Critical Success Factors Analysis is a Popular Technique
Nubi Journals. Critical Success Factors Analysis is a popular technique which is not only used to develop information systems strategies but also for developing business strategies. This technique often appears in various methods of use and is a tool that is generally used as an information system strategy tool. The technique can be used in different ways and with different purposes, including from Research Journals:
It is the most effective technique by involving senior management in developing information systems strategies because they are rooted in business problems and in getting certainty to propose information system actions that help generate achievements in critical areas.
As a liaison information system project from Critical Success Factors to the company's objectives, which clearly shows its position on the business strategy, and provide a convincing basis for obtaining an overall agreement by the top management team.
Individual interviews with senior leaders are good catalysts in exploring their own individual information needs
By providing a link between objectives and information needs, Critical Success Factors play an important role in prioritizing potential investments
Information system planning is very useful when the business strategy does not develop beyond its business objectives, by focusing on the most critical aspects of the business that require performance improvement measures.
The use of value chain analysis will be very useful in recognizing the most critical processes, which allow ownership of Critical Success Factors and their actions to be accurately determined.
As such, Critical Success Factors are used to make company objectives attractive in terms of actions needed to achieve key information and application needs of the organization and its managers, and to assess the strengths and weaknesses of existing systems.
Critical Success Factors can be used at the macro level to examine the whole industry, the whole company or certain business units. Critical Success Factors can also be used at the level of individual executives in determining the activities carried out whether it is important to achieve the success of certain objectives. Thus, the Critical Success Factors process can help prioritize activities and information needs, both at individual managers and at the business unit level.
In this case, the Critical Success Factors technique is very helpful for focusing on the main problem. Rockart defines Critical Success Factors as a limited number of areas within a particular result, if the results are achieved it will ensure that competitive performance is successful in the organization. Critical Success Factors are areas of activity that must be carefully received and considered by management. The performance status in each area must be continuously measured, and the information must be widely available.
Determination of Critical Success Factors must begin when the company's objectives are identified.
The first step is to recognize the Critical Success Factors for each of the objectives. The second stage is to combine existing goals. The ranking of goals and the number of Critical Success Factors used together will give relative priority to the achievement of the Critical Success Factors themselves. Then the information or systems that are important in achieving the Critical Success Factors must be taken into consideration. The question how does information systems or information technology help achieve Critical Success Factors? and how does the existing system support the achievement of Critical Success Factors? are two questions that must be considered and point to the SWOT analysis of the existing system of critical success factors.
By implication, if Critical Success Factors are achieved, the likelihood of achieving the goal increases.
Consolidation of the Balanced Scorecard and Critical Success Factor Analysis. The results of the Balanced Scorecard analysis and Critical Success Factors can be combined into one analysis that will provide a more comprehensive Information System requirement. The Balanced Scorecard links the measurement of the objectives to be achieved while the Critical Success Factors analyzes critical elements to achieve business goals.
Value Chain Analysis. Internal value chain is part of Value Chain Analysis.
The concept of Value Chain Analysis itself is described by Michael Porter as follows: "Every firm is a collection of activities that are performed to design, produce, market, deliver and support its products or services. All these activities can be represented using a value chain. Value chains can only be understood in the context of the business unit. "The purpose of internal value chains is to distinguish what companies do from how they are done. Value Chain Analysis itself is divided into two types of business activities, namely: 1. Main Activities 2. Supporting activities Michael Porter has classified the main activities into five groups.
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Learning and Internal Business Process Perspectives
Learning and Internal Business Process Perspectives
Internal Business Process Perspective (internal business perspective): what should we set if the expectations of employees and business partners are achieved? Managers must be able to identify important internal processes that the company is required to do well because these internal processes have the values that consumers want and can provide the returns expected by shareholders. Stages in internal business processes include (According Business Studied Journal of Science): Innovation Innovations made in companies are usually carried out by the research and development department. In this stage, the benchmarks used are the size of new products, the length of time needed to develop a product relatively compared to competitors, the amount of cost, and the number of new products successfully developed.
The operation process of this stage is the stage where the company seeks to provide solutions to customers in meeting the needs and desires of customers. Benchmarks used include Manufacturing Cycle Effectiveness (MCE), the level of damage to pre-sale products, the amount of raw material wasted, the frequency of reworking the product as a result of damage, the number of customer requests that cannot be fulfilled, the deviation of actual production costs against budget costs production and efficiency levels per production activity.
The process of delivering products or services to customers The Company seeks to provide additional benefits to customers who have purchased their products such as product maintenance services, damage repair services, parts replacement services, and payment repairs. 4. The Innovation and Learning Perspective: what should we set if the expectations of our employees and business partners are achieved? The fourth perspective on the Balanced Scorecard is to develop measurements and goals to encourage organizations to run and grow.
The aim of the learning and growth perspective is to provide infrastructure to support the achievement of the three previous perspectives. Financial perspectives, customers and targets of internal business processes can reveal the gap between the existing capabilities of people, systems and procedures with what is needed to achieve a reliable performance. The factors that must be considered are: Employees To find out the level of employee satisfaction the company needs to conduct surveys regularly. Some elements of employee satisfaction are involvement in decision making, recognition, access to information, encouragement to creativity and initiative and support from superiors.
Capability of information systems A benchmark that is often used is that the information needed is easy to obtain, accurate and does not require a long time to obtain this information. As for each perspective above has the goals and objectives to be achieved, as follows: Financial Perspective (financial perspective) The realization of economic responsibility through the application of management knowledge in business processing and increased productivity controlled by personnel. Customer Perspective (customer perspective) The realization of social responsibility so that the company is widely known as a company that is familiar with the environment. Internal Business Process Perspective (internal business perspective) Realization of performance multiplication for all company personnel through implementation.
