Sejarah Keraton Surakarta

Tahun Masehi 1742 terjadilah pemberontakan yang dilakukan oleh orang-orang Cina yang dipimpin oleh Raden Mas Garendi di Kartasura dan berhasil menduduki Keraton Kartasura. Raden Mas Garendi adalah putra pangeran Teposono, sedangkan Pangeran Teposono putra Susuhunan Hamangkurat II ( Hamangkurat Amral ). Pemberontakan di Kartasura ini dikenal peristiwa Geger Pacinan atau bedahnya Keraton Kartasura atau awal jatuhnya Keraton Kartasura. Ketika para pemberontak menduduki Keraton Kartasura yang ketika itu diperintah oleh Ingkang Sinuhun Kangjeng Susuhunan Paku Buwono II, Susuhunan Paku Buwono II berikut pengawal dan abdi dalem yang setia, mengungsi ke ponorogo, Jawa Timur. Setelah Raden Mas Garendi berhasil menduduki Keraton Surakarta dikenal dengan nama atau sebutan Sunan Kuning atau Sunan Hamangkurat V. Disebut Sunan Kuning, karena Mas Garendi memimpin orang-orang Cina yang berkulit “kuning” yang memberontak.

Susuhunan Paku Buwono II berhasil merebut kembali Keraton Kartasura dari kaum pemberontak, namun Keraton Kartasura sudah dalam keadaan rusak sehingga tidak pantas untuk dijadikan Keraton lagi. Melihat keadaan Keraton kartasura yang telah rusak ini Susuhunan Paku Buwono II berkehendak memindahkan Keraton Kartasura ke tempat lain dan pilihan jatuh pada desa Sala, letaknya 14 kilometer sebelah timur Keraton Kartasura, walaupun ketika itu desa Sala masih berwujud rawa-rawa, masih tergenang air. Menurut petunjuk gaib, desa sala pantas dijadikan keraton yang baru sebagai kelanjutan Keraton Kartasura.

Demikianlah atas kehendak Susuhunan Paku Buwono II didirikan atau dibangun sebuah Keraton yang baru di desa sala dan selanjutnya dalam pasowanan seusai pembangunan keraton yang baru, Susuhunan Paku Buwono II secara resmi desa sala diganti menjadi Keraton Surakarta Hadiningrat atau Nagari Surakarta Hadiningrat, meneruskan Keraton Kartasura atau melanjutkan Keraton Mataram atau Dinasti Mataram. Mataram disini adalah keraton yang didirikan oleh Kangjeng Panembahan Senopati Ing Ngalogo pada akhir abad ke-16 Masehi. Para Susuhunan Paku Buwon yang memerintah Keraton Surakarta adalah keturunan atau trah “pancer kakung” (garis laki-laki) Panembahan Senopati Ing Ngalogo. Panembahan Senopati dikenal sebagai Wong Agung Ing Ngeksiganda (orang besar Mataram).

Adapun tahun berdirinya Keraton Surakarta Hadiningrat diambil dari kepindahan Keraton Kartasura ke desa Sala, pada hari rabu tanggal 17 Suro tahun je 1670, sinengkalan “Kombuling Pudya Kapyarsihing Nata” (tahun Jawa 1670) atau 17 Februari 1745.

Menurut jangka atau ramalan yang dipercaya oleh masyarakat Jawa tradisional, desa sala akan membawa keberkahan dan keselamatan sehingga pantas untuk dibangun sebuah keraton sebagai penerus Keraton Kartasura. Raden Tumenggung Honggowongso, seorang abdi dalem Susuhunan Paku Buwono II dan juga ahli kebatinan (spiritual), meramalkan, bahwa Keraton Surakarta berusia 200 tahun. Bahwa telah ada “weca” (ucapan yang menjadi kenyataan)yang menyebutkan bahwa, apabila sebuah keraton didirikan di desa Sala, maka “sanadyan kari sak megaring payung tetep lestari” ( meskipun tinggal selembar payung terbuka, tetap berdiri tetap “ada” ). Maksudnya, adalah jika Keraton Surakarta berdiri di desa Sala, keraton tetap ada, eksis meskipun daerah kekuasaannya tinggal selebar terbukanya payung.

