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"Story telling is a powerful communications tool that is becoming more and more recognized in the business community. These stories are not the usual speech openers or ice breakers, but stories that will influence others to trust the storyteller and shape decisions and actions that are important to both individuals and organizations. As the author explains, we've been conditioned to believe that business communication should be clear, rational, objective, with no place for emotion or subjective thinking. Not true. The most powerful, persuasive communication has a human element: "Communication can't feel genuine without the distinctive personality of a human being to provide context. You need to show up when you communicate - the real you, not the idealized you.The missing ingredient in most failed communication is humanity. This is an easy fix. In order to blend humanity into every communication you send, all you have to do is tell more stories and bingo - you just showed up."

"What do a person's knowledge, expressiveness, history, character, and attraction have in common? Or his or her role, resources, information, network, and reputation? Each is a key to either personal or organizational power, and together they open the complex combination lock on the door of true leadership and irresistible influence. The Elements of Power combines the latest research on the nature of power all over the world with a handy self-assessment and invaluable insight into: How power works in organizations How people use and lose power The relationship between power and leadership What makes famous people powerful or what diminishes their power Sources of power and how to build each one Leading and influencing others more effectively Complete with "Portraits in Power" examining key business figures and world leaders alike, the full effect is an accessible and unprecedented pipeline to the many sources and types of internal and external power, including the most valuable of all: the power of will."

