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Showing posts with label Insight. Show all posts
Showing posts with label Insight. Show all posts
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Could Build Giant Cooperative
Is it possible to build a giant cooperatives or cooperative-owned conglomerate? This question is, can mean "the possibility of building a giant cooperative that (only) is owned / member conglomerate", but can also mean "the possibility to build a giant cooperative" and / or "the possibility to build a cooperative owned / member conglomerates", in 2 sense separately. To be able to understand about the various possibilities that we need to understand one of the universally accepted cooperative principles.
One of the principles of cooperatives according to Law No. 25/1992 regarding cooperatives are "voluntary and open membership." This principle is similar with the first principle of ICA Cooperative Identity (ICIS = 1CA Cooperative Identity Statement) in 1995 which states "voluntary and open membership" (Voluntary and open membership) with the explanation: "Cooperatives are voluntary associations / open to all who are able to use association services and are willing to accept the responsibilities of membership / without gender, social, racial, political or religious. "
People can not be forced into cooperatives, but the will of its own (voluntary). In addition there is a need that is felt (felt needs) in general terms of the economy (but also in terms of social / cultural), who are members expected to learn and understand the values and principles of cooperatives, so that when a member can be involved in full, whether as owners, financiers, service users or supervisors. In addition, cooperative membership is also open to anyone and can utilize the services of cooperatives, and on the other hand those who become members must also be willing to accept responsibility, as owner, among others, participate in decision making and overseeing its implementation, providing capital and using services -services cooperatives. Thus anyone who is willing to use the services of the cooperative and has fulfilled its obligations should not be denied membership, on the grounds of religion, social, racial or political.
With the provisions / principles of the membership is not a problem that the cooperative had become the property tycoon, in the sense that co-founded / consisting of conglomerates, and then a giant one, as long as their activities remain in the "corridor''Cooperative, which among other states: i) Only cooperative that aims to serve the needs of its members and made great efforts to prove / implement the objectives was
called, is a cooperative that is in the corridor of the cooperative. ii) The relationship of business / customer transactions with non-members can only be accepted, if the transaction is a business side and its main purpose, namely to serve members, as well as to attract new members. In this connection the cooperative goal is to make customers are not a member become a member (Munkner/2001).
Although the principle of "voluntary and open membership" is open to conglomerates to set up a cooperative, but there are some records that need attention: i) In principle it is open whether the conglomerate is also willing to accept members of the group rather than a conglomerate? ii) If willing, if the conglomerate also willing if their rights are not equated with conglomerates. For example, the voting rights of "one member one vote" as a reflection of "democratic supervision"?
Yet more than just a reason related normative principle of "voluntary and open membership", which allows the conglomerate to form cooperatives, need to be questioned more substantive reasons, about their motivation for cooperatives. In general, people latarbelakangi by the limitations of cooperatives in its access to sources of economic / financial, which are difficult to overcome alone, so need an organization that unites the power of small / weak to be able to overcome the obstacles: What to obtain sources of capital, obtain raw materials for production processes, or market their products. Even the motivation of members of cooperatives are not only limited to ekonorni, but also thrive on political motivation. With a membership large enough to affect the cooperative (as a pressure group) government policies, even the world organization, as indicated members of the Japan Agricultural Cooperatives and South Korea. So what motivated the conglomerate set up a cooperative, while they already have everything: access to capital sources, marketing (not at the national and international) technology, even to the centers of policy / political state.
Cooperative For Giant Company
About the cooperative can develop into a giant company, the answer is clear: it is possible. In October 2007, in his General Assembly in Singapore, ICA has launched its list of 300 world-class cooperative (Global 300 List, 2007) which contains 300 giant cooperatives, the business volume (turnover) of IDR 654 million and with assets of IDR 467 million to turn over IDR 63 449 million and assets of IDR 18 357 million (Zen Noh). Cooperatives that included a list of 300 cooperatives are generally cooperative world-class national level that operates internationally, some of whom are older than a century. However, their main target was fixed at the individual service member. Go-300 cooperatives comprising various types: financial services (banking, insurance, credit union) as much as 40%, agriculture (33%), retail / wholesale (25%) and the rest of the cooperative health care, energy, manufacturing, media and so on. Some of them are, even the giant company's list of world-class version of Forbes or Fortune with pemsahaan multi-national companies, among others, cooperative bank Credit Agricole (France) and Rabobank (Netherlands), Land O'lake (dairy cooperative, United States) .
