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"Saat ini, aset organisasi bukan hanya yang berwujud saja tetapi juga yang tidak berwujud, seperti pengetahuan. Banyak sekali organisasi yang menyadari akan pentingnya manajemen pengetahuan salah satunya adalah STMIK GI MDP. Namun proses manajemen pengetahuan di STMIK GI MDP belum terlaksana dengan baik, maka perlu diketahui faktor-faktor apa saja yang mempengaruhi proses manajemen pengetahuan di STMIK GI MDP. Dalam penelitian ini, faktor-faktor yang diduga mempengaruhi proses manajemen pengetahuan adalah faktor kepercayaan, kolaborasi, pembelajaran, strategi organisasi, penghargaan, sentralisasi, formalisasi, IT support, T-shape skill, effort expectancy dan performance expectancy. Proses manajemen pengetahuan diukur dengan menggunakan pendekatan Socialization, Externalization, Combination, dan Internalization. Penelitian ini menggunakan pendekatan kuantitatif melalui kuesioner dimana respondennya adalah semua karyawan di STMIK GI MDP dengan mengunakan skala likert 5 poin. Hasil kuesioner dianalisis menggunakan pendekatan partial least square (PLS). Hasil dari penelitian ini adalah faktor kepercayaan, faktor strategi organisasi dan penghargaan terbukti signifikan memberikan pengaruh kuat terhadap proses manajemen pengetahuan.

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Currently, organization’s assets not only tangible but also intangible, for example is knowledge. Lots of organizations are realizing the importance of knowledge management one of them STMIK GI MDP. But the process of knowledge management in the STMIK GI MDP has not done well, it is necessary to knowed the factors that influence the process of knowledge management in the STMIK GI MDP. In this study, the factors allegedly influence the process of knowledge management is a factor of trust, collaboration, learning, organizational strategy, rewards, centralization, formalization, information technology support, T-shaped skills, effort expectancy and performance expectancy.

Knowledge management processes is measured using Socialization approach, externalization, Combination, and Internalization. This study uses a quantitative approach through a questionnaire where respondents are all of employees in STMIK GI MDP by using 5-point Likert scale. The results of the questionnaire analyzed using the approach of partial least square (PLS). The results of this study is the trust factor, factor organizational strategy, and rewards proved significant a strong influence on the process of knowledge management."

"ABSTRAKPenelitian ini membahas mengenai fungsi instant messaging yaitu Slack di dalam komunikasi internal pada perusahaan yang masih dalam fase pengembangan atau rintisan startup yaitu ZEN Rooms Indonesia. Tujuan penelitian ini untuk memaparkan mengenai fungsi instant messaging seperti Slack sebagai media komunikasi internal yang digunakan oleh perusahaan rintisan startup yaitu ZEN Rooms Indonesia. Pada penelitian ini menggunakan paradigma post-positivisme dan pendekatan kualitatif dengan strategi deskriptif. Pengumpulan data dilakukan dengan cara wawancara mendalam dan obersevasi. Triangulasi yang digunakan adalah sumber data primer, data sekunder dan tinjauan literatur. Penelitian menggunakan konsep dari fungsi komunikasi internal Conrad 1985 dengan hasil penelitian menunjukkan dua dari tiga fungsi komunikasi dalam organisasi menurut Conrad 1985 melalui instant messaging yaitu Slack yang terpenuhi dalam komunikasi internal pada perusahaan rintisan startup yaitu ZEN Rooms Indonesia, adalah 1 the command function dan 2 the ambiguity-management function. Fungsi relasional didalam komunikasi internal tidak terpenuhi, dikarenakan media komunikasi instant messaging seperti Slack hanya dapat diakses oleh publik internal perusahaan. Namun selain fungsi komunikasi internal menurut Conrad 1985, dalam penelitian menemukan fungsi membangun hubungan dengan rekan kerja. Penelitian ini juga menemukan bahwa instant messaging seperti Slack berbiaya murah dan sesuai dengan perusahaan rintisan yang memiliki karakteristik limited resource, baik dalam sumber daya manusia maupun keuangan.

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ABSTRACTThis research discusses the function of instant messaging such as Slack in internal communications used by startups such as ZEN Rooms Indonesia. This research is using post positivist paradigm and qualitative approach with descriptive strategy. Data collection is done by in depth interview and observation. Triangulation that is used are primary data source, secondary data and literature review. The research used the concept of internal communication function Conrad 1985 with the result of this research that two of three communication functions in organization according to Conrad 1985 through instant messaging that is Slack which fulfilled in internal communication at startups company such as ZEN Rooms Indonesia, there are 1 command functions and 2 management functions of ambiguity. Relational functions in internal communication is not fulfilled, because instant messaging such as Slack can only be accessed by internal public company. But in addition to internal communication functions according to Conrad 1985 , in this research found a relationship building with colleagues. This research also found that instant messaging such as Slack is low cost and with one of the characteristics of the pilot company that is limited resources, both in human and financial resources.Keywords Startups company, Function of internal communication, Instant messaging."

