menggunakannya dengan alasan keamanan. Apakah Anda termasuk kelompok orang yang takut dengan transportasi airplane? Jika telapak tangan Anda berkeringat dan detak jantung Anda terasa lebih cepat disaat akan take off ataupun landing, nah, mungkin Anda termasuk salah satu dari golongan ini. Semuanya ini tergantung pada perasaan disaat Anda akan melakukan perjalanan, terlebih lagi bila sebelumnya Anda mendengar berita tentang kecelakaan airplane dan tentu ini membuat suatu rasa khawatir dalam diri.

Sebenarnya niat kami menulis artikel ini bukan untuk menakut-nakuti Anda untuk tidak menggunakan airplane, namun sekedar untuk memberitahu tentang kenyataan yang terjadi di sekitar kita. Dan hal ini tentu dapat membantu Anda dalam mengambil keputusan yang tepat sebleum membeli tiket penerbangan nantinya. Cara yang seratus persen menjamin keamanan untuk tidak terjadi kecelakaan tentu tidak ada. Namun hal ini adalah salah satu langkah yang dapat memberikan informasi positif dan sebagai alat penyeimbang. Bahkan di beberapa negara maju, informasi terhadap tindakan pencegahan minimum yang lengkap sangat diperlukan dan diwajibkan.

Saya sangat mencintai Indonesia. Ini adalah sebuah negara nan indah dengan lebih dari sepuluh ribu pulau-pulau yang tersebar, memiliki ribuan dialek bahasa dan ratusan seni budaya yang sangat menarik. Pasir putih pantai nan menawan, hutan tropis perawan dan sekumpulan gunung berapi aktif, membuat Indonesia merupakan salah satu tempat paling indah di dunia. Kehidupan liar bawah laut nan mempesona, terbentangi ratusan tempat di sepanjang wilayah Indonesia. Anda tidak akan menemukan ribuan spesies ikan unik di tempat lain selain di Indonesia. Indonesia juga memiliki sumber daya alam melimpah ruah, sehingga dapat memberikan sumber makanan dan bahan bakar bagi penduduk negeri ini dengan jumlah lebih dari dua ratus juta orang.

Nah, sekarang apa hubungan semua ini dengan airplane? Saya yakin sekali, banyak orang yang enggan untuk bepergian mengelilingi Indonesia akhir-akhir ini. Apakah saya harus menjelaskannya juga? Tidak dipungkiri, beberapa tahun terakhir telah terjadi musibah Airplane Crash di Indonesia. Sayangnya, negeri nan indah ini sebagian dirusak oleh politik yang tidak cepat menanggapi dan mengontrol regulasi penerbangan airplane ini. Ini diperparah oleh kompetisi antara perusahaan airlines. Mereka berusaha memberikan biaya tiket airlines yang murah sehiggga mengabaikan keselamatan penerbangang. Akibatnya, frekuensi perawatan pesawat airplane terkurangi dan cukup menggunakan suku cadang tua bila ada pergantian komponen airplane. Hal ini tentu sangat menakutkan dan ini benar adanya.

Belum lama ini, Kementerian Transportasi Udara Indonesia mengumumkan untuk menutup tiga perusahaan airplane. Ketiganya dimasukkan ke dalam kelompok kategori 1 yang juga disebut kelompok "fully compliant". Perusahaan-perusahaan dalam kategori ini diberi waktu tiga bulan untuk melakukan perbaikan sebelum izin airline mereka dicabut. Kategori Menengah (kategori 2) merupakan perusahaan yang telah memenuhi persyaratan minimal keselamatan airplane, namun dari segi keselamatan penerbangan masih minim.

Setelah dilakukan pemeriksaan pada peraturan keselamatan dari seluruh maskapai penerbangan penumpang di Indonesia, maka hasilnya dapat disimpulkan sebagai berikut:

Tidak satu pun maskapai penerbangan airline benar-benar memenuhi syarat peraturan keselamatan penerbangan. Ini berarti bahwa tidak satupun dari semua perusahaan penerbangan Indonesia masuk dalam kategori 1. Kemudian, yang masuk dalam kategori 2 ada 13 perusahaan airlines yakni
1. Garuda Indonesia
2. Merpati Nusantara Airlines.
3. Lion Air
4. Sriwijaya Air,
5. Wings Air,
6. Indonesia AirAsia,
7. Mandala Airlines,
8. Pelita Air Service ,
9. Riau Airlines,
10. Trigana Air Service
11. 3 Layanan Perjalanan Penerbangan Express.

Sedangkan perusahaan penerbangan airline untuk kategori 3, antara lain:
1. Batavia,
2. Adam Air,
3. Kartika Airlines,
4. Trans Wisata Air,
5. Jatayu Airlines
6. kargo jetliners Tri MG Intra Asia Airlines
7. Manunggal Air Service.

Dari seluruh maskapai penerbangan yang ada, secara pribadi, saya percaya AirAsia, Garuda Indonesia atau Merpati lebih sedikit aman dibandingkan dengan yang lain, walaupun beberapa waktu lalu Garuda Indonesia mengalami peristiwa. Sedangakn AirAsia, sebenarnya airline ini bukan perusahaan Indonesia. AirAsia adalah perusahaan penerbangan berbasis di Malaysia, tetapi mereka rute penerbangan lebih kurang lima belas rute tujuan di Indonesia. Dan AirAsia termasuk airline yang memiliki harga tiket termurah bahkan di Asia.

Saya berharap semoga artikel ini bisa memberikan pada Anda gambaran kondisi penerbangan di Indonesia. Sebagai ekspatriat selama tujuh tahun di Jakarta, saya sarankan agar Anda mempertimbangkan terlebih dahulu sebelum melakukan perjalanan penerbangan bersama airplane. Bagaimanapun, Indonesia masih merupakan salah satu negara yang unik di dunia di mana Anda dapat menemukan keragaman budaya dan panorama yang tidak ditemukan di tempat lain. Cukup ikuti saran saya di atas tentang keselamatan penerbangan udara dan semoga berjalan dengan lancar. Good Luck dan Trip Nice.

Keeping A Business Afloat

2010-11-30T18:17:00.000-08:00

A major UK offshore oil service group was sinking beneath the waves. It was highly geared, suffering from the impact of a collapsed oil price: in a major cash crisis, with breaches in company covenants; run by a management constantly firefighting and facing imminent prospect of receivership.

A total refit was required. Together with management, we developed a business plan which quantified the level of funding required. We worked with the group's merchant bankers in developing a plan of reconstruction which included capital reduction; debt conversions; arrangements with major companies and an underwritten rights issue. We assisted in negotiations with the major lenders and creditors in implementing the restructuring proposals and helped the new management team to develop a long-term strategy and dispose of non-core activities.

That placed the company on an even keel. All lenders to the group accepted the restructuring proposals. New equity was introduced and medium-term financing facilities obtained. The balance sheet was restructured and the ability to pay dividends restored. We seconded senior financial managers to provide continuing support to management. The group was restored to profitability within 12 months with maintainable liquidity and new management is now developing opportunities in core business areas.

On the complex question of operating efficiency, there is often room for an outside agent to bring a clear view. Managers may not be skilful enough to manipulate a firm's assets efficiently and may also have been too close to the running of the firm for too long to be able to bring clear and objective analysis to bear. Expensive locations, poor productivity, high labour costs, poor distribution and arrangements with customers and suppliers may all be things which can be better organized with the benefit of an expert's fresh viewpoint.

In the face of cash crisis, the question of disposals always arises. Should the company sell its profitable trading division, or can it close down the disaster areas and trade its best asset on? How can a firm which is known to sell out now and raise a modest amount of cash or hang on in the hope that an asset or subsidiary will be worth much more in the future, will clearly be influenced by the appetite for risk of different creditors and shareholders. The issue is greatly complicated when those parties hold different opinions among themselves. In practice, all options have to be kept open until market interest has been assessed.

In most cases, recovery expert find that poor management is usually responsible for a company's plight. Not surprisingly, the company's existing directors are often early candidates for disposal, particularly at chief executive or finance director level. It may be that a firm has been built up by one individual who has refused to delegate decisions as the company has grown and is unequal to the task of turning it around once it is in difficulties or if the finances of the group are simply out of control.

