| Nama Pengarang | : | - |
| Nama Majalah/Jurnal | : | Transaksi Jurnal Bisnis, Ekonomi, dan Sosial |
| Volume / Nomor Edisi | : | - |
| Nomor Halaman | : | 21-34 |
| Abstraksi Narasi | : | Para teoritisi organisasi selalu berada dalam kegelisahan yang dilematis ketika membangun sebuah model --apakah itu implisit atau eksplisit-- guna menjelaskan fenomena organisasi, yang menyangkut: strategi, struktur, kultur, perubahan, kekuasaan, dsb. Dilema ini berakar dari perdebatan epistemologi yang mendasari kerangka teoritis dalam menjelaskan eksistensi (hidup mati dan berkembang-tidaknya) entitas organisasi. Dan salah satu pusat perdebatan teori organisasi ini, yaitu model kausalitas internal atau prinsip eksternal, juga menjalar pada teori strategi manajemen. Dualisme metodologi (internal eksternal) ini sampai sekarang terus berdialektika dan berkembang menjadi rangkaian pemikiran yang menghasilkan sintesis yang semakin menarik. Paradigma resource-based view (RBV) adalah salah satu hasil sintesis dari rangkaian perdebatan panjang antara metodolgi eksternal yang dipengaruhi pemikiran struktural (structuro-fungtionalism) dan metodologi internal yang dipengaruhi oleh pemikiran interaksionis (interactionsm) tersebut. |
| Nama Pengarang | : | - |
| Nama Majalah/Jurnal | : | Transaksi Jurnal Bisnis, Ekonomi, dan Sosial |
| Volume / Nomor Edisi | : | - |
| Nomor Halaman | : | 57-69 |
| Abstraksi Narasi | : | Japanese style management has been recognized as the main reason behind Japan`s success in turning herself into industrialized Asian country and one of the economic super powers. However, the prolonging economic crisis in Japan which began in 1991, has posed questions to the efficiency of the Japanese style management with its well known three pillars of life time employment, remuneration system based on seniority, and company based workers` union. Amidst the economic crisis, the very same management style is now standing at a cross road, and it is yet to be decided which path to choose. Based on the situation, this paper tries to elaborate the characteristics in Japanese style management, with the objective of clarifying the present condition faced by the management style and the possibilities for changes in the coming years. |
| Nama Pengarang | : | - |
| Nama Majalah/Jurnal | : | Transaksi Jurnal Bisnis, Ekonomi, dan Sosial |
| Volume / Nomor Edisi | : | - |
| Nomor Halaman | : | 35-55 |
| Abstraksi Narasi | : | Differences in preference in managing risk, existence of private information, and shareholders` limited access to observation, creates conflict of interest or agency conflict between management (agent), shareholders, and creditors. Increasing debt with the objective of increasing control on decision making and management behavior will not solve the problem effectively. One alternative solution for agency conflict will be constructing a mechanism through rational management compensation contract system, which will push the management to put maximum effort for the benefit of the company. Understanding the general framework of the management compensation will enable shareholders to minutely consider fundamental factors and types of compensation to be applied in the management. |
| Nama Pengarang | : | Hardjana, Andre, Rachmat Sudarsono, R. Dewantari Dwianto, Prasetyantoko, A., Firmanzah |
| Nama Majalah/Jurnal | : | Transaksi Jurnal Bisnis, Ekonomi, dan Sosial |
| Volume / Nomor Edisi | : | - |
| Nomor Halaman | : | 3-20 |
| Abstraksi Narasi | : | The global waves of change bring complexity and turbulance in most business organizations in the post-industrial and industrial countries as well. These waves of change have created a global economic order, which has been known as the knowledge based economy. Those organizations of the post industrial ones becomes leading agents of the economiy, while those in the industrial ones become adapters to the order. In either case, business leaders play a more significant role for the survival of their organizations through the complex and turbulent environment. More specifically, they have to become transformational leaders, who can lead the way the organizations and all their member chabge. They have to shape their organizations so that they become learning organizations in which they are learning leaders. In short, they have to be globally oriented if they expect to be effective leaders in the knowledge based economy. |
| Nama Pengarang | : | - |
| Nama Majalah/Jurnal | : | Transaksi Jurnal Bisnis, Ekonomi, dan Sosial |
| Volume / Nomor Edisi | : | - |
| Nomor Halaman | : | 20-28 |
| Abstraksi Narasi | : | In the last decade, the business environment change dramatically. High-tech revolution that instigate the affluent of information caused the change of the nature of competition. The revolution of the information is the important factor in the business world nowdays. recently, all of organization cann`t survive without introduce the learning organisation concept. They have to change everytime and understand every change of the external environment. In the same time, the application of the learning organisation have to accompanied by the introducing the knowledge management and the information system. All of the organisation are under obligation to develop the model of learning organisation for managing business more better. |
| Nama Pengarang | : | - |
| Nama Majalah/Jurnal | : | Transaksi Jurnal Bisnis, Ekonomi, dan Sosial |
| Volume / Nomor Edisi | : | - |
| Nomor Halaman | : | 43-53 |
| Abstraksi Narasi | : | Nowadays, organizations face the environment is changing faster and more complex. To underpin sustainable development, organizations have to adapt. Adaptation is approached as the making of appropriate adjusment to the business and its strategic focus, as the venture evolves from an initial idea to a successful business. The paper emphasizes how small firms predominantly face change which is unknowable and unpredictable and that the essential challenge to the smal firms`s owner manager is learning how to cope with such change. There is the complexity of the small firm learning and management task. While the notion of the learning organization is not yet clearly defined, especially for small firms. There is a need to try to reach a consensus through a working definition of learning organization for the purpose of this articles. |
