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Abstrak :
PT Garuda Indonesia adalah Badan Usaha Milik Negara (BUMN) yang bergerak di bidang jasa penerbangan komersial. Permasalahan internal terutama masalah manajemen dan keuangan serta persaingan global di bidang jasa penerbangan komersial internasional telah membuat keterpurukan BUMN tersebut menuju kearah kebangkrutan. Pergantian manajemen pada tahun 1998 merupakan awal kebangkitan PT Garuda Indonesia dari keterpurukan dengan mulai melakukan restrukturisasi perusahaan, termasuk di dalamnya melakukan restrukturisasi di bidang organisasi. Penelitian ini bertujuan menganalisis kinerja organisasi PT Garuda Indonesia para era restrukturisasi tahun 1998-2000, dengan menggunakan pendekatan pengukuran kinerja Balanced Scorecard, (Kaplan, Norton, 1996), yakni pengukuran kinerja yang komprehensif yang mengukur kinerja organisasi dari 4 perspektif, yaitu Perspektif Pertumbuhan dan Pembelajaran, Perspektif Proses Bisnis Internal, Perspektif Pelanggan, dan Perspektif Keuangan dengan menggunakan indikator-indikator yang mengacu pada masing-masing perspektif, dan disesuaikan dengan kondisi lapangan. Penelitian ini merupakan penelitian deskriptif, yaitu penelitian yang dilakukan terhadap variabel mandiri, tanpa membuat perbandingan atau menghubungkan dengan variabel yang lain. Lokasi penelitian di Jakarta dengan sampel 80 (orang pegawai PT Garuda Indonesia dan 100 pelanggan PT Garuda Indonesia yang pernah 3 kali atau Iebih menggunakan pesawat PT Garuda Indonesia. Dari hasil pengukuran ke-4 perspektif balanced scorecard, kinerja organisasi PT Garuda Indonesia pada era restrukturisasi 1998-2000, secara kumulatif memperoleh total skor 64. Berdasarkan perhitungan klas interval untuk pengukuran kinerja organisasi secara kumulatif yaitu batas bawah 18 (sangat tidak baik ) dan batas atas adalah 90 (baik sekali), maka angka 64 tersebut terletak pada klas antara 55,0 dan 67,0 - termasuk dalam katagori baik (sehat). Dari ke-4 perspektif dalam balanced scorecard yang paling menonjol (dalam arti memberikan nilai positif tertinggi dalam peningkatan kinerja organisasi) ialah kinerja pertumbuhan dan pembelajaran yang erat kaitannya dengan dampak restrukturisasi organisasi yang dilakukan oleh PT Garuda Indonesia. Sedangkan kinerja yang paling jeman adalah kinerja keuangan, yang disebabkan antara lain oleh beban hutang-hutang PT Garuda Indonesia di masa lalu.

Abstrak :
Transformasi organisasi dilakukan oleh Perumka dalam rangka restrukturisasi dan peralihan status sebagai BUMN Persero dengan nama P.T. Kereta Api (Persero) pada tahun 1998. Perubahan organisasional ini antara lain dilakukan dengan maksud untuk mengantisipasi kebutuhan angkatan kereta api yang diperkirakankan melonjak tajam dalam 25 tahun ke depan, karena moda angkutan darat lain mencapai titik jenuh, khususnya untuk pulau Jawa. Penelitian ini merupakan penelitian tentang diagnosis kultur organisasi dalam kaitannya dengan transformasi organisasi yang berjalan di P.T. Kereta Api (Persero), dengan mengambil pendekatan kuantitatif yang disarankan oleh Cameron dan Quinn (1999). Diagnosis kultur adalah termasuk langkah pertama dalam melakukan perubahan kultur organisasi, sebelum memasuki tahap interpretasi dan implementasi. Tujuan diagnosis kultur adalah untuk mengidentifikasi nilai-nilai yang berharga bagi perusahaan, sesuai dengan tujuan dan strategi organisasi sebagaimana yang dimaksud dalam visi dan misi perusahaan. Penelitian ini mengambil lokasi penelitian pada Kantor Pusat P.T. Kereta Api (Persero). Penelitian dilakukan dengan menggabungkan dua instrumen penelitian, yang disebut Organizational Culture Assessment Instrumen (OCAI) dan Management Skill Assessment Instrumen (MSAI). Instrumen OCAI terutama dimaksudkan untuk mengukur dan mendapatkan profil kultur organisasi secara umum, kekuatan kultur yang dominan, kesesuaian tipe kultur dengan kelompok industri, dan kultur yang diharapkan (preferred) di masa mendatang. Instrumen MSAI digunakan untuk mengidentifikasi kemampuan manajerial sesuai dengan pembagian tipe kultur organisasi; sehingga dapat dibandingkan dengan tipe kultur organisasi dan menemukan kesenjangan yang terjadi antara kemampuan-kemampuan