Managing the different stakeholders of a distressed business can be a major task in itself. Recovery experts admit it cannot always be done without a certain amount of bullying. The companies and shareholders may be at loggerheads, while holders of junior mezzanine debt may feel aggrieved that they are being left out. The issue has become aggravated, in some recent examples, by the tendency of aggressive corporate borrowers to syndicate debts among a wide range of lenders, some of whom know relatively little about the group, its markets, products or operations.

Company Management Information Systems

2010-11-30T17:39:00.001-08:00

Choices of revival are much enhanced where advisers are brought in before a company is on the point of crashing. There are some notable examples of companies which appointed independent corporate recovery teams under pressure and then managed to achieve remarkable transformations as a result. For example, we were called in to advise the directors to leading fashion manufacturer and retailer with a strong international brand name after it had dipped into losses. Restructuring of the group, management changes and simplified financial reporting systems were implemented. Unsuccessful and nonfinancial performing subsidiaries, many recently acquired, were disposed of and a new equity partner for the group was found. The company's lenders and stakeholders were reassured by the decisive action recommended and taken and the group is now trading successfully and profitably.

In another case, an international conglomerate, with interests ranging from food to finance and property, had run up considerable losses and faced severe financial difficulties. We were once again asked by the directors to help restructure its considerable debts n the face of tension between a multitude of group leaders. We recommended the successful disposal of its major trading asset and a restructuring of the complex debt arrangements and provided solutions to a number of operational issues. The group has survived in the face of a massive change in managerial direction and is now substantially de-geared.

The job of financial investigation and corporate restructuring starts with such questions as:

1. In what businesses is the group involved?
2. What are the market and cost dynamics?
3. How has the group got into treble?
4. Can the businesses be rescued or better exploited?
5. Can we generate the cash?
6. Do we have competent management?
7. Do adequate control systems exist and are they used?

Trouble companies usually have cahsflow problems. Naturally one of the first jobs is to look at the firm's financial controls - its treasury operations, debtor collection and payment of creditors to see what opportunities exist for cash generation so that in the short term the hole can be plugged. Poor financial information is usually a symptom of failures and one of the first things the new team will do is to install simple management information systems. A few strokes of the management accountant's pen often reveal that the product which a firm's directors thought a winner was actually a drain on resources and merely a sacred cow, while other neglected products were actually making a handsome contribution to the company's fixed costs.

The Professional and Technical Knowledge

2010-11-30T05:57:00.001-08:00

Any managers worth their salt would pride themselves on the professional and technical knowledge of their own field, whether it is computers, engineering, the food industry, or medicine. This is considered an essential part of professional competence. Essential to managerial competence is knowing the human resources you manage as thoroughly as you recognize a sound structure, know your product or appreciate the intricacies of a lab test.

Reflect for a moment on the following suggestion:
1. Your subordinates probably have the same 'hang-ups' and worries that you have.

2. They want to get to know you too because they can relate better to someone they can understand as a person.

3. 'The boss' is a powerful influence in most people's lives. Almost the first thing they will say when they get home is 'Do you know what the boss said today?'

4. Relationships take more than a few minutes at a time to develop. Frequent brief interactions are good to keep you in touch with events, but they are not enough to maintain real contact with people.

5. A good boss / subordinate relationship is often the most important factor in job satisfaction.

6. The power of shared values as motivators and developers cannot be overestimated and they can only be transmitted through sound relationships based on mutual knowledge and understanding.

You can't relate to the unknown and you can't develop what you don't relate to. List the people that report to you. If any one of them was to leave tomorrow and you had to make a presentation to them, how much research would you have to do to be able to stand up and talk knowledgeably and meaningfully about them and their contribution to the organization? If the answer is more than 5 minutes thought, you have a lot of catching up to do in getting to know your staff.

The Indonesia Financial Times

2010-11-29T06:49:00.000-08:00

A buyout represents a viable alternative to a strategic purchase when, as a result of circumstances existing in the market in which the target operates, either the target company is too small to be significant to a strategic buyer, or else potential strategic buyers do not have the resources necessary to achieve a merger, or are prevented from doing so for regulatory reasons. Furthermore, where the presence of the management and employees creates a significant proportion of the value of the company (where service or 'know-how' is involved) the value of the company to these people is unquestionably higher than to an outside purchaser and the equity is more sensibly owned by those providing the value.

Britain operates a free market in companies. It may be that each transaction is profitable for those who take part. But it is more difficult to see hour, taken as a whole, fashion-led trading in companies can create enduring value. Taking the economy as a whole, it might be hoped that this free market, laissez-faire approach would have conferred overall benefit. Yet the reverse seems to be true. In the issue of the Financial Times referred to earlier, an article appeared describing the small but growing domestic mergers business in Japan. A series of regulatory and structural changes promised to 'unclog the industry's most severe bottle-neck: the lack of sellers'. Not that the 'industry' referred to is the mergers and acquisitions industry. So is Japan heading down the same road as its Anglo-Saxon cousins in a race in which everyone wins a prize? Not in the view of one Japanese practitioner who commented: 'In Japan M&A is a strategic matter to meet the needs of companies, and advisers act as mediators'. Perhaps help is at hand.

Masalah Sosial Orang Indonesia

2010-11-29T06:47:00.001-08:00

Banyak hal terjadi dalam pelaksanaan pembelajaran di sekitar kita. Diantaranya ialah kesulitan belajar yang dialami setiap anak dalam menentukan pilihannya. Sehingga ia bermasalah dalam belajar untuk membantu didalam penyelesaian masalah ini diperlukan studi kasus hotel mengumpulkan data secara menyeluruh untuk memahami permasalahan dan menggunakan solusi yang tepat didalam penyelesaian masalah dari peserta didik tersebut. Studi kasus hotel merupakan metode pengumpulan data yang dikumpulkan meliputi seluruh aspek pribadi individu meliputi seluruh aspek pribadi individu dan menggunakan berbagai pendekatan di dalam pengumpulan data. Orang Indonesia ke sekolah berpakaian kurang rapi. Kadang-kadang orang Indonesia memakai baju sekolah agak keluar dipinggirnya. Orang Indonesia juga terkadang membiarkan saja bajunga keluar tanpa merasa risih. Sepatu yang digunakan adalah sepatu hitam polos, dengan kaos kaki setengah betis. Rambut orang Indonesia bewarna hitam disisir kearah samping oleh orang tua ybs.

Penampilan pribadi :
Di sekolah orang Indonesia sering melamun dan tidak konsentrasi menerima pelajaran travel. Terkadang orang Indonesia sering tidak mengerti bahkan tidak jarang orang Indonesia tidak menyambung dengan apa yang diterangkan didepan kelas. Orang Indonesia terlihat agak murung jika ditanya tentang perasaannya dalam menerima pelajaran travel.

Gejala Yang Terlihat Pada Orang Indonesia.
Dari gejala yang nampak, diketahui bahwa orang Indonesia sering menunjukkan sikap kurang mengerti bahkan kurang tanggap terhadap perjalanan travel Orang Indonesia terlihat seperti tidak berminat dalam mengikuti travel. Orang Indonesia juga tidak pernah bertanya baik kepada teman ataupun guru yang mengajar. Catatan pelajaran travel orang Indonesia juga tidak teratur. Bahkan sangat sering orang Indonesia mencatat pelajaran travel. Sesekali orang Indonesia ada terlihat mengerjakan latihan namun tidak jarang juga orang Indonesia tidak mengerjakan latihan yang diberikan. Dalam memanfaatkan waktu luangnya orang Indonesia sangat jarang menggunakan waktu luangnya untuk bermain-main dan lebih sering digunakan untuk membaca buku-buku hiburan dan majalah atau menonton TV yang menghabiskan waktu belajar orang Indonesia. Dalam masalah sosial orang Indonesia merasa kurang mengerti oleh guru, didalam kelas orang Indonesia sering melamun, sering datang terlambat, sering absen, dan tidak mempunyai teman dekat dan orang Indonesia ingin pindah dari sekolah.

