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Abstrak :
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.

Abstrak :
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.

Abstrak :

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.

Abstrak :
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.

Abstrak :
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.

Abstrak :
ABSTRAK
Perkembangan teknologi saat ini tidak hanya berisi informasi positif, informasi yang negatif pun mudah diperoleh melalui media internet. Untuk mengatasi dampak negatif yaitu gambar pornografi, salah satunya adalah pemfilteran gambar porno. Disini penulis mencoba menerapkan pengenalan pola untuk mengklasifikasi apakah gambar itu termasuk porno atau non porno. Proses klasifikasi konten gambar porno dilakukan melalui tiga tahapan utama. Pada tahap awal dilakukan pra-proses untuk memodifikasi resolusi data kualitas citra dilanjutkan dengan ekstraksi fitur menggunakan dekomposisi wavelet haar bertingkat tiga dan empat agar ukuran citra tidak terlalu besar. Setelah itu dilakukan proses reduksi dimensi menggunakan Principal Component Analysis (PCA). PCA menentukan komponen penting dari citra dengan melihat dari varians yang direpresentasikan oleh nilai eigen, sehingga jumlah komponen yang akan dimasukkan ke proses pembelajaran tidak terlalu banyak, untuk menghindari curse of dimentionality. Baru setelah itu dilakukan proses klasifikasi. Pada penelitian ini telah dilakukan perbandingan algoritma SVM dengan BP untuk klasifikasi konten gambar porno. Untuk proses ekstraksi ciri digunakan metode wavelet pada masing-masing kedua metode tersebut. Pada penelitian ini digunakan 60 data uji, masing-masing 30 citra untuk kelas porno dan non porno. Tingkat akurasi yang diperoleh dengan menggunakan metode SVM lebih tinggi dibandingkan BP, yaitu 88,33% dan 86,67%.

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ABSTRACT
Nowadays the development of technology is not only containing positive information, but also negative information that has easy accesses through the Internet. To overcome the negative impact of images of pornography, one of which is the filtering of pornographic images. By this writing, the author tries to apply recognition patterns to classify whether an image is pornography or not. Pornographyc image content classification process is going through four main step. First is pre-processing to modify resolution the image quality then is feature extraction using level 3 and 4 haar wavelet decomposition, so that the image is not too big. Second is dimentionality reduction using Principal Component Analysis (PCA). PCA determine the principal component of the image from variances, which represented by eigen value. So the component that will be used in learning step is much fewer, to avoid the curse of dimentionality. And the last step is classification process. This study was performed to compare SVM method with BP method for classification of image is pornography or not. For feature extraction uses wavelet method, and each of the two methods. This study made use of 60 test data, each of 30 images for porn and non-porn class. The accuracy obtained by SVM higher than BP, with 88,33% and 86,77%.