manajerial yang menonjol dengan tipe kultur organisasi. Hasil peneliban menunjukkan bahwa Kultur organisasi KP ini saat relatif seimbang pada setiap tipe, dimana tipe kultur yang memiliki skor tertinggi adalah Hirarki (33,50) dan Klan (28,50), Tipe kultur yang demikian merupakan kultur yang ditemukan pada organisasi-organisasi yang berbentuk badan pemerintahan (public administration). Analisis terhadap kultur organisasi yang diharapkan (proffered) menunjukkan bahwa kultur yang diharapkan adalah kultur yang seimbang pada keempat kuadran. Perbandingan antara kultur saat ini dengan kultur yang diharapkan (preffered) menunjukkan bahwa tipe kultur yang perlu ditingkatkan adalah kultur adhokrasi (4.77) dan kultur hirarki berkurang (-6.58). Dari analisis terhadap enam dimensi kultur organisasi di atas diketahui bahwa dimensi karakteristik umum organisasi diharapkan agar mengarah kepada kultur adhokrasi (1.43), dengan mengurangi kultur hirarki (-1.42). Pada dimensi perekat organisasi, diharapkan bahwa kultur adhokrasi juga mengalami peningkatan (1.40), bersamaan dengan dikuranginya kultur hirarki (2.4). Pada dimensi titik berat strategis responden mengharapkan agar kultur market (1.36) dan kultur adhokrasi (1.21) ditingkatkan, sementara kultur hirarki dikurangi (-3.01). Berdasarkan analisa terhadap skor MSAI yang diisi oleh Kasi (self-rating) dengan skor yang diisi oleh rekan (alasan/bawahan) dlketahui bahwa kesenjangan atau selisih skor yang lebih besar dari 1.00 terjadi pada variabel market 3 (1.26) dan klan l (1.04). Kesenjangan yang memiliki nilai mendekati nilai batas 1.00 terdapat pada variabel klan3 (0.98) dan hirarki3 (0.94). Kapabilitas manajerial yang dianggap signifikan untuk dilakukan perbaikan pada organisasi KP adalah kemampuan mengelola tim (klan 1) dan kemampuan mengelola pelayanan konsumen (market3). Di samping itu, diperlukan pula perhatian khusus pada kemampuan mengelola pengembangan-diri karyawan (kian3) dan kemampuan mengelola koordinasi (hirarld3}. Analisis terhadap item-item pertanyaan, menemukan bahwa variabel Market3 merupakan item pertanyaan yang paling banyak mengalami kesejangan nilai; yaitu terjadi pada 5 (lima) item, masing-masing item 33, 54, 41, 32, dan 55. Selain itu, tiga item dari variabel Market3 menempati uraian lima besar, dengan selisih skor rata-rata 1.67 (item 33); 1.30 (item 54); dan 1.20 (item 41). Variabel Market3 adalah variabel yang menyatakan kemampuan manajerial dalam mengelola pelayanan konsumen (customer service). Dengan menonjolnya variabel Market3 dalam pengukuran, maka kemampuan manajerial organisasi KP dalam mengelola pelayanan konsumen merupakan kemampuan yang paling krusial untuk mendapat peningkatan. Variabel berikutnya yang terlihat perlu mendapat peningkatan adalah variabel Klan 1 dan Klan3. Analisis terhadap rating yang diberikan oleh responden menunjukkan bahwa kesenjangan nilai yang lebih besar atau lama dengan 1.00 terjadi pada variabel Adhokrasi2 (1.07), Adhokrasi3 (1.00) dan Hirarki1 (1.00). Sedangkan nilai yang menunjukkan kesenjangan hampir mendekati ambang batas 1.00 adalah variabel Klan3 (0.90) dan Hirarki3 (0.90). Untuk mendukung pengembangan organisasi, dapat dilakukan upaya-upaya khusus meningkatkan kapabilitas manajerial dan menutup kesenjangan kemampuan manajerial pada item-item khusus yang diidentifikasi pada instrumen MSA1, maupun dalam konsteks umum sebagaimana diidentifikasi pada instrumen OCAI. Untuk mendukung proses transformasi organisasi P.T. Kereta Api (Persero) menjadi perusahaan publik yang efisien dan inovatif dapat dilakukan upaya mengembangkan suatu manajemen kultur secara sengaja dan terencana (conscious- management of culture) intuk membentuk kultur organisasi yang sesuai dengan orientasi, tujuan dan strategi organisasi dalam rangka mewujudkan visi dan misinya di bidang transportasi. Kelemahan penelitian ini adalah keterbatasan ruang lingkup dikarenakan hanya mengambil cakupan pada organisasi Kantor Pusat, yang meskipun memiliki peran dan fungsi sangat penting, namun belum menggambarkan kultur organisasi P.T Kereta Api secara keseluruhan karena cakupan organisasi yang sesungguhnya meliputi geografis Jawa (9 Daerah Operasi) dan Sumatera (3 divisi regional).

