Transformational Leadership TREND AS ALTERNATIVE IN THE TRAINING (EDUCATION AND TRAINING) IN THE ERA OF GLOBAL

Transformational Leadership TREND AS
ALTERNATIVE IN THE TRAINING
(EDUCATION AND TRAINING)
IN THE ERA OF GLOBAL
Abstract
A leader often get its power informally, among others, can be derived from the charisma of personality self, which makes followers feel inspired to follow suit and make it as a leader. Leadership style that happens usually is transformational changes that lead to a dynamic, challenging, visionary, feeling cautious, value, motivational, and innovation. Based on the background and the problems it is the problem in this paper is Is transformational leadership as an alternative trend in environmental education and training in the global era.
Training as a learning organization, in terms of the dynamic, and responsive to the development of science and technology is the case today, increasingly requires leadership that is able to answer the challenge, bringing renewal, and more aspirational to the changes, and transformational leadership is an alternative can Training applied in achieving outcomes that learners are more optimal. Outcomes are intended competence both in academic and non-academic owned learners as a whole as a result of a process of education and training as well as learning activities undertaken. The success is also a result of the transformation manager, executor and trainers in the process of education and training.
Key word: Transformational leadership Trend
Background
Nowadays, the development of management and leadership within any organization is important and needs to be addressed. Without the presence of a good management and leadership and aspirations, efforts to change and optimize the performance and the achievement of organizational goals will be difficult to achieve and may not produce anything. Then will come a variety of questions, such as: Is the "Management" and "Leadership" that ?. What a difference two things ?. Question the question has often been asked and often also been answered in various approaches, both from a practical approach as well as from the theoretical approach of organizational empirical.
Already many experts and practitioners in the management and organization provide boundaries, both generally and specifically about management and leadership differences then we read in the sense of a manager and a leader. Based on various restrictions provided there is a common thread that the difference between management and leadership comes from a motivation problem which can encourage and mobilize the people involved in it to do or follow the reference and the commands given.
A definitive has a subordinate manager (subordinates) and positional authority they receive power positions given formally. Management style used is more transactional lead to job stability, management of work, objectivity, control, rules and regulations. This style can be seen when a manager asked his subordinates to do something and orientation of the subordinates have a tendency to consideration of a nominal amount of money (wages or salary) will be accepted after doing the work.
A leader does not have a subordinate, but he has followers (followers) that usually follow this leader on awareness of each. A leader often get its power informally, among others, can be derived from the charisma of personality self, which makes followers feel inspired to follow suit and make it as a leader. Leadership style that happens usually is transformational changes that lead to a dynamic, challenging, visionary, feeling cautious, value, motivational, and innovation.
Management and leadership are two elements that determine the sustainability and development of the organization, including the organization of education and training. An era full of dynamism and rapid change, as now, management and leadership that is sensitive to changes is essential in empowering all of its potential. Management and leadership are thus needed to encourage organizations to continue to learn and responsive to change and progress and increasingly seek to improve the performance of the organization.
In the field of education and training (Training), the leadership needs to be reformulated so that the purpose of education and training as well as the learning process so that optimal results can be significantly affected the results (outcomes) learners. Understanding of the results (outcomes) in this paper are a number of skills and competencies of academic and non-academic is supposed to have learners as a whole as a result of the process of education and training as well as learning. Skills and competence held by learners are expected to be the provision of their lives in the future is loaded with a variety of demands and development.
In this paper the authors examine whether transformational leadership is one form of leadership to improve the results (outcomes) learners and performance training, and in order to really be implemented at the level of technical operations, alternative basic frame form of leadership in training needs to be synchronized with the situation and conditions and resources contained in Training.
issues
Leaders of any organization name must be able to act as a sponsor change, on the other hand changes will require leaders who are competent to manage change and subordinates who are able to run it. Both still need to be empowered to become agents of change. Empowerment of human resources implies making more human resources capable of completing the job.
Empowerment requires a particular leadership style, and in the process change requires leaders who are able to balance operational activities with the activities concerning human resources, and leaders are required to have the ability to be able to make fundamental changes to the culture approaches, participatory.
