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"[ABSTRAKTesis ini membahas konflik antara KONI dan KOI terkait tugas dan fungsi berdasarkan Undang-Undang No. 3 Tahun 2005 mengenai Sistem Keolahragaan Nasional. Tesis ini menggambarkan latar belakang dikeluarkannya UU Sistem Keolahragaan Nasional, faktor-faktor yang menyebabkan konflik, bentuk-bentuk konflik, dampak-dampak yang ditimbulkan konflik, langkah-langkah pengelolaan konflik, serta hambatan-hambatan dalam pengelolaan konflik tersebut. Penelitian ini menggunakan pendekatan kualitatif dengan desain deskriptif. Hasil dari penelitian ini adalah konflik yang terjadi dikategorikan sebagai konflik antar organisasi yang sifatnya horizontal. Konflik bersumber dari struktur organisasi, tata tertib serta anggaran. Ditinjau dari teori konflik Dahrendorf, konflik yang terjadi di antara kedua organisasi memiliki sumber struktural yakni pertanyaan tentang keabsahan kekuasaan yang ada. Namun demikian, dalam setiap konflik selalu melekat perubahan. Penelitian ini memberikan beberapa rekomendasi dalam pengelolaan konflik. Pertama, melakukan revisi atas Undang-Undang Sistem Keolahragaan Nasional melalui Judicial Review di Mahkamah Konstitusi. Kedua, tetap berpegang teguh pada amanat Undang-Undang Sistem Keolahragaan Nasional tapi dengan menambah poin sinkronisasi dan koordinasi pada peraturan turunannya. Ketiga, membuat peraturan baru terkait tugas pengiriman atlet ke ajang internasional yang menjadi pokok konflik yakni standardisasi kualifikasi, proses pengiriman, serta evaluasi. Penelitian ini juga merekomendasikan untuk ditetapkannya sasaran atau target perubahan yakni individu, kelompok dan struktur sosial, serta penggunaan strategi sikap dalam mengkonversi konflik menjadi perubahan yang bermanfaat bagi semua pihak.;

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ABSTRACTThis study described about conflict between KONI and KOI related to task and function according to UU No. 3 Year 2005 about National Sport System. This study described about causes of regulation publishment, causes of conflict, type of conflict, the conflict?s impacts, managements and also constraints in solving the conflict. This study is qualitative research whose descriptive design. Result of this study is this conflict can be categorized as inter organizational conflict whose horizontal character. Sources of conflict are structure of organization, regulation, and also budgeting. According to Dahrendorf?s theory, conflict between two organizations had structural sources such as the question of power legitimacy. However, every conflict has a change. This research gave several recommendations in managing conflict. First of all, part of society, including the organization that involved in conflict, proposed a revise toward UU. No. 3 Year 2005 through Judicial Review Process in Constitutional Court (MK). Second, standing on UU No. 3 Year 2005 but doing synchronization and coordination way in derivative regulation. Third, publishing a new regulation that rules about sending of athletes to international events including making same qualification and same standard both sending and evaluation. This research also recommend to make target of change and using behavioral strategy to convert the conflict.;This study described about conflict between KONI and KOI related to task and function according to UU No. 3 Year 2005 about National Sport System. This study described about causes of regulation publishment, causes of conflict, type of conflict, the conflict?s impacts, managements and also constraints in solving the conflict. This study is qualitative research whose descriptive design. Result of this study is this conflict can be categorized as inter organizational conflict whose horizontal character. Sources of conflict are structure of organization, regulation, and also budgeting. According to Dahrendorf?s theory, conflict between two organizations had structural sources such as the question of power legitimacy. However, every conflict has a change. This research gave several recommendations in managing conflict. First of all, part of society, including the organization that involved in conflict, proposed a revise toward UU. No. 3 Year 2005 through Judicial Review Process in Constitutional Court (MK). Second, standing on UU No. 3 Year 2005 but doing synchronization and coordination way in derivative regulation. Third, publishing a new regulation that rules about sending of athletes to international events including making same qualification and same standard both sending and evaluation. This research also recommend to make target of change and using behavioral strategy to convert the conflict.;This study described about conflict between KONI and KOI related to task and function according to UU No. 3 Year 2005 about National Sport System. This study described about causes of regulation publishment, causes of conflict, type of conflict, the conflict?s impacts, managements and also constraints in solving the conflict. This study is qualitative research whose descriptive design. Result of this study is this conflict can be categorized as inter organizational conflict whose horizontal character. Sources of conflict are structure of organization, regulation, and also budgeting. According to Dahrendorf?s theory, conflict between two organizations had structural sources such as the question of power legitimacy. However, every conflict has a change. This research gave several recommendations in managing conflict. First of all, part of society, including the organization that involved in conflict, proposed a revise toward UU. No. 3 Year 2005 through Judicial Review Process in Constitutional Court (MK). Second, standing on UU No. 3 Year 2005 but doing synchronization and coordination way in derivative regulation. Third, publishing a new regulation that rules about sending of athletes to international events including making same qualification and same standard both sending and evaluation. This research also recommend to make target of change and using behavioral strategy to convert the conflict.;This study described about conflict between KONI and KOI related to task and function according to UU No. 3 Year 2005 about National Sport System. This study described about causes of regulation publishment, causes of conflict, type of conflict, the conflict’s impacts, managements and also constraints in solving the conflict. This study is qualitative research whose descriptive design. Result of this study is this conflict can be categorized as inter organizational conflict whose horizontal character. Sources of conflict are structure of organization, regulation, and also budgeting. According to Dahrendorf’s theory, conflict between two organizations had structural sources such as the question of power legitimacy. However, every conflict has a change. This research gave several recommendations in managing conflict. First of all, part of society, including the organization that involved in conflict, proposed a revise toward UU. No. 3 Year 2005 through Judicial Review Process in Constitutional Court (MK). Second, standing on UU No. 3 Year 2005 but doing synchronization and coordination way in derivative regulation. Third, publishing a new regulation that rules about sending of athletes to international events including making same qualification and same standard both sending and evaluation. This research also recommend to make target of change and using behavioral strategy to convert the conflict., This study described about conflict between KONI and KOI related to task and function according to UU No. 3 Year 2005 about National Sport System. This study described about causes of regulation publishment, causes of conflict, type of conflict, the conflict’s impacts, managements and also constraints in solving the conflict. This study is qualitative research whose descriptive design. Result of this study is this conflict can be categorized as inter organizational conflict whose horizontal character. Sources of conflict are structure of organization, regulation, and also budgeting. According to Dahrendorf’s theory, conflict between two organizations had structural sources such as the question of power legitimacy. However, every conflict has a change. This research gave several recommendations in managing conflict. First of all, part of society, including the organization that involved in conflict, proposed a revise toward UU. No. 3 Year 2005 through Judicial Review Process in Constitutional Court (MK). Second, standing on UU No. 3 Year 2005 but doing synchronization and coordination way in derivative regulation. Third, publishing a new regulation that rules about sending of athletes to international events including making same qualification and same standard both sending and evaluation. This research also recommend to make target of change and using behavioral strategy to convert the conflict.]"

