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Budgeting

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Submitted By rullyta
Words 1434
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Organizational Behaviour
Chapter 15 Stress and Counseling
Page 430

STUDI KASUS

Perusahaan Unit elektronik memproduksi kontrol proses elektronik untuk industri. Reliabilitas yang tinggi diperlukan untuk kontrol ini, masing-masing dirancang untuk pelanggan tertentu, diperlukan departemen produksi, yang menentukan apakah produk memenuhi spesifikasi pelanggan. Untuk satu urutan penting itu perlu bagi perwakilan produksi untuk bekerja di departemen kontrol kualitas dengan insinyur kepala pengujian. Charles Able yang juga merupakan Manajer Produksi menugaskan William Parcel, salah satu asisten yang sigap, untuk pekerjaan ini. Parcel telah bekerja sama dengan Able selama bertahun-tahun dan kenal baik dengan pemesanan peralatan ini, karena ia sudah dikoordinir produksinya untuk Able. Sedangkan insinyur kepala pengujian adalah Dale Short.
Seminggu setelah Parcel mulai bekerja dengan Short, ia melaporkan ke Able bahwa ia mengalami kesulitan dengan Short dan Short tampaknya membenci kehadirannya di bagian pengujian. Able sepakat bahwa dalam suatu situasi permasalahan mungkin berkembang dan mengatakan ia akan mengunjungi bagian pengujian dan mencoba untuk berbicara dengan Short.
Ketika Able mengunjungi bagian tes, Short segera mulai mengeluh tentang Parcel. Dia mengatakan bahwa Parcel mengacaukan otoritas Short dengan memberikan penguji petunjuk yang berbeda dengan Short. Ia mengklaim bahwa Parcel bahkan bertentangan dengannya di depan para penguji. Setelah sejumlah keluhan lainnya, ia meminta Able untuk menghapus Parcel dari bagian pengujian dan mengirim pengganti. Short bahkan mengancam bahwa jika Able tidak membuang Parcel, Short akan pergi ke atasannya dan meminta agar Parcel dikeluarkan dari proyek ini. Able mendengarkan dan mengajukan beberapa pertanyaan, tapi tidak membuat penilaian atau janji.
Parcel tampaknya melihat Able berbicara dengan Short, jadi sebelum Able meninggalkan bagian tes, Parcel mendekatinya dengan komentar, "Yah, saya kira Short telah memberitahu Anda kisah duka tentang saya" Able mengakui bahwa Short mengeluh, tapi ia menghilangkan menyebut ancaman Short untuk memindahkan Parcel. "Itu Short, baiklah," kata Parcel. "Dia tidak tahan untuk siapa pun mencoba memperbaiki dirinya, tetapi hal-hal begitu mengotori aku merasa aku harus melakukan sesuatu"
Able mengakui situasi itu sensitif, tetapi ia menunjukkan bahwa Short bertanggung jawab atas bagian yang terbaik. Dia mengakhiri diskusi dengan komentar, "mari kita bermain tenang dan tidak memaksakan." Able bagaimanapun, prihatin situasi tersebut dan selama beberapa hari ke depan ia memberi banyak berpikir untuk itu. Sejak Short merasakan hal yang dia lakukan, Able akhirnya memutuskan untuk menghapus Parcel dari bagian pengujian dan mengirim karyawan lain. Saat ia sedang berusaha meraih telepon untuk menghubungi Parcel di bagian pengujian dan mengirim karyawan lain. Short berjalan ke kantor sambil tersenyum.
"Saya ingin mengucapkan terima kasih Charlie :, katanya. "Saya tidak tahu apa yang Anda katakan untuk Parcel di lain hari, tapi jelas ia telah berubah sikap. Kami berkomunikasi dengan baik sekarang. Lucunya, ketika saya berbicara dengan Anda di lain hari, saya mendapat kesan Anda tidak akan melakukan apa-apa bagi saya, tapi saya kira saya salah "
Able menelan ludah beberapa kali dan membuat pernyataan samar-samar. Kemudian, Short meninggalkan dalam semangat tinggi. Able cukup penasaran dengan seluruh situasinya: sehingga di kemudian hari ketika ia kebetulan bertemu Parcel saja, ia berkomentar santai, "Nah Bill, bagaimana hal dengan Short?"
"Saya telah lama ingin memberitahu Anda Charlie," kata Parcel. "Short telah jauh lebih mudah untuk bekerja dengan beberapa hari terakhir. Dia benar-benar membutuhkan beberapa saran saya - bahkan meminta untuk itu. Saya kira bahwa pembicaraan Anda dengan dia benar-benar melakukan beberapa kebaikan. "

PERTANYAAN

Menganalisis peristiwa dalam hal ini dalam hal konseling dan komunikasi. Apakah konseling terjadi? Apakah jenis konseling? Kapan dan oleh siapa?

