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2009-08-20T07:35:00.000-07:00

MOD AIR ARMS S410 CLASSIC

2008-04-03T16:44:00.000-07:00

model AIR ARMS S410 classic

Model: AIRARMS Produksi lokal buatan Indorifle (H.SYAMSUDIN) akurasi dan kekuatannya tidak kalah dari produksi luar yang harganya dapat mencapai Rp. 18 juta-an lebih tapi anda dapat berhemat dan memilikinya cuma dengan harga Rp. 5,5 Juta (KW1), Rp.3,5 Juta (KW2) hanya di Indorifle.

Sangat Cocok bagi anda yang membutuhkan akurasi yang tinggi dalam berburu maupun targeting.

Produk ini telah teruji kelayakannya. Aksesoris dijual terpisah.

Untuk Memesan dan informasi mengenai produk silahkan hubungi (for order and more information) :

INDORIFLE

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PHONE : +62 (022) 7796024

KLIK UNTUK MELIHAT PRODUK LAIN :

1. BENJAMIN FRANKLIN

2. BENJAMIN PLATUK

3. BENJAMIN SPORT

4. BSA METEOR

5. DIANA 45

6. HUNTING MASTER MINI

7. TYPE M-16

8. M A U S E R

9. SHARP ACE

10. SHARP INNOVA

BUDGETING 1

2007-09-20T03:02:00.001-07:00

BASIC PRINCIPLES

Before you develop the budget

Something you should not do when you are developing a budget is make it up as you go

along.. As with most good practice in managing an organisation, good practice in budgeting

involves clarity of purpose, detailed planning and considerable thought.

Among the questions you should be asking yourselves throughout the preparatory budgeting

stages, and while you are actually developing your budget, are:

Could we have spent less last year and still achieved the same results, or better?

Have we wasted money in the past? If so, can we avoid doing so in the future?

In this section of the toolkit, we look at:

What is a budget, who should be involved in budgeting, and why do we budget?

The operational plans

Estimating costs

Sources of finance.

These are all issues that you need to address before you begin developing your budget. They

are an extension of the planning process on which all budgeting is based. (See also the toolkits

on Overview of Planning; Strategic Planning; Action Planning)

WHAT IS A BUDGET?

A budget is a document that translates plans into money - money that will need to be spent to

get your planned activities done (expenditure) and money that will need to be generated to

cover the costs of getting the work done (income). It is an estimate, or informed guess, about

what you will need in monetary terms to do your work.

A budget is not:

Written in stone . where necessary, a budget can be changed, so long as you take

steps to deal with the implications of the changes. So, for example, if you have

budgeted for ten new computers but discover that you really need a generator, you

could buy fewer computers and purchase the generator.

Simply a record of last year.s expenditure, with an extra 15% added on to cover inflation.

Every year is different. (See also the section on different budgeting techniques.)

Organisations need to use the budgeting process to explore what is really needed to

implement their plans.

Just an administrative and financial requirement of donors. The budget should not be

prepared as part of a funding proposal and then taken out and dusted when it is time to

do a financial report for the donor. It is a living tool that must be consulted in day to day

work, checked monthly, monitored constantly and used creatively.

An optimistic and unrealistic picture of what things actually cost . don.t underestimate

what things really cost in the hopes that this will help you raise the money you need. It

is better to return unspent money to donors than to beg for a .bit more. so you can

complete the work.

Two key questions you should be able to answer about budgeting are:

Why budget? and

Who should be involved in budgeting?

Why budget?

Why is it important for an organisation, project or department to have a budget?

The budget is an essential management tool. Without a budget, you are like a pilot navigating

in the dark without instruments.

The budget tells you how much money you need to carry out your activities.

The budget forces you to be rigorous in thinking through the implications of your activity

planning. There are times when the realities of the budgeting process force you to

rethink your action plans.

Used properly, the budget tells you when you will need certain amounts of money to

carry out your activities.

The budget enables you to monitor your income and expenditure and identify any

problems.

The budget is a basis for financial accountability and transparency. When everyone can

see how much should have been spent and received, they can ask informed questions

about discrepancies.

You cannot raise money from donors unless you have a budget. Donors use the budget

as a basis for deciding whether what you are asking for is reasonable and well-planned.

Who should be involved in budgeting?

Budgeting is a difficult and responsible job. Your organisation.s ability to do what it has planned

to do and to survive financially depends on the budgeting process. Whoever does the

budgeting must:

Understand the values, strategy and plans of the organisation or project;

Understand what it means to be cost effective and cost efficient (see Glossary of

Terms);

Understand what is involved in generating and raising funds.

To ensure you have all these understandings, it is usually a good idea to have a small

budgeting team. This may only mean that one person does a draft budget which is then

discussed and commented on by the team.