Based on the background and the problems it is the problem in this paper is how the transformational leadership as Trend leadership in environmental education and training in the global era.
Aim
The purpose of this paper as a material in general is the study of transformational leadership as a trend leadership training environment, and in particular this article can be understood both managers, operators and trainers in the sphere of education and training
benefit
As study materials to realize the best concept in understanding and applying on transformational leadership as a trend leadership training environment, and as a source material for the study of writings in the future.
Methodology
The method used in this paper through a literature review method is through the theories that are related to the theme of the study in this paper is deepened by a descriptive analysis in the sphere of education and training.
Literature review
Understanding and Definition of Leadership
Definition of leadership in general shows the person's activities in leading, guiding, influencing or controlling their thoughts, feelings, or behavior of others. These activities can be done through a work, such as books, paintings and so on, or through personal contact face to face. A critical factor in leadership, namely in influencing or controlling their thoughts, feelings, or behavior of others is a purpose and a plan. But that does not mean that leadership is always an activity that is planned and deliberate, often also take place spontaneously leadership. Locke (1997) described the leadership as a process of persuading (inducing) others toward a common goal. The definition includes the following three elements:
1. Leadership is a concept of relation (relational concept). Leadership exists only in the process of relationships with others (the followers). If there are no followers, then there is no pemipimpin. Implicit in this definition is the premise that an effective leader must know how inspiring and one relationship with their followers
2. Leadership is a process. In order to lead, the leader must do something. As has been observed by John Gardener (1986) leadership is more than just occupy an authority. Although the position of authority that may be formalized very encouraging leadership process, but a position that does not mark a person to be a leader.
3. Leadership must persuade others to take action. Leaders persuade his followers through a variety of ways, such as using a legitimate authority, creating a model (a role model), targeting, reward and legal, organizational restructuring, and communicate the vision.
Based on these explanations, the definition of an effective leader in relationship with a subordinate is a leader who is able to convince them that the personal interests of the subordinate is the leader's vision, as well as able to ensure that they have a contribution to implementing it.
The role of the leader in the global competition is very dominant to be able to bridge the chronic problems faced by the organization. The role of a leader by Henry Mintzberg research results can be illustrated by the following diagram:
Furthermore, the role of the leader, translated into the following definitions:
1. The role of interpersonal nature, in function of the nature of interpersonal includes three kinds of roles, namely:
1). figurehead
As the leader of an organization must sometimes appear in official ceremonies and invitations to share, for example, at the ceremony of his staff members, attended the inauguration ceremonies and so on.
2). Role as a Leader (activator)
In this case, a leader must be able to provide guidance so that subordinates can be fostered and developed in execution of duty.
3). Serve as Liaison (link)
In this case the leader must develop a relationship of cooperation, not only with subordinates but the work environment outside the units in the unit in the mutual exchange of information.
2. The role of the informational, receive and impart information is an important role for any manager, because in every decision-making managers need information. There are three kinds of roles that are informational:
1). The role as monitors in the sense that every manager must always follow and get all the information on all activities related to the work unit.
2). Role as Dessiminator, a manager should always provide information to his subordinates about matters relating to the work force, it is important that the subordinates always follow each program and changes in the work environment. Each of any organization requires the cooperation, assistance, consultation, and support from the outside. In connection to the outside both cooperation, consultations and so on, a manager in charge and has the full authority to conduct labor relations and so on.
3). The role as a spokesman, all information concerning the work units to be delivered out can not be distributed through other people, for a spokesman of an organization are the managers themselves.
3. Role As a decision-maker, as decision any manager can act as,
1) Entrepreneur:
• Every manager must always strive to improve and develop the work unit is headed.
• Every manager should strive to create new ideas and concepts, both related to labor relations system and governance (innovation) working unit he leads, as well as the development of their own organization.
2). People who are always able to overcome all kinds of difficulties (disturbances handler), namely a manager in any situation should be capable of overcoming any challenges it faces.
3). Role as a regulator of all kinds of existing resources; ie each manager responsible for arranging all kinds of human resources, money, time and infrastructure, so that each source can be utilized effectively and efficiently in supporting the achievement of organizational goals.
