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What Is Reached Peak Performance Derived from the generation of Atlantis or Alien?

Who is the first pyramid builders? Pharaoh Djoser. Kenalkah you with these names: Rembrant van Rijn, Marie Curie, Gabriel García Márquez, Oprah?

No doubt, they are pencapai peak performances. People then ask, what is the secret severity they?

There are a marvel to think that they can not be imitated because they ‘drop’ from the people of the Continent of Atlantis lost. There was conjecture that they are people from outer space (Alien) the ‘body’ and life on earth to earth

They even linking the pencapai peak performance with the Indian people in the Inca Peru, or the builders of Stonehenge (giant rocks) in the UK, or even including them in the modern elite group that now controls the world this

If we see them as people who are super descendants of ‘race’ is great, then not much we can do to emulate their achievements.

But experts observe that they were ‘only’ normal people like us. But different, they have to learn to live and work with full enthusiasm and ‘appetite’. They choose the field that is really fun and they continue to persevere so super performance

When they are so ‘terbuai’ in their work, as if they drowned in the circumstances that called ‘flow’. At that time, the time seems not to move. They ‘terbius’ and seems not aware of the situation around them. Question, whether the conditions’ Trance ‘because of the influence of Alien? Or they ingest food or drink certain? How can they achieve such conditions?

Is a psychologist Mihaly Csikszentmihalyi (hard to remember the name …) learn that the flow situation in the book ‘Flow: The Psychology of Optimal Experience. “

He describes the flow as’ circumstances in which such persons are involved, terbetot, in the event that other important activities that feels like. Experience is enjoying the world such, enjoy it so that people will do so again, even if you must pay or working hard, only to repeat the experience was … ‘

So the pencapai achievement was reaching a peak flow is not certain because the substance or influenced by supernatural beings, but they do so because of the activities that challenge, excite, and there are ‘enjoying the world’ …

Although people think that to achieve peak performance more because of talent, or even because of their origin from outside the space, there are some researchers who try to reveal their secret of success. Although their ideas are often ‘be ridiculed by the scientific community, we discovery of their …

The researchers dimotori by the Work & Family Institute, in Virginia, USA, found that those who are at risk because they have top quality in the vision, focus, values, lust, emotional intelligence, balance, and perseverance.
Vision

The people of the great achievement because they have a vision. Vision here means they can see a picture of what they want. In daily life, they can ’see’ picture as if they are successful in their work. They can feel how the picture could eventually reached. When they relax, they draw breath, and when it was the ideal picture would appear to ’slit-slit’ mind them. This is also the ‘motor’ and ‘gasoline’ that the spirit of them.

Without vision, they felt no energy. They feel life has no direction, less able to encourage them to move forward …

Vision is unique for them. They have a vision because they are not the people. They find themselves vision, and vision that made it owns, and always played as often as possible in living. As a result, such a vision is clear, clean, and able to support their struggle to realize the vision.
Focus

The second pillar of peak performance is the focus. When the vision of a picture about what will happen when implementing the vision, focus and energy focusing attention on activities that achieve the vision. When they focus, it is not too frivolous fry them pay attention. Clearly, many things that they can not do. They may not be careless, careless, such as other people. Maybe they can not distribute other hobbies, or even time for their families is very limited.

Life is choices. But once they set the options in accordance with their vision, they direct attention, such as magnifying glass (glass to catch sunlight) capable of burning paper … Even as they focus laser is able to penetrate the steel …

So when you want to achieve peak performance, learn to focus, even though you may have to leave the hobby and enjoyment of your other contracts, including watching television ..
Tata Value

Wholesaler has a peak performance of the value of their own grasp firmly. Usually they do not bother other people throughout the opinion that they do right by them.

They were more words to dedicate their hearts. This is indeed a secret peak performance. When you want to achieve peak performance and just hear the babble of people, the steps you will often obstructed. How also as any you will be many people who do not like the performance you. They will be happy with the criticism that can throw you weaken. Therefore, the ‘thick mukalah’ for this one. Do not pay attention criticized them …
Fervent passion

That is why it is important for the wholesaler to determine the peak of activity and vision that can make them skittish. Clearly it is not only a problem of money. They consider their vision as lamps, candles, a torch and warm-hearted spirit of them. They are not fed-jemunya think, meditate, and told they desire.

When they talked about their activities, listen to how they depict the full appetite, full of passion. This is also why they often do not feel tired that usually accompany a job. How can chicken, did not release something that favors passionless, which flow?
Emap intelligence

Emotional intelligence is the fifth pillar of peak performance. This is the expertise in the form of alert, wary of emotional self, able to manage the emotions themselves, have the emotional sensitivity to other people, and have social skills.

This emotional intelligence, according to many research more important for success than someone just IQ. There is indeed think that it’s a condition that we can live in nature. As human beings are social, human need other people. Because always associative and requires other people, the ability to mingle, manage emotions, the right to manage anger, empathy becomes important.

