Tokyo.
Japan's government center, home to the royal family, and 13 million other people. This mega city does not sleep through the year. Actually there are 1001 kinds of reasons why Tokyo is very fascinating, but we just summarize that springs to mind. Here are 10 reasons why the Japanese capital was attracted worldwide attention ...
10. Roppongi Hills
On April 23, 2003, Roppongi Hills was inaugurated and opened to public access in the district of Roppongi, Minato, and immediately hailed as a region that changed forever the face of Tokyo.
Owned by the famous real estate entrepreneur, Minoru Mori, Roppongi Hills is a mega-complex which consists of offices, apartments, houses, hotels, shops, restaurants, theaters, museums, and even a lovely little garden.
Mori-san has stated that his vision was to build a place where people can live, work, play and shop in one place, so that they can improve leisure and quality of life. Roppongi Hills is the answer. Facilities complete nan super expensive. It did not take long to Roppongi Hills to land the target of the expatriates working in Tokyo.
9. Yodobashi Akiba
This is a paradise for lovers of gadgets that have a thick wallet. If you only have one chance to visit an electronics store in Tokyo, then you have come to Yodobashi Akiba.
Owned by electronics companies, Yodobashi Camera Co.., Ltd.. (ヨドバシ カメラ), Japan's largest electronics malls and maybe in the whole world is built rising 8 floors up. From cameras, computers, televisions, washing machines up to the favorite toys of the otaku is complete here.
Address:Yodobashi AkibaHanaoka 1-1 Kanda-Cho, Chiyoda-ku+81 (0) 3.5309.1010
8. Ginza
In the early 1900s, the district of Ginza is an upscale neighborhood in central Tokyo. With a touch of Western style, the district is built with brick buildings and the streets are paved. Ginza is a place many young people hang out so not exactly an afterthought.
In 1923, an earthquake with a strength of 8.2 on the Richter Scale Ginza attack and flatten to the ground, which then forced the city government to do a massive reconstruction. Even now, it remains an icon of luxury Ginza in Tokyo with many world fashion labels such as Chanel, Dior and Gucci which opened for business there.
7. Train & Subway
Rail network is an important part of making the city of Tokyo to be alive. More than 20 million - yup, 20 million people - passing by using mass transportation, every day.
No wonder the train station in Tokyo has been named as the busiest train station in the world. Of those students, college students, office workers, to the tourists who are willing to overcrowding in the carriage was a sight that has been commonly observed every day.
If you are a trip to Tokyo, but had never been on the train, then you belom never been to Tokyo.
6. Shibuya Intersection
For some reason, the intersection at Shibuya district has always been snapped by foreign tourists. Perhaps because of his sea of people who walk through this intersection every few minutes.Busiest intersection in all of Japan is located right in front of Shibuya Station Hachiko exit. Also as the backdrop to the Hollywood film titled "Lost in Translation" and "The Fast and the Furious: Tokyo Drift".
5. Tokyo Disneyland
Who would not want to go to Disneyland? Moreover, Disneyland, this one located in the city of Tokyo. Amusement park covering an area of 465.000 m² it is the first Disney theme park that was built outside the United States.
Even so, Tokyo Disneyland is the only Disney parks not owned by the Walt Disney Company, Disney company itself, but is owned by The Oriental Land Company, the original Japanese. One more proof that the Japanese were more concerned with long-term investment.In 2001, The Oriental Land Company to open again the second Disney theme park, right next to Tokyo Disneyland Tokyo DisneySea ie, who then declared the most expensive theme park ever created humans.
Address:1-1 Maihama UrayasuChiba 279-8511(047) 310-0733www.tokyodisneyresort.co.jp
4. Tsukiji Fish Market
This is the biggest fish wholesale market in the world. Is a must for anyone who likes to eat seafood to come and see the bustling fish market at Tsukiji.Around 3 am, the ships began arriving from all over Japan, from America, and even from Africa, with a lot of fish and other catches are sufficient to meet the demands of the stomach of a country where seafood is the main dish.
This market handles almost all seafood, more precisely 450 types of seafood consumed by all citizens of Japan. King of none other than tuna fish?
