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o0owh . .ne tow yg dblng benci jd cnta?

OPR

Summary of Stephen R. Covey's The 7 Habits of Highly Effective People In his #1 bestseller, Stephen R. Covey presented a framework for personal effectiveness. The following is a summary of the first part of his book, concluding with a list of the seven habits. Inside-Out: The Change Starts from Within While working on his doctorate in the 1970's, Stephen R. Covey reviewed 200 years of literature on success. He noticed that since the 1920's, success writings have focused on solutions to specific problems. In some cases such tactical advice may have been effective, but only for immediate issues and not for the long-term, underlying ones. The success literature of the last half of the 20th century largely attributed success to personality traits, skills, techniques, maintaining a positive attitude, etc. This philosophy can be referred to as the Personality Ethic. However, during the 150 years or so that preceded that period, the literature on success was more character oriented. It emphasized the deeper principles and foundations of success. This philosophy is known as the Character Ethic, under which success is attributed more to underlying characteristics such as integrity, courage, justice, patience, etc. The elements of the Character Ethic are primary traits while those of the Personality Ethic are secondary. While secondary traits may help one to play the game to succeed in some specific circumstances, for long-term success both are necessary. One's character is what is most visible in long-term relationships. Ralph Waldo Emerson once said, "What you are shouts so loudly in my ears I cannot hear what you say." To illustrate the difference between primary and secondary traits, Covey offers the following example. Suppose you are in Chicago and are using a map to find a particular destination in the city. You may have excellent secondary skills in map reading and navigation, but will never find your destination if you are using a map of Detroit. In this example, getting the right map is a necessary primary element before your secondary skills can be used effectively. The problem with relying on the Personality Ethic is that unless the basic underlying paradigms are right, simply changing outward behavior is not effective. We see the world based on our perspective, which can have a dramatic impact on the way we perceive things. For example, many experiments have been conducted in which two groups of people are shown two different drawings. One group is shown, for instance, a drawing of a young, beautiful woman and the other group is shown a drawing of an old, frail woman. After the initial exposure to the pictures, both groups are shown one picture of a more abstract drawing. This drawing actually contains the elements of both the young and the old woman. Almost invariably, everybody in the group that was first shown the young woman sees a young woman in the abstract drawing, and those who were shown the old woman see an old woman. Each group was convinced that it had objectively evaluated the drawing. The point is that we see things not as they are, but as we are conditioned to see them. Once we understand the importance of our past conditioning, we can experience a paradigm shift in the way we see things. To make large changes in our lives, we must work on the basic paradigms through which we see the world. The Character Ethic assumes that there are some absolute principles that exist in all human beings. Some examples of such principles are fairness, honesty, integrity, human dignity, quality, potential, and growth. Principles contrast with practices in that practices are for specific situations whereas principles have universal application. The Seven Habits of Highly Effective People presents an "inside-out" approach to effectiveness that is centered on principles and character. Inside-out means that the change starts within oneself. For many people, this approach represents a paradigm shift away from the Personality Ethic and toward the Character Ethic. The Seven Habits - An Overview Our character is a collection of our habits, and habits have a powerful role in our lives. Habits consist of knowledge, skill, and desire. Knowledge allows us to know what to do, skill gives us the ability to know how to do it, and desire is the motivation to do it. The Seven Habits move us through the following stages: 1. Dependence: the paradigm under which we are born, relying upon others to take care of us. 2. Independence: the paradigm under which we can make our own decisions and take care of ourselves. 