Alasan Pemilihan Kasus hotel.
Kasus hotel yang diangkat disini ialah masalah tekanan terhadap pribadi siswa yang berakibat pada menurunnya minat belajarsiswa. Dalam masalah orang Indonesia kali ini terlihat bahwa ada unsur paksaan untuk bersekolah kepada orang Indonesia oleh orangtua orang Indonesia, sementara orang Indonesia belum terlalu berkeinginan dalam bersekolah. Orang Indonesia masih berfikir untuk bermain dengan teman-temannya. Oleh sebab itu orang Indonesia harus dibantu secara khusus untuk membantunya meningkatkan prestasi akademiknya.

Ada beberapa fakta yang terungkap tentang apa yang terjadi pada diri orang Indonesia sebenarnya. Penjelasan secara tuntas dapat tergambar pada keterangan-keterangan berikut ini :
Berdasarkan hasil analisis yang ada, dapat dijelaskan tentang diri orang Indonesia sebagaimana tergambar pada keterangan berikut ini :
1. Pada diri orang Indonesia
a. Problem Chek List

Strategic Benefits In An Indonesia Acquisition

2010-11-29T06:06:00.000-08:00

Unquestionably it will occasionally be sensible for companies to join forces. However, every company's circumstances will be unique and the reasons should make sense industrially, operationally and financially. Rules of thumb which do little more than relate acquisition prices to stock market comparables will certainly make things simple for the corporate financier; but it will be no more than coincidence if they have any direct relevance to a particular case. Some of the rigour involved in analyzing a buyout has a place in acquisition analysis. There, although bidding tactics are obviously involved, attention is at least focused on the variable which will affect future performance.

The attitude of corporate managers to all of this should be borne in mind. The threat of being acquired is, they are assured, the legitimate way to minimize inefficiency. And they may accept that companies have to go on changing hands., Expensively and occasionally, rancorously. But it would then be only natural for managers to interpret the rules of the game and play it in the way that offers them the greatest advantage. Only a small minority of industrial managers have any significant ownership stake in the companies for which they work. So while they may well accept that their mission is to maximize shareholder wealth, achievement of that objective may not affect them quite as directly as might be desirable.

As noted earlier, there is no clear agreement on the period to which maximization of shareholder wealth should be related. And if, halfway through the implantation of a longer-term plan to achieve that result, the company is taken over, the management may come to believe that their security has been needlessly put at risk. Broadly speaking the message seems to be that it is better to be big. Size is safety; and if there appears to be no incentive to be taken over it certainly seems as though growth by acquisition offers some protection. It would then only be human nature to perceive strategic benefits in an acquisition whose principal effect is to make the acquirer itself bid proof.

The continual trading in companies, accompanied each time by the claim that both vendor and acquirer have mad strategic gains, is not credible. For it to be true would imply that the Anglo-Saxons, had gained superiority in overall efficiency from an inexhaustible stream of synergies. But this seems not to be the case. Although the argument is sometimes used that it is the appropriate response to competitive threat, the evidence suggests rather that it has contributed to a decline in the competitive position of Anglo-Saxon companies across a whole series of industries. Motives should be examined more closely, and investors should be more critical, therefore, of earning s purchase as distinct from the creation of earnings from organic growth.

At the very least, the reasons for exceeding the buyout price (if a buyout is competing) should be understood and communicated by the acquirer. Buyouts will, after all, point to the value of the company before contamination by strategic considerations. At the same time those involved in buyouts must and increasingly do, realize more precisely the nature of the function they perform. For any relatively large leveraged buyout to produce the desired result the company must be re-sold within, say, three and five years of the buyout. Flotation is an option, but in the majority of cases sale to a corporate buyer is the actual outcome.

The Profitable Businesses for Strategic Reasons

2010-11-27T22:56:00.000-08:00

A forced sale is a special situation. The vendor has a weak negotiating positing and is seeking cash simply to survive. In any other circumstances the decision to sell will result from the relatively poor returns being produced by the company in question, its lack of fit with other 'core’ group companies, or both. It is not immediately obvious why a management buyout should solve the problem of poor returns. If capital starvation has been the problem historically, it is unlikely to change much in the leveraged situation which the buyout will create. A corporate buyer might, on the other hand, have the resources necessary to improve performance.

If capital starvation is not the cause of the company's poor returns, then one wonders why its existing management team is best qualified to put things right. Of course, a buyout might just be the answer if the price at which the vendor sells the company is sufficiently low. But it would have to be low enough to offer the buyout equity investors the prospect of 30+ per cent rates of return and then the question is why the vendor (who, after all, knows the company better than anyone else) should let it go at that price. This leaves the other possibility, namely a disposal for reasons relating to broader corporate strategy.

Corporate finance is essentially a fashion industry. So disposals of profitable businesses for strategic reasons are also very common. But this can be even trickier to assess. The virtues of a focused 'core' business approach may later become discredited in favour of a diversified portfolio strategy. And even the definition of core business may be retouched so as to provide, say, for 'good management' as the core business in the case of a persistently successful conglomerate. Whatever the fashion, its followers generally seek to demonstrate that it will enhance shareholder wealth, and over the last 25 years or so both varieties have enjoyed extended spells of popularity.

Today the core business approach holds sway and 'unbundling' is the accepted way forward. Yet presumably the corporate financiers produced a no less telling rationale for the companies involved to 'bundle' in the first place. So if a company which is performing well is to be sold for strategic reasons, one would expect the price fully to reflect its potential value. Can a buyout compete? A management buyout can offer no synergies. The benefits of combining are absent if there is nothing to combine with. So the buyout is justified only if, taking into account the price to be paid and the benefit from gearing, the future profits and cash flow from the company, including its resale value - of which more later - are expected to produce an appropriate financial return to the buyer.

To support the case for a buyout, an enormous amount of analysis will normally be carried out, with the management of the target company typically centrally involved. This 'due diligence' process seeks to leave very little to chance and literally all of the available facts will be carefully assessed, together with likely movements in the variables believed to govern future performance. If this extensive analysis gives the buyout financier sufficient comfort, he will then offer that price which, after allowing for a healthy debt component in the consideration, remises an internal rate of return of, say, 35 per cent a year. Yet frequently and significantly more. And usually, he will have been denied the benefit of having the management's own detailed plans.

Budget Airlines Murah di Indonesia

2010-11-24T19:39:00.000-08:00

Revolusi ekonomi yang berlangsung di Indonesia telah berdampak positif terhadap pelayanan penerbangan airlines di Indonesia. Dampak yang bisa dirasakan salah satunya adalah terjadinya perubahan dalam cara berbisnis travel dan pariwisata bagi sebagian besar pelaku bisnis ini di Indonesia. Juga dalam membuka tujuan wisata yang sebelumnya tidak dikenal untuk promosi pariwisata setempat.

Jauh sebelum Indonesia memiliki kebijakan "open skies", setiap orang melakukan perjalanan di sebagian besar wilayah menggunakan bus atau perahu. Untuk bepergian dari satu kota ke kota yang lainnya di Indonesia, ini bisa menghabiskan waktu satu hari penuh bahkan lebih untuk menemui sanak saudara mereka.

Namun kini semuanya telah berubah dan lebih terbuka. Bandara-bandara pun mulai bermunculan di tempat-tempat yang paling terisolasi dan tidak mungkin dulunya untuk dikunjungi. Indonesia saat ini terus berbenah, dan harga 'air flights' penerbangan udara pun masih rendah seiring dengan masih murahnya harga minyak di negeri ini.

Ini merupakan 'revolusi diam-diam' dalam travel udara Indonesia. Di masa awal-awal hari-hari deregulasi, beberapa perusahaan penerbangan pun bermunculan dalam penjualan tiket murah, tapi sayangnya hal ini berpengaruh pada faktor keselamatan. Salah satu contohnya adalah Adam Air, dimana setelah satu pesawatnya menghilang di laut, mereka pun langsung ditutup.

Hari-hari yang diistilahkan dengan 'wild west' pada penerbangan domestik Indonesia kini kian berubah. Faktor keselamatan ditingkatkan dan perang harga tiket ditinjau ulang, sehingga kini Indonesia memiliki pilihan tujuan travel yang banyak. Pengaruh ini membuat sebagian besar maskapai penerbangan domestik Indonesia kini bisa terbang lagi ke berbagai wilayah Eropa dan daerah lainnya di dunia.

