Dibalik rahasia alam roh

  Benda-benda mati merasa sangat senang jika ada orang yang berdzkir di atasnya!!

Berkata ibnu mas’ud: “sebuah gunung akan menyeru dengan memanggilan: “wahai fullan, apakah ada yag lewat diatas mu sambil berzikir kepada allah?” jawabanya: “benar.” Maka bergembiralah”

·         Dalam kebutuhan rohani ada kenikmatan untuk jasad

Berkata salah satu aulama salafi: “ seandainya anak-anak raja itu mengetahui apa yang adaa kita rasakan, niscaya mereka akan membunuh kita demi kelezatan itu.

·         Disana pun ada kepuasan tersendiri pula

Usman bin ‘affan berkata: “jika hati mua bersih maka hanya kalam kalam ilahialah yang akan memuaskanmu”

·         Benada-benda yang hidup karena didaamnya ada roh yang suka berzikir

Ketka rasul saw berjalan dari sebuah pohon yang tadi beliau berada keatasnya, menjadikan pohon tersebut merintih seperti anak keci yang merintih yang meminta belas asihan ibunya, kemudian nabi saw mengelus elusnya sampai rintihannya mulai berkurang. Kemudian nabi bersabda : “dia merintih karena adi dia mendengar orang yang berzikir diatasnya.”

Rasulullah selalu berzikir kepada allah spanjang waktu. Dia tidak akan membiarkan lidahnya kosang dari zikir. 

Personal characteristics of leaders

a.       Personal characteristics

a.       Energy

b.      Physical stamina

b.      Intelligence and ability

a.       Intelligence, cognitive ability

b.      Knowledge

c.       Judgement, decisiveness

c.       Personality

a.       Self confident

b.      Honesty and integrity

c.       Enthusiasm

d.      Desire to lead

e.      independence

d.      Social characteristics

a.       Sociability, interpersonal skills

b.      Cooperativeness

c.       Ability to enlist cooperation

d.      Tact, diplomacy

e.      Work related characteristics

a.       Drive, desire to excel

b.      Responsibility in pursuit of goals

c.       Persistence against obstacles, tenacity

f.        Social background

a.       Education

b.      Mobility

BIG FIVE MODEL OF PERSONALITY

1.       Surgency

Referred to a dominance, self confident, the need for power, or dynamic involves patterns of behavior often exhibited in group settings and generally concerned with getting a head in life.

·         Those individuals higher in surgency are outgoing, competitive, decisive, impactful, and self confident.

·         Individuals with lower in surgency prefer to work by themselves and have relatively little interest in influencing or competing with other

2.       Agreeableness

Also known as emphaty, friendliness, interpersonal sensitivity or the need for affiliation. This personality dimention concerns how one gets along with, as apposed to getting ahead of other.

·         Individuals high in agreeableness tend to be emphatic, approachable, and optimistic.

·         Those lower in agreeableness are more apt to appear insensitive, distant, and pessimistic.

3.       Dependability

Also known as consciousness or prudence does nt involve interactingwith others but rather concerns those behavioral patterns related to one’s opproach to work

·         Leader who are higher in dependability tend to be planful and hard working, follow through with their commitments and rarely get into troube.

·         Those who are lower in dependability tend to be more spontaneuos, creative, and rule bending and less concerned with following through with commitment.

4.       Adjustment

Also known as emotional stability or self contrl is concerned with how people react to stress, failure, or personal criticism.

·         Leaders higher in adjusment tend to be calm and tend to ot to take a mistakes or failure personally

·         Tthose lower in adjusment may become tense, anxious, or exhibit emotional outbursts when stressed or criticized.

5.       Openness to experience

Also know as intelligence, curiousity, inqusitiveness, and learning approach.

·         Leader higher in openess to experience tend to be imaginative, broadminded, curious, and are more strategic, big picture thinkers; they seek out new experiences through travel, the arts, movies, sports, reading, going, to the new restaurants or learning about new cultures.

·         Individuals lower in openess to experience tend to be more practical and have narrower interests; they likr doing thing the tried and true way rather than experimenting with new ways

Sustaining International Business Operations

There sre staffing issues that internationalizing firm confront that are either not present in a domestic environment or are complicated by the international context in which these activities take place.

Ethnocentric

few foreign subsidiaries have any autonomy and strategic decisions are made at headquarters. key positions in domestic and foreign operations are held by headquarters’ personnel. subsidiaries are managed by staff from the home country (PCNs). There are reason for pursuing an ethnocentric staffing policy:

·         A perceived lack of qualified HCNs

·         The need to maintain good communication, coordination and control liks with corporate headquarter

 An etnocentric policy, however has a number of disadvantages

·         Its limits the promotion opportunities of HCNs, which may lead to reduced productivity and increased turnover among of that group.

·         The adaptation of expatriate managers to host countries of ten Take long time, during which PCNS often make mistake and poor decisions.

·         When PCN and HCN compensation packages are compered, often considerable income gap.

·         Many expatriates a key Overseas position

Polycentrism

                subsidiary is treated as a distinct national entity with decision‑making autonomy subsidiaries are managed by local nationals (HCNs) HCNs are seldom promoted to positions at headquarters PCNs are rarely transferred to foreign subsidiary operations.