Abstrak :
Salah satu masalah besar yang dihadapi oleh banyak organisasi baik publik maupun bisnis saat ini adalah kemampuan beradaptasi ditengah perubahan lingkungan yang semakin kompleks dan magnitude-nya tidak dapat diprediksi. Pandangan modern melihat adaptasi terhadap perubahan lingkungan dapat dilakukan melalui elaborasi struktur organisasi dengan ketidakpastian lingkungan. Dalam pandangan modern struktur menjadi bagian penting dalam analisis organisasi karena struktur merupakan bagian dari organisasi yang secara langsung bersentuhan dengan lingkungan. Disamping itu, struktur juga dapat menggambarkan aliran kerja dan informasi organisasi dalam mencapai sasaran-sasaran yang telah ditetapkan. Dalam penelitian Huselid (1995) menemukan bahwa struktur organisasi secara positif mempengaruhi kinerja organisasi, dengan kata lain, pencapaian kinerja organisasi sangat ditentukan oleh fleksibilitas struktur organisasi dalam menyesuaikan diri dengan lingkungan yang ada. Atas dasar pemikiran diatas, penulis mencoba mempelajari masalah struktur organisasi dalam tesis yang berjudul: Analisis Struktur Organisasi PT. Kereta Api Indonesia (Persero). Pemilihan PT. Kereta api Indonesia (PT.KAI) sebagai obyek penelitian semata-mata didasari atas peran strategis PT. KAI sebagai pemegang hak monopoli penyelenggaraan moda transportasi kereta api di Indonesia. Mengingat peran strategis PT. KAI dalam penyelenggaraan moda kereta api dan tanggungjawab pemberian pelayanan yang baik bagi masyarakat, menjadikan PT.KAI cukup tepat untuk dijadikan obyek penelitian. Disamping itu, saat ini PT. KAI juga sedang gencar-gencarnya melakukan restrukturisasi organisasi dalam rangka menciptakan struktur organisasi yang fleksibel, efektif dan efisien dalam mencapai tujuan organisasi. Didasarkan atas pemikiran diatas, penulis mencoba mengangkat masalah struktur organisasi khususnya masalah hubungan antara variabel-variabel struktur organisasi dalam menciptakan efektivitas organisasi. Variabel-variabel struktur organisasi dalam penelitian ini hanya dibatasi pada variabel formalisasi, sentralisasi, kompleksitas dan koordinasi. Tujuan dilakukannya penelitian adalah untuk mengetahui pengaruh dan kekuatan hubungan antara variabel-variabel struktur organisasi PT. KAI terhadap efektivitas organisasi. Dengan menggunakan alat analisis Multiple Regression untuk melihat pengaruh dan kekuatan hubungan serta kearah mana hubungan antara variabel-variabel struktur dengan efektivitas organisasi, dalam penelitian ini kemudian ditemukan bahwa secara keseluruhan, keempat dimensi struktur perpengaruh secara positif terhadap efektivitas organisasi. Namun demikian, pengaruh keempat variabel tersebut terhadap efektivitas tidak mutlak, artinya tidak semua dimensi yang digunakan dalam pengukuran variabel struktur berpengaruh secara nyata terhadap efektivitas organisasi. Dari hasil analisis multiple regression ditemukan pada variabel formalisasi hanya ada dua dimensi yang memiliki pengaruh positif terhadap efektivitas organisasi yaitu dimensi job description dan prosedur. Untuk variabel sentralisasi adalah dimensi pelimpahan wewenang, dan variabel kompleksitas adalah dimensi departementalisasi, sedang variabel koordinasi juga secara positif memiliki hubungan terhadap efektivitas organisasi. Sedangkan dimensi-dimensi lain dari variabel struktur organisasi PT. KAI yang justru berpengaruh negatif (invers) terhadap efektivitas organisasi adalah peraturan dan dokumen tertulis untuk variabel formalisasi dan dimensi spesialisasi untuk variabel kompleksitas. Sedangkan untuk dimensi-dimensi yang lain memiliki pengaruh yang kurang kuat terhadap efektivitas organisasi.

