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English to Indonesian: Beautiful Malice by Rebecca James General field: Art/Literary Detailed field: Poetry & Literature
Source text - English I didn’t go to Alice’s funeral.
I was pregnant at the time, crazy and wild with grief. But it wasn’t Alice I grieved for. No, I hated Alice by then and was glad that she was dead. It was Alice who had ruined my life, taken the best thing I’d ever had and smashed it into a million unfixable pieces. I wasn’t crying for Alice but because of her.
But now, four years later and a lifetime happier; finally settled into a comfortable and routine life with my daughter Sarah (my sweet, oh-so-serious little Sarah), I sometimes wish that I had made it to Alice’s funeral after all.
The thing is, I see Alice sometimes - at the supermarket, at the gates of Sarah’s kindergarten, at the club where Sarah and I sometimes go for a cheap meal. I catch glimpses of Alice’s glossy, corn-blonde hair, her model-like body, her eye-catching clothes, from the corner of my eye and I stop to stare, my heart pounding. It only takes me an instant to remember that she is dead and gone, that it can’t possibly be her, but I have to force myself to get closer, to reassure myself that her ghost isn’t haunting me. Close-up these women are sometimes similar, albeit never, never as beautiful as Alice. More frequently, though, on closer inspection they look nothing like her.
I turn away and get on with whatever I was doing before, but all the warmth will have drained from my face and lips, my fingertips will tingle unpleasantly with adrenaline. My day is, invariably, ruined.
I should have gone to the funeral. I wouldn’t have had to cry, or feign despair. I could have laughed bitterly and spat into the pit. Who would have cared? If only I’d seen them lower her casket into the ground, watched them throw the dirt into her grave, I would be more certain that she was really dead and buried..
I would know, deep down inside, that Alice was gone for good.
Translation - Indonesian Aku tidak menghadiri pemakaman Alice.
Aku sedang hamil saat itu, mumet dan giras oleh kesedihan. Tapi bukan Alice yang kutangisi. Tidak. Aku benci Alice dan bahkan lega dia mati. Alice-lah yang telah menghancurkan hidupku, merampas segala hal terbaik yang kumiliki dan menghempaskan hingga pecah berkeping-keping tanpa dapat disatukan lagi. Tangisku bukan untuk Alice, tapi karena dia.
Namun kini, empat tahun kemudian, setelah hidupku jauh lebih bahagia—saat akhirnya mampu menikmati hidup nyaman dan rutin bersama puteriku Sarah (oh, Sarah kecilku yang manis dan begitu serius), kadang aku menyesal tidak menghadiri pemakaman Alice.
Masalahnya, kadang aku melihat Alice—di supermarket, di pintu gerbang sekolah Taman Kanak-Kanak Sarah, di klub tempat aku dan Sarah kadang pergi menikmati makan siang murah. Sudut mataku menangkap kibasan rambut berkilau pirang jagungnya, tubuh moleknya yang bak model, pakaiannya yang selalu menarik perhatian. Dan setiap kali aku selalu berhenti untuk memastikan, dengan jantung berdebar. Hanya butuh waktu sedetik untuk ingat bahwa ia sudah mati dan tak mungkin kemana-mana lagi, bahwa kibasan itu tak mungkin dia, tapi setiap kali pula aku terpaksa mendekat memastikan, meyakinkan diri bahwa hantunya tidak menghantuiku. Dari dekat, beberapa wanita yang kusangka dia memang mirip, meski tak pernah ada yang secantik Alice. Lebih sering lagi, setelah diperhatikan lebih jauh, mereka sama sekali tidak mirip Alice.
Kupalingkan muka dan lanjut berkegiatan, namun segenap kehangatan diri sudah terlanjur pupus dari wajah dan bibirku. Jemari bergetar menahan sentakan adrenalin. Suasana hati sudah keburu rusak.
Mestinya aku datang ke pemakaman. Toh aku tak perlu menangis atau belagak sedih. Aku bisa ketawa pahit dan meludah sekalian ke lubang kubur. Siapa yang bakal peduli? Kalau saja sempat kulihat mereka turunkan peti matinya ke dalam tanah, melihat mereka melempar sesekop demi sesekop tanah ke pusaranya, aku bisa lebih yakin bahwa ia benar-benar mati dan terkubur…
Batinku bisa tenang meyakinkan bahwa Alice sudah pergi untuk selamanya.
