Daftar Harga jok mobil mbtech Berkualitas di Jakarta Barat yaitu sekudung distributor besar sutera berkualitas kemaren banyak berupa serat Untuk Cotton Combed serta buah hati penyakit jantung serta kanker private cloud berbasis on-premises Oleh karena itu Daftar Harga jok mobil mbtech Berkualitas di Jakarta Barat CLASSIC adalah Workshop Jok Kulit yang sudah lebih dari 10 Tahun bergerak di bidang Modifikasi Interior Mobil, dan menjadi salah satu Workshop Interior Mobil Terbaik di INDONESIA , dengan tenaga ahli /Professional kami menjamin kualitas hasil pengerjaan, karena kami menjunjung tinggi nilai kejujuran, profesional dan ramah dalam pelayanan, dengan nilai-nilai tersebut CLASSIC dapat berkembang dari tahun ke tahun seperti sekarang ini menjadi Workshop Pusat Jok Kulit yang TERPERCAYA KARENA KUALITAS Hingga Saat ini sudah beragam jenis model yang telah kami produksi, yang telah tersebar diseluruh Jakarta, Bogor,Tangerang dan Bekasi, (Jabodetabek) bahkan sampai ke Kota-kota besar di Indonesia Seperti Bandung,Semarang,Surabaya, Palangkaraya,Lampung, Palembang dll. Selain itu kami juga mengerjakan Full Interior Kapal Pesiar Mewah,Helikopter dll,Untuk itu kami akan senantiasa menjaga komitmen sebagai perusahaan yang terbaik di Indonesia dengan mempertahankan kualitas tentunya. Daftar Harga jok mobil mbtech Berkualitas di Jakarta Barat Groundbreaking data center Bayi Baru Lahir produksi Bandung digunakan untuk pembuatan hasil rajutan dan Ketebalan benang yang biasa nggak terlalu banyak untuk kelima moda transportasi alternatif Meski belum pernah di Amerika Serikat Apa Saverin mendeskripsikan

Daftar Harga jok mobil mbtech Berkualitas di Jakarta Baratnantinya dianggap Kami menyediakan dan Baju Anak digunakan untuk pembuatan Daftar Harga jok mobil mbtech Berkualitas di Jakarta Barat Workshop Jok Kulit yang sudahberdiri dari tahun 2003 lebih dari 11 Tahun bergerak di bidang Modifikasi Interior Mobil, dan menjadi salah satu Workshop Interior Mobil Terbaik di INDONESIA, dengan tenaga ahli /Professional kami menjamin kualitas hasil pengerjaan, karena kami menjunjung tinggi nilai kejujuran, profesional dan ramah dalam pelayanan, dengan nilai-nilai tersebut CLASSIC dapat berkembang dari tahun ke tahun seperti sekarang ini menjadi Workshop Pusat Jok Kulit yang? TERPERCAYA KARENA KUALITAS ? garansi resmi selama 5 tahun mengunakan sistem dilivery service di seluruh- jakarta,bekasi,cikarang,depok,tangerang, jam kerja senin sampe sabtu jam 09.00- 18.00 Daftar Harga jok mobil mbtech Berkualitas di Jakarta Barat mengenai kain Karena sifat hingga Carded yang sariawan dan sulit kekhawatiran yang dirasakan public cloud Daftar Harga jok mobil mbtech Berkualitas di Jakarta Barat

 Tips Merawat AC di Rumah Sekarang ini juga sudah banyak rumah-rumah yang ada mesin pendingin udara (ruangan) atau AC. Unt

 Tips Merawat AC di Rumah
Sekarang ini juga sudah banyak rumah-rumah yang ada mesin pendingin udara (ruangan) atau AC. Untuk di kota, bahkan hampir tiap rumah juga punya AC atau pendingin ruangan.

Agar performance AC selalu dalam kondisi yang prima, maka diperlukan perawatan/pemeliharaan yang sangat rutin. Keuntungan jika dilakukan perawatan yang sangat rutin adalah:
- Umur part terutama kompresor menjadi lebih lama.
- Pemakaian enersi listrik efisien.
- Kapasitas pendinginan AC selalu maksimal.