Address:5-2-1 Tsukiji, Chuo-ku,Tokyo 104-0055(03) -3547-8011www.tsukiji-market.or.jp
3. Harajuku Girls
There's no way you go to Tokyo but did not see the young girls dressed in flashy. If you road a little further, to the center of Harajuku, maybe you will find those who dress far more bizarre than you ever imagined.Harajuku girls is then twisted fashion styles that were once impressed with a stiff spirit rebels. They took the makeup of their favorite characters in the manga and anime cosplay clothes and make their own themes without caring what anybody else says. This makes the players Harajuku fashion world glancing region more seriously.
Location:Shibuya-kuTokyo 150-0001
2. Yasukuni Shrine
If there is one place that always made the problem every year by China and other countries that once colonized by Japan, maybe this is the place.Yasukuni Shrine is a Shinto shrine is visited regularly by public officials in the government of Japan, including the prime minister and the emperor's family, to honor the soldiers and Japanese soldiers who have sacrificed his life for defending the Empire of Japan in earlier times.
This is the only place where the Emperor had to kneel.
Address:Kudankita 3-1-1, Chiyoda-kuTokyo 102-8246(03) -3261-8326
1. Imperial Palace of Japan
This is what makes the city of Tokyo became the center of attention of world leaders. Built in 1868, the Imperial Palace which became the symbol of the monarchy of this country was destroyed by Japanese air raids during World War II, but now stood firm right in the middle of Tokyo.For the people of Japan, the imperial family will continue to be role models who are very respected and upheld. While the Imperial Palace is considered as a sacred place because it has a long history in the land of rising sun.
Address:1-1 Chiyoda, Chiyoda-kuTokyo 100-8111+81- (03) -3213-1111www.kunaicho.go.jp
23/12/2011
Conflict Management
Every organization must have been familiar with the problems they face and they often call it as a conflict. Conflicts that they face too wide - range, from small conflicts to conflict is very large. The conflict is also not only be felt by an organization just as individuals but we also have experienced a conflict both within the family, school environment, work environment and so forth. However in this paper I will discuss more about the conflict in an organization.
Understanding Conflict and Conflict Organization
Conflict (conflict) is a process that begins when one party has the perception that another party has negatively affected or will affect negatively something of concern or interest of the first party. While the Organization Conflict itself is a problem that arises in an organizational environment that problem either small or large problems. Surely there is no problem without a cause, so there is no conflict if there is no reason that cause conflict. The conflict in the organization is not always negative, because the conflict can be used as an excuse for an organization becomes better. Conflicts of this organization we can also distinguish the two different views. Two different views are the views and the views Interaction Traditional / interactionist.
The Traditional View
The earliest approach to the conflict is of the view that all conflict is a thing / bad events. Conflict viewed negatively and is used as the equation of terms such as violence, destruction, and irrationality, just to reinforce a negative connotation. Conflict of definition alone is dangerous and should be avoided. The traditional view (traditional) is in line with the attitude adopted by many people regarding the behavior of groups in the 1930's and 1940's. Conflict is seen as dysfunctional as a result of poor communication, lack of openness and trust among members, as well as the inability of managers to respond to the needs and aspirations of their employees.The view that all conflict is bad of course, a simple approach in observing the behavior of the person creating the conflict. Because all conflicts must be avoided, we only need to draw attention to the causes of conflict as well as correcting errors to improve the performance of groups and organizations. Although current research studies provide strong evidence to reject that approach to the reduction of conflict produces high performance group, but many of us are still evaluating the situation of conflict using outdated standards of this kind.
