Saturday, July 18, 2015

DISC Test - I'm Dominance, Compliance and Influence

Beberapa minggu di date (sebutan untuk komsel di JPPC) saya Pavilion2, saya dan teman-teman lainnya mengikuti test kepribadian DISC yang dibawakan oleh koordinator saat itu. Test ini diambil dari bahan community of leaders class 2015 JPCC. D adalah singkatan dari dominance. I adalah singkatan dari influence. S adalah singkatan dari steady. C adalah singkatan dari compliance. Dari hasil tersebut saya termasuk orang yang dominance dengan hasil 7, serta diikuti dengan 5 compliance, 4 influence dan 1 steady. Dibawah ini saya tuliskan karaketeristik dari DCI diatas.



#Dominance
3 Kata Kunci Trait Dominance:
  1. Tanda seru !
  2. Memecahkan masalah dan merespon tantangan: mengukur bagaimana seseorang memecahkan masalah dan merespon tantangan. Semakin tinggi D seseorang artinya orang tersebut makin agresif dan semakin aktif dalam memecahkan dan menghadapi tantangan. Semakin rendah D seseorang artinya orang tersebut semakin pasif dan semakin menggunakan banyak pertimbangan didalam memecahkan masalah dan menghadapi tantangan.
  3. Result atau efisiensi: Semakin tinggi D seseorang maka dirinya akan semakin menghendaki hasil dan dengan cara yang efektif atau praktis
Characteristics:
  • Bottom line organizer
  • Self starter
  • Forward looking
  • Places high value on time
  • Challenge oriented
  • Competitive
  • Initiates activity
  • Challenges the status quo
  • Innovative
  • Tenacious / strong willed
Berkomunikasi dengan high D:
  • Sejelas mungkinm spesifik dan to the point
  • Bertanya secara spesifik "Pertanyaan Apa"
  • Sediakan pilihan dan alternatif metoda
  • Sediakan peluang untuk menang-menang
  • Jika tidak setuju, setuju dengan fakta
  • Tidak melebarkan isu kemana-mana, tetap pada kepentingan semula
  • Persiapkan segalanya dengan matang, sediakan semua keperluan/data dengan baik, rapi dan sistematis.
Area pengembangan untuk high D:
  • Berhati-hati/perhitungkan resiko
  • Belajar untuk menghargai orang lain, karena seringkali high D menyepelekan orang lain
  • Belajar untuk memahami sudut pandang orang lain
  • Belajar untuk berpuas dengan pencapaian yang dilakukan
  • Belajar untuk menganalisa resiko yang ada
  • Ber-empati dengan orang lain
  • Belajar untuk melakukan perencanaan yang baik
  • Belajar untuk tunduk dan mendukung otoritas
Respon esktrim/terdesak:
  • Menindas atau memaksakan kehendak
  • Melenyapkan perlawanan atau ketidaksetujuan dengan intimidasi/paksaan
  • Mengabaikan perasaan atau pandangan orang lain

#Compliance
3 Kata Kunci Trait Compliance:
  1. Tanda tanya?
  2. Mempersuasi atau mempengaruhi: mengukur bagaimana seseorang merespon terhadap aturan dan regulasi yang dibuat oleh orang lain. Semakin tinggi C seseorang artinya orang tersebut makin patuh terhadap aturan prosedur atau regulasi, ia akan sedapat mungkin menghindari resiko dan sangat mengandalkan data atau informasi. Semakin rencah C seseorang artinya orang tersebut makin menghendaki kebebasan dalam bertindak dan merespon lingkungannya.
  3. Information: semakintinggi C seseorang maka dirinya akan semakin menghendaki informasi, data, pengetahuan dan akan semakin detail.
Characteristics:
  • Objective thinker
  • Conscientious
  • Maintains high standards
  • Defines, clarifies and tests
  • Task oriented
  • Ask the right question
  • Diplomatic
  • Pays attention to small detail
  • Unexpressive
Berkomunikasi dengan high C:
  • Persiapakan dalil anda secara baik, rapi dan sistematis
  • Siapkan dalil anda secara to the point namun tidak dengan cara yang "mengancam" mereka
  • Sajikan permasalah atau solusi dari berbagai sudut pandang
  • Gambarkan tindakan aksi dengan detail dan rencana cadangan
  • Sediakan informasi yang kredibel dan beri mereka waktu untuk menganalisa dan menimbang-nimbang sebelum memutuskan
  • Berikan mereka waktu yang banyak, namun lakukan follow up
Area pengembangan untuk high C
  • Belajar untuk lebih rasional dan realistis
  • Belajar untuk lebih fleksibel terhadap perubahan dan lebih praktis
  • Dengarkan terlebih dahulu sebelum langsung mengkritisil dan judgmental
  • Belajar untuk mengambil resiko yang telah diperhitungkan
  • Bertindaklah secara nyata bahkan sekedar merencana
  • Belajar untuk menerima kesalahan
  • Belajar untuk beradaptasi dengan ketidakpastian dan informasi yang terbatas
  • Belajar untuk lebih ekspresif
  • Belajar untuk percaya bahwa orang lain juga dapat menghasilkan kualitas
Respon esktrim/terdesak:
  • Menghujani penantang dengan fakta yang berlebihan
  • Menunjukan bahasa tubuh yang tidak fleksible dan tidak mau berubah
  • Tidak percaya pada orang lain dan mau untuk mengontrol semuanya sendiri
  • Menolak perubahan yang tidak terencana (kaku)

