Kadang-kadang Satu Arah

Beberapa hari yang lalu, saya berniat berkunjung ke rumah teman di daerah Bintaro dengan menyetir mobil. Karena jarang pergi ke sana, saya pun nyasar (as always), dan akhirnya mengerahkan GPS (Gunakan Penduduk Sekitar), alias nanya orang yang ada di pinggir jalan.

Kebetulan ada tukang ojek lagi nongkrong di pinggir jalan.

"Mas, numpang tanya dong. Saya mau ke Jl. Bintaro Puspita. Ambil arah mana ya?"

"Oh, si Mbak salah ambil jalan, mendingan muter di sini aja, balik arah Mbak. Trus lurus ke arah sana"

"Loh Mas, ini kan jalan satu arah?"

"Oh, jalan ini kadang-kadang satu arah, Mbak!"

"Lah? Wah, ketauan nih, si mas-nya sering naik motor ngelawan arah ya?"

"Hehehe.....iya Mbak" 

Zing.....*tepok jidat deh gue*

Nomer Antrian 2-087

Passport.

Bagi Anda, apakah arti sebuah Passport?

Hanya sebuah buku bersampul hijau (INA) yang akan diberi cap oleh petugas imigrasi negara lain?

Bagi saya, sebuah Passport bersampul hijau itu memiliki derajat yang sama dengan KTP, SIM-A, STNK mobil. Artinya, kalau habis masa berlakunya, ya harus segera diurus, walaupun belum punya rencana dalam waktu dekat bepergian keluar negeri. Jadi, diharapkan kondisi selalu dalam keadaan siaga, begitu tiba-tiba ketiban rejeki bisa keluar negeri, langsung samber Passport dan berangkat cab-cus....

Hari ini tumben banget, bos saya ngasih ijin cuti.
Alasan saya: mau cuti ngurus perpanjangan Passport, Pak.
Bos: mau pergi (traveling) kemana loe?
Saya: (dalam hati: ada deh pak) ehm...Passport saya sebentar lagi habis masa berlakunya.
Bos: Ok. Cuti satu hari aja ya...*form cuti ditanda tangan* Yippy....

Sehari sebelumnya, saya meghubungi Kantor Imigrasi Wilayah Jakarta Selatan yang terletak di Jl. Warung Buncit Raya No. 207, sebab KTP saya masih tercatat sebagai penduduk di wilayah tersebut. Walaupun sekarang kita bisa perpanjang Passport di kantor imigrasi wilayah mana pun, namun saya lebih memilih datang ke kantor imigrasi yang sudah familiar. Menurut Bapak petugas informasi di sana, saat ini proses pengurusan perpanjangan Passport bisa cepat, datang ke kantor imigrasi dengan membawa dokumen asli KTP, Kartu Keluarga, Akte Kelahiran/Ijasah/Akte Nikah dan fotocopy semua dokumen dengan ukuran kertas A4. Langsung bisa foto dan wawancara.

"Buka jam berapa, Pak?"

"Kami buka dari jam 8 s/d jam 4 sore, kalau Mba mau ambil antrian, harus datang pagi, biasanya ada yang sudah datang dari jam 6 pagi."   

"Hah? Jam 6 pagi, Pak?"

"Iya Mba, kalau baru datang jam 8 pagi, mudah-mudahan masih dapat antrian

*Glek* "Untuk biaya perpanjangan Passport berapa, Pak?"

"Untuk perpanjangan Passport 48 halaman, biayanya 255 ribu"
"Ok. Terima kasih info-nya, Pak"

Kantor Imigrasi Jakarta Selatan yang memiliki 5 lantai ini dalam kondisi baru, renovasi gedung dilakukan sejak bulan November 2010 dan diresmikan pada bulan Februari 2012. Saat ini sebagian besar applicant melakukan sendiri proses pembuatan/perpanjangan Passport karena sistemnya dibuat mudah dan cepat, apalagi tersedia layanan register on-line sehingga bisa memasukkan data dari internet. Sistem yang baru ini membuat posisi calo semakin tersingkir dan kita yang paling mendapat untung karena biaya perpanjangan Passport exactly seperti yang tertera di dinding kantor imigrasi, tidak ada mark-up oleh calo.