Abstrak :
State Owned Enterprises (SOE's) in Indonesia, had a significant role in national economics, but its performance did not show satisfying results. So, in 1988, government made reformation efforts in SOE through issued Presidential Instruction No. 5/1988 on State Owned Enterprises Soundness and Management improvement. But until 1998, all SOE that have been reformed still did not perform an improvement. It indicated from the ratio of Return on Asset were only under 4 %. With economical crisis in 1997, government convincing to continue the improvement effort of SOE to become an efficient and effective corporation. PT Indosat Tbk, as the one of SOE indicated as anomaly in majority of SOE, because of it showed an increasing performance, after government effort to reform that corporation through privatization program in 1994. While several years the financial performance growth rapidly, and PT Indosat Tbk was admitted as The Managed Company from Far Eastern Economic Review. The performance as the result of activities of organization earned profit. However the performance information from financial reports could net be references for defining sustainable performance. According to Kaplan and Norton theory, in performance measurement Balance Scorecard (BSC), BSC model was relationship model that characterized in systemic and dynamics from financial and non financial aspects. Financial aspects represented from profitability and revenue, whereas non financial aspects were customers, internal business process, growth and learning perspectives. Nowadays, with existing information technology, the relationship model of systemic and dynamic BSC model could be mapped through dynamics system approach. By means of Dynamic System those causal relationship were described in causal loops (cause-and effect relationship), which informed the state of the performance system and this information can be used in current decision making. Model of system dynamics approach was useful, because of: first, described a simplified representation of system relationship without losing of essence of main object; second, system dynamics method was suitable for mechanism, pattern and trend based on structuring and analyzing of system, pattern of complex system, dynamics, and uncertainties; third, system dynamics could view dynamic process naturally in non linear behavior through simulation. According to research results by PowerSim program, system dynamics model of PT Indosat Tbk indicated that financial performance (especially SLI) was referencing of " Limit To Growth" behavior. That means financial performance as reflected of corporate performance could not be forced to increase till the certain point. From simulation result, revenue indicator showed increase till year 2000, after that revenue will decrease. Whereas on profit, growth curve still growth until 2003 and then curve would decline. From mapping system dynamics model of PT Indosat Tbk performance, factors that influence and had a causal relationship with the model consist of: traffic volume, revenue, profit, expenditures, dividend payable, maintenance & administration & general cost, marketing budget, research & development budget, personnel cost, total cost, material cost per unit, discount margin, price, government tariff, customer satisfaction index (CSI), operating excellent index (OEI), training index, external factors. Causal loops that formed of system model was presented by: marketing loop which impact to market share, and customer satisfaction; business internal process loop which includes factors due to all cost that spent for production process, and finally directed to operating excellent index; human development loop that was described through training index. Following the sensitivity analysis on selected key variables from system PT Indosat Tbk performance resulted that customer factor such as customer satisfaction related to product price had a significant impact on revenue and profit. Increasing price to 5 % could be enough to increase the financial performance, although market share decreased. However taking 10 % discount on price would decreased a financial performance, although there were an escalation of market share. Changing 10 % to CSI and market share had a significant impact on revenue and profit. This conditions meet along with behavior of Telecommunication industries structure in Indonesia, that still had an opportunity in market (because of Oligopoly structure), and fast growing information technology. Because of that, market research was needed to understand customer expectation and perception of product and services, with the result fitting and matching between customer and corporate goals. Besides all factors above, an available capital for expenditures and reinvestment of business operation development had a significant impact on sustainable performance, it identified from changing behavior of the model. It was accordance with behavior telecommunication that had difficulties of barrier to entry. Because of investment was necessarily in network infrastructures far staying with appropriate technology development. Therefore government could support this condition with provided regulation that facilitated the corporation to cooperate with foreign investors, so PT Indosat could improve the infrastructures quality and operational efficiency, to generate more revenues for the forthcoming years.