#Influence
3 Kata Kunci Trait Influence:
  1. Tanda Bintang
  2. Mempersuasi atau mempengaruhi: mengukur bagaimana seseorang mencoba untuk mempersuasi atau mempengaruhi orang lain. Semakin tinggi I seseorang artinya orang tersebut semakin persuasif dan makin banyak biacara dengan orang lain. Semakin rendah I seseorang artinya orang tersebut reserved dan makin tidak komunikatif.
  3. Experience: semakin tinggi I seseorang maka dirinya akan semakin menghendaki pengalaman langsung dan mencoba segala sesuatunya sendiri.
Characteristics:
  • Optimism and Enthusiasm
  • Creative Problem Solving
  • Motivates other towards goals
  • Positive sense of humor
  • Team player
  • Negotiates
  • Verbalizes with clear articulation
  • Expressive and convincing
Berkomunikasi dengan high I:
  • Sediakan waktu untuk bersosialisasi dan bercakap-cakap
  • Bicara tentang mimpi, tujuan, cita-cita dan harapan
  • Tanyakan opini dan pendapat/harapan mereka
  • Be fun, aktif dan dinamis
  • Bagikan kesaksian/cerita dari orang lain
  • Puji ketersediaan mereka untuk berpartisipasi
  • Tuliskan detil, jangan sekedar dikomunikasikan
Area pengembanan untuk high I:
  • Belajar untuk mendengar sampai selesai
  • Belajar untuk menyelesaikan sampai akhir
  • Belajar untuk teratur
  • Pikirkan terlebih dahulu sebelum berkata-kata
  • Tulus untuk lebih mengenal orang lain, jangan sekedar basa-basi
  • Perhatikan data dan fakta jika perlu pelajari secara detil
  • Belajar untuk kendalikan emosi anda
  • Belajar untuk tidak terlalu mudah berjanji dan berkomitmen
  • Belajar untuk mengatakan tidak atau menolak
Respon ekstrim/terdesak:
Melancarkan serangan verbal apabila tidak dipercaya/ditantang kebenaran yang disampaikan, atau diragukan kredibilitasnya.


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The Why
Sebagai Relevant Godly Leader kita diciptakan unik, memahami kepribadian sangat diperlukan agar kita bisa mengenal diri sendiri dengan segala kekuatan yang ada dalam kepribadian kita dan juga memahami orang lain yang memiliki kepribadian yang berbeda.

The How
Prinsip 3A
  • Aware: kita harus memiliki pemahaman bahwa setiap manusia diciptakan unik tidak ada yang sama dan juga memiliki kepribadian yang berbeda.
  • Accept: menerima keunikan baik diri sendiri maupun orang lain dan tidak menjadikan perbedaan kepribadian sebagai penghalang.
  • Adapt: beradaptasi dengan perbedaan-perbedaan kepribadian karena dalam fase interdependence/mencetak, sebagai pemimpin kita harus menerima setiap kepribadian.

Sumber : Community of Leaders | 2015 - JPCC

Friday, July 17, 2015

Selamat Hari Raya Idul Fitri 2015 #Lebaran


Selamat hari raya Idul Fitri 2015. Mohon maaf lahir dan batin. Dalam kesempatan yang fitri ini saya ingin meminta maaf apabila ada kesalahan dan kekurangan di blog dan artikel yang saya bagikan disini. Jangan lupa kita mengucapkan syukur kepada Tuhan yang maha kuasa untuk semua berkat yang telah kita terima, apalagi bagi kita yang sudah sampai dengan selamat di kampung halaman. Akhir kata, saya ucapkan dari kota kelahiran saya Tasikmalaya, saya ucapkan selamat lebaran dan liburan. Semoga kedepannya semua dilancarkan... :D

Wednesday, July 15, 2015

Perbandingan Tarif Parkir Reguler dan Parkir Inap di Bandara Soekarno-Hatta


Masih banyak masyarakat yang belum mengetahui peruntukan beberapa lahan parkir yang ada di Bandara Soekarno-Hatta, Tangerang. PT Angkasa Pura II selaku pengelola bandara menyediakan dua jenis lahan parkir, yaitu parkir reguler dan parkir inap. 

Selisih tarif yang dikenakan cukup berbeda jauh, disesuaikan dengan keperluan masyarakat yang datang ke bandara. 

Berdasarkan data PT Angkasa Pura II yang diterima Kompas.com, tarif parkir reguler untuk mobil pribadi, seperti sedan, jeep, dan sejenisnya, dikenakan Rp 4.000 untuk 16 menit sampai 1 jam pertama. 

Jika parkir di bawah 15 menit, mobil tersebut tidak dipungut biaya. Setelah itu, tiap satu jam berikutnya dikenakan Rp 3.000 tanpa batas maksimal. Sementara itu, untuk mobil pribadi di parkir inap, dikenakan Rp 20.000 selama empat jam pertama. Setelah empat jam, tiap jam dikenakan tarif Rp 4.000 (sebelumnya Rp 3.000, red) sampai 24 jam sebesar Rp 100.000. [Baca: Bandara Soekarno-Hatta Tambah 250 "Slot" Parkir Inap, Berikut Lokasinya]

Setelah 24 jam, tarif yang berlaku adalah tarif awal lagi, yakni Rp 20.000 untuk empat jam pertama dan Rp 4.000 per jam berikutnya. 

Bila dibandingkan, tarif di parkir reguler untuk mobil pribadi selama 24 jam mencapai Rp 273.000. Dengan arti, ada selisih Rp 173.000 dengan tarif parkir inap yang hanya Rp 100.000. 

Lokasi parkir inap lebih banyak disiapkan dengan berbagai fasilitas, seperti toilet, kantin, kanopi kendaraan, selter, shuttle bus, serta kamera pengawas atau CCTV. 

PR Manager PT Angkasa Pura II Achmad Syahir menyebutkan, masyarakat bisa memilih parkir inap, khususnya menjelang mudik Lebaran. Terlebih lagi, parkir inap di Bandara Soekarno-Hatta diberi tambahan 250 slot yang ditempatkan di Terminal 1. 

Pemudik yang akan pulang kampung dengan pesawat bisa menitipkan mobilnya di parkir inap dengan estimasi biaya per harinya Rp 100.000.


...

Beberapa tahun lalu saya sekeluarga sering menitipkan kendaran di bandara ini. Menurut kami ini lebih menguntungkan. Secara kenyamanan kami tidak perlu lagi antri dan membuang waktu untuk menunggu taxi ketika pulang maupun ketika ingin berangkat ke bandara. Kita juga bisa mampir atau singgah kemana dulu sesuai dengan kebutuhan.