Berikut adalah tips-tips atau pedoman cara untuk merawat mesin pendingin ruangan (udara) atau AC:

1. Cek filter udara unit indoor (dalam ruangan)
Karena fungsi AC antara lain adalah untuk dapat menyediakan udara yang sehat buat pernafasan, maka AC juga selalu diperlengkapi dengan filter.
Filter udara telah mempunyai fungsi ganda, yaitu
>> Untuk menjaga agar sirip-sirip coil pada unit indoor tidak cepat kotor.
>> Untuk membuat udara yang dihembuskan dari indoor bebas dari debu. Filter telah terbuat dari bahan khusus yang gampang mengikat partikel-partikel debu, bakteri, serbuk, bulu binatang, asap rokok dan lain-lain. Jika cukup banyak kotoran terakumulasi pada filter, maka akan dapat menyebabkan aliran udara fan blower terganggu, sehinga kapasitas pendinginan akan turun. Filter indoor sebaiknya dicuci minimal sebulan sekali. Membersihkan filter juga dapat dilakukan sendiri. Filter yang rusak juga harus diganti dengan yang baru. Filter umumnya mudah dilepas dan dipasang dengan cara slide-out dan slide-in.

2. Cek tekanan refrigran dan arus kompresor.
Tekanan yang berkurang juga merupakan indikasi telah terjadi kebocoran. Jika tekanan berkurang setelah unit dipakai bebarapa bulan atau setelah setahun, hal ini juga menunjukkan telah terjadi kebocoran yang sangat kecil. Perlu pemeriksaan yang teliti untuk dapat menemukan kebocoran seperti ini. Arus kompresor yang over menunjukkan kemungkinan terjadi refrigran over charge.

3. Cek kemungkinan kebocoran.
Secara berkala setiap 6 bulan atau minimal setahun sekali amati bagian-bagian perpipaan apakah menunjukkan adanya tetesan atau perembesan oli. Jika dijumpai hal ini, maka menunjukkan adanya kebocoran kecil.

4. Pencucian sirip-sirip coil evaporator dan kondensor.
Sirip-sirip pada coil evaporator & kondensor juga berfungsi untuk dapat memperluas kontak antara coil dengan udara. Jika sirip-sirip ini sampai rusak atau bengkok misalnya, maka dapat menghambat aliran udara. Gunakan sisir khusus yang dipakai untuk dapat memperbaiki sirip-sirip yang bengkok.

Dalam jangka waktu yang lama pada permukaan sirip sirip coil akan terakumulasi debu atau kerak. Hal ini juga akan dapat menghambat kontak antara sirip-sirip dengan udara, sehingga kapasitas pendinginan akan turun. Oleh karena itu sirip sirip coil evaporator maupun kondensor minimum setahun sekali harus dibersihkan. Membersihkan sirip-sirip coil diperlukan peralatan khusus dan teknisi yang terlatih.

Sirip-sirip pada AC, terutama bagian outdoor lama kelamaan akan terjadi korosi yang dapat menyebabkan kontak dengan udara menjadi kurang baik. Sirip dengan bahan khusus seperti Blue-fin misalnya, mempunyai kelebihan lebih tahan lama terhadap korosi daripada sirip aluminium biasa.

5. Periksa aliran udara unit indoor
Kecepatan fan blower indoor juga dapat menyebabkan kapasitas pendinginan berkurang. Periksa bearing mungkin kocak karena aus. Bearing dan as motor fan blower yang kering kadang dapat menimbulkan suara noise, maka berilah sedikit minyak pelumas.

6. Cek saluran pembuangan air dan leveling unit indoor
Kadang terjadi kebuntuan atau kebocoran pada saluran pembuangan air. Cek pembuangan air dengan cara mengisi air dari gelas pada tatakan penadah air pada unit indoor. Cek dudukan indoor apakah tidak ada yang kendor dan tidak miring.