Keraton Surakarta untuk pertama kali diperintah oleh Ingkang Sinuwun Kangjeng Susuhunan Paku Buwono II. Susuhunan Paku Buwono II merupakan Raja terakhir Keraton Kartasura dan pendiri Keraton Surakarta. Susuhunan Paku Buwono II adalah putra no 10 dari Susuhunan Hamangkurat Jawa yang memerintah Keraton Kartasura, lahir dari Prameswaridalem (garwapadmi). Sebelum menjadi Paku Buwono II, bernama Raden Mas Gusti Proboyoso.

Susuhunan Paku Buwono II memerintah Keraton Surakarta hanya 4 tahun lamanya (tahun 1745 – 1749 Masehi / 1670 – 1674 Jawa) dan menurunkan seluruh Susuhunan Paku Buwono berikutnya sampai sekarang. Dengan demikian, Susuhunan Paku Buwono II merupakan leluhur atau cikal bakal para Susuhunan Paku Buwono yang bertahta di Keraton Surakarta.

Sejak Susuhunan Paku Buwono II memerintah Keraton Surakarta, Keraton Surakarta berturut-turut diperinth oleh keturunan Paku Buwono II dari “Pancer Kakung” (garis laki-laki) yakni: Susuhunan Paku Buwono III, Paku Buwono IV, Paku Buwono V, Paku Buwono VI, Paku Buwono VII, Paku Buwono VIII, Paku Buwono IX, Paku Buwono X, Paku Buwono XI, Paku Buwono XII dan Paku Buwono XII yang sekarang memerintah.
Para Susuhunan Paku Buwono memerintah Keraton Surakarta Hadiningrat, berdasarkan keturunan / trah Susuhunan Paku Buwono sebelumnya atau keturunan pancer kakung Susuhunan Paku Buwono II, secara turun temurun, memerintah seumur hidup, berdasarkan hak asal-usul atau hak tradisional dan bersifat istimewa. Hal asal usul disini artinya keturunan atau trah “pancer kakung” Susuhunan Paku Buwono sebelumnya atau terdahulu. Sifat istimewa adalah untuk membedakan dengan lembaga atau bentuk pemerintahan lain atau menunjukkan adanya jabatan “ratu” (raja).

Sumber: Sekilas Sejarah Keraton Surakarta: R.Ay. Sri Winarti P

Duo Motherboard ASRock 990FX Extreme 4 & 970 Extreme 4

ASRock baru saja secara resmi memperkenalkan duo produk motherboard AM3+ andalan terbarunya yaitu 990FX Extreme4 dan 970 Extreme4 yang ditujukan untuk mendukung CPU AMD Bulldozer yang akan datang.

Kedua model tersebut mendukung processor AMD FX-Series quad-core, 6-core dan 8-core, fitur empat slot memori DDR3 yang kompatibel dengan modul memori 2100MHz (atau bahkan lebih tinggi lagi) dan juga mencakup tiga slot PCI Express x16.

Konfigurasi kedua motherboard tersebut, ternyata berbeda berdasarkan model motherboard yang dipilih. ASRock 990FX Extreme4 menjalankan tiga slot dalam mode x16/x16/x4, sedangkan ASRock 970 Extreme4 dalam mode x8/x8/x4.

Untuk pilihan ekspansinya meliputi sepasang slot PCI Express x1, dua slot legacy PCI 32-bit dan delapan port SATA 6Gbps pada ASRock 990FX Extreme4, sedangkan pada model ASRock 970 Extreme4 mencakup sejumlah slot yang sama tetapi hanya konektor penyimpanan lima slot eSATA 6Gbps.

Kedua solusi tersebut meliputi serangkaian fitur overclocking yang mudah seperti pada on-board tombol Power dan Reset, tampilan debug BIOS serta tombol I/O Clear CMOS di belakang.

Sementara itu, pada bagian belakang motherboard, pengguna akan menemukan dua PS/2 port, sepasang port USB 3.0, empat atau enam USB 2.0 port, konektor FireWire, port eSATA, konektivitas Gigabit LAN dan audio 7.1-channel dengan koaksial dan optical S/PDIF out.

Dua lagi USB 3.0 port yang tersedia melalui on-board pin header dan ASRock 990FX Extreme4 juga dilengkapi dengan panel depan USB 3.0 yang juga memiliki ruang untuk menginstal drive penyimpanan 2,5-inci.

ASRock 990FX Extreme4 mencakup desain phase power 8+2, sedangkan ASRock 970 Extreme4 memiliki konstruksi 5-fase yang lebih sederhana, namun kedua motherboard tersebut mampu menangani processor dengan TDP sebesar 140W.