3. Interdependence: the paradigm under which we cooperate to achieve something that cannot be achieved independently. Much of the success literature today tends to value independence, encouraging people to become liberated and do their own thing. The reality is that we are interdependent, and the independent model is not optimal for use in an interdependent environment that requires leaders and team players. To make the choice to become interdependent, one first must be independent, since dependent people have not yet developed the character for interdependence. Therefore, the first three habits focus on self-mastery, that is, achieving the private victories required to move from dependence to independence. The first three habits are: • Habit 1: Be Proactive • Habit 2: Begin with the End in Mind • Habit 3: Put First Things First Habits 4, 5, and 6 then address interdependence: • Habit 4: Think Win/Win • Habit 5: Seek First to Understand, Then to Be Understood • Habit 6: Synergize Finally, the seventh habit is one of renewal and continual improvement, that is, of building one's personal production capability. To be effective, one must find the proper balance between actually producing and improving one's capability to produce. Covey illustrates this point with the fable of the goose and the golden egg. In the fable, a poor farmer's goose began laying a solid gold egg every day, and the farmer soon became rich. He also became greedy and figured that the goose must have many golden eggs within her. In order to obtain all of the eggs immediately, he killed the goose. Upon cutting it open he discovered that it was not full of golden eggs. The lesson is that if one attempts to maximize immediate production with no regard to the production capability, the capability will be lost. Effectiveness is a function of both production and the capacity to produce. The need for balance between production and production capability applies to physical, financial, and human assets. For example, in an organization the person in charge of a particular machine may increase the machine's immediate production by postponing scheduled maintenance. As a result of the increased output, this person may be rewarded with a promotion. However, the increased immediate output comes at the expense of future production since more maintenance will have to be performed on the machine later. The person who inherits the mess may even be blamed for the inevitable downtime and high maintenance expense. Customer loyalty also is an asset to which the production and production capability balance applies. A restaurant may have a reputation for serving great food, but the owner may decide to cut costs and lower the quality of the food. Immediately, profits will soar, but soon the restaurant's reputation will be tarnished, the customer's trust will be lost, and profits will decline. This does not mean that only production capacity is important. If one builds capacity but never uses it, there will be no production. There is a balance between building production capacity and actually producing. Finding the right tradeoff is central to one's effectiveness. The above has been an introduction and overview of the 7 Habits. The following introduces the first habit in Covey's framework. FROM DEPENDENCE TO INDEPENDENCE Habit 1: Be Proactive A unique ability that sets humans apart from animals is self-awareness and the ability to choose how we respond to any stimulus. While conditioning can have a strong impact on our lives, we are not determined by it. There are three widely accepted theories of determinism: genetic, psychic, and environmental. Genetic determinism says that our nature is coded into our DNA, and that our personality traits are inherited from our grandparents. Psychic determinism says that our upbringing determines our personal tendencies, and that emotional pain that we felt at a young age is remembered and affects the way we behave today. Environmental determinism states that factors in our present environment are responsible for our situation, such as relatives, the national economy, etc. These theories of determinism each assume a model in which the stimulus determines the response. Viktor Frankl was a Jewish psychiatrist who survived the death camps of Nazi Germany. While in the death camps, Frankl realized that he alone had the power to determine his response to the horror of the situation. He exercised the only freedom he had in that environment by envisioning himself teaching students after his release. He became an inspiration for others around him. He realized that in the middle of the stimulus-response model, humans have the freedom to choose. Animals do not have this independent will. They respond to a stimulus like a computer responds to its program. They are not aware of their programming and do not have the ability to change it. The model of determinism was developed based on experiments with animals and neurotic people. Such a model neglects our ability to choose how we will respond to stimuli. We can choose to be reactive to our environment. For example, if the weather is good, we will be happy. If the weather