Saat ini, tidak lebih ada setengah lusin airlines ber-budget rendah yang berbisnis di Indonesia. Juga di beberapa daerah, mengangkut pekerja untuk perjalanan jauh dari Kepulauan di Provinsi Riau. Memenuhi permintaan untuk maskapai penerbangan nasional ke semua kota besar di Indonesia. Beberapa airline flight lebih mengkhususkan diri memenuhi rute tujuan yang lebih terpencil, membuka daerah pariwisata terpencil dan meningkatkan ekonomi masyarak lokal di sana. Wisata Indonesia menawarkan varisasi paket akhir pekan lebih eksotis yang mana sebelumnya terabaikan. Dampak yang dirasakan adalah dalam meningkatkan bisnis lokal dan membantu penduduk setempat dalam bepergian menuju rute perdagangan yang lebih murah.

Indonesia memiliki bandara International bernama Bandara Sukarno-Hatta yang ada Jakarta. Jakarta adalah pusat regional utama bagi maskapai penerbangan domestik dan sudah menjadi sebuah terminal penerbangan kelas atas saat ini. Fasilitasnya pun lengkap dengan tempat makan yang terjangkau dan beragam transportasi yang aman ke kota. Begitu juga dengan airport di Batam Riau atau Makassar di Sulewesi dan berbagai airport lebih rendah seperti bandara Surakarta di Jawa Tengah yang juga memiliki air flight ke Singapura dan Malaysia.

Air flight Indonesia juga saat ini telah mengadopsi sistem pemesanan yang canggih,, yang dilengkapi dengan e-tickets yang bisa dipesan melalui internet serta melalui ATM lokal. Harganya pun tidak jauh beda dengan model di Eropa yang tergantung pada musim dan berapa lama anda memesan dalam waktu berbeda.

Manfaat kebijakan "open skies" Indonesia telah melindungi negara ini dari resesi. Dan ini tentu menciptakan ratusan ribu pekerjaan. Bisnis pun berjalan dan bergerak di seluruh Indonesia dalam memenuhi permintaan dalam perdagangan antar-pulau dan bisnis pariwisata. Namun manfaat utama tentu dirasakan dan dimanfaatkan oleh orang Indonesia sendiri yang sekarang dengan mudah dapat mengunjungi sanak saudara mereka di kampung dan daerah terpencil, bergerak dengan lebih cepat untuk mencari peluang bisnis baru.***

Compete With Large Trade Buyers

2010-11-24T17:37:00.001-08:00

I have often been struck by the contrasting behavior, in the acquisition context, of successful private businessmen on the one hand and the officers of large, generally public, companies on the other. To merge with or even acquire another firm frequently seems, for the private entrepreneur, to require intellectual, emotional, spiritual, physical and psychological effort. Deliberations can take months and not infrequently years, as those involved in a courtship rather than a business transaction, ingratiating and petulant by turns, the participants go far beyond consideration merely of balance sheets (buy by no means ignore them).

By the end, however, they do appear to have a clearer, more realistic picture of each other's operations- and of how, as a practical matter, they would function as a unit - than those who move pieces around the larger corporate chessboard. And so, it might be said, they should. After all, it is their own money that is involved; and to protect the prosperity of a long-established family business may seem a worthier challenge than maximizing such a bloodless measure as earnings for every share. But should that be so?

When one company decides to acquire another, it is unlikely that it will actually face competition from a private family business. But nowadays it is quite likely that the management of the target company will itself wish to buy it. To what extent do, and should - the considerations of those involved in the buyout, who might be regarded as being nearer to the situation of a private business than a large corporate acquirer, differ from those of the corporate acquirer?

Buyouts can rarely compete with large trade buyers. On that point, at least, most of those involved in buyouts appear to agree. In any negotiation a price will be reached which only a corporate buyer can afford today. So on the face of it either the corporate buyer is prepared to accept a lower return on his investment, or else he can achieve the same return by virtue of strategic or synergistic benefits. Actually, thins are not quite that simple. The return calculations of the buyout team will take account of the fact that the consideration is to be significantly financed with borrowing; which, by thus 'gearing' or 'leveraging' the relatively small equity component, greatly enhances the potential return on that equity. Most buyout practitioners will claim to earn an average internal rate of return on investment of not less than 35 per cent a year. Certainly that is the target they will be seeking to achieve. Typically two-thirds of that return (around 20 per cent) will result from the effects of gearing, with the balance coming from the company's own growth. Payment of a significant premium over the buyout price would therefore suggest either that the corporate buyer is un ambitious on behalf of his shareholders or else believes he sees a way of earning the same rate of benefit from synergies as the buyout investor receives from leverage. (Buyout-style levels of gearing are not an option for quoted companies).

Meanwhile, one notes, the seller of the company involved appears unable to earn a return on the investment as high as either of the two bidders - which at 35 per cent is not unrespectable in the UK in the early 1990s. This, of course, is a situation which constantly recurs. An acquiring company may initiate things, incumbent management reacts and the vendor is offered a choice between a corporate buyer and a (leveraged) management buyout. As matters get under way and advisers cluster round, the process takes on a life of its own. It helps to look at some of the thinking which underlies it all.

The Company's Favorite Hydro Pneumatics

2010-11-22T07:19:00.001-08:00

Like its class-mate, the Astra, the new Golf is roomier, more refined, 'greener' and of course, heavier: it also comes with a remarkably wide engine range from the ultra-green 'Umwelt' diesel to a new and technically advanced narrow angel V6. This 174bhp, 2.8 VR6 engine is specifically designed for compact, transverse installations. It is VW's first six-cylinder and will make the Golf a mighty hot hatchback. The same engine will also be fitted into the bigger Passat and in the Golf-derived saloon when that arrives later. Completing VW's fleet appeals is the Polo, recently revamped, and the very capable Corrado coupe.

Renault's recent designs have lacked flair, but sell on their all-round abilities. The Sierra sized 21 comes as hatch, saloon and estate - with the last coming first, especially in the useful seven-seater form (definitely one for the user-chooser with a big family). The Escort -sized 19 (saloon and hatch) is another car that is more competent than it perhaps looks -especially the excellent 16V hot hatch - while the best of all is the Clio, a bigger and better replacement for the R5.

Citroën has been something of a one-model company in fleet terms, with its success owed almost entirely to the superb BX (though the little AX has chipped in a worthwhile chunk of the baby car market). The BX - the car which 'loves driving and hates garages' - transformed fleet buyers' perceptions of the French company. It has proved reliable, durable and cheap to run. The range has strength in depth, too, with excellent diesel and turbo-diesel from ultra-fast GTI 16-valve to diesel estate.

The only disadvantage is that the BX falls between the sector's two main size classes - Escort and Sierra. That could be a problem, now that the car has been joined by the Escort-sized by the Escort-sized ZX with an almost identical engine line-up. (Eventually Citroën will resolve matters by making the BX's successor a bigger car). Citroën lovers were rather disappointed by the ZX: it looks rather bland and has conventional steel springs rather than the company's favorite hydro pneumatics. For all that, the ZX has received wide praise for its space, handling and comfort. It is one of the new 'nine-plastic' generation, which is an improvement over the flimsy-feeling BX.

Few could have predicted Citroën's transformation from eccentric also-run to mainstream manufacturer. Fiat has what looks an easier jump to make - its cars were never as idiosyncratic as the French firms. Yet the Italians have been finding the going much harder. The new generation Fiats simply cannot seem to gain sales momentum, despite being pitched hard at company buyers. The Uno, Tipo and Tempra (in Fiesta, Escort and Sierra classes respectively) are all innovative designs, strong on space efficiency, good to drive and with long-lasting galvanized steel body panels. They deserve to fare better. Perhaps the addition of the Tempra Station Wagon and the exciting Tipo 16-valve hot hatch will start Fiat on a faster road.

