Journalist

The collecting, writing, editing, and presenting of news or news articles in newspapers and magazines and in radio and television broadcasts.

Material written for publication in a newspaper or magazine or for broadcast.
The style of writing characteristic of material in newspapers and magazines, consisting of direct presentation of facts or occurrences with little attempt at analysis or interpretation.

American Heritage Dictionary:

Broadcast journalist

Broadcast journalists are responsible for investigating, gathering and reporting on news and current affairs. They are expected to present this information in a fair, balanced and accurate way through news bulletins, documentaries and other factual programmes for radio, television and online broadcast.

Skillset (Sector Skills Council for the Audio Visual Industries) (http://www.skillset.org) defines broadcast journalism as 'the collection, verification and analysis of events which affect people'. The work of a broadcast journalist shapes people's perceptions of the world in which they live and therefore has a far-reaching impact.

Broadcast journalists can fill a number of roles within the media including editor, reporter, presenter/news anchor, producer and correspondent.

Typical work activities
Although exact duties and responsibilities will vary from role to role and between radio, television and the internet, broadcast journalists will generally be involved in many of the following duties, on a daily basis:

generating ideas for stories/features and following leads from news agencies, the police, the public, press conferences and other sources;
pitching ideas to editors and commissioners;
researching and collating evidence and information to support a story using relevant information sources (internet, archives, databases, etc);
writing scripts for bulletins, headlines and reports which adhere to legal and contractual guidelines;
selecting appropriate locations, pictures and sound and exercising editorial judgement on the best angle to approach a story from;
identifying necessary resources and deploying/managing technical crews for location shoots, including sound operators and camera crew;
providing directorial input, advising crews on what to film or record;
using portable digital video (DV) cameras and other equipment to record material and appropriate editing software to produce complete packages for broadcast;
preparing and presenting material 'on air' for both pre-recorded and live pieces;
identifying potential interviewees, briefing them, preparing interview questions and conducting both live and recorded interviews;
preparing timings for each news item and monitoring these during broadcast;
deciding on the running order for bulletins and making any necessary changes during broadcast;
developing and maintaining local contacts and assuming a public relations role.
Skillset (Sector Skills Council for the Audio Visual Industries) (http://www.skillset.org) has developed a set of national occupational standards which details the responsibilities expected from broadcast journalists.

Work conditions
Range of typical starting salaries: £13,000 - £22,000. Starting salaries vary significantly between local and national broadcasters (salary data collected Feb 09).
Range of typical salaries at senior level/with experience (e.g. after 10 - 15 years in the role): £22,000- £52,000 but can be over £100,000 in exceptional cases (salary data collected Feb 09). Wages differ widely depending on the employer and the location. The Independent (http://www.independent.co.uk) estimates that the basic average salary at this level is approximately £30,000.
Pay tends to be higher in television than radio. Independent local radio posts tend to offer the lowest starting salaries. Additional allowances may be paid for shift work and unsocial hours and a London weighting may be available. Freelance reporters are often on individually negotiated contracts.
Working hours typically include regular unsocial hours. Shift work is common, starting early to cover regional news on breakfast radio/television shows or working mid-morning until late evening for afternoon/evening bulletins. Weekend work is often required and most broadcasters do not take public holidays. On-air presenters are less likely to go out on location to cover stories and their working hours may be more predictable/social.
The media is a volatile industry, characterised by short-term contract employment. Many broadcast journalists may be freelance and may have to relocate or travel according to availability of work.
Diversity in the media is still an issue. The 2006 census from Skillset (Sector Skills Council for the Audio Visual Industries) (http://www.skillset.org) estimated that only 38% of the workforce were women, 7% from minority ethnic groups and employees with disabilities accounted for only 1% of the workforce. However, initiatives such as BBC Extend (http://www.bbc.co.uk/jobs/extend/) , Cultural Diversity Network (http://www.culturaldiversitynetwork.co.uk) , Journalism Diversity Fund (http://www.journalismdiversityfund.com) and George Viner Memorial Fund (http://www.georgeviner.org.uk) . are attempting to address this concern and according to the Office of Communications (Ofcom) in 2007, the proportion of people from minority ethnic backgrounds and people with disabilities employed in broadcasting appeared to be gradually increasing.
Job opportunities can be found across the UK. Work for network stations will tend to be London or regionally based. There are usually more opportunities at local level, through regional stations. Digital Audio Broadcasting (DAB) has opened many new opportunities across radio and television.
The work can be stressful and pressurised; broadcast journalists always work to strict deadlines and need to react as and when a story breaks. The work sometimes involves interacting with people at moments of crisis or tragedy which can be emotionally challenging.
There is frequent travel within a working day and absence from home at night. Overseas work or travel is occasional but more common for specialist correspondents.
Entry requirements
There are three main entry routes into broadcast journalism:

direct entry into a traineeship (though positions are scarce);
moving across from print journalism (usually for those with several years' experience);
'pre-entry' by completing an accredited degree or postgraduate qualification (most popular route).
Although this area of work is open to all graduates, a degree in journalism, or business, finance/economics or government/politics may increase your chances, particularly if wishing to pursue a career as a special correspondent. The industry is divided over the value of undergraduate journalism and media studies degrees, so it is worth investigating which courses have industry recognition or recommendation and studying the success rates of their alumni. Details of relevant courses can be obtained from the following accrediting bodies: National Council for the Training of Journalists (NCTJ) (http://www.nctj.com) ; and the Broadcast Journalism Training Council (http://www.bjtc.org.uk) .

Entry is not usually possible with an HND only.

Postgraduate entry is the most common route to this profession. The BJTC and NCTJ also accredit postgraduate courses which offer both theoretical and practical training. Information about funding for postgraduate study is available from Broadcast Journalism Training Council (http://www.bjtc.org.uk) (BJTC) and from the journalism department at City University (http://www.city.ac.uk) .

In recent years, the media has introduced a number of initiatives, such as the Journalism Diversity Fund (http://www.journalismdiversityfund.com) , to encourage applications from traditionally under-represented groups. Support is, therefore, available for those who may not have studied in higher education. Details of many schemes are available through the Cultural Diversity Network (http://www.culturaldiversitynetwork.co.uk) .

Potential candidates will need to show evidence of some or all of the following:

an interest in news, current affairs and a good general knowledge;
excellent written communication;
good oral communication, with an authoritative voice, confidence in front of a camera and an 'on air' presence;
an understanding of appropriate technical equipment and relevant editing software;
ability to work under pressure, both within teams and individually;
outstanding analytical skills and ability to absorb, extract and present information in a clear and understandable way;
an interest in people/building rapports, able to handle interactions with sensitivity, empathy and diplomacy;
an eye for a story, with an ability to generate original ideas and the confidence to pitch to senior editors;
resourcefulness and creative problem-solving skills.
Work experience, whether paid or unpaid, can be a useful way to develop these skills. The BBC (http://www.bbc.co.uk) and Independent Television (ITV) (http://www.itv.com) regional news both run small sponsored news traineeship schemes. Competition for both traineeships and unpaid work placements at larger network stations is fierce. Making direct approaches to individual editors or producers may therefore prove more fruitful than applying via recruitment departments, as may focusing on local stations. Local press, hospital radio and community media (Community Media Association (http://www.commedia.org.uk) ) are excellent training grounds, as is any involvement in student media (largely magazine, newspaper or radio). Applications, even for work experience, will be stronger if accompanied by demo tapes or cuttings and student media is an ideal place to start building a portfolio. Make yourself known to as many people as possible, be flexible and available at all times. Volunteer to get involved wherever you can and do not be afraid to be pro-active.

There are no age restrictions for entry. Skills, experience and qualifications are the main criteria for selection. It is illegal for employers to discriminate against candidates on the grounds of age, gender, race, disability, sexual orientation or religious faith. For more information on equality and diversity in the job market see handling discrimination.

For more information, see work experience (www.prospects.ac.uk/workexperience) and find courses and research (www.prospects.ac.uk/pg).

Training
If entry has been via an accredited course, it will be expected that the necessary basic training needed to practise in the profession will have been covered. For those who have not come via this route, gaining an understanding of media law and health and safety is normally considered an immediate training need. A substantial amount of training will be informal and 'on the job'. It is usual for trainee journalists to initially be assigned basic tasks such as working autocues and fetching tapes, gaining an insight into the whole process, before they move into more specific and responsible roles.

As budgets are stretched, multi-skilling is becoming more prevalent in the media. Many broadcast journalists find that they can now be responsible for recording and editing their own footage. Acquiring knowledge and understanding of technical equipment and relevant software is, therefore, currently a key training need and many employers will require/support training in these areas.

The media is a fast-paced, ever-evolving industry. Its professional bodies (Skillset (Sector Skills Council for the Audio Visual Industries) (http://www.skillset.org) , National Council for the Training of Journalists (NCTJ) (http://www.nctj.com) and National Union of Journalists (NUJ) (http://www.nuj.org.uk) ) recognise the need to support journalists in their continual professional development in order to stay ahead of the game. Short courses include: negotiating contracts; public relations; sub-editing; interviewing skills; as well as new technologies.

The Media Courses and Multimedia Courses Directory (http://www.bfi.org.uk/education/talkscourses/mediacourses/) , compiled by Skillset and BFI, lists over 6,000 available courses. Others can be found through Journalism.co.uk (http://www.journalism.co.uk) or BBC Academy (http://www.bbctraining.com) including some free online courses.

Career development
Broadcast journalists who start in television will often begin as newsroom assistants or researchers, before moving into a reporting role. As experience is gained, there is scope to specialise; some may choose to focus on pursuing a senior broadcast journalist role with responsibility for managing news staff and budgets while others may prefer to become a studio-based news anchor or presenter. Another route may be to specialise to become a correspondent. The ultimate aim for the latter may be to secure a position as a senior correspondent on network news, though these positions are highly coveted and few and far between.

Investigative journalism or documentary journalism are also possible career development options. Those who wish to move behind the scenes may aspire to become programme editors/sub-editors or producers.

Radio differs slightly in that trainees are normally given greater responsibility earlier on. Depending on the size of the station, they may even find that they have sole responsibility for a newsroom from the outset. Progression would normally be to positions with larger commercial or network stations or across into television and then as above.

Typical employers
Employers of broadcast journalists include:

BBC (http://www.bbc.co.uk)
Bloomberg (http://www.bloomberg.com)
ITN (http://www.itn.co.uk)
Independent Television (ITV) (http://www.itv.com)
Channel 4 Television (http://www.channel4.com)
Sianel Pedwar Cymru (S4C) (http://www.s4c.co.uk)
Five TV (http://about.five.tv/)
independent production companies
international news agencies such as Reuters (http://today.reuters.com)
digital, cable and satellite networks.
Competition for jobs with network broadcasters is extremely tough. However, digital broadcasting has created new openings for broadcast journalists, with the arrival of 24-hour news channels and niche programming and increased opportunities in ethnic broadcasting.

