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Influence Business Principles, Organizational Culture, Fundamental Safe Work Practices, Operational Excellence Expectations, and Corporate Commitment to the Tenets of Corporate Operations and Corporate Performance Oil and Gas Chevron Indonesia Sudarmo Sudarmo
Journal of Accounting, Business and Management (JABM) Vol 20 No 1 (2013): April
Publisher : STIE Malangkucecwara

Show Abstract | Download Original | Original Source | Check in Google Scholar

The purpose this study is to explain that Influence Business Principle, Organizational Culture, Fundamental Safe Work Practices, Operational Excellence Expectations, and Corporate commitment to the tenets of corporate operations and corporate performance in oil and gas Chevron Indonesian Kalimantan, Sumatra, West Java, and Jakarta. Population research is employee of Chevron Indonesia amounted to 7000 people. Respondent sample are 225 persons. Statistical analysis used Structural Equation Models (SEM). The results showed that there are eleven (11) line direct relationship or indirectly. In this connection, there are four significant and positive. Six lines are not significant and positive path, and one Negative insignificant point. Four the significant points are: the business principle to influence of corporate operations tenets; Organizational culture to influence of corporate operations tenets; Workplace safety programs to influence of corporate operations tenets; and Expectations of the benefits of operating affect to corporate operations tenets. Six Positive insignificant are: Organizational culture affects corporate performance; Workplace safety programs affecting corporate performance; Expectations affect the performance benefits of corporate operations; Corporate commitment affect tenets of corporate operations; Corporate Commitment influence to corporate performance; and Tenets of corporate operations affect to corporate performance. One significant negative point is: business principles affect to corporate performance.

FONOTAKTIK BAHASA BANJAR (BANJARESE PHONOTACTIC) Sudarmo Sudarmo
JURNAL BAHASA, SASTRA DAN PEMBELAJARANNYA Vol 6, No 2 (2016): JURNAL BAHASA, SASTRA DAN PEMBELAJARANNYA (JBSP)
Publisher : Universitas Lambung Mangkurat

Fonotaktik Bahasa Banjar. Fokus penelitian linguistik ini adalah distribusi fonem dan aturanfonemis perubahan Bahasa Banjar, dengan menggunakan metode deskriptif yang bertujuanuntuk menentukan distribusi fonem dan aturan fonemis perubahan juga menggambarkan ataumenjelaskan peristiwa atau kejadian secara objektif. Pengumpulan data dilakukan dengan menggunakan teknik observasi langsung dan studi sastra. Penelitian ini berfokus pada bunyi dalam katakataatau sistem fonotaktik fonem Banjar. Oleh karena itu, studi ini akan mendapatkan penjelasan sambilmenikmati sistem baris fonem Banjar, untuk mengetahui peraturan distribusi fonem dalam kata-kataBanjar, untuk mengatur sistem syllabification kata-kata Banjar yang dapat menentukan aturan dalambahasa Banjar suara-perubahan bahasa, perubahan kelenturan pengucapan fonem dalam distribusiyang berbeda, untuk mengetahui jenis cluster jenis bunyi yang mungkin dan tidak mungkin di tingkatkata-kata, dan untuk mengetahui masalah yang timbul karena diasystem dalam Bahasa Banjar. Has279il studi yang fonem vokal dari bahasa Banjar ada lima, yaitu /a/, /i/, /u/, / o/dan/ѐ/. Semua fonem ini oleh distribusi yang dapat digunakan dalam posisi awal, posisi tengah, danakhir posisi. Ada delapanbelas fonem konsonan Bahasa Banjar, yaitu: /p /, / b /, / t /, / d /, / c /, / j /, / k /, / g /, / s /, / h /, / m/, / n /, / ŋ /, / ñ /, / r /, / l /, / w/ dan/y /. Semua fonem ini oleh distribusi mereka dapat digunakandalam posisi awal, posisi tengah dan posisi akhir, dengan pengecualian fonem/b/, /d/, /j/, /g/ dan /ñ/yang tidak boleh digunakan dalam posisi akhir. Ada empat pola suku kata bahasa Banjar, yaitu V, VK,KV, dan KVK. Pola suku kata, keterbatasan munculnya fonem vokal dan konsonan fonem pada sukukata disyllabic KVKKVK.Kata-kata kunci: fonotaktik, distribusi fonem

