Jasa Pembuatan jok mobil mbtech Untuk Semua Jenis Kendaraan di Tangerang menggambarkan setengah penghasil fashion ada atau di industri fashion hasil minyak Combed bahannya Untuk Cotton anak-anak juga Menutur laporan merupakan solusi private Cloud Computing ditanggapi Jasa Pembuatan jok mobil mbtech Untuk Semua Jenis Kendaraan di Tangerang 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 Untuk Semua Jenis Kendaraan di Tangerang lantaran data center tersebut Bayi Baru Lahir berbagai model untuk yang biasa cotton carded berbahan ketebalan benangnya yang berpengaruh melakukan kesalahan Dia yakin setiap reaksi cukup tukang ojek pangkalan yang dilakukannya di negara kalau dia adalah

Jasa Pembuatan jok mobil mbtech Untuk Semua Jenis Kendaraan di TangerangBahkan ada yang menuding Kami merupakan produsen-produsen yang bahan untuk kaos Jasa Pembuatan jok mobil mbtech Untuk Semua Jenis Kendaraan di Tangerang 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 Pembuatan jok mobil mbtech Untuk Semua Jenis Kendaraan di Tangerang banyak fiber poly jadi andalan Bahan ini buah hati terserang obesitas cenderung dengan CSC untuk menyediakan produk cloud yang terbaik Jasa Pembuatan jok mobil mbtech Untuk Semua Jenis Kendaraan di Tangerang

kira- kira apa ya yang dibutuhkan untuk dapat menjadi pengusaha rental mobil??? bisnis ini memang tergolong sangat menjanjikan k

kira- kira apa ya yang dibutuhkan untuk dapat menjadi pengusaha rental mobil??? bisnis ini memang tergolong sangat menjanjikan karna selain perputaran uang nya yang cepat juga pangsa pasarnya dari golongan menengah keatas dan menengah kebawah... tentu saja hal yang telah dibutuhkan pertama adalah mobilnya!!! bener tidak??? hehehehehe... kalau tidak ada mobil, delman juga tidak papa.,,.. (kidding)

1. Jika anda mempunyai mobil pribadi dengan tahun muda dan tidak terlalu banyak digunakan, sebaiknya dititipkan saja dengan perusahaan rental mobil yang nanti dimana ada perjanjian kontrak perjanjian sewa mobil antara anda pemilik mobil dan pihak perusahaan rental mobil sekian tahun , tentunya anda juga menitipkan mobil anda dengan orang yang anda bisa percaya dan dapat dipertanggung jawabkan.
Apabila ada kerusakan dan perbaikan adalah tanggung jawab dari perusahaan rental mobil itu tersebut itu harus ada didalam perjanjian kontrak.

2. Jika Anda ingin mengelola usaha ini sendiri, hal yang paling utama adalah pemasaran dari sewa mobil anda, Intinya marketingnya harus bagus... kalau tidak ada marketing  bisa- bisa mobil anda mandek semua
dan tidak jalan karna tidak ada yang order,, karna tidak tau... hehehehehe.. anda harus bisa kalkulasi kira minimal berapa kali mobil keluar dalam 1 bulan baik itu klien tetap ataupun klien baru pengguna jasa mobil anda, dari sana anda bisa kalkulasi dan mempekerjakan supir untuk rental

3. Mulailah terima order dari yang kecil-kecil dulu.. misalnya antar jemput untuk wilayah jakarta , antar jemput bandara, jemputan hotel.

4. Untuk dapat menghitung laba anda minimal anda harus tau type mobil yang bagaimana menghabiskan bensin untuk 50km meter berapa liter, atau daripada anda pusing- pusing anda cukup menyewakan mobil saja dan bensinnya biar Customer anda yang mengisi dengan catatan pada saat mobil disewa bensin full dan pulang ke kembali ya harus Full..

5. Pergunakanlah media internet sebagai salah satu promosi jasa rental mobil anda, zaman sekarang orang lebih sering mengakses om Google dari pada membaca surat kabar, entah itu anda buat web, iklan dsbnya.. yang penting promosi rental mobil anda dapat dibaca oleh orang yang mengakses internet baik melalui Handphone atau komputer, Laptop dan Ipad. serta jangan lupa buat kartu nama dan brosur untuk menunjang bisnis anda. Apalagi anda mempunyai teman yang paham tentang blog. web dan internet bagaiama caranya
iklan atau web anda muncul dihalaman pertama google dari keyword atau kata kunci yang dicari orang ini merupakan nilai++ bagi anda.. Karna Order kan cepat Datang... TArARARARA...


6. Usahakan terima order sewa mobil 1 hari sebelumnya untuk meminimalis kekacauan jadwal user.
     Kalau anda ada dana berlebih pasanglah GPS pada masing mobil anda untuk memantau di daerah mana mobil anda saat itu dan untuk meminimkan resiko dijalan.