Employers from the radio sector include BBC national and regional stations, as well as local and national commercial radio stations, (see The Local Radio Company (http://www.thelocalradiocompany.com) or RadioCentre (http://www.radiocentre.org) for contact details).

Sources of vacancies
Search graduate jobs (www.prospects.ac.uk/links/jobvacs).

BBC (http://www.bbc.co.uk)
Broadcast Journalism Training Council (http://www.bjtc.org.uk) .
Broadcast (http://www.broadcastnow.co.uk) and Broadcast Freelancer (http://www.broadcastfreelancer.com)
Campaign (http://www.campaignlive.co.uk)
Guardian Jobs (http://jobs.guardian.co.uk) - Mondays and Saturdays
Hold the Front Page (http://www.holdthefrontpage.co.uk)
The Independent (http://www.independent.co.uk)
ITV Jobs (http://www.itvjobs.com)
Journalism.co.uk (http://www.journalism.co.uk)
Media Week (http://www.mediaweek.co.uk)
Press Gazette (http://www.pressgazette.co.uk)
There are a small number of recruitment agencies specialising in journalism, including The Media Network (http://www.tmn.co.uk) . Some presenters may use an agent.

See also job hunting tips (www.prospects.ac.uk/links/jobhunt) and applications, CVs and interviews (www.prospects.ac.uk/links/appsinterviews).

Qualities of a good radio journalist

There has rarely been a better time to start in radio. More people are
employed in radio in the UK than in television. The industry is growing
Working in radio


fast and the main problem facing many editors is finding sufficient staff
and freelancers who can do the job. Note the words ‘who can do the job’.
There is no shortage of people who would like to do it. Sadly, not all of
them have abilities to match their ambition.


It is essential that you should know what you want to do. The first letters
to be rejected by radio stations usually start: ‘I would be willing to do
anything, including making the tea.’ The writers of such letters believe
they are increasing their chances of employment by showing versatility. In
fact, people who are too dazzled by radio in general are unlikely to be
much use in practice.


Apart from journalists, the other major on-air performers are the presenters.
The term ‘presenter’ can cover all kinds of broadcasting, from being a
DJ on a fast-moving dance show to reading the shipping forecast on Radio
Four. On BBC local radio stations, the presenters of the main programmes
at breakfast, lunch and drive time are usually experienced journalists.


A competent radio journalist has to combine the traditional talents of the
reporter with the newer skills. Some know a little about a lot. Others, like
specialist reporters, know a lot about a little. Traditional talents mean an
ability to write clear, easily understood English, a knack of summarizing
complicated situations, asking pertinent but pithy questions and – most
important of all – a ‘nose for news’ or knowing what makes a good
news story.


In addition, the radio journalist must feel at home with technical equipment
and digital editing techniques. This means hard disk editing, recording
links and packages, reading self-op live bulletins on air and conducting
interviews. If many of these terms mean nothing, do not worry. They are
all explained later.


The good radio journalist is flexible, technically competent, capable of
working under extreme time pressure, able to prioritize and juggle dealing
with a major disaster and a funny story in the same hour. Journalists must
also be able to think well on their feet, perhaps recording an interview or
writing details of a court case story literally a few seconds before they are
due on air.


The quality of imagination in a radio journalist does not mean the quality
of making up stories, but having ideas for news stories and their treatments,
as well as seeing newsworthy possibilities in unpromising places,
like apparently endless council meeting minutes and agendas.

Basic Radio Journalism
Paul Chantler and Peter Stewart

Understanding Radio

People listen to radio news when they need to know quickly what is going
on. They realize that because radio news is so simple and short, it is up to
date and has to concentrate simply on reporting the facts.

Speed and simplicity
Radio is probably at its best when it is ‘live’ or reacting to an event
happening ‘now’. Because there are relatively few technicalities, a news
story can be on the air in seconds and updated as it develops. Radio works
best with news stories which require a quick reaction. There is a flexibility
which exists in no other media because comparatively few people are
involved in the process.

Radio can simply be one person and a telephone. There are no cameras,
lights or production assistants. Usually, it is just one broadcaster and a
microphone or telephone separating him or her from the listener. You
should always strive to make use of radio’s greatest assets – speed and
simplicity.


Making pictures
Radio is the best medium to stimulate the imagination. By doing what
radio does best – getting on the air from a scene quickly and describing
the event so the listener can visualize what is happening – you are using
the most powerful tools you possess: immediacy and imagery.
The listener is always trying to imagine what he or she hears and what is
being described. These pictures are emotional – such as the tearful voice
of a mother appealing for information about her missing teenage daughter.
Pictures on radio are not limited by the size of the screen; they are any
size you wish.


Person-to-person
Radio is a very personal medium. The broadcaster is usually speaking
directly to the listener. This is why it is so important to think of the audience
as singular. When you talk on the radio, you are not broadcasting to the
masses through a gigantic public address system. You are talking to one
person in the way you would speak if you were holding a conversation
over a cup of coffee or pint of beer.
Radio also allows the full emotions of the human voice to be heard, from
laughter through anger and pain to compassion. The sound of a voice can
convey far more than reported speech. This is because the way something
is being said is just as important as what is being said.


Localness
The biggest strength of broadcasting news on local radio is that it gives a
station its sense of being truly local. Local radio stations aiming for a
broad audience ignore news at their peril. In an increasingly competitive
marketplace, news is one of the few things which makes a local station
sound distinctive and ‘close to you’.

News from ‘around the corner’ is often just as important to a listener as
news from around the world – if not more so in many cases. However,
there is a danger of becoming too local. Policy judgements have to be
made about what is local and what is too parochial or parish pump. Local
radio news bulletins are not audio versions of local newspapers, for
reasons of space if nothing else. The judgement of how local is local is an
important one. For example, a story about a cat up a tree is too parochial
for all radio stations. The same story about a firefighter being killed while
trying to rescue the cat is not only a good local story, it is almost certainly
a national one as well.


Basic Radio Journalism
Paul Chantler and Peter Stewart

Three tools Journalism 101 should introduce to students

Three tools Journalism 101 should introduce to students

NOVEMBER 16, 2010 BY JOSHUA LYNCH ADD COMMENT SHARE

The AP Stylebook may be handy, but it's not the only tool Journalism 101 students should be handed. Photo by Lee Bennett on Flickr.

Looking back at my college education, I’m left wishing that I had been introduced to some tools a bit earlier. Instead of being set up as a life-long learner and digital journalist, I was required to buy an Associated Press Stylebook and spent my time practicing how to bang out different types of ledes that blend into different story structures.

That material is not complex, but some people have the knack for it and lots don’t. The camp of students that does get it right away (and is already practicing it at the student paper or internships) suffers through the rest of the semester while professors patiently try teaching the same things in different ways to students who don’t get it. Years later, as graduation approached, I realized lots of the students who had held back the class because they didn’t understand the basics were either no longer in the program—or still couldn’t write a good hard news lead and a basic inverted pyramid.

The attitude was that everything worth learning could be gained by religiously attending class and doing one or two internships.

I can’t help wondering what I would have already learned independently had my journalism professors introduced me to these three tools for learning journalism:

1. Blogging

Throughout my journalism program, professors required students to start up a blog, usually using Blogger, and use it for a variety of purposes, including actually blogging about a neighborhood or topic a few times during the course or just posting assignments to it in an effort to go paperless and encourage online discourse between classmates.

What I wish would have happened is that my professors across courses worked to graduate bloggers. That means introducing us to good blogging software (so definitely not Blogger) and guiding us through setting up those blogs (buying domains, setting up hosting, etc.); focusing in on a blogging topic that we were passionate about and would blog about; continually emphasizing blogging best practice along with print journalism techniques; and working across classes and the program to start and stick with one blog.

Blogging would be a like a whole new classroom for journalism students, and the benefits would be many, including: introducing students to essential technology for web publishing, teaching them to network through the Internet effectively and giving them practice writing in a less formal, conversational manner for web readers.

2. RSS Reader

Sure, many programs have classes that require students to read their local newspaper and even take quizzes on the news. It’s an effective way to force students to start a news-reading habit if they didn’t have one already. But it also pretends that there aren’t plenty of other sources out there that will help students pick up journalism skills—namely blogs about social media, new media, journalism, etc. Having students read blogs like Mindy McAdams’ Teaching Online Journalism blog is like enrolling them in a whole new journalism class.

3. Twitter and other social media

Twitter was in its infancy when I was entering my journalism program, but now that it’s widely accepted as an excellent tool for many tasks in journalism, it’s time journalism professors learn about it themselves and then get students using it as a networking tool, social version of an RSS reader, and a method of sourcing stories and engaging with audiences.

Read more

Eight trends for journalism in 2011

Trend 1: Tivo for news

Trend 2: More sharing of content, in both directions

Trend 3: The singles model for news

Trend 4: We’ll do it live

Trend 6: Trimming back in nonprofits

Trend 7: New front pages

Trend 8: A shift in Google results


Read More here

Talented Young People

Talented Young People

The Jakarta Globe Need Reporters

The Jakarta Globe, an English newspaper, is looking for reporters to fill
up vacancies in business desk.

Journalists/ reporters who have good English competency, background in economics beat are strongly recommended to apply although they are not the ultimate consideration for the employment.

- The paper is also offering positions for fresh graduates (Bachelor degree
and higher) or experts from non-journalism field to join with special
considerations. Please put your reasoning why you are interested in joining
us.
- Highly motivated, adaptable, good personalities, those who can work under
pressures and committed to deadlines are candidates that the paper is
looking for.
- Attractive packages and benefits.