When the peak performance of the device are ‘down’ they can rewind a moment, relax and then rose again with the emotions that have tersegarkan. Because they are not easy to despair, the only reasonable if they can reach peak performance.
Balance

Wholesaler peak performance, based on the experience of his life, aware that the nature of this, running everything balanced. There are day, no night, no men, no women, no work no rest.

So when the body starts to ‘tell’ rest, they rest. They do not impose their body and mind in the tense conditions. They rest because it’s the natural rhythm.

They are also involved in other areas so that their lives are balanced. They were involved in spirituality, family, sports, relaxation, etc.. Essentially, they realized that without balance, their life will be a mess. They generally find it because the experience of their lives …
Perseverance

Although they also rest, but they remain diligent struggle to realize their dreams. They realize that if they continue to try, the chance for success is also greater. They also learn that the achievement of the peak That world is the result of the diligence that is not equal. Wall of China was built hundreds of years, which includes the various generations. Wall was able to survive until now because the results of perseverance people of China in the period.

REFERENCES

By: DR. Dwi Suryanto (www.pemimpin-unggul.com)

DR. Dwi Suryanto, Ph.D. is the author’s book Transformational Leadership: Breakthrough New Leaders Becoming Excellence. He was a consultant, trainer and motivator who is able to turn the atmosphere of working meetings a cloudless atmosphere, responses, and to bring changes to the participants …
Read More..

Management Process

Process:
The program is being run or the software that is being implemented, including the operating system organized into a number of sequential process.

The basic concept of:
1. Multiprogramming
Establishing a process alternates in a very quick time / same time (the hardware level). Each process has a virtual CPU.
2. Pseudoparallelism
Conducting more than one job in the same time / pseudoparallelism (user level).

The model:

1. Sequential Process / alternate
2. Multiprogramming
3. Switching the CPU procedures in the transition process 1 to process the other.

The concept of each process have 1 virtual CPU, but the reality is multiprogramming. It will be easier to assume that the collection process run in parallel.

Description:
a. multiprogramming for 4 programs in memory
b. conceptual model for 4 independent process, sequential
c. only 1 program is active in 1 time = pseudoparalel

Hierarchy Process
Calling the process by another process called parallel. Operating system provides what is needed by the process. Generally, the process created and removed during the operation lasted.

1. Create & Destroy Process
Operating system that supports the concept of the process, should provide a way to (create) the process and eliminate (Destroy) process.
2. Fork System Call
Mechanism to create (create) a process that is identical with the process that call.
Example:
Parent -> children
->children -> children
->children
In UNIX, parent and child process running in parallel.
In DOS, parent and child process running alternately (sequential). For example: MSDOS as a parent and program applications as a child.

Process scheduler for the execution process

Status of the 3 / the state of the process:
1. Running / work, really use the CPU at that time (instructions are in the process of executing it).
2. Blocked / stopped, can not walk up to an external activities involved (the accident waiting to complete its work)
Can be a process of waiting: the completion of operating the device I / O; Availability of memory; arrival message answers
3. Ready / ready, the process is done, but ready to wait another turn with a process that is being done (can walk, stop temporarily to allow other process is done)

Transitional Status

1. The process in the block to serve as the input of resources that are not yet available / ask the service I / O wait until incidents occur.
2. Scheduling take the other.
3. Scheduling take this process (new).
4. Input has been available.

Implementation Process:

  • To model the process, the operating system using a table / array called the table with 1 per-entry process.
  • Each entry contains about: the status process, the program counter, stack pointer, memory allocation, the status of the files, information schedulling / scheduling information, etc. from the status of work to ready status.
  • Interupsi: Work on the processor a process stopped by pensaklaran context.
  • Pensaklaran context: changes in the activities of the processor to process that occurs between the system / application process
  • Context: the processor to the case, comes from the operating system, language system and system utilities.
  • Block control the process: a memory to record the state of the process, which is divided into areas where each region to record different information.

2 interruptions in the processor:

  1. Interruptions directly
  2. Derived from outside the processor (peripheral / tool send a signal to the processor to request services)

  3. Ask interruptions / Polling
  4. Derived from the processor (the processor in turns to check whether there are peripherals that require services or not)

  • Interupsi-in can enable and disable depending on the level.
  • The interruptions can come from:
  • Program, the program has been designed in a certain part will happen pensaklaran context, that causes interruptions, for example, when the use of tools / processor alternates.
  • Processors, the processor can generate its own interruption, the normal process arithmetic and logic. If melampoi size patch registers in the processor, then there will be a mistake menginterupsi own work and submit a control processor on the operating system. For example, the division of the number zero.
  • Unit of control, the task to implement the interruption is located on the control unit, so that the control unit can generate interruptions. For example, confusion instructions
  • Key time / clock, using the interruption periodic. For example, the program anahammad the infinite, diinterupsi on the lapse of time every 60 seconds.
  • Peripheral I / O, I / O will work if you let the processor with the processor interruptions and also when the work is completed or when the error occurred parity.
  • Memory, because the error occurred, for example, when the processor wants to reach the address of the memory is located outside the expanse of memory address.
  • other resources, for instance, raised by the service computer system that understands how interruptions.
  • Interupsi vector: Contains procedures address service interruptions
  • Revenue interruptions and interruptions necessary: sometimes rejected by the interruption processor or interruptions that come not only one that required priority.

