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"The enforcement of Law No. 22 Year 1999 on the Regional Autonomy Administration, which later was substituted by Law No. 32 Year 2004 regarding regional Administration , that had brought about different new paradigm in establishing the autonomy, has basically changed the practices of running the local government. One of them concerns the positions, duties, function and the authority of Sub-district Head. The change will both directly and indirectly change the structure of organization, its funding, staffing, meeting its logistic requirements and accountability.The change began with its definition about the "Sub-district" itself. In Law No. 5 Year 1974 about Pokok-Pokok Pemerintahan di Daerah (Governance Principles), Sub-district is an administrative Territory in the cause of de-concentration, namely within the circle of the. government bureaucracy locally executing public service_ While in Law No. 32 Year 2004 regarding Regional Government, Sub-district is an operational territory as a part of the municipality. This corresponds to what mentioned in Chapter 120, Article (2) regarding as follows: The municipality level consists of the local secretariat, regional agency, local technical bodies, sub-district and village. On its position, it is indirectly obliged to execute the authority of the municipal. This is found in chapter 126 article (2) Law No. 32 year 2004 regarding Regional administration, declaring that : The head of the sub-district in carrying out his/her duty receives the authority delegation from the mayor to handle the locallautonomy matters.Specifically for Tangerang municipality government, the decree of the mayor No. 02 year 2003 regarding the delegation of done of the municipality administration to the head sub-district across Tangerang territory was issued. There are some sectors out of 10 areas of authority that have been delegated to the sub-district head, among others : Transportation, general works, land matters, population affairs, trading, industry and cooperation, social matters, peace and order, licensing, tax and retribution, and secretarial matters. Two years' time has lapsed since its issuance, but the implementation of this authority delegation to the sub-district has not been optimally exercised.Starting from the curiosity for the actual reasons for the situation, a study has been made. The study used the qualitative method by accumulating the data through direct interview to relevant official, literature study and secondary data.The result shows that the delayed implementation of this authority delegation from the municipality administration to the head sub-district is caused by technical matters as to how it should be carried out. This is due to the decree of the mayor of Tangerang regarding the authority delegation has not been followed with required direction for its implementation and method which in the field has caused uncertainly as to how to do it. Besides, there are still other factors that also has caused the Tangerang mayor decree has not been implemented optimally, among others : human resources problem, financing aspects, requisite needs which have not been fully provided by the city administration. This means no other that the decree issues, has not been sufficiently supported by the above mentioned three factors. Coordination aspect has also become an additional cause for the delay of such implementation. The sub-district administration and Agency could not easily construct the required coordination, there's no coordination mechanism: The Tangerang Mayor's Decree No. 2 year 2003, could not sufficiently be made basic of coordination between the district held and the related body. The organization structure aspect has made it difficult to implement the authority. The existing structure within the sub-district administration is not compatible with the amount of sectors delegated, and the delegation aspect itself has caused the delay of the implementation. This due to existing doubt or reluctance of the related agency to voluntarily delegate some of the authority as have been regulated in Tangerang Mayor decree No. 2 year 2003.Some implication of this study is that it is necessary to create operational and technical directions for the Tangerang Mayor's decree No. 2 year 2003, that in the field, practice can be made easier if the sub-district be provided with the actual authority, like certain permits, that the sub-district administration service may become miniature of in its territory. This is all mainly done in the framework of providing better public service. It's undoubtedly, support of human resources, sufficient financial back up, requisite/perquisite availability is indispensable to help implement the message contained in the city major mentioned above. It's also of necessity to reconstruct the sub-district organization to make it more optimal in its status, especially in existing its main obligation and function."