Interactionist view
Interactionist view (interactionist) or interactions encourage the emergence of conflict with the basic premise that a group of harmonious, peaceful, calm, and cooperative usually become static, apathetic, and unresponsive to the need perubanhan and innovation. Therefore, the largest donation interactionist view is to encourage group leaders to maintain the minimum level of conflict which is enough to keep the groups remained normal working, self-critical, and creative.Interactionist view did not mean to say that all conflicts are good. This is because some of the conflicts are usually support the achievement of group goals and improve the performance of other forms of conflict are functional (fungtional) and constructive. In addition, there are conflicts that hamper the performance of a group of other forms of conflict that difungsional (dysfungional) and destructive. In this course we can distinguish functional conflict with dysfunctional conflict, the evidence to be considered is the type of conflict. Specifically there are three types of conflict of duties, relationships, and processes.Thus the second explanation is the view I can conclude the difference from the traditional and interactionist views are in the traditional view of conflict is seen and believed that all conflicts are dangerous and should be avoided because of the conflict will bring a bad influence. While the interactionist view or interaction is seen or believed that all conflict is not only a positive action in an organization but also an absolute trust for an organization to achieve better performance. So the traditional view of conflict is considered a very bad thing while the interactionist view of conflict is considered as a good and positive thing for an organization.Conflict task (task conflict) associated with the charge and purpose of the work. Relationship conflict (relationship conflict) focuses on interpersonal relationships. Conflict process (process conflict) are associated with how a work is carried out. This explanation shows that the conflict relation is almost sealu dysfunctional, this is due to friction or hostility anatarpersonal inherent in relation to sharpen the contradictions of personality conflicts and reduce mutual perhatia, which in turn inhibits penyelesaiaan organizational tasks. However, the level of conflict processes and levels of task conflict are low to moderate bias into functional conflict. To be productive, conflict processes must be kept in low levels. Sharp and hot debate about who should do what, will become dysfunctional when it creates uncertainty about the role of each member of the task, extending the task completion time, and cause the members must do the tasks that had accumulated. Levels of task conflict is always showing low to moderate positive effect on group performance because fishing emergence of fresh ideas and good performance of the group who helped to be better.
Result of a Conflict
Results of a conflict are as follows:
* Enhance solidarity among members of the group (ingroup) which was in conflict with other groups.
* Rift between warring groups.
* Personality changes in individuals, such as the emergence of a sense of revenge, hatred, mutual suspicion, etc..
* Damage to property and loss of human life.
* Domination conquest even one of the parties involved in the conflict.
Theorists have claimed that the parties to the conflict can yield responses to conflict according to a two-dimensional scheme; understanding of the results of our goals and understanding for the purpose of any other party. This scheme will generate hypotheses as follows:
* High Definition for the two sides will result in an experiment to find the best way out.
* High Definition for the results of our own will only result in an attempt to "win" the conflict.
* High Definition for the other parties would only result in an experiment that provides "victory" for the conflict parties.
* There is no sense for both sides would result in trial to avoid conflicts.
Main Sources of Conflict Causes
The problem arises must have a cause, as well as the conflict must have causes that give rise to conflict. According to Robbins (1996), conflicts arise because there are conditions that melatar his back (antecedent conditions). The condition is also referred to as a source of conflict. This condition consists of three categories of Communication, Structure, and Personal Variables. In his explanation the main source of the causes of conflict are:
1. Poor communication, in the sense of communication that give rise to misunderstandings between the parties involved, can be a source of conflict. A study showed that semantic difficulties, exchange of information that is not enough, and disruption in the communication channel is a barrier to communication and to this condition would create a conflict. Understanding the structure in this case used in the sense that includes the size of the (group), the degree of specialization is given to group members, clarity of jurisdiction (working area), the match between the goals with the aim of the group members, leadership style, reward systems, and the degree of dependence between the groups. Research shows that group size and degree of specialization is the variable that drives the conflict. The bigger the group, and the more specialized activities, the greater the likelihood of conflict.
2. Personality characteristics that cause the individual has a unique (idiosyncrasies) and different from other individuals. The fact shows that certain personality types, for example, individuals who are highly authoritarian, and low respect for others, a source of potential conflict. If any of these conditions occur in clusters, and the members will realize that, then comes the perception that a conflict within the group. This is called the conflict is perceived (perceived conflict). Then if the individual involved emotionally, and they feel anxious, tense, frustrated, or appear hostile, then the conflict turned into a conflict that is felt (felt conflict). Furthermore, a conflict that has been realized and felt its existence it will turn into a real conflict, if the parties involved make it happen in the form of behavior. For example, verbal attacks, threats toward others, physical assaults, riots, strikes, and so on.