"Penelitian ini dilatarbelakangi situasi KONI Provinsi DKI Jakarta yang merupakan induk organisasi olahraga prestasi di Provinsi DKI Jakarta dengan mengambil waktu pada periode Kepengurusan KONI Provinsi DKI Jakarta Masa Bakti 2009-2013 dalam menghadapi Pekan Olahraga Nasional VIII Tahun 2012.Tujuan dari penelitian ini adalah untuk mengetahui korelasi serta pengaruh antara efektivitas komunikasi internal dan juga eksternal KONI Provinsi DKI Jakarta terhadap kepuasan perolehan medali pada PON XVIII/2012. Penelitian ini adalah penelitian kuantitatif. Sampel dari populasi dalam penelitian ini dibagi kedalam dua kelompok, yakni kelompok di lingkungan internal sebanyak 42 orang, dan Lingkungan Eksternal KONI Provinsi DKI Jakarta sebanyak 13 orang yang berasal dari Pengurus Provinsi Cabang Olahraga DKI Jakarta Peserta PON XVIII/2012 Anggota KONI Provinsi DKI Jakarta.Penelitian ini menggunakan metode proporsional random sampling dan data yang digunakan adalah data primer berupa kuesioner dan juga data sekunder dari arsip atau dokumen yang didapat penulis dari Sekretariat KONI Provinsi DKI Jakarta.Selanjutnya, penelitian ini melihat hubungan dan pengaruh antara variabel independen terhadap variabel dependen. Didapat data dari responden bahwa kedua variabel efektivitas komunikasi (independen) memiliki hubungan yang kuat serta memiliki pengaruh terhadap variabel kepuasan perolehan prestasi pada PON XVIII/2012.

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The background of this research was the situation of The Indonesian Sports Committee of Jakarta (KONI Provinsi DKI Jakarta) which handled the sports achievment, and took periode between 2009-2013 when KONI Provinsi DKI Jakarta had program to prepared the athletes for The National Games XVIII/2012.

Focused of this study was knowing the correlation and influence between internal and external effectivity communications of KONI Provinsi DKI Jakarta toward satisfaction of sports achievement on National Games XVIII/2012. This research is quantitative. The sample of population on this research was divided into two clusters, which were internal environment took 42 persons and external environment took 13 persons.

This research used the proportional random sampling methode, data used are primary data in the form of questionnaires and secondary data from the records or documents obtained from Secretariat of KONI Provinsi DKI Jakarta. This study looked at the correlation and regression between the independent variables on the dependent variable. Data obtained from the respondents that the effectiveness of communication between the two variables (independent) variables had influence towards satisfaction of sports achievement on National Games XVIII/2012."

"Activities performed in organizations are coordinated via communication between the people involved. The sentences used to communicate are naturally structured by subject, verb, and object. The subject describes the actor, the verb the action and the object what is affected by the action. Subject-oriented Business Process Management (S-BPM) as presented in this book is based on this simple structure which enables process-oriented thinking and process modeling. S-BPM puts the subject of a process at the center of attention and thus deals with business processes and their organizational environment from a new perspective, meeting organizational requirements in a much better way than traditional approaches. Subjects represent agents of an action in a process, which can be either technical or human (e.g. a thread in an IT system or a clerk). A process structures the actions of each subject and coordinates the required communication among the subjects. S-BPM provides a coherent procedural framework to model and analyze business processes, its focus is the cooperation of all stakeholders involved in the strategic, tactical, and operational issues, sharing their knowledge in a networked structure. The authors illustrate how each modeling activity through the whole development lifecycle can be supported through the use of appropriate software tools. The presentation style focuses on professionals in industry, and on students specializing in process management or organizational modeling. Each chapter begins with a summary of key findings and is full of examples, hints, and possible pitfalls. An interpreter model, a toolbox, and a glossary summarizing the main terms complete the book. The web site www.i2pm.net provides additional software tools and further material."

"The visual elements in a workplace have a profound effect on its employees. Most organizations, however, do not recognize the power of design, art, sculpture, and graphics to create the vibrancy and energy that can drive productivity and innovation. "Seeing Is Believing" explains how to use these elements to improve communications, connect individual tasks to organizational goals, and greatly enhance employee commitment and job satisfaction."

"Penelitian ini bertujuan membahas bagaimana media televisi dan BMKG menerapkan prinsip-prinsip Excellence Communication yang dikembangkan James Grunig. Excellence Communication memiliki tiga unsur berkaitan yakni; Knowledge Core, Shared Expectation, dan Participative Culture. Penelitian ini menggunakan paradigma post positivisme, pendekatan kualitatif, dan bersifat deskriptif. Metode pengumpulan data melalui studi literatur, observasi dan wawancara mendalam. Penelitian menunjukkan media televisi dan BMKG menerapkan Excellence Communication, namun belum sepenuhnya memenuhi kriteria Grunig, karena tidak semua televisi menjalani SOP penyebaran informasi gempa, sehingga kadang terjadi perbedaan menindaklanjuti informasi gempa. Selain itu, posisi Humas tidak memiliki akses langsung, sehingga tidak terlibat rapat pembuatan keputusan menganalisa informasi gempa.