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Proses pelimpahan kewenangan dari dokter kepada perawat di Indonesia sampai saat ini masih menjadi permasalahan. Undang-undang mengenai praktik keperawatan tidak mengatur dengan spesifik mengenai proses pelimpahan kewenangan ini, khususnya dalam tindakan medis. Hal ini menjadi fenomena yang memprihatinkan apabila dibandingkan dengan negara Amerika Serikat dan Jepang. Oleh karena itu penulis hendak menganalisis mengenai pengaturan kewenangan perawat dan dokter yang ada di Indonesia, Amerika Serikat, dan Jepang, serta pembagian kewenangan antara dokter dan perawat yang ada di Indonesia, Amerika Serikat dan Jepang. Penelitian ini menggunakan metode penelitian yuridis-normatif, yakni penelitian kepustakaan yang dilakukan terhadap aturan-aturan hukum tertulis maupun hukum tidak tertulis dengan tipe penelitian deskriptif. Penulis menemukan permasalahan di mana pola hubungan yang terjadi antara dokter dan perawat di Indonesia adalah hubungan atasan-bawahan, bukan hubungan kolaboratif seperti di Amerika Serikat dan Jepang. Hal ini didasarkan pada aspek sejarah, pendidikan, dan tidak jelasnya undang-undang mengatur mengenai pembagian kewenangan antara dokter dan perawat dalam suatu tindakan medis. Terhadap kondisi tersebut, pemerintah belum memberikan solusi terbaiknya. Sehingga penulis menyarankan dilakukannya judicial review mengenai pembagian kewenangan dari dokter kepada perawat dalam suatu tindakan medis.

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The process of delegating authority from doctors to nurses in Indonesia is still a problem. The law regarding nursing practice does not specifically regulate the process of delegating this authority, especially in medical treatment. This is a sad phenomenon when compared to the United States and Japan. Therefore the author wants to find out how the authority of nurses and doctors in Indonesia, the United States, and Japan, and the division of authority between doctors and nurses in Indonesia, the United States and Japan. This study uses a juridical-normative research method, namely library research conducted on written and unwritten legal rules with descriptive research type. The author found a problem where the pattern of relationships that occur between doctors and nurses in Indonesia is a superior-subordinate relationship, not a collaborative relationship as in the United States and Japan. This is based on the historical, educational, and unclear aspects of the law governing the division of authority between doctors and nurses in a medical action. Regarding these conditions, the government has not provided the best solution. So the authors suggest doing a judicial review regarding the division of authority from doctors to nurses in a medical action.

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"Penelitian ini bertujuan untuk menganalisis pendelegasian wewenang dan pengaruhnya terhadap efektivitas pelaksanaan tugas pada Kantor Wilayah DJP Jakarta III. Pendelegasian wewenang merupakan variabel bebas sedangkan efektivitas pelaksanaan tugas sebagai variabel terikat. Pendelegasian wewenang dibedakan menjadi dua, yaitu pendelegasian wewenang langsung dan pendelegasian wewenang tidak Iangsung.Pendelegasian wewenang atau delegasi atau pelimpahan adalah memberikan wewenang dari seorang manajer atau kesaluan organisatoris tertentu kepada manajer atau kesatuan organisatoris Iainnya untuk melaksanakan tugas-tugas khusus atau mempercayakan tanggung jawab dan wewenang kepada orang lain dan menetapkan pertanggungjawaban untuk hasil-hasil. Sementara efektivitas itu sendiri adalah melaksanakan sesuatu yang benar dalam memenuhi kebutuhan organisasi.Metode penelitian ini menggunakan metode deskriptif korelasional dengan mengambil sampel sebanyak 41 responden yng diambil dengan teknik penghitungan prosentase populasi. Pengumpulan data dilakukan dengan kuesioner dan wawancara yang selanjutnya data dianalisis dengan menggunakan analisis deskriptif dan statistik (penghitungan korelasi dan model persamaan regresi) dengan menggunakan program SPSS versi 12.0. Dari hasil analisis deskriptif diperoleh gambaran secara umum pendelegasian wewenang dan efektivitas pelaksanaan tugas pegawai tergolong baik. Hasil pengujian hipotesis menunjukkan bahwa secara parsial (sendiri-sendiri) maupun bersama-sama pendelegasian wewenang langsung dan tidak langsung memiliki pengaruh positif dan signifikan dengan efektivitas pelaksanaan tugas.Pendelegasian wewenang langsung mempunyai pengaruh yang signifikan (r1 = 0,848) terhadap efektifitas pelaksanaan tugas dan pendelegasian wewenang tidak langsung mempunyai pengaruh yang signifikan (r2 = 0,785) terhadap efektifitas pelaksanaan tugas. Nilai koefisien korelasi berganda (R) sebesar 0,896, dengan nilai F-hitung = 77,468 > F-tabel = 3,25 dan nilai t-hitung X1 dan X2 > t-tabel, yang berarti bahwa baik secara bersama-sama maupun secara sendiri (parsial) variabel pendelegasian wewenang langsung (X1) dan variabel pendelegasian wewenang tidak Iangsung (X2) memberikan sumbangan atau pengaruh yang signifikan terhadap efektivitas pelaksanaan tugas (Y) pada Kanwil DJP Jakarta III.Dengan demikian berdasarkan karakter pekerjaan/tugas yang ada pada Kanwil DJP Jakarta III, maka untuk meningkatkan efektivitas pelaksanaan tugas pokok dan fungsi organisasi, pimpinan Kanwil DJP Jakarta III dapat menerapkan teknik pendelegasian wewenang secara langsung untuk pekerjaan yang tidak terkait Iangsung dengan pelayanan kepada Wajib Pajak, sedangkan untuk pekerjaan yang terkait langsung dengan pelayanan kepada Wajib Pajak dapat diterapkan teknik pendelegasian wewenang secara tidak langsung.