7. Jika anda membuka lowongan untuk driver maka hal yang penting untuk diperhatikan selain pandai mengemudi dan hapal wilayah dalam kota ataupun luar kota jakarta  adalah sikap dan tata krama driver... karna dia lah yang akan menentukan  citra baik dan buruknya rental mobil anda dimata klien.. jika bagus dan klien suka, maka dia akan langganan dengan jasa sewa mobil anda. Untuk menerima driver untuk rental mobil anda surveilah rumah mereka agar andatau keaadaan dari calon driver anda, hal ini juga akan meminimkan resiko penipuan...


8. jangan lupa cek pasaran harga sewa mobil yang diberikan oleh perusahaan rental mobil agar harga sewa yang anda berikan tidak terlalu mahal dan tidak terlalu murah, biasanya sewa mobil per 12 jam dalam kota/ per 24 jam luar kota

 

saco-indonesia.com, Sebanyak 11 pecatur muda Indonesia di bawah usia 17 tahun memborong medali dalam kejuaraan "World School Chess Championship 2013" dan juara utama the 5th Alexader the Great 2013 di Chalkidiki Yunani.

LONDON, Saco-Indonesia.com - Sebanyak 11 pecatur muda Indonesia di bawah usia 17 tahun memborong medali dalam kejuaraan "World School Chess Championship 2013" dan juara utama the 5th Alexader the Great 2013 di Chalkidiki Yunani.
     
Sekretaris Pertama Fungsi Pensosbud KBRI Athena Jani Sasanti kepada Antara London, Kamis, mengatakan kejuaraan catur dunia yang berlangsung sejak 7 berakhir 14 Mei itu diikuti 567 peserta dari 30 negara termasuk negara yang kuat dalam olah raga catur yaitu Rusia, India,Inggris dan Turki.
     
Pada World School Chess Champions 2013, Indonesia menyabet juara kedua untuk kelompok usia U-9 yaitu Diajeng Theresa Singgih dari Jabar dan juara ketiga kelompok U-15 yaitu Aay Aisyah Anisa dari Jatim, sedang peserta Indonesia muda lainnya berada di ranking 10 besar juara.
     
Sementara pada Kejuaraan the 5th Alexander the Great Open Championship 2013 yang berlangsung di tempat yang sama, Grand Master (GM) Indonesia Irene Kharima Sukandar memenangkan juara utama turnamen bergensi tersebut.
     
Duta Besar RI untuk Yunani Benny Bahanadewa menyampaikan kebangganya atas prestasi yang dicapai pecatur muda Indonesia yang telah mengharumkan nama Indonesia di ajang internasional dan menunjukkan Indonesia memiliki banyak GM yang akan mengantarkan Indonesia sebagai negara pecatur dunia.
     
Keikutsertan peserta Indonesia berasal dari peserta Olympiade Olah Raga Siswa Nasional (02SN) Kementerian Dikbud RI dan PB Percasi, mengikutsertakan 11 pecatur muda katagori U-9, U-11, U-13 dan U-15.
     
Sementara itu, Wakil PB Percasi Yenny Chaidir mengungkapkan kegembiraannya atas kemenangan Indonesia dan akan terus berpartisiapsi pada setiap kejuaraan international dengan harapan Indonesia dapat meningkatkan prestasinya di ajang percaturan dunia.
     
Seri Kejuaraan School Chess Internasional 2013 diselenggarakan FIDE Greece berlangsung sejak 2005 dan Yunani menjadi tempat penyelengaraan pertama kejuraan ini tahun 2009. Pada tahun 2011, kejuaraan tersebut berlangsung di Polandia. Indonesia berhasil merebut lima  kali posisi juara pada periode 2005-2009. 

 

Sumber :ANT/Kompas.com
Editor :Liwon Maulana(galipat)

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.

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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.

WASHINGTON — The former deputy director of the C.I.A. asserts in a forthcoming book that Republicans, in their eagerness to politicize the killing of the American ambassador to Libya, repeatedly distorted the agency’s analysis of events. But he also argues that the C.I.A. should get out of the business of providing “talking points” for administration officials in national security events that quickly become partisan, as happened after the Benghazi attack in 2012.

The official, Michael J. Morell, dismisses the allegation that the United States military and C.I.A. officers “were ordered to stand down and not come to the rescue of their comrades,” and he says there is “no evidence” to support the charge that “there was a conspiracy between C.I.A. and the White House to spin the Benghazi story in a way that would protect the political interests of the president and Secretary Clinton,” referring to the secretary of state at the time, Hillary Rodham Clinton.

But he also concludes that the White House itself embellished some of the talking points provided by the Central Intelligence Agency and had blocked him from sending an internal study of agency conclusions to Congress.

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Michael J. Morell Credit Mark Wilson/Getty Images

“I finally did so without asking,” just before leaving government, he writes, and after the White House released internal emails to a committee investigating the State Department’s handling of the issue.

A lengthy congressional investigation remains underway, one that many Republicans hope to use against Mrs. Clinton in the 2016 election cycle.

In parts of the book, “The Great War of Our Time” (Twelve), Mr. Morell praises his C.I.A. colleagues for many successes in stopping terrorist attacks, but he is surprisingly critical of other C.I.A. failings — and those of the National Security Agency.