At the level of developing countries, in equal opportunities in Singapore, the ICA also launched a large list of cooperatives in developing countries, (Developing 300 Project) with the size of the business volume of IDR 512,000 and assets of IDR 399,000 to USD 504.681 million in business volume and asset amounted to IDR 222,893,000. In this list each developing country in Asia, Africa and Latin America donated five large cooperatives. Unfortunately, co-operatives from Indonesia do not have a go, but if viewed from the volume of business and its assets, there are some decent cooperatives included in this list. Such Pekalongan Services Cooperative, its business volume reached IDR 5 trillion and assets of Rp 1.25 trillion, which equates to IDR 500,000,000 and IDR 125,000, so it can go 3 great. In addition, there are still some cooperatives, such as: Cooperative Citizens Semen Gresik (IDR 970.472 billion). Cooperative Nusantara (IDR 926.847 billion), Cooperative Indosat (IDR 647,207,000,000). (PIP Magazine July 2009)
In this outstanding group of cooperatives, credit cooperatives have also become examples of cooperation that is developed correctly, initiated since 1969/1970 have to be a social economic force that is large enough. Kopdit now has spread across Indonesia with the structure of 3 levels: primary Kopdit (950), Puskopdit (30) and Inkopdit at the national level. Total members 183,227 people, the cumulative volume of business which only serve these members, in 2008 reached Rp 4.6 trillion and assets of Rp 5.6 trillion.
Thus the question: whether the cooperative could become a giant company, the above description has been answered. The problem is, how big cooperatives / giant is still in the "corridor cooperative" in the sense remains grounded in values and principles that make the members as its main strength (member based organization), as subject as well as its service object.
Cooperatives large / giants such as agricultural cooperatives in South Korea or Japan, dairy cooperatives in Denmark, U.S. or New Zealand, consumers' cooperatives in the UK, Sweden or Singapore, cooperative financial services in France or Holland, or worker cooperatives in Spain, built in time tens of years, even some that have been a century, so it is not instant. Cooperatives are built by farmers, laborers, workers, traders, consumers, etc., is really from the bottom, supported by management and modern technology. After becoming too large cooperatives will still be theirs.
Similarly, large cooperatives in Indonesia such as Kospin Services, Credit Cooperatives, Cooperative Citizens Semen Gresik, Cooperative Nusantara, Cooperative Indosat, Kodanua and so on, they remain the property of members, there are small traders / medium enterprises, employees, civil servants, street hawkers and forth. With this background, to the question: "Is it possible to build a giant cooperative owned / members consisting of conglomerates?", I tend to give an answer: difficult to imagine cooperatives that rely on large capital-owned conglomerate, will be able to be cooperative a big, strong and healthy, in meaning still remains grounded in the values and principles.
Whatever their good intentions to get involved in cooperative development, which means come leveling of development, create jobs, reduce poverty and create a democratic civil society, we deserve respect, all still follow the applicable provisions in the cooperative society.
(By Djabaruddin Djohan, Practitioner Cooperative)
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Islamic Financial Services Cooperatives
The realization of the development of Islamic financial institutions, other than because there is a need in the community as well as enactment of the dual banking system in the national banking system. National banking system has put syariah as an alternative subsystem of the conventional subsystem, particularly in the service in both the to meet the needs (demand) and utilizing the excess funds (bids) in public funds.
As a system, the difference lies in the rules and principles of syariah that are used as the basis for their transactions. Easily the Islamic system is not known who took the basic transaction "estimate" or calculating "interest" (which generally becomes the basis for calculating the financial business - conventional savings and loans).
The concept of interest in Islamic teachings deemed to contain aspects (riba) is forbidden. Similarly prohibited to apply the treatment of transactions that are containing speculation and uncertainty.
Thus the Islamic concept of all applications related transactions or related and intersect with the components of "interest" be avoided, and instead in order to earn income through financial transactions, must be based on consensus agreement (contract), which generally relies on the concept of "profit sharing".
This concept has been widely promote the establishment of "equality" for all parties involved in the deal. For that deal that was built with the principle of mutual benefit (in proportion to risk) and the rational among those who perform the contract should be done based on rules that are permitted under the terms of the Quran and as Sunnah.
Way is considered to help avoid the exploitation by one party to another party. Similarly, the risk must be accepted as a condition, which need to be controlled together, but still must be accepted (should not be denied) entirely if it becomes evident that the risk occurs.
The impact, in Islamic transactions required an understanding of what was agreed, especially in any products available Islamic services.
Understanding of which should be directed to obtain the understanding and scope of the component, in the form of objectives, benefits, risks that may be encountered, as well as provisions that must be followed or met and monitored.
Various products syariah it is defined and regulated by the National Syariah Council through a number of his fatwa. Application must be supported by an understanding of both parties working together, and the results realized through the decisions contained in the "Islamic financial contract."
In its institutional, cooperative Islamic financial services are also rationally required to act carefully (prudent), because they assumed the trust management "of its members", through the implementation of various efforts memanaj business effectively.
