Jual Genset Cummins di Lamongan 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).

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Genset Perkins CHINA/LOVOL Kap 40 kva Prime power type 1004G Murah di Bontang

Genset Perkins CHINA/LOVOL Kap 40 kva Prime power type 1004G Murah di Bontang 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 Perkins CHINA/LOVOL Kap 40 kva Prime power type 1004G Murah di Bontang

saco-indonesia.com, Jelang akhir tahun 2013, Real Madrid ternyata telah berhasil meraih satu lagi catatan yang cukup membanggaka

saco-indonesia.com, Jelang akhir tahun 2013, Real Madrid ternyata telah berhasil meraih satu lagi catatan yang cukup membanggakan. Klub yang berjuluk Los Blancos itu resmi telah memiliki duet tertajam di antara kontestan La Liga lainnya di 12 bulan belakangan.

Karin Benzema dan Cristiano Ronaldo, dua ujung tombak utama si putih, telah menyumbangkan 53 gol untuk klubnya atau jadi yang paling produktif di sepanjang tahun 2013. Tentu saja nama yang disebut kedua telah memiliki kontribusi yang sangat dominan di angka tersebut. Ronaldo mengkreasikan tak kurang dari 38 gol. Sementara itu Benzema telah menyumbangkan 15 gol.

Duet lainnya, Lionel Messi dan Alexis Sanchez, hanya mampu menutup akun gol mereka berdua di tahun 2013 dengan jumlah 44 atau berselisih sembilan gol dari duet Ronaldo-Benzema. La Pulga telah mencetak 28 gol sementara Sacnchez membukukan tak kurang dari 16 gol.

Berada di tempat ketiga, adalah duet milik Atletico Madrid. David Villa dan Diego Costa hingga saat ini sudah memiliki 40 gol. Eks Barca telah menyumbang 13 di antaranya, sementara itu 27 sisanya dibuat atas nama Costa.


Editor : Dian Sukmawati

Bekasi, Saco-Indonesia.com - Politikus Indar Parawansa (53), suami dari mantan calon gubernur Jawa Timur Khofifah Indar Parawansa , ditemukan meninggal dunia di sebuah kamar hotel di Kota Palu, Rabu (16/1) sekitar pukul 21.00 WITA.

Bekasi, Saco-Indonesia.com - Politikus Indar Parawansa (53), suami dari mantan calon gubernur Jawa Timur Khofifah Indar Parawansa , ditemukan meninggal dunia di sebuah kamar hotel di Kota Palu, Rabu (16/1) sekitar pukul 21.00 WITA. Hal itu dibenarkan Kepala Polres Palu AKBP Trisno Rahmadi yang dihubungi Kamis (16/1) pagi, seperti dilansir Antara.

Hingga kini, polisi masih menyelidiki kematiannya. Polisi juga tidak menemukan tanda-tanda kekerasan di tubuh Almarhum.

Sementara itu, Almarhum sudah dibawa ke rumah sakit untuk diperiksa lebih lanjut. Berdasarkan informasi yang dihimpun, Indar Parawansa sudah menginap di hotel tersebut sejak Selasa (14/1).

Ketika petugas hotel hendak menanyakan urusan administrasi pada Rabu malam, dari kamar korban tidak terdapat respon.

Setelah kamar dibuka, ternyata korban sudah terbujur kaku. Melihat hal itu, petugas hotel tersebut segera menghubungi polisi.

Saat petugas datang ke hotel dan melakukan pemeriksaan, ditemukan identitas KTP dari kamar korban. Korban bernama Indar Parawansa dengan alamat Jalan Pengadegan Timur, C/11, Kecamatan Pancoran, Jakarta Selatan.

Setelah ditelusuri lebih jauh, ternyata Indar Parawansa adalah suami Khofifah. Khofifah adalah Menteri Negara Pemberdayaan Perempuan dan Perlindungan Anak pada era Presiden

Sumber : Kompas.com

Editor : Maulana Lee

Ms. von Furstenberg made her debut in the movies and on the Broadway stage in the early 1950s as a teenager and later reinvented herself as a television actress, writer and philanthropist.

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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