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Tinjauan Umum Ternak kerbau sudah dipelihara petani Indonesia dari dahulu kala untuk berbagai tujuan, terutama sebagai sumb

Tinjauan Umum Ternak kerbau sudah dipelihara petani Indonesia dari dahulu kala untuk berbagai tujuan, terutama sebagai sumber tenaga untuk pengolahan tanah dan alat transportasi. Ternak dipelihara dengan cara ekstensif dengan pemberian pakan hijauan dari rumput dengan cara penggembalaan maupun dengan mencari rumput dan memberikannya pada ternak Menurut sejarah perkembangan domestikasi, ternak kerbau yang berkembang di seluruh dunia berasal dari daerah sekitar India. Pada dasarnya ternak kerbau digunakan sebagai ternak kerja, selanjutnya untuk penghasil daging dan juga penghasil susu. Ternak kerbau diklasifikasi sebagai kerbau sungai dan kerbau Lumpur. Di Indonesia lebih banyak terdapat kerbau Lumpur dan hanya sedikit terdapat kerbau sungai di Sumatera Utara yaitu kerbau Murrah yang dipelihara oleh masyarakat keturuan India dan digunakan sebagai penghasil susu. Populasi ternak kerbau di dunia diperkirakan sebanyak 130−150 juta ekor, sekitar 95% berada di belahan Asia selatan, khususnya di India, Pakistan, China bagian selatan dan Thailand (SONI, 1986). Populasi ternak kerbau di Indonesia hanya sekitar 2% dari populasi dunia. Hanya sedikit sekali kerbau lumpur yang dimanfaatkan air susunya, karena produksi susunya sangat rendah yaitu hanya 1−1,5 l/hari, dibandingkan dengan tipe sungai yang mampu menghasilkan susu sebanyak 6−7 l/hari. Namun demikian, di beberapa daerah, susu kerbau lumpur telah lama dimanfaatkan oleh masyarakat. Di Pulau Sumatera banyak ditemukan ternak kerbau mulai dari dataran rendah sampai dengan dataran tinggi. Disamping itu ditemukan juga di daerah rawa, namun masih termasuk dalam bangsa kerbau lumpur. Potensi pakan yang cukup banyak tersedia menjadikan ternak kerbau sebagai komoditas unggulan di sebagian besar daerah di Pulau Sumatera. Usaha ternak kerbau merupakan usaha peternakan rakyat yang dipelihara sebagai usaha sampingan, menggunakan tenaga kerja keluarga dengan skala usaha yang kecil karena kekurangan modal. Disamping itu sebagian peternaknya adalah penggaduh dengan sistem bagi hasil dari anak yang lahir setiap tahunnya. Pemeliharaan ternak umumnya bergantung pada ketersediaan rumput alam. Siang hari peternak menggiring ternak ke tempat penggembalaan dan malam hari dibawa ke dekat pemukiman dan biasanya tanpa kandang, ternak hanya diikat di belakang rumah petani, dan belum biasa memberikan pakan tambahan.Selain produksi dagingnya, kerbau juga sebagai penghasil susu yang diolah dan dijual petani dalam bentuk dadih di Sumatera Barat serta gula puan, sagon puan dan minyak samin di Sumatera Selatan. Secara umum produktivitas susu masih rendah yaitu sekitar 1−2 liter/ekor/hari. Dibandingkan dengan ternak sapi, ternak kerbau agak kurang mendapat perhatian dari berbagai kalangan. Konsekuensinya, produktivitas ternak relatif rendah, bahkan