Tugas 2 Softskill Bahasa Inggris 2#

Direct and indirect speech

1. “ I want a sandwich”, Jeniffer said.
 Jeniffer said (that) she wanted a sandwich.

2. “ I have already written that letter”, my friend said.
 My friend said (that) he had already written that letter.

3. Charles said to me, “ I have to leave the office before 3 pm.
 Charles said to me (that) he had to leave the office before 3 pm.

4. “ I am starting the day after tomorrow, mother”, he said.
 He said to his mother (that) he was starting in two days time.

5. Maria says, “ I don’t like a chocolate”.
 Maria said (that) she didn’t like a chocolate.

6. “ I am enjoying my new job”, Sarah said.
 Sarah said (that) she was enjoying her new job.

7. Mark said, “ I buy this book at that market”
 Mark said (that) he bought this book at that market.

8. Martin said, “ I will going to Bandung tomorrow”.
 Martin said (that) he would going to Bandung tomorrow.

9. My friend told me, “ I am planning to leave right away”.
 My friend told me (that) she was planning to leave right away.

10. “ Jack and Bill are going to get married”, she said
 She said (that) Jack and Bill were going to get married.

Created by Rini Aisah, Npm: 17213738, Class: 1EA34

Tugas 1 softskill bahasa inggris 2#

Principles of Management

A. Planning
Planning is the function of management that involves setting objectives and determining a course of action for achieving those objectives. Planning requires that managers be aware of environmental conditions facing their organization and forecast future conditions. It also requires that managers be good decision makers.
Planning is a process consisting of several steps. The process begins with environmental scanning which simply means that planners must be aware of the critical contingencies facing their organization in terms of economic conditions, their competitors, and their customers. Planners must then attempt to forecast future conditions. These forecasts form the basis for planning.
Planners must establish objectives, which are statements of what needs to be achieved and when. Planners must then identify alternative courses of action for achieving objectives. After evaluating the various alternatives, planners must make decisions about the best courses of action for achieving objectives. They must then formulate necessary steps and ensure effective implementation of plans. Finally, planners must constantly evaluate the success of their plans and take corrective action when necessary.
B. Organizing
Organizing is the function of management that involves developing an organizational structure and allocating human resources to ensure the accomplishment of objectives. The structure of the organization is the framework within which effort is coordinated. The structure is usually represented by an organization chart, which provides a graphic representation of the chain of command within an organization. Decisions made about the structure of an organization are generally referred to as organizational design decisions.
Organizing also involves the design of individual jobs within the organization. Decisions must be made about the duties and responsibilities of individual jobs, as well as the manner in which the duties should be carried out. Decisions made about the nature of jobs within the organization are generally called “job design” decisions.
Organizing at the level of the organization involves deciding how best to departmentalize, or cluster, jobs into departments to coordinate effort effectively. There are many different ways to departmentalize, including organizing by function, product, geography, or customer. Many larger organizations use multiple methods of departmentalization.
Organizing at the level of a particular job involves how best to design individual jobs to most effectively use human resources. Traditionally, job design was based on principles of division of labor and specialization, which assumed that the more narrow the job content, the more proficient the individual performing the job could become. However, experience has shown that it is possible for jobs to become too narrow and specialized. For example, how would you like to screw lids on jars one day after another, as you might have done many decades ago if you worked in company that made and sold jellies and jams? When this happens, negative outcomes result, including decreased job satisfaction and organizational commitment, increased absenteeism, and turnover.
Recently, many organizations have attempted to strike a balance between the need for worker specialization and the need for workers to have jobs that entail variety and autonomy. Many jobs are now designed based on such principles as empowerment, job enrichment and teamwork. For example, HUI Manufacturing, a custom sheet metal fabricator, has done away with traditional “departments” to focus on listening and responding to customer needs. From company-wide meetings to team huddles, HUI employees know and understand their customers and how HUI might service them best
C. Leading
Leading involves the social and informal sources of influence that you use to inspire action taken by others. If managers are effective leaders, their subordinates will be enthusiastic about exerting effort to attain organizational objectives.
The behavioral sciences have made many contributions to understanding this function of management. Personality research and studies of job attitudes provide important information as to how managers can most effectively lead subordinates. For example, this research tells us that to become effective at leading, managers must first understand their subordinates’ personalities, values, attitudes, and emotions.
Studies of motivation and motivation theory provide important information about the ways in which workers can be energized to put forth productive effort. Studies of communication provide direction as to how managers can effectively and persuasively communicate. Studies of leadership and leadership style provide information regarding questions, such as, “What makes a manager a good leader?” and “In what situations are certain leadership styles most appropriate and effective?”
D. Controlling
Controlling involves ensuring that performance does not deviate from standards. Controlling consists of three steps, which include (1) establishing performance standards, (2) comparing actual performance against standards, and (3) taking corrective action when necessary. Performance standards are often stated in monetary terms such as revenue, costs, or profits but may also be stated in other terms, such as units produced, number of defective products, or levels of quality or customer service.
The measurement of performance can be done in several ways, depending on the performance standards, including financial statements, sales reports, production results, customer satisfaction, and formal performance appraisals. Managers at all levels engage in the managerial function of controlling to some degree.
The managerial function of controlling should not be confused with control in the behavioral or manipulative sense. This function does not imply that managers should attempt to control or to manipulate the personalities, values, attitudes, or emotions of their subordinates. Instead, this function of management concerns the manager’s role in taking necessary actions to ensure that the work-related activities of subordinates are consistent with and contributing toward the accomplishment of organizational and departmental objectives.
Effective controlling requires the existence of plans, since planning provides the necessary performance standards or objectives. Controlling also requires a clear understanding of where responsibility for deviations from standards lies. Two traditional control techniques are budget and performance audits. An audit involves an examination and verification of records and supporting documents. A budget audit provides information about where the organization is with respect to what was planned or budgeted for, whereas a performance audit might try to determine whether the figures reported are a reflection of actual performance. Although controlling is often thought of in terms of financial criteria, managers must also control production and operations processes, procedures for delivery of services, compliance with company policies, and many other activities within the organization.
The management functions of planning, organizing, leading, and controlling are widely considered to be the best means of describing the manager’s job, as well as the best way to classify accumulated knowledge about the study of management. Although there have been tremendous changes in the environment faced by managers and the tools used by managers to perform their roles, managers still perform these essential functions.