The Innovation and Learning Perspective (innovation and learning perspective) Realizing the long-term excellence of the company's global business environment through the development and focusing of human resource potential. Customer Perspective: how do customers perceive us as products, services, relationships and added value? Customer performance benchmarks are divided into two groups: a. Core group Market share: measure how much the proportion of certain market segments controlled by the company. The rate of acquisition of new customers: measures how much the company has managed to attract new customers.
Ability to retain old customers: measure how much the company has managed to retain old customers. Customer satisfaction level: measures how far the customer is satisfied with the company's service. Customer profitability: measures how much profit a company has achieved from selling products to customers. b. Support group Product attributes (function, price and quality) Benchmark of product attributes are the level of relative retail prices, the level of product usability, the rate of return of products by customers as a result of imperfections in the production process, the quality of equipment and production facilities used, the ability of human resources and the level of production efficiency. Relations with customers Benchmarks included in this sub group, the level of flexibility of the company in meeting the desires and needs of its customers, physical appearance and quality of services provided by salespeople and physical appearance of sales facilities. The image and reputation of the company and its products in the eyes of its customers and the consumer community.
Internal Business Process Perspective (internal business perspective): what should we set if the expectations of employees and business partners are achieved? Managers must be able to identify important internal processes that the company is required to do well because these internal processes have the values that consumers want and can provide the returns expected by shareholders. Stages in internal business processes include (According Business Studied Journal of Science): Innovation Innovations made in companies are usually carried out by the research and development department. In this stage, the benchmarks used are the size of new products, the length of time needed to develop a product relatively compared to competitors, the amount of cost, and the number of new products successfully developed.
The operation process of this stage is the stage where the company seeks to provide solutions to customers in meeting the needs and desires of customers. Benchmarks used include Manufacturing Cycle Effectiveness (MCE), the level of damage to pre-sale products, the amount of raw material wasted, the frequency of reworking the product as a result of damage, the number of customer requests that cannot be fulfilled, the deviation of actual production costs against budget costs production and efficiency levels per production activity.
The process of delivering products or services to customers The Company seeks to provide additional benefits to customers who have purchased their products such as product maintenance services, damage repair services, parts replacement services, and payment repairs. 4. The Innovation and Learning Perspective: what should we set if the expectations of our employees and business partners are achieved? The fourth perspective on the Balanced Scorecard is to develop measurements and goals to encourage organizations to run and grow.
The aim of the learning and growth perspective is to provide infrastructure to support the achievement of the three previous perspectives. Financial perspectives, customers and targets of internal business processes can reveal the gap between the existing capabilities of people, systems and procedures with what is needed to achieve a reliable performance. The factors that must be considered are: Employees To find out the level of employee satisfaction the company needs to conduct surveys regularly. Some elements of employee satisfaction are involvement in decision making, recognition, access to information, encouragement to creativity and initiative and support from superiors.
Capability of information systems A benchmark that is often used is that the information needed is easy to obtain, accurate and does not require a long time to obtain this information. As for each perspective above has the goals and objectives to be achieved, as follows: Financial Perspective (financial perspective) The realization of economic responsibility through the application of management knowledge in business processing and increased productivity controlled by personnel. Customer Perspective (customer perspective) The realization of social responsibility so that the company is widely known as a company that is familiar with the environment. Internal Business Process Perspective (internal business perspective) Realization of performance multiplication for all company personnel through implementation.
The Innovation and Learning Perspective (innovation and learning perspective) Realizing the long-term excellence of the company's global business environment through the development and focusing of human resource potential. Customer Perspective: how do customers perceive us as products, services, relationships and added value? Customer performance benchmarks are divided into two groups: a. Core group Market share: measure how much the proportion of certain market segments controlled by the company. The rate of acquisition of new customers: measures how much the company has managed to attract new customers.
Ability to retain old customers: measure how much the company has managed to retain old customers. Customer satisfaction level: measures how far the customer is satisfied with the company's service. Customer profitability: measures how much profit a company has achieved from selling products to customers. b. Support group Product attributes (function, price and quality) Benchmark of product attributes are the level of relative retail prices, the level of product usability, the rate of return of products by customers as a result of imperfections in the production process, the quality of equipment and production facilities used, the ability of human resources and the level of production efficiency. Relations with customers Benchmarks included in this sub group, the level of flexibility of the company in meeting the desires and needs of its customers, physical appearance and quality of services provided by salespeople and physical appearance of sales facilities. The image and reputation of the company and its products in the eyes of its customers and the consumer community.
Assessment or measurement of employee performance
Assessment or measurement of employee performance
Performance appraisal or measurement is an important factor in a company. Besides being used to assess the success of the company, performance measurement can also be used as a basis for determining the reward system within the company, for example to determine the level of employee salaries and appropriate reward. Management can also use the company's performance measurement as a tool to evaluate in the past period. The Balanced Scorecard is a fairly comprehensive measure in realizing performance, where the financial success achieved by the company is long-term. The Balanced Scorecard is not just a measure of company performance but is a form of total strategic transformation to all levels in the organization.
With comprehensive performance measurement not only financial measurements but the combination of financial and non financial measures, the company can run its business better. The Balanced Scorecard was developed by Harvard Business School academics, Robert S. Kaplan and David Norton in 1992, where this tool assumes that financial measures only report the results of past decisions and if the performance measurement is to get any real significant impact, then more goals and more balanced measures are needed. The following are the performance evaluation objectives utilized by management, including:
Manage the organization's operations effectively and efficiently through maximum employee motivation, employee training and employee turnover rate. Help decision-making concerned with its employees such as promotions, dismissals, transfers. Identify employee training and development needs and to provide criteria for selection and evaluation of employee training programs. Provide feedback for employees about how their superiors assess their performance. Provides a basis for the distribution of awards. While the performance evaluation measures that can be used to assess performance quantitatively are as follows:
1. Single Performance Measure Is a performance measure that only uses one rating measure. By using only one measure of performance, employees and management will tend to focus their efforts on these criteria and ignore other criteria, which may be equally important in determining the success or failure of a particular company or section.