populasi ternak kerbau di Sumatera hanya sedikit meningkat, walaupun masih jauh lebih tinggi dari rataan nasional. Pemeliharaan Ternak Kerbau di Pandaisikek Ternak kerbau yang dipelihara di Pandaisikek adalah jenis kerbau sawah. Tujuan pemeliharaan ternak kerbau tersebut bukanlah untuk pengembang biakan ataupun penghasil susu, sebab tidak akan kita temukan ternak kerbau betina di negeri ini. Kerbau yang di pelihara di Pandaisikek hanyalah kerbau jantan dengan tujuan pemeliharaan sebagai berikut: - Sebagai tenaga pembajak sawah - Sebagai tenaga kilang tebu (gula tradisional) - Untuk tujuan penggemukan Kerbau sebagai Tenaga pembajak Sawah : Kerbau merupakan ternak yang telah lama dikenal dan dipelihara petani. Salah satu tujuan utama memelihara kerbau adalah sebagai sumber tenaga kerja untuk membantu kegiatan pertanian terutama membajak sawah, Bajak adalah salah satu alat pengolah tanah tradisional dalam system pertanian orang Pandasikek. Alat tradisional ini berfungsi untuk menggemburkan tanah sebelum dilakukan pemetakan lahan untuk di Tanami palawija ataupun untuk penggemburan tanah setelah di tanami palawija dan kembali di tanam padi. Penggemburan tanah dengan pembajakan sebelum di Tanami palawija adalah pembajakan kering (tanpa air), sedangkan penggemburan tanah dengan pembajakan sebelum di tanami padi adalah pembajakan basah , dimana sebelum pembajakan sawah digenangi dan direndam terlebih dahulu lebih kurang selama satu minggu. Pemeliharaan ternak kerbau sebagai tenaga kilang tebu: Industri gula tebu tradisonal atau lebih dikenal dengan istilah saka telah member konstribusi yang besar bagi perekonomian masayarakat pandaisikek. Pemerasan air tebu sebelum di masak menjadi gula membutuhkan tenaga yang besar, disini peran tenaga kerbau untuk menarik kilang tebu masih sangat dibutuhkan. Ada satu kilang tebu yang sudah menggunakan diesel sabagai alat kilang akan tetapi terkendala dalam memasak air tebu menjadi gula, dimana terjadi penumpukan air tebu yang akan di masak sehingga kualitas gula yang diharapkan tidak tercapai. Dengan demikian sampai saat ini kerbau sebagai tenaga penarik kilang tebu masih sangat efektif dan seimbang karena tidak terjadi penumpukan air tebu sebelum dimasak menjadi gula. Pemeliharaan ternak kerbau untuk tujuan penggemukan : Tujuan pemeliharaan kerbau untuk penggemukan tidak lain sebagai tabungan, kegemaran, sumber pendapatan tambahan dan untuk upacara adat. Demikian pentingnya kehadiran kerbau untuk petani, namun perhatian pemerintah terhadap kerbau sangat kurang, penelitian-penelitian mengenai kerbau hampir tidak ada. Ketiga tujuan pemeliharaan tersebut di atas merupakan suatu kesatuan yang utuh, disamping ternak kerbau sebagai sumber tenaga pembajak sawah dan penarik kilang tebu, seiring dengan berjalannya waktu maka ternak kerbau tersebut makin besar dan makin bertambah berat badan. Sehingga dapat dikatakan bahwa pemeliharaan ternak kerbau di pandaisikek memilki kegunaan ganda (multi purpose).