Secara biaya, perbedaannya juga tidak terlalu besar. Kalau dulu sih seingat saya harganya tidak semahal sekarang, tapi kalau kita bandingkan dengan naik taxi misal untuk berangkat dan pulang, maka minimal kita memerlukan biaya 400rb. Kalau menggunakan kendaraan sendiri kita cukup bayar bensin dan tol saja yang besarannya < 100rb apabila menggunakan jarak dari tempat saya tinggal. Namun pastinya jumlah harga yang dibayarkan akan semakin besar jika kita menginap untuk waktu yang lama.

Sunday, July 12, 2015

Perbedaan Badan Usaha PT dan CV

#Sumber: Ipan.web.id

Perbedaan mendasar CV dan PT sebagai berikut:

  1. PT merupakan badan hukum sedang CV bukan badan hukum.
  2. PT berbadan hukum sehingga kedudukannya sama dengan orang per orang dari sisi hukum, misal nama PT dapat digunakan untuk nama rekening bank seperti layaknya orang. PT juga dapat bertindak di muka pengadilan layaknya orang. CV tidak memiliki akses dan hak seperti klausa di atas.
  3. PT dapat memiliki harta kekayaan terpisah dari pendiri/pemiliknya.Sedang CV , kekayaan pendirianya tidak terpisahkan dari kekayaan CV. Ini penting. Misal ketika ada kebangkrutan.
  4. PT memiliki aturan jelas untuk modal minimal, yaituRp. 50juta. CV tidak terikat dengan besarnya modal minimal.
  5. PT dalam proses pendiriannya wajib menyetorkan modal dasar ke Perseroan minimal 25%, sedang CV tidak terikat.
  6. Dalam mendirikan PT komposisi setoran modal masing-masing pendiri tersebut jelas dalam anggaran dasarnya, sedang CV tidak perlu penyebutan komposisinya.
  7. Dalam PT  perlu menyebutkan klasifikasi saham, hak-hak yang melekat pada saham, nomisal saham. Dalam CV itu tidak ada.
  8. CV didirikan minimal oleh 2 orang, yang salah satunya selaku persero aktif yang mengurusi, dan sekaligus menjadi Direktur, dan persero pasif atau disebut Persero Komanditer.
  9. Persero Aktif bertanggung jawab atas tagihan/hutang pihak ketiga termasuk menjaminkan harta pribadinya.

Dalam mengikuti tender proyek pemrintah atau bantuan asing, bank dunia dll. Ada syarat tertentu berkaitan dengan nilai kontrak tender, misal nilai kontrak 10 milyar, haruslah usaha dengan klasifikasi PT yang boleh mengkuti, CV belum memenuhi syarat. Ini hanya contoh dan akan saya bahas lebih mendalam pada tulisan berikutnya. Yang terpenting anda sudah memahami sedikit perbedaan CV dan PT, mengingat perbedaan CV dan PT tidak hanya dalam bentuk perusahaan bisnis namun juga dalam perlakuan hukum.


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#Sumber: Lawindo.biz

Masing-masing bentuk perusahaan atau badan usaha memiliki banyak perbedaan baik kelebihan atau kekurangan disesuaikan dengan usaha anda. Walaupun demikian ketiga bentuk badan usaha ini selalu menjadi pilihan utama yang banyak digunakan oleh pengusaha di Indonesia dengan berbagai alasan dan pertimbangan sebagai landasan untuk dapat melakukan kegiatan usaha di berbagai bidang. 

Bentuk Perusahaan:
PT
  • Bentuk Perusahaan Nomor 1 yang paling populer di Indonesia
  • Banyak digunakan untuk kegiatan usaha Kecil, Menengah atau Besar
  • PT adalah bentuk perusahaan yang berbadan hukum 

CV
  • Bentuk perusahaan Nomor 2 yang banyak digunakan oleh UKM-usaha kecil dan menengah
  • CV adalah badan usaha bukan badan hukum seperti PT

Dasar Hukum:
PT
  • Pendirian PT harus sesuai dengan Undang-Undang PT Nomor 40 Tahun 2007 tentang Perseroan Terbatas 
CV
  • Belum ada Undang-Undang yang secara khusus mengatur tentang Pendirian CV 
Pendiri Perusahaan:
PT
  • Jumlah pendiri perseroan terbatas  minimal 2 (dua) orang
  • Para pendiri Perseroan adalah Warga Negara Asing
  • Warga negara asing dapat menjadi pendiri untuk Perseroan yang didirikan dalam rangka Penanaman Modal Asing (PMA)
  • Para pendiri harus mengambil bagian saham pada saat perseroan terbatas didirikan
  • Setelah PT mendapatkan status sebagai badan hukum sesuai Undang-Undang yang berlaku, maka segala resiko yang timbul menjadi tanggung jawab perusahaan dan bukan menjadi tanggung jawab pribadi para pendiri perusahaan 

