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""This book brings together an existing array of research on Theory U, including specific aspects of the theory, through diverse interpretations and contexts while exploring key theoretical concepts and outlining current approaches and blind spots"--"

"Perubahan besar-besaran yang terjadi akhir-akhir ini akibat dari globalisasi dan teknologi telah memaksa organisasi untuk meiakukan transformasi yang signiiikan agar dapat bertahan. Untuk dapat bertransformasi, suatu organisasi haruslah memiliki kemampuan untuk dapat menjadi learning organization/organisasi pembelajar).Di tengah gemumh perubahan dan ketatnya persaingan di pasar, proses merger dan akuisisi semakin lama merupakan suatu hal yang biasa. Kedua hai tersebut dilakukan bila organisasi merasa tidak sanggup lagi harus bertahan sehingga harus menghimpun "kekuatan". Proses itu juga biasa dilakukan apabila suatu organisasi besar ingin masuk pada satu segmen pasar tertentu yang akan lebih baik dilakukan apabila organisasi tersebut mengakuisisi suatu perusahaan yang biasanya Iebih kecil.Menuju suatu leaming organization itu sendiri menuntut suatu kerja keras dari semua unsur yang ada di dalam organisasi. Bagi perusahaan yang mengalami merger seperti PermataBank tentunya kompleksitasnya akan semakin bertambah, benturan budaya yang ada antar anggota organisasi, kemampuan pemimpin daiam menjembatani perbedaan-perbedaan disamping menyusun strategi bisnis yang handal, usaha penyamaan persepsi dan tujuan dan anggota organisasi, kerja keras untuk melahirkan dan mensosiaiisasikan budaya organisasi yang baru tentunya sudah menghabiskan energi tersendiri.Penelitian ini mencoba untuk menganalisis proses penerapan Iearning organization di PermataBank, sejauhmana PermataBank sudah menerapkan learning organization serta mencoba untuk mengidentifikasi faktor-faktor yang mendukung terciptanya di PermataBank. Metode penelitian ini bersifat deskriptif dengan sampel sejumlah 234 responden yang diambil secara acak. Untuk menganalisis penerapan learning organization penulis menggunakan model yang dikembangkan oleh Marquardt yang mengemukakan 5 sub sistem dalam profil teaming organization, yaitu : Dinamika Pembelajaran, Transformasi Organisasi, Pemberdayaan Sumber Daya Manusia, Manajemen Pengetahuan dan Aplikasi Teknologi. Untuk menganalisis faktor-faktor yang mempengaruhi penerapan Iearning organization di PermataBank, penulis menggunakan model yang digunakan oleh Pedler et.al tentang 11 karakterisitk Iearning organization dan melakukan sedikit modifikasi dengan menambahkan faktor kepemimpinan.Hasil dari penelitian ini menunjukkan bahwa Secara keseluruhan PermataBank tergolong baik dalam penerapan Iearning organization. Hal ini ditunjukkan dan skor masing-masing sub system yang masuk dalam kategori baik sesuai dengan pengelompokan yang dilakukan oleh Marquardt. Skor dari Dinamika Pembelajaran yang ditemukan dalam penelitian ini adalah 25.38, Transformasi Organisasi 27.55, Pemberdayaan Sumber Daya Manusia 26.08, Manajemen Pengetahuan 26.15 dan Aplikasi Teknologi 26.21. Secara total skor Learning Organization di PermataBank adalah 131.863. Dibandingkan dengan hasil penelitian terdahulu, penerapan teaming organization di PermataBank tergolong di atas rata-rata.Kesimpulan yang dapat ditarik dari penelitian ini adalah bahwa PermataBank sudah cukup berhasil dalam menerapkan Iearning organization. Menjadi suatu organisasi hasil merger ternyata tidak menghalangi PermataBank untuk dapat menjadi suatu Iearning organization. Ada 5 faktor yang mempengaruhi penerapan Iearning organization di PermataBank yaitu development, reward, it use, exchage dan ic learn. Dengan demikian PermataBank dapat menkonsentrasikan diri kepada ke 5 faktor ini untuk memperkuat penerapan iearning organization.