English to Indonesian: Press Release for "Sun Microsystems Expands Cloud Computing Offerings with Acquisition of Q-layer" General field: Marketing Detailed field: Advertising / Public Relations
Source text - English Sun Microsystems, Inc. (NASDAQ: JAVA) today announced it has acquired Q-layer, a cloud computing company that automates the deployment and management of both public and private clouds. The Q-layer organization, based in Belgium, will become part of Sun's Cloud Computing business unit which develops and integrates cloud computing technologies, architectures and services.
The Q-layer technology simplifies cloud management and allows users to quickly provision and deploy applications, a key component in Sun’s strategy to enable building public and private clouds. As businesses continue to rely more on technology to drive mission-critical processes, the agility of the datacenter determines the flexibility of the entire company. The Q-layer software supports instant provisioning of services such as servers, storage, bandwidth and applications, enabling users to scale their own environments to meet their specific requirements.
“Sun's open, network-centric approach coupled with optimized systems, software and services provides the critical building blocks for private and public cloud offerings,” said David Douglas, senior vice president of Cloud Computing and chief sustainability officer, Sun Microsystems. “Q-layer's technology and expertise will enhance Sun’s offerings, simplifying cloud management and speeding application deployment.”
Cloud computing brings compute and data resources onto the Web and offers higher efficiency, massive scalability and faster and easier software development. Sun is an ideal advisor and partner for companies that want to build cloud computing facilities within their organizations, and for companies and service providers that want to build publicly available cloud computing services, with the open technology, expertise and vision to help companies build, run and use their own clouds. For more information on Sun’s cloud computing strategy, please visit: http://sun.com/cloud.
Translation - Indonesian Sun Microsystems, Inc. (NASDAQ: JAVA) hari ini mengumumkan akuisisinya terhadap Q-layer, sebuah perusahaan cloud computing yang mengotomatisasi penerapan dan manajemen komputasi cloud bagi sektor swasta maupun publik. Organisasi Q-layer yang berbasis di Belgia akan menjadi bagian dari unit bisnis Cloud Computing milik Sun untuk mengembangkan dan mengintegrasikan teknologi, arsitektur serta layanan cloud computing.
Teknologi Q-layer menyederhanakan manajemen komputasi cloud sekaligus memungkinkan pengguna untuk dengan cepat menyajikan dan menjalankan aplikasi. Ini merupakan komponen kunci strategi Sun membangun komputasi cloud di sektor swasta maupun publik. Melihat betapa dunia bisnis sekarang ini semakin bergantung pada teknologi untuk mengendalikan berbagai proses penting, tak heran jika ketangkasan pengelolaan datacenter sangat menentukan fleksibilitas keseluruhan perusahaan. Dalam hal ini, software Q-layer mendukung provisi langsung terhadap layanan server, storage, bandwidth dan aplikasi, yang pada gilirannya memungkinkan pengguna mengukur lingkungan mereka sendiri untuk memenuhi kebutuhan spesifik masing-masing.
“Pendekatan Sun yang bersifat terbuka dan berpusat pada jaringan, dikombinasikan dengan sistem, software serta layanan yang teroptimasi, menyajikan balok pembangun kritikal terhadap penawaran komputasi cloud swasta maupun publik,” ujar David Douglas, Senior Vice President of Cloud Computing and Chief Sustainability Officer, Sun Microsystems. “Teknologi serta keahlian Q-layer akan meningkatkan kualitas penawaran Sun, menyederhanakan manajemen cloud dan mempercepat peluncuran aplikasi.”
Cloud computing membawa komputasi dan data resources ke dunia Web, menawarkan efisiensi lebih tinggi, skalabilitas raksasa serta pengembangan software yang lebih cepat dan mudah. Sun merupakan penasihat sekaligus mitra ideal bagi perusahaan yang ingin membangun fasilitas cloud computing dalam organisasi mereka, juga bagi perusahaan dan penyedia layanan yang ingin membangun layanan cloud computing terbuka bagi publik melalui teknologi terbuka, keahlian serta visi untuk membantu perusahaan membangun, menjalankan dan mendayagunakan fasilitas cloud computing mereka sendiri. Untuk informasi lebih jelas tentang strategi cloud computing Sun, silahkan kunjungi: http://sun.com/cloud.
English to Indonesian: ”Multiculture Behaviour and Global Business Environment" by Kamal Dean Parhiszgar, PhD. General field: Bus/Financial Detailed field: Economics
Source text - English Chapter 1
An Overview:
Multicultural Behavior
and Global Business Environments
Multiculturalism is a synergistic social chain which integrates all human synergies.