CV
  • Jumlah pendiri perseroan komanditer minimal 2 (dua) orang
  • Para pendiri Perseroan adalah Warga Negara Indonesia
  • Para pendiri terdiri dari Persero aktif dan Persero Diam (komanditer)
  • Persero Aktif adalah pesero pengurus dengan jabatan sebagai Direktur yang bertanggung jawab penuh melaksanakan kegiatan usaha termasuk menanggung segala resiko harta pribadinya
  • Pesero diam (komanditer) hanya bertanggung jawab sebatas besarnya jumlah modal yang disetor ke dalam perusahaan
Nama Perusahaan:
PT
  • Pemakaian Nama PT diatur dalam pasal 16 Undang-Undang PT nomor 40 tahun 2007
  • Nama Perseroan harus didahulukan dengan frase PERSEROAN TERBATAS atau disingkat PT
  • Nama Perseroan Terbatas tidak boleh sama atau mirip dengan nama PT yang sudah ada dan berdiri di wilayah Republik
CV
  • Tidak ada Undang-undang atau peraturan yang secara khusus mengatur tentang Pemakaian Nama Perseroan Komanditer atau CV
  • Artinya; Adanya kemungkinan kesamaan atau kemiripan nama perusahaan
Modal Perusahaan:
PT
  • Berdasarkan Undang-Undang No. 40 Tahun 2007 modal perseroan terbatas  ditentukan sebagai berikut;
  • Modal dasar minimal Rp. 50.000.000 (lima puluh juta)
  • Ketentuan minimal modal dasar tersebut dapat ditentukan lain oleh Undang-undang atau Peraturan yang mengatur tentang pelaksanaan kegiatan usaha tersebut di Indonesia
  • Dari modal dasar tersebut minimal 25% atau sebesar Rp. 12.500.000,- harus sudah ditempatkan dan disetor oleh Para Pendiri Perseroan selaku Pemegang Saham Perseroan
  • Sumber Modal: Pemilik modal dapat bersumber dari swasta (individu, badan usaha), dari pemerintah pusat, pemerintah daerah, warga negara asing, badan usaha asing atau pemerintah asing
CV
  • Didalam Akta CV tidak disebutkan besarnya Modal Dasar, Modal ditempatkan atau Modal disetor
  • Artinya; Tidak ada kepemilikan saham didalam anggaran dasar CV. Besarnya penyetoran modal ditentukan dan dicatat sendiri secara terpisah oleh para pendiri
  • Bukti penyetoran modal oleh para pendiri yang terdiri dari Pesero Aktif dan Pesero Pasif dapat dibuat perjanjian sendiri yang disepakati oleh masing-masing pihak
  • Sumber Modal : Pemilik modal adalah Swasta Didalam Akta CV tidak disebutkan besarnya Modal Dasar, Modal ditempatkan atau Modal disetor
Bidang Usaha:
PT
  • PT dapat melakukan semua kegiatan usaha sesuai dengan maksud dan tujuan sesuai jenis perseroan, seperti;
    • PT non Fasilitas meliputi kegiatan usaha: Perdagangan, Pembangunan (Kontraktor), Perindustrian, Pertambangan, Pengangkutan Darat, Pertanian, Percetakan, Perbengkelan dan Jasa
    • PT Fasilitas PMA
    • PT Fasilitas PMDN
    • PT Persero BUMN
    • PT Perbankan
    • PT Lembaga keuangan non PerbankanPT Usaha Khusus meliputi kegiatan usaha; Forwarding, Perusahaan Pers, Perfilman dan Perekaman Video, Radio Siaran Swasta, Pariwisata, Pengangkutan Udara Niaga, Perusahaan Bongkar Muat, Ekspedisi Muatan Kapal Laut, Ekspedisi Muatan Kapal Udara dan Pelayaran
CV
  • CV hanya dapat melakukan kegiatan usaha yang terbatas pada bidang; Perdagangan, Pembangunan (Kontraktor) s.d Gred 4, Perindustrian, Perbengkelan, Pertanian, Percetakan dan Jasa.
  • CV memiliki keterbatasan dalam melaksanakan kegiatan usaha, karena beberapa bidang usaha ditetapkan dalam peraturan harus berbentuk Perseroan Terbatas
Pengurus Perusahaan:
PT
  • Pengurus Perseroan Terbatas minimal 2 (dua) yang terdiri dari seorang Direksi dan seorang Komisaris, kecuali untuk Perseroan Terbuka wajib memiliki paling sedikit 2 (dua) orang anggota Direksi
  • Apabila Direksi dan Komisaris lebih dari satu orang maka salah satu bisa diangkat menjadi Direktur Utama dan Komisaris Utama
  • Pengurus dapat juga sebagai Pemegang Saham Perseroan, kecuali ditentukan lain
  • Pengurus perseroan diangkat dan diberhentikan berdasarkan RUPS
CV
  • Pengurus Perseroan Komanditer minimal 2 (dua) orang yang terdiri dari Pesero Akta dan Pesero Pasif
  • Pesero Aktif adalah orang bertanggung penuh melaksanakan kegiatan perusahaan, termasuk kerugian yang harus ditanggung oleh harta pribadinya
  • Pesero Pasif adalah orang yang bertanggung jawab sebatas pada besarnya modal yang diberikan kepada perusahaan
Proses Pendirian Perusahaan:
PT
  • Pemakaian nama PT harus mendapatkan persetujuan Menteri terlebih dahulu untuk bisa digunakan
  • Minimal didirikan oleh 2 (dua) orang atau lebih
  • Proses Pendirian PT harus dibuat dengan Akta Otentik yang memuat anggaran dasar perseroan dan dibuat oleh Notaris
  • Akta Pendirian PT harus mendapatkan Pengesahan Menteri Hukum & HAM RI
CV
  • Pemakaian nama CV tidak perlu mendapatkan persetujuan dari Menteri
  • Minimal didirikan oleh 2 (dua) orang atau lebih
  • Proses Pendirian CV harus dibuat dengan Akta Otentik yang memuat anggaran dasar perseroan dan dibuat oleh Notaris
  • Akta pendirian CV cukup didaftarkan ke Pengadilan Negeri setempat
Perubahan Anggaran Dasar Perusahaan:
PT
  • Setiap perubahan anggaran dasar harus berdasarkan RUPS-rapat umum pemengang saham
  • Setiap perubahan anggaran dasar wajib mendapatkan Persetujuan Menteri Hukum dan HAM RI
CV
  • Setiap perubahan tidak perlu RUPS
  • Perubahan anggaran dasar dan perubahan lainnya tidak perlu mendapatkan Persetujuan Menteri

Saturday, July 11, 2015

Tentukan Prioritas Hidupmu - oleh Pelita Hidup


”Setiap orang dikenyangkan dengan kebaikan oleh karena buah perkataan, dan orang mendapat balasan dari pada yang dikerjakan tangannya.” 
Amsal 12:14 

Pernahkah Anda mendengar seseorang berkata, “Wah, saya tidak punya waktu untuk itu.”? Sejatinya, kita semua akan menyediakan waktu untuk hal-hal yang kita anggap penting. Dengan pernyataan seperti di atas, yang ingin mereka katakan sesungguhnya adalah, “Itu bukan prioritas saya.” Ketika kita memberi perhatian pada aspek-aspek tertentu dalam hidup kita yang penting, ketika kita menganggapnya sebagai prioritas dan hal utama, pada saat itulah kita akan berkembang dan bertumbuh dengan baik pada bagian tersebut.

