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Abstrak :
This causal study was aimed to answer the question of whether job performance affected by organization culture, and leadership style. The research data was gathered from PT. PELNI (Persero) and analyzed by using path analysis model after putting all variables into a correlation matrix...

Abstrak :
This study is conducted for analyzing the correlation of organization culture and leadership on the employee's performance in the State Corporation (Perjan) "Harapan Kita" Child and Maternity Hospital (RSAB). Jakarta. This study also tests the significance and determination of organization cultural correlation on employee's performance, leadership on employee's performance, and the correlation of organization culture and leadership on employee's performance. The population in this study are employees in the Perjan "Harapan Kita" RSAB Jakarta from the management position to staff position as many as 1214 employee's, with the sample respondents of 275 persons (with reference of Krejcie table) divided into two elements, i.e. 40 respondents of managerial position and 235 respondents of staff, respectively are taken by simple random sampling method. Data collection method used questionnaire composed of 4 parts. Part one contains inquiries related to respondents' identity of 8 points, part two contains inquiries related to organization culture of 26 points, part three is of inquiries related to leadership of 30 points, and part four is of inquiries related to employee's performance that are divided into two: 8 points for managerial and 5 points for staff. A validity and reliability test was once conducted on 25 respondents and all have been stated valid and no single indicator is stated void. The data processing and analysis used SPSS (Statistical Package For Social Science) program version 10.0 for testing the organization cultural correlation with employee's performance, the leadership correlation with employee's performance, while the correlation of organization culture and leadership on employee's performance uses Pearson correlation test technique (cross tabs). The result of the test on organization culture and employee's performance indicates a very low correlation, positive with value (r) = 0.120, (p) = 0.047 and determination coefficient = 0.014. The test on correlation of leadership and employee's performance indicates no significant correlation with value (r) = 0.035, (p) = 0.568 and determination coefficient = 0.001, while the test on correlation of organization culture and leadership on employee's performance indicates no significant correlation with (r) = 0.125, (p) = 0.118 and determination coefficient = 0.16. Thus, the hypothesis of study, stating that there is a correlation between organization culture and leadership on employee's performance in the Perjan "Harapan Kita" RSAB, Jakarta is not proven. In this opportunity, the writer would like to suggest as follows: To be able to survive in the global era, the Management of Perjan "Harapan Kita" RSAB should be willing and able to take the company to a global condition, i.e. a condition prioritizing customers' satisfaction as the service objective by visioner leadership in all lines. Miscommunication and misperception could be controlled by structured or formal and informal communication. Besides, Perjan "Harapan Kita" RSAB has began to design communication by utilizing information technology, thus the information passed and provided are according to the communication objective. A structured planning should be made for understanding the information technology to avoid technology stammer. Perjan "Harapan Kita" RSAB should immediately attempt to have an evaluation of performance based on the objective or target, so as to be able to avoid subjectivity in evaluation and the most important aspect of all is to developing culture by achievement or results.

Abstrak :
ABSTRAK
Penelitian ini bertujuan untuk menganalisis pengaruh kepemimpinan, budaya organisasi, motivasi, kompetensi dan reorganisasi terhadap kinerja auditor Direktorat Jenderal Bea dan Cukai (DJBC). Penelitian ini merupakan penelitian kuantitatif dengan menggunakan structural equation modelling dengan aplikasi IBM SPSS AMOS versi 18. Hasil dari penelitian ini menunjukkan bahwa kepemimpinan dan motivasi berpengaruh negatif terhadap kinerja auditor DJBC. Sedangkan budaya organisasi, kompetensi dan reorganisasi berpengaruh positif terhadap kinerja auditor. Hal ini tentunya mendorong kesadaran semua pihak di instansi DJBC khususnya pada Direktorat Audit untuk menerapkan kepemimpinan yang lebih mendorong partisipasi pegawai dalam menentukan kebijakan. Selain itu juga diperlukan paradigma dalam melakukan motivasi kerja kepada auditor dari melakukan tekanan untuk mencapai target kepada usaha untuk membangun motivasi dari kesadaran akan tanggung jawab pekerjaan auditor itu sendiri. Penelitian ini juga membuktikan bahwa penerapan jabatan fungsional dan sentralisasi sudah tepat diterapkan kepada auditor DJBC.