saco-indonesia.com, Saat berkomunikasi dengan anak, para orang tua perlu disarankan untuk menyeimbangkan nada suara dengan kata-kata.

Saco-Indonesia.com - Saat berkomunikasi dengan anak, para orang tua perlu disarankan untuk menyeimbangkan nada suara dengan kata-kata. Seorang anak tidak terlahir rmengerti suatu bahasa, tetapi mereka dibekali keinginan untuk berkomunikasi.

Anak mengenali bahasa dengan sangat cepat. Semua kata seakan melingkupi dunia mereka. Tetapi, kata-kata bekerja dengan dua arah. Ketika mendengar, anak juga akan bereaksi. Faktor orangtua dan lingkungan akan membentuk tingkah laku anak, bersandar pada bagaimana mereka memperhatikan apa yang diucapkan dan bagaimana cara mengatakannya.

- Masa bayi
Sebelum lahir, bayi sebenarnya sudah belajar bahasa. Ketika lahir, bayi tidak hanya cenderung mendengar suara ibu. Teapi juga pada bahasa yang kerap digunakan oleh ibu. Menurut penelitian yang dilakukan para ilmuwan dari Utrecht University, bayi dapat membedakan bahasa Belanda dan China sebaik orang dewasa.

Bayi juga mengerti irama dan warna bahasa jauh sebelum mereka mengerti artinya. Penting artinya untuk diingat para orang tua. Bayi akan lebih banyak menyimak dari nada bicara Anda ketimbang makna kata-kata yang diucapkan. Menggunakan bahasa dengan irama cepat dan nada yang keras akan mengakibatkan kegelisahan. Sementara menggunkan irama yang pelan dan lembut akan menenangkan bayi yang gelisah.

- Anak kecil dan usia pra-sekolah
Saat mereka mulai belajar jalan, beberapa anak mulai mengerti kata-kata. Masa kanak-kanak adalah yang tahap paling penting dalam mengembangkan kemampuan berbahasa seorang anak. Ketika berbicara, bayi tampak lucu, namun beberapa guru Montessori menyarankan orangtua berbicara dengan irama bicara layaknya orang dewasa. Gunakan kalimat yang lengkap dengan kata-kata yang akurat untuk menyebut anggota tubuh berikut fungsinya.

Berikan pula instruksi yang jelas. Saat menginjak usia pra skeolah, anak mulai mampu mengikuti tiga atau empat instruksi sekaligus. Ketika anak melakukan kesalahan, sebaiknya ditegur tanpa menghukum atau mengoloknya. Bila benar, tidak ada salahnya memberikan penghargaan untuk memacu semangatnya.

- Anak dan remaja

Gunakan bahasa bermakna positif pada anak dan remaja untuk membangun kekuatan personal dan pengendalian dirinya. Namun bukan berarti orangtua harus membanggakan anak, apapun yang dia lakukan. Misalnya, orangtua dapat mengatakan, "Hebat, sudah bisa membersihikan kamar sendiri," daripada sekedar berkata, "Anak mama hebat."

Kalimat pertama menunjukkan orangtua mengakui kemampuan anak. Sedangkan yang kedua justru menunjukkan kebanggaan orangtua tanpa mengakui kemampuan diri anak.

Bahasa, nada, dan kemarahan
Orangtua harus menjadi contoh. Anak yang hidup dengan kemarahan dan orang tua yang kasar, akan belajar hal yang sama. Bila orangtua merasa marah dan putus asa, sebaiknya jangan berteriak. Hal ini akan mengajarkan anak untuk melakukan hal yang sama. Daripada berteriak, orangtua lebih baik mengatakan apa yang membuat kesal. Misalnya jangan mengatakan,

"Kenapa kamu nggak ngerjain PR?," lebih baik "Kalau adek ngerjain PR, nilai adek jelek. mama bisa marah." Berbagai dengan suara yang tenang mengajarkan anak berkomunikasi secara baik dan jelas.

 

Sumber :livestrong/http://health.kompas.com/read/2013/05/26/21114 556/Bagaimana.Bahasa.dan.Suara.Pengaruhi.Perilaku.Anak.
Editor :Liwon Maulana

WASHINGTON — The former deputy director of the C.I.A. asserts in a forthcoming book that Republicans, in their eagerness to politicize the killing of the American ambassador to Libya, repeatedly distorted the agency’s analysis of events. But he also argues that the C.I.A. should get out of the business of providing “talking points” for administration officials in national security events that quickly become partisan, as happened after the Benghazi attack in 2012.

