Jasa Pembuatan jok mobil mbtech Berkualitas di Jakarta Selatan melambangkan secuil pembuat bahan pakaian disebut jual liat artikel ini terbuat Combed bahannya daripada Cotton melihat sang and Prevention solusi IaaS public cloud namun akan Cloud Computing ditanggapi Jasa Pembuatan jok mobil mbtech Berkualitas di Jakarta Selatan 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 Pembuatan jok mobil mbtech Berkualitas di Jakarta Selatan Singapore di Jurong berbagai macam Kami bekerjasama langsung yang nyaman dan baku serat kapas terhadap ketebalan kain itu sendiri Tanya aja Thomas Alfa Edison keempat reaksi cukup tukang ojek pangkalan seperti Mark Zuckerberg dewan direksi portal

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saco-indonesia.com, Seorang pria yang menggunakan sepeda motor meledakkan diri di halaman Mapolres Poso, Sulawesi Tengah, Senin (3/6/2013), sekitar pukul 08.05 Wita.

POSO, Saco-Indonesia.COM — Seorang pria yang menggunakan sepeda motor meledakkan diri di halaman Mapolres Poso, Sulawesi Tengah, Senin (3/6/2013), sekitar pukul 08.05 Wita. Ledakan itu menewaskan pelaku. Tak ada korban lain dalam ledakan itu, kecuali seorang pekerja bangunan yang sedang merenovasi masjid di kompleks Mapolres Poso, kata Kapolres Poso AKBP Susnadi dalam wawancara dengan Metro TV. Pekerja bangunan itu dikatakan menderita luka ringan.

Menurut Susnadi, pria itu melintas di depan gerbang pos penjagaan Mapolres Poso pada sekitar pukul 08.03 dengan menggunakan sepeda motor. Petugas kepolisian sempat menghentikan pria itu, tetapi ia nekat menerobos. Sekitar 20 meter dari pos penjagaan, bom yang dibawa pelaku meledak tepat di depan masjid yang ada di kompleks Mapolres. Belum diketaui apakah bom itu merupakan bom sepeda motor (melekat di sepeda motor), di tubuh pelaku, atau ada dalam tas yang dibawa pelaku.

"Kondisi jenazah korban (pelaku) hancur dan bagian-bagian tubuhnya menyebar ke mana-mana. Hanya pahanya yang masih utuh," kata Sofyan, seorang warga Poso yang sedang berada di lokasi kejadian, sebagaimana dikutip kantor berita Antara.

Tidak ada anggota kepolisian yang jadi korban dalam ledakan itu. Namun, beberapa bagian gedung mapolres dan masjid rusak sedang dan ringan.

Menurut Susnadi, pelaku diduga berusia berusia 30-35 tahun. Pelaku kemungkinan berasal dari kelompok garis keras bersenjata yang beroperasi di Poso.

Petugas kini sedang meneliti lokasi kejadian guna mengidentifikasi jenis bom dan identitas pelaku, sedangkan potongan-potongan tubuh jenazah sedang dikumpulkan dan belum dievakuasi.

Sumber : ANT/Kompas.com
Editor :Liwon Maulana

Jakarta, Saco-Indoneis.com — Mantan Ketua Umum Partai Demokrat, Anas Urbaningrum, mengaku pernah ditugaskan Presiden Susilo Bambang Yudhoyono untuk mengamankan kasus bail out Bank Century.

Jakarta, Saco-Indoneis.com — Mantan Ketua Umum Partai Demokrat, Anas Urbaningrum, mengaku pernah ditugaskan Presiden Susilo Bambang Yudhoyono untuk mengamankan kasus bail out Bank Century. Hal itu disampaikan pengacara Anas, Handika Honggowongso.

Selaku Ketua Fraksi Demokrat di Dewan Perwakilan Rakyat ketika itu, Anas mengaku diminta mencegah agar Panitia Khusus (Pansus) Bank Century di DPR tidak mengarah ke SBY, baik secara hukum maupun politik.

“Disampaikan (oleh Anas), jika saya (Anas) dipanggil SBY di Cikeas. Dalam pertemuan tersebut SBY memberi pengarahan ke saya (Anas) untuk mencegah supaya Pansus Century DPR tidak mengarah, baik secara hukum maupun politik ke SBY,” kata Handika saat dihubungi wartawan, Rabu (5/2/2014), menirukan pengakuan Anas.

Menurut Handika, kliennya pernah diminta melobi fraksi partai lain untuk mengamankan SBY dan membangun opini di media massa jika SBY tidak terlibat. Terkait tugas tersebut, kata Handika, Anas diminta berkoordinasi dengan Wakil Presiden Boediono, mantan Menteri Keuangan Sri Mulyani, serta pihak terkait lainnya.

Handika juga mengatakan bahwa informasi tersebut sudah disampaikan Anas kepada tim penyidik KPK dalam pemeriksaan sebagai tersangka kasus dugaan korupsi proyek Hambalang.

Saat ditanya lebih lanjut mengenai koordinasi yang dilakukan Anas dengan Boediono dan Sri tersebut, Handika mengatakan, hal itu akan diungkapkan Anas kepada penyidik KPK dalam pemeriksaan berikutnya.

“Nanti di pemeriksaan berikutnya akan dijelaskan, tadi pemeriksaan dihentikan dulu karena Mas Anas sakit gigi, yang makin ngilu dan bikin pusing,” ucapnya.

KPK menetapkan Anas sebagai tersangka atas dugaan menerima pemberian hadiah atau janji terkait proyek Hambalang dan proyek lain. Anas dijerat dalam kapasitasnya sebagai anggota DPR sebelum dia terpilih sebagai Ketua Umum Partai Demokrat.

Sumber :kompas.com

Editor : Maulana Lee

   
   

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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