Amsal 27:18a mengatakan, : “Siapa memelihara pohon ara akan memakan buahnya.” Apa yang Anda beri perhatian dan utamakan dalam hidup ini? Dengan kata lain, Anda memberikan waktu Anda untuk apa dan siapa?

Bayangkan kalau kita mempunyai tanaman di halaman belakang rumah kita. Ketika kita memberi perhatian pada tanaman tersebut maka ia akan tumbuh dengan subur, tetapi kita tidak selalu memperhatikannya karena kita memiliki prioritas lain. Anda mungkin akan merasa kuatir dan berpikir, “Wah, sepertinya saya harus lebih memperhatikan tanaman ini.” Lalu suatu hari Anda benar-benar mendatangi tanaman tersebut, mencurahkan waktu dan perhatian Anda serta mulai merawatnya. Anda memangkas daun dan bagian lain yang tidak perlu, memberi pupuk dan menyiraminya setiap hari. Hasil yang Anda dapatkan adalah tanaman tersebut tumbuh dengan subur, lebat dan indah. Hal yang sama juga berlaku terhadap kehidupan kita.

Mungkin Anda sering mendengar pepatah tua yang mengatakan, “Rumput tetangga selalu terlihat lebih hijau.” Tetapi pada kenyataannya, rumput yang Anda perhatikan dan rawatlah yang akan tampak lebih hijau. Anda mungkin melihat bahwa orang lain sepertinya memiliki “rumput yang lebih hijau”, bisa jadi, tetapi hal itu terjadi karena mereka memperhatikan dan merawat rumput yang mereka miliki tersebut!

Ingat bahwa setiap keputusan yang kita ambil hari ini membentuk pribadi kita di masa mendatang. Jika Anda merasa tidak mampu untuk melangkah lebih jauh atau masih ragu dalam memutuskan sesuatu, mungkin Anda perlu memeriksa kembali prioritas hidup Anda. Jika Anda kesulitan menentukan prioritas hidup Anda, minta Tuhan untuk membantu Anda. Minta tuntunan Tuhan untuk menunjukkan kepada Anda prioritas mana yang harus Anda utamakan dan berikan waktu lebih.

Jika Anda ingin memiliki sebuah keluarga yang kuat dan suasana rumah yang tenang dan damai, jangan hanya memberikan sisa waktu yang Anda miliki kepada keluarga Anda. Berikan waktu dan perhatian terbaik Anda untuk mereka. Jika Anda ingin menurunkan berat badan hingga beberapa kilo, Anda harus memprioritaskan waktu Anda untuk olah raga, diet dan memperhatikan kesehatan serta asupan gizi Anda, karena berat badan tidak akan turun hanya dengan berselancar di dunia maya sembari meng-update akun sosial media yang Anda miliki.

Anda harus memberikan waktu Anda dan merawat serta memperhatikan hal-hal yang utama dalam hidup Anda sehingga Anda dapat hidup secara berkelimpahan sesuai dengan janji Tuhan untuk Anda! Jadi, apa prioritas hidup Anda saat ini?


Sumber : Pelita Hidup

Friday, July 10, 2015

How To Convert a CD Audio Track into an MP3?


  1. Open Windows Media Player, maximize the window and click on the Switch to Library icon. 
  2. Right click in the area immediately above the Search box until you get a drop down menu.
  3. Go to Tools/Options/Rip Music. 
  4. In the Rip Music to this Location, choose where you want your music to be copied to. 
  5. In Rip Settings, click MP3. 
  6. Click on Learn About Copy Protection and read warning. 
  7. Click on Eject CD after ripping. 
  8. Select the Audio quality you would like (I recommend highest quality, it sounds way better!). 
  9. Click OK. 
  10. Insert the CD you want to copy. 
  11. Select the audio track or tracks you want to copy. If all audio tracks are selected, uncheck the box for all files and just select the ones you want. 
  12. Click Rip CD. 
  13. After your audio track has been copied to your computer, the CD will eject automatically. 
  14. Search for your new mp3 in the file location you selected in step 4. 
  15. Once you find it you may have to rename it with the artist name and song title if it was not copied from an original CD. 

Source : Yahoo

Wednesday, July 8, 2015

Plan Do Check Act / PDCA - Overview

PDCA is an iterative four-step management method used in business for the control and continuous improvement of processes and products.



PLAN : Establish the objectives and processes necessary to deliver results in accordance with the expected output (the target or goals). 
Plan : Identifying and analyzing the problem.

DO : Implement the plan, execute the process, make the product. Collect data for charting and analysis in the following "CHECK" and "ACT" steps.
Do : Developing and testing a potential solution.

CHECK : Study the actual results (measured and collected in "DO" above) and compare against the expected results (targets or goals from the "PLAN") to ascertain any differences. Charting data can make this much easier to see trends over several PDCA cycles and in order to convert the collected data into information. Information is what you need for the next step "ACT".
Check : Measuring how effective the test solution was, and analyzing whether it could be improved in any way.



ACT : If the CHECK shows that the PLAN that was implemented in DO is an improvement to the prior standard (baseline), then that becomes the new standard (baseline) for how the organization should ACT going forward (new standards are enACTed). If the CHECK shows that the PLAN that was implemented in DO is not an improvement, then the existing standard (baseline) will remain in place. In either case, if the CHECK showed something different than expected (whether better or worse), then there is some more learning to be done... and that will suggest potential future PDCA cycles.
Act : Implementing the improved solution fully.

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Source 1 : Wikipedia
Source 2 : Mindtools

Tuesday, July 7, 2015

SWOT Analysis Overview

Definition

A SWOT analysis (alternatively SWOT matrix) is a structured planning method used to evaluate the strengths, weaknesses, opportunities and threats involved in a project or in a business venture. (Wikipedia)

A SWOT analysis can be carried out for a product, place, industry or person.

