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PEMODELAN KAPABILITAS ORGANISASI TERHADAP KINERJA DITINJAU DARI FAKTOR KEPEMIMPINAN-BUDAYA ORGANISASI-PERILAKU POLITIK DALAM ORGANISASI- STUDI KASUS PADA KELOMPOK PERKEBUNAN KELAPA SAWIT NEGARA DAN KELOMPOK PERKEBUNAN KELAPA SAWIT SWASTA Bangun, Yuni Ros; Mangkuprawira, Sjafri; Saefuddin, Asep; Djohar, Setiadi
Jurnal Manajemen Teknologi Vol 9, No 3 2010
Publisher : SBM ITB

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Abstract

Organizational Capability is considered to be one of the most important issues in strategic management and human capital literature. Organizational Capability can be understood as the all elements that work efficiently and effectively to help organization create its strategy that fits to its industry level of turbulence and to achieve company performance.  Previous research  confirmed the identification  of nine (9) elements as organizational capability. These are speed innovation, customer connectivity, seeks related change,  strategic  responsiveness,  international working  environment,  ready  to  strategic  alliances, efficiency  and  talent. Research  confirmed  that Organizational Capabilities  have  positive  impact  to Organizational Performance. Research shows the connection between the three variables â??Leadership â??Organizational Culture and Political Behavior in creating Organizational Capability and its impact to Organizational Performance. Structural Equation modeling shows that Leadership and Organizational Culture do not have direct relationship with Organizational Performance, however both have positive relationship  with  Organizational  Capability.  Organizational  Performance  was  directly  influenced positively by Organizational Capability and negatively impacted by Organizational Politics. Leadership positively impact Organizational Capability and Organizational Culture, however leadership negatively impact Organizational Politics.Keywords: Strategic Management,Organizational Capability,Strategic Leadership, Culture,Organizatinal Politics,Government Owned Companies
PENGARUH ASPEK PENGELOLAAN SUMBER DAYA MANUSIA TERHADAP PENINGKATAN KINERJA ORGANISASI DI INDUSTRI OTOMOTIF DI INDONESIA Susilowati, Yuniari; Hutagaol, Parulian; Pasaribu, Bomer; Djohar, Setiadi
Jurnal Manajemen Teknologi Vol 12, No 1 (2013)
Publisher : SBM ITB

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Abstract

Di Indonesia industri otomotif merupakan salah satu industri yang menyumbangkan pajak terbesar bagi pemerintah Indonesia. Saat ini industri otomotif Indonesia berkembang sangat cepat dan signifikan, dan dalam beberapa tahun ke depan diprediksikan akan menjadi yang terbesar di Asia Tenggara, menggeser posisi Thailand yang selama ini menjadi pemimpin pasar. Meskipun industri otomotif ini demikian pesat perkembangannya dan banyak menarik investor asing, sayangnya belum banyak penelitian yang mengkaji faktor-faktor apa saja yang menjadi kunci sukses industri ini di Indonesia. Mengingat bahwa industri ini merupakan industri yang bersifat technology-driven, dengan sistem produksi yang telah berkelas dunia dan infrastuktur manajemen lainnya yang saling mendukung, perlu dikaji selain faktor sistem produksi, faktor apa lagi yang dapat mempengaruhi kinerja organisasi pada industri ini. Dengan mempertimbangkan bahwa kehebatan suatu sistem produksi tidak dapat dilepaskan dari sumber daya manusia yang menciptakan, mengatur, menjalankan dan mengontrol sistem tersebut, maka tujuan utama dari penelitian ini adalah untuk mengkaji pengaruh aspek pengelolaan sumber daya manusia terhadap peningkatan kinerja organisasi di industri otomotif di Indonesia. Penelitian dilakukan pada dua perusahaan otomotif milik Jepang di Indonesia, dan hasil penelitian menunjukkan bahwa aspek pengelolaan sumber daya manusia terbukti berpengaruh positif secara langsung dan signifikan terhadap kinerja organisasi di industri otomotif di Indonesia.
Model Bisnis Industri Tambang Timah Berkelanjutan (Studi Kasus Bangka Belitung) Irawan, R. Rudy; Sumarwan, Ujang; Suharjo, Budi; Djohar, Setiadi
Jurnal Aplikasi Manajemen Vol 12, No 2 (2014)
Publisher : Fakultas Ekonomi dan Bisnis Universitas Brawijaya