Human Resources

Human resources is a term used to describe the individuals who make up the workforce of an organization, although it is also applied in labor economics to, for example, business sectors or even whole nations. Human resources is also the name of the function within an organization charged with the overall responsibility for implementing strategies and policies relating to the management of individuals (i.e. the human resources). This function title is often abbreviated to the initials "HR".

Human resources is a relatively modern management term, coined as late as the 1960s. The origins of the function arose in organizations that introduced 'welfare management' practices and also in those that adopted the principles of 'scientific management'. From these terms emerged a largely administrative management activity, coordinating a range of worker related processes and becoming known, in time, as the 'personnel function'. Human resources progressively became the more usual name for this function, in the first instance in the United States as well as multinational or international corporations, reflecting the adoption of a more quantitative as well as strategic approach to workforce management, demanded by corporate management to gain a competitive advantage, utilizing limited skilled and highly skilled workers.

Purpose and role

In simple terms, an organization's human resource management strategy should maximize return on investment in the organization's human capital and minimize financial risk.

Human resource managers seek to achieve this by aligning the supply of skilled and qualified individuals and the capabilities of the current workforce, with the organization's ongoing and future business plans and requirements to maximize return on investment and secure future survival and success.

In ensuring such objectives are achieved, the human resource function is to implement an organization's human resource requirements effectively, taking into account federal, state and local labor laws and regulations; ethical business practices; and net cost, in a manner that maximizes, as far as possible, employee motivation, commitment and productivity.

Key functions

Human Resources may set strategies and develop policies, standards, systems, and processes that implement these strategies in a whole range of areas. The following are typical of a wide range of organizations:

Maintaining awareness of and compliance with local, state and federal labor laws
Recruitment, selection, and on boarding (resourcing)
Employee record-keeping and confidentiality
Organizational design and development
Business transformation and change management
Performance, conduct and behavior management
Industrial and employee relations
Human resources (workforce) analysis and workforce personnel data management
Compensation and employee benefit management
Training and development (learning management)
Employee motivation and morale-building (employee retention and loyalty)

Implementation of such policies, processes or standards may be directly managed by the HR function itself, or the function may indirectly supervise the implementation of such activities by managers, other business functions or via third-party external partner organizations. Applicable legal issues, such as the potential for disparate treatment and disparate impact, are also extremely important to HR managers

Management trends and influences

In organizations, it is important to determine both current and future organizational requirements for both core employees and the contingent workforce in terms of their skills/technical abilities, competencies, flexibility etc. The analysis requires consideration of the internal and external factors that can have an effect on the resourcing, development, motivation and retention of employees and other workers.

External factors are those largely outside the control of the organization. These include issues such as economic climate and current and future labor market trends (e.g., skills, education level, government investment into industries etc.). On the other hand, internal influences are broadly controlled by the organization to predict, determine, and monitor—for example—the organizational culture, underpinned by management style, environmental climate, and the approach to ethical and corporate social responsibilities.

Major trends

To know the business environment an organization operates in, three major trends must be considered:

Demographics: the characteristics of a population/workforce, for example, age, gender or social class. This type of trend may have an effect in relation to pension offerings, insurance packages etc.
Diversity: the variation within the population/workplace. Changes in society now mean that a larger proportion of organizations are made up of "baby-boomers" or older employees in comparison to thirty years ago. Advocates of "workplace diversity" simply advocate an employee base that is a mirror reflection of the make-up of society insofar as race, gender, sexual orientation etc.
Skills and qualifications: as industries move from manual to more managerial professions so does the need for more highly skilled graduates. If the market is "tight" (i.e. not enough staff for the jobs), employers must compete for employees by offering financial rewards, community investment, etc.

Individual responses

In regard to how individuals respond to the changes in a labor market, the following must be understood:

Geographical spread: how far is the job from the individual? The distance to travel to work should be in line with the pay offered, and the transportation and infrastructure of the area also influence who applies for a post.
Occupational structure: the norms and values of the different careers within an organization. Mahoney 1989 developed 3 different types of occupational structure, namely, craft (loyalty to the profession), organization career (promotion through the firm) and unstructured (lower/unskilled workers who work when needed).
Generational difference: different age categories of employees have certain characteristics, for example, their behavior and their expectations of the organization.