Follow-up interruptions:
1. Organized interruptions / Interrupt handlers
if the interruption occurs, the control processor submitted to the interruptions in the system’s operation, it’s interruption is conducting interruptions.
a. Instructions are processed by the processor left to complete the program.
b. Organized interruptions record all the information to process control block in the process.
c. Organized interruptions to identify the type and origin of interruptions.
d. Organized interruptions to take action in accordance with the definition interruptions.
e. Organized interruptions prepare everything for the resumption of the process diinterupsi.
2. Organized wrong / error handlers
namely interruptions because of confusion on the part of the process and the processing of the operating system up activities resulting’s mistake is misleading.
a. Recovery, the computer has been equipped with a password error discovery and recovery, for example, have been equipped with a password so that when Hamming find the password will correct the mistake error, the process is restored to original form before the error occurred.
b. Repetition, set the process in order to generate the interruption mistakenly re-done, if the error can be solved then the process will take place as usual, if you do not feel the interruptions will tread the follow-up out of the process.
c. Exit from the process,’s blunder prepare mistaken view news from the monitor, the processor out of the process, this is the last action can not be helped if the process is wrong.

Follow-up interruptions, according to Peterson & Silberschatz:

Description:
1. Completed
The program implemented by the processor has finished so that the transfer of the control process to a new job / new command because the process is done by the processor has been completed.
2. Misrepresentation
If the error is displayed, and the control processor is the next in command.
3. Demand is not the tool of I / O
After the interruption was completed, the control processor returned to the original process, for example, periodic interruptions.
4. Demand from the tool I / O
After the interruption was completed, the control processor returned to the previous process, but sometimes the processor intervene in the working tools of I / O control of the process so that the original, does not take place immediately / waiting.
5. Completed from the instrument I / O
After the interruption was finished and finished signs note, the control processor returned to the original. Usually tool for I / O is not diikut campuri by the processor.

Catt:
1 & 2 does not restore the processor to process the terinterupsi, while
3,4,5 restore the processor to process the terinterupsi.

Step-by-step operating system at the time of the interruption:
1. hardware enter the program counter, dl.l.
to enter the stack in the census program
2. Hardware load (load) of the program counter of the new vector interrupsi
3. Procedure language assembled to save the contents of the register
4. Procedure language assembled set a new stack
5. Procedure C to mark the service is ready (ready)
6. Scheduler / scheduling process of determining which roads will be next
7. Procedure C back to the mode of language assembled
8. Procedure language assembled begin the process of being implemented.

Inter-process communication
(Inter Process Communinication / IPC):

  • Some of the process usually communicate with other processes.
  • For example in the shell pipe line: the output of the process must first be given to the process to two and so on.
  • In some operating systems, processes that often work together sharing (shared) storage media, a process which can read and write on the shared storage (main memory or files)

The problem - a problem in the IPC:

Race Condition:
A condition where two or more processes to access the shared memory / data at the same time, and the end result is not in accordance with the desired
Example COULD’VE Condition:

  • Print spooler
  • Example: a collection of data that will be in print.
  • Spooler directory
  • process A -> check of the input slot is empty (7) to print data and a stop
  • Interupsi … … …
  • process B -> the data will be put in print in the empty slot (7) and stop (the slot is empty the next 7 1 = 8)
  • : the processor to process other
  • process A -> resumed  data will be put in print in the slot (7), so to overwrite the data process B that is placed in the slot (7)
  • The process B will not be implemented, and will not be detected in error.

To avoid race conditions, it must be regulated so that the 2-critical process that has the same section does not enter the critical section at the same time.

Critical Section / critical section:
Part of the program to access a shared memory, which can cause race conditions.
4 condition to prevent race conditions:
a. 2 does not enter the critical process that simultaneously sectionnya / simultan
b. No assumptions are made regarding the speed and number of CPUs
c. No process that runs outside of its critical section that can block any other process
d. No process is waiting forever for the entry into its critical section.

Mutual Exclusion (MuTex) With Busy Waiting:
If a process is accessing the shared memory in critical sectionnya, no one can enter percent of the critical section (mutual Exclusion) and cause problems.