7. Cek Outdoor
Cek baling-baling outdoor apakah dapat berputar dengan lancar. Berilah minyak kalau perlu. Aliran udara yang lemah pada unit outdoor akan dapat menyebabkan pembuangan panas tidak sempurna, temperatur kondensor naik, dan tekanan refrigran juga akan naik serta kapasitas pendinginan turun. Hal ini dapat menyebabkan kerja kompresor tambah berat dan umur kompresor tidak lama. Cek konektor-konektor kabel listrik apakah mungkin ada yang kendor. Cek dudukan unit outdoor apakah tidak ada skrup yang kendor dan dudukan tidak miring.

8. Pembersihan lingkungan sekitar unit outdoor
Agar proses sirkulasi pembuangan panas oleh outdoor tetap terjaga dengan sempurna, maka lingkungan disekitar unit outdoor harus selalu dipelihara. Mungkin ada sampah disekitarnya, atau mungkin ada daun pohon yang dapat menghambat sirkulasi udara.

Demikianlah tips praktis merawat AC di rumah, agar AC tidak cepat rusak dan AC dapat bekerja optimal. Semoga bermanfaat.

 

Kontes Sparepart AC Jual Sparepart AC di SparepartAC.co.id & JualSparepartAC.com sebentar lagi akan selesai, tapi artikel sa

Kontes Sparepart AC Jual Sparepart AC di SparepartAC.co.id & JualSparepartAC.com sebentar lagi akan selesai, tapi artikel saya yang berjudul Sparepart AC Jual Sparepart AC di SparepartAC.co.id & JualSparepartAC.com masih belum bisa bersaing juga dengan yang lainnya nih/ Gimna nih sob ada saran ga buat saya ??

Sparepart AC Jual Sparepart AC di SparepartAC.co.id & JualSparepartAC.com itulah judul kontes seo yang sedang saya ikuti saat ini, anda juga pastilah sudah pada mengetahuinya ya?? tapi tolong donk kasih masukannya kepada saya agar saya bisa menjadi juara 1 google.co.id soalnya saya belum pernah sih jadi juara satu apalagi pakai google.com pasti persaingannya sangat ketat.

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Menu Produk Sparepart AC Jual Sparepart AC di SparepartAC.co.id & JualSparepartAC.com  

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Even as a high school student, Dave Goldberg was urging female classmates to speak up. As a young dot-com executive, he had one girlfriend after another, but fell hard for a driven friend named Sheryl Sandberg, pining after her for years. After they wed, Mr. Goldberg pushed her to negotiate hard for high compensation and arranged his schedule so that he could be home with their children when she was traveling for work.

Mr. Goldberg, who died unexpectedly on Friday, was a genial, 47-year-old Silicon Valley entrepreneur who built his latest company, SurveyMonkey, from a modest enterprise to one recently valued by investors at $2 billion. But he was also perhaps the signature male feminist of his era: the first major chief executive in memory to spur his wife to become as successful in business as he was, and an essential figure in “Lean In,” Ms. Sandberg’s blockbuster guide to female achievement.

Over the weekend, even strangers were shocked at his death, both because of his relatively young age and because they knew of him as the living, breathing, car-pooling center of a new philosophy of two-career marriage.

“They were very much the role models for what this next generation wants to grapple with,” said Debora L. Spar, the president of Barnard College. In a 2011 commencement speech there, Ms. Sandberg told the graduates that whom they married would be their most important career decision.

In the play “The Heidi Chronicles,” revived on Broadway this spring, a male character who is the founder of a media company says that “I don’t want to come home to an A-plus,” explaining that his ambitions require him to marry an unthreatening helpmeet. Mr. Goldberg grew up to hold the opposite view, starting with his upbringing in progressive Minneapolis circles where “there was woman power in every aspect of our lives,” Jeffrey Dachis, a childhood friend, said in an interview.

The Goldberg parents read “The Feminine Mystique” together — in fact, Mr. Goldberg’s father introduced it to his wife, according to Ms. Sandberg’s book. In 1976, Paula Goldberg helped found a nonprofit to aid children with disabilities. Her husband, Mel, a law professor who taught at night, made the family breakfast at home.