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This research is aimed to analyze the delegating authority and its influence towards effectiveness of the job implementation at Kanwil DJP Jakarta III (regional office). The delegating authority is placed as independent variable, whereas effectiveness of the job as dependent variable. This delegating authority is differed into two - delegating direct authority and delegating indirect one.The delegating authority or delegation or what overflows is to give authority from a manager or unity of selected organisatoris to manager or unity of other organisatoris to execute special duties or entrust authority and responsibility to others and specify responsibility for pickings. Whereas itself effectiveness is to execute something right in fulfilling requirement of organization.This research was made based on the method of descriptive correlation by taking samples as much as 41 respondents through the population percentage counting technique. Data collecting is done by giving questionnaires and interviewing which then data analyzed by using statistical and descriptive analysis (enumeration of model and correlation equation of regression) by using program of SPSS version 12.0.The descriptive analysis result showed that generally, the delegating authority and the effectiveness of working performance of subjects could be characterized as good. The significant connection between delegating direct authority and effectiveness of working performance are shown by the coefficient correlation figures (r1= 0,848) and the significant connection between delegating indirect authority and effectiveness of working performance are shown by the coefficient correlation figures (r2=0,848). The figures of multiple coefficient correlation (R) as much as 0.896 by F-sum = 77.468 > F-table = 3.25 and the value t-sum X1 and X2 > t-table which means that either it is done all together simultaneously or individually ( partial ), the variable of delegating direct authority (X1) and the variable of delegating indirect authority (X2) giving contribution or significant influence on the effectiveness of working performance (Y) to Kanwil DJP Jakarta III.Thus based on the job character within Kanwil DJ P Jakarta III in order to improve the effectiveness of main job performance as well as function of organization, the leader of Kanwil DJP III is suggested to implement the technique of delegating direct authority for some particular job which are not directly related to the tax payer service. While for some job that are directly related to tax payer service are suggested to implement the technique of delegating indirect authority."

"Are you swamped and need some tips on sharing your projects with other employees or team members? This issue provides a step-by-step guide on how to delegate tasks and offers tips on deciding what to delegate and how to choose the right person. Also includes a quiz on effective delegation practices and a job aid flow charting a decision to delegate."

"Dalam kegiatan pelayanan perizinan dan non perizinan di daerah telah diatur untuk menggunakan sistem Pelayanan Terpadu Satu Pintu (PTSP), tidak terkecuali Pemerintah Daerah Provinsi Bengkulu yang mana telah mendelegasikan kewenangan tersebut kepada unit perangkat daerah tersendiri, termasuk perizinan dan non perizinan di bidang penanaman modal. Penelitian ini bertujuan untuk mendapatkan gambaran bagaimana pengaturan hukum serta peralihan wewenang dalam pelaksanaan Pelayanan Terpadu Satu Pintu khususnya terkait perizinan dan non perizinan di bidang penanaman modal di Provinsi Bengkulu. Selain itu, penulisan skripsi ini juga mempunyai tujuan untuk memberikan masukan dalam memperbaiki pengaturan serta pelaksanan sistem pelayanan terpadu satu pintu pada bidang penanaman modal di Provinsi Bengkulu. Metode pendekatan dalam penelitian ini adalah metode pendekatan yuridis normatif, yaitu penelitian hukum yang dilaksanakan melalui penelitian kepustakaan yang dititikberatkan kepada analisis terhadap peraturan perundang-undangan serta data-data yang diperoleh dari hasil observasi dan wawancara, sehingga penelitian ini dispesifikasikan ke dalam penelitian yang bersifat deskriptif analitis, dengan tahap-tahap penelitian kepustakaan dan penelitian lapangan. Penelitian ini menunjukkan bahwa pengaturan mengenai PTSP di Provinsi Bengkulu tidak mengatur secara detail beberapa aspek penting pelaksanaan PTSP itu sendiri seperti SDM, Keuangan dan Pengawasan, selain itu bentuk kelembagaannya masih setingkat kantor dimana notabene SKPD teknis yang bersinggungan dengan KP2T Provinsi Bengkulu telah berbentuk Dinas atau Badan yang mengakibatkan kesenjangan eselon pimpinan. Oleh karenanya diperlukan perubahan terhadap pengaturan pelaksanaan PTSP di Provinsi Bengkulu kedepannya agar dapat berjalan dengan optimal dalam melayani masyarakat.