| Nama Pengarang | : | - |
| Nama Majalah/Jurnal | : | Transaksi Jurnal Bisnis, Ekonomi, dan Sosial |
| Volume / Nomor Edisi | : | - |
| Nomor Halaman | : | 3-19 |
| Abstraksi Narasi | : | Rapid and complex changes have been taking place the globalization practically became the new world order in 1986. Business and indutrial organizationa are especially sensitive to those changes. MAjor components of those changes are global competition, unprecedented progress in information and communication technology, and consumerism. Rigid and inflexible business organizations which are unprepared for facing those changes are doomed to failure. Adaptability and innovativeness are assential for business survival in the turbulent environment. In the process of adaption, many of those organizations are so overwhelmed by the turbulence that they lose their sense of reality, which leads to various types mental breakdown-ranging from neurosis to paranoia. Whereas earlier cases of neurotic or paranoid organization were due to employees` inability in adopting new techniques and work procedures, the present ones are more critical, because their failures are assentially caused-in fact often injected-by their own top executives who have lost vision, objectives and goals. Symptoms are to be diagnosed early and drastic treatments are to be arried out if the organizations have to survive the turbulance. Open communication and team learning can be an effective way for reinventing the corporation and keeping the vision alive. ome practical steps are suggested for the various symptomatic situations. |
| Nama Pengarang | : | - |
| Nama Majalah/Jurnal | : | Transaksi Jurnal Bisnis, Ekonomi, dan Sosial |
| Volume / Nomor Edisi | : | - |
| Nomor Halaman | : | 29-42 |
| Abstraksi Narasi | : | This article discusses relationship between leader and his or her subordinates inan organization. Beside that, this article also argues the type or style of leadership: dictator, democratic, partnership, paternalistic and participate leadership. There are some processed toward a leader: mentality, good performance. The types of leadership base on this behavior. The leader emphasizes objectivity, power strenght, carefully, cleverness. |
| Nama Pengarang | : | D. Purbaningrum, Unaradjan, Dominikus Dolet, Hardjana, Andre, V. Rachmadi Parmono, Prasetyantoko, A. |
| Nama Majalah/Jurnal | : | Transaksi Jurnal Bisnis, Ekonomi, dan Sosial |
| Volume / Nomor Edisi | : | - |
| Nomor Halaman | : | 54-74 |
| Abstraksi Narasi | : | Organizational communication is a relatively new academic field of study. Institutionally it is assigned to department of Communication, School of jurnalism and Mass Communication, School of Business Administration, School of Management. Its importance increased in accordance with the of the human relations school of thought in industrial and business practices in early 1920s. This paper describes its short and glorious history-from its genesis during the wartime to its current status of the art-and the various influences accouring along its course. It started as a special training in speech, effective writing, business English, journalism, and other communication skill. During the wartime those various courses were integrated into one course, which was organized by the triple allince-academe,the military, and industry-and popularly known as Training Within Industry (TWI). After the war, fundamental changes took place- the ideology of rational, omniscient management (versus non rational-uninformed employees) gave way to perspective of human relation and systems theory. Consequently, organizational communication changed its focus on the effectiveness of employee communications, administrative process, industrial communication, and managerial communication. As a Scientific field of study "Organizational Communication" was formally accepted by the NSSC in 1967. Prior to the historical date, it was often referred to as communication within industry, business communication, administrative communication and communication in organizations. Its maturity was strongly supported by a broad range of concepts drawn from contemporary rhetorical theory, the social sciences, and philoshopy of science. Basic themes of the organizational communication study are (1) The Individual-behavioral, specufucally structured discourse and informal, interpersonal interaction; (2) the System-Operational, including internal communication and external communication; and (3) Interpretive-Critical orientation, especially; organizational or corporate culture". These perspectives have dramatically increased the importance of organizational communication as a field of study in the business and management education. |
| Nama Pengarang | : | - |
| Nama Majalah/Jurnal | : | Transaksi Jurnal Bisnis, Ekonomi, dan Sosial |
| Volume / Nomor Edisi | : | - |
| Nomor Halaman | : | 29-36 |
| Abstraksi Narasi | : | A major source of our multidimension crisis is the absence of a qualified human capital. The educational system fails to develop rational and creative people. Over birocratization and self interest heavily characterize our education system, although the broader world required something totally different. While market require so many qualifications of human apital, our education system is shadowed by the systematic collapses. For recovering from these conditions, we have to find a way out through systems thinking techniques approach. The orientation of generating a managerially skilled and knowledgeable work force is necessary for improving the overall conditions of the country. |
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