The types of mutual Exclusion:
1. This Interrupt / off interruptions
By the way shut incoming interruption during the process is in its critical section. This is sometimes quite useful to the kernel, but not for the user. And how starters are not too good for the CPU, the number of which more than one, where only about Interrupt disable the CPU are running the process and do not affect other CPU
2. Lock variables
Each process will be access to the critical section will need to check lock variable. 0 If the process can enter its critical section 1, and if the process must wait until the lock variable = 0. The disadvantage is 2 process can still enter the critical section is at the same time. During the one-check process to lock variable = 0, when will set 1 no interruptions to the process of implementing others who also want to enter the critical sectionnya, there will be race conditions.
3. Strict alternation
By observing variable turn to determine who will enter a critical section is not a good idea if the process slower than the other.
For example:
While (true)
(
While (turn! = 0) / * wait * /;
Critical_section ();
Turn = 1;
Noncritical_section ();
)
while (true)
(
While (turn! = 1) / * wait * /;
Critical_section ();
Turn = 0;
noncritical_section ();
)
4. Peterson’s Solution
The process will not be fulfilled until he is ready, if interested in [other] = TRUE, then the process will wait until FALSE.
The disadvantage: if the call enter_region it is almost the same time, which in turn is stored data that is written last.
For example:
# Include “prototype.h”
# Define FALSE 0
# Define TRUE 1
# Define N 2 / * number of processes * /

int turn;
int interested [N]; / * initial value is set = 0 (false) * /
void enter_region (int process) / * process = 1 or 0 * /

(
int other; / * number of other processes * /
other = 1 - process; / * other processes * /
interested [process] = TRUE; / * indicates interested * /
turn = process; / * set of flags * /
while (turn == process & interested [other] == TRUE)
)

void leave_region (int process) / * process is finished * /
(
interested [process] = FALSE; / * leave critical region * /
)
5. Test and Instruction Set Lock / TSL Instruction
With the help of hardware, determine who has the right to enter critical_region (section)
Example:
Enter_region :
Tsl reg,flag | copy flag ke reg dan set flag = 1
Cmp reg,#0 | apakah flag = 0
Jnz enter_region |jika <> 0 loop lagi
Ret |return ke caller, masuk critical region

Leave_region :
Mov flag, #0 |simpan 0 ke flag
Ret |return ke caller
This process must call at the right time.
The main weakness with everyone waiting is more and more CPU time and priority inversion problem.
6. Sleep and Wake Up
Mechanism: the process will be in the block / sleep (sleep) when critical_section can not enter it and will be developed (its people up) / readily when resources needed are available.
SLEEP: the system call to make the process of calling in blocks (blocked)
WAKE UP: call system that make the process ready to call menjasi
Example:
Procedure-Consumer Problem (bounded buffer)
Some share the process with the size of the buffer remain
If the buffer is full sleep Producer
If the buffer empty consumer sleep
If the buffer starts to empty its people up Producer
If the buffer filled up consumer its people
There is still a possibility the race Condition
7. Semaphore (Dijkstra, 1965)
To check, change and sleep 1 instructions
Change and its people up inseparability
Instruction is very useful for synchronization.
Can be implemented to solve Producer-consumer problem.
Mechanism its use:
- Integer variables to calculate the number of its people who saved up / delayed
- 0 valued when its people are not kept up, there is a positive value when its people up pending

Two kinds of operations against the semaphore:
DOWN(S) :
If S >= 0 then
S := S-1;
Else sleep (S)
End;

UP(S) :
If S <= 0 then wakeup(S) End;

Production is down and UP operations are Atomic (Atomic Action).
8. Event counters (Reed and Kanodia, 1979)
Three operations on the event counter (E):
1. Read (E): the return of current value of E
2. Advance (E): Atomically increment E by 1
3. Wait until E has a value of more or v
9. Monitors
- Higher levels Synchronization primitive.
- Collection procedures, variables and data structures that dipaket into one module or package.
- The process can call the procedure in the monitor, but can not directly access the data structure of the internal monitor.
10. Message Passing
Use 2 primitive:
1. send (destination, & message)
2. receive (source, & message)
Some issues on the message passing system: lost message; acknowledgement; domains; authentication; performance

Classic IPC problems:

  • The Dining Philosopher Problem

- 5 philosophers who work only eat and think
- Spaghetti available five plates and five chopsticks
- Needed to eat fruit bua chopsticks
- Its problem-how to write the program so that every philosopher can think and eat each other without having to wait?

  • The Readers and Writers Problem

- Model access to the database
- Many of the process to compete for reading and writing. For example: airline reservation.
- Some processes can be read at the same time
- If a process is writing, the process can not be any other database access
- The process to have a higher priority than the process of writing

There are 3 models in the process server:

  1. to create the thread can do paralelisme combined with the execution sekuensial and blocking system calls
  2. treads a single server, using the blocking system calls, but system performance is not good
  3. finite-state machine, with good performance parallelisme do, but using nonblocking calls, so difficult in the program
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10 Commandments of Management Towards Success!