is bad, we will be unhappy. If people treat us well, we will feel well; if they don't, we will feel bad and become defensive. We also can choose to be proactive and not let our situation determine how we will feel. Reactive behavior can be a self-fulfilling prophecy. By accepting that there is nothing we can do about our situation, we in fact become passive and do nothing. The first habit of highly effective people is proactivity. Proactive people are driven by values that are independent of the weather or how people treat them. Gandhi said, "They cannot take away our self respect if we do not give it to them." Our response to what happened to us affects us more than what actually happened. We can choose to use difficult situations to build our character and develop the ability to better handle such situations in the future. Proactive people use their resourcefulness and initiative to find solutions rather than just reporting problems and waiting for other people to solve them. Being proactive means assessing the situation and developing a positive response for it. Organizations can be proactive rather than be at the mercy of their environment. For example, a company operating in an industry that is experiencing a downturn can develop a plan to cut costs and actually use the downturn to increase market share. Once we decide to be proactive, exactly where we focus our efforts becomes important. There are many concerns in our lives, but we do not always have control over them. One can draw a circle that represents areas of concern, and a smaller circle within the first that represents areas of control. Proactive people focus their efforts on the things over which they have influence, and in the process often expand their area of influence. Reactive people often focus their efforts on areas of concern over which they have no control. Their complaining and negative energy tend to shrink their circle of influence. In our area of concern, we may have direct control, indirect control, or no control at all. We have direct control over problems caused by our own behavior. We can solve these problems by changing our habits. We have indirect control over problems related to other people's behavior. We can solve these problems by using various methods of human influence, such as empathy, confrontation, example, and persuasion. Many people have only a few basic methods such as fight or flight. For problems over which we have no control, first we must recognize that we have no control, and then gracefully accept that fact and make the best of the situation. SUMMARY OF THE SEVEN HABITS Habit 1: Be Proactive Change starts from within, and highly effective people make the decision to improve their lives through the things that they can influence rather than by simply reacting to external forces. Habit 2: Begin with the End in Mind Develop a principle-centered personal mission statement. Extend the mission statement into long-term goals based on personal principles. Habit 3: Put First Things First Spend time doing what fits into your personal mission, observing the proper balance between production and building production capacity. Identify the key roles that you take on in life, and make time for each of them. Habit 4: Think Win/Win Seek agreements and relationships that are mutually beneficial. In cases where a "win/win" deal cannot be achieved, accept the fact that agreeing to make "no deal" may be the best alternative. In developing an organizational culture, be sure to reward win/win behavior among employees and avoid inadvertantly rewarding win/lose behavior. Habit 5: Seek First to Understand, Then to Be Understood First seek to understand the other person, and only then try to be understood. Stephen Covey presents this habit as the most important principle of interpersonal relations. Effective listening is not simply echoing what the other person has said through the lens of one's own experience. Rather, it is putting oneself in the perspective of the other person, listening empathically for both feeling and meaning. Habit 6: Synergize Through trustful communication, find ways to leverage individual differences to create a whole that is greater than the sum of the parts. Through mutual trust and understanding, one often can solve conflicts and find a better solution than would have been obtained through either person's own solution. Habit 7: Sharpen the Saw Take time out from production to build production capacity through personal renewal of the physical, mental, social/emotional, and spiritual dimensions. Maintain a balance among these dimensions. http://www.quickmba.com/mgmt/7hab/ Characteristics Of Successful People: 3 Vital Traits That Successful People Possess Posted: May 30, 2009 |Comments: 0 | Views: 1,157 | Ads by Google Change Mgmt Training Certification training to manage the people side of change www.change-management.com New Business