Blend Words & Code Mixing

Blending (Blend Words)

The combination of two separate forms to produce a single new term is also present in the process called blending. However, blending is typically accomplished by taking only the beginning of one word and joining it to the end of the other word

Menurut Yule, gabungan dua kata terpisah yang menghasilkan satu istilah baru disebut blending. Akan tetapi, blending umumnya dibentuk dengan mengambil suku kata pertama dan menggabungkannya dengan suku kata dari kata kedua. Untuk lebih jelasnya lihat contoh berikut:

Motor + hotel = motel

Helicopter + airport = heliport

Breakfast + lunch = brunch

Smoke + fog = smog

Advertisement + editorial = advertorial

Channel + tunnel = chunnel

Oxford + Cambridge = Oxbridge

Yale + Harvard = Yarvard

Slang + language = slanguage

Guess + estimate = guesstimate

Square + aerial = squaerial

Toys + cartoons = toytoons

affluence + influenza = affluenza

information + commercials = informercials

dock + condominium = dockominium

smoke + haze = smaze

smoke + murk = smurk

binary + digit = bit

television + broadcast = telecast

information + entertainment = infotainment

simultaneous + broadcast = simulcast

teleprinter + exchange = telex.

Tidak jauh berbeda dengan Yule, Crystal (1994: 130) menyebut a lexical blend—sebagai istilah pengganti blending--dengan mengartikan, “A lexical blend, as its name suggests, takes two lexemes which overlap in form, and welds them together.” Menurut David Crystal blending adalah mengambil dua leksem yang cocok dalam bentuknya, dan menggabungkan keduanya menjadi satu.

Code Mixing

“Code mixing” refers to a multilingual's or a bilingual's use of two or more languages in a single unit of discourse, such as a word, an utterance, or a conversation (see, e.g., Genesee, Paradis, & Crago, 2004).

1.  Pada tanggal 5-7 Juni akan ada Football Legends Tour 2014 Legenda Eropa versur Indonesia all star.
2.  Jalur puncak saat padat saat weekend.
3.  Dzawin battle dengan Abdur diacara SUCI 4.
4.  Ibu saya telah belajar chatting sejak memiliki akun facebook.
5.  Gunung Papandayan salah satu tempat yang bagus untuk hunting foto.
6.  Saya mendapatkan voucher berbelanja di hypermart dari tempat kerja saya.
7.  Abdur shopping sepatu KW di taman puring.
8.  Minggu lalu dalam acara SUCI 4, Dodit close mic!
9.  Toko baju Aneka Buana banyak mengadakan discount
10.  Saya pernah menghadiri acara talkshow “just Alvin” di Universitas Indonesia.
11.  Weekdays adalah waktu yang tepat untuk mengunjungi Dufan.
12.  Fashion masyarakat indonesia mulai mengikuti fashion masyarakat korea.
13.  Style rambut Ali keren karena dia pergi ke Salon.
14.  Para pecinta film animasi Jepang banyak menggunakan cosplay pada saat acara Ennichisai di Blok M.
15.  Setelah melakukan deal dengan hifdzi, barang itu telah menjadi milik David.     

Referensi:

Crystal, David. 1994. The Cambridge Encyclopedia of the English Language. Cambridge University Press.

Yule, George. 2010. The Study of Language. 4^th Edition. New York: Cambridge University Press.

http://www.bekamsteriljakarta.com/2011/06/blending-makna-dan-contoh.html#close

http://zakaria-alfaeyza.blogspot.com/2014/05/blend-words-code-mixing.html#more

Nike in Asia and Indonesia

Survey Report

Nike in Asia and Indonesia

Apart from a brief but unsuccessful experiment with manufacturing in the u.s., Nike shoes are always made in Asia, initially in Japan, then South Korea and in Taiwan, and more recently in China and Southeast Asia.

Nike began production in South Korea and Taiwan in 1972, because attracted by the cheap labor there, and was soon joined by other companies including Adidas and Reebok.

But Nike went a step further. Instead of having its own factory, they contracted a local production in Korea and Taiwan.

As the company Nike boss Phil Knight said: "there is no definite value in making something of it. That value will be added by careful research, innovation and marketing "(Katz 1994). Nike products are now basically follows the idea of a designer and marketer of shoes. The industry was conducted by the Korea and Taiwan suppliers. Once again, other companies follow this model.

In the 1980s the Nike tried to make production in China, in partnership with State-owned companies, but it instead wreaked disaster. Nike rose to move its investments into Taiwan. Nike then took advantage of the labor cost is cheaper there.