Where staff are competent to take full responsibility for the financial side of the organisation or

project, the following would normally be involved in the budgeting process:

The Finance Manager and/or Bookkeeper;

The Project Manager and/or Director of the organisation or department.

Where staff lack confidence to do the budgeting, then Board members can be brought in.

Some Boards have a Finance Committee or a Budget Sub-Committee. It is a good idea to have

someone on your Board with financial skills. S/he can then help the staff with budgeting.

The budget is the business of everyone in the organisation. At the very least, senior staff

should understand the budget, how it has been drawn up, why it is important, and how to

monitor it.

Where an organisation has branches and/or regions, or several departments, then each branch,

region or department should draw up the budget for its own work. These budgets then need to

be consolidated (put together) in an overall budget for the organisation. Each branch, region or

department should be able to see how its budget fits into the overall budget, and should be able

to monitor its budget on a monthly basis. Financial monitoring works best when those closest to

the spending take responsibility for the budget.

Your operational plans are the plans for the actual work. They are also called action plans or

business plans. In a normal planning cycle, the organisation or project will begin with a

strategic planning process. Here you look at the problem that needs to be addressed and the

specific role of your organisation or project in addressing it. This then is related to what actual

activities need to be undertaken to achieve the planned impact. This is the operational plan and

it is the operational plan that needs to be costed. You cannot prepare a budget until you know

what it is you are planning to do. Operational costs will only be incurred when you do the actual

work. They are also known as direct costs.

You may ask whether you can.t you at least prepare a budget for the costs you know you

will have anyway . like rent, telephone, stationery . before you get into strategic

planning?

The answer is .no.. Your overhead costs should be dependent on what you intend to do. So

for example, if you decide to focus your activities in the rural areas, you may decide you need

much smaller offices in the urban area that has been your traditional work base. Your

overhead or core costs are affected by your operational plans.

The planning cycle should look something like this:

ESTIMATING COSTS - CATEGORIES

The cost estimate is what helps you determine realistically what it will cost to implement your

operational plan.

When you carry out your plans you will probably need to make use of a wide range of inputs.

Inputs include people, information, equipment, skills. Most of these inputs will have a cost

attached to them. These are the costs you need to estimate in order to develop a budget.

Careful cost estimation helps in the following ways:

It helps you develop an accurate budget; and

It helps you to monitor and control the actual costs of carrying out activities.

The costs you need to estimate fall into the following categories:

Operational costs . the direct costs of doing the work e.g. the cost of hiring a venue, or of

printing a publication, or of travelling to the sites where fieldwork needs to take place. Here you

would include materials, equipment, transport and services.

Organisational costs (also called core costs) . the costs of your organisational base, including

management, administration, governance. Once you have decided on the best organisational

set-up to support your operational plans, you will incur the organisational expenses on a regular

basis . even if you do not carry out your plans or have activity levels as high as you had hoped.

So, for example, if you hire premises for four projects but only manage to carry out two, you will

still have to pay rent for the extra space. If you have hired a full-time receptionist on the same

belief, you will still have to pay her salary, even if she is under-utilised.

Staffing costs . these are the costs for your core staff . the people involved in management,

the people doing work that cuts across projects. (These costs can be included as a category

under .organisational costs..) These costs include their salalries and any benefits such as

medical aid or pension fund payments for which the organisation is responsible. You can

.charge staff costs out. to the various projects on which the staff members work. So, for

example, if your Publications Officer is going to spend half her time working on publications for a

particular project, then you can include half her salary and benefits in your costing for the project.

If your Director is going to spend 15% of her time providing management support to the head of

the same project, then 15% of her time and benefits can also be charged to the project.

Capital costs . these are costs for large .investments. which, while they may be necessary

because of a project or projects, will remain organisational assets even after the projects are

over. Vehicles and equipment such as computers and photocopiers fit here. They may be used

by all projects, or they might only be required for a specific project. Depending on how you

intend to use the equipment, you might budget for it under operational costs or under

organisational costs.

CONTINUE……

Strategy Analysis

2007-09-19T21:44:00.000-07:00

Important Definitions
•Strategy
–An integrated and coordinated set of commitments and actions designed to exploit core competencies and provides value-added for ‘the customers’.
•Strategic Competitiveness
–When an organization successfully formulates and implements a value-creating strategy.

•Strategic Management Process
–The full set of commitments, decisions, and actions required for an organization to achieve strategic competitiveness.

The 21st-Century Landscape

•Perilous World
–Rapid changes in technology, accelerated innovation.
–Enormous investments required.
–Severe consequences for failure.

•Global Economy
–Goods, people, skills, and ideas move freely across geographic borders.
–Movement is relatively unfettered by artificial constraints.