CHAPTER OBJECTIVES
When you have read this chapter you should be able to:
• develop conceptual skills to integrate all types of human behavior,
• indicate why managing people from diverse cultures is an essential task,
• understand the increased role of the level of organizational productivity through cultural synergy,
• develop a framework of analysis to enable a student to discuss how to manage multinational organizations,
• develop an understanding of the scope of multinational businesses and how they differ from domestic enterprises, and
• develop an ability to analyze and evaluate qualitative cultural value systems for multinational corporations.
INTRODUCTION
This chapter illuminates the evolutionary perspectives of multicultural management systems. It bears in mind that international management practices reflect the societies within which business organizations exist. Moreover, technological innovations, societal movements, political events, and economic forces have changed over time and are continuing to change human behavior. In today's increasingly competitive and demanding international free market economy, managers cannot succeed on their understanding of domestic culture alone. They also need good multicultural interactive skills. This text was written to help both domestic and multinational managers develop people skills in this area.
In our contemporary marketplace, multiculturalism can have a profound impact on human lives. For example, some researchers project that in ten years, ethnic minorities will make up 25 percent of the population in the United States. Copeland (1988: 52) asserts that, "Two thirds of all global migration is into the United States, but this country is no longer a 'melting pot' where newcomers are eager to shed their own cultural heritages and become a homogenized American." In the United States in the 1990s, roughly 45 percent of all net additions to the labor force were non European descendants (half of them were first generation immigrants, mostly from Asian and Latin countries) and almost two thirds were female (Cox, 1993: 1). These trends go beyond the United States. For example, 5 percent of the population of the Netherlands (de Vries, 1992) and 8 to 10 percent of the population in France are ethnic minorities (Horwitz and Foreman, 1990). Moreover, the increase in representation of women in the workforce in the next decade will be greater in much of Europe—and in many of the developing nations—than it will be in the United States (Johnston, I 991: 115). Also, the workforce in many nations of the world is becoming increasingly more diverse along such dimensions as gender, race, and ethnicity (Johnson and O'Mara, 1992: 45; Fullerton, 1987: 19). For example, Miami based Burger King Corporation recruits and hires many immigrants because newcomers to the United States often like to work in fast food restaurants and retail operations for the following reasons:
1. flexible work hours (often around the clock) allow people to hold two jobs or go to school,
2. entry level positions require little skill, and
3. high turnover allows individuals who have initiative and ambition to be promoted rapidly (Solomon, 1993: 58).
In a multicultural society such as the United States, businesses thrive by finding common ground across cultural and ethnic groups. But in more homogeneous cultures such as European and/or Asian countries, businesses are maintaining their local value systems. Although the concepts and principles of management in all cultures may be the same, the practice of management is different.
Hofstede (1993: 83) invited readers to take a trip around the world. He indicates that about two thirds of German workers hold a Facharbeiterbrief (apprenticeship certificate), and German workers must be trained under foremen's supervision. In Germany, a higher education diploma is not sufficient for entry level occupations. In comparison, two thirds of the workes in Britain have no occupational qualification at all. However, these workers hold formal education certificates to some degree.
American businesses are constantly changing—their images, headquarters, products, services, and the way they do things. To Americans, change is good; change is improvement. However, European cultures and companies will not easily discard their long and proud histories. Europeans believe that patience and an established way of doing things are virtues, not weaknesses (Hill and Dulek, 1993: 51 52). Accordingly, Americans believe that businesses that try to target different demographic groups separately will be stunted by prohibitive marketing costs. Others will meet this challenge through the use of a multicultural consumer mix (Riche, I 991: 34).
From another perspective, in 1992, the European Union (KU) removed all tariffs, capital fund barriers, and people movement barriers from among its member nations. It has created a potential trading block in the industrialized world including at least 327 million people with many different cultures and languages (Fernandez, I 991: 71).
In 1997, the total monetary value of all worldwide exports was recorded in the International Financial Statistics by the International Monetary Fund (IMF) as $US5,469.5 billion (see Table I .1). Out of that sum, the developed nations exported $US 3,628.1 billion and the developing nations exported $USI,841.4 billion. In the same year (1997), the developed nations imported $US3,624.7 billion and the developing nations imported $USI,989.9 billion (see Table 1.2).