2. Diverse Performance Measures Are performance measures that use a variety of measures to assess performance. Diverse performance measures are a way to overcome the weaknesses of a single performance criterion. Various aspects of the manager's performance are searched for criteria so that the manager's performance is measured by various criteria.
3. Combined Performance Measures With the awareness of several criteria that are more important for the company as a whole compared to other objectives, the company weighted its performance measures. For example, marketing managers measure their performance by using two elements, namely profitability and market share by weighting respectively 5 and 4. In this way the marketing manager understands that must be emphasized in order to achieve the goals to be reached by top managers.
Thus, the Balanced Scorecard will provide a framework for translating strategies into operational frameworks using a benchmark approach to four related perspectives, which by trying to respond to specific questions. The four perspectives that serve as benchmarks for the Balanced Scorecard and the questions are as follows:
1. Financial Perspective (financial perspective): How do we see shareholders and those who have financial interests in the organization? Financial perspectives remain a concern in the Balanced Scorecard because financial measures are an overview of the economic consequences that occur due to economic decisions and actions taken. The objectives of achieving good financial performance are the focus of the objectives in three other perspectives. The targets of financial perspective are distinguished at each stage in the business cycle which Kaplan and Norton differentiate into three stages: Growth (growth) At this stage a company has a growth rate that has absolutely or at least has the potential to develop.
To create this potential, the possibility of a manager must be committed to developing a new product or service, building and developing production facilities, adding operational capabilities, developing systems, infrastructure and distribution networks that will support global relationships, as well as nurture and develop relationships with customers. Sustain (sustainable stage) In this stage the company tries to maintain the existing market share and develop it if possible. The investments made are generally directed at removing congestion, developing capacity and increasing operational improvements on a consistent basis.
At this stage the company no longer relies on long-term strategies. The financial goals of this stage are more directed at the magnitude of return on investment made. Harvest (harvest) This stage is the stage of maturity (mature), a stage where companies harvest (harvest) of their investment. The company no longer makes further investments except to maintain and repair facilities, not to expand or build new capabilities. The main objective in this stage is to maximize the cash flow that enters the company. The financial goal for the harvest is the maximum cash flow that can be returned from past investments.
Performance appraisal or measurement is an important factor in a company. Besides being used to assess the success of the company, performance measurement can also be used as a basis for determining the reward system within the company, for example to determine the level of employee salaries and appropriate reward. Management can also use the company's performance measurement as a tool to evaluate in the past period. The Balanced Scorecard is a fairly comprehensive measure in realizing performance, where the financial success achieved by the company is long-term. The Balanced Scorecard is not just a measure of company performance but is a form of total strategic transformation to all levels in the organization.
With comprehensive performance measurement not only financial measurements but the combination of financial and non financial measures, the company can run its business better. The Balanced Scorecard was developed by Harvard Business School academics, Robert S. Kaplan and David Norton in 1992, where this tool assumes that financial measures only report the results of past decisions and if the performance measurement is to get any real significant impact, then more goals and more balanced measures are needed. The following are the performance evaluation objectives utilized by management, including:
Manage the organization's operations effectively and efficiently through maximum employee motivation, employee training and employee turnover rate. Help decision-making concerned with its employees such as promotions, dismissals, transfers. Identify employee training and development needs and to provide criteria for selection and evaluation of employee training programs. Provide feedback for employees about how their superiors assess their performance. Provides a basis for the distribution of awards. While the performance evaluation measures that can be used to assess performance quantitatively are as follows:
1. Single Performance Measure Is a performance measure that only uses one rating measure. By using only one measure of performance, employees and management will tend to focus their efforts on these criteria and ignore other criteria, which may be equally important in determining the success or failure of a particular company or section.
2. Diverse Performance Measures Are performance measures that use a variety of measures to assess performance. Diverse performance measures are a way to overcome the weaknesses of a single performance criterion. Various aspects of the manager's performance are searched for criteria so that the manager's performance is measured by various criteria.
3. Combined Performance Measures With the awareness of several criteria that are more important for the company as a whole compared to other objectives, the company weighted its performance measures. For example, marketing managers measure their performance by using two elements, namely profitability and market share by weighting respectively 5 and 4. In this way the marketing manager understands that must be emphasized in order to achieve the goals to be reached by top managers.
Thus, the Balanced Scorecard will provide a framework for translating strategies into operational frameworks using a benchmark approach to four related perspectives, which by trying to respond to specific questions. The four perspectives that serve as benchmarks for the Balanced Scorecard and the questions are as follows:
1. Financial Perspective (financial perspective): How do we see shareholders and those who have financial interests in the organization? Financial perspectives remain a concern in the Balanced Scorecard because financial measures are an overview of the economic consequences that occur due to economic decisions and actions taken. The objectives of achieving good financial performance are the focus of the objectives in three other perspectives. The targets of financial perspective are distinguished at each stage in the business cycle which Kaplan and Norton differentiate into three stages: Growth (growth) At this stage a company has a growth rate that has absolutely or at least has the potential to develop.
To create this potential, the possibility of a manager must be committed to developing a new product or service, building and developing production facilities, adding operational capabilities, developing systems, infrastructure and distribution networks that will support global relationships, as well as nurture and develop relationships with customers. Sustain (sustainable stage) In this stage the company tries to maintain the existing market share and develop it if possible. The investments made are generally directed at removing congestion, developing capacity and increasing operational improvements on a consistent basis.
At this stage the company no longer relies on long-term strategies. The financial goals of this stage are more directed at the magnitude of return on investment made. Harvest (harvest) This stage is the stage of maturity (mature), a stage where companies harvest (harvest) of their investment. The company no longer makes further investments except to maintain and repair facilities, not to expand or build new capabilities. The main objective in this stage is to maximize the cash flow that enters the company. The financial goal for the harvest is the maximum cash flow that can be returned from past investments.