"Fokus penelitian ini adalah pengusaha dalam dunia politik Studi Pada DPR RI Periode 2014-2019 . Penelitian ini dilatarbelakangi karena jumlah pengusaha yang menjadi anggota DPR RI Periode 2014-2019 meningkat signifikan sebesar 266 47,54 dibandingkan dengan periode sebelumnya dari tahun 2009-2014 yang hanya berjumlah 215 39,09 . Penelitian ini menggunakan teori Frederick 2006 dengan melihat 17 karekteristik yang melekat pada diri entrepreneur seorang pengusaha untuk menjadi anggota DPR RI Periode 2014-2019.Penelitian ini menggunakan metode kualitatif dengan mengambil informan dari lima orang anggota DPR RI Periode 2014-2019 dari partai Golkar, Demokrat, PAN dan PKB. Hasil penelitian ini menyimpulkan bahwa karakteristik yang ada dalam diri anggota DPR RI periode 2014-2019 adalah komitmen, dorongan kuat untuk berprestasi, berorientasi pada kesempatan dan tujuan, Inisiatif dan tanggung jawab, pengambilan keputusan yang persisten, mencari umpan balik, Internal locus of control, toleransi terhadap ambiguitas, pengambilan resiko yang terkalkulasi, integritas dan reliabilitas, toleransi terhadap kegagalan, energi tingkat tinggi, kreatif dan inovatif, visi, independen, percaya diri dan optimis dan membangun tim. Dari semua karakteristik yang melekat dalam diri pengusaha ternyata faktor yang paling dominan adalah dorongan kuat untuk berprestasi.

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The focus of this study is a entrepreneur in the politic case study of DPR RI in Period 2014 2019 . This research is motivated because the number of entrepreneurs who are members of the DPR RI 2014 2019 period increased significantly by 266 47.54 compared with the previous period of 2009 2014 which amounted to only 215 39.09. This study uses the theory of Frederick 2006 to see the 17 characteristics inherent in the entrepreneur an entrepreneur to become a member DPR RI from 2014 to 2019 period. This study used qualitative methods to take the informant of the five members of DPR RI 2014 2019 period of the Golkar party, the Demokrat, PAN and PKB.

Results of this study concluded that the characteristics that exist in the period 2014 2019 member of Parliament is a commitment, a strong urge for achievement, and goal oriented opportunities, initiative and responsibility, decision making persistent, seek feedback, internal locus of control, tolerance for ambiguity, taking calculated risks, integrity and reliability, tolerance to failure, high energy, creative and innovative, vision, independent, confident and optimistic and team building. The conclusion of this study describe that members of Parliament in DPR RI in period 2014 2019 the characteristics inherent in the entrepreneur turns the most dominant factor is the strong urge for achievement."

