Sparpart genset murah genset perkins genset foton genset cummins murah genset lovol 100 kva harga

Jual Genset Cummins di Bone Bolango 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 Cummins di Bone Bolango 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. Jual Genset Cummins di Bone Bolango

Jual Genset Cummins di Bone Bolango

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Jual Sparepart genset perkins CHINA/LOVOL Kap 70 kva Prime power type 1004TG bergaransi dan berkualitas di Bima

Jual Sparepart genset perkins CHINA/LOVOL Kap 70 kva Prime power type 1004TG bergaransi dan berkualitas di Bima 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 Sparepart genset perkins CHINA/LOVOL Kap 70 kva Prime power type 1004TG bergaransi dan berkualitas di Bima

Tempat Wisata Pantai Pangandaran Pantai Pangandaran Objek wisata yang juga merupakan primadona pantai di Jawa Barat ini telah

Tempat Wisata
Pantai Pangandaran
Pantai Pangandaran
Objek wisata yang juga merupakan primadona pantai di Jawa Barat ini telah terletak di Desa Pananjung Kecamatan Pangandaran dengan jarak ± 92 km arah selatan kota Ciamis, telah memiliki berbagai keistimewaan seperti:
• Dapat melihat terbit dan tenggelamnya matahari dari satu tempat yang sama
• Pantainya landai dengan air yang jernih serta jarak antara pasang dan surut relatif lama sehingga dapat memungkinkan kita untuk dapat berenang dengan aman
• Terdapat pantai dengan hamparan pasir putih
• Tersedia tim penyelamat wisata pantai
• Jalan lingkungan yang beraspal mulus dengan penerangan jalan yang telah memadai
• Terdapat taman laut dengan ikan-ikan dan kehidupan laut yang mempesona.

Dengan adanya faktok-faktor penunjang tadi, maka wisatawan yang datang di Pangandaran juga dapat melakukan kegiatan yang beraneka ragam: berenang, berperahu pesiar, memancing, keliling dengan sepeda, para sailing, jet ski dan lain-lain.
Adapun acara tradisional yang terdapat di sini adalah Hajat Laut, yakni upacara yang dilakukan nelayan di Pangandaran sebagai perwujudan rasa terima kasih mereka terhadap kemurahan Tuhan YME dengan cara melarung sesajen ke laut lepas. Acara ini biasa dilaksanakan pada tiap-tiap bulan Muharam, dengan mengambil tempat di Pantai Timur Pangandaran.

Event pariwisata bertaraf internasional yang selalu dilaksanakan di sini adalah Festival Layang-layang Internasional (Pangandaran International Kite Festival) dengan berbagai kegiatan pendukungnya yang bisa kita saksikan pada tiap bulan Juni atau Juli.

Fasilitas yang tersedia:
1. Lapang parkir yang cukup luas,
2. Hotel, restoran, penginapan, pondok wisata dengan tarif bervariasi,
3. Pelayanan pos, telekomunikasi dan money changer,
4. Gedung bioskop, diskotik
5. Pramuwisata dan Pusat Informasi Pariwisata,
6. Bumi perkemahan,
7. Sepeda dan ban renang sewaan,
8. Parasailing dan jetski.

TIKET MASUK OBJEK WISATA PANGANDARAN
a. Pejalan Kaki 1(satu) Orang Rp. 3.000,-
b. Sepeda Motor Rp. 7.000,-
c. Kendaraan Jenis Jeep/Sedan Rp. 28.000,-
d. Kendaraan Jenis Carry Rp. 35.000,-
e. Kendaraan Penumpang Besar Rp. 40.700,-
f.  BUS Kecil Rp. 80.000,-
g. BUS Sedang Rp. 104.000,-
h. BUS Besar Rp.169.000,-

A lapsed seminarian, Mr. Chambers succeeded Saul Alinsky as leader of the social justice umbrella group Industrial Areas Foundation.

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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