Role of Perception in Communication Media
Role of Perception in Communication Media
In the following discussion, the individual's perception of the world around him (people, things, and events) will influence the ongoing . Understanding and respecting differences in perception is needed, if we want to improve our ability to connect with people from other cultures. We must learn to understand the scope of their perceptual references. It is often said that a person's behavior is determined by the way the person perceives about his environment, and this behavior is learned 'as part of his cultural experience. We react to stimuli with what has been taught by culture. Culture tends to determine important criteria for perception.
Therefore the notion of perception is generally needed as a basis for understanding the relationship between culture and perception of pros and cons of using new media. Perception is an internal process through which individuals select, evaluate, and regulate stimuli that come from outside. Easily, perception can be said as an individual process in making contact / relations with the world around him. By listening, seeing, smelling, touching, feeling, we can get to the environment and be aware of what is happening outside ourselves.
What actually happens is that we create internal images of physical and social objects and events encountered in the environment In general, the process of perception involves 3 (three) aspects: structure, stability, and meaning. The following is a description of the three aspects. If we close our eyes, look away and then open our eyes, we will immediately see a structured and organized environment. What we face has shape, size, texture, color, intensity and others. Our structured world of perception has a permanence, in the sense that it does not always change.
Through experience, we know that the height / height of a person remains, even though the size of the image focused on our eyes changes with distance. Even though our sensory devices are very sensitive, we are able to internally smooth differences or changes from inputs so that the outside world appears to be fixed. Meaningful perception is possible because these structured and stable perceptions are not isolated / separated from each other, but are related after a period of time. If not, then every input that is perceptual will be captured as something new.
And consequently we will always be in a state of wonder / surprise / strange and nothing seems familiar to us. 1. Physical Perception Dimensions. Even though this physical dimension is an important stage of perception, for our purposes studying KAB is only an initial stage and it is not necessary to be too deeply explored. This dimension illustrates our acquisition of information about the outside world. 2. Psychological Perception Dimensions.
Compared to handling physical stimuli, individual circumstances (such as personality, intelligence, education, emotions, beliefs, values, attitudes, motivations, etc.) have a far more decisive impact on perceptions about the environment and behavior. The special influence of culture on the process of perception is difficult to know because it often cannot be ascertained whether personal experience or the cultural backwardness is responsible for the diversity of perceptions that exist in people. However, it is assumed that the combination of personal experience and cultural background tends to be a driver or cause of perception.
An important stage of perception, as explained earlier, is the perception of meaning in objects and events that occur in the surrounding environment. Although each has an objective meaning, for example about trees, everyone will recognize it as a tree, but everyone can also give subjective meaning. This subjective meaning is determined by experience and culture. The greater the difference "regarding experience and cultural background, the greater the difference regarding perception. This difference will then lead to different behaviors and reactions, even if the object at the center of attention is the same.
In the following discussion, the individual's perception of the world around him (people, things, and events) will influence the ongoing . Understanding and respecting differences in perception is needed, if we want to improve our ability to connect with people from other cultures. We must learn to understand the scope of their perceptual references. It is often said that a person's behavior is determined by the way the person perceives about his environment, and this behavior is learned 'as part of his cultural experience. We react to stimuli with what has been taught by culture. Culture tends to determine important criteria for perception.
Therefore the notion of perception is generally needed as a basis for understanding the relationship between culture and perception of pros and cons of using new media. Perception is an internal process through which individuals select, evaluate, and regulate stimuli that come from outside. Easily, perception can be said as an individual process in making contact / relations with the world around him. By listening, seeing, smelling, touching, feeling, we can get to the environment and be aware of what is happening outside ourselves.
What actually happens is that we create internal images of physical and social objects and events encountered in the environment In general, the process of perception involves 3 (three) aspects: structure, stability, and meaning. The following is a description of the three aspects. If we close our eyes, look away and then open our eyes, we will immediately see a structured and organized environment. What we face has shape, size, texture, color, intensity and others. Our structured world of perception has a permanence, in the sense that it does not always change.
Through experience, we know that the height / height of a person remains, even though the size of the image focused on our eyes changes with distance. Even though our sensory devices are very sensitive, we are able to internally smooth differences or changes from inputs so that the outside world appears to be fixed. Meaningful perception is possible because these structured and stable perceptions are not isolated / separated from each other, but are related after a period of time. If not, then every input that is perceptual will be captured as something new.
And consequently we will always be in a state of wonder / surprise / strange and nothing seems familiar to us. 1. Physical Perception Dimensions. Even though this physical dimension is an important stage of perception, for our purposes studying KAB is only an initial stage and it is not necessary to be too deeply explored. This dimension illustrates our acquisition of information about the outside world. 2. Psychological Perception Dimensions.
Compared to handling physical stimuli, individual circumstances (such as personality, intelligence, education, emotions, beliefs, values, attitudes, motivations, etc.) have a far more decisive impact on perceptions about the environment and behavior. The special influence of culture on the process of perception is difficult to know because it often cannot be ascertained whether personal experience or the cultural backwardness is responsible for the diversity of perceptions that exist in people. However, it is assumed that the combination of personal experience and cultural background tends to be a driver or cause of perception.
An important stage of perception, as explained earlier, is the perception of meaning in objects and events that occur in the surrounding environment. Although each has an objective meaning, for example about trees, everyone will recognize it as a tree, but everyone can also give subjective meaning. This subjective meaning is determined by experience and culture. The greater the difference "regarding experience and cultural background, the greater the difference regarding perception. This difference will then lead to different behaviors and reactions, even if the object at the center of attention is the same.
How to Process Animal Manure into Biogas
How to Process Animal Manure into Biogas
Where there are farms, there must be waste in the form of feces (urine / urine) from the livestock itself. In certain concentration limits, livestock waste is classified as dangerous, not only for livestock, but also for human health and the environment because it produces hydrogen sulfide, methane gas, ammonia, and carbon dioxide. For example, ammonia, which is a sharp-smelling gas. To overcome the problem of sewage waste, farmers need to know how to manage waste into something useful. Animal waste will be of high economic value if treated properly. One way to manage waste is to make it into manure.
