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Jurnal Manajemen dan Organisasi
Published by Institut Pertanian Bogor
ISSN : 20889372     EISSN : 25278991     DOI : 10.36706/jtk
Core Subject : Economy,
Economics, Econometrics & Finance
Jurnal Manajemen dan Organisasi merupakan media publikasi ilmiah yang memuat artiket-artikel; di bidang manajemen dan organisasi dengan ruang lingkup manajemen pemasaran, keuangan, sumber daya manusia dan operasi. Jurnal Manajemen dan Organisasi didedikasikan untuk menumbuhkan kreasi pertukaran ide antara akademisi, kalangan industri atau bisnis praktis, dan institusi pemerintah dalam bidang manajemen dan organisasi. Jurnal ini diterbitkan tiga kali dalam setahun, yaitu bulan April, Agustus, dan Desember. Artikel yang dimuat dalam jurnal ini mengedepankan analisis objektif terhadap kasus manajemen dan organisasi dalam perspektif akademik berupa hasil penelitian di bidang manajemen dan organisasi dalam perpektif akademik berupa hasil penelitian di bidang manajemen dan review terhadap konsep manajemen baru maupun implementasi konsep manajemen dengan studi literatur. Redaksi menerima naskah dari berbagai pihak untuk dimuat pada jurnal ini. Naskah yang masuk harus mengikuti Format Penulisan Naskah Jurnal Manajemen dan organisasi.
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Articles 6 Documents
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Search results for , issue "Vol. 10 No. 1 (2019): Jurnal Manajemen dan Organisasi" : 6 Documents clear
Formulasi Strategi Perbaikan Kinerja Perusahaan Properti Pasca Akuisisi (Studi Kasus: PT XYZ) Mufrad Azmadahadid; Lukman M Baga; Setiadi Djohar
Jurnal Manajemen dan Organisasi Vol. 10 No. 1 (2019): Jurnal Manajemen dan Organisasi
Publisher : IPB University

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (698.721 KB) | DOI: 10.29244/jmo.v10i1.28855

Abstract

PT XYZ is one of property companies that involved in apartment and condotel business in Yogyakarta. At present, PT XYZ had decreased in revenue due to decreased in unit sales and delinquent payments by existing customers. These problems made the company’s performance decrease so the company sold 38 percent of its shares to PT ADP and PT TBR. Together with the new management composition, the company strives to improve its performance. Therefore, a strategy formulation is needed to make the company performance being improved again. Interviews were conducted with informants selected by purposive sampling to identify company’s internal and external strategic issues. The IFE matrix (Internal Factor Evaluation) and EFE matrix (External Factor Evaluation) are used to evaluate company’s internal and external conditions. SWOT matrix (Strength, Weaknesses, Opportunities, and Threat) is used to find alternative strategies to improve company performance. There are five alternative strategies to improve company performance after acquisition, namely: (1) rebranding the names of apartments and condotels; (2) increase promotion and sales activities; (3) improve good relationship with consumers; (4) make value added for the apartments; (5) recruiting experienced sales employees.
Analisis Implementasi Transformasi Bisnis Peternakan terhadap Kinerja PT Berdikari (PERSERO) Anna Muslikhah Jamil; Harianto Harianto; Sahara Sahara
Jurnal Manajemen dan Organisasi Vol. 10 No. 1 (2019): Jurnal Manajemen dan Organisasi
Publisher : IPB University

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (660.489 KB) | DOI: 10.29244/jmo.v10i1.28856

Abstract

PT Berdikari (Persero) was transformed into an Animal Husbandry State Owned Company (SOE) in 2012 through the letter of State-Owned Enterprises Minister Number S-211/D1.MBU/2012 to support Government’s policies on providing animal food supply. This business transformationchanges core competencies from trading agribusiness commodities (rice, sugar, meat, platantion commodities, fertilizer, insurance, etc.) to animal husbandry. It becomes corporate transformation phase that cause financial performance anomalies. This study aims to identify the effect of business transformation towards financial performance of PT Berdikari (Persero) using statistical hypothesis testing by T-test to explore the existence of financial performance impact before and after business transformation practice. Based on State-Owned Enterprises Minister Regulation Number 1000/MBU/2012 about SOE performance assessment, there are eight indicators for assessing SOEs’ financial performance: Return on Equity (ROE), Return on Investment (ROI), Inventory Turn Over, Colection Period, Cash Ratio, Current Ratio, Total Turn Over and Capital to Total Assets Ratio. The result of hypothesis testing with 95percent degree of significance found that there are differences of ROE and Inventory Turn Over PT Berdikari (Persero) before and after transformation. Company profit was decreased and operating expenses was increased. Low level of sales revenue drives ROE, especially after business transformation. This low level of sales caused Inventory Turn Over to increased since inventories in the warehouse was cumulated.
Analisis Strategi Pengembangan Bisnis PT. TAF (Toyota Astra Financial Services) Ari Surya Rusdiono; Alla Asmara; Kirbrandoko Kirbrandoko
Jurnal Manajemen dan Organisasi Vol. 10 No. 1 (2019): Jurnal Manajemen dan Organisasi
Publisher : IPB University

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (408.243 KB) | DOI: 10.29244/jmo.v10i1.28858