Developing & Implementing Strategy
•Allows for planned actions rather than reactions
•Helps coordinate business unit strategies

Vision and Mission

•Vision :
–A enduring picture of what the organization wants to be and, in broad terms, what it wants to ultimately achieve.
•Stretches and challenges people and evokes emotions and dreams.
•Effective vision statements are:
–Developed by a host of people from across the organization.
–Clearly tied to external and internal environmental conditions.
–Consistent with strategic leaders’ decisions and actions.

•Mission :
–Specifies the field (s) in which the organization intends to be in and the customers it intends to serve.
–Is more concrete than the vision.
–Is more effective when it fosters strong ethical standards.
•Strategic competitiveness are the fruits of the organization’s efforts to achieve its vision and mission.

I/O Model of Strategy Analysis

–The environment where the organization is in has a stronger influence on the organization’s performance than do the choices officers make inside their organization.

1.Strategy is dictated by the external environment.
2.organization develops internal skills required by external environment.

Assumptions of the I/O Model

External environment imposes pressures and constraints to the organization.

Resources used to implement strategies are highly mobile across organizations.

Organizational decision makers are assumed to be rational and committed to acting in the organization’s best interests.

Class Assignment for I/O Model

The External Environment

1. Study the external environment:
•Identify the opportunities.
•Rank the opportunities according to its value to the organization.
•Identify the threats.
•Rank the threats according its intensity to the organization.

2.Formulate the strategy:
•Think about actions required to take advantage of the opportunities.
•Think about actions required to face threats.
•Put the actions together & group them based on their commonalities à strategies.
•Identify strategies priorities according to its importance.

3.Identify assets & skills required to execute each strategy:
•Read carefully the formulated strategies.
•Identify at least 10 most important assets & skills required.
•Compare & contrast.
•Determine 2 strategies that are most doable.

Resource-Based Model of Strategy Analysis

•Model Assumptions
–Each organization is a collection of unique resources and capabilities that provides the basis for its strategy and that is the primary source of its performance.
–Organizations acquire different resources and develop unique capabilities.

–Capabilities evolve and must be managed dynamically.

1.Strategy is dictated by the organization’s unique resources and capabilities.
2.Find an environment in which to exploit these assets (where are the best opportunities?)

•Resources
–Inputs into an organization’s production process:
•Capital equipment
•Skills of individual employees
•Finances
•Talented managers

•Capabilities
–Capacity of a set of resources to perform in an integrative manner
–A capability should not be:
•So simple that it is highly imitable.
•So complex that it defies internal steering and control.

Criteria for Core Competencies

Core Competencies :

Valuable : Allow the organization to exploit opportunities or neutralize threats in its external environment

Rare : Possessed by few, if any, other organizations

Nonsubstitutable : The organization is managed appropriately to obtain the full benefits of the resources in order to realize its strategic competitiveness

Costly to Imitate : When other organizations cannot obtain them or must obtain them at a much higher cost

•When the four key criteria of resources and capabilities are met, they become core competencies.
•Managerial competencies are especially important.
•Core competencies serve as a source of strategic competitiveness, create value, and provide the opportunity for superior performance.

Resources :
Resources: inputs into a organization’s production process

1. Identify the organization’s resources—strengths and weaknesses.

Capability :
Capability: capacity of an integrated set of resources to integratively perform a task or activity.

2. Determine the organization’s capabilities—what it can do to exploit strengths & overcome weaknesses.

Strategy Formulation &Implementation :

Strategy formulation and implementation: strategic actions taken to earn strategic competitiveness.

3. Select a strategy that best allows the organization to utilize its resources and capabilities relative to opportunities in the external environment.

Why Two Models?

•Industrial Organization (I/O) Model
–Focuses on the environment outside the organization.

•Resource-Based Model
–Focuses on the inside of the organization

Successful strategy formulation and implementation actions result only when the organization properly uses both models.

Class assignment:
•Compare & contrast strategy formulated from each model.
•Integrate them.

Strategic Management Process.

•Study the external and internal environments.
•Identify marketplace opportunities and threats.
•Determine how to use core competencies.
•Use strategic intent to leverage resources, capabilities and core competencies and win competitive battles.
•Integrate formulation and implementation of strategies.
•Seek feedback to improve strategies.

DR. Budi W. Soetjipto

A SECRET OF FINANCIAL MANAGEMENT

2007-08-25T00:07:00.000-07:00

A SECRET OF
FINANCIAL MANAGEMENT
By: Safir Senduk

From IndoExchange.com

A huge earning is usually considered for measuring the wealth of someone. However, why do so many people with huge income frequently end up running out of money in the middle or at the end of the month? What is the problem?

If you have a job now, do you remember the first one you ever had? Usually, the first experience on work is the most unforgettable experience.