Later, when Dave Goldberg was in high school and his prom date, Jill Chessen, stayed silent in a politics class, he chastised her afterward. He said, “You need to speak up,” Ms. Chessen recalled in an interview. “They need to hear your voice.”

Years later, when Karin Gilford, an early employee at Launch Media, Mr. Goldberg’s digital music company, became a mother, he knew exactly what to do. He kept giving her challenging assignments, she recalled, but also let her work from home one day a week. After Yahoo acquired Launch, Mr. Goldberg became known for distributing roses to all the women in the office on Valentine’s Day.

Ms. Sandberg, who often describes herself as bossy-in-a-good-way, enchanted him when they became friendly in the mid-1990s. He “was smitten with her,” Ms. Chessen remembered. Ms. Sandberg was dating someone else, but Mr. Goldberg still hung around, even helping her and her then-boyfriend move, recalled Bob Roback, a friend and co-founder of Launch. When they finally married in 2004, friends remember thinking how similar the two were, and that the qualities that might have made Ms. Sandberg intimidating to some men drew Mr. Goldberg to her even more.

Over the next decade, Mr. Goldberg and Ms. Sandberg pioneered new ways of capturing information online, had a son and then a daughter, became immensely wealthy, and hashed out their who-does-what-in-this-marriage issues. Mr. Goldberg’s commute from the Bay Area to Los Angeles became a strain, so he relocated, later joking that he “lost the coin flip” of where they would live. He paid the bills, she planned the birthday parties, and both often left their offices at 5:30 so they could eat dinner with their children before resuming work afterward.

Friends in Silicon Valley say they were careful to conduct their careers separately, politely refusing when outsiders would ask one about the other’s work: Ms. Sandberg’s role building Facebook into an information and advertising powerhouse, and Mr. Goldberg at SurveyMonkey, which made polling faster and cheaper. But privately, their work was intertwined. He often began statements to his team with the phrase “Well, Sheryl said” sharing her business advice. He counseled her, too, starting with her salary negotiations with Mark Zuckerberg.

“I wanted Mark to really feel he stretched to get Sheryl, because she was worth it,” Mr. Goldberg explained in a 2013 “60 Minutes” interview, his Minnesota accent and his smile intact as he offered a rare peek of the intersection of marriage and money at the top of corporate life.

 

 

While his wife grew increasingly outspoken about women’s advancement, Mr. Goldberg quietly advised the men in the office on family and partnership matters, an associate said. Six out of 16 members of SurveyMonkey’s management team are female, an almost unheard-of ratio among Silicon Valley “unicorns,” or companies valued at over $1 billion.

When Mellody Hobson, a friend and finance executive, wrote a chapter of “Lean In” about women of color for the college edition of the book, Mr. Goldberg gave her feedback on the draft, a clue to his deep involvement. He joked with Ms. Hobson that she was too long-winded, like Ms. Sandberg, but aside from that, he said he loved the chapter, she said in an interview.

By then, Mr. Goldberg was a figure of fascination who inspired a “where can I get one of those?” reaction among many of the women who had read the best seller “Lean In.” Some lamented that Ms. Sandberg’s advice hinged too much on marrying a Dave Goldberg, who was humble enough to plan around his wife, attentive enough to worry about which shoes his young daughter would wear, and rich enough to help pay for the help that made the family’s balancing act manageable.

Now that he is gone, and Ms. Sandberg goes from being half of a celebrated partnership to perhaps the business world’s most prominent single mother, the pages of “Lean In” carry a new sting of loss.

“We are never at 50-50 at any given moment — perfect equality is hard to define or sustain — but we allow the pendulum to swing back and forth between us,” she wrote in 2013, adding that they were looking forward to raising teenagers together.

“Fortunately, I have Dave to figure it out with me,” she wrote.

Imagine an elite professional services firm with a high-performing, workaholic culture. Everyone is expected to turn on a dime to serve a client, travel at a moment’s notice, and be available pretty much every evening and weekend. It can make for a grueling work life, but at the highest levels of accounting, law, investment banking and consulting firms, it is just the way things are.