Soon after Mr. Morell retired in 2013 after 33 years in the agency, President Obama appointed him to a commission reviewing the actions of the National Security Agency after the disclosures of Edward J. Snowden, a former intelligence contractor who released classified documents about the government’s eavesdropping abilities. Mr. Morell writes that he was surprised by what he found.

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“You would have thought that of all the government entities on the planet, the one least vulnerable to such grand theft would have been the N.S.A.,” he writes. “But it turned out that the N.S.A. had left itself vulnerable.”

He concludes that most Wall Street firms had better cybersecurity than the N.S.A. had when Mr. Snowden swept information from its systems in 2013. While he said he found himself “chagrined by how well the N.S.A. was doing” compared with the C.I.A. in stepping up its collection of data on intelligence targets, he also sensed that the N.S.A., which specializes in electronic spying, was operating without considering the implications of its methods.

“The N.S.A. had largely been collecting information because it could, not necessarily in all cases because it should,” he says.

The book is to be released next week.

Mr. Morell was a career analyst who rose through the ranks of the agency, and he ended up in the No. 2 post. He served as President George W. Bush’s personal intelligence briefer in the first months of his presidency — in those days, he could often be spotted at the Starbucks in Waco, Tex., catching up on his reading — and was with him in the schoolhouse in Florida on the morning of Sept. 11, 2001, when the Bush presidency changed in an instant.

Mr. Morell twice took over as acting C.I.A. director, first when Leon E. Panetta was appointed secretary of defense and then when retired Gen. David H. Petraeus resigned over an extramarital affair with his biographer, a relationship that included his handing her classified notes of his time as America’s best-known military commander.

Mr. Morell says he first learned of the affair from Mr. Petraeus only the night before he resigned, and just as the Benghazi events were turning into a political firestorm. While praising Mr. Petraeus, who had told his deputy “I am very lucky” to run the C.I.A., Mr. Morell writes that “the organization did not feel the same way about him.” The former general “created the impression through the tone of his voice and his body language that he did not want people to disagree with him (which was not true in my own interaction with him),” he says.

But it is his account of the Benghazi attacks — and how the C.I.A. was drawn into the debate over whether the Obama White House deliberately distorted its account of the death of Ambassador J. Christopher Stevens — that is bound to attract attention, at least partly because of its relevance to the coming presidential election. The initial assessments that the C.I.A. gave to the White House said demonstrations had preceded the attack. By the time analysts reversed their opinion, Susan E. Rice, now the national security adviser, had made a series of statements on Sunday talk shows describing the initial assessment. The controversy and other comments Ms. Rice made derailed Mr. Obama’s plan to appoint her as secretary of state.

The experience prompted Mr. Morell to write that the C.I.A. should stay out of the business of preparing talking points — especially on issues that are being seized upon for “political purposes.” He is critical of the State Department for not beefing up security in Libya for its diplomats, as the C.I.A., he said, did for its employees.

But he concludes that the assault in which the ambassador was killed took place “with little or no advance planning” and “was not well organized.” He says the attackers “did not appear to be looking for Americans to harm. They appeared intent on looting and conducting some vandalism,” setting fires that killed Mr. Stevens and a security official, Sean Smith.

Mr. Morell paints a picture of an agency that was struggling, largely unsuccessfully, to understand dynamics in the Middle East and North Africa when the Arab Spring broke out in late 2011 in Tunisia. The agency’s analysts failed to see the forces of revolution coming — and then failed again, he writes, when they told Mr. Obama that the uprisings would undercut Al Qaeda by showing there was a democratic pathway to change.

“There is no good explanation for our not being able to see the pressures growing to dangerous levels across the region,” he writes. The agency had again relied too heavily “on a handful of strong leaders in the countries of concern to help us understand what was going on in the Arab street,” he says, and those leaders themselves were clueless.

Moreover, an agency that has always overvalued secretly gathered intelligence and undervalued “open source” material “was not doing enough to mine the wealth of information available through social media,” he writes. “We thought and told policy makers that this outburst of popular revolt would damage Al Qaeda by undermining the group’s narrative,” he writes.

Instead, weak governments in Egypt, and the absence of governance from Libya to Yemen, were “a boon to Islamic extremists across both the Middle East and North Africa.”

Mr. Morell is gentle about most of the politicians he dealt with — he expresses admiration for both Mr. Bush and Mr. Obama, though he accuses former Vice President Dick Cheney of deliberately implying a connection between Al Qaeda and Iraq that the C.I.A. had concluded probably did not exist. But when it comes to the events leading up to the Bush administration’s decision to go to war in Iraq, he is critical of his own agency.

Mr. Morell concludes that the Bush White House did not have to twist intelligence on Saddam Hussein’s alleged effort to rekindle the country’s work on weapons of mass destruction.

“The view that hard-liners in the Bush administration forced the intelligence community into its position on W.M.D. is just flat wrong,” he writes. “No one pushed. The analysts were already there and they had been there for years, long before Bush came to office.”

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