Composition:
  • Strengths: characteristics of the business or project that give it an advantage over others.
  • Weaknesses: characteristics that place the business or project at a disadvantage relative to others.
  • Opportunities: elements that the project could exploit to its advantage.
  • Threats: elements in the environment that could cause trouble for the business or project.


Corporate Planning
As part of the development of strategies and plans to enable the organization to achieve its objectives, that organization will use a systematic/rigorous process known as corporate planning. SWOT alongside PEST/PESTLE can be used as a basis for the analysis of business and environmental factors.
  • Set objectives – defining what the organization is going to do
  • Environmental scanning – Internal appraisals of the organization's SWOT, this needs to include an assessment of the present situation as well as a portfolio of products/services and an analysis of the product/service life cycle
  • Analysis of existing strategies, this should determine relevance from the results of an internal/external appraisal. This may include gap analysis which will look at environmental factors
  • Strategic Issues defined – key factors in the development of a corporate plan which needs to be addressed by the organization
  • Develop new/revised strategies – revised analysis of strategic issues may mean the objectives need to change
  • Establish critical success factors – the achievement of objectives and strategy implementation
  • Preparation of operational, resource, projects plans for strategy implementation
  • Monitoring results – mapping against plans, taking corrective action which may mean amending objectives/strategies.
...

#Strengths
  • What advantages does your organization have?
  • What do you do better than anyone else?
  • What unique or lowest-cost resources can you draw upon that others can't?
  • What do people in your market see as your strengths?
  • What factors mean that you "get the sale"?
  • What is your organization's Unique Selling Proposition (USP)?
Consider your strengths from both an internal perspective, and from the point of view of your customers and people in your market.

Also, if you're having any difficulty identifying strengths, try writing down a list of your organization's characteristics. Some of these will hopefully be strengths!

When looking at your strengths, think about them in relation to your competitors. For example, if all of your competitors provide high quality products, then a high quality production process is not a strength in your organization's market, it's a necessity.

#Weaknesses
  • What could you improve?
  • What should you avoid?
  • What are people in your market likely to see as weaknesses?
  • What factors lose you sales?

Again, consider this from an internal and external basis: Do other people seem to perceive weaknesses that you don't see? Are your competitors doing any better than you?

It's best to be realistic now, and face any unpleasant truths as soon as possible.

#Opportunities
  • What good opportunities can you spot?
  • What interesting trends are you aware of?
Useful opportunities can come from such things as:
  • Changes in technology and markets on both a broad and narrow scale.
  • Changes in government policy related to your field.
  • Changes in social patterns, population profiles, lifestyle changes, and so on.
  • Local events.

A useful approach when looking at opportunities is to look at your strengths and ask yourself whether these open up any opportunities. Alternatively, look at your weaknesses and ask yourself whether you could open up opportunities by eliminating them.

#Threats

  • What obstacles do you face?
  • What are your competitors doing?
  • Are quality standards or specifications for your job, products or services changing?
  • Is changing technology threatening your position?
  • Do you have bad debt or cash-flow problems?
  • Could any of your weaknesses seriously threaten your business?

When looking at opportunities and threats, PEST Analysis can help to ensure that you don't overlook external factors, such as new government regulations, or technological changes in your industry.


Monday, July 6, 2015

Competitor / Competitive Analysis Overview

Competitor analysis in marketing and strategic management is an assessment of the strengths and weaknesses of current and potential competitors. (Wikipedia)

Identifying your competitors and evaluating their strategies to determine their strengths and weaknesses relative to those of your own product or service. (Entrepreneur)

A competitive analysis is a critical part of your company marketing plan. With this evaluation, you can establish what makes your product or service unique--and therefore what attributes you play up in order to attract your target market.

Evaluate your competitors by placing them in strategic groups according to how directly they compete for a share of the customer's dollar. For each competitor or strategic group, list their product or service, its profitability, growth pattern, marketing objectives and assumptions, current and past strategies, organizational and cost structure, strengths and weaknesses, and size (in sales) of the competitor's business. Answer questions such as:
  • Who are your competitors?
  • What products or services do they sell?
  • What is each competitor's market share?
  • What are their past strategies?
  • What are their current strategies?
  • What type of media are used to market their products or services?
  • How many hours per week do they purchase to advertise through the media used in this market?
  • What are each competitor's strengths and weaknesses?
  • What potential threats do your competitors pose?
  • What potential opportunities do they make available for you?
A quick and easy way to compare your product or service with similar ones on the market is to make a competition grid. Down the left side of a piece of paper, write the names of four or five products or services that compete with yours. To help you generate this list, think of what your customers would buy if they didn't buy your product or service.

Across the top of the paper, list the main features and characteristics of each product or service. Include such things as target market, price, size, method of distribution, and extent of customer service for a product. For a service, list prospective buyers, where the service is available, price, website, toll-free phone number, and other features that are relevant. A glance at the competition grid will help you see where your product fits in the overall market.

Source : Entrepreneur

Sunday, July 5, 2015

Marketing Mix Overview

The marketing mix is a business tool used in marketing and by marketers. (Wikipedia)

A planned mix of the controllable elements of a product's marketing plan commonly termed as 4Ps: product, price, place, and promotion. (Business Dictionary)



Product = A product is seen as an item that satisfies what a consumer demands. It is a tangible good or an intangible service. Tangible products are those that have an independent physical existence. 

Price = The amount a customer pays for the product.

Promotion = All of the methods of communication that a marketer may use to provide information to different parties about the product.

Place = Refers to providing the product at a place which is convenient for consumers to access.

Physical Evidence = The environment / evidence which shows that a service was performed, such as the delivery packaging for the item delivered by a delivery service, or a scar left by a surgeon. 

People = The employees that execute the service, chiefly concerning the manner and skill in which they do so.

Process = The processes and systems within the organization that affect the execution of its service, such as job queuing or query handling.

Saturday, July 4, 2015

What is Cohort Analysis? - Overview

What is Cohort Analysis?

Cohort analysis is a subset of behavioral analytics that takes the data from a given eCommerce platform, web application, or online game and rather than looking at all users as one unit, it breaks them into related groups for analysis. These related groups, or cohorts, usually share common characteristics or experiences within a defined timespan. Cohort analysis allows a company to “see patterns clearly across the lifecycle of a customer (or user), rather than slicing across all customers blindly without accounting for the natural cycle that a customer undergoes.”