The official, Michael J. Morell, dismisses the allegation that the United States military and C.I.A. officers “were ordered to stand down and not come to the rescue of their comrades,” and he says there is “no evidence” to support the charge that “there was a conspiracy between C.I.A. and the White House to spin the Benghazi story in a way that would protect the political interests of the president and Secretary Clinton,” referring to the secretary of state at the time, Hillary Rodham Clinton.

But he also concludes that the White House itself embellished some of the talking points provided by the Central Intelligence Agency and had blocked him from sending an internal study of agency conclusions to Congress.

Photo
 
Michael J. Morell Credit Mark Wilson/Getty Images

“I finally did so without asking,” just before leaving government, he writes, and after the White House released internal emails to a committee investigating the State Department’s handling of the issue.

A lengthy congressional investigation remains underway, one that many Republicans hope to use against Mrs. Clinton in the 2016 election cycle.

In parts of the book, “The Great War of Our Time” (Twelve), Mr. Morell praises his C.I.A. colleagues for many successes in stopping terrorist attacks, but he is surprisingly critical of other C.I.A. failings — and those of the National Security Agency.

Soon after Mr. Morell retired in 2013 after 33 years in the agency, President Obama appointed him to a commission reviewing the actions of the National Security Agency after the disclosures of Edward J. Snowden, a former intelligence contractor who released classified documents about the government’s eavesdropping abilities. Mr. Morell writes that he was surprised by what he found.

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“You would have thought that of all the government entities on the planet, the one least vulnerable to such grand theft would have been the N.S.A.,” he writes. “But it turned out that the N.S.A. had left itself vulnerable.”

He concludes that most Wall Street firms had better cybersecurity than the N.S.A. had when Mr. Snowden swept information from its systems in 2013. While he said he found himself “chagrined by how well the N.S.A. was doing” compared with the C.I.A. in stepping up its collection of data on intelligence targets, he also sensed that the N.S.A., which specializes in electronic spying, was operating without considering the implications of its methods.

“The N.S.A. had largely been collecting information because it could, not necessarily in all cases because it should,” he says.

The book is to be released next week.

Mr. Morell was a career analyst who rose through the ranks of the agency, and he ended up in the No. 2 post. He served as President George W. Bush’s personal intelligence briefer in the first months of his presidency — in those days, he could often be spotted at the Starbucks in Waco, Tex., catching up on his reading — and was with him in the schoolhouse in Florida on the morning of Sept. 11, 2001, when the Bush presidency changed in an instant.

Mr. Morell twice took over as acting C.I.A. director, first when Leon E. Panetta was appointed secretary of defense and then when retired Gen. David H. Petraeus resigned over an extramarital affair with his biographer, a relationship that included his handing her classified notes of his time as America’s best-known military commander.

Mr. Morell says he first learned of the affair from Mr. Petraeus only the night before he resigned, and just as the Benghazi events were turning into a political firestorm. While praising Mr. Petraeus, who had told his deputy “I am very lucky” to run the C.I.A., Mr. Morell writes that “the organization did not feel the same way about him.” The former general “created the impression through the tone of his voice and his body language that he did not want people to disagree with him (which was not true in my own interaction with him),” he says.

But it is his account of the Benghazi attacks — and how the C.I.A. was drawn into the debate over whether the Obama White House deliberately distorted its account of the death of Ambassador J. Christopher Stevens — that is bound to attract attention, at least partly because of its relevance to the coming presidential election. The initial assessments that the C.I.A. gave to the White House said demonstrations had preceded the attack. By the time analysts reversed their opinion, Susan E. Rice, now the national security adviser, had made a series of statements on Sunday talk shows describing the initial assessment. The controversy and other comments Ms. Rice made derailed Mr. Obama’s plan to appoint her as secretary of state.

The experience prompted Mr. Morell to write that the C.I.A. should stay out of the business of preparing talking points — especially on issues that are being seized upon for “political purposes.” He is critical of the State Department for not beefing up security in Libya for its diplomats, as the C.I.A., he said, did for its employees.