4). People who act on behalf of the working relationship with each working unit outside it.
Another interesting opinion about the role of leadership, expressed by HG Hicks and CR Gullet in his book entitled Organization (Theory and Behaviors). Both of these experts argue that the role of the leader will be successful if it has the following properties:
1. Be fair; in the life of any organization, a sense of community among its members is absolute. For a sense of togetherness in essence a reflection of agreement among fellow subordinates, and between leaders and subordinates, in achieving organizational goals. But in certain cases may be a disagreement among subordinates. If among them can not solve the issue, leaders need to intervene to immediately resolve. In terms of solving the issue of the relationship between subordinates, the leader must be fair, impartial.
2. Provide suggestions (suggesting); sugestinya could be called any suggestion or recommendation. In conducting a suggestion leadership authority or influence should be able to move the hearts of others. And the suggestion has a very important role in maintaining and fostering a sense of dedication, participation, and self-esteem, and a sense of togetherness among the subordinates.
3. To support the achievement of objectives (Supplying Objectives); achievement of organizational goals are not automatic, but must be supported by their various sources. Therefore, in order that any organization can be effective in terms of achieving the stated goals, as well as the utilization of human resources optimally, it is necessary to set up adequate supporting resources, such as: mechanisms and working procedures, facilities and other resources.
4. Catalyst (catalysing); chemically sense of the word catalysts or catalyst is a substance that does not participate react, but speed up the reaction (chemistry). So in the world of leadership, a leader is said to act as a catalyst, always increase all existing human resources. Trying to give a reaction that raises the spirit and power quickly and work as much as possible, always appear as pioneers and drivers for change.
5. Create a sense of security (Providing Security); every leader is obliged to create a sense of security for his subordinates. This function can be implemented if every leader is always able to maintain things that are positive and optimistic attitude in the face of all the problems. Thus, in carrying out its duties subordinates feel safe, free from any feelings of anxiety, worry and feel assured of the security of the leaders.
6. As the representative organization (Representing); every subordinate who works on any organizational unit always looked the boss or leader has a role in all fields, especially leaders who embrace the principle of "the example or role model". A leader is everything. Therefore, all the behaviors, actions, and words will always give a certain impression of the organization. Appearance and positive impressions leader, will give a positive image of the organization he leads anyway. Thus every other leader is not recognized as a figure that represents in all respects from the organizations they lead.
7. Sources of inspiration (Inspiring); a leader is essentially a source of encouragement for his subordinates. Therefore, each leader must always be able to evoke the spirit of the subordinates, so that subordinates receive and understand the organization's goals enthusiastically, and effectively work towards the achievement of organizational goals.
8. Being appreciated (Praising); everyone basically calls for the recognition and respect of others. Similarly, any subordinates in an organization requires the recognition and appreciation of his superiors. Therefore, the duty of the leader to reward or acknowledgment of any kind to his subordinates.
Transformational leadership
The system of education and training is an open system that is very sensitive to the influence in the strategic environment, nBut thus the effort to build the system performance of education and training at the institutional level is associated with leadership capacity to mewujudukan mission and vision of the institution, resource optimization, changed the thinking of members, formulate policies to facilitate change and create the conditions for change. Capacity was instrumental leadership by displaying excellence acting in accordance with the rules of "visionary leadership" and "transformational leadership". How a form of approach and action style / model the behavior of the leadership?
Build a vision is one of the skills "required" to be controlled by the leader. This refers to the Bennis and Nanus, which states that "the shaping of visions and goals is -as the most basic and important of leadership competencies". Build a vision is a complex task that requires the ability to identify needs and opportunities, putting the purpose or mission as a reference, lowering the concrete objectives of the vision, and invites people in shaping the vision and goals, so that they are all committed to that vision.
Transformational leadership is "leadership that Inspires organizational success by profoundly affecting follower's beliefs in what an organization should be, as well as their values, such as justice and integrity". Transformational leadership is now under the spotlight because of its ability to transform the (changing) the organization towards change for the better. The tasks undertaken the leadership of this model is, first, increase his sensitivity regarding organizational issues and consequences. Organizations must be able to understand the issue of first priority funding what will happen if the issue can not be solved. Second, transformational leaders must be able to create the vision of the organization in the days to come, to build on the vision of commitment among the people in the organization, and facilitating organizational change that supports the vision.