Let's take an example. Anto was still living with his family until he got a job at the age of 23, as a clerk in a trading company. At that time, he had just graduated. Although he had to go through a probationary period, Anto was so excited when he knew that he would get his first salary. His salary was Rp 600,000, which he would receive on the 27th.

We can guess what he would want to do: he wanted to treat his family. He wanted to express his gratitude for getting a salary for the first time in his life, and he also wanted to show them that he was independent now.

Let's see: he received the salary on the 27th. On the 29th he took his family out for a meal in an all-you-can-eat restaurant, so each of them could satisfy their appetite. The pre-tax cost for one person was Rp 22,000, and after tax was Rp 24,200 per person. All of his family members were 7, consisting of his father, mother, one big brother and 3 annoying younger brothers. All was 6, plus Anto made it 7. It means that he had to pay the dinner bill of Rp 169,400. Which means, only 2 days after he received his salary, he had already spent 28% out of his salary for that month. So, he had only Rp 430,600 left for the rest of the month.

"No problem", thought Anto. "It's my own family that I treated, not other people. Besides, it's not every day I do that. Once a month is enough." Days went by. One week, 2 weeks, 3 weeks. "Hmm…that stuff in the mall looks pretty good. There is a very interesting looking shirt. Okay, it costs Rp 28,000. There's also this nice pair of trousers to wear for work. Very cheap, costs only Rp 65,000. It won't hurt to look stylish at the office". He then started buying things. "Okay", Anto thought, "one shirt and a pair of pants for this month. The rest of my salary would be used for transportation and food until the end of the month" .

What happened? On the 24th of the next month, just three days before his second-month payday, he had only Rp 50,000 left.

Anto started thinking. Okay...., such was because he spent most of his money to treat his family. Also this was his first time working. Within the coming months, his finance would be better.

The second month, he got his salary again. Still in the same amount. No raise yet. The difference was no more treating the family. Days and weeks went by. A few days before his third salary, he only had Rp 75,000 left.

Three months passed by, he was finally accepted as permanent employee. He got a Rp 150,000 raise to Rp 750,000. "Not bad", Anto thought. This meant that I would be able to "breath" and save a little. But strangely, a few days before even one month period ended, his still had only little money left. The sixth month, the seventh month, the eight month, although he got a raise, but he still ran out of money and could not put any into savings.

As a matter of fact, Anto is not the only one, whose income is under Rp 1m, with this problem. Even people with millions per month income still have trouble saving money.

What is really happening? Many people think that by getting a raise, they will not run out of money in the middle of the month and they can save for sure. Every month they hope that they will get a raise the next months. But after they really get a raise, they still run out of money.

It is clear that the solution here lies not on how big your income is. The amount of your income does not guarantee that you will not run out of money in the middle of the month. The size of your income does not guarantee that you will be able to save. The key here is not how much money you make, but how you manage your income so that it can be stretched in a one-month period.

There is no fixed way on the right method to manage your finance. However, based from experiences, there are several things that can help you manage your finance well each month:

Plan your income and outcome every month.

Carry out the plan strictly.

Have reserved fund.

Join insurance plan.

In the next number, we will discuss each of the approaches.

Wilujeng Sumping

2007-08-11T02:22:00.000-07:00

Sumedang Larang nyaeta hiji karajaan Islam nu pernah berdiri di Jawa Kulon, Indonésia. Hiji karajaan nu mangrupa bukti sajarah nyebarna agama Islam di Jawa Kulon. Ieu karajaan teu kawentar kawas Demak, Mataram, Banten sarta Cirebon dina pustaka sajarah karajaan-karajaan Islam di Indonésia. Tapi, ayana karajaan ieu mangrupa bukti sajarah anu pohara kuat pangaruhna dina sumebarna Islam di Jawa Kulon sakumaha anu dipigawé ku Karajaan Cirebon sarta Kasultanan Banten.
Kerajaan Sumedang Larang berasal dari kerajaan Islam Sunda-Pajajaran yang didirikan sejak abad 15 Masehi oleh Prabu Geusan Ulun Adji Putih atas perintah Prabu Suryadewata sebelum Keraton Galuh dipindahkan ke Padjadjaran, Bogor. Seiring dengan perubahan zaman dan kepemimpinan, nama Sumedang mengalami beberapa perubahan. Yang pertama yaitu Kerajaan Tembong Agung (Tembong artinya nampak dan Agung artinya luhur) dipimpin oleh Prabu Guru Adji Putih pada abad ke XII. Kemudian pada masa zaman Prabu Tadjimalela, diganti menjadi Himbar Buana, yang berarti menerangi alam, dan kemudian diganti lagi menjadi Sumedang Larang (Sumedang berasal dari Insun Medal/ Insun Medangan yang berarti aku dilahirkan, dan Larang berarti sesuatu yang tidak ada tandingnya).