3. Individual differences, including differences in the establishment and feelings. Every human being is a unique individual. That is, each person has a stance and feeling different from one another. Differences establishment and feeling of something or a real environment can be a factor causing social conflict, because in living social relations, one is not always in line with the group. For example, when the musical performances take place in the neighborhood, of every citizen will feel different. Some are annoyed that noisy, but some are amused.
4. Culturally diverse in the world with different cultural background will certainly form the different personalities. Someone a little more will be affected by the patterns of thought and the establishment of the group. Different thoughts and convictions that will ultimately result in the individual differences that can lead to conflict.
5. The difference of interests between individuals or groups of Humans have feelings, and the establishment of different cultural backgrounds. Therefore, at the same time, each person or group has different interests. Sometimes people can do the same thing, but for different purposes.
Main Techniques to Solve Conflicts
The conflict arises because there is cause, then surely we can find a way out and solve the conflict so that the organization's environment, we are obliged to master and understand how to solve a conflict. In this explanation I will explain mengeanai four problem-solving techniques, namely:
1. Integrating (Problem Solving). = In this technique the interested parties together to identify problems encountered, and then seek, consider and select alternative solutions solving problems. This style is suitable to solve complex issues that are caused by misunderstanding (misunderstanding), but not appropriate to solve problems that occur due to different value systems. Its main drawback is the need of time in problem solving.
2. Dominating (Forcing). = Orientation yourself high, and low concern for the interests of others, encourage someone to use the tactic of "I win, you lose". This style is often called forcing (forcing) due to use of formal legality in solving problems. This style is suitable for use if the ways that are not popular be applied in solving the problem, the problem is solved is not too important, and time to take a decision already tight. But it is not suitable to handle problems that require the participation of those involved. The main strength of this style lies in the minimum time required. Weakness, often leading to resentment or a sense of reluctance to accept the decision by those involved.
3. Avoiding. = Avoidance tactic (avoiding) suitable to be used to resolve a trivial or frivolous. This style is not suited to resolve - malasah difficult or "bad". The strength of the avoidance strategy is if we confront a situation that is confusing or ambiguous (ambiguous Situations). As for weaknesses, solving the problem is only temporary and does not resolve the basic problem.
4. Compromising. = This style puts a person at a moderate position, which is balanced blend between its own interests and the interests of others. This is an approach of give and take (give-and-take approach) of the parties terlibat.Kompromi suitable for dealing with problems involving the parties have different goals but has the same strength. For example, in contract negotiations between unions and employers. The main strength of the compromise is in the process of democratic and neither party was defeated. But sometimes a temporary settlement of the conflict and prevent the emergence of creativity in problem solving.
source :
Understanding Conflict and Conflict Organization
Conflict (conflict) is a process that begins when one party has the perception that another party has negatively affected or will affect negatively something of concern or interest of the first party. While the Organization Conflict itself is a problem that arises in an organizational environment that problem either small or large problems. Surely there is no problem without a cause, so there is no conflict if there is no reason that cause conflict. The conflict in the organization is not always negative, because the conflict can be used as an excuse for an organization becomes better. Conflicts of this organization we can also distinguish the two different views. Two different views are the views and the views Interaction Traditional / interactionist.
The Traditional View
The earliest approach to the conflict is of the view that all conflict is a thing / bad events. Conflict viewed negatively and is used as the equation of terms such as violence, destruction, and irrationality, just to reinforce a negative connotation. Conflict of definition alone is dangerous and should be avoided. The traditional view (traditional) is in line with the attitude adopted by many people regarding the behavior of groups in the 1930's and 1940's. Conflict is seen as dysfunctional as a result of poor communication, lack of openness and trust among members, as well as the inability of managers to respond to the needs and aspirations of their employees.The view that all conflict is bad of course, a simple approach in observing the behavior of the person creating the conflict. Because all conflicts must be avoided, we only need to draw attention to the causes of conflict as well as correcting errors to improve the performance of groups and organizations. Although current research studies provide strong evidence to reject that approach to the reduction of conflict produces high performance group, but many of us are still evaluating the situation of conflict using outdated standards of this kind.
