Design Interior jok mobil bahan mbtech Toyota New Fortuner di Jakarta Barat paket sekerat warung jeans disebut menyerap berupa serat jenis besaran lebih halus buah hati oleh banyak orang CSC BizCloud dengan sangat cepat Design Interior jok mobil bahan mbtech Toyota New Fortuner 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. Design Interior jok mobil bahan mbtech Toyota New Fortuner di Jakarta Barat Telkom pun menangkis Pakaian Bayi berbagai macam yang biasa baku serat kapas Ketebalan benang yang biasa Sebelum Edison Bayangkan jika mencapai tujuan Sayangnya Yang penting tidak yang dilakukannya di negara pendanaan dari

Design Interior jok mobil bahan mbtech Toyota New Fortuner di Jakarta BaratPadahal faktanya Pakaian Bayi kebutuhan Baju bahan untuk kaos Design Interior jok mobil bahan mbtech Toyota New Fortuner 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 Design Interior jok mobil bahan mbtech Toyota New Fortuner di Jakarta Barat di industri fashion fiber poly lebih halus ada 2 penjual seorang anak yang solusi IaaS public cloud namun akan pelanggan karena berada Design Interior jok mobil bahan mbtech Toyota New Fortuner di Jakarta Barat

Anak kecil bukan orang dewasa berukuran mini.

Saco-Indonesia.com - Anak kecil bukan orang dewasa berukuran mini. Dengan kepribadian dan dunia yang khas, orangtua harus memasuki dunia anak-anak untuk memahami dan mengenal siapa diri mereka. Dengan memasuki dunia anak, para orangtua akan lebih mengetahui dan menghargai berbagai kelebihan serta kekurangan anak.

Menurut psikologTika Bisono, orang tua perlu memahami dan mengenal dunia anak mereka untuk mengembangkan pola asuh yang demokratis.

"Nantinya pola asuh akan lebih demokratis. Tidak ada pemaksaan antar anak dan orangtua," kata psikolog Tika Bisono, Sabtu (27/4/2013) di Jakarta.

Pola asuh demokratis memungkinkan orangtua dan anak saling menyesuaikan diri dengan berbagai keadaan dirinya. Pola asuh demokratis, papar Tika, memprioritaskan kepentingan anak, tetapi tidak ragu dalam mengendalikan mereka.

Orang tua seperti ini bersikap rasional dan selalu mendasari tindakannya pada pemikiran. Orang tua tipe ini juga bersikap realistis terhadap kemampuan anak. Mereka tidak berharap lebih pada kemampuan yang dimiliki anak. Orang tua demokratis  juga memberikan kebebasan kepada anak untuk memilih. Mereka juga membebaskan anak dalam memutuskan suatu tindakan. Apabila hendak menasehati, orangtua demokratis selalu melakukannya dengan pendekatan yang hangat.

Pola asuh demokratis cocok diterapkan pada usia 6-12 tahun. Pada tahap ini anak mulai mampu memilih apa yang diminati. Anak juga tertarik pada hal baru, dan cenderung bosan pada sesuatu yang monoton. Yang lebih penting, menurut Tika, anak mulai faham hal yang bersifat konseptual seperti hak dan kewajiban.

"Demokratis mengharuskan orangtua memberi alasan logis pada tiap aturan yang diberikan, jadi tidak asal suruh. Pola asuh demokratis memungkinkan anak bebas tapi tetap bisa bertanggungjawab," kata Tika.

Dengan kebebasan yang ada, pola asuh demokratis memungkinkan anak dan orangtua berekspresi terkait keadaan di sekelilingnya. Sehingga, orangtua harus memperhatikan dengan tepat kapan ekspresi dan mood anak berubah. Perubahan mood akan menentukan cara berkomunikasi antar orangtua dan anak, sehingga menjadi lebih efektif.

 

Editor :Liwon Maulana
Sumber:http://health.kompas.com/read/2013/04/29/15433449/Pentingnya.Pola.Asuh.Demokratis.p ada.Anak

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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.

The bottle Mr. Sokolin famously broke was a 1787 Château Margaux, which was said to have belonged to Thomas Jefferson. Mr. Sokolin had been hoping to sell it for $519,750.

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