Please send your CV, *example of any English written articles, either has
been published in the media or not (academics writing will also be counted),
*scanned (JPG) version of any IELTS, TOEFL certificates as well as cover
letter, explaning why you are interested in joining the paper to these
emails:

ari.works@gmail.com or hhglobe@yahoo.com or newsdesk@thejakartaglobe.com

Or you can send your applications to: PT Jakarta Globe Media, Kawasan Bisnis
Granadha, Plaza Semanggi 9th Floor,
Jl. Jend. Sudirman Kav. 50, Karet Semanggi, Jakarta 12930

Lowongan wartawan Antara

Bagi yang ingin karir sebagai wartawan, kantor berita Antara membuka peluang baru:

ANTARA membuka lowongan untuk wartawan baru dgn Persyaratan:

1. Pria/wanita maks 25 th
2. Pendidikan S1
3. Punya pengalaman jurnalistik lebih diutamakan
4. Punya kemampuan komunikasi yg memadai
5. TOEFL score 500

Bagi yg berminat/ada teman/saudaranya yg mau berkarir menjadi wartawan, silahkan kirim surat lamaran, CV, foto terbaru (4x6) dan copy of TOEFL ke :
Departemen SDM Perum LKBN ANTARA, Wisma Antara Lantai 19, Jl Medan Merdeka Selatan No 17 Jakarta 10110

Atau bisa via email ke: personalia@antara. co.id

Web Journalism

Web Journalism
Practice and Promise of a New Medium
James Stovall
Feb 2004, Paperback, 256 pages
ISBN13: 9780205353989
ISBN10: 0205353983

Description

Journalism on the Web explores the current practices and future possibilities of Web journalism and examines the characteristics of the Web that distinguish it from traditional media.

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Contents


Preface


1. Logging on to the Web.
What Is the World Wide Web?Disadvantages of the Web.Whither Web Journalism?SIDEBAR: September 11, 2001.SIDEBAR: The President and the Intern.SIDEBAR: The Starr Report.COOL IDEAS: Don't Read and Drive; Listen Instead.

2. News Web Sites.
Defined and Current.Owned and Operated.Developing a Web Site (Or Not).Growing the Web Site.Independently Owned.News Sites that Didn't Mean to Be.Web Logs: A New Form of Journalism?Whither Web Sites?SIDEBAR: Content Management Systems.

3. News: Expanding the Definition.
Old News, Good News.News, and More of it.No More Deadlines.Non-Linearity.Audience-Generated News.Personalized News.Web Logs as News.Unseparating Church and State.And Finally…COOL IDEAS: If Readers Could Choose.

4. Reporting: Gathering News for the Web.
Something Old, Something News.Reporting: Where Journalism Begins.What Makes a Good Reporter.Sources and Procedures.Stored Sources.Speed and No Deadlines.Versatility and Teamwork.Beyond Traditional Sources.Lateral Thinking: Mind Expansion for the Web Journalist.Layering Information.What It Takes.

5. Writing.
Writing for the Media.Techniques of Journalistic Writing.Structures from Print.Web Writing Structures.Summaries.Writing for Visual Effect.New Forms of Writing.Web Logs.It's Still About Journalism.

6. Editing.
Editing for the Web.Upholding Standards.First Duty: Know the Language.Second-Level Editing: Formulating the Language.Headline, Summaries and Links.The Editor-Reporter Relationship.Convergence: Where Media Meet.Site Design and Organization.Encouraging and Managing Interactivity.Preserving the Site.SIDEBAR: Journalistic Style.SIDEBAR: The Five Commandments for the Copyeditor.

7. Photojournalism
Photojournalism: Journalism, Only Different.Life and Times of the Photojournalist.Developing the Good Picture.The Photo in Print.The Digital Revolution.The Web: Medium of Acceptance and Change.Ethical Considerations.Photo Web Sites.The Promise of the Web.

8. Graphics Journalism: Words and Pictures Together.
Graphics Revolution.Informational Graphics.Type-Based Graphics.Chart-Based Graphics.Three Basic Charts.Maps.Developing Infographics.Graphics on the Web.The Immediacy of Graphics Journalism.Animation.Conclusion.COOL IDEAS: Floating in Words.

9. Audio and Video: Sound and Little Fury.
The Web and Broadcast News.Reporting and Writing for Broadcast.Story Structure.Broadcasting Formats.Broadcast News Web Sites.Webcasting and Video on Demand.SIDEBAR: Broadcast Style.SIDEBAR: On-the-Air to Online.

10. Design: What Goes Where.
Sept. 11 and Beyond.Design and Layout.Visual Logic.Design Concepts.Three Elements of Design.Web Site Design.Organizing a Web Site.Web Pages.The Front Page.Section Fronts.Article Pages.Special Sections.Conclusions.

11. Engaging Audiences.
The Death of All Media.A Growing Audience.The Interactive Audience.Audience-Oriented Forms.Personalization: The Daily Me.Paying for It.Tracking Audiences.

12. Media Law Online (by Amelia Parker).
Broadcast Regulation.Decency Online.Defamation.Privacy.Copyright.Obscenity and Indecency.Conclusion.

13. The Web Culture: Inside MSNBC.


14. Big Issues.
Galloping Technology.The Digital Divide.Profitability.Will Newspapers Survive?The End of Journalism as We Know It.

Appendices.
Appendix A: Newsgathering Techniques.Appendix B: Journalistic Style.Appendix C: Type and Typefaces.

Journalism Ethics and Regulation

2nd Edition
Chris Frost
Mar 2007, Paperback, 352 pages
ISBN13: 9781405835367
ISBN10: 1405835362

Description

Journalism Ethics and Regulation looks closely at the ethical considerations, moral dilemmas and challenges the practicing journalist faces every day. It provides journalism students and trainee journalists with the tools to make informed ethical decisions in their working lives.

In addition, Journalism Ethics and Regulation guides students through the maze of regulatory frameworks and codes of practice which they often find tough to negotiate.

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Contents

1. Introduction

2. What Are Ethics?

3. News: Towards a Definition

4. Morality of Reporting

5. The Good Journalist

6. Truth, Accuracy, Objectivity and Trust

7. Privacy and Intrusion

8. Gathering the News

9. Reporting the Vulnerable

10. Deciding What To Publish

11. Taste and Decency; Harm and Offence

12. Professional Practice

13. Regulation

14. History of Print Regulation

15. History of Broadcast Regulation

16. Codes of Conduct as a Regulatory System

17. Regulation Systems in the UK

18. The Experience Abroad

19. The Future

20. Appendices

21. Glossary and Bibliography

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Features

* Comprehensive coverage of core ethical issues such as the ethics of news gathering, intrusion and privacy, and the difficulties of achieving truth, accuracy and objectivity under pressure
* Looks at what underpins ethics both in terms of everyday, minute-to-minute decisions and from where - historically and philosophically - codes and practices have emerged
* Extensively illustrated with topical examples and synthesises the major recent research into the area
* Considers the differences in regulation (both self and statutory) and practice between print and broadcast journalism and how these distinctions are blurring and changing
* Provides detailed coverage of the main codes of practice and regulatory bodies - PCC, Office of Communications, BBC, NUJ – in the UK and beyond

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Reviews

"Given the endless controversies around privacy, ethics and media regulation this book is a timely, comprehensive and indispensable handbook for journalists and a rallying cry for all those who believe ethical journalism is not just possible but an essential part of a free media in a democratic society.

Using real life examples Chris Frost's book is both a practical tool which deserves a place on every journalist's desk and an unbeatable guide to the origins, failures and successes of media regulation in the UKand beyond.

Chris Frost stands robustly in favour of a more ethical journalism - his book is a very welcome contribution to the debate about the role of journalists and regulation in achieving that".

- Jeremy Dear, General Secretary of the National Unionof Journalists (NUJ)

Global Journalism

Global Journalism
Topical Issues and Media Systems
5th Edition
Arnold de Beer, John Merrill
May 2009, Paperback, 504 pages
ISBN13: 9780205608119
ISBN10: 0205608116
Description

Thoroughly reviewed, with new chapters and several new authors, Global Journalism addresses the most pertinent issues and problems in today's global journalism. This new edition recognizes the vast and rapid changes taking place in global journalism across media systems on all continents. Its three interlinking parts offer an overview of the present state of media and journalism theory; a critical analysis of the main issues confronting global journalists, media organizations, audiences, and others in the media world; and a focus on the media of the world’s eight major journalism and media regions.

Global Journalism has established itself over a quarter of a century as a trusted authority on international media. The new edition carries that reputation further into the 21st Century for a new generation of journalism and media scholars, students, and media professionals.

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Contents

Preface. John C Merrill.

I. GLOBAL PERSPECTIVE ON MEDIA ISSUES.

Part I: Global Perspectives on Media and Journalism Issues

1. Global Press Philosophies. John C. Merrill.

2. Critical and non-Western Press Philosophies. Herman Wasserman, .

Part II Barriers and Callenges to Global Journalism

3. Global and National News Agencies. Terhi Rantanen and Oliver Boyd-Barrett.

4. Barriers to Media Development. Paul Parsons, Rich Landesberg and Glenn Scott.

5. Freedom of the Press Around The World. Lee B. Becker and Tudor Vlad.

6. International Journalism Ethics. Herman Wasserman.

7. Global Advertising and Public Relations. Doug Newsom.

8. Continuing Media Controversies. Paul Grosswiler.

9. Global Journalism Education. Mark Deuze.

10. Journalists: International Profiles. Beate Josephi.

11. Journalists Reporting From Foreign Places. P. Eric Louw.

12. Global News Arnold S. de Beer.

III. THE WORLD'S REGIONS.

13. Western Europe. Byron T. Scott.

14. Eastern Europe, the Newly Independent States of Eurasia, and Russia. Allen W. Palmer.

15. The Middle East and North Africa. Orayb A. Najjar.

16. Sub-Saharan Africa (East, West and South). Minabere Ibelema and Tanja Bosch

17. Asiaand the Pacific. Jiafei Yin.

18. Australasia. Stephen Quinn and John Tidey.

19. Latin America. Federico Subervi.

20. North America. William Briggs.

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Features

* Covers both the major philosophical, problematic and controversial issues of global journalism, as well as informed discussions on how it is practiced today around the world.

* Features the work of 25 national and internationally published authors, including some of the world’s foremost scholars in specialized areas of research.

* Prof John C. Merrill, the well-known internationally acclaimed pioneer of global journalism and media studies, has now turned the editorship of Global Journalism over to Arnold S. de Beer, who co-authored the 4th edition with Merrill.

Broadcast Journalism

Broadcast Journalism
A Guide for the Presentation of Radio and Television News
2nd Edition
David Keith Cohler
Jan 1994, Paperback, 315 pages




A Comprehensive introduction to the various aspects of electronic newsgathering (broadcast journalism). Covers radio and TV, writing, reporting and producing. Extensively revised.

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Contents

I. NEWSWRITING.

1. Introduction to Broadcast Style.
2. Training, Reference Materials, and Copy Appearance.
3. Story Structure, Leads, Language.
4. WhoÓ and What.Ó
5. WhenÓ and Where.Ó
6. Libel, Attribution, Quotation, and Ethics.
7. Special Segments.
II. RADIO NEWS.

8. Is Anyone Listening?
9. Sources of Radio News.
10. Audiotape I: Actualities (Sound Bites).
11. Audiotape II: Reports.
12. Audiotape III: Interviewing, Editing, Field Reporting.
13. Radio Newscasting.
III. TELEVISION NEWS.

