Direct and Indirect

Pengertian Direct and Indirect Speech

 

Direct speech merupakan cara untuk melaporkan apa yang orang telah katakan atau tulis, berupa pernyataan, pertanyaan, atau ucapan lainnya, dengan mengutip persis perkataannya. Sebaliknya pada indirect speech, perkataan disampaikan dengan mengubah formatnya agar menjadi lebih jelas, alami, dan efisien bagi pendengarnya

5 Contoh Direct Speech

1.      “I’ll be back soon,” he said.

2.      “I like eating out,” said Vina.

3.      “Wake up now!” she shouted.

4.      “Shut up the window!” she shouted.

5.      “Should I see the dentist tomorrow?” asked Tommy.

5 Contoh Indirect Speech

1.      Rudi has told me He loves me.

2.      Tomy will tell Lina that He needs her here.

3.      He said that the girl was happy.

4.      He said that that the girl had been working hard.

5.      He will tell us that he is tired

Dialog

Hobby

Arya           : Hi Erna, why do you collect many stamps?
Erna         : Ohh…. Hi Arya. I am collecting the stamps for my collection.
Arya         : What do you mean?
Erna         : Yes, actually my hobby is collecting stamps.
Arya         : Why do you like collecting stamps?
Erna         : Because I like to see the unique pictures of the stamps. How about you, what is your hobby?

Arya         : Hmm… I think I don’t have hobby. Should we have a hobby?
Erna         : Not yet. But in our lives we must have something we like most which is called hobby.

Arya         : So, hobby is a pleasure. Then, I think I have a hobby now.
Erna         : Of course, so what is your hobby?
Arya         : I like to read comics especially detective Conan and Swimming
Erna         : That is your hobby. Reading comic. Do you have all of detective Conan’s collection?

Arya         : Yes, I do. I even go to the black market because the original comics have not yet been published. How about your stamps collection?

Erna         : So far I have collected stamps from some countries but I still should find other stamps.

Arya         : Do you need much money or anything for your hobby?
Erna           : Yes of course I need much money because I order the stamps so it costs little bit expensive.

Arya                 : Wow…. Your hobby is expensive.
Erna                    : Yeah but I like to do it.
Arya                 : Okay good luck with your hobby.
Erna          : Thank you.

Managing the Family Business: Firing the CEO

by John A. Davis

Editor's note: This is part of a series of occasional columns on managing the family business written by Senior Lecturer John A. Davis. In this article, Davis discusses when to make changes at the top.
No one needs convincing that the right CEO matters, and that sometimes CEOs need to be changed. Even the stock market moves with changes in the leadership of a company. When the Japanese camera maker Olympus fired its CEO in 2011, its stock fell; when Air France-KLM indicated it would let its CEO go that same year, its stock rose.
But firing the CEO is a tough decision. It often suggests that something has gone very wrong and the organization could be in trouble. It implies that the person was a bad choice to begin with, which impugns the judgment of those who hired the CEO. And there's also the personal confrontation that nobody relishes. It's no wonder that owners and boards are hesitant. Yet sometimes, this is necessary. But when?
You should fire your CEO under two of these three conditions: (1) there is a weak and unfixable fit between the CEO's skills and the needs of the company, (2) the CEO disrespects the core values of the company, and (3) you have good options to replace the CEO, with manageable consequences that are generally positive.

Factor 1: Fit

High performing companies require CEOs with the right skill set, decision style, and values. They have strong credibility with key stakeholders. They build strong executive teams that can execute the strategy of the company. Good CEOs come in all shapes and sizes. Even deified leaders have weaknesses. No one is good at everything. For this reason, good CEOs surround themselves with strong executives who complement their skills, help analyze complicated situations, and chart the right course for a company.
Successful family CEOs often have the values, vision, passion for the business and abilities to build loyalty with key owners, customers, suppliers, and the employees that make them the right leaders of their companies, even if they lack certain skills. You need to look for a leader with the right package of skills, values, and abilities who can build a strong leadership team. If a family member has the right mix of strengths, having a family leader is usually the better choice. If not, find a nonfamily executive who is a good match.
The CEO is always accountable for whatever affects overall performance. Some would include company performance among the factors to consider in firing a CEO. Japanese leaders are known for stepping down when their organization performs poorly, taking full responsibility. To restore credibility to a company, a leader may need to step aside or be removed. But in a family business, interested in long-term success, poor performance may not be reason enough to fire the leader. The business leader may not be responsible for the poor results and may even be the right person to help restore good health. I recommend that you look beyond current performance to the kind of leadership the company needs to be a strong performer long-term.
If the CEO is blocked from doing his job, then let the CEO (with the oversight of the board) change what needs to be changed so he can deliver good performance. But judge a CEO on his or her fit with the needs of the company.
Given the right feedback, guidance, and support, if the CEO-company fit is good, consider Factor 2. If the CEO cannot fit with the needs of the company, then you may need to make a change.