There are three objectives to be achieved by a transformational leader in education and training, namely:
1. Helping managers, executive and lecturer in developing and realizing a collaborative culture and professional training environment. This means that managers and implementers and Widyaiswara can dialogue, examine criticize, and plan the work together. Norma collective responsibility and increased continuously encourage them to learn from each other and membelajarkan among themselves. Transformational leaders engage staff in collaborative goal setting, reduce alienation manager, executive and lecturer, using bureaucratic mechanisms to support cultural change, kepemimpingan with the delegated power to managers, executive and lecturer, and actively communicate the beliefs and norms and training and education.
2. Promote the development manager, executive and lecturer. Leithwood study found that the motivation of self-development manager, executor and Widyaiswara increased when they internalize the destination for professional growth.
3. Assist manager, executor and Widyaiswara solve problems more effectively. Transformational leadership is very meaningful because it is able to stimulate a manager, executive and lecturer to undertake new activities and devote every effort to it. Leithwood found that transformational leadership led to the staff members work smarter, instead of working hard.
The theory of transformational leadership is the last approach is hotly discussed during the last two decades. The initial idea of the transformational leadership model developed by James McGregor Burns that apply in the context of politics and further into the organizational context by Bernard Bass (in Tjiptono and Syakhroza, 1999).
Efforts to introduce more about this concept of transformational leadership, Bass suggests their transactional leadership is leadership that maintain or continue the status quo. Leadership is defined as a type of leadership that involves an exchange process (exchage process) where the followers rewarded immediate and real to perform commands leaders.
Meanwhile transformational leadership is leadership as opposed to leadership that maintains the status quo. Leadership transformational this is truly interpreted as true leadership because leadership is really working toward a target on the actions direct the organization towards a goal that can not ever achieved before, and leaders in real terms should be able to steer the organization toward a new direction (Locke, 1997).
The underlying assumption of transformational leadership is that everyone will follow someone who can give them the inspiration, have a clear vision, and has the manner and good energy to achieve something good cause is great, and according to Fullan (2001: 5) The leader must have 3 variable is the energy, spirit and hope. Working closely with a transformational leader can provide an experience that is worthwhile, because the transformational leader will usually always give encouragement and positive energy towards all things and work without us knowing it.
A transformational leader will start everything with a vision and a future outlook or expectations will be achieved together by combining all the strengths, capabilities and presence of his followers. It may be that a vision was developed by the leaders themselves or the vision already exist institutionally already made and formulated by its predecessor and is still valid and in line with development needs and demands of the present moment.
Transformational leaders basically have the totality of attention and always tried to help and support the success of his followers. Of course all the attention and given the totality of transformational leaders would be meaningless without the collective commitment of each individual followers.
Every chance that there will be considered and used to develop a shared vision to achieve something that is best. In building followers, transformational leaders are very careful for the establishment of an agreement or commitment to the establishment of mutual trust and personal integrity or group. Often also happens that in the vision of transformational leadership is the identity of the leader and or the identity of the group itself.
Transformational leaders deeply understand a variety of effective new strategies to achieve a great goal. Maybe not in the form of technical instructions are explicit, but in fact it already we can see through the vision of the existing as well as a process of discovery and development of the leader and the group itself.
An awareness that in the process of discovery and development could happen constraints or failures, but every obstacle or failure that should be used as a lesson to be better and more effective in achieving a goal that is big. It is quite difficult for us to understand transformational leadership in its deepest sense. Already many general practitioners, education professionals, and practitioners organizational gives definitions, among others: "transformational leadership as a process where leaders and followers engage in a mutual process of raising one another to hinger levels of morality and motivation (Burns, 1978) ".
Transformational leadership according to Burns is a process by which leaders and followers together mutually enhance and develop morality and motivation. The definition expressed by Bass (1990) is to see how a transformational leader can affect or influence his followers to build a sense of trust, admiration and awe.