A cohort is a group of people who share a common characteristic over a certain period of time.










A cohort is any group of people sharing a characteristic. 

...

Example from CohortAnalysis.com


Perhaps the most popular cohort analysis is one that groups customers based on their "join date," or the date when they made their first purchase. Studying the spending trends of cohorts from different periods in time can indicate if the quality of the average customer being acquired is increasing or decreasing in over time.


Cohort Analysis in Google Analytics by Yoast

So a cohort analysis is basically the analysis of a group of people, in this case people who interacted with your website at the same date or date range. When clicking Cohort Analysis in Google Analytics, it’ll look something like this:



I don’t know about you, but this isn’t really immediately clear to me, so let me walk you through how to look at it. The chart at the top is a visualization of the average user retention (percentage of returning visitors) for the date range, which is 7 days by default.

The most interesting, however, is the table below the chart. This actually gives us insight in what percentage of people returned to your site within 7 days of visiting it for the first time. Day 0 corresponds with the date in the first column. Day 1 is the first day after someone visited your website for the first time. So the 4.32% at Day 1 in the March 10th row means that 4.32% of the people who visited yoast.com for the first time on March 10th, visited yoast.com again on the next day (March 11th). Day 2 is the second day (March 12th) and so on.

Note: this is a breakdown of New Users, so although it says “All Sessions”, this only includes people having visited your site for the first time.

#What can I do with this?

This is a question that I immediately asked myself. It wasn’t completely clear to me right away, so I might be a bit slow, or it’s just not that obvious. I’ll let you be the judge of that ;)

Let me give you an example (not yoast.com, by the way):


So what happened on March 14th or 15th that made people who visited this website for the first time on March 14th visit again the next day? The retention rate is about 2% higher there, and even on day 2 the retention rate is higher. Maybe they wrote a nice post? This can be a great way of figuring out whether what you’re trying (new content, new campaigns, etc.) is actually working.

Breaking down the cohort

If you need a more specific look on what’s happening, either because you don’t know why the retention rate was lower/higher, or because you’re just a data geek, you’re in luck. You can actually ‘break down’ your cohort analysis by using segments. For instance, if I were to use the Mobile and Tablet Traffic segment on the data above:


Google Analytics will give me this cohort report:


This shows the data for people who not only visited your website for the first time in the set timeframe, but were also on a smartphone or tablet when viewing the site. You can have up to 4 of such segments active at the same time. This way you can see whether the (expected) effect happened for all sorts of people, such as people on mobile phones, people from search engines or direct visitors, etc.

Other metrics

You can actually select quite a few metrics that will make the cohort analysis useful for a lot more than returning visitors:


Although the Cohort Type has a dropdown, it actually just has the one option. The Cohort Size can be set to ‘by day’, ‘by week’ or ‘by month’ and the Date Range will change accordingly. The most interesting though, is the Metric dropdown. You can select a lot of per user metrics (revenue, pageviews, transactions, etc.) or total metrics (again revenue, pageviews, etc.) apart from the Retention metric I used in the examples above.

This means you can actually see a lot of effects, such as whether your overall revenue or revenue per user has increased after a post or campaign. Of course, you can normally see your sales or revenue increase if you have a successful campaign, but this data is different.
You can now see how much revenue you got from people that visited your website for the first time on a specific date and see if these new visitors bought something on that date or in the days to follow. And since you can see this for an entire date range, you’ll also be able to see if that’s a higher or lower revenue than was to be expected.

Let me give you an example. Say you changed your landing page recently, which is tailored to just convincing new visitors of your site to buy a product. You could just be looking at the revenue from new visitors and see if it increases. However, if a visitor were to visit your website for the first time, only to return the next day to buy your product, Google Analytics wouldn’t show it as a new visitor anymore. And that’s why these cohorts actually work: the visitor was new at the set date, so even if they buy the product a day (or 2, or more) later, they’ll still show up in the cohort analysis. So you’re not just measuring direct effect anymore, you’re measuring delayed effects as well!

By the way, to be sure you have just the visitors that visited that specific landing page, you should create a segment for visitors who visited that page.

#The downsides

While looking at the cohort analysis for yoast.com, I noticed that the Retention metric is quite difficult for our domain. Our traffic, even from the new visitors, is just too stable. The pattern was just the same all the time, no matter what date range I selected. This is probably because we have such a steady flow of new visitors, mainly from Google, that any lift here would only be a small change in percentage.

So, the changes in the percentages are too small; if everything between 3.5% and 4.5% is the same color, it’s pretty hard to distinguish any real differences. Of course, I could just look at the percentages, but that’s just not as convenient.

More importantly, though, we can only create cohorts based on Acquisition Date at the moment, which is a nice start, but I do really hope they’ll start adding more Cohort Types. Just the Acquisition Date is really not enough, for me at least. I’d love to see cohorts of people buying a specific product (category), for instance.

#Summing up

The cohort analysis can definitely give you some insights that weren’t readily available before. However, it does still require more than just basic knowledge of Google Analytics and might be a little confusing in the beginning. So I’m not completely sold on this feature yet, but to be fair; it is still in beta, so who knows how much better it will get right?


...

Other Useful Links : Use this spreadsheet for churn, MRR, and cohort analysis
Source : AndrewChen.co

Thursday, July 2, 2015

50 Most Common Interview Questions - By Glassdoor

When it comes to the interview process, research and preparation for the interview can often times determine your chances of making it to the next step. One of the best ways to get ready for a job interview is to practice your responses to any and all interview questions – even the downright weird.



To help you get started, Glassdoor sifted through tens of thousands of interview reviews to find out some of the most common interview questions candidates get asked during recent interviews. So, if you have a job interview lined up, practice in front of a mirror or ask a friend or family member to listen to your answers to the following questions so you’ll be ready to put your best foot forward.