Sumber: http://catalog.flatworldknowledge.com/bookhub/reader/6?e=fwk-127512-ch01_s03

Tulisan 1 softskill bahasa inggris 2

Short dialogue

Theme: bookstore

 

Yayan      : Hai rini?

Rini          : Hello yayan, how are you?

Yayan      : I’m fine thank you, and you?

Rini          : I’m very well thanks. What are you doing?

Yayan      : I AND sella will buy a book. What are you doing here?

Rini          : I will buy book too, but I am confuse will buy english book OR mathematic book.

Yayan      : I think english book is better than mathematic book, BUT it is very expensive.

Rini          : Mathematic book is cheaper than english book SO I will buy it.

Yayan      : I am agree, anyway have you ever read this comic before?

Rini          : Yes, I have read this comic, YET  my favorite is japanese comic.

Yayan      : Oh..I also ever read japanese comic, that is very nice story.

Rini          : I want to go to chasier, see you tomorrow.

Yayan      : see you tomorrow too.

 

Created by RINI AISAH

Bagaimana cara mendapatkan nilai bagus saat kuliah?

Gunadarma 2013

Bagaimana cara mendapatkan nilai bagus saat kuliah? pasti ini adalah salah satu pertanyaan terbesar kalian, yak nilai bagus akan mempercepat lulus dan akan memudahkan saat mencari pekerjaan. tapi gimana caranya dapet nilai bagus sedangkan otak rata rata?

tenang aja, kuliah itu bukan hanya berpikir dan belajar dalam mencari nilai bagus, tapi butuh strategi yang matang, mau tau? sillahkan

Indikator penilaian saat kuliah itu ada 5 : A, B, C, D, dan E. A adalah nilai yang paling tinggi dan E adalah neraka jahanam, sekali dapet E frustasi kedepannya.Kita sebagai mahasiswa jelas mau nya dapet A terus di tiap mata kuliah kan, caranya mudah :

Belajar, ini adalah cara paling klasik, paling jadul, paling efektif, dan bersifat inventasi pengetahuan di masa depan. tapi jarang yang mau menempuh cara ini. kalo kalian males belajar

View original post 341 more words