Factor 2: Does the CEO support the core values of the company?

Companies generally claim to honor their core values. Long-term high performance family companies live by their core values: quality, customer service, environmental concern, respect for employees. Nothing is more detrimental to the core values and culture of a company than to see the CEO violating them. Telltale signs include cutting corners to boost profits when the company says it stands for excellent quality. Or disrespecting the legitimate needs of employees. A very experienced senior executive once told me: "If you want to show that you're committed to your values, fire a high performing executive who's violating them." The same goes for a CEO.
I once advised the chairman of a third-generation family business who was having difficulty with his son, whom he had recently named CEO. The new CEO was a decisive leader, smart and capable, with an MBA and a strong academic record. His analytical skills were first rate, better than his father's.
But there was a problem. The son was arrogant and made it clear to everyone that he didn't think much of his father's management style, his executive team, or the company's culture, which emphasized quality, respect for others, and patient investing. The son had a burning desire to show that he knew more than others, even though the top management team had been in place for 20 years and had helped secure the father-son transition. The son felt the business could be run in a more profitable way. He was probably right, but the company was performing well.
The chairman's wife had wanted her son to succeed her husband. But she grew increasingly convinced that her son would not support the values of the company and would harm the culture that had made the company strong and the family proud. The new CEO's arrogance and disrespectful manner eventually eroded his family's trust. The concerned patriarch finally admitted this to his board. After consulting with them and with me, the father walked into his son's office on a Friday afternoon and said, "Son, nobody can contemplate life with you as CEO. I'm very sorry to inform you that you are fired as of right now."
Torn between being a good leader and a kind father, he protected the core values of his company and endured serious conflict in his family. The son went on to start another company and did well as an entrepreneur. The father stepped back into the role of CEO. After a couple of years, he recruited a cousin from the junior generation and passed the business to him. The company stayed in the family and continued to be well run. Eventually the strained family relationships healed.

Factor 3: Do you have good options?

Of course, you should have options ready if you fire your CEO. Family companies should always develop CEO alternatives-at least for emergency situations. But they rarely do.
In a fast-growth economy like Brazil's, with a scarcity of available top management talent, companies are reluctant to fire any senior executive, let alone their chief executive. In these circumstances it is even more important to make sure you provide the CEO clear expectations, useful feedback, good guidance, and the understanding that he or she must be accountable to the owners. I'm sure if economic conditions were different, if you had comfortable options, and if the CEO's fit and values were worrisome enough, you would be more willing to consider firing your CEO. It would still be a tough choice but you need to be ready for this move. I hope you never have to make it.

Pantun Sunda

 ( Manusia dan Keindahan )

Pantun Sunda merupakan seni pertunjukan cerita sastra Sunda lama yang disajikan dalam paparan, dialog, dan dinyanyikan. Seni pantun dilakukan seorang juru pantun diiringi kacapi yang dimainkannya sendiri. Seni pantun Sunda berbeda dengan pantun Melayu yang serupa sisindiran dalam tradisi Sunda (puisi yang terdiri dari dua bagian, sampiran dan isi).