Usually combine some management skills, approach and understanding of both the professional artists, vendors, inventor, thought, He, wiraswastawan, planners, counselors, pengkotbah, pendekar, diplomatic, service, negotiator, leader, and philosopher. Manager is the boss, colleagues, colleague, subordinate, teachers, students, mentor, role model, and the students.

10 following the management-related individuals and companies and relationships with other individuals.

Earnings (profit) and return on capital (return on investment)
Both short and long term management is a deity who accompany you from the arid land mediokritas, bankruptcy and liquidation, to exit from the failure.

Remember high pillars in the management of superior
The need to carefully planning, consideration and decision of a healthy, and monitoring the implementation of the decisions and operation of the careful and creative, and concern for the employees and the results, which are based on management skills and management style of one class. These skills include planning, organizing, preparing the staff, decision making, budgeting, innovation, communication, representation, control, guidance and motivation, personal relationships.

Become a noose that diteladani
To become a model, you can not be forsworn, to be loyal, and do not foul to your colleagues, especially to the company or the profession.

Respect superiors and colleagues
Honor them, the better your mentor, your supervisors, our you, your subordinates, and colleagues-kolegas you. So you will be more durable in the company, rank, and executive positions. You will be respected as a loyal individual.

Can not begrudge
You can not envy the position, salary, companies, offices, staff, resources or colleagues or your competitors. But learn from them and from the circumstances so that you can go forward and win in the struggle to rise more quickly.

Do not submit a false witness
Do not incidentally to submit false witness against them in or outside the company. You also can not menfitnah, profane, memutarbalikan fact-intregitas personal, professional. Organizational should also are high.

Not steal, corrupt, or bribed
This means you can not receive various gifts given as anticipated help now or in the future, can not falsify records, results or hide the facts or figures or security test and test performance. Once you do, you tamatlah history.

Do not kill new ideas
If you kill a new idea, you also kill the innovative approach or approaches do not always, to kill the action to leave the status quo or question the status quo, but it should encourage the questioning attitude, creative attitude, attitude dare to take risks, and innovative attitude.

Can not leave the feelings of humanity
You also accused sensitive and concerned about the other people, organizations, communities and nations. Whatever the level of success in your organization, you should be able to see yourself in the mirror in your relationship with the main role as a human being.

Do not stop fight
Until whenever you never stop struggling. This is useful to achieve the perfection of yourself, colleagues, your colleagues and your organization in various aspects of art and science of management.

Now, the 10 commandments of the above can be applied in diinterprestasikan and narrow or wide depending on the situation, organizations and individuals involved. The commands provide guidelines and regulations to regulations in the face of the complexity and challenges, opportunities, and the satisfaction of the management of modern time now. So if you want success, not a 10 obey the commands on the management.

REFERENCES

http://www.gsn-soeki.com/wouw/a000008.php
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Environmental Risk Management in Government: Introduction to the application units of Ministry of Finance - DEVINITION RISK MANAGEMENT

DEVINITION RISK MANAGEMENT

The term (risk) have different definitions of risk. The risks associated with possible incidents or circumstances that may threaten the achievement of the goals and targets of the organization. [3] Vaughan (1978) raised the risk of some definitions as follows:

- Risk is the chance of loss (Risk is the chance of loss).

Chance of loss associated with an exhibition (openness) against possible loss. The statistics, chance is used to indicate the level of probability will be the emergence of certain situations. Some authors reject this definition because there are differences between the level of risk with the level of losses. In case the chance of loss of 100%, meaning the loss is so sure there is no risk.

- Risk is the possibility of loss (risk is the possibility of loss).

The term means the possibility that the probability of the event are zero and one. However, this definition is less suitable to be used in the quantitative analysis.

- Risk is uncertainty (Risk is the uncertainty).

Uncertainty can be subjective and objective. Subjective uncertainty is an individual assessment of the risk situation based on knowledge and attitudes of the individuals concerned. Objective uncertainty will be described in the following two definitions of risk.

- Risk is the dispersion of the actual from expected results (Risk is the actual distribution of the results from the expected results).

Experts statistics defines risk as the value of degrees of irregularities around a central position in or around the average.

- Risk is the probability of any outcome different from the one expected (Risk is the probability something different outcome with the expected outcome). According to the definition above, the risk is not probabilita from a single incident, but probabilita from several different outcome from the expected.

From the various definitions above, the risks associated with the possible result of bad (losses), which is not desired, or unexpectedly. In other words, it shows the possibility of uncertainty.

Risk can occur in the service, performance, and reputation of the institution concerned. The risk that there may be caused by various factors, among other natural events, operations, human, political, technological, personnel, financial, legal, and management of the organization.

A risk that there may be other risks come from, and can be caused by various factors. The risk of low performance of agencies comes from a low risk of quality service to the public. Risk last caused by factors of human resources that are owned and operational organizations such as keterbatan office facilities. The risk that there will be no impact on the achievement of the mission and goals of these institutions, and the emergence of mistrust from the public.