"Tesis ini meneliti tentang faktor-faktor penyebab tingginya angka perdagangan orang di Kabupaten Bandung dan bagaimana model pencegahan yang tepat dengan pendekatan perubahan perilaku pada daerah rawan dan melibatkan kerja sama lintas sektoral. Perdagangan orang yang dimaksud dikhususkan untuk pemuda. Metode yang digunakan adalah metode kualitatif dengan teknik analisi data deskriptif analitik dan dengan teknik pengumpulan data primer melalui wawancara (depth interview).Dalam penelitian ditemukan bahwa terdapat faktor penyebab terjadinya perdagangan orang secara umum dan khusus. Penyebab umum yaitu faktor pendidikan dan ekonomi. Dikategorikan sebagai faktor penyebab umum karena faktor ini bisa menjadi akar dari berbagai masalah. Faktor penyebab khusus yaitu ketahanan keluarga (seperti tingkat perceraian, komunikasi yang tidak lancar antara orang tua dan anak, peran orang tua dalam mendidik anak) dan faktor sosial budaya (seperti pergaulan anak muda dan penggunaan teknologi komunikasi maupun media sosial tidak pada tempatnya)Model pencegahan didasarkan pada pembagian klasifikasi daerah yaitu daerah rawan dan non rawan. Pencegahan untuk daerah non rawan hanya terbatas pada sosialisasi. Sedangkan untuk daerah rawan pencegahan dibagi dua menjadi pencegahan umum dan pencegahan khusus. Pencegahan khusus terdiri dari tahap 1 (sosialisasi) dan tahap 2 (intervensi sosial).

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This thesis examines the causal factors of the high rate of human trafficking in Kabupaten Bandung and proper prevention model by using behavioural change approach in the prone areas and involving inter-sectoral collaboration. Human trafficking particularly of the young generation. The qualitative method is used in this research. The descriptive analytical technique is used to analyze the while the depth interview is used to collect the primary data.

In this study, it is found that there are common and specific factors that contribute to the human trafficking. The common factors are economic and educational factors since they could be the root of many problems. Specific factors are family resilience (for example divorce rate, miscommunication, role of parents in educating children) and socio-cultural factors (for example the young children social interactions and using technology or social media is not in place).

This model is based on the division of the regional classification of prone and non-prone areas. The preventing action for non-prone areas is merely confined to socialization, while for the prone areas is divided into two categories, namely general and specific prevention. The specific prevention consists of phase 1 (socialization) and phase 2 (social intervention)."

"Pola Dasar Sistem Pendidikan Kader GMKI Tahun 2006 merupakan kurikulum pengembangan kompetensi kepemimpinan GMKI yang disusun secara integralistik, sistematis, fleksibel dan Antisipatif terhadap konteks kebutuhan anggota dan kecenderungan perubahan lingkungan organisasi. Penelitian ini, merupakan studi kasus yang menganalisis Strategi Inovasi dalam Peningkatan Kompetensi Kepemimpinan pada Pola Dasar Sistem Pendidikan Kader GMKI Tahun 2006, dengan menggunakan Teori J. David Hungger (2006) tentang Manajemen Strategi, teori William D Hitt Tentang The Model Leader, dan teori Kouzes dan Posner mengenai lima prinsip Kepemimpinan. Penelitian ini menemukan bahwa: kemandegaan proses implementasi PDSPK GMKI disebabkan oleh pemahaman, ketrampilan, inisiatif, komitmen fungsionaris dalam mengimplementasikan PDSPK dan kurikulum PDSPK masih dipahami secara terpisah dengan program lain oleh fungsionaris organisasi, PDSPK belum menjadi kebudayaan dan arus utama dalam perumusan kebijakan umum dan kebijakan operasional organisasi, sehingga peningkatan dan pengembangan kompetensi kepemimpinan dalam GMKI belum berjalan secara dinamis dan berkesinambungan. Perumusan perencanan kebijakan umum dan operasional yang terintegrasi dengan PDSPK GMKI 2006 sebagai langkah strategi untuk melakukan inovasi dalam percepatan pengembangan kompetensi kepemimpinan di GMKI.

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Basic Pattern of GMKI Cadre Education System 2006 was a leadership competency development curriculum GMKI are arranged integralistic, systematic, flexible and Anticipatory against the context of the needs and trends of environmental changes members of the organization. This research, represent case study which analyzes Competence Enhancement of The strategy Innovation in Leadership on Education System Basic Pattern of Cadre GMKI 2006, using Hungger David J. Theory about the Strategic Management, William D. Hit theories of The Model Leader, and Kouzes and Posner theories of the five Principles of Leadership.

This research finds that: the stagnation implementation process PDSPK GMKI caused by an understanding, skills, initiatives, commitment of functionaries in implementing PDSPK and curriculum PDSPK is still understood apart with other programs by the functionaries of the organization, PDSPK have not become the cultural and mainstream in the formulation of general policies and policies operational organization, so that the improvement and development leadership competencies within GMKI have not run dynamically and continuously. The formulation of general policies and operational planning that is integrated with PDSPK GMKI 2006 as step strategy for innovation in the acceleration of development leadership competencies at GMKI."