Walaupun ada layanan register on-line, namun saya tetap ambil antrian walk-in. Saat tiba di sana jam 8.00 pagi, saya mendapat nomer antrian 2-087. Maksud angka 2 untuk walk-in, angka 1 untuk lansia, angka 3 untuk on-line register dan angka 6 untuk pendaftaran melalui travel. Saya baru dipanggil untuk masuk ke dalam ruangan foto dan wawancara pada jam 13.15 siang. Yup, menunggu 5 jam saudara-saudara! Sudah menghabiskan baca 1 surat kabar, 1 majalah ekonomi, minum 3 botol air mineral dan makan 1 mangkok ketupat sayur. Proses foto dan wawancara cukup cepat dan efisien, hanya membutuhkan waktu 10 menit dan setelah itu petugas memberikan form pembayaran Bank BNI kepada saya. Prosesnya saya harus melakukan pembayaran ke Bank BNI sejumlah Rp. 255.000, kemudian 3 hari (kerja) setelahnya Passport saya sudah tersedia di loket pengambilan dari jam 13.00 s/d 16.00.

Saya cukup terkesan dengan sistem pembuatan Passport saat ini. Sempat tadi saya terkenang dengan proses pembuatan Passport sekitar 20 tahun yang lalu. Waktu itu saya diminta Papa mengambil sendiri buku Passport yang sudah jadi di kantor imigrasi, saya masih kelas 6 SD. Saat itu kantor imigrasi masih penuh dengan calo dan petugas berbadan tambun perut buncit (maaf). Saya masih culun dengan wajah bingung, menyerahkan form pengambilan Passport. Petugas berbadan tambun itu melirik saya dan meminta sejumlah uang kepada saya. Sebagai anak Sekolah Dasar, saya bingung, (dalam hati) waduh...pembayarannya kurang ya? Saya hanya bawa uang pas untuk naik bis pulang ke rumah. 

Akhirnya saya mengaku terus terang: "maaf pak, saya tidak bawa uang. saya hanya bawa uang pas untuk naik bis pulang ke rumah." Si Bapak petugas termenung sesaat sebelum akhirnya memberikan buku Passport kepada saya. Setelah menerima Passport, saya masih bengong. Gimana ya ini? Akhirnya saya menghubungi Papa.

"Halo Papa, ini kok petugas imigrasi minta uang lagi ya? Apakah kemarin kita kurang bayar?" 

"Oh ya? Trus kamu sudah dapat Passportnya belum?"

"Udah nih, Pa. Aku bilang gak bawa uang, hanya cukup untuk naik bis. Passport udah ada di tanganku"

"Ya udah, cepetan kamu pulang aja. Petugasnya gak bener itu."

Saya pun segera meninggalkan kantor imigrasi dan naik bis pulang ke rumah, masih merasa punya utang ke si petugas (dulu culun banget nih gue *tepok jidat*)

Kejadian 20 tahun itu sangat berbeda dengan saat ini. Kondisi kantor sangat bersih, ber-AC dan tertib. Semua orang tertib mengantri dan menunggu giliran. Petugas berusia muda dan energik, beda dengan petugas bertubuh tambun yang saat itu menodong saya. Pembayaran pun dibuat transparan dan langsung transfer ke bank. Akhir kata saya sangat terkesan dengan sistem dan performa petugas kantor imigrasi. Tetap tingkatkan kinerja Anda. Salut!


Alamat Kantor Imigrasi Kelas I Wilayah Jakarta Selatan:
Jl. Warung Buncit Raya No. 207
Jakarta Selatan 12790
Phone: (021)79170912, (021)79170913

Dua Tahun Berlalu.....

Tak terasa, sudah 2 tahun saya tidak menulis di blog ini......*gilaa lo Ndro? 2 tahun? kemane aje loo?*

Yah, begitulah kondisinya, maklumlah, saya kan orang sibuk, sok sibuk maksudnya haha *siap2 dilempar high heels seperti yang dialami Mrs. Hillary Clinton belum lama ini :) *

Di dalam kurun 2 tahun ini, banyak peristiwa penting yang terjadi.

Yang pertama: setelah 2 1/2 tahun berjibaku pusing puyeng 7 keliling antara kerja di kantor-hangout-makan2-gosip2-kuliah-bikin tugas-bengong-meeting di kantor sampai malam-bikin tugas lagi-bikin tesis-sidang tesis-gagal sidang-nangis bombay di bahu pacar-bete-semangat lagi-bikin tesis lagi-sidang lagi (panjang ya bok?), akhirnya saya dinyatakan lulus dari jurusan S2 Management Marketing sebuah Universitas yang terletak di Karawaci-Tangerang. Yippy....