Opportunity Run Your Own Energy Saving Business PLC Seeks International Partners www.EnigIn.net Build Smart Habits Learn A New Success Habit Each Week Simple, Practical & Entertaining! www.MySmartHabits.com Motivation & Teambuilding Power Motivation & Personal Mastery Adding Value - Individual & Team www.qomps.com.my I have met many successful people in different industries and facets of life. Each one of them has something different to offer; and yet there are some similarities binding them together. These are the characteristics of successful people. If you aspire to be just like them, then you’re going to have to integrate the characteristics of these successful people into your own life. You don’t have to copy their journey exactly, but it will help to find out what sort of attitude makes for success. 1) Having the Initiative. One of the most important characteristics of successful people is having initiative. These people don’t have to be told twice what to do. They don’t even have to be told anything. Successful people understand the environment they work in and have the drive to make improvements whenever opportunity presents itself. In fact, forget about waiting for the opportunity. Successful people create their own opportunities. 2) Being Positive. I have found that the most successful people are equipped with a positive attitude. Success doesn’t always mean success in career only. It also includes your personal life. Positive people tend to lead happier lives, both at work and at home. Being positive helps motivate them to do their best. They have such a wonderful and inspirational outlook on life that everything seems so effortless to them. Never giving up is also part of being positive. I know businesses that haven’t exactly skyrocketed during their first few months; but because their owners haven’t given up hope, these businesses eventually flourished. That’s why being positive is one of the most crucial characteristics of successful people. 3) Giving Their Best. Success does not just happen overnight. It is worked for. A lot of successful people I know give their 100% on everything, even in the simplest tasks. They give a lot of thought to each decision and focus their energy on whatever it is they’re doing. For example, a lot of ball players might have innate talent, but they won’t have succeeded in their respective fields without practice, discipline and dedication. Fans think that some actors were simply discovered by talent agents one day and boom! - they’re super stars. But they wouldn’t have reaped so much success without their own share of hard work. If they didn’t give their all in a movie, for example, they would have lost their admirers. They wouldn’t be approached for upcoming projects and therefore, wouldn’t have last long in the industry. These are just some of the vital characteristics of successful people. As simple as they sound, they really spell the difference between those who make it and those who don’t. http://www.articlesbase.com/self-improvement-articles/characteristics-of-successful-people-3-vital-traits-tha Characteristics of Effective Teams 1. There is a clear unity of purpose. There was free discussion of the objectives until members could commit themselves to them; the objectives are meaningful to each group member. 2. The group is self-conscious about its own operations. The group has taken time to explicitly discuss group process -- how the group will function to achieve its objectives. The group has a clear, explicit, and mutually agreed-upon approach: mechanics, norms, expectations, rules, etc. Frequently, it will stop to examined how well it is doing or what may be interfering with its operation. Whatever the problem may be, it gets open discussion and a solution found. 3. The group has set clear and demanding performance goals for itself and has translated these performance goals into well-defined concrete milestones against which it measures itself. The group defines and achieves a continuous series of "small wins" along the way to larger goals. 4. The atmosphere tends to be informal, comfortable, relaxed. There are no obvious tensions, a working atmosphere in which people are involved and interested. 5. There is a lot of discussion in which virtually everyone participates, but it remains pertinent to the purpose of the group. If discussion gets off track, someone will bring it back in short order. The members listen to each other. Every idea is given a hearing. People are not afraid of being foolish by putting forth a creative thought even if it seems extreme. 6. People are free in expressing their feelings as well as their ideas. 7. There is disagreement and this is viewed as good. Disagreements are not suppressed or overridden by premature group action. The reasons are carefully examined, and the group seeks to resolve them rather than dominate the dissenter. Dissenters are not trying to dominate the group; they have a genuine difference of opinion. If there are basic disagreements that cannot be resolved, the group figures out a way to live with them without letting them block its efforts. 