Why should be, because they also will and may face the problem, as the impact of unfavorable environmental conditions. For that the managers of Cooperative Financial Services syariah or Islamic Financial Services Unit, need to be aware and to provide adequate and careful attention to the pattern of business management.
The pattern should be able to help them to be sensitive and at the same time can lead to the realization of the principle of prudence, it means that the pattern of management must be able to control and direct every actor in the Islamic financial services cooperative institution to act based on principles and procedures defined rules.
Evaluation of the effectiveness of its management pattern should also be done consistently, because they are very dependent on the correctness and "sensitivity" decisions and actions in exploiting the opportunities available and the covenants made.
Critical Factor Syariah
Based on these series of efforts the application of syariah rules in practice is a critical factor in the development of cooperatives and business financial services unit of syariah.
However, it must be admitted that the Islamic system approach in fact have the support application compatibility in the values of togetherness and "responsibility" of members in cooperative principles.
For that pattern syariah comprehensive business management and ability to accommodate the rules and principles of syariah must be juxtaposed with the application of values and principles of cooperation that characterizes the identity of cooperatives. It should be noted that the concept of syariah is applied as an alternative service system in the process of fulfilling the needs of fund and utilization of excess funds in the community.
Islamic business management pattern, because it is not only expected to apply the rules and principles of syariah, as expected, but also to motivate or encourage the implementation of the values and principles of cooperatives in the operation of steps, actions and attitudes and behavior of members of cooperatives.
With the Islamic model, efforts to meet the financing needs of members and the management of surplus funds in the community is expected to be done consistently with the provisions of syariah, so that the managers nor the members who will perform the contract in accordance with the agreement of his choice is also expected to think in the context of syariah, if the expected steps can be consistent.
Thus, once the availability of coaches needed to help oversee and direct the application of the concept of syariah in Islamic financial services cooperative institutions, the different operations and procedures of the service with general institutions of Islamic banking.
What is similar and the principle of the rule, but its application is the provision and cooperative pattern that must be accepted as a characteristic. Mingkin functions and tasks of the National Council of Syariah and Syariah Supervisory Board will increase the complex in the presence of Islamic financial services cooperative institutions as well as Islamic financial services unit of this.
Another critical factor in the successful application of the principles of syariah is the transformation that occurred. For cooperative institutions or other financial institutions that have implemented syariah rules and principles, still requires various adjustments so that the application concept of syariah is not just simply take the system without applying the rules that underlie decision making processes.
An interesting example and a challenge, is to set margin ratio and which can provide income for the parties are bound by the contract. Is there any reference or comparison conditions to determine the ratio, in the sense of how much information until it is known by particular members. It can be study materials, because if one party does not have equivalent information breadth and depth, making the contract invalid.
Business Management Patterns
When it comes to course management should apply to all system applications, because the concept of management is to realize the concept of work efficiency in using resources and achieving effectiveness through others. However, its application is strongly influenced by the values adopted and used by the group. That means that the rule of syariah, which contains the basic provisions of "profit sharing" as a means to earn income in the contract financing (loans, joint financing and purchase of goods) should give the dominant color in their business management processes. Colors that will affect the orientation of the vision and mission of the institution, which is certainly not to seek "profit" in a broad sense, so that should be sought form other advantages.
In that case the concept of syariah should be able to become more effective, considering the organization of cooperatives is also not intended for profit, the Institute is more intended (conceptually) to help develop the skills of its members, both in business and in meeting their consumption needs. Hence cooperative management worked to accommodate and direct as well as building capacity to meet the demands and will of rational service from its members. The burden of management is trustworthy members. Because of that cooperative management is also "not be" placed "contrary" to the members. They must become the motor and also spearheaded the group members in meeting their needs. For that apply democratic values in a cooperative so that there is a sense of togetherness, solidarity and kinship.
So, if the references used in preparing the agreement (contract) to implement the syariah rules and principles, it should not not be too difficult. Management can color the patterns and process management applications based syariah things that had to be applied in the cooperative. Therefore, the formulation of various forms of rules, such as one vote for one member, or a meeting of the highest body (power, absolute) in a cooperative can be aligned with the application of Islamic rules and principles that govern how the agreement was done according to Islamic law.
As a system, the business activities of syariah has the goal of producing sufficient revenue for the group. In relation to financial business is done then the system is expected to support the realization of the dynamics of cooperative organization that is concerned in a comprehensive terlayaninya members. So, do not let the rules and principles of syariah is used merely to "sweetener" or follow the trend. Therefore, it must appear in the pattern of management, which should be oriented to the interests of "consensus" on the basis of syariah. In addition, all actors in the implementation of agency management, must also demonstrate adherence to any contract made, both in terms of fulfilling the interests of more internal and external to the party.
