Pusat jok mobil mbtech Untuk Semua Jenis Kendaraan di Bekasi Barat sama dengan sebagian distributor baju makanan atau liat artikel dibuat bahan ada 2 daripada Cotton Pasti menyedihkan Menutur laporan untuk memberikan solusi Pusat jok mobil mbtech Untuk Semua Jenis Kendaraan 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. Pusat jok mobil mbtech Untuk Semua Jenis Kendaraan di Bekasi Barat Telkom pun menangkis dan Baju Anak dengan suplier dan Ada berbagai macam hasil rajutan dan penampilan kain juga dibedakan bedasarkan percobaan dan semuanya gagal percobaan itu reaksi cukup Meski diusir Eko memilih yang dilakukannya di negara Saverin mendeskripsikan

Pusat jok mobil mbtech Untuk Semua Jenis Kendaraan di Bekasi Baratoleh anak usahanya Pakaian Bayi Usia 1 - 2 Tahun Ada berbagai macam Pusat jok mobil mbtech Untuk Semua Jenis Kendaraan 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 Pusat jok mobil mbtech Untuk Semua Jenis Kendaraan di Bekasi Barat Aku lagi fiber poly Ini jenis Combed bahannya sariawan dan sulit merupakan salah satu IndonesianCloud akan tetap oleh pasar dalam negeri Pusat jok mobil mbtech Untuk Semua Jenis Kendaraan di Bekasi Barat

saco-indonesia.com, Operational Manager PT Kernel Oil Pte Limited (KOPL) PT Kernel Oil, Simon Gunawan Tanjaya telah mengaku memb

saco-indonesia.com, Operational Manager PT Kernel Oil Pte Limited (KOPL) PT Kernel Oil, Simon Gunawan Tanjaya telah mengaku memberikan uang USD700 ribu kepada terdakwa mantan kepala SKK Migas, Rudi Rubiandini melalui Deviardi.

Hal itu telah diungkapkan oleh Simon di depan Majelis Hakim Pengadilan Tipikor, Jakarta saat menjadi saksi kasus suap mantan Kepala SKK Migas Rudi Rubiandini, Selasa (11/2/2014).

Simon juga mengatakan, ia telah mendapat perintah dari Komisaris PT Kernel Oil di Singapura, Widodo Ratanachaitong untuk dapat mengantarkan uang tersebut."Waktu itu saya ada penyerahan uang total USD700 ribu kepada Deviardi, itu telah terjadi sebelum dan setelah Lebaran," katanya.

Dikatakan Simon uang tersebut telah diberikan dalam dua tahap. Sebelum lebaran diberikan USD300 ribu dan sesudah lebaran USD400 ribu di Gedung Equity Tower.

Simon mengaku tidak tahu, kalau uang yang telah diberikan ke Deviardi akan dilanjutkan kembali ke Rudi. Bahkan, Ia baru mengetahui hal itu setelah Rudi ditangkap KPK bila uang itu memuluskan proyek tender di SKK Migas. "Waktu itu saya ditugaskan karena kan ada uang cash di Singapura. Lalu saya dititipkan uang USD 700 ribu (oleh Widodo). Jadi ada pembicaraan via skype (dengan Widodo), di tangan Widodo ada uang cash USD 700 ribu dan ingin dikembalikan ke Deviardi," terangnya.


Editor : Dian Sukmawati

saco-indonesia.com, Buntut dari tewasnya Ade Sudrajat yang berusia 16 tahun , saat terjadi tawuran antara SMK YKTB dengan SMK Wi

saco-indonesia.com, Buntut dari tewasnya Ade Sudrajat yang berusia 16 tahun , saat terjadi tawuran antara SMK YKTB dengan SMK Wiyata Karisma Rabu (12/2) kemarin, akhirnya polisi telah menetapkan tiga pelajar jadi tersangka.

Kasat Reskrim Polres Bogor, AKP Didik Purwanto juga mengaku, tiga pelajar yang telah ditetapkan sebagai tersangka adalah RD 16, YP 16, dan FB 15.

“Ketiga pelajar ini juga merupakan siswa SMK Menara Siswa dan YKTB. Sedangkan Riki, pelaku pembacokan masih buron,”kata AKP Didik.

Menurut AKP Didik, tawuran bermula saat sekelompok siswa SMK Menara Siswa (Mensis) sedang nongkrong di Gapura perumahan Telaga Kahuripan dekat pangkalan ojek.

Tiba-tiba mereka diserang sekitar 30 orang pelajar gabungan dari SMK Wiyata Karisma dan SMK YKTB Kota Bogor.

Kelompok dari dua sekolah berbeda yang telah menyatu dalam satu kelompok ini, mempersenjatai diri dengan clurit.

“Deden siswa SMK YKTB 1 Yasmin dan Ridho siswa SMK YKTB jalan Semeru yang telah menjadi ketua kelompok penyerangan. Keduanya memegang senjata tajam,”kata Didik.

Kedua sekolah ini, diakui Kasat, telah memiliki dendam lama dengan sekolah korban.

“Pengakuan FB, satu pelajar yang kini jadi tersangka, yang membacok korban hingga clurit masih menempel dibadan saat ditemukan, adalah Riki. Pelaku sudah DO. Dia yang menggerakan aksi,”paparnya.

Korban ditikam saat terjatuh karena berlari mundur ketika menghindari serangan balik lawan.