DISKUSI

Dalam kasus ini, ditemukan masalah mengenai komunikasi yang tidak berjalan dengan semestinya. Penempatan orang produksi – Parcel untuk bekerja sama dengan Short di bagian quality control menimbulkan masalah baru. Masing-masing pihak memiliki persepsi sendiri – sendiri mengenai apa yang benar dan bagaimana melakukan pengujian dengan benar. Hal ini mengindikasikan tidak terbangunnya komunikasi yang lancar antara kedua belah pihak. Baik Parcel maupun Short tidak memposisikan fungsi nya dalam tim.
Short yang bertindak sebagai insinyur kepala di bagian quality control seharunya bisa memberikan SOP atau aturan yang memang perlu untuk dipatuhi oleh Parcel selaku pihak yang baru saja masuk ke bagian pengujian., Tidak ada deskripsi yang menyebutkan apakah Parcel telah memberikan pengarahan singkat mengenai bagaimana cara departemen pengujian melakukan pekerjaannya serta kriteria apa yang dipakai. Demikian pula dengan Parcel, sebagai seorang yang baru saja masuk ke dalam departemen pengujian, Parcel perlu sedikit “menunduk” untuk mengetahui apa SOP departemen ini dan bagaimana Short mengerjakan pekerjaannya di departemen pengujian.
Dalam menyikapi perbedaan individu ini, di sinilah komunikasi dan konseling yang difasilitasi oleh manager – dalam hal ini adalah Able menjadi kunci utama untuk dapat menyelesaikan masalah ini. Karena jika hal ini dibiarkan secara terus menerus, maka akan berpotensi untuk menjadi konflik yang apabila tidak segera diselesaikan akan berimplikasi pada terciptanya stress negatif yang berdampak pula pada kinerja.

Penyebab Tipe Konsekuensi Perbedaan individu Konsekuensi yang membangun
Organizational Positive bagi perusahaan dan personal
Stressors Stress - Jangka pendek - Jangka panjang Pegawai

Konsekuensi yang merusak
Nonwork Negative organisasi dan perusahaan stressors Stress - Jangka pendek - Jangka panjang
Konseling adalah diskusi yang dilakukan dengan pegawai yang memiliki masalah stress dan emosi yang bertujuan untuk membantu pegawai mengatasi masalah mereka lebih baik. Konseling membantu meningkatkan kesehatan mental dan kesejahteraan pegawai, serta membantu mereka memenuhi harapan organisasi. Sehat secara mental berarti : * Merasa nyaman terhadap diri sendiri (menghargai diri sendiri, dapat beradaptasi dengan segala macam situasi, memiliki penilaian yang akurat mengenai kekuatan dan kelemahan diri sendiri, dan dapat bangkit dari kekecewaan dalam hidup) * Dapat berhubungan baik dengan orang lain ( menghargai perbedaan, memiliki hubungan yang memuaskan, peduli dengan orang lain, percaya kepada orang lain, dan merasa bertanggung jawab terhadap orang lain) * Dapat memenuhi tuntutan dalam kehidupan (merencanakan masa depan tanpa rasa takut, menetapkan tujuan yang realistic, dapat mengambil keputusan, memberikan yang terbaik dalam setiap pekerjaan)
Dengan konseling diharapkan karyawan dapat menyalurkan perasaan-perasaannya sehingga dapat bekerja secara efektif.: a. Memberi nasihat dan petunjuk (Advise)
Konselor membuat keputusan-keputusan tentang masalah konselee dan menunjukkan tindakan apa yang harus diambil. Hindari ketergantungan konselee pada konselor. b. Memberi keyakinan (Reassurance)
Memberi keyakinan dengan cara memberi keberanian untuk menyelesaikan masalah atau memberi rasa percaya diri sehingga yakin akan tujuan dan tindakannya. c. Mengembangkan komunikasi
Karyawan lebih berani mengemukakan perasaan, komunikasi atasan bawahan semakin lancar (insight pada konselee). d. Menurunkan tegangan
Dengan katarsis (mendiskusikan) masalah pada orang yang dipercaya, ketegangan emosi menurun. Memindahkan keterpakuan mental, membuat mereka dapat menghadapi masalah kembali dan berpikir konstruktif tentang masalah tersebut. e. Menjernihkan Pikiran
Pegawai yang mengalami blocking emosional, dapat kembali berpikir secara terarah.

f. Reorientasi Diri
Perubahan diri secara praktis akan menolong konselee mengenali dan menerima keterbatasan mereka.
Konseling biasanya dilakukan dalam sesi rahasia sehingga pegawai dapat bebas dan terbuka berbicara mengenai masalah-masalah mereka. Seorang manajer adalah konselor yang sangat penting karena mereka adalah orang yang berinteraksi sehari-hari dengan para pegawai. Semua manajer, dari yang paling rendah sampai yang tertinggi, membutuhkan pelatihan untuk membantu mereka memahami masalah pegawai dan dapat memberikan konseling secara efektif. Adapun tipe-tipe konseling yaitu:

Nondirective Participate Directive counseling counseling counseling

No direction Full direction

FAKTOR | DIRECTIVE COUNSELING | NONDIRECTIVE COUNSELING | PARTICIPATIVE COUNSELING | METODE KONSELING | Manajer lebih banyak mengontrol pembicaraan dan lebih banyak berbicara | Pegawai lebih banyak mengontrol pembicaraan dan lebih banyak berbicara | Manajer dan pegawai memiliki porsi yang sama dalam mengontrol pembicaraan, saling kooperatif. | TANGGUNG JAWAB UNTUK MEMBERIKAN SOLUSI | Manajer | Pegawai | Manajer dan Pegawai | STATUS PESERTA | Manajer jelas lebih superior dibandingkan dengan pegawai | Kedua pihak pada level yang sama | Mutual relationship | PERAN PESERTA | Pegawai bergantung secara emosional dengan manajer, yang mana perannya sebagai pengambil keputusan cenderung membatasi pertumbuhan pribadi pegawai tersebut. | Pegawai mandiri secara psikologis, dapat memilih solusi dan kemampuannya untuk menentukan pilihan masa depan berkembang. | Diawali dengan teknik mendengarkan seperti pada nondirective counseling, namun seiring interview berlanjut, konselor lebih banyak berpartisipasi dan lebih aktif dibandingkan konselor pada nondirective conseling. | PENEKANAN | Solusi dari masalah saat ini sangat ditekankan, terkadang perasaan dan emosi dikesampingkan. | Penyesuaian psikologis adalah yang terpenting, dengan penekanan pada perasaan dan emosi | Mutual relationship dapat membangun hubungan saling menguntungkan dalam bertukar ide-ide yang dapat membantu masalah pegawai | Dalam kasus ini, dapat dikatakan bahwa Able berusaha untuk menjadi konselor antara Parcel dengan Short. Tipe konseling yang dilakukan dapat dikategorikan dalam tipe participative counseling dimana Able-selaku manajer mengawalinya dengan terjun langsung ke departemen pengujian untuk bertemu dengan Short selaku insinyur departemen pengujian. Kemudian Able mendengarkan keluhan Short mengenai Parcel. Bagaimana Short menilai Parcel dalam menyelesaikan pekerjaannya serta bagaimana Short juga meminta agar Parcel dipindahkan hingga ada ancaman bahwa Short akan melaporkan hal ini ke atasannya pula jika Parcel tidak dipindahkan. Kemudian Able mengajukan beberapa pertanyaan namun tidak mengarah kepada suatu kesimpulan tertentu. Setelah bertemu dengan Short, Parcel yang melihat pertemuan itu langsung menhampiri Able dan mengkonfirmasi apa yang Short rasakan tentang Parcel. Parcel pun menyampaikan penilaiannya pada Short. Posisi Able yang merupakan seorang manajer produksi dapat dikatakan melakukan fungsinya sebagai konselor

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Capital Budgeting

...CAPITAL BUDGETING IN THE PRIVATE SECTOR TABLE OF CONTENT Title page Approval page Dedication Acknowledgement Abstract Table of content CHAPTER ONE 1. INTRODUCTIONS OF “CAPITAL BUDGETING IN THE PRIVATE SECTOR” 1.1 Statement of the problem 1.2 Objective of study 1.3 Significance of study 1.4 Statement of the hypothesis 1.5 Scope of the study 1.6 Definitions of terms CHAPTER TWO 2. REVIEW OF THE RELATED LITERATURE OF “CAPITAL BUDGETING IN THE PRIVATE SECTOR” 2.1 Meaning of capital budgeting decision 2.2 Importance of capital budgeting decision 2.3 Types of capital budgeting decision 2.4 Problems 2.5 Analysis of capital project 2.6 Deterring the cash flow 2.7 Techniques used in capital budgeting decision 2.7.1 Payback method 2.7.2 Net present value 2.7.3 Internal rate of return 2.7.4 Accounting rate of return 8. Ranking of investment proposal CHAPTER THREE 3. RESEARCH DESIGN AND METHODOLOGY OF “CAPITAL BUDGETING IN THE PRIVATE SECTOR” 3.1 Source of data 3.2 Primary 3.3 Secondary data 3.4 Sample used 3.5 Method of investigation CHAPTER FOUR 4. DATA ANALYSIS AND INTERPRETATION OF “CAPITAL BUDGETING IN THE PRIVATE SECTOR” 4.1 Data presentation and analysis 4.3 Test of hypothesis CHAPTER FIVE 5. SUMMARY, CONCLUSION AND RECOMMENDATION OF “CAPITAL BUDGETING IN THE PRIVATE SECTOR” 5.1 Summary of the findings 5.2 Conclusion 5.3 Recommendation Bibliography Appendix Questionnaire *** Read the following instructions...

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