Abstrak :
Organizational environment change quickly and uncertain. Anticipative Response to environmental change become necessary for every organization wishing still able to survive and or more than simply living on in the middle of change distortion. Become the learning organization is a compulsion for organization which wish to make the change their environment as potency attending advantage. Scenario Learning selected to become as approach in this research to attend the organizational learning alternative method. Scenario Learning represents an approach using scenario as a learning tool. Scenario Learning consisted of two especial component; developing scenario and the decision making processes of strategic management. Scenario lapped over from four elements; impeller pressure (driving force), the plot, logic, and end result (end state). From four the element formulated in a few step of research operational; identify the business scope, determining driving forces, scenario assortment (rank by importance and uncertainty), development of scenario logic, scenario development, and as policy implementation by specifying the learning type. Scenario learning is applied at PT Asuransi Tri Pakarta, peripatetic insurance company at public insurance area. Public Insurance industry in Indonesia is even embosomed with the environmental condition uncertainty look the high competition level. Partner of Business of PT Asuransi Tri Pakarta of most corporations and a lot of them are among the public ownership. Openness demand come not only because of company manage the public fund but the existence of various regulation requiring openness also become the substance have strategy [to] for company. This Descriptive Research conclusion submits 28 driving and 3 company scenario and also policy suggestion (strategic learning) to PT Asuransi Tri Pakarta.

Abstrak :
Analyzing Knowledge Creation and Knowledge Management in Bio Farma, LtdKnowledge is very significant for a success of company. Through the creation of knowledge in either internal process or external process of the company will create value, which raise the grade of company out of basis of assets. Knowledge superiority as intangible has been proved in many cases of prominent company in the world recently. The success of prominent company is enabled and master in organizing knowledge creation continuously. Creating knowledge of company means the ability of it as a whole. To create a new knowledge, spreading it in the company, and appearing in production, service and system. It, however, has to be admitted that knowledge creation is not easy in practice. Basically it needs process management which is continuously and dynamically, commonly known as knowledge management. Through implementation in many factors backing up knowledge creation in individual level, community and organization wholly, will create synergic relation between knowledge modal as a foundation and innovation as the result. Because of the important of knowledge, it has pushed the writer to research how knowledge creation practice, especially in a company characterized by knowledge intensive, the process and the decline of which will be very determined by how good knowledge developed in a company. Moreover, a strong control from the customer to the quality of Biofarma, Ltd. products make the company always to control the quality of product. The strong control is caused that the product of Biofarma, Ltd. is a company that produces serum and vaccine, production that has big risk to the customers. The success of Biofarma in producing knowledge not only will determine the existence of the company but also will save human s from danger diseases. This research finds how knowledge management and the activity of knowledge creation well done in the company. Knowledge management, according to Nonaka (2000) is enabling condition or requirement that is provided by knowledge creation. According to .Tarn Hidayat Tjakraatmaja (2002), knowledge management is identically to create learning environment. For the company wanting to increase the quality of knowledge creation, creating learning environment is a must. This research uses knowledge management approach by Nonaka at. Al (2000) who asks requirement; instill knowledge vision manage a conversation mobilize knowledge activist, crate the right connect, and globalize local knowledge. Whereas for the activity of knowledge creation, this work uses model developed by Tuomi (1999) who divides knowledge into five groups of activities; articulation, accumulation, anticipation, apprehension, and action. This research finds how knowledge management