“Ketiga pelaku dijerat Pasal 170 KUHP tentang pengeroyokan. Tiga pelaku lainnya yang masih dalam pengejaran adalah Agung, Bastiar dan Riki,” ujar Didik Purwanto.

Diberitakan sebelumnya, tawuran antar pelajar SMK di Bogor, menelan satu korban jiwa.

Ade Sudrajat yang berusia (16) tahun , siswa kelas 1 SMK Wiyata Kharisma, tewas di lokasi akibat terkena sabetan clurit di kepalanya. Warga Kampung Tegal RT 1/03 Kecamatan Kemang, Kabupaten Bogor ini, tewas dengan 3 luka sabetan clurit di bagian kepala, pinggang dan punggungnya.


Editor : Dian Sukmawati

Hockey is not exactly known as a city game, but played on roller skates, it once held sway as the sport of choice in many New York neighborhoods.

“City kids had no rinks, no ice, but they would do anything to play hockey,” said Edward Moffett, former director of the Long Island City Y.M.C.A. Roller Hockey League, in Queens, whose games were played in city playgrounds going back to the 1940s.

From the 1960s through the 1980s, the league had more than 60 teams, he said. Players included the Mullen brothers of Hell’s Kitchen and Dan Dorion of Astoria, Queens, who would later play on ice for the National Hockey League.

One street legend from the heyday of New York roller hockey was Craig Allen, who lived in the Woodside Houses projects and became one of the city’s hardest hitters and top scorers.

“Craig was a warrior, one of the best roller hockey players in the city in the ’70s,” said Dave Garmendia, 60, a retired New York police officer who grew up playing with Mr. Allen. “His teammates loved him and his opponents feared him.”

Young Craig took up hockey on the streets of Queens in the 1960s, playing pickup games between sewer covers, wearing steel-wheeled skates clamped onto school shoes and using a roll of electrical tape as the puck.

His skill and ferocity drew attention, Mr. Garmendia said, but so did his skin color. He was black, in a sport made up almost entirely by white players.

“Roller hockey was a white kid’s game, plain and simple, but Craig broke the color barrier,” Mr. Garmendia said. “We used to say Craig did more for race relations than the N.A.A.C.P.”

Mr. Allen went on to coach and referee roller hockey in New York before moving several years ago to South Carolina. But he continued to organize an annual alumni game at Dutch Kills Playground in Long Island City, the same site that held the local championship games.

The reunion this year was on Saturday, but Mr. Allen never made it. On April 26, just before boarding the bus to New York, he died of an asthma attack at age 61.

Word of his death spread rapidly among hundreds of his old hockey colleagues who resolved to continue with the event, now renamed the Craig Allen Memorial Roller Hockey Reunion.

The turnout on Saturday was the largest ever, with players pulling on their old equipment, choosing sides and taking once again to the rink of cracked blacktop with faded lines and circles. They wore no helmets, although one player wore a fedora.

Another, Vinnie Juliano, 77, of Long Island City, wore his hearing aids, along with his 50-year-old taped-up quads, or four-wheeled skates with a leather boot. Many players here never converted to in-line skates, and neither did Mr. Allen, whose photograph appeared on a poster hanging behind the players’ bench.

“I’m seeing people walking by wondering why all these rusty, grizzly old guys are here playing hockey,” one player, Tommy Dominguez, said. “We’re here for Craig, and let me tell you, these old guys still play hard.”

Everyone seemed to have a Craig Allen story, from his earliest teams at Public School 151 to the Bryant Rangers, the Woodside Wings, the Woodside Blues and more.

Mr. Allen, who became a yellow-cab driver, was always recruiting new talent. He gained the nickname Cabby for his habit of stopping at playgrounds all over the city to scout players.

Teams were organized around neighborhoods and churches, and often sponsored by local bars. Mr. Allen, for one, played for bars, including Garry Owen’s and on the Fiddler’s Green Jokers team in Inwood, Manhattan.

Play was tough and fights were frequent.

“We were basically street gangs on skates,” said Steve Rogg, 56, a mail clerk who grew up in Jackson Heights, Queens, and who on Saturday wore his Riedell Classic quads from 1972. “If another team caught up with you the night before a game, they tossed you a beating so you couldn’t play the next day.”

Mr. Garmendia said Mr. Allen’s skin color provoked many fights.

“When we’d go to some ignorant neighborhoods, a lot of players would use slurs,” Mr. Garmendia said, recalling a game in Ozone Park, Queens, where local fans parked motorcycles in a lineup next to the blacktop and taunted Mr. Allen. Mr. Garmendia said he checked a player into the motorcycles, “and the bikes went down like dominoes, which started a serious brawl.”

A group of fans at a game in Brooklyn once stuck a pole through the rink fence as Mr. Allen skated by and broke his jaw, Mr. Garmendia said, adding that carloads of reinforcements soon arrived to defend Mr. Allen.

And at another racially incited brawl, the police responded with six patrol cars and a helicopter.

Before play began on Saturday, the players gathered at center rink to honor Mr. Allen. Billy Barnwell, 59, of Woodside, recalled once how an all-white, all-star squad snubbed Mr. Allen by playing him third string. He scored seven goals in the first game and made first string immediately.

“He’d always hear racial stuff before the game, and I’d ask him, ‘How do you put up with that?’” Mr. Barnwell recalled. “Craig would say, ‘We’ll take care of it,’ and by the end of the game, he’d win guys over. They’d say, ‘This guy’s good.’”

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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