"Machine generated contents note: Important Message to the Individual ReaderA Note on Vocabulary and Cultural Differences xviiA Note on Our Perspectives and Prior WorkNotes and AcknowledgmentsNotesch. 1 Business and IT in Turbulent TimesTurbulence and Uncertainty Challenge EnterprisesThis Is Not about Alignment (Entirely)The Problem of Business and IT RelationshipsStrategic IT Management Changes the Mental Models about IT in the EnterpriseTo Whom Are We Writing? Who Is Our Audience? Whose Mental Models Are We Changing?ch. 2 The Barrier: Trust and PartnershipTrust and Performance Are Highly CorrelatedTrust and Partnership Are Highly CorrelatedContext and Performance Affect Trust and Ability to PartnerTrust and the Total Value Performance ModelTrust and GovernanceA Case of Broken TrustThe Role of Executive Leadershipch. 3 A Staircase to TrustWhat Is Trust?Dimensions of TrustContents note continued: Trust Improves Business PerformanceCan Trust between Business and IT Be Built?Personal Trust versus Organizational TrustMaslow's Hierarchy of Needs and ITBusiness Requirements for Total Value PerformanceHow Does Trust Affect IT Strategy in Turbulent Times?Producing Business Outcomes-An AssessmentReferencesch. 4 IT Strategy in Turbulent EnvironmentsChange and Turbulence DefinedHow Do Organizations Cope with Change and Turbulence?Assessing Turbulence in the EnterpriseOrganizational Capabilities and Environmental TurbulenceHow Do IT and IT Management Cope with Turbulence and Change?Producing Business Outcomes Despite Turbulence and Uncertainty: An Assessmentch. 5 Turbulence in Information TechnologyHistory of Technology TurbulenceThe Impact of Technology TurbulenceEnterprise Implications Based on Turbulence in ITTechnology Turbulence AssessmentContents note continued: Referencesch. 6 The Effects of IT SourcingThe IT Services Supplier as a Strategic ConcernStrategic IT OutsourcingThe Impact of Trust and TurbulenceLooking AheadStrategic IT Management Principles for the Business and IT RelationshipA Scorecard for Strategic IT Management PrinciplesNotech. 7 Requirements for Strategic IT ManagementThe Impact of Turbulence and TrustThe Impact of TurbulenceThe Impact of TrustTurbulence and Trust: Requirements for Business-IT PartnershipDemand and Supply Management of ITDemand and Supply Impact on OutsourcingTo Conclude: The Need for Relational GovernanceSelf-Assessment: IT Competenciesch. 8 The Service RelationshipIT Is a Service BusinessService Performance Is the Foundation for IT Credibility and TrustIT Service Management Is CriticalSo What?Conclusion and ScorecardsScorecard EvaluationContents note continued: Notesch. 9 The Partnership RelationshipReasons for the Business-IT PartnershipDefining the Business-IT PartnershipDealing with Culture, Behavior, and SilosImplementing the Business-IT PartnershipEngaging the BusinessImplementing Partnerships Requires Agreement on Roles for the PartnersIs This a Real Problem?"Teaming" Is the New PartnershipPartners Exist at Every LevelSummaryPartnership Scorecardsch. 10 The Leadership RequiredGoal #1: Leadership Is Required for Partnership, Trust, and Common GoalsGoal #2: Leadership Requires Leaders-and a Good Understanding of the Leadership RequirementsGoal #3: The Requirements for (Proactive) Transactional LeadershipGoal #4: The Requirements for Transformational LeadershipGoal #5: Leadership Is Earned through Credibility, Trust, and CultureLeadership Scorecardch. 11 Enterprise IT CapabilitiesContents note continued: Connecting IT Value, IT Competence, and Enterprise IT CapabilitiesConnecting IT Capability with IT Methodologies and ProcessesBreaking Down the Barriers between IT and Business: Enterprise IT CapabilitiesEnterprise IT Capability OverviewThe Core Ideas for Enterprise IT CapabilitiesAssessing Enterprise Performance against RequirementsReviewing the Initial Enterprise IT Capability AssessmentsIT's Capability to Change: The IT Dynamic CapabilityReferenceSeven Fundamental Capabilities of the EnterpriseGood Methodologies and Processes Aren't EnoughThe Challenge to CEOs and ClOs: What Exactly Should Be Done?Strategic IT Management Applies to More than Just the Current IT Organization(s)Business Outcomes Are Requiredch. 12 Strategic Enterprise IT Capabilities and CompetenciesEnterprise IT Capability: Planning &​ InnovationContents note continued: Strategic IT Management: The Systemic Capabilities for Producing Outcomes for Planning &​ InnovationStrategic IT Management: The Business Outcomes for Planning &​ InnovationWhat Is the Current Status with Planning &​ Innovation?Planning &​ Innovation ScorecardBottom Line: Planning &​ Innovation Performancech. 13 Tactical Enterprise IT Capabilities and CompetenciesEnterprise IT Capability: Information &​ IntelligenceEnterprise IT Capability: Development &​ TransformationEnterprise IT Capability: Service &​ Resource OptimizationSummary: Tactical Enterprise IT Capabilities and Competenciesch. 14 Operational Enterprise IT Capabilities and CompetenciesEnterprise IT Capability: Service &​ Operational ExcellenceEnterprise IT Capability: SourcingEnterprise IT Capability: Cost &​ PerformanceSummary: Operational Enterprise IT Capabilities and CompetenciesContents note continued: ch. 15 Managing Complex Business-IT RelationshipsClear Strategic PositioningFormal Organizational ArrangementsTrustExample EnterprisesExample #1: Angus InternationalExample #2: Global Financial ServicesExample #3: National Governmental Agencych. 16 What Should Be Done?Applying Frameworks to Describe the EnterpriseThe Power of FrameworksOrganizational ContextTurbulence and ChangeWhat Needs to Be Done?ch. 17 Requirements for CIO and IT LeadershipMessage #1: The CIO and IT Managers Have Important "To Do's" on Their ListsMessage #2: The Business-IT Partnership Requires CIO and IT Management LeadershipMessage #3: Enterprises Need Strategic IT Management and Enterprise IT CapabilitiesMessage #4: The CIO Needs to Manage the Technology Well; This Is Necessary, but Not SufficientContents note continued: Message #5: Authority, Control, and "Reporting to the CEO" Are Not SufficientMessage #6: Be Faster; Be FlexibleMessage #7: An Active, Proactive Leadership Approach Is Required, with Clear VisionConclusions: For the CIO, What Does Strategic IT Management Offer?ch. 18 Requirements for CEO and Business LeadershipMessage #1: The Enterprise Needs Strategic IT ManagementMessage #2: Strategic IT Management Requires CEO Leadership for Organizational Context, Culture, and ChangeMessage #3: The CEO Provides the Enterprise Leadership to Generate and Actively Communicate the Business Vision and ITMessage #4: The CEO Builds and Supports the Environment for Partnership, Teamwork, CollaborationMessage #5: The CEO Builds and Supports IT Governance as Critical to Change ManagementMessage #6: Engage the CMO, CFO, and Board in Strategic IT ManagementMessage #7: Good IT Is Necessary; Do Not Accept Poor PerformanceContents note continued: Messages to Business Managers and ProfessionalsConcluding Message to the CEOSelf-Assessment for Business Leadershipch. 19 Reflections and RecommendationsSummarizing the Enterprise IT Capabilities and Their ImportanceThe Bottom Line."