Risk is not believed to be avoided. With regard to the public sector, which demands transparency and enhanced performance with the limited funds available, the risks faced by the government institutions will be growing and growing. Therefore, the understanding of the risks can be keniscayaan to determine the priority strategies and programs in the achievement of organizational goals.

Risk can be reduced and even removed through risk management. The role of risk management can be expected to anticipate the fast changing environment, develop corporate governance, to optimize the preparation of strategic management, to secure resources and assets owned organization, and reduce reactive decision making from top management.

According to COSO, risk management (risk management) can be interpreted as' a process, effected by an entity's Board of Directors, management and the other at present, Applied in strategy setting and across the enterprise, Designed to identify potential events that may affect the entity , Manage the risk to be within its risk appetite, and provide reasonable assurance regarding the Achievement of entity objectives. '[4] definition of risk management described above can be further based on the keywords as follows:

- On going process

Risk management is continuously implemented and monitored regularly. Risk management is not an activity that is done occasionally (one-time event).

- Effected by people

Risk management is determined by the parties that are in the environmental organization. Government institutions for the environment, risk management articulated by leaders and officials institution / department concerned.

- Applied in setting strategy

Risk management has been developed since the formulation of the strategy of the organization by the top management of the organization. With the use of risk management, strategy prepared with the adjusted risk faced by each section / unit of the organization.

- Applied across the enterprise

Strategies that have been selected based on the risk management applied in the operational activities, and covers all parts / units in the organization. Given the risk of each part is different, then the implementation of risk management based on the determination of risk by each section.

- Designed to identify potential events

Risk management is designed to identify events or situations that potentially disturb the attainment of organizational goals.

- Provide reasonable assurance

The risk is managed properly and will provide reasonable assurance that the activities and services by the organization can run optimally.

- Geared to achieve objectives
Risk management is expected to become guidelines for the organization in achieving its goals.

REFERENCES

Chapman, Christy. Bringing ERM into Focus. Internal Auditor, June 2003

Committee of Sponsoring Organizations (COSO) of the Treadway Commission. What is COSO: Background and Events Leading to the Internal Control-Integrated Framework. 1992

Darmawi, Herman. Risk Management. Earth script, 2005.

Simmons, Mark. COSO Based Auditing. The Internal Auditor, December 1997

The Institute of Internal auditors. Internal C

Vaughan, Emmet. Fundamentals of Risk and Insurance. 2nd, John Willey, 1978
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How to Walk Your Talk

If you work in an organization, you’ve heard this complaint repeatedly. Leaders and managers say they want change and continuous improvement but their actions do not match their words. The leaders’ exhortations to employees ring false when their subsequent actions contradict their words. A CEO once asked me, “Why do they do what I do and not what I tell them to do?” Another asked, “Do I really have to change, too?” These are scary questions coming from leaders.

The power of an organization’s leaders in creating the organization’s values, environment, culture and actions is immeasurable. Want to know how to “walk the talk” to enable organization change and improvement? Want to take the power away from the oft-repeated employee complaint that managers don’t walk their talk? Start here to learn how to walk your talk. Or, use these ideas to help your organization’s leaders and managers walk theirs. It’s the shortest journey to empower change and the work environment they desire.
Tips for Walking Your Talk

The most important tip comes first. If you do this first action well, the rest will follow more naturally. If the ideas you are promoting are congruent with your core beliefs and values, these actions will come easily, too. So, start with a deep understanding of “why” you want to see the change or improvement. Make certain it is congruent with what you deeply believe. Then, understand and follow these guidelines.

* Model the behavior you want to see from others. There is nothing more powerful for employees than observing the “big bosses” do the actions or behaviors they are requesting from others. As Mahatma Gandhi said, “Become the change you wish to see in the world." And, it will happen.

* If you make a rule or design a process, follow it, until you decide to change it. Why would employees follow the rules if the rule makers don’t?

* Act as if you are part of the team, not always the head of it. Dig in and do actual work, too. People will appreciate that you are personally knowledgeable about the effort needed to get the work done. They will trust your leadership because you have undergone their experience.

* Help people achieve the goals that are important to them, as well as the goals that are important to you. Make sure there is something for each of you that will result from the effort and work.

* Do what you say you're going to do. Don’t make rash promises that you can’t keep. People want to trust you and your leadership.

* Build commitment to your organization’s big goal. (You do have a big, overarching goal, don’t you? Other than to make money, why does your organization exist?)

* Use every possible communication tool to build commitment and support for the big goal, your organization’s values and the culture you want to create. This includes what you discuss at meetings, in your corporate blog, on your Intranet, and so forth.

* Hold strategic conversations with people so people are clear about expectations and direction. Gerard Kleisterlee, Philips' president, is holding strategic conversations with as many groups as he can. "In order to build internal confidence, stimulate cross-boundary cooperation, and spark new-product speed to market, Kleisterlee is sponsoring what he calls ‘strategic conversations’: dialogues that center around a focused set of themes that Kleisterlee believes will define Philips' future."