14. Is a Picture Worth a Thousand Words?
15. Picture and Script Components.
16. Videotape I: Components, Sources, and Editing.
17. Videotape II: Scripting.
18. Reporting I: The Assignment.
19. Reporting II: Shooting the Story.
20. Reporting III: Basic Story Coverage.
21. Performing.
Index.

Buy at : Pearson Book

Journalism

Journalism
Who, What, When, Where, Why, And How
James Stovall
Dec 2004, Paperback, 528 pages
ISBN13: 9780205372041
ISBN10: 020537204X

Description

Journalism: Who, What, When, Where, Why and How is a comprehensive introduction to the field, covering how news is produced and delivered, how news organizations work, and how audiences react to and interact with the news media. For students preparing for a career in journalism, the text describes the range of job possibilities in the field and offers practical, basic instruction in the fundamental practices of journalism: reporting, writing, editing and presentation. Journalism helps students understand this exciting and important field and become more critical consumers of mass media. It also provides an overview of the rich history of journalism in America.


Contents
Each chapter begins with “SIDEBAR: Key Concepts and Terms,” and concludes with “Questions for Discussion,” “Related Websites,” and “Reading and Reference.”

Preface.

I. WHAT.

1. News and Society.
News Values.Why News Matters.SIDEBAR: Everybody Talks About the Weather.News and the Social Order.SIDEBAR: Theodore Roosevelt and the Bully Pulpit.WHAT DO YOU THINK? The Journalist's Dilemma.Pressures on Journalists.SIDEBAR: A Passport, a Keyboard and a Paycheck.The Job of the Journalist.2. Culture of Journalism.
The World of the Journalist.Character and Characteristics.Skepticism and Cynicism.Working Within the News Organization.Dealing with Sources.Objectivity and Fairness.SIDEBAR: Liberal or Conservative Media? (Part 1).Unacceptable Practices.SIDEBAR: Liberal or Conservative Media? (Part 2).News Organizations in the Larger Culture of Journalism.SIDEBAR: Civic Journalism.A Dynamic Culture.3. Becoming a Journalist.
Prepare.Learn About the Field.Getting Trained.SIDEBAR: Getting Help.Go to Work.SIDEBAR: Joining Up.Get Started.
II. WHERE.

4. Newspapers.
Initiators of Journalism.Organizational Structure: the Business Side.Organization Structure: the Editorial Side.SIDEBAR: The Black Press: An Alternative Voice in American Journalism.The Editorial Page.Newspapers Today.SIDEBAR: Small Newspaper, Big-time Journalism.Major Players in the Newspaper Industry.The Future of Newspapers.5. Magazines.
SIDEBAR: On the Cover of Rolling Stone.Why Magazine Journalism?Structure of the Magazine Industry.SIDEBAR: Slate.com: Overcoming the E-zine Doubters.Creating a Magazine.Staff Structure and Employment.SIDEBAR: A Month in the Life of the Art Director.Magazine Journalism.Freelance Writing.The Future of Magazines.6. Television and Radio.
Impact and Immediacy.Radio: News at a Different Level.Local Television.SIDEBAR: Public Broadcasting.Television News.SIDEBAR: The JFK Assassination: Television's First Big Story.Regulation of Broadcasting.The Future of Broadcasting.7. News Web Sites.
The Difference of the Web.SIDEBAR: Getting the News—September 11, 2001.The News Web Site.Owned and Operated.Independently Owned.SIDEBAR: Questions of Credibility Plague the Web.News Sites that Didn't Mean to Be.Web Logs: a New Form of Journalism?Whither Web Sites?
III. WHO AND HOW.

8. Reporters.
What Reporters Do.Personal Characteristics.SIDEBAR: Profile of the American Journalist.Becoming a Professional.SIDEBAR: The Most Gratifying Moment.Getting there: Becoming a Reporter.9. Reporting.
Five W's and One H.Types of Sources.SIDEBAR: Tips on Covering a Beat.Interviewing.SIDEBAR: A Dozen Interviewing Tips.A Note on Accuracy.10. Writing News and Features.
Basic Writing Characteristics.SIDEBAR: Writing Values and Advice.Writing Conventions.Attribution.Other Writing Conventions.The Inverted Pyramid.The Lead Paragraph.SIDEBAR: Inverted Pyramid Checklist.Developing the Story.Feature Styles.Characteristics of Feature Writing.Read, Analyze, Emulate.11. Style.
Wire Service Stylebooks.SIDEBAR: Trademarks.Journalistic Conventions.SIDEBAR: Basic AP Style Rules.Language Sensitivity.12. Editors.
The Most Important Job.Who is the Editor?WHAT DO YOU THINK? Giving up Editorial Control.Traits of an Editor.The Editor-Writer Relationship.SIDEBAR: Editors, Watch Out for Those Writers.What the Editor Must Do.Getting to be an Editor.13. Editing and Headline Writing.
Accuracy.Checking Facts.SIDEBAR: A Day in the Life of a Copyeditor.Brevity.Clarity.Editing Procedure.Principles of Headline Writing.Guidelines.Procedure.Headlines on the Web.14. Visual Journalists.
Words and Pictures.Photojournalism—Journalism, Only Different.Life and Times of the Photojournalist.The Digital Revolution.Designers.Graphics Journalists.The Importance of the Visual.15. Graphics Journalism.
Principles of Design.Conventions of Graphics.The Good Graphic.Types of Graphics.Developing Infographics.16. Photojournalism.
Basics of Photojournalism.Photographer's Commitment.The Photojournalist in Action.Newsworthy Photos.Photo Editing.Cropping.Scaling.Digital Photography.SIDEBAR: The Associated Press Policy on Handling Photographs.Ethics and Taste.Cutlines.17. Publication Design.
Design.Visual Logic.Type.Type on the Page.Illustration.White Space.Newspaper Design.Types of Newspaper Design.Principles of Layout.News Judgment.SIDEBAR: Steps in Laying Out a Page.Laying Out a Page.Twelve Rules.Web Site Design.18. Broadcasters.
Broadcast Journalists.The World of Broadcasting.Selection of News.News Department Organization.How Reporters Work.SIDEBAR: Make the News Relevant for People's Lives.Broadcast News Formats.Salaries in Broadcast Journalism.Getting into Broadcast Journalism.19. Writing for Broadcast.
Characteristics of Writing.Story Structure.SIDEBAR: Lose the Accent.Broadcast Writing Style.Broadcast Copy Preparation.SIDEBAR: The Hissing Sibilant.Putting Together a Newscast.Conclusion.
IV. WHEN.

20. Beginnings of Journalism.
Where Does Journalism Begin?The Printing Press.Dangerous Information.The New World.Benjamin Franklin.SIDEBAR: Women in 18th Century Journalism.The Fire of Revolution.SIDEBAR: James Rivington and the Tory Press.Partisanship.21. Journalism Comes of Age.
Change and More Change.The Penny Press.James Gordon Bennett and the New York Herald.SIDEBAR Samuel F.B. Morse: What Hath God Wrought!Sectionalism, Slavery and Abolition.The Growth of Magazines.SIDEBAR: Picturing the Rich and the Famous.The Civil War.The End of the War and its Aftermath.22. New Realities, New Journalism.
A Profession Matures.A Generation of Growth.An Age of Personalities.SIDEBAR: Yes, Virginia, There is a Santa Claus.Advancing Technology.SIDEBAR: Yellow Journalism.Reporters and Reporting.SIDEBAR: “Stunt” Journalism Nellie BlyChange in Advertising.The Watchdog Press.23. 20th Century and Beyond.
A Century of Technology.The Decline of Newspapers.The Development of Radio.Time and Development of the News Magazine.SIDEBAR: Henry Luce and the March of Time.Television.SIDEBAR: Watergate: A 'Third-Rate Burglary' and a Pulitzer for Two Young Reporters.Newspapers: Clouded Stability and Prosperity.Expanding Television with Cable.The Development of the Web.
V. WHY.

24. Law and the Journalist.
Corruption in Minneapolis.Legal Precedents.SIDEBAR: The State of the First Amendment.The First Amendment.Defamation.Defenses Against Libel Suits.SIDEBAR: Developing the Concept of the Public Figure.Copyright and Trademarks.Privacy.WHAT DO YOU THINK? What Would You Do?Legal Protections for Journalists.Free Press-Fair Trial.Constant Vigilance.25. Ethical Practices.
The Good Journalist.An Approach to Ethical Behavior.SIDEBAR: Loyalty to What?Ethical Difficulties.Persistent Problems.26. Present and Future.
An Open Profession.Financial State of the Profession.Areas of Concern, Optimism.Changing Technology, Changing Audience.Appendix A: Grammar and Style Diagnostic Test.
Index.
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Features

Features up-to-date examples and discussion of current issues and controversies, allowing students to understand the principles of journalism in the context of issues that are familiar to them.
Focuses on the importance and challenge of maintaining accuracy and honesty in the media, encouraging students to think about ethics and values.
Includes both practical and conceptual approaches to the study of journalism, giving students a full picture of the field.
Covers history in four lively chapters that tie journalism to larger societal trends, helping students engage in the material rather than be put off by it.
Contains a chapter on writing based on the author's widely-used text Writing for the Mass Media (Allyn & Bacon, 2002), giving students practical instruction in writing and opportunities to practice what they are learning.

Source: Pearson Books

Handbook of Broadcast Journalism

The Broadcast Journalism Handbook
Gary Hudson, Sarah Rowlands
Jun 2007, Paperback, 592 pages


This exciting text presents all the key practical skills required by today’s broadcast journalist. Highly illustrated with examples from modern day newsrooms, the authors explain in detail the key techniques and theoretical context the broadcast journalist will need to know in order to succeed.

The Broadcast Journalism Handbook is the first text of its kind to be produced in full colour, and as such brings a unique energy and life to the book, seamlessly mirroring the industry that it is exploring.

Another revolutionary resource in this field is the FREE DVD that accompanies each copy of the book. It will prove to be an invaluable support throughout the reader’s studies. This fantastic DVD contains numerous examples of various editing ideas and an array of complete demonstrations of filming techniques – practical tools that will actually help you in the real-world of broadcast journalism!

This is the ‘must have’ book anyone studying college, university and independent training courses in broadcast journalism at all levels; and for professionals and trainees in broadcast, print and other media looking to develop their skills. It is also ideal for those viewing broadcast journalism in the wider context of media studies.

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Contents

Preface

Foreword

Acknowledgements

Publisher Acknowledgements

Guided Tour

Part One: The Job

Chapter One Introduction

Chapter Two What’s the story?