However, this method also still causes gas or pungent odor that also impacts on health and the environment. The National Institute of Occupational Safety and Health from the United States has set the maximum level of ammonia (NH3) in poultry cages to be 25 ppm. At high concentrations, ammonia can cause eye irritation, respiratory disturbances, and damage to the lungs. Humans can only smell ammonia at a concentration of 20-30 ppm. One alternative treatment of livestock waste is biogas. Biogas production using liquid extract, biogas is gas produced from anaerobic (airtight) processes made from organic materials such as livestock manure, human waste, and household waste. Biogas technology has been widely applied since decades ago by farmers in Britain, Russia and the United States.
Chicken manure can be used as biogas. Biogas is the result of breaking down animal waste by microorganisms. The gas elements formed from the decomposition are carbon dioxide (30-40%), hydrogen (1-5%), methane (50-70%), water vapor (0.3%), nitrogen (1-2%) , and hydrogen sulfate (sludge). Methane gas, as the biggest element, can be used for cooking and heating (brooding). Biogas installation. The most important tool of biogas installation is a digester that functions to collect methane gas produced by organic matter by bacteria.
The most widely used type of digester is the continuous feeding model, where the filling of the organic material is carried out on an ongoing basis every day. One unit of biodigester with 13m3 volume is able to process dung from 1,000 chickens. One biodigester cycle usually requires approximately 100 kg of wet chicken manure. The biodigester will produce methane gas which can replace the use of 3-4 12 kg household gas cylinders. Whereas in cattle, on average one cow produces 20 kg of manure every day and can produce 0.36 m3 of biogas. Digester, which is connected to the biogas container.
Digester (left), Digester, which is connected to the biogas container (right). The size / size of the digester depends on the amount of manure produced and the amount of biogas desired. In making digester, building materials such as sand, cement, river stone, coral, red brick, construction iron, paint and prolon pipes are needed. The process of making biogas. After the digester is finished, the next process is making biogas in the following way: Mix cow dung with water to form sludge at a ratio of 1: 1 in a temporary holding tank. The shape of the mud will make it easier for us to put it in the digester. Discard the first gas produced (including CO2 gas) on days 1 to 8. While the 10th to 14th day, new methane gas (CH4) and CO2 began to decline.
At the composition of 54% CH4 and 27% CO2, biogas will ignite. Insert mud into the digester through the inlet. On the first refill, the gas valve above the digester is opened so that the entry process is easier and the air inside the digester exits. This first sludge filling requires a lot of cow dung for the full digester. Add starter (bacteria) as much as 1 liter and fill fresh rumen from slaughterhouses by 5 sacks for a 3.5-5.0 m2 digester capacity. After the digester is full, the gas faucet is closed so that the fermentation process occurs.
On the 14th day, it can produce biogas energy that is always renewable and to light a fire on a gas stove or other needs. Please note that this biogas does not smell cow dung. Next, the digester can be continuously filled with cow dung sludge to produce optimal biogas. The problem of livestock manure can be overcome by making biogas. The positive effects have certainly reduced human health, livestock and environmental pollution. In addition, what is certain is to add economic value because it can be used as vehicle fuel, substitute for LPG gas and power plants.
Where there are farms, there must be waste in the form of feces (urine / urine) from the livestock itself. In certain concentration limits, livestock waste is classified as dangerous, not only for livestock, but also for human health and the environment because it produces hydrogen sulfide, methane gas, ammonia, and carbon dioxide. For example, ammonia, which is a sharp-smelling gas. To overcome the problem of sewage waste, farmers need to know how to manage waste into something useful. Animal waste will be of high economic value if treated properly. One way to manage waste is to make it into manure.
However, this method also still causes gas or pungent odor that also impacts on health and the environment. The National Institute of Occupational Safety and Health from the United States has set the maximum level of ammonia (NH3) in poultry cages to be 25 ppm. At high concentrations, ammonia can cause eye irritation, respiratory disturbances, and damage to the lungs. Humans can only smell ammonia at a concentration of 20-30 ppm. One alternative treatment of livestock waste is biogas. Biogas production using liquid extract, biogas is gas produced from anaerobic (airtight) processes made from organic materials such as livestock manure, human waste, and household waste. Biogas technology has been widely applied since decades ago by farmers in Britain, Russia and the United States.
Chicken manure can be used as biogas. Biogas is the result of breaking down animal waste by microorganisms. The gas elements formed from the decomposition are carbon dioxide (30-40%), hydrogen (1-5%), methane (50-70%), water vapor (0.3%), nitrogen (1-2%) , and hydrogen sulfate (sludge). Methane gas, as the biggest element, can be used for cooking and heating (brooding). Biogas installation. The most important tool of biogas installation is a digester that functions to collect methane gas produced by organic matter by bacteria.
The most widely used type of digester is the continuous feeding model, where the filling of the organic material is carried out on an ongoing basis every day. One unit of biodigester with 13m3 volume is able to process dung from 1,000 chickens. One biodigester cycle usually requires approximately 100 kg of wet chicken manure. The biodigester will produce methane gas which can replace the use of 3-4 12 kg household gas cylinders. Whereas in cattle, on average one cow produces 20 kg of manure every day and can produce 0.36 m3 of biogas. Digester, which is connected to the biogas container.
Digester (left), Digester, which is connected to the biogas container (right). The size / size of the digester depends on the amount of manure produced and the amount of biogas desired. In making digester, building materials such as sand, cement, river stone, coral, red brick, construction iron, paint and prolon pipes are needed. The process of making biogas. After the digester is finished, the next process is making biogas in the following way: Mix cow dung with water to form sludge at a ratio of 1: 1 in a temporary holding tank. The shape of the mud will make it easier for us to put it in the digester. Discard the first gas produced (including CO2 gas) on days 1 to 8. While the 10th to 14th day, new methane gas (CH4) and CO2 began to decline.