* Ask senior managers to police themselves. They must provide feedback to each other when they fail to walk their talk. It is not up to the second level managers and other employees to point out inconsistencies. (Confronting a manager takes courage, facts and a broad understanding of the organization.) Senior managers must be accountable to each other for their own behavior.

In 1513, Machiavelli wrote, “There is nothing more difficult to plan, more doubtful of success, nor more dangerous to manage than the creation of a new system. For the initiator has the enmity of all who would profit by the preservation of the old system and merely lukewarm defenders in those who would gain by the new one.”

Given these thoughts from Machiavelli - true for centuries – provide leadership and sponsorship through walking your talk. Incorporate these tips and behaviors to ensure the success of your organization. Walk your talk.
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Seven Tips for Management Success

An effective manager pays attention to many facets of management, leadership and learning within organizations. So, it's difficult to take the topic of "management success" and say that the following ten items are the most important for management success. I will, however, suggest seven management success skills without which I don't believe you can be a successful manager.

The most important issue in management success is being a person that others want to follow. Every action you take during your career in an organization helps determine whether people will one day want to follow you.

A successful manager, one whom others want to follow:
  • Builds effective and responsive interpersonal relationships. Reporting staff members, colleagues and executives respect his or her ability to demonstrate caring, collaboration, respect, trust and attentiveness.
  • Communicates effectively in person, print and email. Listening and two-way feedback characterize his or her interaction with others.
  • Builds the team and enables other staff to collaborate more effectively with each other. People feel they have become more - more effective, more creative, more productive - in the presence of a team builder.
  • Understands the financial aspects of the business and sets goals and measures and documents staff progress and success.
  • Knows how to create an environment in which people experience positive morale and recognition and employees are motivated to work hard for the success of the business.
  • Leads by example and provides recognition when others do the same.
  • Helps people grow and develop their skills and capabilities through education and on-the-job learning.
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Management and leadership, what actual difference the second term?

Two words, the management and leadership very often we hear. Sometimes a word that often means we persamakan. When we see a company that is developing we often say, “good management there.” Sometimes we say, “I am sure the leadership there definitely good.”

However, management said the surge in daily life. When you want to criticize the university a bad performance, you said “the management of universities that are not proficient.” When you talk of tax amburadul, you said, “tax management in the country’s poor.”

Currently we are living with full-term volley that many, all of which related to the management .. Benchmarking, the balance score card, intrapreneuring, Empowerment, business process Reengineering, and the terms exotic (but definitely English) that engulf our organization.

Unfortunately, we so often “plucky” using the word is foreign. From the empowerment, we talk more stability Empowerment. From the talk of customer relationship where we say, customer intimacy, or even just a customer relationship.

However, there are interesting phenomena, even though we often say the management of various terms, we often do not know the exact meaning of the word. Often the term management that we hear from other people, because they feel gallant, and then said to be “vocabulary” our day-to-day, without ever we know from the literature which is the source of the term management.

When we berakrab the more-familiar with the various terms, to “return to” we replace the term into the language of Indonesia. Management we translate into management, leadership and a leadership.

What the actual difference between “intrinsic” between management and leadership? Please read on …

Various experts have opinions on various management and leadership that .. One explanation is that easily understood from Stephen Covey.

If we are this will open the forest to forest exploration results, the leaders will say, “Good, from information and consideration, I decided forests on the slopes of the hills that we should Cutting first.” As a leader he explain which parts that must be explored .

Once the leaders explain that the forest which must be opened, it’s time the role of management regulations. The manager will think of ways, tools, the most effective method to open the forest. Perhaps they will use electric chainsaws, may be using chainsaws long as medannya difficult, or even they will be around to find that easy to slit open the forest is.
Can you distinguish the current management and leadership? Leadership is determining the direction, while the management tries to realize that the former can be achieved. Management more concerned about the selection method, the ways that goal can be achieved effectively. That was the concept of management and leadership from Covey.

Warren Bennis, a specialist leadership and management, popular, with the smart said, “Leaders subdue the situation. Perhaps the situation is a mess, confusing, surprising and even challenging us and we can be silent if we allow the situation to worsen progressively. Manager, or management? Manager surrender on the circumstances. Management means managing, while the leadership, menginovasi. Manager is spurious, while the leader is authentic. Management to keep things, develop leaders matters. Management focuses on systems and structure, while leadership focuses on the people “

My own opinion? Key is the influence of leadership. He do, act, work to influence people to want to move toward the direction that has been declared. Curiously, the leadership said if successful people and then moving forward and assume their goal was to be their perjuangkan and tired.

Why do we always say that The Great General Sudirman rendered that he led the guerrilla war. Physically, he is not very convincing. How can convince? He cough-cough, sore lungs are serious and must ditandu. The story is not gallant, he was a teacher. Can you imagine a war hero who had penyakitan. Lariskah war movies such as Rambo of Rambo if it was not going to be?