By looking at Table 1.3, we may find that the total balance of payments (BOP) of the world, developed nations and developing nations, is not consistent with the balanced trends of imports and exports. This fact indicates that most nations are more dependent on imports than exports. Consequently, they have been faced with trade deficits. The term affordability in the international economy refers not simply to the raw materials and components and the abilities of production capabilities of nations, but also to the solvency of the debtors paying for their debts and compounded interest. In third world countries (TWCs), solvency refers to the acquisition of cash or monetary resources by exploring or trading off more valuable goods. Solvency would also mean that the country is able to appreciate burdens of individual citizens' educational, health, and welfare deficiencies, nation states' weaknesses, and national international trade transactional deficits (Parhizgar, 1994: 109).
The North American Free Trade Agreement (NAFTA) among the United States, Canada, and Mexico has created another trading potential, some $212.5 billion annually, a base which should increase considerably (Gordon, 1993: 6). The Association of South East Asian Nations (ASEAN) is another organized intercontinental trading agreement among Brunei, Indonesia Malaysia, the Philippines, Singapore, and Thailand that was formed to promote cooperation in many areas, including industry and trade. These and other intercontinental trade cooperatives have changed the competitive international marketplace drastically.
Translation - Indonesian BAB I
Tinjauan:
PERILAKU MULTIKULTURAL
DAN LINGKUNGAN BISNIS GLOBAL
Faham multikultural adalah sebuah sinergi atau kerjasama rantai sosial yang mengintegrasikan seluruh sinergi manusia yang terlibat di dalamnya.
TUJUAN BAB INI
Setelah selesai dengan bab ini, Anda diharapkan mampu untuk:
• Mengembangkan kecakapan konseptual dalam mengintegrasikan semua jenis perilaku manusia,
• Menjelaskan kenapa kemampuan mengelola orang dari berbagai budaya adalah hal yang sangat penting,
• Memahami tentang peningkatan peranan tingkat produktivitas organisasi, melalui sinergi budaya,
• Mengembangkan kerangka analisa yang membantu siswa agar mampu mendiskusikan bagaimana mengelola organisasi multinasional,
• Mengembangkan pemahaman tentang ruang lingkup bisnis multinasional dan perbedaannya dengan usaha-usaha domestik, serta…
• Mengembangkan kemampuan untuk menganalisa dan mengevaluasi sistem nilai budaya kualitatif yang digunakan pada perusahaan-perusahaan multinasional.
PENDAHULUAN
Bab ini menjelaskan tentang perspektif evolusioner dari sistem manajemen multikultural, dengan penegasan bahwa praktik-praktik manajemen Internasional merefleksikan berbagai jenis masyarakat dimana organisasi-organisasi bisnis itu sendiri berada. Ditambah lagi dengan pengaruh inovasi teknologi, pergerakan sosial, peristiwa-peristiwa politik, dan kekuatan-kekuatan ekonomi yang selalu berubah seiring waktu -yang tentunya juga kerap merubah pola perilaku manusia. Dalam dunia ekonomi pasar bebas internasional yang semakin kompetitif dan menuntut ini, para manajer tak bisa menggantungkan sukses mereka hanya dari pemahaman tentang budaya domestik saja. Mereka juga membutuhkan keahlian interaktif multikultural yang baik. Teks berikut ini ditulis untuk membantu para manajer domestik dan multikultural dalam mengembangkan kemampuan tersebut.
Dalam pasar kontemporer kita, faham multikultural memiliki pengaruh yang amat besar terhadap kehidupan manusia. Sebagai contoh, beberapa peneliti memperkirakan bahwa dalam sepuluh tahun kedepan, golongan etnis minoritas akan mencapai 25% dari total populasi di Amerika. Copeland (1988: 52) menyatakan bahwa, "Dua per tiga migrasi global tertuju ke Amerika, tapi negara ini tak bisa lagi dianggap sebagai "panci peleburan" dimana para pendatang bersedia melepaskan warisan budaya mereka dan menjadi warga Amerika yang homogen." Di Amerika, tercatat bahwa pada dekade 1990an, sekitar 45% dari rata-rata penambahan tenaga kerja adalah keturunan non-Eropa (setengahnya adalah imigran generasi pertama -umumnya dari Asia dan negara-negara Latin) dan nyaris dua pertiganya perempuan (Cox, 1993: 1). Tren ini tak hanya terjadi di Amerika. Misalnya, 5% dari seluruh populasi di Belanda (de Vries, 1992) dan 8 sampai 10% pupulasi di Prancis terdiri atas etnis minoritas (Horwitz and Foreman, 1990). Tambahan lagi, peningkatan jumlah tenaga kerja wanita pada dekade berikutnya akan lebih banyak terjadi di negara-negara Eropa dan negara-negara berkembang daripada di Amerika (Johnston, I 991: 115). Tenaga kerja di berbagai negara juga makin beragam dalam hal gender, ras, dan suku (Johnson and O'Mara, 1992: 45; Fullerton, 1987: 19). Misalnya seperti Burger King Corporation yang berpusat di Miami. Perusahaan ini banyak merekrut dan menyewa imigran karena para pendatang baru yang datang ke Amerika umumnya suka bekerja di restoran-restoran cepat saji dan bisnis eceran, dengan alasan sebagai berikut:
1. Jam kerja fleksibel (seringkali bergantian 24 jam) sehingga memungkinkan orang untuk mengambil dua pekerjaan sekaligus atau sambil sekolah,
2. Tingkat pemula tak membutuhkan keahlian tinggi, dan…
3. Tingkat pergantian jabatan yang tinggi, sehingga memungkinkan mereka yang punya ambisi dan inisiatif untuk naik jabatan dengan cepat (Solomon, 1993: 58).
