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HARKIM
INSTITUTE OF ECONOMIC SCIENCE (STIE) INDONESIA -MEDAN
Arts Humanities Biochemistry, Genetics & Molecular Biology Computer Science & IT Economics, Econometrics & Finance Education Environmental Science Industrial & Manufacturing Engineering Languange, Linguistic, Communication & Media Law, Crime, Criminology & Criminal Justice Library & Information Science Mathematics Public Health Social Sciences Other

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MICRO, SMALL AND MEDIUM ENTERPRISES SUCCESS FACTORS IN THE LEAN MANUFACTURING PERSPECTIVE : A THEORETICAL REVIEW HARKIM
INTERNATIONAL JOURNAL OF MULTI SCIENCE Vol. 1 No. 04 (2020): INTERNATIONAL JOURNAL OF MULTISCIENCE -JULY EDITION
Publisher : CV KULTURA DIGITAL MEDIA

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Abstract

The fact of the success of a corporation becomes a believable challenge when a business unit is determined to move forward. Multi-national scale companies or TNCs like Toyota Corporation see success factors from a philosophical perspective on lean manufacturing. Identification of unnecessary processes or waste in the production process. This paper theoretically wants to explore the possibility of applying lean manufacturing principles in the MSME industry. This becomes a quite interesting problem when MSMEs become an idol for a business model that is imagined immune to various uncertainties. With the literature review approach this paper will elaborate on various previous studies conducted by experts. The analysis will be presented descriptively according to a predetermined logic. The analysis shows that (a) Application of lean manufacturing principles is only an option for MSME managers or owners. (b) The principles of lean manufacturing cannot be applied as a whole to a MSME, but rather selected parts of those principles that are compatible with MSME conditions in Indonesia. (c) One of the success factors of an MSME is also determined by the implementation of lean manufacturing principles, in other words the lean principle can increase the likelihood of being a success factor in the MSME.
THE CHANGE MANAGEMENT STRATEGY OF THINKING MODEL OF HUMAN RESOURCES IN INDUSTRIAL ERA 4.0 HARKIM
INTERNATIONAL JOURNAL OF MULTI SCIENCE Vol. 1 No. 05 (2020): INTERNATIONAL JOURNAL OF MULTISCIENCE - AUGUST EDITION
Publisher : CV KULTURA DIGITAL MEDIA

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In the industrial era 4.0 organizational change as a transformation or modification of the whole or partial organization is a necessity. The change is an effort to maintain or improve the company's performance systematically. Management of organizational change is primarily concerned with the important actors of the organization, namely human resources. The change will directly lead to the way employees think. This way of thinking is the foundation of employee behavior at work. Thus, organizational change management in the HR sector must be based on quality in order to have a strong reference in a corporate competition. The model of decision making by each level of human resources based on the spirit of fair competition and corporate main goals that are aligned will provide reinforcement when passing and being in the industry 4.0.
MICRO, SMALL AND MEDIUM ENTERPRISES IN THE ERA OF DIGITAL ECONOMY - LESS CONTACT HARKIM
INTERNATIONAL JOURNAL OF MULTI SCIENCE Vol. 1 No. 06 (2020): INTERNATIONAL JOURNAL OF MULTISCIENCE -SEPTEMBER EDITION
Publisher : CV KULTURA DIGITAL MEDIA

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Less contact economy is a term that is currently widely used to address economic problems in this country. The corona pandemic, which limits human space, has stagnated economic dynamics and tends to be deficit. The less contact economic approach is taken so that economic dynamics can continue, where the method is to prioritize digital technology as the infrastructure. On the other hand, one of the business sectors that still persists in limited physical movement is the MSME sector. Therefore, this paper will discuss how to move the dynamics of MSMEs faster with a less contact approach. Theoretical reflection precipitates the resultant that MSMEs still have the opportunity to exist great in a pandemic situation with digital infrastructure. The digitization of MSMEs is inevitable, so that distribution of goods can be carried out with minimal physical contact. The digital infrastructure of MSMEs can be in the form of adequate community websites that need to be prepared in this context. The use of social media as a means of promotion is mandatory in the economic era of minimal contact like today.
IMPLEMENTATION OF STRATEGIC MANAGEMENT IN IMPROVING THE PERFORMANCE OF PUBLIC SECTOR ORGANIZATIONS HARKIM; REJEKIA VAIZAL SIMANUNGKALIT
INTERNATIONAL JOURNAL OF MULTI SCIENCE Vol. 1 No. 07 (2020): INTERNATIONAL JOURNAL OF MULTISCIENCE -OCTOBER EDITION
Publisher : CV KULTURA DIGITAL MEDIA

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The strategic management model, apart from being applied to the private sector, is also applied to the public sector. The implementation of strategic management in the two sectors is actually not that much different, it's just that public sector institutions do not emphasize organizational goals for profit, but rather on service to the community. The strategy management stage begins with strategy formulation, strategy implementation and strategy evaluation. The implementation of strategic management in the public sector is one of the best ways to achieve good governance. In an effort to achieve a better performance of government organizations in providing services to the community, the implementation of strategic management for public sector organizations is very important to increase the effectiveness of the performance of public sector organizations. This requires public sector organizations to think strategically, be able to translate their inputs into effective strategies, and develop the reasons needed to lay the foundation for implementing their strategies. It is hoped that the implementation of strategic management in public sector organizations can help these organizations realize their vision and mission. Although the results orientation to be achieved with the implementation of strategic management between the private sector and the public sector is slightly different, the two sectors certainly face different environmental conditions which become separate obstacles in the process of implementing strategic management. To overcome the obstacles that occur, one of them is by using a SWOT analysis approach (strength, weakness, opportunity, and threats). In this paper, we will discuss conceptually the theoretical aspects of implementing strategic management in measuring the performance of public sector organizations, and will also discuss the constraints that occur in measuring the performance of public sector organizations.
THE FLOW OF COMMUNICATION OF THE ORGANIZATION RELATED TO EMPLOYEE PERFORMANCE IN THE COMPANY: CASE STUDY ON A BUSINESS CONSULTANT COMPANY HARKIM
INTERNATIONAL JOURNAL OF MULTI SCIENCE Vol. 1 No. 09 (2020): INTERNATIONAL JOURNAL OF MULTISCIENCE - DECEMBER EDITION
Publisher : CV KULTURA DIGITAL MEDIA

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Abstract

This research was conducted to describe theoretically, the flow of organizational communication in relation to employee performance in a company. In companies, especially large companies, the complexity of the work unit generally brings many barriers to communication between superiors and subordinates, and can be related to employee performance. Problems can arise in clogged organizational communication, causing a decrease in employee performance at the company. This study uses several basic theories, namely organizational communication flow theory consisting of upward, downward, and horizontal communication. Then also used employee performance theory which consists of eight performance components. This research uses descriptive research. The research method is literature review and a qualitative approach. The results of this study indicate that in the view of experts, there is a relationship between organizational communication flow and employee performance. When the flow of organizational communication in the company is getting better, the employee's performance will also get better.
Co-Authors REJEKIA VAIZAL SIMANUNGKALIT