Then, why he can manipulate soldiers, and the people to fight? Influence. How can we not be, Since we had to fight, while the sick-sickly never tired of continually spirited fight, even the pain that seems not able to prevent violent juangnya spirit that never slack?

Why do not we say Sudirman effective management? Clearly not. In addition, it may not yet known when the term management, the fighter felt that they led by General great. Research shows that when people are in that situation a mess, not safe, not stabilized, they need leaders, not management. I discussed it in length in the Transformational Leadership: Breakthrough New Leaders Becoming Excellence

So when you served as a leader, never forget your duty to influence your subordinates. Bring them to “embrace” the goal that you canangkan as if they own property. Describe the real “pleasure” or “suffered a loss” if the destination is reached.

Anything we do, including in the areas of management, had not been separated from the previous two factors, namely pursue pleasure, joy, and avoid difficult, or sting. When can you describe the future that can cause pleasure, and the pleasure was so “razz”, the employee will tend to struggle toward that goal.

For example, a company where you work two years longer want to go public. “To be able to go public companies must gain three years continuously. So that the profit can now return, followed by two years in the future, as a leader you promise to “distribute” some shares to management and employee groups that achievement.

Of course, you can make the criteria of how the definition of “risk” is. You then how much money they will receive if the stock is “sweet bestseller” in the capital markets. If management and employee believe that the ideals that it can be implemented, they will struggle to print more profit in the future.

Conversely, to encourage management and employee groups that do not “careless, careless,” you can invite them sengsaranya imagine how they live if the company continued loss. Something eventually will be declared bankrupt. If the bankruptcy, will lay a large-scale, and prove the fact, it is very difficult to find a job. Your message clearly, if management and employees do not improve performance by working hard and smart, the future will be very dark.

Note again the key, when you are telling the future, should be told in life, thank dramatic. Research proves that the teller will be able to bring employees to see the picture so alive, so real, and it can coerce employees into the future.

William Stewart, (Carter-Scott, 1994), an alumni of the Naval Academy who is a Vietnam war veteran took the opinion of the management says, “There are differences expertise accused the military in the world. When the situation peacefully, for example, you will be successful if you know how to apply management. However, when the war, you will only be successful if you are able to lead. Management expertise you that effective, do not you too can apply in the war. What is needed is the ability to lead. “Now this has become a Steward of successful lawyers in the United States.

When you learn management, you always occur by Henry Fayol. He, in the year 1916 introduced the concept of a management plan, organize, instruct and supervise. When people ask him, what the tasks of a dirut? POSDCORB answer. That is the continuation of planning, Organizing, staffing, directing, Coordinating, reporting and budgeting. He raised the terms of the 1930. Acronym management is concise and easy to remember.

In fact, however, it is often done by the leaders, even the top leaders. They do a lot more management. Seems enough to run with the functions of the management they will be able to bring the company win the competition. Drawing only management but clearly not enough. They must lead.

From my observations, quite often a director of the “diligent” work and wrestle with the budget. Even the day-to-day affairs often is passed to the management, which should be done by the manajernya. As a result, the director of the lead and then forget their duties. Consequently, the organization is not moving, stagnant, and employees always ask, “Will in which to possibly take this company …”

That is the case in which the leaders confusion differentiate the functions of leadership and management.

One big difference between leadership and management is on intuition. There is a specialist who says with confidence, “When you start utilizing your intuition, so that when you have stepped into leaders. If you are still more focused on data collection, data analysis, and take decisions, you are a manager “

Why intuition so important? Because information is now so it is opened. In the United States alone, in 1997 issued 2,000 business and management books every year. If you want to follow every idea that management, and take one week to read a book to finish, then you take 38 years. (52 books a year, 10 years, 520 books, 2000 book = 38 years). Asumsinya that you want to read every business and management books published in there every day. Once you’re finished, you have missed the 38 years of the new information listed in the book business and the management.

That new book, not the magazine management, management journals, newsletters, television programs in business, the company’s periodic reports. Clearly, we “drowned” in the ocean of information. What to do? Choose only read books that category are “the best”.

Because such information is usually outside, then clearly not enough to consider everything when you will decide a business initiatives. When that intuition is to help leaders. If you want to read more about intusi information, management, you can read here.

Okay, that’s my only comment about the differences in management and leadership, do not forget to read the articles in the management of this web. You will be relieved when you read various articles on this website.

REFERENCES

By: DR. Dwi Suryanto (www.pemimpin-unggul.com)

DR. Dwi Suryanto, Ph.D. is the author’s book Transformational Leadership: Breakthrough New Leaders Becoming Excellence. He was a consultant, trainer and motivator who is able to turn the atmosphere of working meetings a cloudless atmosphere, responses, and to bring changes to the participants …

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