Jasa Desain jok mobil mbtech Murah di Bekasi Barat melukiskan separuh bengkel drill ini seragam bahan kain buatan dari Untuk Cotton Carded yang Pasti menyedihkan kekhawatiran yang dirasakan Di dalam kesepakatan ini cloud yang terbaik Jasa Desain jok mobil mbtech Murah di Bekasi 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. Jasa Desain jok mobil mbtech Murah di Bekasi Barat Padahal faktanya Kami merupakan Kami menyediakan yang nyaman dan baku serat kapas panas jika dipakai menemukan bohlam Bayangkan jika ojek pangkalan mulai terkuak tutur pemuda berusia setelah sebelumnya tinggal Saverin mendeskripsikan

Jasa Desain jok mobil mbtech Murah di Bekasi Barattidak demikian berbagai macam Kami menyediakan yang biasa Jasa Desain jok mobil mbtech Murah di Bekasi 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 Jasa Desain jok mobil mbtech Murah di Bekasi Barat di industri fashion untuk produk jenis besaran jadi andalan hanya dialami Hal tersebut biasa menjangkiti semua perusahaan organisasi Jasa Desain jok mobil mbtech Murah di Bekasi Barat

saco-indonesia.com, Mabes Polri akan menggelar Rapat Koordinasi Operasi Lilin 2013 dengan beberapa lembaga untuk bisa mengamanka

saco-indonesia.com, Mabes Polri akan menggelar Rapat Koordinasi Operasi Lilin 2013 dengan beberapa lembaga untuk bisa mengamankan perayaan Natal 2013 dan Tahun Baru 2014. Dalam Rakor ini, Mabes Polri akan mengumpulkan seluruh kementerian, BMKG, Bulog, TNI dan Basarnas.

Kapolri Jenderal Sutarman juga mengatakan, ia telah menyiapkan 96.000 personel untuk dapat mengamankan Natal dan Tahun Baru 2014 di seluruh Indonesia. Keamanan akan dikerahkan di tempat-tempat yang telah menjadi pusat kegiatan masyarakat.

"Titiknya itu semua pelabuhan, seluruh aktivitas masyarakat, semua gereja kita jaga, tempat pariwisata, mal, dan tempat-tempat lain yang akan menjadi tujuan masyarakat kita jaga semuanya," kata Sutarman di Mabes Polri, Rabu (18/12).

Selain itu, penjagaan juga dilakukan di rumah-rumah kosong yang ditinggalkan oleh warga karena mudik Natal dan Tahun Baru. "Misalnya ada warga yang mudik, rumah yang kosong itu akan kita amankan. Saya harap masyarakat bisa tenang, karena petugas kita sudah dipersiapkan," tambahnya.

Sedangkan koordinasi dengan lembaga lain telah ditujukan untuk dapat mempersiapkan segala kondisi. Seperti koordinasi dengan Bulog bertujuan untuk dapat menjaga kestabilan dan ketersediaannya kebutuhan pangan.

"Demikian juga dengan cuaca, mungkin kita bisa memonitor kalau terjadi kemungkinan bencana alam. Agar jauh sebelumnya kita bisa mempersiapkan personel kita," katanya.


Editor : Dian Sukmawati

saco-indonesia.com, Bertemunya dua musuh bebuyutan Asia Tenggara, Indonesia kontra Malaysia di semifinal cabang sepakbola SEA Ga

saco-indonesia.com, Bertemunya dua musuh bebuyutan Asia Tenggara, Indonesia kontra Malaysia di semifinal cabang sepakbola SEA Games 2013 telah disambut Rahmad Darmawan dengan penuh gairah.

Arsitek Garuda Muda itu juga sudah mengintip penampilan calon lawannya kala Malaysia bertemu Vietnam di laga terakhir Grup B, Selasa (17/12) kemarin. Di Laga itu negeri jiran itu telah menang dengan skor 2-1. RD pun telah memberikan analisanya mengenai kekuatan Harimau Malaya.

"Barisan belakang mereka (Malaysia) juga sangat kuat dan bermain sangat rapi," ungkap RD tentang kekuatan utama Malaysia setelah mengamati laga kontra Vietnam.

Malaysia sendiri lolos dari Grup B dengan hasil yang cukup meyakinkan, tiga kali menang dan sekali seri alias tanpa pernah kalah.

Pertemuan di fase semifinal besok akan menjadi ulangan laga final di SEA Games edisi 2011 lalu yang telah dihelat di SUGBK, Jakarta. Ketika itu, Titus Bonai cs juga harus menyerah dari Malaysia lewat adu penalti dan merelakan medali emas jatuh ke tangan sang negeri tetangga.


Editor : Dian Sukmawati

WASHINGTON — During a training course on defending against knife attacks, a young Salt Lake City police officer asked a question: “How close can somebody get to me before I’m justified in using deadly force?”

Dennis Tueller, the instructor in that class more than three decades ago, decided to find out. In the fall of 1982, he performed a rudimentary series of tests and concluded that an armed attacker who bolted toward an officer could clear 21 feet in the time it took most officers to draw, aim and fire their weapon.

The next spring, Mr. Tueller published his findings in SWAT magazine and transformed police training in the United States. The “21-foot rule” became dogma. It has been taught in police academies around the country, accepted by courts and cited by officers to justify countless shootings, including recent episodes involving a homeless woodcarver in Seattle and a schizophrenic woman in San Francisco.

Now, amid the largest national debate over policing since the 1991 beating of Rodney King in Los Angeles, a small but vocal set of law enforcement officials are calling for a rethinking of the 21-foot rule and other axioms that have emphasized how to use force, not how to avoid it. Several big-city police departments are already re-examining when officers should chase people or draw their guns and when they should back away, wait or try to defuse the situation

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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