The pattern of management must show and actually upholds the value of "honesty" and "openness" in gaining revenue. No information should be enclosed between the parties that make a contract, and at once secured confidential between them. Matters referred to in the rule of syariah is defined as receiving "the noble values that apply" in certain areas, so the form syariah can be more adaptive applications without having to leave the basic provisions. Thus the requirement to be fulfilled is that the essence of matter (substance) must be lawful, in addition to the procedures to obtain or manage them must also be kosher, and the use of the results should also be permitted to be met operationally.
To maintain the real value of course needed the coaching process, through education related to the explanation and application of rules and principles of syariah, for example by explaining the various products as well as provisions concerning products from the Islamic Syariah Council of the National Halal here have a sense it does not contain aspects that is forbidden according to Islamic law. Terms like that which in our opinion, become the main cornerstone of the National Islamic Council and Syariah Supervisory Board in performing its duties.
For that development patterns for the management of Islamic financial services cooperative institutions and cooperative units can be developed in stages by doing development in their respective management functions.
What's statement, both to establish his fatwa, or in the process of monitoring activities, with the intent to avoid irregularities. With these fatwas based on the foundation system, syariah model already can be categorized as a model which can follow the rules and regulations. Of course the changes will occur during the next development in progress, so the presence of the National syariah Board Fatwa or instructions and repair of the syariah Supervisory Board is expected to be realized just as quickly, in connection with the change that occurred recently in the business environment. Such conditions are expected to be explained to ordinary people, in order not to cause doubt, especially among Muslims about the image and achievements of Islamic financial institutions.
That is part of the critical factors associated with the process of implementation and development of Islamic rules in the application distribution and storage of public funds into small pieces.
By: Subroto Hadisoegondo
Experts Ministry of Cooperatives and SMEs
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Coorporate Culture
It does not matter whether you lead a company with the style of a 'Boss' or style democrats and kinship. The important thing is whether your company capable of conducting our business well and salaries of employees remain safe.
Such opinions could be wrong, especially for employees who have served dozens of years, to be sure he was not going to be treated arbitrarily by superiors who nge-'bossy '. Although leadership styles play an important role, but other important keys, whether the company has a work culture that complied with by all employees and company owners.
Work culture is a system that can be written and its implementation could also just be a commitment to moral sanction. If all employees agree with that commitment, then a system called the corporate culture (corporate culture) has begun.
Understanding the actual corporate culture need not be too serious much less frowning. This concept is a main rule that refers to the prevailing social system in general. And every company also has a standard that is not uniform, but generally produce output in the form of reward and punishment (reward and punishment).
In order to reinforce the sustainability of an enterprise culture, the part assigned to formulate corporate legal aspects of implementing standard operating procedures, a guideline for employees to perform work in accordance fields and their respective positions.
If you want sinister connotations, corporate culture can be a harsh discipline on employees, especially in maintaining all information and company secrets, abide by company rules that if violated could be hit by sanctions in the form of a warning first, second and third. And further dismissed without severance pay. Duh cruel nian.
But if you want easy and somewhat inhuman, corporate culture can be implemented with an appeal that makes employees feel shame to break them. Examples like that I have ever seen in a company that put big writing on every wall of the office employees. The inscription reads about the details of SHY. Its contents include the following states: SHY if I arrive late, if not excel SHY, SHY if you fail to finish the job, and a number of other SHY said, that essentially encourage employees to compete in a healthy manner.
Ownership
Each employee will want to excel in his work. And each company will boost employee morale with the lure of salary and position the better. Therefore, companies that want to build a good working culture, it will put its employees as personal to be respected and appreciated.
With a more humanizing the work attitude of employees (not addressed as a machine) then the work motivation can be lifted and the emergence of a high sense of belonging to the company. They realize the fall and rise and companies will result in the same fate and their future.
In addition to improving employees' sense of belonging to the company, things that need to be done is the implementation of the consistent pattern of reward and punishment for the employee. That is, if the employee's work benefit the company, he is entitled to a reward (material and praise) and punishments (fines and reprimands) if the violation of company rules.
In order to implement these patterns, we need a condition of employment as follows:
1. Openness between management and employees on all matters related to the development level of the company, especially openness about corporate profits or losses.
2. Clarity between management and employees about the measures of success for each employee, which became the basis of work performance appraisal, linked to the pattern of reward and punishment.
Working conditions referred to, was created through a variety of everyday work habits, both managers and company owners. For that, the required behavior of the so-called corporate culture to meet two aspects: First, openness (transparency), as a way to build awareness for the whole party together. Second, accountability (accountability), as a way to build employee motivation to develop the company based on the position and capacity of each.
Openness, can only be built if all the employees even want to appreciate and share information pertaining to the development of the company. While accountability can be built if the employee has a habit of respect for the company as a common interest, so it's ready to take responsibility, maintain and develop the company according to its position and competence of each.
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