Chapter Three Finding the news

Chapter Four The interview

Chapter Five News writing

Chapter Six Location reporting and production

Chapter Seven Location video and sound

Chapter Eight Sports reporting and commentary

Chapter Nine Foreign reporting

Chapter Ten Going live

Chapter Eleven The package

Chapter Twelve Editing

Chapter Thirteen Graphics

Chapter Fourteen Presentation

Chapter Fifteen The programme

Part Two: Newsdays

Sky News

Five Live

ITN

BBC Ten O’Clock News

Century FM

News 24

Staffordshire Local News

Radio 1 Newsbeat

Part Three: The Essential Guide

Getting a job

The law and broadcast journalists

Part Four: Workshops and Exercises


Glossary

Index

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Features

Includes comprehensive coverage of key skills including interviewing, news gathering, reporting, editing and presentation
'Essential guide' section provides advice on how to get a job, a guide to the law, and a useful glossary of broadcasting terms
Covers cutting-edge technology essential for the budding journalist to know - including mobile video production, graphics and digital journalism
DVD included, demonstrating filming techniques and editing ideas
Companion website (www.pearsoned.co.uk/hudson) including updates on new developments, podcasts and further support materials
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Reviews

‘THE must-have basic text for generations of up-and-coming broadcast journalists. Sarah Rowlands and Gary Hudson have tied it much more tightly to the actual delivery of training as well as getting very close to real life in radio and TV newsrooms. And, crucially, it places everything in the context of the continuing internet revolution taking place in our industry.

It’s bang up-to-date but tackles the problem of keeping up-to-date, when so much is changing, so fast, by also offering a companion website, updating developments as they happen. The “Newsdays” section, analysing the way that different radio and TV outlets produce their bulletins, is fascinating. And finally, the accompanying (free) DVD demonstrating filming and editing techniques is a brilliant idea.’

Jim Latham – Secretary BJTC (Broadcast Journalism Training Council)


'...invaluable in university journalism departments, on professional training courses, and in the broadcast newsroom itself. I would certainly adopt this for my students.' - Mike Henfield, University of Salford

‘It is very well written and comprehensive too. I especially like the examples, which are recent and all highly relevant.’ - Roy Saatchi, of Roy Saatchi Associates

‘I think this book is new, up to date, of the moment and I would recommend it to our students … very clear, easy to follow and interesting to read’ - Jennifer Brown, University of Leeds

‘The writing style was engaging and quite entertaining’- Carole Fleming, NTU

Buy at Pearson Books

Handbook of Journalism

Sebuah buku mengenai bagaimana dunia Jurnalistik dan bagaimana karir di dunia yang sangat menantang ini, dapat Anda baca dalam buku Handbook of Journalism.

Untuk ke depan akan dituangkan semacam cuplikan dari buku penting mengenai jurnalistik ini.

Silahkan baca lebih detil Handbook of Journalism.

Download Buku-buku Jurnalistik

Bagi Anda yang berminat memasuki dunia jurnalistik simak terus berbagai koleksi buku dan textbook untuk kuliah atau studi Anda dalam beberapa hari ke depan.

Jika Anda sudah berkecimpung di dunia jurnalistik, simak terus karena skills Anda harus terus diupgrade dengan berbagai koleksi buku penting baik dalam bahasa Indonesia atau Inggri.

Anda juga bisa memperoleh rangkuman sejumlah artikel dan buku yang penting memperluas wawasan Anda.

http://www.leutikaprio.com/produk/110930/komunikasi/1209676/jurnalistik_radio/11061570/asep_setiawan

Lowongan Kameraman SCTV

Lowongan di SCTV


Job title: Entry Level
Job function: Broadcaster, TV/Radio
Job position: Cameraman
Work location: Surabaya
Level of education: Bachelor's Degree
Major: Any
Work experience: At least 1 year
Gender: Male
Age: Between 23 and 28 years-old
Offering salary: Not specified
Requirements: - Bisa mengoperasikan Kamera
- Bisa Editing Visual
Job description: - Melakukan Tugas Visual Harian
- Membuat Short list visual yang diambil
- Dapat melakukan editing cut to cut/Non Liniear




Closing date: 21 May 2008

Contoh Psikotest

Berikut beberapa informasi yang Anda perlukan. Sebagian mungkin tidak tepat namun
mudah-mudahan ada manfaatnya:

Sample Psikotest Online
Bahasa Indonesia:

http://bursa-kerja.ptkpt.net/_karir.php?_karir=persiapan-psikotes

Berbahasa Inggris:

http://www.psychtests.com/tests/alltests.html#exclusive

http://www.2h.com/index.html

http://www.iqtestforfree.com/

http://www.highiqsociety.org/iq_tests/

Soal-soal Psikotest menyangkut:

1. Menghitung angka
2. Deret angka
3. Deret gambar
4. Permainan kata
5. Menghitung 2 angka berdekatan dari bawah ke atas (atau sebaliknya);
jumlahnya bisa ratusan angka, Anda harus belajar cepat menghitungnya.
6. Wartegg test (melengkapi 8 buah gambar, ini paling sulit, keterangan di bawah),
7. Menggambar orang
8. Menggambar pohon berdaun dan berbuah
9. EPPS, pilih di antara 2 pilihan yg mana paling mewakili diri sendiri.
10. Tes Sifat-sifat pribadi (positif dan negatif)


Saya kutipkan dari seseorang yang sudah mengikuti psikotes namun sama dengan
pengalaman saya waktu psikotes dulu sama seperti yang pernah penulis tempuh ketika mengikuti psikotest dari jam 0800 sampai 17.00.

1. Ada deret-deret angka kebawah di selembar kertas besar lalu kita diminta
menulis jumlah antara dua angka dan kalau jumlahnya puluhan yang ditulis
cuma belakangnnya saja, lalu untuk hitung setiap barisnya kita diberi waktu
2. Lalu ada deret-deret angka kek deret aritmatik, mis:
2 3 5 ... 12 nah angka yang dititik-titik itu apa (lihat latihan psikotes bahasa
Indonesia, atau beli buku tes IQ)
3. Anda juga akan dihadapkan pada soal matematika dengan kalimat. Perlu
konsentrasi penuh dan latihan dari buku IQ.
4. Tes IQ dengan gambar kotak, kubus dan berbagai gambar lainnya. Bisa
anda pelajarai di buku tes IQ.
5. Tes 8 kotak. Di dalamnya ada garis/lingkaran/titik/kotak di tiap kotaknya,
kita diminta melanjutkan gambar dari pola yang dikasi itu, kira-kira apa
gambarnya nanti dan diberi judulnya.

Ini pengalaman yang baru memecahkan teka-teki 8 gambar:
- gambar pertama bisa dengan menggambar pagar, dan diberi tanda minus, mungkin
akan dideskripsikan sebagai orang yg tidak suka dikekang, dibatasi, dsb
- gambar kedua saya menggambar jendela (beserta rumah), dan juga diberi
tanda minus, mgkn ini bisa dideskripsikan sbg org yg tidak suka hanya
melihat, tetapi juga harus ikut terlibat dalam suatu pekerjaan
- gambar ketiga dan keempat berturut2 saya menggambar mata dan alis mata
+ mata dan diberi tanda plus, mgkn nanti akan dideskripsikan sebagai org yg
memiliki visi dan pandangan yg jauh
- gambar kelima saya menggambar pelangi (beserta matahari) dan diberi
tanda plus, mgkn nanti akan dideskripsikan sebagai org yg optimis dan ceria
- gambar keenam saya menggambar jari telunjuk, dan diberi tanda plus, saya
krg begitu tau maknanya, apakah ini berarti saya suka menunjuk org, seperti
memerintah org?
- gambar ketujuh saya menggambar panah, dan diberi tanda plus, mgkn ini
maknanya goal oriented dan siap utk menghadapi hal2 baru
- gambar terakhir saya menggambar mobil dan diberi tanda plus, mgkn ini
menggambarkan siap utk berpergian jauh (jauh dr keluarga)
6. Diminta menggambar orang yang kita kagumi. Sebaiknya menggambar
orang yang aktif , sedang ada kegiatan, jangan statis.
7. Tes Menggambar pohon. Sebaiknya pohon besar ada batang, daun bunga
atau buah. Misalnya pohon mangga dengan akar dan buahnya.
mungkin dari gambar itu akan dianalisa seperti ini,
- bila gambarnya sampai mendetail, sampai keliatan daun-daunnya, mungkin orang
tersebut akan diinterpretasi sebagai orang yang perfeksionis, mendetail, dan
practical thinking tetapi lamban
- bila gambarnya tidak mendetail, mungking akan diinterpretasi sebagai orangg yang lebih
abstarct thinking, lebih progresif, tidak terlalu menyukai detail
8. Tes karangan, terserah dan bebas. Latihan menulis karangan saja dan
pengalaman kita.
9. Tes Kepribadian. Perlu latihan dan memikirkan apa yang diinginkan
pemberi tes. Misalnya: Saya a) cerdas b) licik c) pendiam
10. Tes Kepribadian. Misalnya: "Saya adalah seorang : "
a) menuruti apa kata bos/ asal bos senang
b) menuruti kemauan sendiri
11. Psikotest itu pada umumnya akan menguji kecerdasan dan kepribadian
seseorang melalui:- linguistik (tes permainan kata2)
- logis matematis (hitung-hitungan
- spatial visual (mencocokin gambar)
-dan juga memori
Perlu juga dijelaskan bahwa dalam mengerjakan semua soal berada dalam
tekanan, jadi kita harus berlatih dan tetap konsentrasi.
Semoga bermanfaat dan sukses

Jakob Oetama: Perusahaan Ini Diberkati Tuhan

Rabu, 21 Januari 2004

Oleh : Henni T. Soelaeman

Sosoknya dikenal santun, bersahaja, dan pemalu. Ia mengangankan kemakmuran bagi Indonesia mini yang bernama Kelompok Kompas Gramedia. Bagaimana ia memimpin lebih dari 10 ribu karyawannya?

