JUAL GENSET LOVOL MURAH DI JAKARTA

Genset Cummins Murah di Tuban Hubungi : 0821 - 1310 - 3112/(021) 9224 - 2423 PT. Tribuana Diesel Adalah penjualan Generating-Set (genset) berkualitas import (builtup) bagi anda yang membutuhkan product berkualitas serta pengadaan yang cepat urgent tanpa berbelit-belit, Genset kami di lengkapi dengan dokumen Certificate Of Original , Manual book engine dan manual book generator, Kami sediakan Genset kapasitas 10 Kva - 650Kva (ANDA PESAN KAMI ANTAR).

Genset Cummins Murah di Tuban Kami juga menerima pembuatan box silent dan perakitan diesel generator set. Produk kami meliputi berbagai diesel generator set model open, silent lokal yang ukuranya menyesuaikan lokasi pondasi genset, mobile/ trailer . Sebagian besar mesin kami menggunakan Merk : Perkins, Cummins, Deutz, Lovol, Isuzu Foton dengan generator Leroy Somer, Stamford, kualitas terbaik brushless alternator. Genset Cummins Murah di Tuban

Genset Cummins Murah di Tuban

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Jual Genset Perkins CHINA/LOVOL Kap 40 kva Prime power type 1004G bergaransi dan berkualitas di Tabanan

Jual Genset Perkins CHINA/LOVOL Kap 40 kva Prime power type 1004G bergaransi dan berkualitas di Tabanan Hubungi : 0821 - 1310 - 3112/(021) 9224 - 2423 PT. Tribuana Diesel Adalah penjualan Generating-Set (genset) berkualitas import (builtup) bagi anda yang membutuhkan product berkualitas serta pengadaan yang cepat urgent tanpa berbelit-belit, Genset kami di lengkapi dengan dokumen Certificate Of Original , Manual book engine dan manual book generator, Kami sediakan Genset kapasitas 10 Kva - 650Kva (ANDA PESAN KAMI ANTAR). Jual Genset Perkins CHINA/LOVOL Kap 40 kva Prime power type 1004G bergaransi dan berkualitas di Tabanan

saco-indonesia.com, Pengusutan dalam kasus dugaan korupsi proyek pengadaan Mobil Pusat Layanan Internet Kecamatan (MPLIK) masih

saco-indonesia.com, Pengusutan dalam kasus dugaan korupsi proyek pengadaan Mobil Pusat Layanan Internet Kecamatan (MPLIK) masih akan terus ditelusuri oleh Kejaksaan Agung (Kejagung).
 
Namun, hingga kini mantan Direktur Enterprise PT Telkom Indonesia Tbk, Arief Yahya selaku perusahaan BUMN, pemenang tender tak kunjung memenuhi pemeriksaaan Kejagung.
 
Padahal, ia diduga telah mengetahui mengenai dugaan korupsi dalam proyek senilai Rp1,4 triliun di Kementerian Komunikasi dan Informatika (Kemenkominfo) tahun 2010-2012 itu.
 
Atas hal itu, Jaksa Agung Basrief Arief telah menegaskan, kalau pihaknya akan menjemput paksa bila yang bersangkutan kembali mangkir dari pemanggilan yang telah dilakukan.
 
"Pemanggilan dilakukanlah secara formal. Kita panggil 1, 2 kali tidak hadir, kita panggil lagi tetap tidak hadir kita lakukan penjemputan paksa. Kan ada aturan itu kenapa tidak," katanya usai memaparkan hasil kinerja akhir tahun Kejagung di Gedung Kejagung, Jakarta Selatan.
 
Sejauh ini, sambung Basrief, jajarannya masih akan terus melakukan pengembangan atas kasus tersebut dan akan dituntaskan.
 
Basrief juga menambahkan, bukan hanya Arief Yahya yang saja akan diperiksa, siapapun yang diduga terlibat atau mengetahui kasus ini juga akan diperiksa tak terkecuali Menteri Kominfo, Tifatul Sembiring.
 
"Siapapun nanti kalau bagian dari itu akan dimintai keterangan, dari pemeriksaan sampai saat ini belum sampai ke sana (Tifatul), tidak ada hambatan apapun, kita belum ada laporan," pungkasnya.


Editor : Dian Sukmawati

World Architecture Festival (WAF) Awards 2013 di Singapura masih tersisa enam hari menuju batas pengiriman karya para peserta. Sampai saat ini, acara diadakan pada 2 - 4 Oktober 2013 mendatang ini dikabarkan sudah penuh kiriman karya.

SINGAPURA, Saco-Indonesia.com - World Architecture Festival (WAF) Awards 2013 di Singapura masih tersisa enam hari menuju batas pengiriman karya para peserta. Sampai saat ini, acara diadakan pada 2 - 4 Oktober 2013 mendatang ini dikabarkan sudah penuh kiriman karya.

Tidak hanya negara Eropa, negara-negara Asia Tenggara juga sudah mengirimkan karyanya. Hanya, nama Indonesia belum terdengar gaungnya.

Perusahaan yang mengorganisir acara ini, i2i Events Group menyatakan, pihaknya sudah melihat karya dari New Zealand, Denmark, via Meksiko dan Azerbaijan. Penyebaran karya cukup luas, mulai Botanical Garden Visitor Centre di New York sampai sebuah Community Centre for Youth Support di Belgia.

Selain itu, pengirim juga berasal dari banyak negara, seperti Malaysia, Vietnam, dan Meksiko. Dari ketiga negara ini, jumlah karya dari Malaysia meningkat 300 persen dari tahun lalu, Vietnam 40 persen, dan Meksiko 33 persen.

Pihak penyelenggara juga mendapatkan karya-karya dari negara yang tahun lalu tidak turut serta, seperti Azerbaijan dan Republik Dominika. Selain itu, poyek-proyek di Italia juga meningkat sebanyak 600%.

"World Architecture Festival terus bertumbuh dalam hal skala, lingkup, dan gengsinya. Begitu juga dengan kualitas karya yang masuk ke kompetisi ini. Nuansa global pada festival ini terpancar pada jumlah negara. Jumlah ini menggambarkan permintaan desain arsitektur inovatif di seluruh dunia, meski keadaan ekonomi masih belum stabil. Tenggat waktu semakin dekat, kami memanggil para praktisi untuk memasukkan karya mereka agar mereka dapat memenangkan hadiah paling bergengsi, penghargaan The World Building of the Year," ujar Program Direktur WAF Paul Finch. 

Adapun batas waktu pengiriman karya hingga 10 Juni 2013 nanti. Batas waktu yang sama juga berlaku untuk INSIDE Festival Awards. INSIDE World Festival of Interior merupakan acara yang berkolokasi dengan WAF. Bedanya, jika WAF lebih mengutamakan arsitektur, INSIDE lebih berfokus pada desain interior.

Tahun lalu, Penghargaan WAF untuk World Building of the Year dimenangkan oleh Garden by the Bay Conservatories di Singapura. Konservatorium dengan pengaturan suhu udara ini didesain oleh Wilkinson Eyre, Grant Associates, Atelier One dan Atelier Ten.

(Sumber: http://www.e- architect.co.uk)/Kompas.com

Editor :Liwon Maulana

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.

With 12 tournament victories in his career, Mr. Peete was the most successful black professional golfer before Tiger Woods.

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