8. Most decisions are made at a point where there is general agreement. However, those who disagree with the general agreement of the group do not keep their opposition private and let an apparent consensus mask their disagreement. The group does not accept a simple majority as a proper basis for action. 9. Each individual carries his or her own weight, meeting or exceeding the expectations of other group members. Each individual is respectful of the mechanics of the group: arriving on time, coming to meetings prepared, completing agreed upon tasks on time, etc. When action is taken, clears assignments are made (who-what-when) and willingly accepted and completed by each group member. 10. Criticism is frequent, frank and relatively comfortable. The criticism has a constructive flavor -- oriented toward removing an obstacle that faces the group. 11. The leadership of the group shifts from time to time. The issue is not who controls, but how to get the job done. http://www.stanford.edu/class/e140/e140a/effective.html The Impact of Unconscious Communication How our unconscious gestures and expressions -- our honest signals -- affect business interactions • Individual Performance • Performance Management • Trust A GMJ Q&A with Alex Pentland, Ph.D., Toshiba Professor of Media, Arts, and Sciences at MIT and author of Honest Signals: How They Shape Our World Post A Comment Our unconscious gestures and expressions affect business, says MIT Professor Alex Pentland. In this interview, he describes what "honest signals" are, how they work, why they can't be controlled, and how these involuntary signals change our perceptions of risk, reward, and trust. http://gmj.gallup.com/content/122711/Impact-Unconscious-Communication.aspx Individual performance does matter We’re chatting in my guild forums about killing the Lich King last night, and the question was asked how tough that fight is relative to others in WoW history. I haven’t killed every boss (didn’t do much Black Temple, for example, and no Sunwell at all, since my casual guild at the time was behind on progression). I answered the reason it’s a hard fight is because it’s a Type C in Tobold’s classification. To recap, saving you to follow that link, Tobold’s system is basically this: • Type A: challenging the strongest. Example is tank and healers, everyone else could screw up and it doesn’t matter so much (Patchwerk) • Type B: challenging the average, where everyone needs to pull their weight, for example due to enrage timers or to stay alive (Heigan) • Type C: challenging the weakest, where one person can wipe the raid, for example flame wreath in Kara, the Bomb on Geddon, or Thaddius or the Lich King himself. Type C fights put pressure on every individual raider. An individual can wipe the raid, even if the rest of the team was doing well. Most wipes in LK are because an individual makes a mistake, and the mechanics of LK are designed such that most mistakes have a catastrophic impact. Here are the tasks in the LK fight which require faultless execution, since there is very little margin for error, and will lead to a wipe: • dropping defiles away from the middle • others moving away from defiles, so they stay small • positioning yourself for Valkyr pickup so your exit path doesn’t cross a defile nor be too short • killing/healing/interrupting in the Frostmourne room • not failing once on a Soul Reaper (tank or healer) • moving quickly enough with Necrotic Plague to get debuffed near the ghouls • moving on or off the edge for transition phases. There might be others I could add such as poorly handling a raging spirit by being silenced and unable to taunt, moving the spirits poorly from the edge to centre phase and silencing healers, or kiting vile spirits over healers and getting them killed. However the point here is not to compile a list, but to show how many opportunities to fail there are, thus to explain why it’s a tough fight: individual performance does matter. http://pwnwear.com/2010/06/11/individual-performance-does-matter/ Individual performance metrics updated Oct 23, 2008 5:52 pm | 1,509 views Individual performance metrics are measurement points designed to give management a view into an employee’s job performance. The metrics outline many key competencies pertaining to an employee’s job and show how well they perform the tasks associated with the job. Management can view individual performance metrics to determine how well an employee is performing in relation to others. Additional benefits include the ability to generate a performance appraisal of an individual, prepare reports, look at future trends, and create training options for the