Hasil Pencarian  ::  Simpan CSV :: Kembali

"Pedagogical Content Knowledge (PCK) offers one way of capturing, articulating and portraying an aspect of the scholarship of teaching and, in this case, the scholarship of science teaching. In this book, the authors have found an interesting and engaging way of making science teachers' PCK concrete, useable, and meaningful for researchers and teachers alike. It offers a new and exciting way of understanding the importance of PCK in shaping and improving science teaching and learning."

"Effective information and knowledge resource management is a driver of competiveness. Many developing countries have put mechanisms in place that seek to match knowledge-based economies, where information has become the fuel for responsiveness, innovation, and competition. Concepts and advances in information knowledge management brings out emerging and current discussion from the sub-fields of information management in this environment. This title consists of sections on key aspects of information knowledge management and addresses knowledge management, library studies, archives and records management, and information systems."

"Di awal abad 21, pemsahaan-perusahaan di dunia menghadapi era reformasi, dimana pengetahuan menjadi modal utama untuk bertahan dan berkembang. Oieh karena itu, pcrusahaan perlu mengelola pengetahuan (knowledge management )yang dimilikinya. Dalarn bzowledge management, bcrbagi pengetahuan (knowledge sharing) menjadi isu utamanya., namun tentu saja perlu didukung oleh manajemen puncak. Manajemen puncak berfungsi untuk menciptakan teknologi, lingkungpn yang kondusif dan meningkatkan kemauan serta kemampuan pegawai untuk belajar. PT. GRAMEDIA ASRI MEDIA juga menyadari bahwa pengetahuan harus dikelola dengan baik, sehingga para pegawai memiliki pcngelahuan yang sama dalam hal memberi informasi umum dan pelayanan kepada pclanggan. Meskipun bcberapa upaya telah dilakukan untuk mengembangkan pengetahuan, tetapi temyata sampai sekarang masih terbatas pada upaya meningkatkan kemampuan diri sendiri dan belum berhasil mentransfemya kcpada orang Iain. Oleh kanena im, perlu diupayakan suatu Cara agar para pepwai dan perusahaan memiliki kesiapan dan kesadaran untuk mau saling bcrbagi pengetahuan melalui pelatihan. Pelatihan ini bertujuan memberikan infonnasi kepada pcgawai mengcnai pcntingnya saling berbagi pengetahuan dan mengenalkan metode-metode berbagi pcngetahuan. Dengan mengetahui kedua hal itu, diharapkan pegawai mampu merencanakan dan menerapkan program berbagi pengetahuan di lingkungan pekexjaan meneka. Berdasarkan uraian diatas, Tugas Akhir ini mencoba mcrancang suatu program untuk meningkatkan kwiapan berbagi pengetahuan melalui pelatihan yang disesuaikan dengan kcbutuhan dan situasi di PT. GRAMEDIA ASRI MEDIA.

---

In the beginning of 21th century, companies at world face an era that called information era, where does knowledge be an important capital for company to survive and develop. Titus, company necessary to manage knowledge. In knowledge management, knowledge sharing become the main issue, but it should be supported by company management. Company management’s function are to create technology, environtment that can support knowledge sharing activities, also increasing employees willingness and ability to leam.

PT. GRAMEDIA ASRI MEDIA also realize that knowledge must be managed well, so all employee has a equal knowledge to give a general information and service to customer. Although several effort has been done by this company to develop knowledge, but it still to increase his I her ownself ability and failed to transfer it to another person. Therefor, it’s necessary to seek a way to increase cognizance and readiness to share knowledge through training.

This training purpose is giving an infomation to employee about the importance of sharing knowledge and introduce some methods in sharing knowledge. By giving those, hopefully .they can make plan and apply knowledge sharing program at their work.

Based on the explanation above, this Final Task try to design readiness knowledge through training which fit with need and situation at PT. GRAMEDIA ASRI MEDIA."