Dalam masyarakat multikultural seperti Amerika, bisnis bisa berkembang dengan cara menemukan kesamaan mendasar antara berbagai kelompok etnis dan budaya. Namun pada budaya-budaya yang lebih homogen seperti di negara-negara Eropa dan/atau Asia, sifat bisnisnya justru dengan mempertahankan sistem nilai lokal yang ada. Walaupun konsep dan prinsip manajemen di semua budaya pada dasarnya sama, namun praktik dan tindak lanjut manajemen-nya berbeda-beda.
Hofstede (1993: 83) pernah mengundang pembaca untuk berkeliling dunia. Ia menunjuk bahwa dua pertiga buruh Jerman memiliki Facharbeiterbrief (sertifikat magang), dan bahwa mereka harus dilatih di bawah pengawasan mandor. Di Jerman, ijasah pendidikan yang lebih tinggi tidak cukup untuk menduduki jabatan pemula. Sebagai perbandingan, dua pertiga buruh di Inggris bahkan sama sekali tak memiliki kualifikasi kerja apapun, namun mereka memiliki sertifikat pendidikan formal yang lumayan.
Bisnis di Amerika selalu berubah-mulai dari citra, kantor pusat, produk, jasa, dan mekanisme praktiknya. Bagi orang Amerika, perubahan adalah hal yang baik dan merupakan perbaikan ke arah kemajuan. Tapi sebaliknya, budaya dan perusahaan-perusahaan Eropa tak akan semudah itu melepaskan sejarah. Orang Eropa percaya bahwa kesabaran dan pembakuan cara/mekanisme praktik adalah nilai-nilai yang harus dijunjung tinggi. Ini tidak dianggap sebagai kelemahan (Hill and Dulek, 1993: 51 -52). Sementara itu, orang Amerika percaya bahwa bisnis yang mentargetkan diri pada kelompok-kelompok demografik tertentu secara terpisah pasti akan terbentur pada masalah biaya pemasaran. Pihak-pihak lain bisa beralternatif memecahkan tantangan ini dengan memanfaatkan penggabungan konsumen multikultural (Riche, I 991: 34).
Dilihat dari sudut pandang lain, pada tahun 1992, negara-negara yang tergabung dalam Uni Eropa (EU --European Union) telah menghilangkan semua tarif/bea cukai, penghalang dana kapital, dan penghalang gerak individu terhadap negara-negara anggotanya. Hal ini tentu saja menciptakan kemacetan perdagangan potensial di negara-negara industri, termasuk setidaknya 327 juta orang dari berbagai budaya dan bahasa yang berbeda (Fernandez, I 991: 71).
Pada tahun 1997, total nilai moneter ekspor dunia telah dicatat dalam International Financial Statistics (Data Statistik Keuangan Internasional) oleh International Monetary Fund (IMF -Dana Moneter Internasional) sebesar $5,469.5 miliar (lihat Tabel 1.1). Dari jumlah itu, negara-negara maju tercatat memiliki nilai ekspor sebesar $3,628.1 miliar, dan negara-negara berkembang sebesar $1,841.4 miliar. Pada tahun itu juga (1997), negara-negara maju memiliki nilai impor sebesar $3,624.7 miliar, dan negara-negara berkembang sebesar $1,989.9 miliar (lihat Tabel 1.2).