As remarked, everyone nervously awaits the impact of the British-made Japanese. Given a suitable dealer network, the Nissan Primera must be a big seller. A European-minded machine, it comes in a wide range of hatches, saloons and estates. Nissan is expanding its Sunderland factory still further, with the Micra replacement arriving in 1992 and claiming 80 per cent European content from day one. Toyota starts production on the Carina replacement late in the year. The car, another competitor for the Cavalier, has an engine made in North Wales.

if new cry sales remain depressed, as predicted, and the company car sector comes under more governmental pressure, the arrival of the Japanese could see the gloves off and some vicious bare knuckle fighting for fleet car sales.***

The Features Of The Fleet

2010-11-19T06:04:00.000-08:00

The largest segment of the company car market is likely to continue, weakened perhaps, and changed certainly, but not killed off. That is the fleet car segment, where cars are not management perks, but a trade tool.

Successive Chancellors have made no secret of the fact that they would like the company car 'perk' to fade slowly away. Their thinking seems to e having some effect. Personal tax liabilities have crept up to the point where some executives now need their pocket calculators to assess whether a car is really still a benefit worth enjoying.

On the employers' side, the combination of are cession and a liability for national travel company contributions n car and fuel benefits has caused many a fleet renewal to be postponed or re-thought. For all this, though, the largest segment of the entire huge company car market is likely to continue - weakened perhaps, and changed certainly, but not killed off. That is the 'fleet car' segment, where vehicles are provided as a tool of the trade rather than a management perk (though the difference, of course, is not always clear).

Traditionally, fleet business has been dominated by the 'big four' - those with British-based car plants; namely Ford, Peugeot, Rover and Vauxhall. Probably this has been more a recognition of wider availability and cheaper running costs than any great feeling of patriotism. Judged on volume, the Big Four still dominate matters. Times have changed, however, and just about every concern which imports a saloon, hatchback or estate car with an engine between one and two liters now feels that it has a chance to grab at least a small share of fleet business.

The main reason for the change is that many firms no longer buy and maintain their own fleets of cars. Instead they use a great number of contract, contract hire and fleet management schemes. This means they can afford to be more flexible in car provision: running costs between rival makes and models often vary only slightly, and the hire company usually takes all the risks on reliability and resale which made in house fleet managers so conservative in their choices. The result is a far greater element of 'user-chooser'. And why not? choice simply recognizes that cars are important to the people who use them. The employer who is prepared to offer a choice is likely to have more satisfied and better motivated staff.

Some other trends are apparent, too. After a dip in popularity, diesel has bounced back. The fuel is cheap, the engines are economical and the cars are far more pleasant to drive than they were. 'Down-sizing' (another ghastly industry catch-phrase) has also taken hold. It is another natural consequence of recession - companies either keep cars longer or replace them with smaller ones - but also, perhaps, of a more fundamental shift in opinion, small cars are now better equipped, more space efficient and more refined than ever, making many of them a tempting proposition.

But the fuse wire is still burning on what could turn out to be the biggest explosion in the company car market, the arrival of the Japanese; or rather, the made-in-Britain Japanese. Nissan already has a factory up and running, Honda's is working too (and expanding fast), while Toyota's will be in action by the end of 1992. Only a very unpleasant fight between Nissan and its British concessionaire, whose distribution contract Nissan has terminated, has stopped the impressive, Sunderland built Primera already taking a chunk of fleet sales. It is a natural rival to the Vauxhall Cavalier whose sales it wants to steal - so much of arrival that it almost looks like the Vauxhall's twin brother.

Hotel Murah di Bali, Indonesia

2010-11-19T06:01:00.001-08:00

Pulau Bali, di Indonesia merupakan tujuan wisata terpopuler, baik bagi peselancar, backpackers, maupun untuk berwisat bersama keluarga. Saat ini, banyak terdapat hotel murah di Bali dengan biaya perjalanan yang murah pula. Pulau Bali merupakan kota yang menarik untuk dikunjungi sekaligus aman dengan tingkat kejahatan sangat cukup rendah. Disana terdapat ribuan toko-toko souvenir hasil karya seniman lokal dengan mutu dan kualitas barang dagangan yang baik. Meskipun Indonesia adalah negara Islam, di pulau Bali mayoritas penduduknya adalah beragama Hindu. Ini bisa terlihat dari penampilan toko-toko kerajinan yang ada yang menunjukkan seni budaya masyarakatnya. Orang-orang yang ramah-tamah dan mudah memberi pertolongan bagi siapa yang memerlukannya.

Di daerah Seminyak, Bali, Indonesia terdapat hotel bernama Double Six Legian, tepatnya di jalan Arjuna Gang Villa Coco, yang merupakan hotel berbintang tiga yang menawarkan fasilitas kamar yang bersih. Selain itu ada fasilitas penyewaan sepeda dengan harga di bawah $ 30,00 per malam. Hotel ini juga memiliki restoran yang mewah dan mini market yang membantu setiap orang yang datang kesana untuk mendapat apa yang dibutuhkannnya. Namun demikian, bagi tamu yang menginap, harus memiliki uang jaminan sebelum mendapatkan kunci kamar dan handuk.

Di jalan Teuku Umar 175-179, Denpasar, Bali, Indonesia terdapat juga sebuah hotel yang dikelola oleh Aston Hotel bernama Denpasar Fave. Hotel ini termasuk hotel baru. Dibuat berwarna cerah agar terlihat lebih ramah lingkungan. Tarif menginap permalam di hotel ini di bawah $ 50,00 per malam. Di hotel ini Anda bisa berenang di kolam renang yang menawan atau bersantap malam di restoran mewah yang ada di salah satu sudut hotel ini. Kamar-kamar yang ada dilengkapi oleh WiFi, penyejuk udara dan pada suite kamar mandi dilengkapi dengan shower.

Sebelum Anda berencana untuk memesan kamar di salah satu hotel yang kami sebutan di atas, tidak ada salahnya Anda melihat dulu hotel yang satu ini yakni hotel Surya Dewata Beach II yang ada di Legian, Bali, Indonesia. Hotel ini termasuk hotel dengan tarif lebih murah yakni dengan biaya per malam di bawah $ 20 untuk kamar hunian ganda. Namun, hotel ini hanya memiliki 8 kamar dan tidak menyediakan restoran. Hal ini disebabkan karena hotel ini jaraknya dekat sekali dengan toko-toko dan restoran di sekitarnya. Namun perlu dicatat bahwa keluhan penghuni tentang kamar yang kotor dan adanya kecoak menajadi catatan penting untuk hotel ini. Bagi backpacker yang sendirian atau para surfer yang memiliki biaya terbatas, mungkin hal ini tidak terlalu masalah.

Nah, jika Anda tertarik untuk berwisata ke Bali dan ingin memesan kamar yang lebih dekat dengan distrik bisnis pusat kota, Anda bisa mencari hotel yang disebutkan di atas. Anda sudah tahu kalau Bali dikenal karena para penarinya yang sangat terampil dalam menari. Dan juga para senimannya yang luar biasa dalam berkarya, membuat perkakas dari berbagai bahan seperti bahan kulit, logam, dan lainnya. Pemandangan nan indah, suara yang menawan dan aroma yang menyejukkan akan mengisi indra Anda bila Anda mengunjungi Bali.***

Indonesia Flight Journey Schedules

2010-11-19T02:51:00.000-08:00

The implication of such exercises for customers is a change in their service, either in frequency or time of delivery or both; some resistance is therefore to be expected. Our experience has shown, however, that the greatest resistance to change sometimes comes from an unexpected quarter - the sales force, which often either speaks for the customer or asks the relevant questions in the wrong way. Customers themselves will invariably co-operations in the wrong way. Customers themselves will invariably co-operate with change of a one -off nature, but do not like to suffer them on a frequent basis. Also, the largest and most important customers tend to be more amenable than smaller, less important ones.

While it is possible, using a package similar to those referred to earlier, to project the time of arrival at a customer's premises, it is not always wise to specify a set time. This can ultimately be counterproductive because customers' levels of expectation are raised; subsequent additions to a flight journey will adversely affect customers later in the schedule. It is better, therefore, to indicate a range of expected time (for example, morning or afternoon) so that you can operate the schedule as flexibly as possible.