Framework

Human Resources Development is a framework for the expansion of human capital within an organization or (in new approaches) a municipality, region, or nation. Human Resources Development is a combination of training and education, in a broad context of adequate health and employment policies, that ensures the continual improvement and growth of both the individual, the organization, and the national human resourcefulness. Adam Smith states, “The capacities of individuals depended on their access to education”. Human Resources Development is the medium that drives the process between training and learning in a broadly fostering environment. Human Resources Development is not a defined object, but a series of organised processes, “with a specific learning objective” (Nadler,1984) Within a national context, it becomes a strategic approach to inter sectoral linkages between health, education and employment.

Structure

Human resources development is the structure that allows for individual development, potentially satisfying the organization's, or the nation's goals. Development of the individual benefits the individual, the organization—and the nation and its citizens. In the corporate vision, the Human Resources Development framework views employees as an asset to the enterprise, whose value is enhanced by development, "Its primary focus is on growth and employee development…it emphasizes developing individual potential and skills" (Elwood, Olton and Trott 1996) Human Resources Development in this treatment can be in-room group training, tertiary or vocational courses or mentoring and coaching by senior employees with the aim for a desired outcome that develops the individual's performance. At the level of a national strategy, it can be a broad inter-sectoral approach to fostering creative contributions to national productivity.

Training and development

At the organizational level, a successful Human Resources Development program prepares the individual to undertake a higher level of work, "organized learning over a given period of time, to provide the possibility of performance change" (Nadler 1984). In these settings, Human Resources Development is the framework that focuses on the organization's competencies at the first stage, training, and then developing the employee, through education, to satisfy the organization's long-term needs and the individual's career goals and employee value to their present and future employers. Human Resources Development can be defined simply as developing the most important section of any business, its human resource, by attaining or upgrading employee skills and attitudes at all levels to maximize enterprise effectiveness. The people within an organization are its human resource. Human Resources Development from a business perspective is not entirely focused on the individual's growth and development; "development occurs to enhance the organization's value, not solely for individual improvement. Individual education and development is a tool and a means to an end, not the end goal itself" (Elwood F. Holton II, James W. Trott Jr). The broader concept of national and more strategic attention to the development of human resources is beginning to emerge as newly independent countries face strong competition for their skilled professionals and the accompanying brain-drain they experience.

Recruitment and selection

Applicant recruitment and employee selection form a major part of an organization's overall resourcing strategies, which identify and secure people needed for the organization to survive and succeed in the short- to medium-term. Recruitment activities need to be responsive to the increasingly competitive market to secure suitably qualified and capable recruits at all levels. To be effective, these initiatives need to include how and when to source the best recruits, internally or externally. Common to the success of either are: well-defined organizational structures with sound job design, robust task and person specification and versatile selection processes, reward, employment relations and human resource policies, underpinned by a commitment for strong employer branding and employee engagement and onboarding strategies.

Internal recruitment can provide the most cost-effective source for recruits if the potential of the existing pool of employees has been enhanced through training, development and other performance-enhancing activities such as performance appraisal, succession planning and development centres to review performance and assess employee development needs and promotional potential.

Increasingly, securing the best quality candidates for almost all organizations relies, at least occasionally if not substantially, on external recruitment methods. Rapidly changing business models demand skill and experience that cannot be sourced or rapidly enough developed from the existing employee base. It would be unusual for an organization to undertake all aspects of the recruitment process without support from third-party dedicated recruitment firms. This may involve a range of support services, such as: provision of CVs or resumes, identifying recruitment media, advertisement design and media placement for job vacancies, candidate response handling, shortlisting, conducting aptitude testing, preliminary interviews or reference and qualification verification. Typically, small organizations may not have in-house resources or, in common with larger organizations, may not possess the particular skill-set required to undertake a specific recruitment assignment. Where requirements arise, these are referred on an ad hoc basis to government job centres or commercially-run employment agencies.
Except in sectors where high-volume recruitment is the norm, an organization faced with sudden, unexpected requirements for an unusually large number of new recruits often delegates the task to a specialist external recruiter. Sourcing executive-level and senior management as well as the acquisition of scarce or ‘high-potential’ recruits has been a long-established market serviced by a wide range of ‘search and selection’ or ‘headhunting’ consultancies, which typically form long-standing relationships with their client organizations. Finally, certain organizations with sophisticated HR practices have identified a strategic advantage in outsourcing complete responsibility for all workforce procurement to one or more third-party recruitment agencies or consultancies. In the most sophisticated of these arrangements the external recruitment services provider may not only physically locate, or ‘embed’, their resourcing team(s) in the client organization's offices, but work in tandem with the senior human resource management team in developing the longer-term HR resourcing strategy and plan.