Using simple language, transformational leadership can be defined and understood as a leadership that can bring about a change within each individual involved or for the entire organization to achieve higher performance. The essence of transformational leadership is to produce change what they and those associated with equally experienced a change towards a wider, higher and deeper. Keywords of the entire decision is how to make changes and how many parties involved nature of the change.
In addition to providing a definition, Bass (1990) also underlined a few things about how a transformational leader can transform his followers and how transformational leadership that can occur, namely by:
1. Raise awareness on the importance of a job assignment and value of the work tasks
2. Emphasizing the development team or organizational objectives rather than merely personal interests of each.
3. Prioritize the needs of the highest levels of needs
There are four things that need to be done so that transformational leadership can be implemented, namely:
First, idealized influence with ethical and moral standards are high enough to keep developing and maintaining trust between leaders and followers as its foundation.
Second, the inspiration that motivate such a challenge in the tasks and jobs.
Third, intellectual stimulation with the aim to foster creativity, especially creativity in solving problems and achieving a big goal together.
Fourth, individualized consideration to realize that every believer has the presence and unique characteristics and impact on treatment differences when coaching, because in essence every individual in need of self-actualization, self-esteem and fulfillment of personal desires. This approach is in addition to a positive impact on the growth of the individual and the optimization of the achievement of results, also likely to impact the formation of the next generation of leadership.
In a healthy organization, leadership regeneration problems are another important thing that we need to think about and we anticipated, therefore kepempinan in this context not only create followers but also creating new leaders. Transformational leadership is able to accommodate these needs in view of the principles and characteristics inherent in the type of leadership. A team of researchers Karen Boehnke and his colleagues conducted a study on the implementation of transformational leadership in different cultures. They found that all transformational leaders have a common behavior among others:
1. Visioning, giving the formulation of a desired future
2. Inspiring, always inspiring so stimulating
3. Stimulating, always stimulated causing interest for new things
4. Coaching, provides guidance one by one
5. Team building, working in team-work.
Principles of Transformational Leadership
The new paradigm of transformational leadership to lift the seven principles of transformational leadership to create a synergy as below and according to (Erik Rees, 2001):
1. Simplification, the success of leadership begins with a vision that will be a mirror and a common goal. The ability and skill in expressing the vision clearly, practical and transformational course which can answer "Where will we go?" The first thing that is important for us to implement.
2. The motivation, the ability to obtain a commitment from everyone involved in the vision that has been described is the second thing we need to do. When a transformational leader can create a synergy in the organization, means should these leaders can also optimize, motivate and energize each of his followers. In practice this may be a task or job that is really challenging and provide opportunities for them to engage in a creative process both in terms of providing proposals or taking decisions in solving problems, so this will give added value to their own.
3. Facilitation, in terms of the ability to effectively facilitate "learning" that occurs in the institutional organization, group, or individual. This will have an impact on the increasing intellectual capital of everyone involved in it.
4. Innovation, namely the ability to be brave and responsible work for change when necessary and be a demand by the change. In an organization that is effective and efficient, everyone involved needs to anticipate change and they should also not be afraid of the change. In certain cases, transformational leaders should be alert (alert) and are willing to respond to changes without sacrificing a sense of trust and teamwork that is already built.
5. Mobility, the mobilization of all available resources to complement and strengthen each person involved in achieving the vision and goals. A transformational leader will always seek follower full responsibility.
6. Public alerts, the ability to always be ready to learn about themselves and welcome the changes with a new paradigm that is positive.
7. Determination, which is determined to always get to the end, the determination to get things done properly and thoroughly for this would need to be supported by the development of the discipline of spiritual, emotional, and physical as well as commitment.
Sinerginisasi of the seven principles of transformational leadership with each other as a whole, can be described as follows:
Trend Transformational Leadership in Education and Training
As already described above, that the transformational leadership is leadership that can bring about a change within each individual involved or for the entire organization to achieve higher performance. Organization referred to in this understanding can be a macro scale, meso, or micro. This means that the leadership trasnformasional can be applied in organizations nationwide, regional, local, and micro is education and training as well as classes. In the micro-scale with the instance training or classes, then the leader or manager, executor and lecturer is a transformational leader.