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The major change which occurs as the impact of the globalization and technology advancement has force organization to do significant transformation to be able to survive. The capability to become a learning organization is critical to help organization transform itself to a better form. Mergers and acquisitions in the later has become an option so the organization can cope with the environment changing and tight competition among organizations. Those options are taken at a time when an organization has loosing its power to survive. The process has also been taken whenever a big organization wants to play into a certain segment which it has no experience before and think it would be better to be done by a smaller organization.

To become a learning organization needs a lot of efforts from all parts of the organization. For an organization that has gone through a merger process like PermataBank, the complexity will be greater since there are cultural conflict among member of the organization, stronger demand to have a good leader that can bridge all the differences whilst having a proper strategy to win the business.

This research tried to explore and analyze the process of learning organization implementation in PermataBank. To what extend that PermataBank has implemented learning organization, tried to identify and understand factors which influence the establishment of learning organization in PermataBank.

The research is a descriptive model with 234 samples of population which was taken randomly. To analyze the implementation of learning organization a model from Marquardt has been used which is exploring the 5 sub system of learning organization profile which are : Learning Dynamic, Organization Transformation, People , Knowledge, and Technology Appiication. To analyze factors influencing the implementation of learning organization, this research use the approach from Pedler et al with some modification by adding leadership to the 11 factors. The result shows that in general the implementation of learning organization in PermataBank is consider good. Each sub system also shows that PermataBank has done a good job in implementing those from its employees point of view. Learning Dynamic sub system has shown a score of 25.38 which according to Marquardt is consider good implementation. Organization Transformation sub system score was 27.55, People sub system was 26.08, Knowledge sub system was 26.15 and Technology Application was 26.21. Comparing to other researches the implementation of learning organization in PermataBank is considered above average with the score of Total Learning Organization is 130.863.

Conclusion of this research are PermataBank is quite successful in implementing learning organization. Being an organization from a merger process did not held back PermataBank to become a learning organization. Other conclusion are 5 factors has been identified as critical factors that influence learning organization in PermataBank. By concentrating to those 5 factors will help PermataBank strengthen its learning organization."

"ABSTRAKPenelitian ini bertujuan untuk melihat pengaruh dari Servant Leadership terhadap Organizational Performance yang dimediasi oleh Organizational Learning pada Indonesia Asian Games 2018 Organizing Committee sebagai penyelenggara Asian Games2018 di Indonesia. Pengumpulan data dilakukan dengan metode survei dengan menyebarkan kuesioner kepada 150 responden yang merupakan karyawan yang bergabung dalam Indonesia Asian Games 2018 Organizing Committee atau INASGOC. Model penelitian menggunakan 4 hipotesis dan diuji dengan analis data menggunakan metodi uji regresi sederhana dan uji regresi berganda. Hasil penelitian menyatakan bahwa terdapat pengaruh positif dari gaya kepemimpinan ServantLeadership terhadap Organizational Performance dari INASGOC dengan peran full mediation dari Organizational Learning. Hal ini menunjukan bahwa Organizational Learning memiliki peran yang signifikan untuk keberhasilan penyelenggaraan even Asian Games 2018.

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ABSTRACTThis study aims to examine the influence of servant leadership on organizational performance with organizational learning as mediator in Indonesia Asian Games 2018 Organizing Committee as the organizer Asian Games 2018 in Indonesia. Data were collected by using survey method with questionnaire distributed to 150 respondens employees who joined Indonesia Asian Games 2018 Organizing Committee or INASGOC. The model has 4 hypotheses and had tested using simple regression and multiple regression. The result shows that Servant Leadership has a positive impact on Organizational Performance wich is fully mediated by Organizational Learning. This study proves that Organizational Learning has a significant role to succefully held Asian Games 2018 event. "