PROBLEMATIKA PENERAPAN FORMULA PELAYANAN BERKUALITAS PADA SEKTOR PUBLIK DI INDONESIA Sudarmo Sudarmo
Jurnal Ilmu Administrasi: Media Pengembangan Ilmu dan Praktek Administrasi Vol 6, No 2 (2009): Jurnal Ilmu Administrasi
Publisher : Sekolah Tinggi Ilmu Administrasi Lembaga Administrasi Negara

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31113/jia.v6i2.353

The implementation of Total Quality Management (TQM) in attempting to meet quality service in public sector in Indonesia is still problematical, mainly due to family-oriented bureaucracy behavior, incompatibility between praxis of TQM and that of public sector and practices of patrimonial management. These impedimentscan be reduced by keeping various kinds of commitments in terms of cultural changes, top management involvement totality, total quality-behavior oriented, time, and financial sources. In addition, commitment to reform the moral and ideology of the ruler and decision makers as well as their political will to materialize it is obviously required. Despite difficulties in changing organization culture, some ways offer a solution. Organization culture toward quality service can be changed by restructuring the organization, improving property rights, deploying new managers, and tightly scheduling the period of time in implementing TQM.

PROBLEMATIKA PENERAPAN FORMULA PELAYANAN BERKUALITAS PADA SEKTOR PUBLIK DI INDONESIA Sudarmo Sudarmo
Jurnal Ilmu Administrasi: Media Pengembangan Ilmu dan Praktek Administrasi Vol. 6 No. 2 (2009): Jurnal Ilmu Administrasi
Publisher : Sekolah Tinggi Ilmu Administrasi Lembaga Administrasi Negara

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31113/jia.v6i2.353

The implementation of Total Quality Management (TQM) in attempting to meet quality service in public sector in Indonesia is still problematical, mainly due to family-oriented bureaucracy behavior, incompatibility between praxis of TQM and that of public sector and practices of patrimonial management. These impedimentscan be reduced by keeping various kinds of commitments in terms of cultural changes, top management involvement totality, total quality-behavior oriented, time, and financial sources. In addition, commitment to reform the moral and ideology of the ruler and decision makers as well as their political will to materialize it is obviously required. Despite difficulties in changing organization culture, some ways offer a solution. Organization culture toward quality service can be changed by restructuring the organization, improving property rights, deploying new managers, and tightly scheduling the period of time in implementing TQM.

Mengawal Risiko untuk Akuntabilitas: Literasi Arsip sebagai Instrumen Administrasi Publik Berkelanjutan Rutina Dwi Wahyunengseh; Didik Gunawan Suharto; Sudarmo Sudarmo; Faizatul Ansoriyah; Wahyu Nurharjadmo; Ryza Dani Pratiwi; Agusniar Rizka Luthfia
Dharma Sevanam : Jurnal Pengabdian Masyarakat Vol 5 No 1 (2026): Juny 2026
Publisher : IAHN Gde Pudja Mataram

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.53977/sjpkm.v5i1.3809

This article discusses the strengthening of archive governance in regional apparatus organizations in Magelang City as part of the Community Service (PkM) program of Sebelas Maret University in collaboration with the Magelang City Library and Archives Office. Although Magelang City has achieved an A grade in archival supervision from the National Archives of the Republic of Indonesia, various challenges are still found, such as the preparation of dynamic archive lists that are not optimal, not all Regional Apparatus have submitted static archives, and the integration of digital systems in most OPDs is not optimal. In addition, the application of the SRIKANDI (Sistem Informasi Kearsipan Dinamis Terintegrasi/ Integrated Dynamic Archiving Information System) application is also uneven and has not been used optimally as an institutional information management tool. This service activity is carried out through a collaborative and participatory approach, with strategies in the form of archival culture seminars, focused discussions with heads of regional apparatus and department secretaries, and a review of the results of archival supervision audits. The main focus of this activity is to build institutional awareness, formulate steps to mitigate the risk of losing archives, and increase human resource capacity in digital-based archive management. The results of the activity showed an increase in the apparatus' understanding of the archive cycle and the development of recommendations for saving institutional archives. This activity strengthens the role of the archives office as a node to save organizational memory while bridging the gap between national policy and archive management practices at the regional level. The practical implication of this activity is the increased readiness of the regional bureaucracy in facing digital transformation and demands for sustainable public accountability in the field of archives.

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