in Biofarma, Ltd., generally, has been running well. Based on, however, the basis of activity that is researched, the intensity of attention is not equal to the domination or the important of activities in knowledge management. In knowledge creation, however, is found the weak in the basis that the activity of knowledge creation created more in this internal activity or daily activities. According to the result of the research that external activities must be more dominant in knowledge creation then that of internal. Research can prove that knowledge creation is very involving with how knowledge managed. Like land for the potential of growing plant, knowledge management is life concession for knowledge creation. Knowing how knowledge management and knowledge creation in the company will be able to identify the weakness that is still there. And knowing what activities or aspect which is very dominant relating to them will be known in which side knowledge management and knowledge creation must be strengthened. Like in Biofarma, Ltd. the activity that must be strengthened is external activities. Knowledge creation should be many More in community of interaction which pass through the restrictions of into and inter organization. Xiii + 131 pages + 19 table - 18 pictures + 6 appendixes Bibliography: 42 books, 13-science research journal (1991-2003), and 6 homepages

Abstrak :
Banyak faktor yang mempengaruhi kinerja suatu organisasi. Ada empat kondisi yang dibutuhkan organisasi kluster agar berhasil yaitu: misi, kompetensi, informasi dan budaya. Kinerja organisasi merupakan suatu konsep yang sangat penting karena mampu memberikan gambaran melalui keberhasilan organisasi dalam mencapai sasarannya. Kantor Imigrasi Soekarno-Hatta merupakan perpanjangan tangan dan Direktorat Jenderal Imigrasi yang berada di dalam naungan Kantor Wilayah Departemen Kehakiman dan. HAM DKI Jakarta. Menurut Santoso (2004) kebutuhan teknologi informasi bagi jajaran imigrasi merupakan suatu kebutuhan mutlak. Saat ini imigrasi sangat membutuhkan Sistem Informasi dan Manajemen Keimigrasian (SIMKIM) untuk efsiensi. Dikhawatirkan apabila proses tata laksana sistem keimigrasian berjalan lambat, informasinya tidak dapat digunakan untuk pengambilan keputusan. Di Kantor Imigrasi Soekarno-Hatta tingkat penguasaan teknologi informasi sumber daya manusianya (SDM) relatif belum memadai. Pola kerja lebih banyak dilakukan manual yang tidak akan mampu mengantisipasi pertumbuhan volume data dan kompleksitas permasalahan yang dihadapinya. Hal itu akan berdampak pada penurunan kualitas pengawasan, pengendalian dan pelayanan keimigrasian. Penelitian ini melihat dan menganalisa tentang pengaruh teknologi informasi dankompetensi SDM terhadap kinerja organisasi Kantor Imigrasi Soekarno-Hatta Jakarta. Metodologi penelitian: populasi penelitian yaitu seluruh pegawai kantor Imigrasi Soekamo-Hatta yang ada sebanyak 380 orang. Jumlah sampel penelitian ditentukan dengan tabel Krejcie didapatkan sebanyak 191 orang. Teknik pengumpulan data melalui metode survey dengan instrumen kuesioner tingkat Kepentingan dan Kesesuaian dengan skala 1-5. Setelah disebarkan dan dikumpulkan kembali kemudian diperiksa didapatkan 191 kuesioner yang siap diinput ke dalam komputer. Data yang sudah diinput kemudian diolah dan dianalisis untuk dilihat distribusi frekuensi, derajat hubungan dan tingkat kemaknaannya secara statistik. Metode perhitungan statistik yang akan digunakan adalah X` dan regresi ganda. Berdasarkan hasil yang diperoleh dari penelitian ini, diketahui bahwa aspek teknologi informasi dan aspek kompetensi sumber daya manusia ternyata mempunyai pengaruh positif dengan aspek kinerja organisasi di Kantor Imigrasi Klas I Khusus Bandar Udara Soekarno Hatta di Jakarta. Responden yang menilai baik kinerja aspek teknologi informasi dan aspek kompetensi sumber daya manusia, akan menilai baik pula pada aspek kinerja organisasinya. Sehingga pada akhimya penulis memberikan beberapa saran kepada pimpinan organisasi berupa rencana pelatihan dan pengembangan SDM yang mengarah pada sasaran jangka pendek dan jangka panjang, khususnya dalam peningkatan penguasaan manajemen teknologi informasi dan pemenuhan unsur kompetensi SDM, perlunya pimpinan dan manajemen organisasi dalam mengambil langkah antisipasi terhadap perubahan terhadap sistem informasi manajemen di organisasi dalam rangka persiapan dalam menerima aplikasi SIMKIM, pentingnya pimpinan dan manajemen organisasi memperhatikan dan memfokuskan diri terhadap beberapa kekuranyan aspek manajerial dalam rangka meningkatkan kinerja organisasi yang menurut pegawai keberadaannya kurang dirasakan di dalam organisasi.