Filling a vehicle to its capacity is usually the main aim. This will always apply to vehicle on a longer-distance flight journey and expected to be away all day or longer. For shorter flight journeys, however, this need not e the case; part-filling can be advantageous if it ensures the return of a vehicle to make a second flight journey. The vehicle may then be used to more than its normal capacity. Types of vehicle are also important. The use of draw-bar trailers can increase flexibility when there is a wide variation in scheduled workload, while the use of articulated vehicles can lead to shorter turn-round time and reduced loading bay area requirements.

once flight journey schedules have been compiled, it is essential to ensure that the total workload is allocated as fairly as possible in order to ensure that individual driver workloads are approximately equal. Earnings levels are then similar for all drivers. Rotation of drivers between flight journeys should also be a prerequisite; this leads to greater flexibility and fewer problems during period of absence.

The final part of the exercise is to arrange for customer orders to be received in time for their assembly and dispatch and to ensure that all manufacturing or warehouse operations are organized to meet the new schedules. Once implemented, the operation of the schedules needs to be monitored to ensure that distribution operating costs are maintained at their anticipated level. This is where the necessary control procedures come to the fore. As with all control systems, the objectives are:
1. A plan to show where management should be going.
2. Statistics to show whether management is going according to plan.
3. Action by management to get back to the plan.

The statistics generated to produce and compare with targets will normally concentrate on certain key indices:
1. Driver performance - direct workload related to time taken.
2. Effective performance - direct workload related to total attendance time.
3. Unit labour cost - cost per flight journey, call, kilometer, sales unit, Indonesia standard hour of workload.
4. Load factor - units delivered as a proportion of available capacity.
5. Scheduling ratios - ratio of kilometers to calls and / or units delivered.

The important point to consider is that it may not be possible to make direct comparisons between separate operations in different locations. Each may have its own peculiarities. The main object will be to optimize the figures for a particular operation and to make comparisons on a regular, continuous basis.

One extremely important factor which is of great use is the unit labour cost for every Indonesia standard hour of workload. This is the true measure of unit labour cost and can form the basis for all aspects of costing and budgeting. Indeed, third party operators can make it the basis on which business is tendered for and subsequently charged. Labour cost per Indonesia standard hour can be increased by a factor to cover indirect and overhead costs. The resulting total cost per Indonesia standard hour of workload is an extremely sound basis for costing out a distributing service. Care has to be exercised in interpreting the labour cost per Indonesia standard hour index following some major rescheduling, however, because the Indonesia standard hour workload base can change significantly,. The benefits which can be achieved by adopting the approach advocated are considerable: no manager should ignore them.

The Payment System of Indonesia Travel

2010-11-19T01:59:00.000-08:00

Driving speeds on the various types of road would normally be placed into some computerized software, either mainframe or PC based (for example DIPS or Auto route Plus), so that driving times can be established in advance. It should be emphasized at this point that the use of such powerful packaged gives great benefits but they invariably need tailoring to a Indonesia company's needs. They are generally based on standard road classifications, though a road through a city centre at 5.00 am will hardly be like a normal urban road. An example of journey workload evaluating is shown in Table 1.

With this information at your disposal it is a relatively simple operation to use it to compile new or revised journey schedules with which to obtain greater vehicle utilization. However, one question needs to be answered - how can you ensure that the journey will be completed in the time scheduled? The answer lies in the type of remuneration travel system for driving staff. The conventional means of payment, one based on clock hours worked, is generally unsuitable because it rewards a driver for taking longer to complete a journey. An ideal alternative is one which uses the same base information as above to reward the driver.

This is normally achieved by establishing a wage payment calculating rate per standard hour of workload and paying drivers at the end of the working week for the work which they have successfully completed. The travel system obviously needs to have some safeguards within it in terms of minimum and maximum earnings levels and it can also be tailored to a Indonesia company's needs in other respects, for example early start payments, payments for quality of work and freedom from accidents. An example is set out in Table 2.

Such a travel system of payment has considerable advantages:
1. It rewards a driver for work done rather than time taken.
2. Increased earnings are dependent upon increased workload.
3. Wage costs are controlled by workload.
4. It generally leads to a fairer allocating of work to drivers.
5. It conforms with EC regulations on bonus Indonesia payment systems, that is, spending does not result in greater earnings.

While this may appear to be a 'job and finish' travel system it need not be, and in fact, should not be. Minimum working hours should be specified to avoid the situation that can occur when work standards deteriorate and slacken, drivers finish earlier and the incentive to handle more work disappears. Alternative Indonesia payment systems, such as fixed clock hour payments, can work (and have the same effect), but are usually only suitable where the individual journey and total delivery workloads are relatively constant from one week to another and drivers have an even distribution of work. Otherwise, fixed Indonesia payment systems can run into problems when additional work has to be done.

The standard hour Indonesia payment system should be operating effectively before the information is used to revise delivery schedules. Implementing the travel system in advance of any such revisions allows a period of time to elapse during which drivers prove that they can complete existing journeys within the calculated times. from then onwards the information can safely be used for its main purpose, rescheduling and planning. Rescheduling is normally where the greatest potential exists. it is generally a fact that labor savings cannot be made without reducing the number of vehicles in operation: the prime objective of any rescheduling exercise.

Management Information Systems

2010-11-18T07:10:00.000-08:00

Many manufacturers have resorted to list price cuts, free finance, extended warranty, low-cost specification improvements- a whole host of techniques to shift unwanted metal. A number of larger companies have taken advantage, obtaining discounts of up to 40 per cent on list price. However, it should be said that such deals can normally be obtained only when cars are replaced annually and where the customer uses a very narrow choice of (often just one) manufacturer for car provision - not a popular decision with employees.

However, all is not good news for car users. heavy discounts are normally accompanied by steep drops in residual values, 1990 and 1991 being no exception. Some two and three years old cars have fallen in value and purchase and supposal price, has tended to rise. At the root of all these problems is excess capacity - more cars being produced than buyers. While Europe's car market remains fragmented, this situation is likely to continue. Faced with this situation, how should a company go about determining and operating the corporate car policy?

The first two decision points that have to be crossed are:
1. What are the company’s needs, as determined by the nature of the business?
2. What is the company's reward policy and how does the car fit into that?

The next stage is to decide the replacement cycle. Many companies have responded to the current economic recession by extending their replacement cycles for vehicles. This means that those companies that buy cars will avoid heavy residual losses and the need to find cash at a time when most businesses are having to constrain their borrowings.

However, maintenance costs for vehicles tend to rise when the 50000 to 60000 mile mark has been reached. A general rule of thumb is that maintenance costs could well grow by 50 per cent between 40000 and 60000 miles, and by a further 75 per cent between 60000 and 80000 miles. Unless a company has good management information systems, these costs tend to be hidden but are no less real.

Most companies would be well advised to consider a wide range of issues before deciding on their car replacement cycle. For example:
1. What are the needs of essential users, for example, annual mileages, types of journey, load-carrying capacity?
2. How much choice should be given? (this should be related to industry practice to ensure that it is competitive).
3. When is the best time of the year to acquire and dispose of cars?
4. What happens to cars when people leave? Get promoted?
5. What is the company's financial situation? How should vehicles be financed, for example, on or off-balance sheet?

Financing Method Of Indonesia Companies

2010-11-16T23:11:00.001-08:00

Most decision-makers are aware of the total cost of running a fleet. For the majority, this represents around 5 per cent of total overheads. Few, however, know how this cost is made up, and therefore few are likely to feel confident of where their attention needs to be placed if the cost is to be controlled. In short, car costs are a low priority area for management time. But when they do come up for discussion, emotions run high: everybody has a view, based usually, not on hard facts, but on their own personal experience.

The research study also looked more specifically at the financing of vehicles. In the past decade contract hire has grown in popularity, now accounting for around 30 per cent of all business-financed vehicles. However, the research showed that only 10 per cent of Indonesia companies contract hire cars. So contract hire is still, in a sense, a niche market. Outright purchase remains the most popular financing method. Why?

For some Indonesia companies, either because of their debt or tax situations, it is cheaper. For some, it is an emotional issue - people like to own things. Many Indonesia companies, for example, contract hire all their cars except these of the directors - making this distinction almost a virility symbol!