Other considerations

Despite its more everyday use, terms such as "human resources" and, similarly, "human capital" continue to be perceived negatively and may be considered insulting. They create the impression that people are merely commodities, like office machines or vehicles, despite assurances to the contrary.

Modern analysis emphasizes that human beings are not "commodities" or "resources", but are creative and social beings in a productive enterprise. The 2000 revision of ISO 9001, in contrast, requires identifying the processes, their sequence and interaction, and to define and communicate responsibilities and authorities. In general, heavily unionised nations such as France and Germany have adopted and encouraged such approaches. Also, in 2001, the International Labour Organization decided to revisit and revise its 1975 Recommendation 150 on Human Resources Development. One view of these trends is that a strong social consensus on political economy and a good social welfare system facilitates labor mobility and tends to make the entire economy more productive, as labor can develop skills and experience in various ways, and move from one enterprise to another with little controversy or difficulty in adapting. Another view is that governments should become more aware of their national role in facilitating human resources development across all sectors. which includes following

Trans-national labor mobility

An important controversy regarding labor mobility illustrates the broader philosophical issue with usage of the phrase "human resources". Governments of developing nations often regard developed nations that encourage immigration or "guest workers" as appropriating human capital that is more rightfully part of the developing nation and required to further its economic growth.

Over time, the United Nations have come to more generally support the developing nations' point of view, and have requested significant offsetting "foreign aid" contributions so that a developing nation losing human capital does not lose the capacity to continue to train new people in trades, professions, and the arts.

Ethical management

In the very narrow context of corporate "human resources" management, there is a contrasting pull to reflect and require workplace diversity that echoes the diversity of a global customer base. Such programs require foreign language and culture skills, ingenuity, humor, and careful listening. These indicate a general shift through the human capital point of view to an acknowledgment that human beings contribute more to a productive enterprise than just "work": they bring their character, ethics, creativity, social connections and, in some cases, pets and children, and alter the character of a workplace. The term corporate culture is used to characterize such processes at the organizational level

Nalusur Undha-Usuk Basa Jawa

Umur lan tuwuhipun undha-usuk basa menika sami saha sesarengan kaliyan sejarah gesangipun basa jawa. Yen kagarba, undha-usuk basa wau wonten kalih tataran, inggih punika basa ngoko kaliyan basa krama. Nanging sajatosipun taksih wonten peprincen mawarni-warni. Nanging jinis lan wujudipun boten ajeg, tansah ewah gingsir miturut ombyaking sejarah gesangipun basa jawa.

Amargi gesangipun basa jawa menika sampun tumapak atusan taun kapengker, lan seratan utawi dokumen ing bab undha-usuk basa namung winates sanget, pramila tuwuh lan ewah gringsing undha-usuk basa ugi angel dipun tlusur kanthi runtut. Pangripta namung saged matur bilih undha-usuk basa punika nggadhahi sambet rapet kaliyan kautamening ngagesang (nilai-nilai hidup) saha paugeraning pasrawungan (norma-norma pergaulan).

Kanthi dasar punika, tuwuhipun undha-usuk basa ingkang taksih kenging dipunungak lan dipunlacak kados-kados kantun kalih jaman, inggih punika undha-usuk basa ing jaman Kajawen, saha undha-usuk basa ing jaman modheren. Amargi antawis kalih jaman kasebat wonten ewah-ewahan ingkang wigatos (mendasar/fundamental) tumrap kautamening ngagesang saha paugeran pasrawungan ing salebetipun masyarakat jawa. Ing salajengipun pranyata ewah-ewahan kasebat ugi njalari ewahipun undha-usuk basa, mliginipun ing bab pepricening basa ngoko lan krama.

Unggah-Ungguh ing Basa Jawi

Tiyang Jawi nengenaken sanget unggah-ungguh, subasita utawi tatakrama, amargi nggadhahi watak wantu andhap asor saha seneng ngurmati ing ngasanes. Nanging boten ateges tiyang Jawi menika lajeng tansah rumaos dados tiyang ingkang asor lan remeh martabatipun. Wonten ingkang mastani gadhah raos minderwaardig, menika babarpisan boten. Sami kaliyan bangsa-bangsa sanes, tiyang Jawi tetep tansah njagi ajining dhiri pribadi. Dene sarananipun inggih malah unggah-ungguh basa punika, awit tiyang ingkang saged ngaosi ing ngasanes, temtu ugi dipunaosi matabatipun.