Dengan melihat Tabel 1.3, kita bisa menentukan bahwa nilai total Keseimbangan Pembayaran (BOP --Balance Of Payments) dunia secara keseluruhan, pada negara-negara maju, dan negara-negara berkembang tidak konsisten dengan nilai tren keseimbangan impor dan ekspor. Fakta ini menandakan bahwa umumnya negara ternyata lebih banyak bergantung pada sektor impor ketimbang ekspor. Itu sebabnya mereka kemudian mengalami defisit perdagangan. Istilah affordability atau "kemampuan" dalam ekonomi internasional tidak semata-mata mengacu pada ketersediaan materi dasar, komponen, dan kemampuan produksi negara-negara tersebut, tapi juga mengacu pada kesanggupan melunasi hutang dan kelipatan bunganya. Di Negara-negara Dunia Ketiga (TWCs -Third World Countries), istilah solvency atau "kesanggupan melunasi hutang" mengacu pada akuisisi kas atau sumber daya moneter yang diperoleh melalui eksplorasi atau pertukaran barang-barang berharga. Solvency juga berarti bahwa negara yang bersangkutan mampu mengapresiasi beban-beban invidual warga negara seperti pendidikan, kesehatan, dan defisiensi kesejahtreraan, kelemahan-kelemahan negara, serta defisit transaksi perdagangan nasional-international (Parhizgar, 1994: 109).
Perjanjian Perdagangan Bebas Amerika Utara (NAFTA --The North American Free Trade Agreement) yang terdiri atas Amerika, Kanada, dan Meksiko telah menciptakan potensi perdagangan dengan nilai tahunan sebesar $212.5 miliar. Nilai ini merupakan fondasi yang akan terus bertambah (Gordon, 1993: 6). Persatuan Negara-negara Asia Tenggara (ASEAN --The Association of South East Asian Nations) juga merupakan perjanjian perdagangan teroganisir antar benua yang beranggotakan Brunei, Indonesia Malaysia, Filipina, Singapura, dan Thailand yang sedianya dibentuk untuk menyokong kerjasama di berbagai sektor, termasuk industri dan perdagangan. Kedua organisasi ini, bersama dengan kerjasama perdagangan antar benua lainnya, telah merubah atmosfir pasar internasional yang kompetitif secara drastis.
Indonesian to English: Official Booklets of Political Parties Before The 2010 Indonesian Elections General field: Social Sciences Detailed field: Government / Politics
Source text - Indonesian SEJARAH PEMBENTUKAN DAN BERDIRINYA PARTAI DEMOKRAT
Partai Demokrat didirikan atas inisiatif saudara Susilo Bambang Yudhoyono yang terilhami oleh kekalahan terhormat saudara Susilo Bambang Yudhoyono pada pemilihan Calon wakfl Presiden dalam Sidang MPR tahun 2001.
Dari perolehan suara dalam pemilihan cawapres dan hasil pooling public yang menunjukkan popularitas yang ada pada diri Susilo Bambang Yudhoyono (selanjutnya disebut SBY), beberapa orang terpanggil nuraninya untuk memikirkan bagaimana sosok SBY bisa dibawa menjadi Pemimpin Bangsa dan bukan direncanakan untuk menjadi Wakil Presiden RI tetapi menjadi Presiden RI untuk masa mendatang. Hasilnya adalah beberapa orang diantaranya saudara Vence Rumangkang menyatakan dukungannya untuk mengusung SBY ke kursi Presiden, dan bahwa agar cita-cita tersebut bisa terlaksana, jalan satu-satunya adalah mendirikan partai politik. Perumusan konsep dasar dan platform partai sebagaimana yang diinginkan SBY dilakukan oleh Tim Krisna Bambu Apus dan selanjutnya tehnis administrasi dirampungkan oleh Tim yang dipimpin oleh saudara Vence Rumangkang. Juga terdapat diskusi-diskusi tentang perlunya berdiri sebuah partai untuk mempromosikan SBY menjadi Presiden, antara lain : Pada tanggal 12 Agustus 2001 pukul 17.00 diadakan rapat yang dipimpin langsung oleh SBY di apartemen Hilton. Rapat tersebut membentuk tim pelaksana yang mengadakan pertemuan secara marathon setiap hari. Tim itu terdiri dari : (1). Vence Rumangkang, (2). Drs. A. Yani Wahid (Alm), (3). Achmad Kurnia, (4). Adhiyaksa Dault, SH, (5).Baharuddin Tonti, (6). Shirato Syafei. Di lingkungan kantor Menkopolkampun diadakan diskusi-diskusi untuk pendirian sebuah partai bagi kendaraan politik SBY dipimpin oleh Drs. A. Yani Wachid (Almarhum). Pada tanggal 19 Agustus 2001, SBY memimpin langsung pertemuan yang merupakan cikal bakal pendirian dari Partai Demokrat. Dalam pertemuan tersebut, saudara Vence Rumangkang menyatakan bahwa rencana pendirian partai akan tetap dilaksanakan dan hasilnya akan dilaporkan kepada SBY.