At the composition of 54% CH4 and 27% CO2, biogas will ignite. Insert mud into the digester through the inlet. On the first refill, the gas valve above the digester is opened so that the entry process is easier and the air inside the digester exits. This first sludge filling requires a lot of cow dung for the full digester. Add starter (bacteria) as much as 1 liter and fill fresh rumen from slaughterhouses by 5 sacks for a 3.5-5.0 m2 digester capacity. After the digester is full, the gas faucet is closed so that the fermentation process occurs.
On the 14th day, it can produce biogas energy that is always renewable and to light a fire on a gas stove or other needs. Please note that this biogas does not smell cow dung. Next, the digester can be continuously filled with cow dung sludge to produce optimal biogas. The problem of livestock manure can be overcome by making biogas. The positive effects have certainly reduced human health, livestock and environmental pollution. In addition, what is certain is to add economic value because it can be used as vehicle fuel, substitute for LPG gas and power plants.
Relationship between Group and Management in Organization
Relationship between Group and Management in Organization
Management in Organizations Organizations basically consist of people who have different social, cultural, economic and even political backgrounds. When an organization wants to implement knowledge management, there are several aspects that must be considered so that the implementation is carried out successfully: Conceptual aspects The point is that the organization is able to develop an integrated construction, which can be used to discuss knowledge within the organization. Aspects of change This aspect is important to get attention because change is closely related to stability because the framework is related to the institution and its development. Elements and impact of sustainable intergroup relations before new knowledge changes the structure of knowledge and activity systems within the organization, knowledge must first be accessible, understood, and acceptable. It must be realized that change often creates resistance.
In various cases of change, resistance is always there, whether it comes from within knowledge management itself, whether it comes from the problem of the ability to access, accept, understand, or come from management problems. 3. Measurement aspects Measurement becomes an important aspect because it is an integration mechanism in the organization. Each measurement system implicitly determines the point of view. Measurement also makes it possible to see whether the application of knowledge management has moved in the direction of the intended organization or not. Aspects of organizational structure Organizational structure becomes an important thing to be considered in which there is a division of roles and responsibilities needed for the effectiveness of knowledge management to be carried out. These roles include knowledge owners, knowledge disseminators, knowledge seekers, and community coordinators Aspects of the content of knowledge If knowledge is seen as a product, knowledge can be classified and categorized in various ways. To manage the product of the knowledge process, knowledge that is suitable and mutually supportive is needed. Knowledge content is also related to employee skills.
To manage the content of knowledge, expertise directory, skill management system, knowledge map, or knowledge models can be developed. Therefore, issues such as the version of supervision and availability of documents, the quality and life cycle of documents require awareness that is manifested in various forms of business. Aspects of the tool This aspect is closely related to the availability of means to obtain knowledge. Therefore, how the methodology of managing knowledge, the representation of knowledge to be managed and the infrastructure needed to support knowledge management effectively becomes something that also determines the knowledge management strategy.
Various kinds of infrastructure that are often used to support the organization's knowledge process and knowledge management include information and communication technology. Information technology that can be adopted is a form of collaboration of various tools, among others, knowledge management systems, organizational memory support systems, innovation support systems, tools for finding information, and tools for finding data. In addition to the above aspects, systematic change steps in the form of strategic formulation are also needed, so that the changes made take place successfully. The function of strategy formulation in this context is more focused on efforts to provide the same language and understanding and perspective. With the same language, understanding and point of view, it is possible for the agents of change in the organization to see the activities of applying knowledge management as a comprehensive entity. Following are the strategic steps offered by Tiwana (2000) in implementing knowledge management in organizations:
1. Analysis of Existing Infrastructure This step is intended to audit the existing technological infrastructure in the organization. The aim is to determine what technology is currently owned and what technology should be added to improve the support of the application of knowledge management in the organization. By analyzing and assessing existing infrastructure, management can recognize the lack of infrastructure that the organization has at that time. The consequence of these conditions is that management must develop what already exists.
2. Linking Knowledge Management with Business Strategy If knowledge creation is to be successfully directed, steps need to be drawn that link the business strategy built by the organization with the knowledge management strategy. The effectiveness of knowledge management strategies is not as simple as just providing information technology, but there must be a balance between technology, and business focus with the company's business strategy.
3. Designing Knowledge Management Infrastructure At this stage, management has had to determine from the outset what type of technology and tools are needed for the knowledge management system to be implemented. To be more relevant to the needs of the knowledge management system, the following questions can be used as guidelines in building the knowledge management infrastructure needs.
These questions include: What technology should I have? Do your employees share knowledge using a website basis? Does a knowledge management system require broader advice and technology to help employees find, add, interpret, and analyze enormous amounts of data? How detailed is the level of knowledge management system to capture knowledge? How integrated are the search, compilation and rediscovery systems that you will include as a component of your knowledge management system? What knowledge tools will you use to recognize knowledge objects?
4. Auditing Assets and Knowledge Systems Existing The purpose of a knowledge audit is to assess what knowledge is already in the company at that time, and determine the focus of knowledge management activities.
To achieve the objectives of the audit, it is recommended to form an audit team consisting of a strategist, senior managers, financial employees, human resources, marketing people, information technology experts, knowledge managers or Chief Knowledge Officers. In addition, the audit team must also identify at least five key knowledge resources that they should have. The team must then ask the following questions: How is the supply of knowledge? Is it increasing or decreasing? How can we ensure that the supply of knowledge continues to increase? Do we make good use of these knowledge resources? How about the durability of the knowledge assets that we have? Can competition easily fertilize and develop this knowledge without being copied? Are there other aspects of knowledge that are being competed but we don't yet have? Can this knowledge leave the organization? At what level do the knowledge we guarantee currently have a connection with the product, service or process?