Interactionist view
Interactionist view (interactionist) or interactions encourage the emergence of conflict with the basic premise that a group of harmonious, peaceful, calm, and cooperative usually become static, apathetic, and unresponsive to the need perubanhan and innovation. Therefore, the largest donation interactionist view is to encourage group leaders to maintain the minimum level of conflict which is enough to keep the groups remained normal working, self-critical, and creative.Interactionist view did not mean to say that all conflicts are good. This is because some of the conflicts are usually support the achievement of group goals and improve the performance of other forms of conflict are functional (fungtional) and constructive. In addition, there are conflicts that hamper the performance of a group of other forms of conflict that difungsional (dysfungional) and destructive. In this course we can distinguish functional conflict with dysfunctional conflict, the evidence to be considered is the type of conflict. Specifically there are three types of conflict of duties, relationships, and processes.Thus the second explanation is the view I can conclude the difference from the traditional and interactionist views are in the traditional view of conflict is seen and believed that all conflicts are dangerous and should be avoided because of the conflict will bring a bad influence. While the interactionist view or interaction is seen or believed that all conflict is not only a positive action in an organization but also an absolute trust for an organization to achieve better performance. So the traditional view of conflict is considered a very bad thing while the interactionist view of conflict is considered as a good and positive thing for an organization.Conflict task (task conflict) associated with the charge and purpose of the work. Relationship conflict (relationship conflict) focuses on interpersonal relationships. Conflict process (process conflict) are associated with how a work is carried out. This explanation shows that the conflict relation is almost sealu dysfunctional, this is due to friction or hostility anatarpersonal inherent in relation to sharpen the contradictions of personality conflicts and reduce mutual perhatia, which in turn inhibits penyelesaiaan organizational tasks. However, the level of conflict processes and levels of task conflict are low to moderate bias into functional conflict. To be productive, conflict processes must be kept in low levels. Sharp and hot debate about who should do what, will become dysfunctional when it creates uncertainty about the role of each member of the task, extending the task completion time, and cause the members must do the tasks that had accumulated. Levels of task conflict is always showing low to moderate positive effect on group performance because fishing emergence of fresh ideas and good performance of the group who helped to be better.
Result of a Conflict
Results of a conflict are as follows:
* Enhance solidarity among members of the group (ingroup) which was in conflict with other groups.
* Rift between warring groups.
* Personality changes in individuals, such as the emergence of a sense of revenge, hatred, mutual suspicion, etc..
* Damage to property and loss of human life.
* Domination conquest even one of the parties involved in the conflict.
Theorists have claimed that the parties to the conflict can yield responses to conflict according to a two-dimensional scheme; understanding of the results of our goals and understanding for the purpose of any other party. This scheme will generate hypotheses as follows:
* High Definition for the two sides will result in an experiment to find the best way out.
* High Definition for the results of our own will only result in an attempt to "win" the conflict.
* High Definition for the other parties would only result in an experiment that provides "victory" for the conflict parties.
* There is no sense for both sides would result in trial to avoid conflicts.
Main Sources of Conflict Causes
The problem arises must have a cause, as well as the conflict must have causes that give rise to conflict. According to Robbins (1996), conflicts arise because there are conditions that melatar his back (antecedent conditions). The condition is also referred to as a source of conflict. This condition consists of three categories of Communication, Structure, and Personal Variables. In his explanation the main source of the causes of conflict are:
1. Poor communication, in the sense of communication that give rise to misunderstandings between the parties involved, can be a source of conflict. A study showed that semantic difficulties, exchange of information that is not enough, and disruption in the communication channel is a barrier to communication and to this condition would create a conflict. Understanding the structure in this case used in the sense that includes the size of the (group), the degree of specialization is given to group members, clarity of jurisdiction (working area), the match between the goals with the aim of the group members, leadership style, reward systems, and the degree of dependence between the groups. Research shows that group size and degree of specialization is the variable that drives the conflict. The bigger the group, and the more specialized activities, the greater the likelihood of conflict.