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There are many factors that can influence an organization's performance. There are four conditions that are required by a cluster organization in order to succeed: mission, competence, information, and culture. Performance of an organization is a very important concept because it gives pictures of an organization's efficacy in reaching its goals. Soekarno Hatta Immigration Office is a part of Immigration Directorate General, which is under the wings of Jakarta Human Rights and Justice Department. According to M Imam Santoso (2004), the needs of information technology (IT) is a must For the immigration. At this moment, SIMKIM is highly needed by the immigration for efficiency, due to information that come from a slow immigration system menagerie could not be used in decision making process. The human resource at Soekarno ? Halls Immigration Office do not have enough IT knowledge. The manual workflow would not be able to anticipate the growth of problems complexity and data volume. This will lessen the immigration's services, control, and surveillance. This research is going to see and analyze the influence of human resources' competence and IT to the Soekarno Hatta Jakarta Immigration Office organizational performance. Research methodology: the population for this research is the whole 380-employee of Soekarno Hatta Immigration Office. Based on Krejcie table, the sample for this research is 191 participants. The research is using survey method with importance and adjustment scale 1-5 questionnaire level as its instrument in collecting data. 191 questionnaires are distributed, recollected, and ready to be input to the computer. In order to find out the relationship, degree, and frequency distribution, the input data is processed and analyzed. The statistic calculation method is double regression and X2. According to the research, human resources competence and IT aspects have positive influence to Soekarno - Hatta Airport Special Class I Immigration Office in Jakarta. Respondents who assess the human resources and IT aspects are good, will also assess the organizational performance good. Finally, there are some suggestions from the writer to the organization leader as a recommendation to maintain and increase performance. The human resources competence and IT aspects require human resources development and training plans to reach the short and long term objectives. In order to fulfill human resources element and IT management knowledge improvements require organization management and leader's anticipation to the changes of management information system in the organization on the preparation of welcoming SIMKIM application. Organizational management and leader should be focus and aware of some minuses of managerial aspect in order to raise the insufficient organization performance.

Abstrak :
Monetary crisis blowing Indonesia in the middle of July 1997 has brought significant impact especially to business sector. The economic crisis for PT. Inti Teknodrilindo constituted a serious threat instead of positive impact. Therefore, the management conducted various strategies in order to survive by means of internal improvement and efficiency strategies. It allowed the company to keep exist until today. The author was encouraged to study about company strategies. This study was conducted in descriptive manner, the author presented empirical data relating to strategies applied by PT. Inti Teknodrilindo; how to analyze company strategies (uncertainty) to enable the company escape from the crisis. In order to analyze strategies of PT. Inti Teknodrilindo, the author collected primary or secondary data. The primary data includes result of detailed interview with PT. Inti Teknodrilindo top management as well as board of directors and managers in analyzing the primary and secondary data, the author adopted macro analysis from Pearce and Robinson, five forces from Porter, namely five farces That influence industrial competitiveness. In order to ensure factual activities conducted by PT. Inti Teknodrilindo, the author also adopted value chain from Michael Porter, which analyzes a set of activities in detailed as well as company's activities to discover the most significant factor for strategies applied by the company. Strategy generic from Pearce and Robinson and Laurence R. Jauch. Turnaround strategy is a theory the author applied to come into conclusion that the strategy used by PT. Inti Teknodrilindo was an turnaround strategy by retrenchment strategy being indicated by cost and asset reduction through employee rationalization, fix asset sales and changing composition of the shareholders. Meanwhile, turnaround strategy was followed by concentric diversification strategy, namely to diversify service coverage in oil & gas exploration and exploitation project by means of establishing subsidiaries, cooperation with other parties in joining various oil & gas drilling tenders, acquisition of the company which is having line business with PT. Inti Teknodrilindo, to find focusing on service or product.

Abstrak :
Future organizations have form and appearance dynamic as proper as their environment condition in order to compete in competition. Therefore, organization should be developing knowledge management and technology application. There is need to make a good will from the leaders who have transformational leadership style and applied a learning organization concept. This research purpose to know a description or company employees perception concerning transformational leadership in knowledge management and technology application to get and maintain competition position in globalization. Research used survey method with chosen a case study at BNI Card Center -- Jakarta. Samples choose randomly 80 of 311 employees. In this research progress, author used Leadership Questionnaires instrument to get employees perception concerning transformational leadership aspects. Meanwhile knowledge management and technology application used Learning Organization Profile instrument from Marquardt to measure Knowledge management variable and technology. To measure these variables used Likert model scale. From this research known that most of employees who's said transformational leadership not application at all is 1.25%, occasionally 10.05%, Often 40.02% and Very Often 3.80%. In knowledge management, employees who's said it is not application yet 1.25%, little mere 15.25%, particular some 41.50%, a large part 35.00% and completely 7.00%. For technology application uses, employees who's said not application yet is 11.50%, little mere 18.00%, particular some 25.75% and completely 5.50%. Generally it concludes that in lower knowledge management level and technology application current in BNI Card Center, there are limitations on creating and developing transformational leadership that affect superiority competition.