Management in Organizations Organizations basically consist of people who have different social, cultural, economic and even political backgrounds. When an organization wants to implement knowledge management, there are several aspects that must be considered so that the implementation is carried out successfully: Conceptual aspects The point is that the organization is able to develop an integrated construction, which can be used to discuss knowledge within the organization. Aspects of change This aspect is important to get attention because change is closely related to stability because the framework is related to the institution and its development. Elements and impact of sustainable intergroup relations before new knowledge changes the structure of knowledge and activity systems within the organization, knowledge must first be accessible, understood, and acceptable. It must be realized that change often creates resistance.
In various cases of change, resistance is always there, whether it comes from within knowledge management itself, whether it comes from the problem of the ability to access, accept, understand, or come from management problems. 3. Measurement aspects Measurement becomes an important aspect because it is an integration mechanism in the organization. Each measurement system implicitly determines the point of view. Measurement also makes it possible to see whether the application of knowledge management has moved in the direction of the intended organization or not. Aspects of organizational structure Organizational structure becomes an important thing to be considered in which there is a division of roles and responsibilities needed for the effectiveness of knowledge management to be carried out. These roles include knowledge owners, knowledge disseminators, knowledge seekers, and community coordinators Aspects of the content of knowledge If knowledge is seen as a product, knowledge can be classified and categorized in various ways. To manage the product of the knowledge process, knowledge that is suitable and mutually supportive is needed. Knowledge content is also related to employee skills.
To manage the content of knowledge, expertise directory, skill management system, knowledge map, or knowledge models can be developed. Therefore, issues such as the version of supervision and availability of documents, the quality and life cycle of documents require awareness that is manifested in various forms of business. Aspects of the tool This aspect is closely related to the availability of means to obtain knowledge. Therefore, how the methodology of managing knowledge, the representation of knowledge to be managed and the infrastructure needed to support knowledge management effectively becomes something that also determines the knowledge management strategy.
Various kinds of infrastructure that are often used to support the organization's knowledge process and knowledge management include information and communication technology. Information technology that can be adopted is a form of collaboration of various tools, among others, knowledge management systems, organizational memory support systems, innovation support systems, tools for finding information, and tools for finding data. In addition to the above aspects, systematic change steps in the form of strategic formulation are also needed, so that the changes made take place successfully. The function of strategy formulation in this context is more focused on efforts to provide the same language and understanding and perspective. With the same language, understanding and point of view, it is possible for the agents of change in the organization to see the activities of applying knowledge management as a comprehensive entity. Following are the strategic steps offered by Tiwana (2000) in implementing knowledge management in organizations:
1. Analysis of Existing Infrastructure This step is intended to audit the existing technological infrastructure in the organization. The aim is to determine what technology is currently owned and what technology should be added to improve the support of the application of knowledge management in the organization. By analyzing and assessing existing infrastructure, management can recognize the lack of infrastructure that the organization has at that time. The consequence of these conditions is that management must develop what already exists.
2. Linking Knowledge Management with Business Strategy If knowledge creation is to be successfully directed, steps need to be drawn that link the business strategy built by the organization with the knowledge management strategy. The effectiveness of knowledge management strategies is not as simple as just providing information technology, but there must be a balance between technology, and business focus with the company's business strategy.
3. Designing Knowledge Management Infrastructure At this stage, management has had to determine from the outset what type of technology and tools are needed for the knowledge management system to be implemented. To be more relevant to the needs of the knowledge management system, the following questions can be used as guidelines in building the knowledge management infrastructure needs.
These questions include: What technology should I have? Do your employees share knowledge using a website basis? Does a knowledge management system require broader advice and technology to help employees find, add, interpret, and analyze enormous amounts of data? How detailed is the level of knowledge management system to capture knowledge? How integrated are the search, compilation and rediscovery systems that you will include as a component of your knowledge management system? What knowledge tools will you use to recognize knowledge objects?
4. Auditing Assets and Knowledge Systems Existing The purpose of a knowledge audit is to assess what knowledge is already in the company at that time, and determine the focus of knowledge management activities.
To achieve the objectives of the audit, it is recommended to form an audit team consisting of a strategist, senior managers, financial employees, human resources, marketing people, information technology experts, knowledge managers or Chief Knowledge Officers. In addition, the audit team must also identify at least five key knowledge resources that they should have. The team must then ask the following questions: How is the supply of knowledge? Is it increasing or decreasing? How can we ensure that the supply of knowledge continues to increase? Do we make good use of these knowledge resources? How about the durability of the knowledge assets that we have? Can competition easily fertilize and develop this knowledge without being copied? Are there other aspects of knowledge that are being competed but we don't yet have? Can this knowledge leave the organization? At what level do the knowledge we guarantee currently have a connection with the product, service or process?
Factors that influence student behavior at school
Factors that influence student behavior at school
Factors that influence student behavior at school - Behavior is the act or behavior of a person towards something. Behavior is closely related to mind and morals, ie rules and regulations given to humans to relate to God, relate to fellow humans, and relate to the natural environment. The expression above means, if in everyday life always give priority to the mind. At school there are various kinds of student behavior, both positive and negative. That behavior is influenced by several factors from attitude of junior secondary school students, including:
A. Internal factors 1. Descendants or tribes In a school must consist of various tribes, each tribe certainly has a different character and habits. 2. Gender. Between men and women have different mindsets. In acting, men tend to use logic. While women tend to use feelings. 3. Personality. The personality of each person is different, this is influenced by the qualities that exist in that person. But it can also be influenced by external factors outside him. 4. Talent owned. Students will be more likely to be active or study hard, if the lesson is in accordance with their talents.