Pada penghujung Januari 2001, matahari baru sepenggalah, seorang karyawan Kelompok Kompas Gramedia (KKG) bergegas memasuki lift. Ketika angka enam menyala dan pintu lift terbuka, perasaan sukacita masih menyergapnya. "Gile, gue mau ngomong apa, ya," batinnya seraya terus melangkah menyusuri koridor sebelum akhirnya masuk satu ruangan. Ia masih tak percaya saat sekretaris Jakob Oetama menelefonnya. "Dipanggil Bapak." Selama lebih dari lima tahun bekerja sebagai karyawan KKG, baru pertama kali ini ia menjejakkan kaki di ruangan itu dan bertemu dengan Jakob Oetama, berdua saja di ruang kerja Presiden Direktur dan Chief Executive Officer KKG.
"Terima kasih atas bantuan yang Bapak berikan." Kalimat itu langsung meluncur dari mulut si karyawan itu begitu berhadapan dengan Jakob. Pada hari sebelumnya, atasannya memberikan titipan bantuan dari Jakob atas musibah yang menimpa keluarganya. "Saya ini seorang ayah yang memiliki banyak anak. Kamu layaknya seorang anak yang kalau punya masalah atau persoalan datang ke bapaknya." Kalimat yang disampaikan Jakob itu sampai saat ini masih tersimpan di memorinya.
Sepenggal kenangan juga disimpan August Parengkuan, wartawan senior Kompas dan Presiden Direktur PT Duta Visual Nusantara Tivi (TV7). Ketika berada di Australia untuk tugas jurnalistik, Jakob Oetama menelefon istrinya. "Ia menanyakan kabar keluarga, termasuk anak-anak, selama saya pergi. Bagaimana saya tidak terharu," kenang August. Menurut dia, bukan hanya ia saja yang mendapatkan perhatian khusus. Karyawan lain pun memperoleh perlakuan yang sama dari Jakob. Bos KKG itu sering jalan-jalan mendatangi unit lain. Sapaan, semisal selamat pagi, apa kabar, meluncur dari bibir Jakob saat berpapasan dengan karyawan KKG, entah itu office boy, staf, sampai manajemen puncak. Terkadang Jakob sekadar tersenyum atau menepuk bahu atau punggung karyawan yang ditemuinya. Tengah malam menjelang dini hari, meski tidak serutin dulu, Jakob menyambangi percetakan. "Bayangkan, CEO yang memimpin 10 ribu karyawan bersikap seperti itu," ujar August.
August juga merekam kenangan lain. Saat Jakob masih menjadi komandan Kompas, sering tiba-tiba saja ia muncul di ruang redaksi. "Sedang mengerjakan apa? Ada kesulitan atau tidak? Sudah makan?" Begitu J.O. -- panggilan akrab Jakob -- menyapa anak buahnya yang berkutat dengan deadline. Pada hari tertentu, ruang redaksi Kompas "pecah" oleh jeritan kaget seorang rekan karena mendapatkan kartu ucapan selamat ulang tahun di mejanya dari J.O. "Sekarang jarang, ya, karyawannya sudah ribuan," aku Jakob.
Jakob dikenal luas sebagai orang bersahaja. "J.O. ditawari fasilitas mobil Mercedes Benz, namun ia menolaknya," cerita August. August, yang menambahkan, sebenarnya J.O juga pemalu. Ia sering terlihat berdiri sendirian di pojok saat menghadiri pesta. Ia juga memilih datang sendiri, tanpa sang istri. Selain pelahap buku dan jogging setiap pagi, tak banyak karyawan yang tahu kehidupan pribadi Jakob.
Memanusiakan manusia, begitulah filosofi J.O. "Saya sosok yang I do care," ungkap J.O. Ia tak pernah memandang level karyawan. Siapa pun disapanya. Siapa pun dia dijenguknya kalau mendapatkan musibah, semisal keluarganya sakit atau meninggal. Saat sopir kantor di kampung sakit, J.O., seperti diceritakan August, menengok ke rumahnya. "Ibaratnya kami bekerja di sini diuwongke," kata August. Tapi, beberapa tahun terakhir ini, karena faktor usia yang sudah merambat tua, J.O. mengaku tak selalu menyambangi langsung ke rumah karyawan yang tertimpa musibah. "Sudah tak sekuat dulu dan karyawannya makin banyak," tuturnya.
Perhatian dan kepedulian Jakob setali tiga uang dengan perilakunya yang santun, bahkan kerap dinilai oleh karyawannya kelewat santun. Sebagai orang Jawa, Jakob dipandang sangat njawani. Di lingkungan KKG, Jakob dikenal sebagai pribadi yang menjaga perilaku. "Ia takut menginjak kaki orang lain, takut menyinggung orang lain," ungkap seorang karyawan. Bahkan, menurut Vaksiandra, Redaktur Pelaksana majalah Hai, "Kultur yang dibangun di KKG juga kultur Jawa, sangat kulonuwun, ewuh pakewuh," katanya. Di matanya, pribadi Jakob yang terlalu njawani dengan sikap rendah hati membuat sosoknya sebagai pemimpin tidak tampak jelas. "Kalau ingin melihat sosok sebenarnya J.O., lihat saja bagaimana bahasa Kompas. J.O. itu tidak meledak-ledak dalam menyampaikan kritik, bahasanya halus padahal nyelekit bagi yang memahami makna yang tersirat di balik kalimat itu," ujar August.
Perilakunya yang santun dan ewuh pakewuh tak jarang justru menjadi bumerang bagi perusahaan. Saat Jakarta-Jakarta, Tiara, dan Raket harus ditutup, Jakob tak mengambil langkah pemutusan hubungan kerja (PHK). Karyawannya disalurkan ke unit bisnis lain atau ke media lain di bawah payung KKG. Padahal, SDM di unit tersebut sejatinya sudah pas. "Akhirnya, ya dijejal-jejali dan buntutnya menjadi tidak produktif," tutur karyawan yang tak mau diungkap jati dirinya itu. Dalam perjalanannya, PHK akhirnya diberlakukan bagi karyawan Raket. Itu pun berkat desakan karyawan. Imbalan pesangon yang sangat besar -- untuk ukuran media baru dan tengah collaps -- lantas diberikan Jakob.
Kepedulian dan perhatian J.O. kepada karyawan yang terpancar dari prinsip I do care tersebut diterapkan sebagai falsafah manajemen di lingkungan perusahaan. Dalam memberdayakan karyawannya, J.O menerapkan falsafah We do care. Manajemen, menurut dia, wajib seoptimal mungkin menerapkan falsafah We do care sebagai wujud kewajiban perusahaan atas hak karyawan.
Sebagai wujud falsafah ini, ia mengaku selalu berupaya peduli atas segala kebutuhan karyawannya. "Kita harus tahu apa yang diinginkan oleh karyawan. Dengan kepedulian, berarti kita menghargai keberadaan mereka. Jangan hanya memperlakukan mereka sebagai mesin penghasil uang," katanya. Tak heran, Jakob begitu memperhatikan kesejahteraan karyawan. "Imbalan yang pas sesuai dengan beban kerjanya akan membuat karyawan lebih termotivasi bekerja dengan lebih baik," jelasnya. Meski begitu, ia menganggap sistem penggajian di KKG belum sempurna.
Menciptakan perusahaan yang adil, makmur, dan merata bagi seluruh karyawan --"Itu cita-cita J.O.," ungkap August. Menurut dia, J.O. sangat peduli atas masalah hak karyawan, seperti gaji dan tunjangan supaya karyawan KKG hidup lebih layak. Saking pedulinya, khususnya di level bawah atau staf, J.O. lebih dulu membuatkan perumahan bagi karyawan level bawah. Sementara itu, karyawan di level manajemen menengah atas belakangan. "Ha..ha..kita pernah iri atas kebijakan itu. Kok, kita dapat rumahnya belakangan?" cerita August.
Bagi Jakob, menyejahterakan karyawan itu kewajiban perusahaan. "Mereka aset, ya harus mendapatkan hak-haknya dengan baik," katanya. Menurut dia, dengan tingkat kesejahteraan yang baik, karyawan pun akan termotivasi memberikan yang terbaik bagi perusahaan. Mereka juga menjadi loyal. Secara jujur, ia bangga bahwa turn over karyawan di perusahaannya relatif kecil. "Di bawah 5%," tambahnya. Kata seorang karyawan yang tak mau diungkap jati dirinya, "Jakob tahu sekali bagaimana membuat karyawan betah bekerja di sini."

