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"Contents : The profession -- The customer service profession -- Contributing to the service culture -- Skills for success -- Verbal communication skills -- Nonverbal communication skills -- Listening to the customer -- Building and maintaining relationships -- Customer service and behavior -- Service breakdowns and service recovery -- Customer service in a diverse world -- Customer service via technology -- Encouraging customer loyalty -- Appendix -- Glossary -- Notes -- Bibliography -- Credits -- Index."

"Knowledge management KM merupakan kegiatan mengelola dan memelihara knowledge yang dimiliki individu sehingga knowledge tersebut dapat menjadi aset perusahaan Pengelolaan dan pemeliharaan knowledge penting dilakukan karena saat ini knowledge telah menjadi senjata yang digunakan banyak perusahaan dalam bersaing dengan para kompetitornya Sayangnya pelaksanaan KM di perusahaan tidaklah semudah yang diperkirakan Banyaknya kasus kegagalan dalam implementasi KM menyebabkan para ahli menyarankan untuk melakukananalisis awal sebelum perusahaan menerapkan KM Penelitian ini bertujuan untuk mengetahui peluang keberhasilan implementasi KM di PT Altrovis Tekno Global dan faktor apa saja yang perlu diperbaiki sebelum menerapkan KM Metode pengumpulan data yang digunakan adalah penyebaran kuesioner dan wawancara Kuesioner disebarkan secara online kepada para karyawan di Altrovis sedangkan wawancara dilakukan dengan lead developer sebagai narasumber utama Sampel responden yang diambil sebanyak 25 orang dari populasi 27 orang KMCSF penelitian disusun dengan mengacu kepada hasil penelitian dari 5 literatur yang kemudian dilakukan pemetaan sehingga diperoleh KMCSF sebanyak 7 dimensi dan 5 subdimensi Sebelum diolah terlebih dahulu dilakukan uji validitas dan uji reliabilitas terhadap data yang berhasil dikumpulkan baru kemudian data dianalisis dengan menggunakan metode fuzzy multi criteria decision making FMCDM Dari penelitian ini diperoleh hasil bahwa besar peluang keberhasilan implementasi KM di Altrovis sebesar 62 yang termasuk dalam kategori relative success Penelitian ini juga menemukan bahwa dimensi technology merupakan dimensi yang berkontribusi paling besar dalam mendukung keberhasilan implementasi KM di Altrovis sedangkan dimensi strategy merupakan dimensi dengan persentase kontribusi paling kecil Selain itu masih terdapat 11 faktor yang pelaksanaannya dinilai masih belum sesuai harapan sehingga harus ditingkatkan.

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Knowledge management KM is the activity of managing and maintaining individual knowledge so that the knowledge can be an asset of the company The management and maintenance of knowledge is important to do because nowadays knowledge has become a weapon used by many companies in competing with itscompetitors Unfortunately the implementation of KM in the company is not as easy as they thought it would be Many cases of failure in the implementation of KM causing the experts advise the company to do the preliminary analysis before it does the implementation of KM This research aims to find out the probability of successful implementation of KM at PT Altrovis Tekno Global and factors need to be improved before implementing KM The methods used for data collection are questionnaires and interview Questionnaires are distributed via online to employees at Altrovis and interview is conducted with a lead developer as key informant Sample of respondents drawn as many as 25 people from the total population is 27 KMCSF of this research was developed by referring to some research results from 5 literatures which is then mapped to obtain the KMCSF that consists of 7 dimensions and 5 sub dimensions Before data is processed validity test and reliability test of the collected data is performed first then data is analyzed using the fuzzy multi criteria decision making FMCDM method From this research it can be obtained that the probability of successful implementation of KM at Altrovis is 62 which is included in the category of relative success This research also found that technology dimension is the dimension that contributes most in supporting the success of KM implementation while strategy dimension gives the smallest contribution percentage In addition there are 11 factors that implementations are still considered not as expected so they should be improved "

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"ABSTRAKTujuan dari penelitian ini adalah untuk menegaskan cara dalam menangani tantangan multicultural untuk mendapatkan manfaat dari lingkungan multikultur, melalui kompetensi multikultur.Di mana cara untuk mendapatkan manfaat seringkali tidak ada dalam studi manajemen multikultur. Pada artikel ini, studi literature dan semi-structured qualitative interview dilakukan untuk memahami mekanisme dari pengelolaan tim multicultural dan implikasinya terhadap kinerja tim. Responden terdiri atas lima pemimpin tim multicultural dari industry yang bervariasi; emerging industry: Digital Marketing dan Financial Technology; dan industry yang lebih mapan: Oil and Gas, dan Chemical. Pemimpin tim berasal dari empat negara asal: Denmark, Belanda, Malaysia, dan Australia. Hasil penelitian ini menunjukkan bahwa pemimpin tim dengan kompetensi multikultural tingkat tinggi dapat menghargai keragaman multikultural; dan menghasilkan kinerja yang bagus hingga luar biasa. Selain itu, varians budaya, lokasi tim, dan sifat industri tidak mempengaruhi kinerja tim jika pimpinan tim dapat memanfaatkan kompetensi multikultural.

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ABSTRACTThe purpose of this study is to reassure the means in handling multicultural challenges to achieve the multicultural benefits, through multicultural competencies. In which the means of pursuing the benefit is often absent in the study of multicultural management. In this article, a literature study and semi structured qualitative interview conducted to understand the mechanism in multicultural team management and the implications for team performance. Interviewees are five multicultural team leaders from emerging industry Digital Marketing, and Financial Technology and more established industry Oil and Gas, and Chemical. The team leaders are from four different home countries Denmark, The Netherlands, Malaysia, and Australia. The result showed that the team leader with a high level of multicultural competencies could valued multicultural diversity and resulted in a good to extraordinary performance. Moreover, the variance of culture, location of the team, and nature of industry are not affecting the team performance if the team leaders utilize the multicultural competencies. "