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Implementation of licensing and non-licensing services in locality government has been set up to use the One Stop Service (OSS), is no exception with Bengkulu Province Government which has been delegated one stop services authority to their own special local unit, including licensing and non-licensing in the field of investment.

This study aims to gain an idea of how the legal arrangements and transfer of authority in the implementation of the One Stop Services in particular related to the licensing and non-licensing in the field of investment in the Province of Bengkulu. In addition, this thesis also has the objective to provide input to improve the regulation and conduct of integrated one-stop service system in the field of investment in the province of Bengkulu.

Method approach in this study is normative juridical approach, legal research conducted through library research focused on an analysis of the legislation and the data obtained from observations and interviews, so this study is specified in the descriptive research analytical, with the stages of the research literature and field research.

This study shows that the regulation of PTSP in Bengkulu province does not regulate in detail some important aspects of the implementation of the OSS itself like human resources, finance and control, otherwise it the forms of institutions level is still offices, whereas Satuan Kerja Perangkat Daerah (SKPD) as the counterpart of KP2T Bengkulu Province has institutional form with Department or Body which resulted a gaps of echelon leaders. Therefore, government need to changes the regulation of OSS implementation at Bengkulu Province in the future, to making the implementation of public services run better."

"Direktorat Jenderal Pajak (DJP) masih memiliki keterbatasan kewenangan. Penelitian ini akan membahas terkait peningkatan kewenangan DJP berdasarkan standar OECD. Peningkatan kewenangan yang dimaksud antara lain pembuatan peraturan pelaksanaan perpajakan, penetapan sanksi administrasi, penetapan standar pelayanan, manajemen anggaran, perencanaan struktur organisasi, dan manajemen SDM dalam proses rekrutmen pegawai. Metode penelitian yang digunakan adalah penelitian kualitatif dengan jenis penelitian deskriptif. Data kualitatif diperoleh melalui studi literatur dan wawancara mendalam. Berdasarkan penelitian, diperoleh hasil bahwa kewenangan DJP saat ini masih terbatas dan perlu adanya peningkatan kewenangan DJP dengan mempertimbangkan kesiapan dari DJP.

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The Directorate General of Taxes has limited authority. This research will discuss the measures on how to increase the authority of the Directorate General of Taxes based on the OECD standard. Improvement of the authority covers tax law interpretation designing, penalties and interest, performance standard setting, budget expenditure management, organization and planning, and human resource management in recruitment process. This research uses descriptive qualitative with research design. We uses the study of literature and deep interviews to obtain the data. Based on the research, the author conclude that the Directorate General of Taxes’s authority is still limited, and it needs to be increased by considering the readiness of the Directorate General of Taxes."

"Managers are judged by the results they deliver, and more than anything else, those results hinge on the ability to delegate and supervise. You will be surprised at how efficient and easy to manage your team becomes when you master these essential skills.

This handy, pocket-sized guide reveals time-tested ways to boost the performance and productivity of your employees, including how to: ? Define work, assign it, and set measurable, targeted standards for performance

- Match skills to job requirements

- Use Management by Objectives to delegate longer-term tasks to trusted team members

- Monitor, control, and keep on top of projects with minimum effort

- Turn delegation into a teaching tool and build the confidence of your staff

- Provide useful feedback and elicit active participation

- Avoid reverse delegation

- Free up time for higher-level tasks only you can tackle

- And much more. Done right, delegation and supervision allow your employees to learn, grow, and become more capable. Your success will skyrocket as you increase the quality and quantity of results, and build the loyalty, involvement, and commitment of your people."