But he concludes that the assault in which the ambassador was killed took place “with little or no advance planning” and “was not well organized.” He says the attackers “did not appear to be looking for Americans to harm. They appeared intent on looting and conducting some vandalism,” setting fires that killed Mr. Stevens and a security official, Sean Smith.

Mr. Morell paints a picture of an agency that was struggling, largely unsuccessfully, to understand dynamics in the Middle East and North Africa when the Arab Spring broke out in late 2011 in Tunisia. The agency’s analysts failed to see the forces of revolution coming — and then failed again, he writes, when they told Mr. Obama that the uprisings would undercut Al Qaeda by showing there was a democratic pathway to change.

“There is no good explanation for our not being able to see the pressures growing to dangerous levels across the region,” he writes. The agency had again relied too heavily “on a handful of strong leaders in the countries of concern to help us understand what was going on in the Arab street,” he says, and those leaders themselves were clueless.

Moreover, an agency that has always overvalued secretly gathered intelligence and undervalued “open source” material “was not doing enough to mine the wealth of information available through social media,” he writes. “We thought and told policy makers that this outburst of popular revolt would damage Al Qaeda by undermining the group’s narrative,” he writes.

Instead, weak governments in Egypt, and the absence of governance from Libya to Yemen, were “a boon to Islamic extremists across both the Middle East and North Africa.”

Mr. Morell is gentle about most of the politicians he dealt with — he expresses admiration for both Mr. Bush and Mr. Obama, though he accuses former Vice President Dick Cheney of deliberately implying a connection between Al Qaeda and Iraq that the C.I.A. had concluded probably did not exist. But when it comes to the events leading up to the Bush administration’s decision to go to war in Iraq, he is critical of his own agency.

Mr. Morell concludes that the Bush White House did not have to twist intelligence on Saddam Hussein’s alleged effort to rekindle the country’s work on weapons of mass destruction.

“The view that hard-liners in the Bush administration forced the intelligence community into its position on W.M.D. is just flat wrong,” he writes. “No one pushed. The analysts were already there and they had been there for years, long before Bush came to office.”

Even as a high school student, Dave Goldberg was urging female classmates to speak up. As a young dot-com executive, he had one girlfriend after another, but fell hard for a driven friend named Sheryl Sandberg, pining after her for years. After they wed, Mr. Goldberg pushed her to negotiate hard for high compensation and arranged his schedule so that he could be home with their children when she was traveling for work.

Mr. Goldberg, who died unexpectedly on Friday, was a genial, 47-year-old Silicon Valley entrepreneur who built his latest company, SurveyMonkey, from a modest enterprise to one recently valued by investors at $2 billion. But he was also perhaps the signature male feminist of his era: the first major chief executive in memory to spur his wife to become as successful in business as he was, and an essential figure in “Lean In,” Ms. Sandberg’s blockbuster guide to female achievement.

Over the weekend, even strangers were shocked at his death, both because of his relatively young age and because they knew of him as the living, breathing, car-pooling center of a new philosophy of two-career marriage.

“They were very much the role models for what this next generation wants to grapple with,” said Debora L. Spar, the president of Barnard College. In a 2011 commencement speech there, Ms. Sandberg told the graduates that whom they married would be their most important career decision.

In the play “The Heidi Chronicles,” revived on Broadway this spring, a male character who is the founder of a media company says that “I don’t want to come home to an A-plus,” explaining that his ambitions require him to marry an unthreatening helpmeet. Mr. Goldberg grew up to hold the opposite view, starting with his upbringing in progressive Minneapolis circles where “there was woman power in every aspect of our lives,” Jeffrey Dachis, a childhood friend, said in an interview.

The Goldberg parents read “The Feminine Mystique” together — in fact, Mr. Goldberg’s father introduced it to his wife, according to Ms. Sandberg’s book. In 1976, Paula Goldberg helped found a nonprofit to aid children with disabilities. Her husband, Mel, a law professor who taught at night, made the family breakfast at home.