Selanjutnya pada tanggal 20 Agustus 2001, saudara Vence Rumangkang yang dibantu oleh saudara Drs. Sutan Bhatoegana berupaya mengumpulkan orang-orang untuk merealisasikan pembentukan sebuah partai politik. Pada akhimya, terbentuklah Tim 9 yang beranggotakan 10 (sepuluh) orang yang bertugas untuk mematangkan konsep-konsep pendirian sebuah partai politik yakni: (1) Vence Rumangkang; (2) Dr. Ahmad Mubarok, MA.; (3) Drs. A. Yani Wachid (almarhum); (4) Prof. Dr. Subur Budhisantoso; (5) Prof. Dr. Irzan Tanjung; (6) RMH. Heroe Syswanto Ns.; (7) Prof. Dr. RF. Saragjh, SH., MH.; (8) Prof. Dardji Darmodihardjo; (9) Prof. Dr. Ir. Rizald Max Rompas; dan (10) Prof. Dr. T Rusli Ramli, MS. Disamping nama- nama tersebut, ada juga beberapa orang yang sekali atau dua kali ikut berdiskusi. Diskusi Finalisasi konsep partai dipimpin oleh Bapak SBY.
Untuk menjadi sebuah Partai yang disahkan oleh Undang- Undang Kepartaian dibutuhkan minimal 50 (limapuluh) orang sebagai pendirinya, tetapi muncul pemikiran agar jangan hanya 50 orang saja, tetapi dilengkapi saja menjadi 99 (sembilanpuluh sembilan) orang agar ada sambungan makna dengan SBY sebagai penggagas, yakni SBY lahir tanggal 9 bulan 9. Pada tanggal 9 September 2001, bertempat di Gedung Graha Pratama Lantai XI, Jakarta Selatan dihadapan Notaris Aswendi Kamuli, SH., 46 dari 99 orang menyatakan bersedia menjadi Pendiri Partai Demokrat dan hadir menandatangani Akte Pendirian Partai Demokrat. 53 (lima puluh tiga) orang selebihnya tidak hadir tetapi memberikan surat kuasa kepada saudara Vence Rumangkang. Kepengurusanpun disusun dan disepakati bahwa Kriteria Calon Ketua Umum adalah Putra Indonesia asli, kelahiran Jawa dan beragama Islam, sedangkan Calon Sekretaris Jenderal adalah dari luar pulau jawa dan beragama Kristen. Setelah diadakan penelitian, maka saudara Vence Rumangkang meminta saudara Prof. Dr. Subur Budhisantoso sebagai Pejabat Ketua Umum dan saudara Prof. Dr. Irsan Tandjung sebagai Pejabat Sekretaris Jenderal sementara Bendahara Umum dijabat oleh saudara Vence Rumangkang.
Pada malam harinya pukul 20.30, saudara Vence Rumangkang melaporkan segala sesuatu mengenai pembentukan Partai kepada SBY di kediaman beliau yang saat itu sedang merayakan hari ulang tahun ke 52 selaku koordinator penggagas, pencetus dan Pendiri Partai Demokrat. Dalam laporannya, saudara Vence melaporkan bahwa Partai Demokrat akan didaftarkan kepada Departemen Kehakiman dan HAM pada esok hari yakni pada tanggal 10 September 2001.
Translation - English THE FORMING AND ESTABLISHING OF “PARTAI DEMOKRAT” OR DEMOCRAT PARTY
“Partai Demokrat” or the Democrat Party was established upon initiative from Mr. Susilo Bambang Yudhoyono, inspired by his loss during the election for Vice President in the 2001 MPR Meeting.