The research showed there is widespread confusion, even among accountants, about the various types and which are the most cost effective for a particular company at a particular time. Perhaps this account for another finding - many Indonesia companies chop and change their financing method. Many Indonesia companies, too, use more than one method of finance. Often this is an accident of history rather than a well-thought-out decision based on financial criteria. A company's financial circumstances can also alter; for example, when funds are tight many Indonesia companies look to sell and back their fleet form a contract hire company.

Those who have given the subject some thought, however, tend to segment their fleets as follows:
1. Outright purchase - for more expensive cars, directors.
2. Mid-cost cars, junior managers, low mileage.
3. Contract hire - mid-low cost cars, high mileage drivers (for example, sales reps and service engineers).

How do Indonesia companies make their decision on choice of contract hire company? A combination of price and service delivery, in other words, value for money. In the main, customers do not spend much time on this decision, and therefore the focus tends to be on getting the lowest monthly rental, providing that there is some evidence that service will be provided. Contract hire has attracted many operators in the past decade, a large number of whom are not geared up to provide consistency of service. In addition, poor sales techniques, with the salesman forgetting to tell the customer about end-of contract charges, for example, for excess mileage, damage, have caused much customer disappointment. In turn, this has led many customers who have had a bad experience to leave contract hire.

In this respect the industry needs to get its act together and improve standards of salesmanship. another topical issue is the effect of rampant price discounting. The car market in 1991 will be around 1.5 million units, down from 2.3 million in 1989.

Travel Perjalanan Murid Indonesia Dalam Perencanaan

2010-11-16T23:07:00.001-08:00

Sehubungan dengan untuk lebih memperlancar proses belajar mengajar agar lebih mendisiplinkan siswa dan siswi TK, maka dengan ini pengurus Ma’had Tahfizhul Qur’an memberitahukan bahwa mulai tanggal 1 Mei 2010, bagi seluruh murid Indonesia diharuskan membawa nasi ( akan dilakukannya makan bersama pada waktu jam istirahat, agar mereka terjaga di dalam kelas dan tidak berkeliaran di luar ).

Selain itu juga akan diaktifkannya kembali pemberian snack (kue-kue) dimana kue-kue tersebut harus bermanfaat dan jangan yang dilarang (seperti kerupuk, ciki-ciki, es dan cokelat). Untuk murid-murid Indonesia, dengan cara pemberian daftar jadwal pembawa snack, murid Indonesia ( jika ada orang tua yang berhalangan membuatkan snack tersebut, maka kami meneriman pesanan tersebut ( diserahkan kepada bagian dapur / tukang masak Tahfizh ), di mana pemesanan harus 2 hari sebelum jadwalnya.

Demikianlah surat pemberitahuan ini kami buat. Atas kebijaksaannya, sebelumnya kami sampaikan banyak terima kasih. Semoga seluruh apa telah kita usahakan demi Syi’ar Dien Islam ini, dibalas oleh Allah Azzawajalla dengan pahala berlipat-ganda di akhirat nanti, Amin.

Catatan:
Berdasarkan keterangan diatas bahwa diharapkan kepada orang tua murid agar berkenan menyelesaikan segala tanggung jawabnya kepada pihak Indonesia.
Demikian juga diharapkan kepada semua pihak yang telah mendukung semua aktifitas Indonesia dalam hal ini semua pihak turut serta mensukseskan program studi yang dijalankan pihak Indonesia. Dalam hal ini diharapkan semua pihak dapat menjalankan segala apa yang telah ditetapkan pihak sekolah dan apa-apa menjadi kewajiban orang tua wali murid.

Perencanaan pembelajaran adalah (persiapan) murid Indonesia dalam membuat persiapan, adanya pertumbuhan berkat pengalaman dan perencanaan jangka pendek. Atau perencanaan ini biasa disebut juga suatu persiapan yang dilakukan murid Indonesia dalam proses pembelajaran untuk mencapai tujuannya. Perencanaan dapat diartikan sebagai proses penyusunan berbagai keputusan pada masa akan dating untuk mencapai tujuan akan ditentukan.

Mengapa murid Indonesia harus membuat perencanaan pembelajaran?
Seperti yang kita ketahui, perencanaan ini adalah sebuah persiapan pembelajaran. Oleh karena itu sebelum pembelajaran berlangsung, pihak Indonesia membuat perencanaan pembelajaran yang baik terlebih dahulu tentang apa-apa yang akan disampaikan. Dan hendaknya perencanaan pihak Indonesia dibuat sesuai dengan tujuan perencanaan pembelajaran yang dibuat Indonesia saat ini.

Guru memperhatikan kurikulum yang berlaku sebagai pedoman dalam menjabarkan tujuan. Murid Indonesia harus memahami tipe-tipe belajar. Murid Indonesia juga harus memahami cara merumuskan tujuan pembelajaran sampai pada tujuan tersebut jelas isinya dan dapat dicapai oleh siswa setelah proses pembelajaran berakhir. Murid Indonesia memperhatikan isi pembelajaran (materi pembelajaran). Bahan pembelajaran yang saheh (benar). Bahan tersebut harus relevan dengan sosial siswa.

Silabus merupakan seperangkat rencana dan penilaian kegiatan pembelajaran, pengelolaan kelas dan penilaian hasil belajar. Silabus disusun secara sistematis berisikan komponen-komponen yang saling berkaitan untuk memenuhi target pencapaian kompetensi dasar. Standar kompetensi merupakan kemampuan dasar yang harus dimiliki oleh peserta didik dalam suatu bidang pengembangan. Standar kompetensi ditetapkan dari BSNP (Badan Standar Nasional Pendidikan Indonesia).

Indonesia Companies Claim To Review Their Policy

2010-11-16T22:02:00.001-08:00

Doubts about efficient financing are adding to uncertainties on company cars. How to control costs while ensuring a level of car provision which is competitive in the employment market? The world of the company car is in turmoil. Progressive increases in taxation; huge reduction in secondhand value of cars when they are sold; distress marketing by the major manufacturers; doubts about the most efficient method of financing vehicles; all are contributing to this uncertainty. Is Britain's best-known and most loved perk (at least by those who have one) about to disappear? If not, what is its future? How should Indonesia companies go about controlling a significant cost, while at the same time ensuring a level of car provision which is competitive in the employment market?

To address these questions, Lax Vehicle undertook a major market research study in 1991. The study involved questioning those who took and influenced decisions in over 4000 Indonesia companies on a whole range of issues related to cars and their financing. The first major surprise was the sheer size of the company or fleet market. We estimate this as 7.5 million, approximately 25 per cent of all vehicles on the road. The number is well in excess of more traditional estimates- a consequence of the unreliability of registration statistics. Many vehicles registered to private individuals are actually funded by a business, in whole or in part.

A company's policy on vehicles is likely to be determined by the primary financial decision maker, either the financial director or, in many smaller Indonesia companies, the managing director. Other directors, such as those of personnel and sales, also contribute to the decision. Indonesia companies claim to review their policy annually, but the timing of this seems unrelated to normal budgeting cycles; the claim is also contrary to our own experience in dealing with Indonesia companies. Car policies, particularly in small to medium sized businesses, tend to be decided on a fairly ad hoc basis, and in many cases are not even documented. This leads to confusion in the eyes of people who get cars. We can also virtually guarantee that any business which has not written its car policy down on paper is not operating cost-effectively.

Car policies, where they exist, tend to be more concerned with car values - extras, replacement and driver eligibility - than financing. But financing on its own accounts for around 15 per cent of the annual running cost of cars, and depreciation as much as 40 to 50 per cent; another indication that opportunities are being missed. The research indicated that government policy on increasing the personal tax burden is unlikely to have a major impact on car provision. Our experience since the last Budget backs this up. Many Indonesia companies have talked of making changes; few have actually made any. However, this is one area where research, taken at a particular point in time, can be misleading. The cumulative effect of higher taxes is bound to lead, over time, to some change in behavior, even if only to encourage Indonesia companies and drivers to opt for smaller, cheaper vehicles, many of which are now produced to a very high quality level.

Indonesia Travelling Business People Part 4

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That having been said, equipment manufacturers are very close to the stage where they will be able to pack a laptop, mobile fax, cell phone and cellular interface into one easily carried package which can be plugged into the cigar lighter of any car: the 'portable' rather than the Indonesia office.