Later, when Dave Goldberg was in high school and his prom date, Jill Chessen, stayed silent in a politics class, he chastised her afterward. He said, “You need to speak up,” Ms. Chessen recalled in an interview. “They need to hear your voice.”

Years later, when Karin Gilford, an early employee at Launch Media, Mr. Goldberg’s digital music company, became a mother, he knew exactly what to do. He kept giving her challenging assignments, she recalled, but also let her work from home one day a week. After Yahoo acquired Launch, Mr. Goldberg became known for distributing roses to all the women in the office on Valentine’s Day.

Ms. Sandberg, who often describes herself as bossy-in-a-good-way, enchanted him when they became friendly in the mid-1990s. He “was smitten with her,” Ms. Chessen remembered. Ms. Sandberg was dating someone else, but Mr. Goldberg still hung around, even helping her and her then-boyfriend move, recalled Bob Roback, a friend and co-founder of Launch. When they finally married in 2004, friends remember thinking how similar the two were, and that the qualities that might have made Ms. Sandberg intimidating to some men drew Mr. Goldberg to her even more.

Over the next decade, Mr. Goldberg and Ms. Sandberg pioneered new ways of capturing information online, had a son and then a daughter, became immensely wealthy, and hashed out their who-does-what-in-this-marriage issues. Mr. Goldberg’s commute from the Bay Area to Los Angeles became a strain, so he relocated, later joking that he “lost the coin flip” of where they would live. He paid the bills, she planned the birthday parties, and both often left their offices at 5:30 so they could eat dinner with their children before resuming work afterward.

Friends in Silicon Valley say they were careful to conduct their careers separately, politely refusing when outsiders would ask one about the other’s work: Ms. Sandberg’s role building Facebook into an information and advertising powerhouse, and Mr. Goldberg at SurveyMonkey, which made polling faster and cheaper. But privately, their work was intertwined. He often began statements to his team with the phrase “Well, Sheryl said” sharing her business advice. He counseled her, too, starting with her salary negotiations with Mark Zuckerberg.

“I wanted Mark to really feel he stretched to get Sheryl, because she was worth it,” Mr. Goldberg explained in a 2013 “60 Minutes” interview, his Minnesota accent and his smile intact as he offered a rare peek of the intersection of marriage and money at the top of corporate life.

 

 

While his wife grew increasingly outspoken about women’s advancement, Mr. Goldberg quietly advised the men in the office on family and partnership matters, an associate said. Six out of 16 members of SurveyMonkey’s management team are female, an almost unheard-of ratio among Silicon Valley “unicorns,” or companies valued at over $1 billion.

When Mellody Hobson, a friend and finance executive, wrote a chapter of “Lean In” about women of color for the college edition of the book, Mr. Goldberg gave her feedback on the draft, a clue to his deep involvement. He joked with Ms. Hobson that she was too long-winded, like Ms. Sandberg, but aside from that, he said he loved the chapter, she said in an interview.

By then, Mr. Goldberg was a figure of fascination who inspired a “where can I get one of those?” reaction among many of the women who had read the best seller “Lean In.” Some lamented that Ms. Sandberg’s advice hinged too much on marrying a Dave Goldberg, who was humble enough to plan around his wife, attentive enough to worry about which shoes his young daughter would wear, and rich enough to help pay for the help that made the family’s balancing act manageable.

Now that he is gone, and Ms. Sandberg goes from being half of a celebrated partnership to perhaps the business world’s most prominent single mother, the pages of “Lean In” carry a new sting of loss.

“We are never at 50-50 at any given moment — perfect equality is hard to define or sustain — but we allow the pendulum to swing back and forth between us,” she wrote in 2013, adding that they were looking forward to raising teenagers together.

“Fortunately, I have Dave to figure it out with me,” she wrote.

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