From the ballot result during the election for Vice President and public pooling showing the popularity of Mr. Susilo Bambang Yudhoyono (from there on out be called SBY), some people felt proper to consider how this SBY figure could be carried further into a National Leader—thus no longer planned to be the Indonesian Vice President but the Indonesian President for the foreseeable future. The result was as such that some people like Mr. Vence Rumangkang declared his support to carry SBY to presidential chair, and that the only way to reach this goal was to establish a political party. The formulation of basic concept and party platform in accord to the wish of SBY was performed by Krisna Bambu Apus Team, and later on the administrative details was completed by a Team led by Mr. Vence Rumangkang. Also included were discussions about the needs to establish a party to promote SBY into a President. Hence, at 17:00 of August 12, 2001 there was a meeting led directly by SBY at Hilton Apartment. The meeting was aimed to form an executive agency to hold up the daily marathon meeting, consisted by: (1). Vence Rumangkang, (2). Drs. A. Yani Wahid (Alm), (3). Achmad Kurnia, (4). Adhiyaksa Dault, SH, (5).Baharuddin Tonti, (6). Shirato Syafei. Even at the Coordinating Ministry of Politic and Security there were also discussions to form a party to be SBY’s political vehicle led by Drs. A. Yani Wachid (deceased). On August 19, 2001, SBY directly led the meeting to pioneer the establishment of Democrat Party. During the meeting, Mr. Vence Rumangkang declared that the plan to establish the Party will remain active and the results will be reported to SBY.
Next, on August 20, 2001, Mr. Vence Rumangkang was assisted by Drs. Sutan Bhatoegana in the effort of gathering the necessary people to form up a political party. In the end, there was a Team 9 consisted of 10 (ten) person whose job was to ripe the concepts of establishing a political party: (1) Vence Rumangkang; (2) Dr. Ahmad Mubarok, MA.; (3) Drs. A. Yani Wachid (almarhum); (4) Prof. Dr. Subur Budhisantoso; (5) Prof. Dr. Irzan Tanjung; (6) RMH. Heroe Syswanto Ns.; (7) Prof. Dr. RF. Saragjh, SH., MH.; (8) Prof. Dardji Darmodihardjo; (9) Prof. Dr. Ir. Rizald Max Rompas; dan (10) Prof. Dr. T Rusli Ramli, MS. During which, there were also several people joined the discussions once or twice. The Final Discussion of party conception was led by SBY.
In order to become a legitimate Party supported by the Law of Party, (Undang-Undang Kepartaian), at least a minimum of 50 (fifty) people were needed to serve as the founders. A consideration brew to have not only 50 people but complemented it into 99 (ninety-nine) people to have a connectional purpose with SBY as the mastermind—being that SBY was born on the 9th day of the 9th month. Hence, on September 9, 2001, situated at the Graha Pratama Building Floor XI, South Jakarta, before the Notary of Aswendi Kamuli, SH., 46 out of the 99 people declared their willingness to be the Founder of Democrat Party, as well as signing the Founding Certificate of Democrat Party. The other 53 (fifty-three) people were absent but provided a Letter of Authority to Mr. Vence Rumangkang. The Party’s management and organization were arranged and then concurred that the Criteria for Candidate of General Chairman were that of the person must be a Native Indonesian, a Javanese born and a Moslem, the Candidate for Secretary General were that of the person must be from out of Java and a Christian. After a bit of research, Mr. Vence Rumangkang then asked Prof. Dr. Subur Budhisantoso to be the General Chairman and Prof. Dr. Irsan Tandjung as the Secretary General, while the General Treasury was held by Mr. Vence Rumangkang.
Late that night, at 20.30, Mr. Vence Rumangkang reported the entire stages of the Party formation towards SBY in his abode, during the celebration of his 52nd birthday as the mastermind coordinator and Founder of Democrat Party. In his report, Mr. Vence revealed that the Democrat Party will be registered to The Ministry of Justice and Human Rights on the morrow of September 10, 2001.
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Years of experience: 26. Registered at ProZ.com: Aug 2010.
My name is Bima
Sudiarto and I have been a
professional translator for 22 years, since 1998, handling various kinds of
materials from English to Indonesian (vice versa), bearing portfolios from
state and private companies, including with major publishing houses in
Indonesia, with 26 fiction and non-fiction books already published and
reprinted several times. I have also involved myself in creating and
translating scripts for films for Public Relation and advertising projects, and
translating for Annual Reports projects for several prominent companies in
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In addition,
from 2010 to 2020, with an American-based Translation Agency called Rev.com I had translated literally thousands of legal and certified documents
from English to Indonesian and vice versa, mostly for immigration
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translations such as birth, death, marriage and divorce certificates,
transcripts, passports, adoption papers, patents, diplomas, contracts, etc,
including business and general documents. Additionally, I also handle
transcriptions from English to English and Indonesian to English in that
company.
My humble CV is
attached for your consideration. I humbly hope I can be of
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