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Jurnal Manajemen Maranatha
Published by Universitas Kristen Maranatha
ISSN : 14119293     EISSN : 25794094     DOI : http://doi.org/10.28932/jmm
Core Subject : Economy, Science,
Decision Sciences, Operations Research & Management Economics, Econometrics & Finance
Focus and scope of Jurnal Manajemen Maranatha areas include marketing management, financial management, human resource management, operation management, and entrepreneurship. JMM accepts articles in the form of quantitative and qualitative research results, conceptual studies, and various other similar scientific papers.
Arjuna Subject : Bisnis, Menejemen, dan Akutansi (semua kategori) - Bisnis, Menejemen, dan Akutansi (Lain-Lain)
Articles 4 Documents
 1 
Search results for , issue "Vol 3 No 2 (2004)" : 4 Documents clear
Pengaruh Strategi Manufaktur terhadap Kinerja (Studi pada Industri Manufaktur Menengah dan Besar di Yogyakarta) Abdul Ghofar Syarif Alam Sudin
Jurnal Manajemen Maranatha Vol 3 No 2 (2004)
Publisher : Universitas Kristen Maranatha

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.28932/jmm.v3i2.105

Abstract

This research was examined the relationship between manufacturing strategy and firms performance. The most widely adopted strategy among medium and large manufacturing firms in Yogyakarta are quality strategy, cost strategy, delivery strategy and flexibility strategy. The significant relationship between manufacturing strategies and performance of an organization. This research found that Yogyakarta manufaturing firm that adopt quality strategies can achieve better performance in term of financial performance and firms that emphasize more on flexibility strategy can achieve better manufacturing performance. The findings of this study support the fact that manufacturing strategy can be practiced in Yogyakarta. The findings of this study also implies that an appropriate manufacturing strategy is required to ensure high performance.Key words: manufacturing strategy, cost strategy, quality strategy, flexibility strategy, delivery strategy and performance.
Budaya Organisasi dan Kepuasan Kerja di PT X: Sebuah Studi Kasus Andreas Bintoro
Jurnal Manajemen Maranatha Vol 3 No 2 (2004)
Publisher : Universitas Kristen Maranatha

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.28932/jmm.v3i2.106

Abstract

Organization culture as a system of shared meaning will create a common perception among individual members of an organizations either it is for profit or not for profit organization. This common perception will enable the growth of a sound work climate which is very helpful to the achievement of employees job satisfaction. Consequently the continuance of the organization life will be more ensured.To approach the research problems, the writer used a qualitative approach in the form of a case study. The findings of the case study show that PT X's organization culture emphasizing the cultural values of brotherhood and togetherness, mutual help, consideration, honesty, pragmatism, service.Those values derive from Sundanese, Chinese and Western cultural values respectively. It support the wildly held belief that organization culture is bound to national culture.Kata kunci: tingkah laku organisasi, budaya, budaya organisasi, budaya nasional, budaya dominan, subbudaya, kepuasan kerja, penelitian kualitatif, nilai-nilai
Manajemen Sumber Daya Manusia yang "Fit": Keunggulan Kompetitif Organisasi Bertha Silvia Sutejo
Jurnal Manajemen Maranatha Vol 3 No 2 (2004)
Publisher : Universitas Kristen Maranatha

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.28932/jmm.v3i2.107

Abstract

Importance manages human resource management in business agenda now. Human resource management (HRM) are asset which must managed so can be fit with business needed and can help organization to be more competitive. Therefore, HRM considered not just as strategic factor with role importance in implementation strategy but also calculation as resource can achieve competitive advantage. Exist assume that close link between business strategy and HRM methods based of contingency theory. Contingency theory holds that human resource management methods are selected in accordance with the type of competitive strategy adopted by a business. It is moreover assumes that companies that closely coordinate their business strategy and HRM activities achieve better performance than companies that do not. Differences of business and combination HRM have different effect on performance organization. However, that differences not always consistent with contingency theory. Therefore, needed match between business strategy and HRM practices so that produce organization performance can achieve competitive advantage.Keyword: business strategy, human resource management, firm performance, competitive advantage
Revitalisasi Organisasi melalui Perubahan Budaya Dwi Irawati
Jurnal Manajemen Maranatha Vol 3 No 2 (2004)
Publisher : Universitas Kristen Maranatha

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.28932/jmm.v3i2.108

Abstract

The culture of an organization is being viewed as an important determinant of its performance. We conceptualize organizational culture in terms of the degree of internal fit (cohesion and consistency) and in terms of the degree of external fit (linkages the strategy and the environment). Interaction between both determines the organization's performance.To get get started with cultural change to revitalize the organization, executives must have an accurate understanding of the current culture. Organizations that need to be success in their change of culture should run these things to minimize the scale resistance or lack of faith of the company and its employees, although this list carries no guarenteed: 1) return to the past for inspiration and instruction; 2)back to basic; 3)identify the principles that will remain constant; 4)find examples of success within the current culture; 5)promote hybridization; 6)label areas; 7)mourn the loss of cherished past. None of the actions mentioned was sufficient to produce all the changes a company sought.Finally, we need to stress that the change in the organization's culture does not come from merely agreeing on a new vision or honoring the past. It needs members' understanding of its value and their commitment to start and end the process of the cultural change in the organization. This means that we must first develop a deep appreciation for the historical and cultural roots of our organization, recognizing its realistic limitations and opportunities.Keywords: culture, cultural change, revitalize

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