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Abstract

Abstract: Bangka Belitung province’s economy has a very high dependence on the tin. BPS data of 2013 showed tin contributed 33.60% PDRB and expected of more than 70% if the multiplier effect applied (Megawandi, 2013). But the tin mining industry is currently facing complex problems including undeveloped downstream (Widyatmiko, 2012), environmental damage (Sapanli, 2009; Inonu, 2010; Walhi, 2013), illegal small scale mining (Elfida, 2007; Sapanli 2010), and overlap of licensing and laws (Purba, 2007; Hayati, 2011; Bastida and Paramita, 2013), social issues (Aziz and Salim, 2005; Zulkarnain et al 2005; Erman, 2007; Resosudarmo and Subiman, 2010), damage of the forest (Sidabukke, 2011) and other problems. This study aims to design a business model of tin mining industry in Bangka Belitung so the sustain able issues can be resolved. The methodology used in this study was in-depth structured interview of expertstakeholders. The results of the study showed a chart which was interrelated relationship between elements which were created and delivered value for the industry and the state. The study of tin business model is a flow chart of the mining process to the trade.Keywords: business model, tin mining industry, sustainable.
TURBULENSI LINGKUNGAN DALAM PENYUSUNAN STRATEGI PERUSAHAAN: STUDI KASUS PADA PERUSAHAAN INDUSTRI PETROKIMIA Kuswanto, Sadikin; Mangkuprawira, Sjafri; Djohar, Setiadi; Hermawan, Aji
Jurnal Manajemen & Agribisnis Vol. 7 No. 2 (2010): Vol. 7 No. 2 Oktober 2010
Publisher : School of Business, Bogor Agricultural University (SB-IPB)

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (600.588 KB) | DOI: 10.17358/jma.7.2.159-167

Abstract

The constant change and rapid growth of the business world could create turbulence in a business organization, therefore, the business professionals have to continuously increase their skill and ability to be able to maintain the existence and even improve the condition of their business in this highly competitive world. A company would reach its optimal performance when there is an alignment between its business organization and the surrounding environment filled with no strategic gap. If good strategic planning is already in place, then the other crucial aspect to be analyzed would be the external factors outside an organization. The purpose of this is to measure and understand the behaviors and effects of those external factors towards the company through threats as well as opportunities. There are five level of environment turbulence: Repetitive, Expanding, Changing, Discontinuous and Suprising. The case study in this research concludes that all seven petrochemical companies have done a consistent and continuous strategic planning. The environment turbulence level is on two grades, Expanding and Changing, however, the most dominant is Expanding. The avarage score calculation also showing the same result, Expanding.
PENGEMBANGAN MODEL BISNIS PADA LOKAWISATA BATURADEN MENGGUNAKAN BUSINESS MODEL CANVAS Azhar, Ratih Mukti; Suparno, Ono; Djohar, Setiadi
MANAJEMEN IKM: Jurnal Manajemen Pengembangan Industri Kecil Menengah Vol. 12 No. 2 (2017): Manajemen IKM
Publisher : Institut Pertanian Bogor

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (556.452 KB) | DOI: 10.29244/mikm.12.2.137-144

Abstract

The development of tourism sector in this era of globalization requires each business actor in this sector to continue development business including Lokawisata Baturaden which is one of the natural tourist attractions located in Central Java. Therefore, it is necessary to design the right business model so that Lokawisata Baturaden can understand how to run management activities effectively and efficiently. The objective of this study was to design a future business model of Lokawisata Baturaden as a developed tourism recreation. The analytical method utilized in the study was business model canvas (BMC) with SWOT and blue ocean strategy. The results showed that created of new value proposition for future business model design in the form of educational entertainment programs for children and families in Lokawisata Baturaden affected  every element of the business model canvas such as the addition in terms of key resources owned, key activities undertaken, cooperation partners, and income streams who signed in. The cost structure incurred addition and reduction of costs in terms of promotional activities. Costumer segment, the main focus is family, children, and students.
FORMULASI STRATEGI PERBAIKAN KINERJA PERUSAHAAN PROPERTI PASCA AKUISISI (STUDI KASUS: PT XYZ) Azmadahadid, Mufrad; Baga, Lukman M; Djohar, Setiadi
Jurnal Manajemen dan Organisasi Vol. 10 No. 1 (2019): Jurnal Manajemen dan Organisasi
Publisher : IPB University

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (698.721 KB) | DOI: 10.29244/jmo.v10i1.28855