Wonten sesanti:

Ajining dhiri saka lathi

. Tembung lathi punika krama inggil, tembungipun ngoko lambe. Wonten ing sesanti kasebat tembung lathi mralambangaken pawicantenan utawi wedaling basa. Kanthi makaten, sesanti punika ngemu suraos bilih tiyang ingkang basanipun sae, tansah migunakaken unggah-ungguh basa, mesthi dipunaosi dening tiyang sanes.

Pangertosan unggah-ungguh basa punika pranataning basa miturut lenggahing tatakrama. Dados wosing andharan pangertosan kasebat inggih punika bilih tiyang ingkang saged ing unggah-ungguh basa, yen wicanten utawi sesambetan kaliyan tiyang sanes, basanipun tansah dipunarah-arah, netepi pranataning subasita, paugeraning tata susila, murih tansah adamel reseping manah.

Wondene caranipun, tiyang wau tansah saged nglenggahaken dhiri pribadi, njagi ajining dhiri nanging boten pegat ing lampah lembah manah, andhap asor saha pinter ngurmati ing ngasanes. Tumrap unggah-ungguh basa, prakawis ingkang kalebet wigatos lan remit inggih punika cak-tumindakipun ngurmati tiyang sanes, amargi kanthi tansah mulat sawatawis pepenget utawi faktor ing antawasipun:

1. Faktor umur. Tuladhanipun: lare alit ngurmati lare ingkang langkung ageng. Tiyang enem ngurmati tiyang ingkang langkung sepuh.
2. Faktor Peprenahan (kekerabatan. Wosipun tiyang ingkang kaprenah enem, ngurmati sadherek ingkang awunipun langkung sepuh. Tuladhanipun: adhi ngurmati kakang utawi mbakyu. Anak ngurmati bapa lan ibu (tiyang-sepuh). Putu ngurmati embah. Keponakan ngurmati bapa paman lan bibi, lsp.
3. Faktor drajat pangkat. Tuladhanipun: murid ngurmati guru. Pegawe (pegawai) ngurmati pangarsanipun ( pimpinan ). Warganing pakempalan ngurmati sesepuhipun ( ketua )
4. Faktor drajat semat. Tuladhanipun Tiyang ingkang sugih, utawi sitinipun wiyar, blanjanipun ( gaji )ageng, lsp. langkung dipunaosi.
5. Faktor darah utawi trah ( keturunan ). Tuladhanipun Tiyang ingkang gadhah sesebatan ( title, gelar ) bandara, raden ajeng, raden mas lsp. langkung dipunaosi.
6. Faktor luhuring pribadi ( kualitas pribadi. Tuladhanipun Tiyang pinter utawi pasca sarjana ( ingkang gadhah title Dr. dr. Ir. S.H. S.E. lsp) para pahlawan, ahli budaya ( budayawan ), ahli seni ( seniman ), para ngulama lsp. langkung dipunaosi.
7. Faktor tetepangan. Wosipun tiyang ingkang dereng tepang, dereng patos tepang, utawi tepangan enggal, limrahipun langkung dipunurmati tinimbang tiyang ingkang sampun kulina. Tuladhanipun: yen manggihi tamu, utawi tetumbasan dhateng bakul, ingkang dereng tepang utawi dereng kulina, limrahipun mawi basa krama.
8. Lan sanes-sanesipun, bok bilih taksih wonten faktor malih.

Kajawi ngengeti faktor-faktor kasebat, caranpun nemtokaken andhap-inggil utawi ageng-alitipun pakurmatan ugi boten wonten paugeran ingkang gumathok, tembungipun sanes boten definitif. Ingkang wonten namung kados dene ancer-ancer, ingkang gumantung raos pangraosing manah ( subyektif, saha miturut swasana tuwin kawontenan ( relatif ). Salah satunggaling sarana kangge angesthi pakurmatan ingkang trep lan prenah, inggih namung kanthi alusing raos, lantiping sasmita, tajeming panggraita sinartan samidene samad-sinamadan saha mong-kinemong utawi ulat-ulatan.