In the late 1980s with the existence of labor unrest in South Korea,-an increase in the level of wages and loss of control of the workplace by authority of Korea-has made the country become less attractive to investors, both foreign and domestic, who began to search for another location is more enjoyable. Nike then moved their operations to the South of Thailand and Indonesia, in search of cheaper labor and no hassle. Wages in these two countries was mentioned as one of the cheap because only one-fourth the rate of wear is paid in South Korea. Some of Nike's Association based in Taiwan was also established in Southeast Asia.

Another reason for this shift is that, in 1988, both South Korea and Taiwan to lose special access to the u.s. market, which has long as they enjoy the status of "developing countries" under the General system of Preferences (GSP). Korea and Taiwan investors then moved to the factory in Thailand, Indonesia and China with the use of GSP privileges making poor countries.

Of the seven top supplier of Nike sports shoes in 1992, three Taiwan companies are producing their products in China, the other three operate in South Korea, and also in Indonesia, one is a company in Thailand.

Nike in Indonesia

Nike has been operating in Indonesia since 1988 and almost a third of the shoes that exists today is a product of it. In a press interview in December 1994, the Coordinator of the Nike company in Indonesia, Tony Band, said the company used in Indonesia totaled 11 contractors. Among them is former associate company Nike base in South Korea and Taiwan--who was also at the same time producing for other brands such as Reebok, Adidas and Puma.

The relationship between Nike and the contractor in Indonesia close enough. Every personnel Nike factories in Indonesia at every check the quality and workmanship that meets the stringent requirements of Nike.

Most of the factories producing for Nike is located in a newly developed area for light industry in Tangerang and Serang, West of Jakarta. At a factory belonging to Korea (and some belonging to Indonesia also) Management Summit held by the people of Korea. Middle-level managers and supervisors can also originate from Korea or Indonesia. But all production workers come from Indonesia, especially young women in the age group 16-22, the workers are usually derived from Java.

Sumber : http://www.nike.com/nikebiz/inveafstors/annual_report/ar_07/docs/10k.pdf

               http://id.wikipedia.org/wiki/Nike,_Inc.

How to be a good CEO (Chief Executive Officer)

TUGAS SOFTSKILL BAHASA INGGRIS 2

MUKHLASIN
25211028
3EB10

It is the highest position in a company and has a duty to lead a company and is responsible for the stability of the company. However, the title CEO often have many interpretations in its use, because often associated as President or Managing Director in a company

A CEO LEAD

CEO of leading a team by creating a strong culture of the team that he leads and is continuously encouraging them to eager in doing his job. They devise a financial system.

A CEO who is competent to provide spirit and perform tasks well in the same time. The CEO who became the true leader makes his team members want to work with the same spirit overflows to help achieve the goals of the company.

A CEO BE CLEAR

CEO of reliably determining and communicating strategy and creating buy-in for this strategy. Prime quality radiates a CEO when he knows has had a solid team to help plan strategy or market and they give employees many opportunities to uses weigh in with their point of view.

Team members may not necessarily be left confusion about the intended strategy because they could repeat the strategy. Even if such a strategy will, be printed and displayed on the wall of the Office.

A CEO PLUNGING DIRECTLY INTO THE FIELD

A good CEO does not hesitate to help plan a plan of distribution to the field/market and creates sources of income and better results. He was willing to come down onto the field with the team member to attend a significant number of sales agreement or consider why companies lose a golden opportunity in sales. The ideal CEO also willing to assist, maintain the balance of priorities and inspire his team to win the golden opportunity that came later. The CEO with the quickly sort out errors in the evaluation of work so that success can be achieved in the future.

A CEO ACT STRATEGICALLY

CEO of reliably knowing what to do and how to do it. Here's what the must-have: the ability to perform with reasonable and appropriate, observe the surroundings, anticipating competition and provide a response based on what she was caught. The CEO is able to act quickly and deftly anytime and anywhere if, for example, he should engage in an activity of an idea or exchanging ideas. He understands his team very well and does not ignore the input from the members of his team.

A CEO KNOW WEAKNESS

The ideal CEO know very well what are the advantages he had and the right moment to abandon their attributes CEO. He is willing to delegate the task of leadership that he's less Ahold to team members or other people who are much more competent. They could put him as leader or CSO (Chief Strategy Officer) or Chief Revenue Officer and realize that it is time to lead a company that is larger or even smaller.