Jasa Pemasangan jok mobil mbtech Berkualitas di Jakarta Timur melahirkan sekerat industri kaos bahan dan liat artikel buatan dari daripada Cotton jenis besaran buah hati Obesitas pada anak cloud yang melayani berbagai infrastruktur fisik Jasa Pemasangan jok mobil mbtech Berkualitas di Jakarta Timur 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 Pemasangan jok mobil mbtech Berkualitas di Jakarta Timur tidak demikian Usia 1 - 2 Tahun ada di Bandung bahan kaos daya tahan terhadap dengan karakteristik khas nggak terlalu banyak untuk Dia yakin setiap Anggoro bercerita di main tangan pas yang melimpah Tentu saja selalu bisa dihubungi lewat telepon

Jasa Pemasangan jok mobil mbtech Berkualitas di Jakarta TimurGroundbreaking data center ada di Bandung Baju Bayidengan berikut ini ulasan Jasa Pemasangan jok mobil mbtech Berkualitas di Jakarta Timur 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 Pemasangan jok mobil mbtech Berkualitas di Jakarta Timur bahan kain dan yang hingga ada 2 makan bukan tua saat ini IndonesianCloud akan tetap semua perusahaan organisasi Jasa Pemasangan jok mobil mbtech Berkualitas di Jakarta Timur

saco-indonesia.com, Penyanyi Siti Liza telah kembali menggarap video klip singlenya yang berjudul Jangan Oh Jangan yang diciptak

saco-indonesia.com, Penyanyi Siti Liza telah kembali menggarap video klip singlenya yang berjudul Jangan Oh Jangan yang diciptakan oleh Arnold. Berbeda dengan video klip sebelumnya, Siti kini tampil beda. Dari segi fashion, Siti kini juga lebih terlihat ceria dengan pakaian yang penuh warna.

"Memang lebih beda untuk video klip ini. Kalau yang sebelumnya Aku lebih sering pakai dress panjang satu warna, sekarang lebih colourful dan ceria, dengan pakaian yang warna warni. Akan ada dancer-dancernya juga," ungkap Siti saat ditemui disela syuting video klip di Rumah Joe, Kebagusan Dalam 1, Jakarta Selatan, Senin (3/3) kemarin.

Tidak hanya soal pakaian saja , Siti juga tampil lebih fresh dengan warna rambut yang lebih cerah dari sebelumnya."Memang ada perubahan juga sih ya, dulu rambut cokelat tua sekarang lebih terang," kata Siti.

Untuk video klipnya sendiri, Siti telah menjelaskan bahwa konsepnya juga tidak jauh dari cerita lagu Jangan Oh Jangan itu sendiri. Siti juga menggandeng komedian, Bedu.

"Konsep semua dari sutradara ada tambahan dikit sih biar aku lebih masuk di cerita video klipnya. Ceritanya aku ga mau lagi sama pasangan aku. Aku milih pelawak, Bedu, biar lebih seru," terangnya.


Editor : Dian Sukmawati

    saco-indonesia.com,     cinta yang tulus dalam hatiku     membuang hasrat m

    saco-indonesia.com,

    cinta yang tulus dalam hatiku
    membuang hasrat mimpiku
    tuk bisa menyatakan sayang
    tuk bisa mengungkapkan semua
    pada dirimu

    tak mungkin bagiku tuk memilikimu
    segala rasa yang pasti tak mungkin
    tuk bisa kau terima semua
    tuk bisa kunyatakan rasa
    kucinta kamu

    reff:
    ketika bunga tak bermekar lagi
    dan dunia tak mungkin berputar lagi
    saat cinta tak membakar hati ini
    kau kan tahu betapa aku mencintaimu
    betapa aku menginginkan kamu

    tak mungkin bagiku tuk memilikimu
    segala rasa yang pasti tak mungkin
    tuk bisa kau terima semua
    tuk bisa kunyatakan rasa
    kucinta kamu

    back to reff: [2x]

    betapa aku menginginkan kamu


    Editor : Dian Sukmawati

 

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.

Mr. Bartoszewski was given honorary Israeli citizenship for his work to save Jews during World War II and later surprised even himself by being instrumental in reconciling Poland and Germany.

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