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This study aims to discuss how to apply the principles Communication Excellence by James Grunig at television and BMKG. Communication Excellence has three elements; Core Knowledge, Shared Expectation, and Participative Culture. This study used the paradigm of post-positivism, qualitative approach and descriptive. Methods of data collection through literature study, observation and in-depth interviews. Research shows television Communication Excellence has implemented, but not fully meet the Grunig's criteria, because not all television crew follow SOP of earthquake information dissemination, so sometimes there is a difference in following the earthquake information. In addition, the position of public relation (PR) does not have direct access, so no decision-making meeting involved analyzing earthquake information."

"Pelaksanaan proyek konstruksi yang menangani paket pekerjaan EPC yang meliputi engineering (perancangan), procurement (pengadaan), dan construction (pelaksanaan konstruksi) sangat membutuhkan strategi pengelolaan yang cermat dari tahap perencanaan sampai tahap akhir pelaksanaan proyek. Kegiatan pengadaan (procurement) memegang peranan yang penting dalam proyek. Hal ini disebabkan karena biaya pengadaan baik barang maupun jasa pada kebanyakan proyek memerlukan lebih dari separuh biaya total proyek (60%-70%). Adanya faktorfaktor ketidakpastian dalam pengadaan proyek baik berupa harga, mutu, dan waktu yang tidak bisa diprediksi dengan pasti sebelumnya akan menimbulkan risiko pada proyek.Manajemen Komunikasi merupakan salah satu alat yang sangat penting untuk dapat meningkatkan performa kerja dengan sasaran kinerja biaya, sehingga tujuan proyek yang memenuhi spesifikasi klien dan memberikan keuntungan bagi perusahaan dapat tercapai. Tujuan penulisan ini adalah untuk memberikan masukan kepada para kontraktor yang bergerak dalam bidang rekayasa, yang meliputi bidang engineering, procurement dan construction agar dapat meningkatkan manajemen komunikasi yang telah dimiliki menjadi lebih optimal dan efisien. Proses didalam manajemen resiko proyek adalah identifikasi faktor-faktor resiko, analisa resiko, evaluasi resiko, dan tindakan mengelola resiko (treatment atau risk response).Penelitian untuk mengetahui faktor-faktor resiko dilakukan secara kualitatif, dengan menganalisis data persepsi yang didapat dari kuisioner dengan responden manajer proyek dan team inti proyek perusahaan EPC pada PT X yang mempunyai pengalaman dalam proyek EPC, analisa resiko dilakukan secara kuantitatif terhadap variabel resiko dari hasil kuisioner, selanjutnya data tersebut diolah dengan softwar SPSS untuk mendapatkan faktor risiko yang dominan dan untuk mengetahui hubungan antara variabel risiko dengan penyimpangan biaya. Dengan melakukan tindakan identifikasi, analisis serta evaluasi risiko yang disusun sebagai database, maka perusahaan EPC di Indonesia, khususnya PT X diharapkan dapat meminimalkan penyimpangan biaya pelaksanaan proyek.

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System delivery method of construction services using EPC approach covering engineering, procurement, and construction require careful management strategy from planning phase. Activity of procurement play an important role in project. Expenses of procurement at most of EPC approximaly will come handling 60%-70% of total project cost. Existence of uncertainty factors in project procurement of good in the form of price, quality, and time which can not predicted categorically previously will generate risk of project.Management Communication is one of the appliance which of vital importance to be able to improve project performance with performance target of expense of, so that the target of project fulfilling the specification of client and give advantage for company can reach. Target of this writing is to give input to all peripatetic contractors in the field of engineering, covering area of engineering, and procurement of construction so that can improve communications management which have owned to become more efficient and optimal. Process in project risk management are identifying risk factors, risk analysis, risk evaluation, and treatment of risk response.Research to know risk factors conducted qualitative, by got perception data analyzis of quisioner with manager respondent and project team at PT X having experience in project of EPC, risk analysis conducted quantitatively to risk variable of result of quisioner, hereinafter the data processed by with SPSS software to get dominant risk factors and to know relation between risk variable with cost overruns. By conducted action identify, analysis and also evaluate compiled risk as database, hence company of construction services using EPC approach, specially PT X expected should be minimizated project cos overruns."

"We still see many communication graduates with little business knowledge and business graduates with little communication knowledge. This schism leads communication scholars to assume that better communication is an end in itself while management see it as a means to an end it must somehow contribute to the bottom line. How can strategic communication and public relations support corporations? What can communicators learn from management disciplines? Moreover, how should universities and business schools deal with the need to integrate research and education from different disciplines to advance the field? This book addresses these challenges and offers some answers. The contributions from primarily European countries were selected from a large number of peer-reviewed contributions for the 2015 congress of the European Public Relations Education and Research Association hosted by BI Norwegian Business School in Oslo. The chapters explore challenges of linking both fields; discuss research focusing on communication, leadership and organisational goals; and present findings from current research in corporate communication."