"Isu hangat yang terus diperdebatkan saat ini adalah ketimpangan ekonomi yang semakin tinggi karena tidak meratanya kesempatan berusaha dan makin melebarnya kesenjangan pendapatan. Sebagai upaya untuk mengatasi ketimpangan yang dihadapi oleh sebagian lapisan masyarakat dan sebagai antisipasi munculnya masalah yang sama di masa mendatang, kemitraan usaha merupakan solusi untuk mengurangi masalah ketimpangan tersebut.Dalam hal ini peran pemerlntah menjadi begitu penting terutama dalam menciptakan lingkungan, iklim, kondisi dan nuansa yang kondusif untuk terciptanya kemitraan yang harmonis dengan penyusunan regulasi dan deregulasi, menyediakan fasilitas sarana dan prasarana permodalan, manajemen, teknologi, dan rekayasa rancang bangun kemitraan sehingga dimanfaatkan dan digunakan dalam membangun dan mewujudkan kemitraan. Berbagai upaya yang dilakukan berbagai pihak untuk mewujudkan kemitraan antara lain dengan lahirnya Undang-undang No. 9 Tahun 1995 tentang Usaha Kecil dan PP No. 44 Tahun 1997 yang khusus mengatur tentang Kemitraan.Kegagalan yang terjadi pada kemitraan usaha sering disebabkan oleh fondasi kemitraan yang kurang kuat dan hanya didasari oleh belas kasihan semata atau atas dmr paksaan pihak lain, bukan atas kebutuhan untuk maju dan berkembang bersama dari pihak-pihak yang bermitra. Hasil survey Yayasan Dharma Bakti Astra (Bisnis Indonesia, 2003) menyebutkan bahwa program kemitraan antara pengusaha besar dengan usaha kecil menengah selama ini dinilai belum berjalan secara memadai.Peraturan pemerintah tentang kemitraan dikeluarkan tahun 1997 dan belum pernah dilakukan evaluasi bagaimana pelaksanaannya di lapangan. Dengan bertitik tolak dari hal-hal tersebut di atas, penulis mencoba menggali apakah PP No. 44 Tahun 1997 tentang Kemitraan Usaha diimplementasikan dengan baik oleh Yayasan Dharma Bakti Astra.Metode yang digunakan dalam penelitian ini adalah metode survey dengan populasi usaha kecil dan menengah yang bemmitra dengan Astra Group. Dalam penelitian ini digunakan Analisis Rentang Kriteria untuk melihat kondisi dari variabel atau indikator-indikator dari variabel bebas maupun tak bebas sehingga dapat menjawab pertanyaan permasalahan penelitian.Dari kuesioner yang telah disebarkan, diketahui bahwa implementasi kebijakan kemitraan dengan studi kasus kemitraan pada Yayasan Dharma Bakti Astra sudah berjalan ?Cukup Baik?. Kemitraan yang terjadi pada Astra adalah kemitraan dengan prinsip saling membutuhkan dan menguntungkan. Variabel sumberdaya dan komunikasi cukup baikdalam mendukung keberhasilan implementasi kebijakan kemitraan., sementara itu variabel kepatuhan sudah baik dalam mendukung keberhasilan implementasi kebijakan kemitraan antara UKM dengan YDBA. Hal yang kelihatannya klasik bagi kita adalah masalah koordinasi antar instansi terkait. Selama ini, kemitraan berjalan tanpa adanya lembaga koordinasi yang rnenangani masalah kemitraan.Kebijakan pemerintah tentang kemitraan usaha perlu mendapat dukungan dari pemerintah. Pemerintah melalui departemen-departemen terkait dengan masalah kemitraan usaha, seharusnya menetapkan kemitraan usaha sebagai suatu program nasional bukan hanya sekedar proyek pemerintah. Menteri Negara Koperasi dan UKM seharusnya merealisasikan terbentuknya Lembaga Kemitraan Nasional sebagai lembaga yang melakukan koordinasi terhadap pelaksanaan kemitraan usaha.