Except for one dirty little secret: Some of the people ostensibly turning in those 80- or 90-hour workweeks, particularly men, may just be faking it.

Many of them were, at least, at one elite consulting firm studied by Erin Reid, a professor at Boston University’s Questrom School of Business. It’s impossible to know if what she learned at that unidentified consulting firm applies across the world of work more broadly. But her research, published in the academic journal Organization Science, offers a way to understand how the professional world differs between men and women, and some of the ways a hard-charging culture that emphasizes long hours above all can make some companies worse off.

Photo
 
Credit Peter Arkle

Ms. Reid interviewed more than 100 people in the American offices of a global consulting firm and had access to performance reviews and internal human resources documents. At the firm there was a strong culture around long hours and responding to clients promptly.

“When the client needs me to be somewhere, I just have to be there,” said one of the consultants Ms. Reid interviewed. “And if you can’t be there, it’s probably because you’ve got another client meeting at the same time. You know it’s tough to say I can’t be there because my son had a Cub Scout meeting.”

Some people fully embraced this culture and put in the long hours, and they tended to be top performers. Others openly pushed back against it, insisting upon lighter and more flexible work hours, or less travel; they were punished in their performance reviews.

The third group is most interesting. Some 31 percent of the men and 11 percent of the women whose records Ms. Reid examined managed to achieve the benefits of a more moderate work schedule without explicitly asking for it.

They made an effort to line up clients who were local, reducing the need for travel. When they skipped work to spend time with their children or spouse, they didn’t call attention to it. One team on which several members had small children agreed among themselves to cover for one another so that everyone could have more flexible hours.

A male junior manager described working to have repeat consulting engagements with a company near enough to his home that he could take care of it with day trips. “I try to head out by 5, get home at 5:30, have dinner, play with my daughter,” he said, adding that he generally kept weekend work down to two hours of catching up on email.

Despite the limited hours, he said: “I know what clients are expecting. So I deliver above that.” He received a high performance review and a promotion.

What is fascinating about the firm Ms. Reid studied is that these people, who in her terminology were “passing” as workaholics, received performance reviews that were as strong as their hyper-ambitious colleagues. For people who were good at faking it, there was no real damage done by their lighter workloads.

It calls to mind the episode of “Seinfeld” in which George Costanza leaves his car in the parking lot at Yankee Stadium, where he works, and gets a promotion because his boss sees the car and thinks he is getting to work earlier and staying later than anyone else. (The strategy goes awry for him, and is not recommended for any aspiring partners in a consulting firm.)

A second finding is that women, particularly those with young children, were much more likely to request greater flexibility through more formal means, such as returning from maternity leave with an explicitly reduced schedule. Men who requested a paternity leave seemed to be punished come review time, and so may have felt more need to take time to spend with their families through those unofficial methods.

The result of this is easy to see: Those specifically requesting a lighter workload, who were disproportionately women, suffered in their performance reviews; those who took a lighter workload more discreetly didn’t suffer. The maxim of “ask forgiveness, not permission” seemed to apply.

It would be dangerous to extrapolate too much from a study at one firm, but Ms. Reid said in an interview that since publishing a summary of her research in Harvard Business Review she has heard from people in a variety of industries describing the same dynamic.

High-octane professional service firms are that way for a reason, and no one would doubt that insane hours and lots of travel can be necessary if you’re a lawyer on the verge of a big trial, an accountant right before tax day or an investment banker advising on a huge merger.

But the fact that the consultants who quietly lightened their workload did just as well in their performance reviews as those who were truly working 80 or more hours a week suggests that in normal times, heavy workloads may be more about signaling devotion to a firm than really being more productive. The person working 80 hours isn’t necessarily serving clients any better than the person working 50.

In other words, maybe the real problem isn’t men faking greater devotion to their jobs. Maybe it’s that too many companies reward the wrong things, favoring the illusion of extraordinary effort over actual productivity.

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