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PT XYZ is one of property companies that involved in apartment and condotel business in Yogyakarta. At present, PT XYZ had decreased in revenue due to decreased in unit sales and delinquent payments by existing customers. These problems made the company?s performance decrease so the company sold 38 percent of its shares to PT ADP and PT TBR. Together with the new management composition, the company strives to improve its performance. Therefore, a strategy formulation is needed to make the company performance being improved again. Interviews were conducted with informants selected by purposive sampling to identify company?s internal and external strategic issues. The IFE matrix (Internal Factor Evaluation) and EFE matrix (External Factor Evaluation) are used to evaluate company?s internal and external conditions. SWOT matrix (Strength, Weaknesses, Opportunities, and Threat) is used to find alternative strategies to improve company performance. There are five alternative strategies to improve company performance after acquisition, namely: (1) rebranding the names of apartments and condotels; (2) increase promotion and sales activities; (3) improve good relationship with consumers; (4) make value added for the apartments; (5) recruiting experienced sales employees.
PENYUSUNAN BALANCED SCORECARD PADA PT CIPTA PARAMULA SEJATI Yuniawati, Ines Pipit; Daryanto, Heny K; Djohar, Setiadi
Jurnal Manajemen dan Organisasi Vol. 9 No. 3 (2018): Jurnal Manajemen dan Organisasi
Publisher : IPB University

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (931.488 KB) | DOI: 10.29244/jmo.v9i3.28226

Abstract

PT Cipta Paramula Sejati is one of the companies engaged in the space and office rental business in Jakarta. PT Cipta Paramula Sejati manages the rental of office buildings and rooms in the Jakarta Design Center Building. Jakarta Design Center is a mall that has three types of businesses related to building space rental. Every company will be faced with various problems, both problems that come from within the company (internal) and problems from outside the company (external). This study aims to analyze the strategic objectives and key performance indicator (KPI) in terms of four perspective Balanced Scorecard (BSC), an also performance measurement methods at PT Cipta Paramula Sejati based on BSC concept. The analytical method used is the BSC. The study used a descriptive approach through in-depth interviews with respondents who were chosen intentionally (purposive sampling). The results of the study obtained twelve strategic targets and fourteen KPI. Based on the results of the BSC compilation of PT Cipta Paramula Sejati, the weighting for each BSC perspective was as follows: financial perspective of 27.78 percent, customer perspective of 27.78 percent, internal business process perspective of 25 percent, and learning and growth perspective of 19.44 percent.
RENCANA STRATEGIS PENGEMBANGAN BISNIS PT. SATYA ABADI VISIMED PERIODE 2014-2016 DENGAN MENERAPKAN MODEL BISNIS KANVAS Setiawan, Temmy; Zulkarnain, Rizal; Djohar, Setiadi
Journal of Management and Business Review Vol 12, No 1 (2015)
Publisher : Research Center and Case Clearing House PPM School of Management

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Abstract

Distribusi dan pemasaran alat-alat kesehatan saat ini merupakan bidang bisnis yang diperkirakan dapat terus berkembang seiring pertumbuhan kebutuhan pasar baru dan pengembangan pasar yang telah ada. Peluang ini dimanfaatkan oleh Graha Farma dengan mendirikan anak perusahaan, PT Satya Abadi Visimed (PT. SAV) yang memiliki aktifitas utama sebagai agen, pemasaran, importir, instalatir dan layanan purna jual peralatan kesehatan yang diharapkan dapat memberikan kontribusi terhadap perusahaan induk.. Persaingan yang sangat ketat serta ketergantungan yang sangat besar terhadap produsen alat kesehatan (prinsipal) dan para sumber daya kunci pemasaran menjadi permasalahan umum yang dapat menjadi ancaman bagi PT. SAV dalam mencapai target yang telah ditetapkan untuk menjaga pertumbuhan dan kelangsungan usahanya. Dengan menggunakan kanvas model bisnis Osterwalder dan Pigneur (2010), penulis berusaha untuk mengembangkan model bisnis PT. SAV dengan melakukan perubahan atau modifikasi pada setiap komponennya. Dari hasil pengembangan model bisnis tersebut ditemukan target pelanggan yang paling tepat untuk dilayani, beberapa nilai penawaran baru yang dapat diciptakan, aktifitas kunci dan saluranyang harus dijalankan dan pengembangan sumber daya untuk menangkap peluang atau mengatasi ancaman agar dapat meningkatkan pendapatan sekaligus melakukan kontrol terhadap biaya. Sehingga diharapkan PT. SAV akan unggul dalam persaingan dan dapat menunjukkan kinerja terbaik untuk menghasilkan keuntungan yang terus meningkat.
ANALISIS LOKASI INDUSTRI SERBUK KARET ALAM TERAKTIVASI (SKAT) UNTUK ASPAL KARET Ibrahim, Daniel; Rifin, Amzul; Djohar, Setiadi
Jurnal Penelitian Karet JPK : Volume 36, Nomor 1, Tahun 2018
Publisher : Pusat Penelitian Karet - PT. Riset Perkebunan Nusantara