"For civil aviation to progress it has never been just about technology and business practices. To go from the rudiments of the early services that plied across short distances in Europe and America to what we experience today required most of all that politicians and policy-makers address the central problems of national sovereignty over air space and national ownership and control over airlines. Those problems have plagued the development of seamless and efficient air services for consumers in the international sphere. One would have thought that international airlines might have led the way towards a uniform globalized system given the nature of their enterprise, but that has definitely not been the case. Sovereignty and security issues have more often than not trumped commercial arguments for a more level playing field for international airlines. There has thus been an on-going tussle between sovereignty, state security and mercantilist practices on the one hand and the ambition for civil aviation to flourish on the other. As one early commentator put it:’ one is convinced that the sovereign state cannot be left without authority over what happens just above its territory, (but) … one shrinks from the idea that aerial navigation could be the object of narrow-minded restrictions.’ How those narrow-minded restrictions were gradually eroded, though still not eliminated, to enable civil aviation to flourish is at the heart of this work.This book will be of direct interest to students of aviation, modern history, international relations and transport. It is also of value to airline industry professionals and government transport departments."

"Penelitian ini membahas mengenai rancangan pelatihan change leadership pada Team Leader untuk meningkatkan komitmen afektif perubahan pada Recruitment Consultant di PT X Indonesia. Penelitian ini menggunakan tipe penelitian terapan dengan jumlah partisipan penelitian sebanyak 38 Recruitment Consultant di PT X Indonesia. Alat ukur yang digunakan dalam penelitian ini adalah adaptasi alat ukur change leadership Liu, 2010 dengan nilai koefisien alpha - sebesar 0.95 dan alat ukur affective commitment to change Herscovitch Meyer, 2002 dengan nilai koefisien alpha - sebesar 0.90. Peneliti menggunakan uji korelasi Pearson untuk mengetahui hubungan antara kedua variabel tersebut. Hasil menunjukkan bahwa terdapat hubungan positif yang signifikan antara change leadership dengan komitmen afektif perubahan r = 0.53, p.

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The study was conducted to see the correlation between change leadership and affective commitment to change. This study used applied research studies with 38 Recruitment Consultants as participants. The study used change leadership measurement Liu, 2010 with coefficient alpha score 0.95 and affective commitment to change measurement Herscovitch Meyer, 2002 with coefficient alpha score 0.90. The Pearson correlation technique was used to determine the relationship between two variables. The results showed a significant and positive relationship between change leadership and affective commitment to change r 0.53, p 0.05, significant . It showed that with increasing change leadership behavior of Team Leader, affective commitment to change in Recruitment Consultant will increase. An intervention program of change leadership training to Team Leader to increase affective commitment to change of Recruitment Consultant is designed following the research result."

"70% of all change initiatives fail. But the odds turn in your company's favor once you understand that change is a multi-stage process--not an event--and that persuasion is key to establishing a sense of urgency, winning support, and silencing naysayers. We've combed through hundreds of Harvard Business Review articles on change management and selected the most important ones to help you lead your organization through transformation. -- Provided by publisher."

""Drawing on the experiences of Starbucks, Jamba Juice, and PacifiCare, among other recent success stories, Flamholtz and Randle show entrepreneurs how to make the successful transition from humble start-up to professionally managed firm without sacrificing the unique spirit that inspired the company in the first place." "The authors provide readers with a frame-work they can use to evaluate their firm's growth objectively, anticipate problems, pinpoint solutions, and plan strategies that will move their company toward desired goals. They outline the seven predictable stages of organizational growth and identify what must be accomplished in each stage to ensure the company's continued healthy development." "Growing Pains provides the entrepreneur with many proven principles of professional management, offering guidance in such key areas as strategic planning, organizational structure, management development, organizational control, leadership, and corporate culture management. Thoroughly updated to address the realities of today's business environment, Growing Rains will help company founders deal with the personal and professional challenges they must confront as they transform their companies into professionally managed firms.""