Ibarat pisau bermata dua, sikap We do care perusahaan bukannya tak menerbitkan riak. Ia tidak menampik bahwa upaya selalu memenuhi kebutuhan karyawannya agar sejahtera menciptakan pegawai yang cenderung terlena dengan segala kemapanan yang diperoleh karena bekerja di KKG dan tidak didapatkan di tempat lain. Buntutnya berkembang istilah rajin malas sama saja alias RMS. Pasalnya, sistem penggajian dan pemberian fasilitas KKG sangat jelas. Parameternya ialah lama bekerja, bukan pada performa karyawan. Prestasi karyawan lebih untuk mendongkrak posisi. Misalnya, tahun ke berapa mendapatkan fasilitas pinjaman rumah, kendaraan, atau yang lain, jelas tertuang. Artinya, rajin atau malas, fasilitas dan tunjangan tetap diberikan.
"Namun kami saat ini sudah menerapkan pemberdayaan SDM melalui sistem penilaian karya," kata Jakob. Dengan sistem ini, diharapkan karyawan lebih termotivasi menunjukkan kinerjanya. "Supaya juga tidak ada istilah RMS itu," ungkap J.O. Penilaian karya ini dievaluasi setiap enam bulan dan dipantau terus-menerus oleh pihak SDM.
Ruang seluas 30-an meter persegi di lantai 6 Gedung KKG, Jalan Palmerah Selatan, berhawa sedikit panas, sepertinya pendingin ruangan tidak berfungsi dengan baik. CEO KKG, Jakob Oetama, menerima tim SWA. "Saya hanya punya waktu sampai pukul 11.15 ya, karena ada janji bertemu orang," kata J.O. Di dinding ruang bercat putih itu, waktu menunjukkan pukul 10 lewat 5 menit. Jakob terlihat santai dengan kemeja biru muda dipadu celana biru tua lengkap dengan dasi bermotif garis bintik-bintik dan tanda pengenal melekat di dada kirinya. Ballpoint Montblanc terselip di saku kemejanya.
Kami dari SWA duduk di sofa berwarna krem. Lemari berisi buku koleksi Jakob berderet rapi sepanjang lebih dari lima meter. "Bagaimana perasaan Bapak terpilih menjadi The Best CEO?" SWA memulai perbincangan. Jakob tak langsung menjawab. Sejurus ia diam lantas menyungging senyum. "Itulah, saya pakewuh," katanya. Ia mengaku surprise sekaligus heran karena terpilih sebagai The Best CEO 2003. "Semestinya orang lain saja yang lebih muda usia yang meraih ini. Saya sudah tua lho, 72 tahun," tambahnya. Wajah sepuh-nya memang tergurat jelas pada garis mukanya. Rambutnya yang dibiarkan agak gondrong menyembulkan gumpalan uban.
"Kalau boleh saya menilai diri saya sendiri, saya itu orangnya ngemong. Mungkin karyawan suka kepada saya karena sikap ngemong ibarat bapak kepada anaknya," papar J.O. mengomentari bahwa terpilihnya ia sebagai The Best CEO karena penilaian pegawainya juga. "Sebenarnya, saya tidak sehebat seperti yang dibicarakan karyawan saya. Sebetulnya saya biasa-biasa saja," katanya.
Selama memimpin KKG, ia menegaskan falsafah leadership yang dianutnya ialah falsafah ngemong. Arti ngemong baginya itu menggerakkan, mengajak, memotivasi, menyemangati, menjelaskan, dan bagaimana melakukan komunikasi. Di matanya, kunci keberhasilannya ialah berkomunikasi dengan seluruh karyawan dari semua level. "Komunikasi itu sangat penting," katanya. Bentuk komunikasi sederhana yang dianutnya ialah sekadar menyapa karyawan: apa kabar? selamat pagi!
Komunikasi tersebut dijabarkan juga lewat forum karyawan di setiap unit usaha. Secara berkala, ia mengadakan pertemuan dengan direktur seluruh unit bisnis. Pertemuan resmi ia dengan seluruh karyawan KKG dilakukan setiap acara syukuran tahunan yang jatuh pada Januari. Menurut dia, acara tersebut sangat ditunggu-tunggu seluruh karyawan KKG. "Karena pada acara itu Bapak mengumumkan kenaikan gaji. Tahun ini, berapa persen?" timpal SWA. "Kok tahu?? tanyanya, keningnya mengerenyit. Tanpa menunggu jawaban SWA, ia menambahkan, "Ya, itu sebenarnya yang ditunggu-tunggu karyawan," katanya menyungging senyum. Untuk mengomunikasikan visi, misi, dan garis besar kebijakan perusahaan kepada seluruh karyawan, J.O. menjelaskan bahwa KKG memiliki pedoman baku perusahaan, yang seluruh karyawan wajib mematuhinya. Ini termasuk melalui sharing knowledge dan experience dengan pegawai yang dilakukan lewat pertemuan rutin, baik langsung di depan karyawan, lewat forum karyawan, atau acara lain.
Guna mempercepat pencapaian visi dan misi, J.O, menekankan kerja sama tim. Tim kerja yang solid dan baik memudahkan dan mempercepat pencapaian visi dan misi yang ingin dicapai perusahaan. Ia melihat dirinya sebagai sosok team builder. Baginya, sosok pemimpin itu harus mampu menjadi team builder. Sebagai pemimpin, J.O. mengakui dirinya bukanlah orang yang menguasai banyak hal. "Saya harus tahu diri bahwa saya tidak menguasai semua hal atau banyak hal," ucapnya. Ia lebih senang membangun tim yang terdiri atas beberapa orang yang memiliki kelebihan masing-masing dengan pembagian kerja dan tanggung jawab kerja yang jelas. "Seluruh anggota tim bertanggung jawab baik atas kesuksesan maupun kegagalan," jelasnya.
Adanya tim kerja membuat dirinya bisa lebih memobilisasi karyawannya dengan segala kelebihan di bidangnya. Ia sadar bahwa perusahaan ini memiliki keragaman keahlian. Perusahaan ini memerlukan keahlian di berbagai bidang agar bisa tetap jalan. Bermacam keahlian itu dijadikan satu dalam forum atau tim, baik di tingkat corporate management maupun di setiap unit usaha.
Dengan beragam SDM yang memiliki beragam keahlian, latar belakang, dan budaya, J.O. memilih melakukan pendekatan kultural. Melalui pendekatan ini, ia berusaha memahami dan mengerti bagaimana sifat, karakter, dan perilaku karyawannya yang datang dari latar belakang yang berbeda-beda. Meskipun berbeda, J.O. menginginkan ada kultur yang berlaku umum bagi seluruh karyawan di dalam ruang lingkup KKG. Salah satu kultur di KKG ialah budaya kerja tim yang harus terus-menerus dibina dan dibangun. Lewat tim, berarti ada komitmen bersama yang patut disepakati bersama." Dengan adanya tim kerja, tujuan akan lebih cepat tercapai sehingga waktu dapat dimanfaatkan secara optimal dan efisien," tegasnya.
Sebagai pucuk kepemimpinan yang menaungi kemajemukan, ia berupaya seadil mungkin memberikan kesempatan yang sama kepada seluruh karyawan untuk maju dalam konteks demi kemajuan perusahaan. Ia mengibaratkan KKG sebagai Indonesia mini. "Beragam suku, budaya, agama, etnis, ada di sini. Ini menjadi sumber kekuatan perusahaan," katanya. Ia ingin menciptakan Indonesia mini yang makmur, kaya, dan adil di dalam lingkup perusahaan. "Sejak mendirikan perusahaan ini, saya sudah mencanangkan akan membawa perusahaan ini sebagai Indonesia mini," jelasnya.
Sebagai komandan, J.O. berupaya menyelaraskan penerapan sistem manajemen bisnis yang baku dengan suasana kekeluargaan. "Sejak awal, saya ingin perusahaan ini sebagai keluarga kedua bagi karyawan karena mau tidak mau sebagian besar waktu karyawan itu dihabiskan di kantor," tuturnya. Menurut dia, kelugasan sikap, ketelitian, kedetilan, dan ketepatan waktu, serta perhitungan eksak sangat diperlukan dalam bisnis. Toh, bisnis yang bernuansa kekeluargaan juga bukanlah hal yang jelek. Dalam pandangannya, suasana kekeluargaan dan keharmonisan penting bagi kemajuan bisnis. "Kita harus bisa menyeimbangkan antara kepentingan manajemen bisnis dengan asas kekeluargaan," tegasnya. Caranya? "Bersama almarhum P.K. Ojong, sejak awal berusaha betul menerapkan dan menjalankan Good Corporate Governance (GCG)," katanya. GCG, menurut dia, diperlukan untuk menyeimbangkan antara kepentingan bisnis yang sakelijk dengan bentuk manajemen kekeluargaan. Jurus yang dilakukannya ialah membuat sistem kontrol yang jelas, baku, dan hitam putih. Rambunya jelas dan transparan. Sebagai pemimpin tertinggi, ia selalu menjaga agar tidak ada kebocoran dalam hal keuangan perusahaan. "Ini saya perhatikan betul mengingat pundi-pundi keuangan itu demi kemakmuran bersama," ujar Jakob yang memercayakan pengelolaan keuangan kepada pihak yang profesional dan ahli. Dikatakan August, dalam menjalankan bisnis, J.O sangat konservatif. "J.O. sangat berhati-hati mengeluarkan setiap sen uang perusahaan," paparnya.
Sebagai pelaku bisnis, ia berpikir bahwa dirinya juga memiliki tanggung jawab sosial dan berkontribusi penting pada kemajuan sosial bangsa. Ia setuju bahwa pelaku bisnis wajib diberi tanggung jawab sosial. Ia melihat pada iklim ekonomi pasar yang berlaku saat ini, pelaku bisnis harus diperlakukan secara proporsional karena kehadirannya diperlukan untuk menggerakkan roda ekonomi sektor riil. Dalam membangun SDM, hal mendasar ialah pemilihan karakter, yang diutamakan sejak awal perekrutan karyawan. Fleksibel, luwes, berpikiran terbuka, dinamis, berani menerima kritik, asertif, jujur, peduli orang lain, bisa saling memberi dan menerima serta teratur --itulah kriteria SDM yang menjadi parameter KKG. "Karakter karyawan yang tidak malas, tepat waktu, jujur, tidak manipulatif itulah karakter yang saya sukai," ujar Jakob.
Untuk menciptakan SDM yang berintegritas, kompeten, dan accountable, J.O. berusaha menjalankan nilai-nilai yang disepakati bersama sehingga dirinya dapat menjadi sosok yang patut disegani dan dihormati oleh karyawannya. Sebagai pemimpin, ia mengaku berusaha untuk selalu sejujur dan selurus mungkin dalam menjalankan bisnisnya. Baginya, hal ini patut dijalankan agar menjadi contoh yang baik bagi anak buahnya. "Masa kita bicara A tetapi sikap kita B? Wah, nggak boleh begitu jadi pemimpin," ujarnya. Memberikan contoh yang akhirnya menjadi panutan, begitulah yang dilakukan Jakob. "Saya selalu berusaha memberikan contoh, dalam hal ketepatan waktu, misalnya," katanya.
Yanti, sekretarisnya, memuji J.O. sebagai sosok yang memiliki disiplin waktu tinggi. Ia pernah menanyakan pada Big Boss-nya mengapa selalu tepat waktu? "Nanti jadwal orang juga bisa berantakan hanya gara-gara menunggu saya," ujarnya mengutip jawaban Jakob. Bahkan, J.O. mengatakan ketepatan waktunya itu sebagai salah satu wujud penghargaan dirinya terhadap hasil kerja keras sekretarisnya yang sudah mengatur jadwal sedemikian rupa.