A transformational leader must be able to contribute much to stimulate the people involved to become more creative and innovative, in addition to the leader himself was also a good listener.
Implementation of transformational leadership for training should be directed at achieving results (outcomes) learners optimal, in the sense that the transformational leadership, the skills and competencies of learners who become a destination for education and training as well as learning that has been determined can be achieved with a more optimal is to have competencies that truly mastered by learners and their lives can be equipped in the future, therefore, the implementation of transformational leadership in training will begin with the questions as follows:
1. How does the concept of transformational leadership is perceived and accepted by everyone involved in the organization of the education and training? (Eg managers, executive and lecturer, employees, students, etc.)
2. What do they expect from a leadership in a broad sense and transformational leadership in the strict sense?
3. The results (outcomes) learners what is expected by the managers, executive and lecturer and the students themselves, both in terms of academic and non-academic?
4. What are the factors that contribute significantly to the achievement of business results (outcomes) it?
If we are able to answer the fundamental questions above, then it can be important things are combined and directionally aligned on some of the main things that make transformational leadership will: 1) increase awareness on the importance of a job assignment and value of the work tasks; 2) emphasis on team development and organizational objectives of education and training; 3) to prioritize the needs of the highest levels / great. Support individually at all levels (managers, executive and lecturer, students) also need to be included in them moral support and appreciation for a good individual work.
In addition, such training should be developed cultural climate of mutual respect between learners, learners with educators, educators by educators, and those of others. Willingness to change on an understanding and a new paradigm needs to be encouraged, namely by growing levels of participation in decision-making, delegation, and encourage educators to be able to take decisions within the scope of duties and limits of authority.
Furthermore, the vision and goals of Training developed by a joint agreement to build a community training which focused in achieving goals by not forget to pay attention to the performance expectations, by providing high expectations for managers, executive and lecturer and the students, and encourages them to to be effective and innovative. Training as a learning organization, in terms of the dynamic, and responsive to the development of science that happens, it should be continuously given intellectual stimuli.
Intellectual stimuli can be done by encouraging everyone involved to reflect on what they want to achieve and how they do it, and facilitates learning opportunities that exist and any attempt them to practice what they have learned it. This will foster a sense of involvement and contribution of value that is held in common. It is closely related outcomes between academic and non-academic outcomes targeted training.
Conclusion
Currently the development of management and leadership in an organization is essential and needs to be addressed. Management and leadership need to be continuously developed and adapted to the survival and development of the organization itself. Training as a learning organization, in terms of the dynamic, and responsive to the development of science and technology is the case today, increasingly requires leadership that is able to answer the challenge, bringing renewal, and more aspirational to the changes. Leadership in Training is done either by the Head of Training as well as by the manager, executive and lecturer.
Transformational leadership is an alternative leadership that can be applied in training in achieving outcomes that learners are more optimal. Outcomes were intended is a number of skills, competencies both in academic and non-academic owned learners as a whole as a result of a process of education and training as well as learning activities undertaken. Implementation of transformational leadership in training basically need to be harmonized and synchronized with the circumstances as well as more specific resources contained in each training.
There are three objectives to be achieved by a transformational leader in education and training, namely:
1) Assist manager, executor and Widyaiswara develop and implement a collaborative culture and professional training environment. This means that managers, executive and lecturer can dialogue, examine criticize, and plan the work together. Nomra collective responsibility and increased continuously encourage them to learn from each other and membelajarkan among themselves. Transformational leaders engage staff in collaborative goal setting, reduce alienation manager, executive and lecturer, using bureaucratic mechanisms to support cultural change, kepemimpingan share with others by delegating authority, and actively communicating norms and vision training.
2) Improve the development manager, executive and lecturer. Leithwood study found that the motivation of self-development manager, executive and lecturer will be increased when they internalize the destination for professional growth.
3) Assist manager, executor and Widyaiswara solve problems more effectively. Transformational leadership is very meaningful because it is able to stimulate a manager, executive and lecturer to undertake new activities and devote every effort to it. Leithwood found that transformational leadership led to the staff members work smarter, instead of working hard.
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