employee. http://hr.toolbox.com/wiki/index.php/Individual_performance_metrics GROUP PERFORMANCE Series: Social Psychology: A Modular Course. People interact and perform in group settings in all areas of life. Organizations and businesses are increasingly structuring work around groups and teams. Every day, we work in groups such as families, friendship groups, societies and sports teams, to make decisions and plans, solve problems, perform physical tasks, generate creative ideas, and more. Group Performance outlines the current state of social psychological theories and findings concerning the performance of groups. It explores the basic theories surrounding group interaction and development and investigates how groups affect their members. Bernard A. Nijstad discusses these issues in relation to the many different tasks that groups may perform, including physical tasks, idea generation and brainstorming, decision-making, problem-solving, and making judgments and estimates. Finally, the book closes with an in-depth discussion of teamwork and the context in which groups interact and perform. Offering an integrated approach, with particular emphasis on the interplay between group members, the group task, interaction processes and context, this book provides a state-of-the-art overview of social psychological theory and research. It will be highly valuable to undergraduates, graduates and researchers in social psychology, organizational behavior and business. http://www.psypress.com/group-performance-9781841696690 The Performance Group (TPG) specialises in supporting leaders and organisations to transform strategy into actions, results and motivated employees. We assist companies in creating change by designing processes to make each unit, leader and individual motivated and capable of understanding what the strategy or restructuring actually means for people involved and the jobs being done. http://www.tpg.no/ Organizational Performance Management © Copyright Carter McNamara, MBA, PhD, Authenticity Consulting, LLC. We're used to thinking of ongoing performance management for employees, for example, setting goals, monitoring an employee's achievement of those goals, sharing feedback with the employee, evaluating the employee's performance, rewarding the employee's performance or firing the employee. However, performance management applies to teams and organizations, as well. Organizational performance involves the recurring activities to establish organizational goals, monitor progress toward the goals, and make adjustments to achieve those goals more effectively and efficiently. Those recurring activities are much of what leaders and managers inherently do in their organizations -- some of them do it far better than others. (It's useful to think of organizational change in the context of organizational performance, rather than change for the sake of change, so the topic of Organizational Change will be useful to the reader, as well.) http://managementhelp.org/org_perf/org_perf.htm rganizational Performance Dimensions (OPD) is a leading provider and designer of management consulting services and products specializing in integrated human resources systems for organizations including 360-degree feedback, executive coaching, personnel selection, management training and health promotion. We offer both customized and off-the-shelf assessment products and software in the areas of leadership assessment, management practices, supervisory skills, career development, and stress/health management. http://www.opd.net Organizational Performance Improvement Process What Is It? The Organizational Performance Improvement Process is a five step performance improvement process model that provides the organizational infrastructure to systematically assess, plan, manage and evaluate performance. What Are The Benefits? The Organizational Performance Improvement Process benefits various levels of the organization by providing: 1. An opportunity for collaboration between the Department of Health at the state level and the 67 local county health departments to improve health outcomes. 2. A systematic way to measure and track improvement in key organizational processes and better correlate them to health status outcomes. 3. A framework to utilize organizational data on an annual basis to drive decision making and strategically focus resources. 4. An opportunity for staff throughout the organization to be involved in performance improvement. How Does It Work? The Organizational Performance Improvement Process uses a five-step process which is based on the Plan-Do-Check-Act cycle. View the PDCA Poster Step 1: Reporting: Organization reports on key performance indicators annually. Step 2: Review and Analysis: Organization analyzes performance snapshot results and other relevant data to identify strengths, opportunities for improvement and priorities. Step 3: Develop/Modify: Organization develops or modifies a plan of action to address priorities to improve performance, allocates needed resources and communicates plans to organization. Step 4: Implement a Plan of Action: Plans are implemented and progress is monitored. Step 5: Evaluation: Organization evaluates outcomes and effectiveness of plan of action. http://www.doh.state.fl.us/hpi/ORGPI.html