Tak ada gading yang tak retak, sebagai pemimpin, Jakob mengaku memiliki kekurangan. Ia menyadari kadang dirinya dilihat sebagai sosok yang sangat penuh pertimbangan dalam mengambil keputusan sehingga terlihat lambat dalam mengambil keputusan di mata anak buah. August menjelaskan, kelemahan J.O. lebih pada cara dan bagaimana J.O. mengambil keputusan. "Bagi orang yang berkarakter agresif, J.O. dianggap lamban. Semua hal dipikirkan masak-masak. J.O. itu paling tidak bisa diburu-buru dan didesak-desak dalam mengambil keputusan. J.O. sangat tidak menyukai pendesakan. J.O. akan melihat dari segala sisi ketika akan mengambil keputusan. J.O akan menanyakan berbagai macam pendapat dari banyak pihak," papar August.
August mencontohkan ketika J.O. mengambil langkah investasi di bisnis televisi. Sebelum lahir TV7, J.O. melemparkan ide ini kepada top management. Ia sharing argumen dan knowledge tentang rencana merambah bisnis tv. Tidak hanya dengan top management, J.O. jalan-jalan keliling perusahaannya dan menanyakan pendapat karyawan yang ditemuinya tentang idenya tersebut. "Jadi, realisasi ide itu ialah buah pikiran bersama. Nggak heran kalau ia lama mengambil keputusan," terang August.
J.O. sangat mengakui keterbatasan dirinya. Meski ujungnya ia yang tetap memegang dan mengetuk palu dalam memutuskan sesuatu. "Saya bukanlah orang yang bisa semua hal. Saya butuh orang untuk mendampingi saya menjalankan bisnis ini, termasuk konsultan, sebelum saya mengambil keputusan bisnis," tegas Jakob. Sebagai pelaku bisnis, ia memercayakan dan mendelegasikan tugas kepada para profesionalnya. J.O terbuka terhadap saran dan pendapat para profesionalnya. Itu tak hanya di ruang rapat. Misalnya ada rencana bisnis tertentu, kepada karyawan yang ditemuinya ketika ia naik lift atau berpapasan dengannya tanpa memandang levelnya, J.O. selalu berusaha mengumpulkan pendapat. "Inilah mengapa J.O dikenal dengan gaya management by walking arround. Ia tidak bersikap mentang-mentang sebagai presdir," jelas August.
Tak hanya terbuka pada kritik. Jakob dikenal fleksibel dalam mengantisipasi perkembangan zaman, termasuk bisnis. "Strategi bisnisnya jauh ke depan," kata Vaksiandra. Dia punya pengalaman ketika Kompas membuat sisipan Muda yang menggandeng Hai dan Kawanku. Jakob menilai sisipan itu secara bisnis ke depannya akan menguntungkan karena punya daya jual tinggi.
Diakui Jakob, sistem di KKG akan terus-menerus dibangun dan disesuaikan dengan perkembangan zaman yang mengacu pada visi dan misi perusahaan. "Kalau bersikap kaku, waduh, bagaimana perusahaan ini berkembang. Generasi saya dengan generasi sekarang itu sangat jauh berbeda. Anak muda lebih dinamis, agresif, terbuka, dan asertif," katanya.
Anak muda pula memang yang dipilih Jakob menggantikan posisinya sebagai Pemred Kompas. Suryopratomo, kelahiran 1961, didapuknya menjadi orang nomor satu di jajaran redaksi Kompas. "Para redaktur senior sudah mendekati masa pensiun dan mereka juga telah mendapatkan pekerjaan lain yang tidak kalah beratnya dari tugas pemred," ungkap Jakob ketika ditanya mengapa bukan August Parengkuan atau Ninok Leksono yang tampil.
Alih generasi mulai dilakukan. Siapa calon penggantinya? Boleh jadi saat ini ia tengah mengelus-elus jagonya. Dan, bisa saja pilihan orang yang menggantikannya akan banyak mengejutkan. Seperti ketika ia memilih Suryapratomo. "Saya sangat berhati-hati dalam memilih pengganti saya. Yang jelas nota bene berasal dari dalam KKG sendiri," ucapnya.
Itu bukan berarti ia tak membuka diri bagi profesional di luar KKG. Untuk posisi tertentu di level supervisor dan manajer, KKG membuka diri untuk mencari pemimpin yang berasal dari profesional karier dari luar, bukan dari dalam. Langkah ini ditempuh untuk menjawab tuntutan dunia bisnis yang bergerak cepat dan dinamis. Hal ini dilakukan agar KKG lebih dinamis, agresif, dan inovatif. Secara jujur ia mengakui bahwa para profesional dari luar KKG lebih asertif, dinamis, percaya diri, dan aktif mencari terobosan dalam pengembangan bisnis. Kelebihan itu dipadukan dengan kemampuan SDM KKG dari dalam yang lebih paham dan mengerti bagaimana dan siapa itu KKG. Ia telah memutuskan mem-blending-kan SDM profesional dari luar dan dalam. Namun, untuk level direksi, ia masih menyiapkan dari orang dalam.
Dalam mempersiapkan penggantinya, ia menganut paham lokomotif yang tetap menggandeng gerbongnya. Ia masih bisa menggandeng calon penggantinya sebelum ia benar-benar turun atau pensiun agar bisa mengawasi jalannya perusahaan dan bagaimana calon penggantinya itu memimpin. "Pelan-pelan saya akan melepas gerbong itu," ujarnya.
Ia menegaskan dan menyarankan, ada cara yang mudah jika ingin menjadi pemimpin yang sukses di KKG. "Caranya gampang. Jangan lihat ke atas tetapi lihatlah ke bawah, samping kiri dan kanan supaya peduli pada apa yang terjadi di sekitar kita," ungkapnya. Ia mengaku tidak pernah membayangkan bahwa Kompas dan KKG akan menjadi besar seperti sekarang ini.
Bagi Jakob, keberhasilannya sebagai pemimpin sejatinya harus dilihat dari bagaimana kondisi perusahaan (KKG) setelah ia undur diri dari manajemen. Apakah KKG tetap jalan atau tidak? Jika KKG tetap berjalan dan berkembang, ia menganggap dirinya telah berhasil memimpin. Jika tidak, berarti ia telah gagal memimpin. Ia merasa sukses kalau berhasil mengantarkan penggantinya bisa tetap mempertahankan bisnis ini berjalan terus. "Jika hancur, ia sering kali akan merasa berdosa karena menyangkut hidup karyawannya," ujar August mengutip perkataan Jakob Oetama yang kerap dikatakan kepadanya.
Di mata August, bisa saja seorang CEO diganti atau tergantikan. Tetapi, sosok pemimpin yang sangat kebapakan seperti Jakob Oetama jarang sekali ditemui. Jika terjadi alih generasi dari kepemimpinan J.O. kepada penerusnya, August berpendapat bahwa sesungguhnya KKG kehilangan sosok bapak selayaknya anak yang kehilangan ayahnya. "Siapa pun penggantinya, sosok ayah yang ada di J.O. tidak dapat tergantikan. Kelebihan dan kelemahan J.O. bisa diterima dengan baik karena J.O. itu seorang ayah," kata August. Tanpa bermaksud mendahului Sang Khalik, August mengungkapkan saat ini karyawan sangat khawatir akan kondisi kesehatan J.O. mengingat usianya yang semakin tua.
Jakob Oetama lahir di Borobudur, 27 September 1931. Selepas menamatkan SMA Seminari di Yogyakarta, anak pensiunan guru di Sleman ini mengikuti jejak sang ayah, menjadi guru. Ia pernah mengajar di SMP Mardiyuwana, Cipanas, Jawa Barat, dan SMP Van Lith Jakarta. Di sela mengajar, ia menyisakan waktu menjadi redaktur mingguan Penabur. Selain mengantungi ijazah B1 Ilmu Sejarah, Jakob tercatat sebagai alumni Perguruan Tinggi Publisistik Jakarta (1959) dan Fakultas Ilmu Sosial Politik Universitas Gadjah Mada, Yogyakarta (1961).
"Saya mencintai profesi guru," kata Jakob saat akan diabadikan kamera di depan meja kerjanya. "Mengapa kemudian memilih menjadi wartawan?" tanya SWA. "Saya tidak akan seperti ini kalau tetap menjadi guru," ungkap Jakob. Bukan dalam konteks materi. Kompas tak hanya surat kabar yang saat ini bertiras lebih dari 500 ribu eksemplar. Ia menawarkan sejumlah soal dan menggelindingkan opini publik. Kontribusi pemikiran J.O. di Kompas masih dominan. Ia masih menjadi think thank Kompas. Pengaruh kuat Jakob terlihat dari pameo: Jakob Oetama adalah Kompas dan Kompas adalah Jakob Oetama. "Pengidentikan itu wajar. Saya salah satu perintis kelahiran Kompas dan masih berkontribusi besar pada kemajuan Kompas dan KKG," kata Jakob.
Jakob sendiri lebih senang menyebut diri wartawan ketimbang pelaku bisnis. "Jabatan sebagai CEO sebagai co-incident," katanya. Ketika pertama kali usaha ini dirintis, J.O. lebih disiapkan sebagai pemimpin redaksi sementara P.K Ojong sebagai pemimpin perusahaan. Wafatnya P.K. Ojong pada 1980-an membuat ia harus segera mengambil alih tampuk kepemimpinan perusahaan.
Sebagai pengusaha, Jakob sukses mengerek KKG menjadi kerajaan bisnis pers terbesar di Indonesia. Memang tidak semua media di bawah KKG menghasilkan pundi-pundi uang berlimpah. Tulang punggung KKG di luar penerbitan buku ialah Kompas. Meski ia menolak disebut kapitalis, bisnisnya terus merambah berbagai lini. Penerbitan pers, jaringan toko buku Gramedia, hotel (Grahawita Santika), penyiaran radio (Radio Sonora), kertas tisu (PT Graha Kerindo). Total ada 42 anak perusahaan yang bernaung di bawah payung KKG. Total omset KKG pada 2001 saja diperkirakan mencapai lebih dari Rp 1,05 triliun.
Keberhasilan KKG diakuinya juga berkat andil dan kerja keras seluruh karyawan. "Tuhan juga memberkati perusahaan ini," tegasnya. Sekarang ini, yang selalu menghantuinya justru bagaimana bisnis ini tetap berjalan setelah ia tidak ada. "Pertanyaan apakah bisnis ini tetap ada atau tidak setelah saya tidak ada, itu yang selalu ada di benak saya," katanya. Ia mengakui hal ini menjadi concern-nya mengingat usianya yang sudah tidak muda lagi. Ia merasa sudah saatnya turun tahta. "Anak saya tidak ada yang tertarik terhadap bisnis media. Satu anak saya terjun mengurusi hotel," kata Jakob yang memiliki lima anak.
Jakob menanggalkan kartu pengenal di dadanya sesuai dengan permintaan fotografer. "Saya sering dibilang teman lupa asal," ujar Jakob sembari membagikan kartu namanya kepada tim SWA. Pukul 11.05, Yanti, sekretaris Jakob, melongok ke ruang kerja Jakob. "Bapak ada janji lain, harus pergi," katanya.
Kami beriringan menyusuri koridor dan memasuki lift. Jakob tersenyum kepada satpam yang memencetkan tombol lift. Di dalam lift, ia membuka notes kecil dari saku celananya. "Jam 12 siang di Grand Hyatt." Pintu lift terbuka di angka 3, seorang wanita muda masuk. "Siang Pak," sapanya. "Mau ke mana?? Jakob mendekati wanita muda yang rupanya wartawan Kompas. "Ke gereja? Ada acara apa?" tanya Jakob. Lift terbuka, wanita itu bergegas keluar, "Duluan, ya Pak." Jakob melangkah pelan, agak tertatih ke luar lift. "Dia ahli Amerika Latin," katanya. Kami menyesuaikan langkah kami supaya tetap seiring.
Di lobi, Jakob bersua dengan Julius Pour dan mantan Wakil Pemimpin Umum Kompas, A. Roesilah Kasiyanto. Jakob menjabat erat Roesilah dan saling bertukar berita. Tak lama itu. Di depan lobi, mobil pribadinya, BMW seri 5 warna hitam, telah menunggu yang akan membawanya ke Grand Hyatt bertemu Adam Schwartz, penulis buku Nation in Waiting.

Reportase: Tutut HandayaniRiset: Vika Octavia

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