Yang kedua: setelah berpacaran satu tahun dengan seorang pria ganteng yang baik dan pintar seperti kriteria saya selama ini, dirinya meminang saya untuk menjadi istrinya *Haleluyaaaa....Puji Tuhan, Tuhan telah mendengar dan mengabulkan doa saya :)* Dan pinangannya dilontarkan setelah saya selesai jungkir balik bikin tesis yang bikin pusing puyeng 7 keliling dan nangis bombay. Luar biasa bukan? Haleluya....Puji Tuhan!

Jadi, setelah saya puyeng bikin tesis, saya puyeng lagi mempersiapkan resepsi haha....tapi saya enjoy banget karena kami telah sepakat untuk membuat acara pernikahan yang sederhana, simple namun penuh makna. Kami hanya mengundang sedikit orang untuk menghadiri Sakramen Pernikahan dan Resepsi Pernikahan. Tema acara pernikahan kami merupakan gabungan dari modern dan klasik Jawa, sederhana dan elegan. Namun penata rias melancarkan protes: Mba-Mas, tema riasan modern-klasik itu susah loh. Jawab saya: ah, Tante....Tante pasti bisa!

Pernikahan kami memang mengandalkan banyak bantuan dari orang sekitar, penata rias sahabat dari mama mertua, bunga untuk menghias gereja, kami beli di Rawa Belong dan dirangkai adik ipar, kain kebaya nikah saya beli di Tanah Abang lalu dijahit di Mayestik dengan menyontek pola dari internet *kreatip kan?* dan resepsi kami adakan sederhana di sebuah restoran di Jakarta Pusat. Kami ingin membuat sebuah acara pernikahan yang hangat dan akrab, sehingga tidak banyak undangan yang kami sebar, walaupun setelah acara, banyak yang protes tidak saya undang. Ups! Maap!

Yak! Itulah penjelasan dari saya, sudah jelas kan mengapa kemarin saya jarang menulis di blog ini? Masih belum percaya juga???
T e r l a l u.....*seperti kata Bang Rhoma Irama*

Ok deh, kalau begitu, di bawah ini saya posting foto2 acara pernikahan, supaya tambah percaya gituh.... Cheers!

Raden Saleh dan Awal Seni Lukis Modern Indonesia

Pameran lukisan Raden Saleh diadakan di Galeri Nasional Indonesia, Jakarta, lokasi galeri ini mudah ditemukan karena tepat berada di seberang stasiun kereta api Gambir. Pameran lukisan yang diselengarakan pada tanggal 3-17 Juni 2012 ini hasil kerja sama pihak Goethe Institut dengan Galeri Nasional Indonesia dan Kedutaan Jerman (merupakan bagian dari kegiatan JERIN-Jerman dan Indonesia). Tiket masuk pameran ini: Rp. 0, alias gratis.

Raden Saleh (1811-1880) merupakan salah satu maestro lukisan pertama dari Indonesia yang mengenyam pendidikan di Eropa. Ia tinggal selama lebih dari 25 tahun di negara Belanda, Jerman, Perancis dan Italia, sehingga ia membawa pemahaman baru mengenai seni visual ke tanah airnya, meskipun karya-karyanya tetap berakar kuat di dalam kebudayaan Jawa. Di dalam pameran lukisan ini, ditampilkan 40 lukisan cat minyak dan sketsa pensil karya Raden Saleh dan disertai pertunjukan multimedia mengenai kehidupan dan karya sang maestro sehingga memberikan kesempatan kepada audiens merasakan pengalamannya di Eropa dan Jerman. Pameran ini juga mengintegrasi reproduksi karya-karyanya-terutama lukisan dari koleksi-koleksi di Eropa- yang tidak dapat dibawa ke Indonesia. Sebagai salah satu contohnya, pada tahun 1847, lukisan Raden Saleh dengan judul Berburu Rusa (239 cm x 346 cm) dibeli oleh Raja Louis-Philippe dari kerajaan Perancis.

Semoga pameran lukisan ini dapat membangkitkan semangat para pelukis Indonesia untuk mengembangkan talenta-nya dan tidak takut untuk mengembangkan sayapnya ke dunia internasional, sebab sang maestro Raden Saleh telah menjadi teladan dalam mengembangkan talenta melukis dan berhasil menjalin hubungan yang baik dengan Raja-Raja wilayah Eropa di awal abad 19.