Abstrak :
Penelitian ini bertujuan untuk mengetahui hubungan antara evaluasi dan kompensasi kerja pegawai terhadap motivasi pegawai dalam melayani wajib pajak pada Kantor Pelayanan Pajak Jakarta Cempaka Putih. Penelitian ini menggunakan metode survei dengan kuesioner yang telah diuji validitas dan reliabilitasnya. Desain penelitian menggunakan tes korelasi dan melibatkan 100 sampel (responden) yang diambil berdasarkan teknik sensus. Data yang diperoleh dianalisis dengan rumus korelasi Rank Spearman yang perhitungannya dilakukan dengan program SpSS versi 12. Teori yang mendasari adanya hubungan antara evaluasi dan kompensasi kerja dengan motivasi dijelaskan oleh Frederick Herzberg dalam Usmara A, (2006: 35-36), motivasi ditentukan oleh dua faktor yaitu motivator, yang meliputi prestasi, pengakuan atas prestasi, kerja itu sendiri, tanggung jawab dan pertumbuhan atau kemajuan; dan hygiene atau bukan motivator, yang meliputi kebijakan, administrasi perusahaan, pengawasan, hubungan interpersonal, kondisi kerja, gaji, status dan rasa aman. berdasarkan teori dari Neal Jr, (2004:1) ketrampilan kerja dari karyawan ditentukan oleh evaluasi dan kompensasi. Hasil uji korelasi dengan formula Rank Spearman menunjukan adanya hubungan yang cukup dan signifikan antara evaluasi pegawai dengan motivasi pegawai dalam melayani wajib pajak, koefisien korelasi yang didapat 0,676 dan p< 0,05. Hubungan antara kompensasi pegawai dan motivasi pegawai dalam melayani wajib pajak signifikan tapi kurang kuat, koefisien korelasi yang didapat 0,290 dan p< 0,05. Oleh karena itu, perlu diadakan perbaikan dalam sistem evaluasi dan kompensasi pegawai agar motivasi pegawai dalam melayani pegawai semakin meningkat. Dengan cara memberikan sistem evaluasi yang lebih obyektif dan lebih transparan. Sistem kompensasi juga harus dikembangkan dengan jaminan kesehatan dan perumahan yang cukup.

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The research aim to explain the relationship between job evaluation with officer motivation in serving the taxpayer at Kantor Pelayanan Pajak Jakarta Cempaka Putih and to explain the relationship between compensation with employees motivation in serving the taxpayer at Kantor Pelayanan Pajak Jakarta Cempaka Putih. This research use survey method with quesionnaiore which have been tested by validity and realibility test. Design research using correlational by entangling 100 samples which are choosen by census technique. Datas analyzed with Rank Spearman formula which operated by SpSS version of 12. The teory which support the relationship between job evaluation and compensation to employees motivation is explained by Frederick Herzber in Usmara A (2006: 35-36), motivation is generated by two factors, the first factor is motivators, including: self achievement, confession of the achievement, job itself, responsibility dan development potention; and hygiene or contra motivator, including: policy, organizational administration, observation, interpersonal relation, condition of job/activity, salary, security and status. Pursuant to theory from Neal Jr, ( 2004:1) motivation of employees determined by compensation and evaluation. Result of correlation test with Rank Spearman formula indicates the existence of significant and moderate relationship between job evaluation and officer motivation in serving the taxpayer, the correlation coefficient is 0. 676 and P<0.05. The relationship between compensation and officer motivation in serving is signifikan but less strong, the correlation coefficient is 0. 290 and P<0.05..Therefore, the evaluation and compensation system is required to be better performed so that the officer motivation in serving the taxpayer can be progressively increasing. It can be reached by developing an objective and more transparent evaluation system. Compensation system also have to be developed with health guarantee and good housing compensation.