Most Common Interview Questions

  1. What are your strengths?
  2. What are your weaknesses?
  3. Why are you interested in working for [insert company name here]?
  4. Where do you see yourself in five years? Ten years?
  5. Why do you want to leave your current company?
  6. Why was there a gap in your employment between [insert date] and [insert date]?
  7. What can you offer us that someone else can not?
  8. What are three things your former manager would like you to improve on?
  9. Are you willing to relocate?
  10. Are you willing to travel?
  11. Tell me about an accomplishment you are most proud of.
  12. Tell me about a time you made a mistake.
  13. What is your dream job?
  14. How did you hear about this position?
  15. What would you look to accomplish in the first 30 days/60 days/90 days on the job?
  16. Discuss your resume.
  17. Discuss your educational background.
  18. Describe yourself.
  19. Tell me how you handled a difficult situation.
  20. Why should we hire you?
  21. Why are you looking for a new job?
  22. Would you work holidays/weekends?
  23. How would you deal with an angry or irate customer?
  24. What are your salary requirements? (Hint: if you’re not sure what’s a fair salary range and compensation package, research the job title and/or company on Glassdoor.)
  25. Give a time when you went above and beyond the requirements for a project.
  26. Who are our competitors?
  27. What was your biggest failure?
  28. What motivates you?
  29. What’s your availability?
  30. Who’s your mentor?
  31. Tell me about a time when you disagreed with your boss.
  32. How do you handle pressure?
  33. What is the name of our CEO?
  34. What are your career goals?
  35. What gets you up in the morning?
  36. What would your direct reports say about you?
  37. What were your bosses’ strengths/weaknesses?
  38. If I called your boss right now and asked him what is an area that you could improve on, what would he say?
  39. Are you a leader or a follower?
  40. What was the last book you’ve read for fun?
  41. What are your co-worker pet peeves?
  42. What are your hobbies?
  43. What is your favorite website?
  44. What makes you uncomfortable?
  45. What are some of your leadership experiences?
  46. How would you fire someone?
  47. What do you like the most and least about working in this industry?
  48. Would you work 40+ hours a week?
  49. What questions haven’t I asked you?
  50. What questions do you have for me?

Source : Glassdoor

Wednesday, July 1, 2015

The 10 Company Culture Metrics You Should Be Tracking Right Now - By Entrepreneur


Everyone loves company culture.  And everyone loves metrics.  However, business leaders have had a hard time putting the two together in a meaningful way. Culture has long been regarded as a “soft” topic -- too intangible, subjective and elusive to measure and track. This has made it challenging to know how to align culture with business success.

After 15 years as an entrepreneur and business leader, diving into academic and professional research, and interviewing hundreds of companies, I’ve chosen to dedicate my career to understanding what makes companies tick. In simple terms, company culture is the set of behaviors that determine how things get done in a company. Therefore, when searching for culture metrics, it makes sense to follow the lead of companies that have had consistent financial and operational success, or in business jargon, high-performance companies.

In the most recent company that I founded, CultureIQ, a business providing company culture-management software, we have identified 10 qualities that are shared by high-performance companies. While each company has its own style of approaching the 10 elements, they are the ingredients of a strong culture. Using these qualities as metrics to track, business leaders can finally understand whether their company is on the path to culture success.

1.  Communication
In companies with strong communication, employees are able to communicate their thoughts and suggestions to leadership, while leadership effectively communicates necessary information to employees. Assess if your current channels of communication are effective at helping everyone in the company send, receive and understand information.

2. Innovation
As an entrepreneur, innovation is one of my favorite subjects. It is closely related to communication, because it comes down to whether employees have the ability to move ideas through the organization and how much your company is open to new ideas. When measuring innovation, remember that it comes in many forms, such as resources, processes, behaviors and the product itself.

3. Agility
Agility is key to staying competitive in the market. While leadership might feel that they are adapting well to internal and external changes, other employees will be the ones to feel the effects of whatever falls through the cracks. Therefore, keep tabs on your company’s agility by regularly soliciting feedback from employees at all levels.

4. Wellness
Workplace wellness encompasses the mental and physical health of employees. Not only does wellness lead to happier and more productive employees but this metric also has an important ripple effect. According to a study in Health Affairs, medical costs and absentee costs fall about $3.27 and $2.73 respectively for every dollar spent on wellness programs.

5. Environment

While it’s certainly exciting, you don’t need to have a trendy or themed office to have an effective work environment. What is most important is that the workplace provides for comfortable, productive employees. For instance, small details, such as the temperature of the office, could be resulting in big losses in productivity. Focus on employee comments related to the workplace, and you will find some of the easiest and fastest ways to improve their performance.

6. Collaboration
Collaboration has many layers, and once again, employee feedback is the key to getting to the bottom of them. Your marketing team might work splendidly together but struggle working with other departments. To fully measure your company’s collaboration, look for collaboration within teams, as well as collaboration between teams.

7. Support
Employees should feel supported by the overall company, their manager and peers. According to a study in Harvard Business Review, middle managers are the most disgruntled group in the workforce, possibly because they are lacking the support they need to be successful. By digging into this metric on an individual and group level, you are able to expose important trends in engagement.

8. Performance focus
Everyone should understand what determines success in their role, and they should be rewarded or recognized accordingly. Larger rewards do not necessarily make for a stronger culture. Instead, take time to understand if employees feel they are appreciated and how they would like to be recognized.

9. Responsibility
Responsibility encompasses employee accountability for actions and results, as well as the ability to make decisions regarding their work. While it seems like an individual metric, these behaviors should be promoted and assessed on a company-wide level. And believe me, you’ll find that employees are eager to report back on their experience in this area.

10. Mission and value alignment

The first step is having a mission statement and company values, and that’s the easy part. You should also keep regular tabs on if employees know your mission and values, understand them, and live by them. This process starts during recruitment, so don’t let this metric fall to the wayside during periods of high growth.

...

So there you have it; finally, culture and metrics can live happily ever after. The unique way in which you approach these qualities is what I like to call the “personality” of your company. These metrics won’t capture the specifics of your personality, but they will measure if it is working for your employees. They will help you understand if your culture is contributing to a happy, engaged, and effective workforce. 

Source : Greg Besner - Via Entrepreneur