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Current news that is discussed continuously today is the economic imbalance which is getting wider because there is no opportunity to make effort in doing business as well as the income imbalance which becomes wider.In this matter, the role of government becomes very important especially in creating the conducive enviromnent, atmosphere, condition and nuance to form a harmonious partnership by making the regulation and deregulation, providing means and infrastructures, capital, management, technology, and partnership invention so that they can be made use and utilized to establish and realize the partnership. Many efforts have done by various parties to create partnership, among others through the Law No. 9 Year 1995 concerning the Small-scale Business and Regulation No. 44 Year 1997 which particularly regulates the Partnership.Failure in establishing the business partnership is frequently caused by the weak foundation of partnership and the partnership is merely based on the pity or under the other party?s pressure, not because of the need to make progress and develop together with parties in the partnership. Result of the survey toward Dharma Bakti Astra (Bisnis Indonesia, 2003) shows that partnership program between the big-scale and the small-scale businessman so far is considered insufficient.The government regulation concerning the partnership is issued in 1997 and the evaluation of its implementation in the field hasn?t been carried out yet. Basing on the matters mentioned above, the writer tries to discover whether the Regulation No. 44 Year 1997 concerning the Business Partnership is well implemented by Dharma Bakti Astra Foundation.Method that is utilized in this research is a survey with the population of small-scale and middle-scale business having partnership with Astra Group. This research uses Criteria Range Analysis to see the condition of variables or indicators of the independent or dependent variables to be able to answer the questions of the research.From the questionnaire distributed it is known that implementation of the partnership policy with the case study of the partnership at Dharma Bakti Astra Foundation has well enough done. Partnership carried out in Astra is the partnership with symbiosis mutualism principle. The variable of resource and communication are well enough support the success of partnership policy implementation between Small-scale and Middle-scale Business and Dharma Bakti Astra Foundation.Something that we consider classical is the coordination between the relevant institutions. So far, the partnership runs without any coordination of the institution which handles the partnership matter.Govemrnent policy concerning the business partnership needs to be supported by the government. The government through its departments related to the business partnership matter has to detemtine the business partnership as a national program not merely a government project. The State Minister of Cooperative and Middle-small scale Business has to realize the establishment of a National Partnership Institution as an institution that coordinates with the implementation of the business pannership."

"Today's supercritical audiences demand you speak with impact and deliver your PowerPoints with flair. "Speak like Churchill, Present like Spielberg" shows readers how to seamlessly integrate their words and PowerPoints into a persuasive experience. As Gary White, CEO of Presentation Pro puts it: 'The timing for the book couldn't be better, as Microsoft is launching a major makeover of Office 2007 later this year. The biggest change will be in the way PowerPoint creates graphics and presentations. PowerPoint presenters will be looking for help on how to create and use stunning graphics and visuals.' [Excerpted from a letter from Gary White, attached below in the "Comments" section.] The book is divided into two parts. Part I lays out "The Seven Steps to Presentation Success" (i.e., the "Churchill" part); and, Part II is about how to design and deliver more persuasive PowerPoints."

"ABSTRAKBerbagai program pengembangan usaha kecil telah banyak dilakukan, baik oleh pemerintah maupun pihak non pemerintah. Salah satu cara pemerintah untuk mendorong pengembangan usaha kecil adalah dengan program tanggung jawab sosial perusahaan perusahaan BUMN, yaitu program kemitraan usaha kecil. Studi ini mencoba melihat seberapa efektif program kemitraan yang dilakukan oleh PT Pusri terhadap usaha kecil mitra binaan tahun 2012 melalui metode survei. Temuan penelitian ini menunjukkan bahwa program kemitraan usaha kecil PT Pusri secara umum kurang efektif, namun jika dibandingkan berdasarkan sektor usaha, sektor industri cenderung lebih efektif dibandingkan dua sektor lainnya (dagang dan jasa). Faktor yang menghambat efektivitas program kemitraan PT Pusri antara lain ragam usaha, frekuensi sosialisasi, desain program, dan kurangnya monitoring. Sedangkan faktor yang dapat mendorong efektivitas program kemitraan PT Pusri antara lain pengelolaan anggaran dengan baik, aktifnya perusahaan dalam mencari mitra binaan, implementasi program merata di ketiga sektor, dan perusahaan sebagai mediator penyalur jaringan pelaku usaha.