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.22302/ppk.jpk.v36i1.543

Abstract

Untuk memenuhi kebutuhan aspal yang berkualitas tinggi serta meningkatkan penyerapan karet alam di dalam negeri, pemerintah Indonesia sebagai konsumen utama aspal di Indonesia mulai mencanangkan program pengaspalan yang menggunakan bahan dengan campuran karet padat atau Serbuk Karet Alam Teraktivasi (SKAT) untuk aspal karet. Hal tersebut merupakan peluang bagi perusahaan yang bergerak di bidang aspal. Manajemen perusahaan harus melakukan analisis lokasi pengembangan program ini. Tujuan dari penelitian ini adalah untuk mengetahui lokasi terbaik untuk pendirian pabrik SKAT, dengan metode AHP yang menggunakan tiga kriteria, 24 sub kriteria dan empat  alternatif lokasi. Berdasarkan hasil sintesis terhadap kriteria dan sub kriteria, alternatif lokasi pendirian SKAT secara berurutan sesuai bobot yang dihasilkan adalah Semarang (0,382), Cikampek (0,315), Palembang (0,177) dan yang terakhir adalah Sidoarjo (0,126) dengan rasio konsistensi data 0,01. Keunggulan utama dari lokasi ini adalah letaknya yang strategis dikarenakan memiliki pasar yang prospektif dalam radius 600 Km, dengan panjang jalan nasional  5.611 Km dan jalan daerah sepanjang 109.075 Km. Meskipun jarak dengan sumber bahan baku karet alam tidak sedekat apabila pabrik didirikan di Palembang, serta jarak dengan sumber bahan baku Ground Tyre Rubber (GTR) tidak sedekat apabila pabrik didirikan di Sidoarjo, Semarang memiliki keunggulan lain yaitu harga lahan serta upah tenaga kerja yang lebih murah dibandingkan dengan kota lain.
EKUITAS MEREK JASA GERAI BUAH-BUAHAN BERDASARKAN PERSEPSI KONSUMEN Nursaman, Erdiasa; Sumarwan, Ujang; Djohar, Setiadi
Jurnal Manajemen & Agribisnis Vol. 11 No. 2 (2014): Vol. 11 No. 2, Juli 2014
Publisher : School of Business, Bogor Agricultural University (SB-IPB)

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (1190.3 KB) | DOI: 10.17358/jma.11.2.89-99

Abstract

The need of fruits and the number of fruit outlets in Jakarta has been increasing, therefore the study on brand equity of fruit outlet services according to consumer?s perception is now required. In detail the purpose of this study is to analyze the demographic characteristics of  fruits outlets consumer in Jakarta, analyzing the factors that affect brand equity of fruits outlets services, analyze the level of contribution of brand equity variables fruits outlets service in Jakarta and analyze the managerial implications to  fruits outlets brand. Structured questionnaires instrument was used for data collection, while Structural Equation Modeling (SEM) method was used in data analysis. The study results have shown that demographic profile of respondents who visited fruit outlet were female, aged 31-40 years, have an undergraduate educational background, private employment and married. Some factors which may influence brand equity are brand loyalty and brand awareness. The brand equity of fruit outlets services is influenced by brand loyalty with contribution of 0.71 and brand awareness with contribution of 0.58. Managerial implication that should be done is to increase promotional activities through advertising. Keywords: brand equity, brand awareness, brand association, brand perceived quality, brand loyaltyABSTRAKLatar belakang dilaksanakannya penelitian ini adalah kebutuhan akan buah-buahan yang semakin meningkat dan makin bertambahnya gerai buah-buahan di Jakarta. Oleh karena itu, diperlukan penelitian ekuitas merek gerai buah-buahan berdasarkan persepsi konsumen. Secara terperinci tujuan penelitian ini menganalisis karakteristik demografi konsumen jasa gerai buah-buahan di Jakarta, menganalisis faktor-faktor yang memengaruhi ekuitas merek jasa layanan gerai buah-buahan, menganalisis tingkat kontribusi peubah-peubah ekuitas merek jasa gerai buah-buahan di Jakarta serta menganalisis implikasi manajerial untuk merek gerai buah-buahan yang dianalisis. Teknik pengumpulan data menggunakan instrumen kuesioner yang terstruktur, sedangkan pengolahan data dilaksanakan dengan metode Structural Equation Modelling (SEM). Didapatkan hasil penelitian bahwa profil demografi responden yang mengunjungi gerai buah-buahan Total Buah Segar adalah wanita, usia 31?40 tahun, pendidikan S1, pekerjaan swasta, status sudah menikah. Faktor-faktor yang memengaruhi ekuitas merek adalah brand loyalty dan brand awareness. Kontribusi variabel Brand loyalty terhadap brand equity adalah 0,71, sedangkan kontribusi variabel brand awareness terhadap brand equity adalah 0,58. Implikasi Manajerial yang harus dilakukan dengan meningkatkan promosi melalui periklanan.Kata kunci: ekuitas merek, kesadaran merek, asosiasi merek, persepsi kulitas merek, loyalitas merek