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ABSTRACT
The objective of this study is to analyze the effect of leadership, organization culture, motivation, competency and reorganization on perforformance of auditor of Directorate of General of Customs and Excise (DGCE). It is a quantitative study using structural equation modelling with IBM SPSS AMOS version 18. Results of this study indicate that leadership and motivation have negative effect on performance of DGCE?s auditor. On the other hand organization culture, competency and reorganization have positif effect on performance of DGCE?s auditor. It is certainly encouraging awareness of all parties in DGCE especially Directorate of Audit to implement the leadership that encourage auditor?s participation in determining policy. It also requires necessary efforts from the management of Directorate Audit to avoid pressure in order to motivate the auditor. It also proves that centralization and functional program policies have been appropriately applied to the DGCE?s auditor.

Abstrak :
Industri keramik terus mengalami peningkatan permintaan meskipun pada periode 1997-2002 merupakan masa krisis ekonomi di Indonesia, melihat peluang majunya industri keramik di Indonesia, maka banyak perusahaan keramik berlomba-lomba untuk meningkatkan produktivitasnya, salah satunya adalah Group Kemenangan Jaya dimana termasuk lima besar perusahaan keramik di Indonesia. Untuk meningkatkan produktivitas, Group Kemenangan Jaya menilai perlu segera melakukan ekspansi perusahaan dan go public. Salah satu langkah yang diambil perusahaan untuk mencapai tujuannya adalah melakukan restrukturisasi organisasi. Dalam penulisan karya akhir ini, penulis tertarik untuk melakukan penelitian atas restrukturisasi organisasi yang dilakukan KJ untuk periode 2003-2005, dengan memberikan gambaran bagaimana konsepsi awal dari restrukturisasi serta rencana implementasi proses restrukturisasi ini yang diinginkan oleh eksekutif perusahaan sebagai konsepsi ideal mengenai pengorganisasian group KJ, mendeskripsikan bagaimana proses restrukturisasi dijalankan serta bagaimana kendala-kendala internal diatasi oleh perusahaan, dan menganalisis persepsi manajer menengah keatas mengenai proses restrukturisasi yang telah dilakukan dan bagaimana evaluasi mereka mengenai desain organisasi yang diterapkan, serta melakukan evaluasi variabel penelitian yang terkait dan cars untuk memperbaikinya. Tahap awal restrukturisasi organisasi tahun 2003, KJ diantaranya melakukan recruitment tenaga kerja dan pembenahan SDM. Tidak mudah melakukan hal tersebut, sehingga dalam tahun 2004 sering terjadi konflik antar direktorat. Pada tahun 2005 terjadi mutasi dan reposisi personil, yang diawali oleh complain dari agen atas produk yang dihasilkan oleh KJ yaitu masalah crashing (pecah rambut) sehingga tingkat penjualan menurun padahal tingkat produktivitas mulai meningkat. Tujuan KJ untuk go public sampai scat ini belum tercapai, tetapi hal ini tidak dapat dikatakan restrukturisasi organisasi KJ gagal, karena kendala utama adalah faktor eksternal yaitu gangguan supply gas yang merupakan salah satu sumber energi utama dalam proses pembuatan keramik. Berdasarkan hasil wawancara maupun perhitungan secara statistik tabel kuesioner yang dibagikan kepada para responden, disimpulkan bahwa restrukturisasi organisasi yang telah berjalan menumbuhkan motivasi kerja yang baik, tetapi terdapat conflict interest antar direktorat karena kurangnya komunikasi dan koordinasi pada level top management. Untuk itu perlu ditingkatkan variabel yang terkait yaitu kepercayaan pads organisasi, keamanan karier, serta yang paling panting adalah meningkatkan bimbingan atasan, hal ini ditujukan untuk para direktur KJ.

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Industry of ceramic was increase in 1997-2002, although that period is crisis economic in Indonesia. Many company try to increase their productivity for fulfill demand, one of them is Kemenangan Jaya Group which is the big five ceramic company in Indonesia. In order to increase the productivity, Kemenangan Jaya Group does some expansion and organizational restructuring. In this thesis, I am interested in researching organizational restructuring of Kemenangan Jaya Group in 2003-2005 and to describe the concept of the organizational restructuring, the implementation of restructuring, and company's problem from internal and external. In 2003, Kemenangan Jaya Group recruits some personnel and reevaluates human resources. In 2004, conflict interest between directorates is increase. In 2005, company does some mutation and reposition. The big problem is deficiency of gas supply which is the most important material to product ceramic. Productivity decrease and can not full fill demand. The result of the organizational restructuring is increase motivation of work, but increase conflict interest in directorate, this problem because of less of communication in top manager, so we need to increase the communicating in directorates and using Metering & Regulating Station (MRS) to overcome the deficiency of gas supply.