2. Personality characteristics that cause the individual has a unique (idiosyncrasies) and different from other individuals. The fact shows that certain personality types, for example, individuals who are highly authoritarian, and low respect for others, a source of potential conflict. If any of these conditions occur in clusters, and the members will realize that, then comes the perception that a conflict within the group. This is called the conflict is perceived (perceived conflict). Then if the individual involved emotionally, and they feel anxious, tense, frustrated, or appear hostile, then the conflict turned into a conflict that is felt (felt conflict). Furthermore, a conflict that has been realized and felt its existence it will turn into a real conflict, if the parties involved make it happen in the form of behavior. For example, verbal attacks, threats toward others, physical assaults, riots, strikes, and so on.
3. Individual differences, including differences in the establishment and feelings. Every human being is a unique individual. That is, each person has a stance and feeling different from one another. Differences establishment and feeling of something or a real environment can be a factor causing social conflict, because in living social relations, one is not always in line with the group. For example, when the musical performances take place in the neighborhood, of every citizen will feel different. Some are annoyed that noisy, but some are amused.
4. Culturally diverse in the world with different cultural background will certainly form the different personalities. Someone a little more will be affected by the patterns of thought and the establishment of the group. Different thoughts and convictions that will ultimately result in the individual differences that can lead to conflict.
5. The difference of interests between individuals or groups of Humans have feelings, and the establishment of different cultural backgrounds. Therefore, at the same time, each person or group has different interests. Sometimes people can do the same thing, but for different purposes.
Main Techniques to Solve Conflicts
The conflict arises because there is cause, then surely we can find a way out and solve the conflict so that the organization's environment, we are obliged to master and understand how to solve a conflict. In this explanation I will explain mengeanai four problem-solving techniques, namely:
1. Integrating (Problem Solving). = In this technique the interested parties together to identify problems encountered, and then seek, consider and select alternative solutions solving problems. This style is suitable to solve complex issues that are caused by misunderstanding (misunderstanding), but not appropriate to solve problems that occur due to different value systems. Its main drawback is the need of time in problem solving.
2. Dominating (Forcing). = Orientation yourself high, and low concern for the interests of others, encourage someone to use the tactic of "I win, you lose". This style is often called forcing (forcing) due to use of formal legality in solving problems. This style is suitable for use if the ways that are not popular be applied in solving the problem, the problem is solved is not too important, and time to take a decision already tight. But it is not suitable to handle problems that require the participation of those involved. The main strength of this style lies in the minimum time required. Weakness, often leading to resentment or a sense of reluctance to accept the decision by those involved.
3. Avoiding. = Avoidance tactic (avoiding) suitable to be used to resolve a trivial or frivolous. This style is not suited to resolve - malasah difficult or "bad". The strength of the avoidance strategy is if we confront a situation that is confusing or ambiguous (ambiguous Situations). As for weaknesses, solving the problem is only temporary and does not resolve the basic problem.
4. Compromising. = This style puts a person at a moderate position, which is balanced blend between its own interests and the interests of others. This is an approach of give and take (give-and-take approach) of the parties terlibat.Kompromi suitable for dealing with problems involving the parties have different goals but has the same strength. For example, in contract negotiations between unions and employers. The main strength of the compromise is in the process of democratic and neither party was defeated. But sometimes a temporary settlement of the conflict and prevent the emergence of creativity in problem solving.
source :
- Stephen P. Robbins – Timothy A. Judge, Perilaku Organisasi (Organizational Behavior), (ed.12). Salemba Empat.
- Gibson, James L., et al., 1977. Organisasi: Perilaku, Struktur, Proses. Alih bahasa oleh Adriani. Jakarta: Binarupa Aksara.
- Greenhalgh, Leonard, 1999. “Menangani Konflik”. Dalam A.Dale Timpe, (Ed.), Memimpin Manusia. Alih bahasa oleh Sofyan Cikmat. Jakarta: PT.Gramedia.
- http://id.wikipedia.org/wiki/Konflik
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