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ABSTRACTVarious programs of small business development have been carried by both government and non-government. The government offers a small business partnership program as an encouragement for small business under the social corporation program done by state-owned enterprise companies. This study has done to measure the effectiveness of the particular partnership program which done by PT Pupuk Sriwidjaja (PT Pusri) in 2012 through survey method. Research finding showed that small business partnership program by PT Pusri in general was not effective, but if it were compared based on business sector, the industry sector is more effective trading and services sectors. Detained factors which affect the effectiveness of this partnership program are the diversity of business, the frequency of socialization, the program design, and the lacks of monitoring. Whereas factors that encourage the effectiveness of this program are well-manage budget calculation, favourable partnership search, well-spread implementation in three sectors, and company as mediator for the business resources distributor."

"Kemitraan adalah bentuk kerjasama berdasarkan kesepakatan dan rasa saling membutuhkan dalam meningkatkan kapasitas dan kapabilitas usaha tertentu. Undang-Undang Nomor 20 Tahun 2008 mengatur tentang bentuk kemitraan antara UMKM dengan Perusahaan Besar. Pokok bahasan dalam tesis ini adalah kemitraan di bidang peternakan, lebih tepatnya peternakan ayam. Oleh karena itu, tesis ini akan mengkaji implementasi kemitraan di bidang peternakan dalam kaitannya dengan UU No. 20 Tahun 2008, dimana kasus kemitraan PT Sinar Cattle Sejahtera (STS) dan PT Anjawani Mitra Madani (AMM) dianalisis sebagai dua contoh kemitraan dalam industri peternakan ayam. Metode yang digunakan dalam penelitian ini adalah penelitian hukum yuridis-normatif. Hasil penelitian menemukan bahwa pada hakekatnya pengaturan kemitraan di bidang Peternakan telah mengacu dan sesuai dengan UU No. 20 Tahun 2008, sehingga pelaksanaannya juga telah sesuai dengan asas-asas kemitraan. Namun masih terjadi pelanggaran dalam pelaksanaannya dimana Perusahaan Besar masih sering memiliki posisi dominan terhadap mitranya sehingga menyebabkan unsur pengendalian seperti pada kasus PT Sinar Cattle Sejahtera (STS) dan PT Anjawani Mitra Madani ( AMM). Unsur pengendalian dalam kasus PT Sinar Cattle Sejahtera (STS) terlihat dari perjanjian kemitraan dengan mitra. Oleh karena itu, penelitian ini menunjukkan adanya urgensi bagi instansi pemerintah terkait untuk lebih memperketat pengawasan dengan tidak hanya mengawasi kemitraan tetapi juga perjanjian kemitraan

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Partnership is a form of cooperation based on agreement and a sense of mutual need in increasing the capacity and capability of certain businesses. Law No. 20 of 2008 regulates the form of partnership between MSMEs and Large Companies. The subject matter in this thesis is the partnership in the animal husbandry sector, more precisely, chicken farming. Therefore, this thesis will examine the implementation of partnership in the animal husbandry sector in regard to the Law No. 20 of 2008, whereas the partnership case of PT Sinar Cattle Sejahtera (STS) and PT Anjawani Mitra Madani (AMM) were analyzed as two partnership instances in the chicken farming industry. The method used in this study is juridical-normative legal research. The research results found that in essence the regulation of partnership in the Animal Husbandry Sector has referred and in accordance with Law No. 20 of 2008, consequently the implementation has also been in accordance with the principles of partnership. However, violations have still occurred in its implementation whereas Large Companies are still often to have a dominant position over their partners, causing the element of controlling to be present such in the cases of PT Sinar Cattle Sejahtera (STS) and PT Anjawani Mitra Madani (AMM). The element of controlling in the case of PT Sinar Cattle Sejahtera (STS) can be seen from the partnership agreement with partners. Therefore, this research shows that there is an urgency for the related government agencies to further tighten the supervision by supervising not only the partnership but also the partnership agreement."