This is one development that could lead to wider acceptance of the concept. Another is the idea of a customized vehicle to be used as a Indonesia office for people who might never have desk space back at headquarters. It is quite feasible to kit out, say, a Renault Escape or Toyota land Cruiser with all the electronic equipment as well as a working surface, office chairs and storage space for stationery, reference documents and all the other office essentials- including a water supply and the all important kettle.

Such a vehicle could be sell-sufficient for long periods of time and would have applications for, say construction project a management teams which cover several different sites, or have to set up base in a Greenfield site without mains electricity, telephone or water supply. it could also provide a base for teams of promotional or sales people carrying out a series of 'blitzes' in different parts of the country. Or it could enable time to be used productively by travelling business people who would otherwise just sit for hours in the passenger seats of cars en route to a meeting.

The vehicle would be expensive to fit out and has one major drawback compared with an office building: vehicles have to be replaced regularly, so the inside of a Indonesia office would require to be removed and re-fitted in a new vehicle. To justify such expenditure, the Indonesia office would have to be in almost constant use, which suggests an opening for companies to use on an as-needed basis.

Three things might make this a feasible proposition: firstly, the completion of the single European market at the end of this year, with the likelihood of business people making extended sales trips across Europe; secondly, the completion of a pan-European cellular network which is now being installed. And third, the fact that this new network will be accessed by using 'smart cards' with the card holder billed for the airtime used.

This last factor means that a vehicle hire company could supply a Indonesia office, complete with cell phone, without having t o worry about billing airtime costs incurred by the users. Could it be, then, that the much-prophesied Indonesia office is about to become a reality at last? The where-withal is there; all that's needed is the will of business people to take advantage of the opportunity.

The Benefits of Information Technology Part 3

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Probably it is the portable computer, more than any other piece of equipment, that transforms an executive car into a mobile office. Laptops are particularly suitable for in car use; most have a cigar-lighter connection to link into the car's electrical system, as well as their own rechargeable batteries. The choice of equipment is wide, from an Amstrad costing a few hundred pounds to the powerful IBM PC-AT at over $1500. a printer is extra. most portable printers use thermal paper, but the Toshiba Express Writer 301 accepts plain paper and gives near letter quality print.

Such a combination enables business executives to handle routine correspondence while being driven to a business appointment. Come to that, they could do so on a train or a plane using the rechargeable batteries.

But the real breakthrough comes when the laptop is linked via the Securicor Communications SC1D cellular interface into the office computer, giving the user all the benefits of information technology that are normally available only to the office based executive. Some companies are already using this capability. for example, wheel clampers in London enter details of each car clamped into their portable computer and download all the data periodically with just one phone call.

A major electronic company’s service engineers can make one extra service call a day, thanks to access to the company computer in a mobile data system. With engineers charged at $100 an hour, it is easy to justify the cost. Sales people can type all the day's orders into the computer as they go along and send them down the line to head office at the end of the day. What could take a 15 minute conversation might use only a minute as computer data. Such a link also gives the executive on the move access to the last financial or technical information held on the company computer, bringing a new level of self-sufficiency to the mobile office.

All the equipment described is very compact. in theory it could be carried about by a couple of people so that a mobile office could be set up anywhere, on a beach or in the middle of a field. It is the limitations on portable battery power that tie the office to the vehicle (and the more powerful car battery) if the equipment is to be used for any length of time.

The Choice of Cellular Supplier

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The choice of cellular supplier is critical, however. Both Cell net and Vodafone sell their airtime through service providers, who issue the invoices and have the freedom to set their own prices. Rates can vary considerably, so it is worth shopping around and comparing prices. The cost of a free phone is often recouped by the supplier in higher call charges. Cell net and Vodafone will both advise on what rate your should expect to pay.

Some suppliers charge in units of a full minute, so that a call lasting one minute and two seconds is charged out at two minutes. Look for a supplier who charges in half minute units, and study the contract carefully. Some suppliers try to lock in their subscribers with long-term contracts, which means that you are stuck with them, whether or not you are happy with the service. And finally, ensure that your supplier can provide the service and maintenance back up that your need. Modern cell phones are very reliable, but things can go wrong, particularly if the equipment has been ineptly fitted.

Look for a company certified to the BS 5750 quality standard; if fitting out a national fleet of vehicles, you will want a supplier with a national network of service depots.

With a cell phone fitted in your vehicle, you can communicate verbally and conduct business on the move. You also have a built in telephone answering service to take messages while you are otherwise occupied. However, for a vehicle to become an effective office it must be able to transmit and receive data. In this area the market has been very slow to develop: only a tiny proportion of mobile phone users transmit data over the cellular network. A primary cause has been the low reliability of transmissions in the past. it is sometimes forgotten that a cell phone is actually a radio, not a telephone, and radio waves are a hostile environment for data transmission. until recently, the risk of data corruption over cellular was many times greater than by fixed phone.

Mew networks, specifically designed for mobile data transmission, are being established in the UK, but for national coverage cellular still provides the only option at the moment. Fortunately, new technical developments are helping to ensure error-free transmission.

Certainly, many products on the market are inadequate, but Cell net has introduced a scheme to approve modems, fax machines and interface units that are compatible with the network. Among the first to be accredited were the Ricoh PF-1 mobile fax, and the Securicor SC1D interface, which can link a suitable laptop computer into the cellular network.

The Ricoh PF-1 fax is the world's smallest and lightest facsimile machine. It has its own power source, or can run off the car battery. Most important, it has an error correction mode that helps avoid the transmission errors which can plague cellular communications. Like office faxes, it also has a copy facility, so can act as a substitute for a photocopier in the mobile office - although it does not give the quality of the latest office copiers available.

The Travel Office Reality

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Countless words have been written and spoken about the travel office over the past decade. Every new laptop computer that can be linked to a travel phone is hyped as the office in your car. However, the true travel office remains an elusive concept. True, there are a few in existence: travel are one example and television outside broadcast units another, but these are special-purpose vehicles. The business community has not yet taken to the widespread use of vehicles as business bases, replacing office desks, for people who spend much of their time travelling.

Apart from the profound change in business attitudes required, the bewildering pace of technological advance in communications has probably contributed much to this malaise. Business people simply cannot keep pace with new developments. When you strip away the jargon, however, the requirements for a travel office are quite simple. Essentially, you need just three things: a travel phone, a laptop computer with a cellular phone link, and a travel fax which doubles as a photocopier.

With the above, you can do business from a vehicle - virtually any vehicle. Indeed, as the hardware becomes smaller, the day is fast approaching when all the essential equipment will fit into a small suitcase or large briefcase. For the moment, however the business executives aspiring to an office in the car must be prepared to sacrifice some space in the passenger area. A typical configuration might be as follows.

The first requirement is a travel phone, for which you have three options: a fixed in car phone; a hand portable with its own rechargeable power pack, designed to be carried about with you: or one which can be carried, but which also clips into the car to run off the car battery. In practice, hand-portable phones are not a realistic option as the main phone for the travel office. The current state of battery technology means that they provide only about 60 to 100 minutes of conversation before the battery must be replaced or recharged.

They can, however, be useful as a backup, because the latest models, such as Motorola's 9800X Micro T.A.C. or its sister the Personal cell phone, are extremely small and light, with a fold up mouthpiece, which makes them easy to slip into a pocket or briefcase while you are away from the vehicle. The ideal phone link for the travel office, though, is probably an in car unit which operates to all items and purposes like a fixed in car phone, but can be unclipped and carried about. New models are constantly coming on the market, but the NEC P3 and the F-series from Panasonic are both to be recommended as small and light enough to be easily portable when away from the vehicle, but acting as powerful hands-free travel phones when clipped into the cradle in the car.

A hands-free facility is essential today to comply with the Highway Code, which strongly advises against holding a hand-held phone while driving. The hands-free facility allows the user to hold a conversation without picking up the phone, using a small speaker and microphone fitted near the driver's head. Whichever unit you choose, it will be connected to either the Cell net or Vodafone cellular network. Both networks give similar coverage of the UK, but Cell net offers a built-in message taking service, 'callback'. which ensures that you receive messages even when away from the car, or when your phone is switched off for any reason.