Judul: Mengintai, Tahun: 1849

Judul: Penangkapan Diponegoro, Tahun: 1857

What makes Ross Perot’s EDS not sustainable?

         Electronic Data Systems (EDS) was founded by Ross Perot in the year of 1962 when he quit working as a salesman for IBM. Perot’s goal was to start a company that offered skilled electronic data processing management personnel along with the computer equipment and targeted large corporations by offering long-term contracts at a time when short-term contracts were the norm. The company signed its first long-term commercial facilities management contract with Frito-Lay in 1963.

        The Social Security Act of 1965 created Medicare and Medicaid and EDS designed a system to process insurance claims and payments for Texas’s program. In 1969, the company received contract with California Blue Cross to handle its backlogged Medicare data processing. The claims processing programs became an early driver of the company’s revenue, which topped $16 million by the end of the decade. In 1968, the company held its first public offering at $16.50 a share and closed at $22. The shares topped out at $160 in 1970 but dropped to $15 in 1973 after a sharp decline in the stock market. Still, the company’s revenue and earnings grew. In 1978, EDS expanded into financial markets by introducing automated teller machines, electronic funds transfer and real-time point-of-sale terminals. In 1988, it acquired MTech Corp., an operator of automated teller machines, for $347 million. By 1997 it became the country’s largest maker of ATM's.

           In 1984, EDS was bought by GM for $2.5 billion. Under GM, the company expanded internationally and its sales grew to $3.4 billion. Earnings of EDS fell by 5.5% in 1985 and Perot, who still ran EDS, has troubled time with GM. By 1986, GM paid Perot $700 million for his stock and he was dismissed. He was replaced by Les Alberthal who started as a trainee with EDS in 1968. In 1988, Perot started a rival company, Perot Systems Corp. In 1992, Ross Perot run for presidential debates. In June 1996, EDS again became independent when it was spun off from GM.

          By the end of the 1990s, EDS faced stiff competition and rising production costs, this led to $1 billion reorganization and laying off of 13,000 employees. The circumstances were taken to get rid from debts and the cost-cutting efforts who conducted by CEO Richard Brown, were successful and the company returned to get profit. Brown attempted to raise the company’s profile with such moves as buying a Super Bowl ad that portrayed cowboys herding cats. In June 1997, Electronic Data Systems and SHL Systemhouse started work on a Canadian national firearm registration system. The original plan was for a small IT project that would cost tax payers only $2 million - $119 million for implementation which was to be offset by $117 million in licensing fees. But then, politics got in the way. Pressure from the politic lobbyists and other interest groups resulted in more than 1,000 change orders in just the first two years. The changes involved having to interface with the computer systems of more than 50 agencies and since that integration wasn't part of the original contract, the government had to pay for all the extra work.

         In 2000, EDS had two main competitors: IBM and Computer Sciences Corp. In just a few years, that number greatly increased because of global competition from offshore rivals. By 2001, the annual maintenance costs alone were running $75 million a year. A 2002 audit estimated that the program would wind up costing more than $1 billion by 2004 while generating revenue of only $140 million, giving rise to its nickname: "the billion-dollar boondoggle." In 2003, the company had $5 billion in debt. CEO Michael Jordan was charged with leading the turnaround. He restructured contracts, centralized some business functions, diversified into additional support services and targeted new accounts. By 2006, the company has seen earnings drop in recent quarters.

The reasons why Ross Perot’s EDS not sustainable are:

-          Stiff competition with IBM & Computer Sciences Corp

-          High maintenance costs

-          Pressure from the politic lobbyists

-          Mis-management

References:

    1.  The Wall Street Journal http://blogs.wsj.com/deals/2008/05/12/a-look-back-at-eds-from-ross-perot-to-cowboys-herding-cats/

    2.   http://www.brighthub.com/office/project-management/articles/15893.aspx

    
  note: this is one of 12 assignments on my strategic management class and this one had a good grade from my professor, so I felt confident to share it with you :)

What kind of a leader Jack Welch is?