B. External Factors 1. Education in schools. The higher the character education (attitudes and morals) in school, the character or behavior of students will be more easily formed. 2. Religion adhered to. Someone who is religious, will implement the Shari'a and customs in his religion. 3. Living environment. The neighborhood also affects student behavior at school. People who live in a clean environment will always maintain cleanliness at school. Vice versa, people who live less clean environment, then awareness of school hygiene is low. 4. Parental attention and affection. The family is the first place for the formation of children's behavior. Lack of attention of parents to their children, will have a big influence on his attitude. Students who often do naughty or naughty at school, could be caused by lack of attention from their parents. That they do in order to get the attention of the teacher and his friends. 5. Daily association. Relationships at school and outside of school will affect student behavior. If you associate with people who can be said to be not good, then the behavior of students, too. And conversely, if you get along with good people, then the behavior of students will also be good. Therefore, be smart in choosing friends. 6. Outside or foreign cultures. Today, the development of globalization is very rapid. Many foreign cultures entered. The ability of students to filter or filter the culture will have a good effect on it. Conversely, if students are not able to filter it, it will affect their attitudes and behavior. 7. Problems of love. In this era, the problem of love afflicts many students. Students who are beset by problems of love, will tend to be more quiet and pensive, or cool language 'more upset'.
Those are some of the factors that influence student behavior at school. Apart from the factors above, there are many more factors that influence student behavior at school. Hopefully this article is useful, thank you. The latter view put forward has even a place even in the history of moral thought. Now such a view is no longer held. A good goal must also be pursued in a good manner. Never a bad way turns into good because the goal to be achieved in it is good. Bad deeds or actions remain evil and do not become good because of good intentions. If a person wants to achieve a good goal, he must also think and choose a path or a good way to achieve it.
People with integrity always think to prioritize good goals while at the same time taking good ways to achieve them. First of all he wants to be a good person, what kind of person should I be, and if he is really a good person, then all his actions must be good. If the person is still showing bad actions, it is reasonable to doubt that he is really a good person. Good actions done by someone, if he is indeed a good person, it is an expression of his personal self that is indeed good. Another thing that can happen is that people can be erroneous or neglect, so doing actions that are not good. Here it is necessary to be careful to pass a verdict by directly assessing the person as a bad person, who does not have self integrity.
Here it always needs to be seen whether the person concerned has the intention or motive and intentionally committed the action or not. If it is truly out of intent and intent, let alone immediately followed by remorse and good intentions to improve themselves, we must not immediately conclude that the person concerned is a bad person, who does not have self-integrity. Of course we do not also directly claim that the person is good and turn a blind eye to the bad actions he has done. While not convicting him as a good person or a bad person, we need to see how the person afterwards, whether he is able to show that he is a good person or not. So the next life fairy will explain that.
Factors that influence student behavior at school - Behavior is the act or behavior of a person towards something. Behavior is closely related to mind and morals, ie rules and regulations given to humans to relate to God, relate to fellow humans, and relate to the natural environment. The expression above means, if in everyday life always give priority to the mind. At school there are various kinds of student behavior, both positive and negative. That behavior is influenced by several factors from attitude of junior secondary school students, including:
A. Internal factors 1. Descendants or tribes In a school must consist of various tribes, each tribe certainly has a different character and habits. 2. Gender. Between men and women have different mindsets. In acting, men tend to use logic. While women tend to use feelings. 3. Personality. The personality of each person is different, this is influenced by the qualities that exist in that person. But it can also be influenced by external factors outside him. 4. Talent owned. Students will be more likely to be active or study hard, if the lesson is in accordance with their talents.
B. External Factors 1. Education in schools. The higher the character education (attitudes and morals) in school, the character or behavior of students will be more easily formed. 2. Religion adhered to. Someone who is religious, will implement the Shari'a and customs in his religion. 3. Living environment. The neighborhood also affects student behavior at school. People who live in a clean environment will always maintain cleanliness at school. Vice versa, people who live less clean environment, then awareness of school hygiene is low. 4. Parental attention and affection. The family is the first place for the formation of children's behavior. Lack of attention of parents to their children, will have a big influence on his attitude. Students who often do naughty or naughty at school, could be caused by lack of attention from their parents. That they do in order to get the attention of the teacher and his friends. 5. Daily association. Relationships at school and outside of school will affect student behavior. If you associate with people who can be said to be not good, then the behavior of students, too. And conversely, if you get along with good people, then the behavior of students will also be good. Therefore, be smart in choosing friends. 6. Outside or foreign cultures. Today, the development of globalization is very rapid. Many foreign cultures entered. The ability of students to filter or filter the culture will have a good effect on it. Conversely, if students are not able to filter it, it will affect their attitudes and behavior. 7. Problems of love. In this era, the problem of love afflicts many students. Students who are beset by problems of love, will tend to be more quiet and pensive, or cool language 'more upset'.
Those are some of the factors that influence student behavior at school. Apart from the factors above, there are many more factors that influence student behavior at school. Hopefully this article is useful, thank you. The latter view put forward has even a place even in the history of moral thought. Now such a view is no longer held. A good goal must also be pursued in a good manner. Never a bad way turns into good because the goal to be achieved in it is good. Bad deeds or actions remain evil and do not become good because of good intentions. If a person wants to achieve a good goal, he must also think and choose a path or a good way to achieve it.
People with integrity always think to prioritize good goals while at the same time taking good ways to achieve them. First of all he wants to be a good person, what kind of person should I be, and if he is really a good person, then all his actions must be good. If the person is still showing bad actions, it is reasonable to doubt that he is really a good person. Good actions done by someone, if he is indeed a good person, it is an expression of his personal self that is indeed good. Another thing that can happen is that people can be erroneous or neglect, so doing actions that are not good. Here it is necessary to be careful to pass a verdict by directly assessing the person as a bad person, who does not have self integrity.
Here it always needs to be seen whether the person concerned has the intention or motive and intentionally committed the action or not. If it is truly out of intent and intent, let alone immediately followed by remorse and good intentions to improve themselves, we must not immediately conclude that the person concerned is a bad person, who does not have self-integrity. Of course we do not also directly claim that the person is good and turn a blind eye to the bad actions he has done. While not convicting him as a good person or a bad person, we need to see how the person afterwards, whether he is able to show that he is a good person or not. So the next life fairy will explain that.
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