SIM

PEDOMAN TUGAS I SISTEM INFORMASI MANAJEMEN (SIM) 1) Tugas dikerjakan secara berkelompok, tugas ini diperuntukkan untuk peserta SIM pagi, peserta SIM sore kemudian memberikan tanggapan setelah peserta pagi mengunduh tugas. 2) Setiap kelompok mengamati satu sitem yang telah diimplementasikan oleh satu lembaga: misalnya sistem pelayanan MCC (Matahari Club Card). Dari pengamatan ini anda diharapkan menjelaskan hal berikut. a) Sebutkan, sistem informasi yang anda sedang amati, lembaga yang menyiapkannya siapa. Usahakan SIM yang dijadikan anda terlibat di dalamnya, misalnya sebagai penginput data. b) Jelaskan tujuan daripada pembangunan SIM yang sedang anda amati. c) Jelaskan berbagai karakterisitik sistem: Online, terintegrasi dengan komputer lain, input yang digunakan, hasil yang diharapkand ari sistem yang sedang diamati. d) Jelaskan peran manusia dan pengetahuan dalam mengembangkan sistem yang sedang dikembangkan. 3) Jelaskan keyakinan anda apakah SIM yang sedang anda amati ini dapat memposisikan perusahaan pada posisi menguntungkan (advantage) terhadap pesainnyga. Untuk itu jelaskan juga siapa pesaing perusahaan yang dan SIM yang sedang diamati. 4) Tugas ini paling lambat sudah terunduh pada Tgl 22 Maret 2011. Masing-masing peserta harus memilki printout tugas yang dikumpulkan pada map khusus, warna kuning. SUKSES SELALU JAWAB Tugas Kelompok 8 Nama : 1. Agustina (C1B009152) 2. Ahmad Solihin (C1B009141) 3. Eko Vanroccy(C1B009115) 4. Afrilia Ramadani(C1B009132) 5. Gilang Perdana(C1B009127) a. Kelompok kami mengamati Sistem Informasi pada sebuah swalayan yang bergerak sekaligus sebagai distrubutor dan agen. Swalayan memberlakukan sistem Dirrect Selling yang diperuntukkn kepada membernya yang sah bergabung yang dibuktikan dengan adanya Dirrect Selling Card. Sistem informasi ini disediakan oleh swalan Krida Wiyata yang beralamatkan di Jl. W. Mondinsidi No.01 Surakarta. Kami menjadi member swalayan ini sejak tahun 2005. b. Tujuan diciptakannya Dirrect Selling Card sebenarnya pertama kali untuk melatih anak program pemasaran agar mereka berinteraksi langsung terhadap dunia pemasaran. Tapi setelah berkembangnya waktu swalayan krida wiyata juga melayani masyarakat umum yang ingin bargabung menjadi member. Dengan adanya kartu member ini melatih member untuk mengejar target dan memberikan kemudahan pembayaran dengan adanya pelonggaran waktu pembayaran membuat konsumen melkukan pemelian dalam jumlah besar. c. Sistem yang digunakan dalam swalayan ini adalah pelanggan dipersilahkan masuk mengambil troli dan memilih produk sesuai yang dia inginkan, setelah itu pelanggan yang sudah menjadi member dapat lansung mendapatkan kemudahan pembayaran, mereka tidak perlu mengeluarkan uang tapi cukup menunjukkan kartu anggota dirrect selling kepada kasir, kasir akan menscan kartu yang terdapat no. Anggota, distruk belanja yang tercetak akan ada tulisan pembayaaran dengan kredit. Setelah itu kita dapat membayar 1miggu setelah transaksi tersebut. Apabila kita melakukan transaksi siatas 25rb kita akan mendapat diskon 15%. Sistem online pada sistem kami ini adalah dalam swalan ada komputer antara departemen kasir,disana ada komputer pusat yang mengawasi kasir antara departemen tersebut dipegang oleh supervisor. d. Sistem informasi tidak akan berkembang tanpa adanya manusia, karena antara manusia ddan sistem memiliki keterkaitan yang begitu kompleks, manusia tanpa sistem tidak efektif begitu pun sebaliknya. Sistem informasi yang sangat canggih pun tidak mampu bekerja secara optimal apabila oertornya tidak menggerti sistem. 2. sistem dirrect selling sangat menguntungkan bagi swalayan Krida Wiyata karena dengan adanya sistem ini menarik banyak pelnggan, dijaman sekarang ini siapa yang tidak mau barang gratisan dan ada diskon. Apabila krida wiyata mampu terus mengewmbangankan sistem ini pesaingpun akan ikut beralih ke sistem in.

bukankah itu cinta

bila aku merasa begitu bergetar kita dia menatapku bukankah itu yang namanya cinta??? ketika aku sendiri dalam sepi dan aku mengigat dia menemuiku bukankah ini benar cinta ketika aku takut kehilangan bahkan aku belum merasa memiliki apakah salah bila aku mengatakan itu cinta????? sudah ku coba lari sudahh............. telah aku coba mengalah sudahhhh tapi kenapa tetap terlintas bayngnya????

kenapa begini

aku sadari sbuah ketidaksempurnaan. . . Sikap,tutr kata,dan keadaan. Aku tahu kadang keinginanku tak sejalan dg htimu. . . Tapi, akankah ak pantas utk slalu kau diamkan? Ak bukan batu. . . Aku bukan tanah. . . Yg mampu kuat dan tegar hadapi sikapmu yg bgtu menusukku. . .