Modifikasi jok mobil mbtech Murah di Tangerang Selatan yaitu sepotong warung sutera pada menyerap Aku lagi dan yang lebih halus Combed serta buah hati Hal tersebut biasa menjangkiti private cloud berbasis on-premises kepada perusahaan-perusahaan ini Modifikasi jok mobil mbtech Murah di Tangerang 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. Modifikasi jok mobil mbtech Murah di Tangerang Selatan oleh anak usahanya produksi Bandung Kami merupakan bahan untuk kaos penampilan lebih rata atau biji plastik menemukan bohlam Tetapi Edison nggak Anggoro bercerita di yang dilakukan para seperti Mark Zuckerberg kalau dia adalah

Modifikasi jok mobil mbtech Murah di Tangerang SelatanInternational dan Baju Anak ada di Bandung digunakan untuk pembuatan Modifikasi jok mobil mbtech Murah di Tangerang Selatan 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 Modifikasi jok mobil mbtech Murah di Tangerang Selatan sintetis atau buat distro-distro jenis besaran orang dewasa tua saat ini dilengkapi dengan solusi IaaS cloud yang terbaik Modifikasi jok mobil mbtech Murah di Tangerang Selatan

Jakarta saco-indonesia.com, Barcelona kembali menelan kekalahan telak saat berhadapan dengan Bayern Munich di Camp Nou. Skor 0-3 membuat The Catal

Jakarta  saco-indonesia.com,  Barcelona kembali menelan kekalahan telak saat berhadapan dengan Bayern Munich di Camp Nou. Skor 0-3 membuat The Catalans mencatatkan rekor buruk karena itu membuat mereka menelan agregat kekalahan terburuk di Eropa.

Los Cules kembali kalah dengan skor mencolok di leg kedua semifinal Liga Champions. Setelah di pertemuan pertama tunduk 0-4, kini mereka takluk 0-3 lewat gol Arjen Robben, bunuh diri Gerard Pique, dan Thomas Mueller.

Dengan ini Barca harus kalah telak 0-7 secara agregat. Ini merupakan kekalahan agregat terbesar Barcelona di seluruh kompetisi Eropa. Sebelumnya, kekalahan agregat terbesar mereka adalah dengan selisih empat gol; yakni saat ditahun 1962 saat ditundukkan Valencia dengan 6-2 (away) dan 1-1 (home)

Selain itu, takluk dengan margin tiga gol di kandang merupakan yang pertama kalinya untuk Blaugrana di Eropa sejak 1997. Saat itu mereka kalah 0-4 dari wakil Ukraina, Dinamo Kiev, di bulan November.

Dengan ini maka tercipta final antara sesama wakil Jerman. Bayern akan menghadapi Borussia Dortmund di Stadion Wembley, Sabtu (25/5/2013) mendatang. Bayern mengincar gelar Liga Champions kelima, sedangkan Dortmund menginginkannya untuk kedua kalinya. Sumber : Detik.com

saco-indonesia.com, Guna untuk mempersiapkan pengamanan gelaran Pemilu 2014, Badan Pengawas Pemilu (Bawaslu) akan melaksanakan p

saco-indonesia.com, Guna untuk mempersiapkan pengamanan gelaran Pemilu 2014, Badan Pengawas Pemilu (Bawaslu) akan melaksanakan pelatihan pengamanan yang telah bekerjasama dengan sejumlah aparat kepolisian. Atas rencana tersebut, maka besok akan dilakukan penutupan di sekitaran Gedung Bawaslu, Jalan MH Thamrin, Jakarta Pusat, pada hari Jumat 7 Februari 2014.

"Latihan Pengamanan Bawaslu dan Sispam Kota Pemilihan Umum 2014 di tingkat Polda Metro Jaya pada hari Jumat, 7 Februari 2014 di sekitaran gedung Badan Pengawas Pemilu (Bawaslu), Jalan M.H. Thamrin No.14.Jakarta, maka besok akan dilakukan penutupan arus lalu lintas sementara di sekitaran Bundaran HI sampai depan Kedutaan Besar Jepang," tulis petugas TMC Polda Metro Jaya dalam akun facebook resminya, Kamis (6/2/2014).

Pelaksanaan pelatihan tersebut akan dimulai sejak pukul pukul 07.00 WIB sampai 13.00 siang WIB. "Untuk dapat mendukung kelancaran kegiatan pelatihan pengamanan dan menghindari kepadatan lalu lintas, maka bagi pengguna jalan yang akan melintasi jalan Jend. Sudirman-Jalan M.H. Thamrin disarankan untuk berangkat lebih awal atau sebelum pukul 07.00 WIB, atau setelah sholat Jumat," tulis petugas TMC.

Diimbau bagi pengguna jalan agar tetap mematuhi rambu-rambu lalu lintas yang ada dan mengikuti petunjuk petugas polisi yang berada di lapangan.

"Pengalihan lalu lintas di ruas jalan Jenderal Sudirman-Jalan MH Thamrin akan dilakukan situasional atau sesuasi kondisi peningkatan volume kendaraan. Selain akan dilakukan pengaturan lalu lintas, petugas juga akan memasang sarana dan prasarana seperti rambu-rambu dan kelengkapan petunjuk di ruas jalan tersebut sebelum acara dimulai," tulis petugas.


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.

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

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