"Tugas akhir ini disusun untuk memperoleh gambaran realistis tentang hambatan-hambatan yang menyebabkan belum tercapainya target rekrutmen kader Partai Keadilan Sejahtera(PKS). Di bab 1 ditengarai, potential problemnya adalah rendahnya kapasitas rekrutmen kader, akibat belum berkembangnya budaya knowledge sharing di partai.Dari strategy map ( Kaplan, Norton, 2004) disimpulkan bila ada gap strategy dalam hal ini belum tercapainya target rekrutmen kader, maka besar kemungkinannya karena ada gap learning di partai. Maka diadakanlah penelitian terhadap 100 orang instruktur yang merupakan kader unggulan yakni anggota dewasa dan madya dengan ruang lingkup di 6 DPC di DPD PKS Depok sebagai proyek percontohan.Pisau analisis yang digunakan untuk meneliti permasalahan ini adalah 5 enabler Ba Nonaka (1997). Dan dari hasil pengolahan data kuesioner ditambah wawancara mendalam dengan top management partai dan focus group discussion didapatkan core problemnya adalah tidak adanya redundansi. Tidak adanya redundansi inilah yang menyebabkan belum lancarnya mobilisasi sharing SECI Nonaka dan menghambat pula proses OKC sehingga mengakibatkan belum muneulnya budaya knowledge sharing di partai.Langkah selanjutnya adalah melakukan generate alternative solutions sebagai upaya memecahkan masalah. Melalui matriks alternatif solusi didapatkan 4 pilihan yang kemudian dinilai dengan matriks pembobotan alternatif solusi berdasarkan kriteria-kriteria: efektivitas, budget, durasi dan ketersediaan SDM dan infrastruktur.Dari hasil pembobotan terhadap 4 alternatif solusi yang dipilih maka terlihat hasil yang paling tinggi adalah alternatif solusi 2 yakni upaya intervensi terhadap style of leadership pimpinan partai dari attitudes instruktur. Maka penulis pun merekomendasikan alternatif solusi 2 sebagai upaya problem solving di partai yang kemudian diimplementasikan dalam bentuk rencana proyek (project plan). Rekomendasi ini berdasarkan pertimbangan nilai pembobotan yang paling tinggi.dan sesuai pula dengan teori Nonaka tentang peran panting leader dalam proses perubahan.Rencana proyek ini dilangsungkan dalam durasi 6 bulan di DPD PKS Depok yang melibatkan tim terpadu yang terdiri dari konsultan Knowledge Management, konsultan teknologi informasi dan pars psikolog yang diketuai oleh seorang project leader. Estimasi budget berkisar di angka setengah milyar rupiah.

---

This study is carried out to obtain a realistic portrayal of the obstacles facing the Justice and Prosperity Party (PKS) in its effort to meet its target number of recruits. Chapter I discusses how a tradition or habit of knowledge sharing and the lack of it is related to poor achievement in the party's recruitment program.

A strategy map (Kaplan, Norton, 2004) has been carried out and shows a link between a learning gap and a gap in the strategy of the party recruitment program. The following step is a study among 100 party instructors - who are considered to be top cadres as they have reached the ranks of "senior" and "mid-level" members - in 6 branches of the Depok regional office of the Justice and Prosperity Party (PKS).

The analytical tool employed in the study is the 5 enablers of Ba Nonaka (1997). Both questionnaires processing and in-depth interviews with party's top leaders as well as the results of a focus group discussion then identify the core problem to be the absence of redundancy. This absence causes poor mobilization of SECI Nonaka sharing and slows down the OKC process and leads to the absence of a knowledge sharing tradition in the party.

The following step is to generate alternative solutions. Through a matrix of alternative solutions, this study identifies four choices that are later weighted in, in accordance to the following criterions: effectiveness, budget, duration and availability of Human Resources and infrastructures.

The procedure leads to the identification of Alternative 2 (attempt of intervention in the party leaders' leadership style and the attitudes of instructors). The author then recommends the choice of Alternative 2 as a problem solving intervention, to be implemented as a project plan. This recommendation is made because the alternative obtains the highest score in the value-weighing procedure. This is also made because according to the Nonaka theory, a leader should be responsible for the introduction of redundancy and the establishment of a knowledge sharing tradition. Further, there is a greater strategic impact to be attained as the leaders determine policies both at the structural (leading) level and functional (instructors) level.

The project plan is carried out for six months in the Depok regional office, involving an integrated team of knowledge management consultants, information technology consultant and psychologists affiliated to the party - headed by a project leader. Estimated budget reaches five hundred millions rupiah."