Abstract

PT.TAF is one of financial company in Indonesia. The business model that has been implemented so far is highly dependent on dealer as business partner. In 2017 and 2018, the company suffered quite a lot of losses that caused of high Non Performing Loan (NPL). This is caused by decrease in existing consumer’s segment so the profit of company decrease more than 80 percent. There were management and organization structure changes in 2018, which lead to the expectation of company’s performance improvement. Therefore, new strategy is needed to enhance company’s performance. Interviews were conducted with interviewess (Director, General Manager, Department Head) selected by purposive sampling to identify company’s internal and external strategic issues. The Internal Factor Evaluation matrix (IFE) and External Factor Evaluation matrix (EFE) are used to evaluate company’s internal and external conditions. Strength, Weaknesses, Opportunities, and Threat (SWOT) matrix is used to find alternative strategies to improve company performance. And then the alternative strategies are selected to find the priority using Quantitative Strategic Planning Matrix (QSPM). There are 6 alternative strategies to improve company performance and from those strategies, two strategies were choosen as main priority that will be executed by the company. The two strategies are create application (digitizing)information, simulations, credit applications for consumer and dealer also increase spred (profit margin) of consumers who will pay off or have paid off (good credit history) with non retail financing program.
Analisis Pengaruh PeranMarketing Public Relationsterhadap Peningkatan Citra Lido Lakes Resort and Conference Sukabumi Efan Septian Saputra; Ma'mun Sarma
Jurnal Manajemen dan Organisasi Vol. 10 No. 1 (2019): Jurnal Manajemen dan Organisasi
Publisher : IPB University

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (452.253 KB) | DOI: 10.29244/jmo.v10i1.28859

Abstract

The tourism is a priority sector in Indonesia and reliable source to increase of foreign exchange of the country. Along with the increasing competition of hotel industry especially in Bogor regency, the knowledge about how to make a positive image among society is absolutely important. One of the hotel in the Bogor Regency is Lido Lakes & Resort Conference Sukabumi. The purposes of this study are to identify the characteristics of the consumer and to analyze Marketing Public Relations (MPR) effects towards image enhancement of Lido Lakes Resort & Conference Sukabumi. The method of this research are descriptive analysis and Structural Equation Modeling (SEM) with Partial Least Square (PLS) approach. The result of the study showed that publications, social events, and media identity are the variables which positively affects the hotel image. It is therefore recommended for the company to focus on those three significant variables to enhance the hotel image.
Pengukuran Efisiensi Serta Analisis Faktor Internal dan Eksternal Bank yang Memengaruhinya Aron Marsondang; Budi Purwanto; Heti Mulyati
Jurnal Manajemen dan Organisasi Vol. 10 No. 1 (2019): Jurnal Manajemen dan Organisasi
Publisher : IPB University

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (464.193 KB) | DOI: 10.29244/jmo.v10i1.28860

Abstract

Efficiency for the banking industry as a whole is the most important aspect considered to realize healthy and sustainable financial performance. Therefore, to realize a healthy and sustainable financial performance, the government intervenes in the banking business to divide or categorize banks based on core capital. This study will measure the efficiency level of conventional commercial banks with input variables that are thought to affect the output variable using non-parametric methods with the Data Envelopment Analysis (DEA) model. Bank size (SIZE), Capital Adequacy Ratio (CAR), and Loan to Deposit Ratio (LDR) proved to have a significant positive effect on the efficiency of banks listed on the Indonesia Stock Exchange for the period 2013-2017. Meanwhile, non-performing loan (NPL) proved to have a significant negative effect on the efficiency of banks listed on the Indonesia Stock Exchange for the period 2013-2017. External factors such as the rupiah exchange rate (KURS), Bank Indonesia interest rates (SBI), and gross domestic product (GDP) have proven to have no significant positive effect on the efficiency of banks listed on the Indonesian Stock Exchange in the period 2013-2017.
Rancangan Sistem Pengukuran Kinerja Berbasis Human Resource Scorecard Pada Universitas Muhammadiyah Luwuk Nurhaeda Abbas; Anggraini Sukmawati; Muhammad Syamsun
Jurnal Manajemen dan Organisasi Vol. 10 No. 1 (2019): Jurnal Manajemen dan Organisasi
Publisher : IPB University

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (994.752 KB) | DOI: 10.29244/jmo.v10i1.28861

Abstract

Today the performance measurement of Muhammadiyah Luwuk uUniversity’s performance has not formulated yet based on University’s vision and mission. It will affect the strategic steps needed and performance improvement efforts in the future. Human resource scorecard is the right system to be applied in Muhammadiyah Luwuk University. The purpose of this study is to designed a performance measurement system at Muhammadiyah Luwuk University using the Human Resource Scorecard with four perspectives: stakeholder, academic management and kemuhammadiyaan, operational and innovation, as well as and learning. Data was analyzed by analytical hierarchy process method. This research was conducted by distributing questionnaires, focus group discussions and in-depth interview with stakeholders at Muhammadiyah Luwuk University. The results showed that there were 14 strategic objectives and 33 key performance indicators to be achieved by the priority objectives, which are: empowerment and development of faculty, increased administrative process quality, improved sound budget performance and, improvement of the relationship with stakeholders.

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