The main advantages of polycentric policy:

·       1.   Employing HCN eliminates language barries.

·       2.   Employment of HCN allow a multinational company to take a lower profile in sencitive political situation.

·       3.   Employment of HCNs is less expensive.

·        4.  Gives continuety to the management of foreign subsidiaries.

The main disadvantages of polycentric policy:

·         1. Bridging the gap between HCN  subsidiary manager and PCN manager at corporate headquarter.

·        2.  Career path of HCN and PCN manager.

                Geocentrism

                a global approach to its operations, recognizing that each part (subsidiaries and headquarters) makes a unique contribution. worldwide integrated business; nationality is ignored in favor of ability.

Advantages of Egocentrism

•          develops international executive teams and  internal pools of labor

•          overcomes federation drawback

•          supports cooperation and resource sharing across units

Disadvantages of Geocentrism

•          host governments may utilize immigration controls in order to force HCN employment

•          companies required to provide extensive documentation

•          increased training and relocation costs

•          compensation structure with standardized international base pay

•          large numbers of PCNs, TCNs, and HCNs need to be sent abroad

•          requires longer lead time and centralized control of the staffing process

                Regiocentrism

                reflects the geographic strategy and structure of the MNE. it utilizes a wider pool of managers but in a limited way. staff may move outside their countries but only within the particular geographic region. regional managers may not be promoted to headquarters positions but enjoy a degree of regional autonomy

Advantages of Regiocentrism

•          interaction between executives

•          sensitivity to local conditions (staffed by HCNs)

•          way to gradually move from a purely ethnocentric or polycentric approach to a geocentric approach

Disadvantages of Regiocentrism

•          can produce federalism at a regional rather than a country basis

•          improves career prospects at the national levels

                A Philosophy  Towards Staffing

                The internal and external contingencies facing an internationalizing MNE influence its staffing practices are managerial attitude that reflect to social environment, the strategic importance of degree of culture differences, local government requirements, foreign market, maturity of operation, the approach to policy on excecutive nationality tebds to reflect organizational needs.

Summaries the advantages and disadvantages o using three categories of staff PCNs, HCNs, TCNs

Transferring Staff for International Business Activities

HRM consequences of these approaches  and the broader implications in term of:

1.       Reasons for International Assignments

•          position filling

the organzation has a need and depending on the type of position and the level involved will either employ someone locally or transfer a suitable candidate.

•          management development

staff can be moved into other perts of the organization for training and development purposes and to assist in the develoment of common corporate values. For this reason,we see headquarter staff transferred to subsidiry operation or subsidiary staff transfering into the parent operation or to other subsidiary operation.

•          organization development

here strategic objectives of the operation come in to play: the need for control, the tranfer of knowladge, competence, procedures, and practice intovarius location and exploit global market opportunities.

2. Types of International Assignments

•          Short term : take up to three months, usually for troubleshooting, project supervision, or a stopgap measure

•          Extended : up to one year, may involve similar activities as that for short term assignments

•          Long term (traditional expatriate assignment): traditional expatriate assignment varying from one to five years, involving a clearly defined role in the receiving operation

Differences Between Traditional & Short-term Assignments

Within these three broad categories, its posible to find what are termed Non-standard International Assignments:

·         a. Commuter

special arrangements where the person concerned commutes from the home country on a weekly or bi weekly basis to the place of work in other contry.

·       b.   Rotational

employee commute for set period followed by in home country

·         c. Contractual

specific skills employees hired for 6 to 12 months on specific projects

d. Virtual  

employee manages international responsibilities from home country base. Relies on communications technologies such as telephone, email or video conferences. frequent visits to the host country

Advantages

•          overcoming high costs of international assignments

•          fills shortage of mobile staff prepared to accept longer term postings

Disadvantages

•          stress resulting from intensive travel commitments

•          role conflict, dual allegiance, and identification issues

•          interpersonal and work relationships

3.       the role of an expatriate

·         Agent of Direct Control

subsidiary compliance through direct supervision, enables strategic objectives for local operations to be achieved

•          Agent of Socialization

the transfer of shared values and beliefs; related to the use of corporate culture as an informal control mechanism

assist in knowledge sharing and competence transfer, and adoption of common work practices

•          Network Builders

develop social capital: fostering interpersonal linkages   that can be used for informal control and communication purposes

•          Boundary Spanners

collect host country information and act as representatives of their firms in the host country

can influence agents

bridge internal and external organizational contexts

•          Language Nodes

many MNEs operate through language standardization – or corporate language, usually English.

employees competent in other languages may be the person in which other country representatives preferred to conduct queries from the MNE.

4.       The Role of Non-Expatriates

•          travel internationally yet do not relocate to another country

•          a large proportion of their role involves constant international visits to foreign markets, subsidiary units, international projects

Stress Factors

•          the international component of their work is performed within the context of their ‘normal’ duties.       a high level of stress involved for those whose job responsibilities contain a large proportion of international business travel

•          home and family

•          work arrangements

•          travel logistics

•          health concerns

•          host culture issues

The Role of Inpatriates

•          international assignments of HCNs or TCNs from a foreign location to the MNE headquarters

•          “linking pins” between the different organizational units