Dalam naskah Siksa kandang Karesian (1518M) dipaparkan pantun digunakan sejak zaman Langgalarang, Banyakcatra, dan Siliwangi. Asalnya cerita pantun seputar kisah kegagahan raja-raja di atas. Pada perkembangannya cerita pantun terus bertambah. Kita pasti tak asing dengan Lutung Kasarung, Langgasari, Ciung Wanara, Mundinglayadikusumah, Dengdeng Pati Jayaperang, Ratu Bungsu Kamajaya, Sumur Bandung, Demung Kalagan, dll. Seni tua usianya ini melahirkan beberapa ahli pantun seperti Rd. Aria Cikondang dari Cianjur (abad 17), Aong Jaya Lahiman dan Jayawireja (abad 19), Uce dan Pantun Beton Wikatmana dari Bandung (awal abad 20) dan Ki Buyut Rombeng dari Bogor.

Dalam Video Pantun Sunda, menjelaskan tata cara ber Pantun Sunda antara lain diharuskan untuk lancar berbicara, berbicara dengan bahasa yang polos, diungkapkan dengan ringkas dan dibumbui dengan kata kata jenaka.

Tari Serimpi

Keindahan Tari Serimpi

( Manusia dan kebudayaan )

Sebelum saya menceritakan video Serimpi Gendhing Tamenggita saya akan menceritakan asal usul Tari Serimpi

Tarian Serimpi merupakan tarian bernuansa mistik yang berasal dari Yogyakarta. Tari Serimpi Yogyakarta ini diiringi oleh gamelan Jawa. Tari Serimpi Yogyakarta ini dimainkan oleh dua orang penari wanita. Gerakan tangan yang lambat dan gemulai, merupakan ciri khas dari tarian Serimpi. Tarian srimpi sangopati karya Pakubuwono IX ini, sebenarnya merupakan tarian karya Pakubuwono IV yang memerintah Kraton Surakarta Hadiningrat pada tahun 1788-1820 dengan nama Srimpi sangopati kata sangapati itu sendiri berasal dari kata “sang apati” sebuah sebutan bagi calon pengganti raja. Tari Serimpi Yogyakarta ini melambangkan bekal untuk kematian (dari arti Sangopati) diperuntukan kepada Belanda.
Dari namanya, Srimpi bersinonimkan bilang empat. Tari Serimpi Yogyakarta Jawa yang berasal dari Yogyakarta ini kebanyakan ditarikan oleh penari dengan jumlah empat orang diiringi oleh musik gamelan Jawa. Gerakan tangan yang lambat dan gemulai, merupakan ciri khas dari tarian Serimpi. Menurut Kanjeng Brongtodiningrat, komposisi penari Serimpi melambangkan empat unsur dari dunia, Yakni grama (api), angin (udara), toya (air), dan bumi (tanah).
Selain itu kata “srimpi” juga diartikan dengan akar kata “impi” [dalam bahasa Jawa] atau mimpi. Serimpi merupakan seni yang adhiluhung serta dianggap pusaka Kraton. Tema yang ditampilkan pada Tari Serimpi Yogyakarta sebenarnya sama dengan tema pada tariBedhaya Sanga, yaitu menggambarkan pertikaian antara dua hal yang bertentangan antara baik dengan  buruk, antara benar dan salah antara akal manusia dan nafsu manusia.

Tari Serimpi Yogyakarta

Dahulu Tari Serimpi Yogyakarta diperuntukan hanya untuk masyarakat di lingkungan istana Yogyakarta, yakni pada saat menyambut tamu kenegaraan atau tamu agung. Dalam perkembanganya, Tari Serimpi Yogyakarta mengalami perubahan, sebagai penyesuaian terhadap kebutuhan yang ada di dalam masyarakat saat ini. Salah satu penyesuaian yang dilakukan yakni pada segi durasi. Srimpi, versi zaman dahulu dalam setiap penampilannya bisa disajikan selama kurang lebih 1 jam. Sekarang, untuk setiap penampilan di depan umum [menyambut tamu negara], Tari Serimpi Yogyakarta ditarikan dengan durasi kurang lebih 11-15 menit saja dengan menghilangkan gerakan pengulangan dalam Tari Serimpi Yogyakarta.
Dari video Serimpi Gendhing Tamenggita saya dapat menyimpulkan bahwa video tersebut menceritakan sebuah sejarah Tari Serimpi dan dari video tersebut juga menampilkan keindahan Tari Serimpi Yogyakarta yang penarinya berjumlah 4 orang.