        John Francis Welch Jr. (born November 19, 1935) had worked for General Electric for a year in 1961 when he wanted quit his $10,500 job as a junior engineer in Pittsfield, Mass. He want to did that because he felt stifled by the company's bureaucracy, underappreciated by his boss, and offended by the civil service-style $1,000 raise he was given. Welch wanted out, and to get out he had accepted a job offer from International Minerals & Chemicals in Skokie, Illinois. But Reuben Gutoff, then a young executive a layer up from Welch, had other ideas. He had been mightily impressed by the young upstart and was shocked to hear of his impending departure. Desperate to keep him, Gutoff asked Welch and his wife, Carolyn, out to dinner that night. For four straight hours at the Yellow Aster in Pittsfield, he made his pitch: Gutoff swore he would prevent Welch from being entangled in GE red tape and vowed to create for him a small-company environment with big-company resources. These were themes that would later dominate Welch's own thinking as CEO.The next day, Welch gave him his answer. He will stay with the company and Welch's future management style manages a small company environment with big company resources.


Through the 1980s, Welch worked to streamline GE. He also pushed the managers of the businesses he kept to become more productive. Welch worked to eradicate perceived inefficiency by trimming inventories and dismantling the bureaucracy that had almost led him to leave GE in the past. He shut down factories, reduced payrolls and cut lackluster old-line units. Welch's public philosophy was that a company should be either #1 or #2 in a particular industry, or else leave it completely. Welch's strategy was later adopted by other CEOs across corporate America. Each year, Welch would fire the bottom 10% of his managers. He earned a reputation for brutal candor in his meetings with executives. He would push his managers to perform, but he would reward those in the top 20% with bonuses and stock options. He also expanded the broadness of the stock options program at GE from just top executives to nearly one third of all employees. Welch is also known for destroying the nine-layer management hierarchy and bringing a sense of informality to the company.

During the early 1980s he was dubbed "Neutron Jack" for eliminating employees while leaving buildings intact. In Jack: Straight From The Gut, Welch states that GE had 411,000 employees at the end of 1980, and 299,000 at the end of 1985. Of the 112,000 who left the payroll, 37,000 were in sold businesses, and 81,000 were reduced in continuing businesses. In return, GE had increased its market capital tremendously. However, Welch eliminated basic research, and had closed or sold off businesses that were allegedly under-performing. These and other moves placed basic research at the bottom of the list with respect to funding and attention.

In 1986, GE acquired RCA. RCA's corporate headquarters were located in Rockefeller Center; Welch subsequently took up an office in the now GE Building at 30 Rockefeller Plaza. The RCA acquisition resulted in GE selling off RCA properties to other companies and ultimately keeping NBC as part of the GE portfolio of businesses. During the 1990s, Welch shifted GE business from manufacturing to financial services through numerous acquisitions.

Welch adopted Motorola's Six Sigma quality program in late 1995. In 1980, the year before Welch became CEO, GE recorded revenues of roughly $26.8 billion. In 2000, the year before he left, the revenues increased to nearly $130 billion. When Jack Welch left GE, the company had gone from a market value of $14 billion to one of more than $410 billion at the end of 2004, making it the most valuable and largest company in the world.

Welch launched the effort in late 1995 with 200 projects and intensive training programs, moved to 3,000 projects and more training in 1996, and undertook 6,000 projects and still more training in 1997. So far, the initiative has been a stunning success, delivering far more benefits than first envisioned by Welch. Last year, Six Sigma delivered $320 million in productivity gains and profits, more than double Welch's original goal of $150 million.

While analysts on Wall Street or GE's own investors view Welch's likely legacy as creating the world's most valuable company in stock market terms, Welch himself sees things quite differently. The man who spends more than 50% of his time on people issues considers his greatest achievement the care and feeding of talent. He believes he has to know people well enough to trust them and their judgments. Welch knows by sight the names and responsibilities of at least the top 1,000 people at GE. ''He knows their names. He knows what they do. That's an incredible reinforcement to the individual that he or she counts,'' says Dunham of GE's Medical Systems business.

According to the informations that Jack Welch can streamline GE’s manager and he had a nick name ‘Neutron Jack’, in my opinion he is a leader which arrive at decision primarily on his own with little input from others. But considering his concern about minimize the bureaucracy in the company, his leadership type is transformational leadership, because his eager to transformed each members to becoming more aware of the importance of their tasks, inspire members by giving a ‘dream’ or ‘vision’ in higher order and stretching member’s self confidence.

References:

1. http://www.businessweek.com/1998/23/b3581001.htm

2. http://en.wikipedia.org/wiki/Jack_Welch


note: this is one of 12 assignments on my strategic management class and this one had a good grade from my professor, so I felt confident to share it with you :) :) 

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