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Perancis Tersungkur Dibabat Brasil 3-0
saco-indonesia.com, Brasil berhasil membabat
Perancis 3-0 pada laga persahabatan di Gremio Arena, Minggu atau Senin (10/6/2013) dini hari WIB.
Ketiga gol Brasil dicetak Oscar, Hernanes, dan Lucas Moura.
RIO DE JANEIRO, Saco-Indonesia.com — Brasil berhasil menghajar Perancis 3-0 pada laga persahabatan di Gremio Arena, Minggu atau Senin (10/6/2013) dini hari WIB. Ketiga gol Brasil dicetak Oscar, Hernanes, dan Lucas Moura.
Setelah ditahan Inggris 2-2 pada laga persahabatan pekan lalu, Brasil berusaha tampil lebih tajam. Mereka mampu mendominasi dalam penguasaan bola.
Namun, Perancis memberi perlawanan ketat sepanjang babak pertama sehingga kreasi Brasil kerap menemui kegagalan.
Baru pada menit ke-54, usaha Brasil mendatangkan hasil. Umpan Fred dengan baik diselesaikan Oscar lewat kaki kanannya, membobol gawang perancis yang dikawal Hugo Lloris.
Keunggulan itu membuat Brasil semakin bersemangat, sementara Perancis mencoba bangkit dan menyamakan kedudukan. Namun, Brasil tetap lebih dominan.
Pada menit ke-85, Brasil menggandakan keunggulannya. Berawal dari serangan balik yang cepat, Hernanes kemudian mendapat umpan dari Neymar. Meski jarak dari gawang Perancis masih jauh, Hernanes mencoba melepaskan tendangan keras dengan kaki kirinya. Usaha sukses. Bola menusuk pojok kiri gawang Perancis tanpa bisa dicegah Lloris.
Pada menit ke-90, pemain Perancis melakukan pelanggaran kepada Marcelo di kotak terlarang. Wasit langsung menunjuk titik putih. Lucas Moura yang menjadi algojo dengan mudah membobol gawang Perancis, sekaligus memastikan kemenangan Brasil dengan skor 3-0.
Sepanjang laga, Brasil melakukan 16 kali percobaan mencetak gol, tapi hanya lima usaha yang tepat sasaran. Sebaliknya, Perancis hanya melakukan 8 percobaan, itu pun yang tepat sasaran cuma satu.
Brasil: 12-Julio Cesar, 2-Dani Alves, 3-Thiago Silva, 4-David Luiz, 6-Marcelo, 10-Neymar, 11-Oscar (7-Lucas Moura 65), 17-Luis Gustavo Dias (8 -Hernanes 81), 18-Paulinho, 19-Hulk (5-Fernando 65), 9-Fred (21-Jo 71)
BARU DITINGGAL MASUK RUMAH, MAHASISWI HILANG MOTOR
saco-indonesia.com, Baru ditinggal masuk ke dalam rumah untuk menaruh makanan, seorang mahasiswi telah kehilangan motor yang bar
saco-indonesia.com, Baru ditinggal masuk ke dalam rumah untuk menaruh makanan, seorang mahasiswi telah kehilangan motor yang baru terparkir di pelataran teras rumah di Jalan Adikarya, RT 3/15, No.11, Pancoran Mas Kota Depok, Rabu (29/1) kemarin malam.
Peristiwa tersebut telah terjadi pukul 20:30 malam , tepatnya saat Puput yang berusia 20 tahun , Mahasiswi BSI Margonda semester 3 jurusan Komputerisasi Akutansi, telah mengetahui bahwa motor Honda Revo hitam lis biru, B 6973 ZCN, yang telah terpakir dalam teras rumah sudah hilang.
“Saya berdua sama teman kuliah Gani Lienardo yang berusia 23 tahun , baru menaruh makanan yang baru dibeli dari minimarket ke dalam rumah. Tidak ada dua menit motor yang terkunci sudah hilang dibawa pelaku,”ujar Puput kepada Pos Kota yang telah didampingi oleh teman prianya tersebut kepada Pos Kota saat membuat laporan di SPKT Polsek Pancoran Mas, Kamis (29/1) sekitar pukul 21:00.
Saat kejadian tersebut korban juga sempat meneriaki pelaku yang mengambil motornya. Pelaku yang berjumlah dua orang, seorang pelaku telah membawa motor korban dan seorang lagi dengan menggunakan motor suzuki Satria F150 kabur ke arah jalan jembatan Siliwangi.
“Pelaku juga sempat ditendang sama tukang ojek namun hanya oleng. Setelah itu langsung berhasil kabur dan tidak diketahui lagi jejaknya,”ungkap wanita berhijab ini.
Ciri-ciri pelaku yang telah diketahui korban adalah berbadan kurus. “Kejadiannya begitu sangat cepat sehingga tidak begitu memperhatikan ciri-ciri pelaku karena gelap. Yang telah diketahui hanya berbadan kurus saja,”demikian.
Sementara itu Kapolsek Pancoran Mas, Kompol Purwadi juga mengatakan anggotanya telah memintai keterangan korban dan melakukan olah TKP.
“Masih kita dalami, sejumlah keterangan saksi sudah kita mintai keterangan,”ungkapnya.
Editor : Dian Sukmawati
Police Rethink Long Tradition on Using Force
WASHINGTON — During a training course on defending against knife attacks, a young Salt Lake City police officer asked a question: “How close can somebody get to me before I’m justified in using deadly force?”
Dennis Tueller, the instructor in that class more than three decades ago, decided to find out. In the fall of 1982, he performed a rudimentary series of tests and concluded that an armed attacker who bolted toward an officer could clear 21 feet in the time it took most officers to draw, aim and fire their weapon.
The next spring, Mr. Tueller published his findings in SWAT magazine and transformed police training in the United States. The “21-foot rule” became dogma. It has been taught in police academies around the country, accepted by courts and cited by officers to justify countless shootings, including recent episodes involving a homeless woodcarver in Seattle and a schizophrenic woman in San Francisco.
Now, amid the largest national debate over policing since the 1991 beating of Rodney King in Los Angeles, a small but vocal set of law enforcement officials are calling for a rethinking of the 21-foot rule and other axioms that have emphasized how to use force, not how to avoid it. Several big-city police departments are already re-examining when officers should chase people or draw their guns and when they should back away, wait or try to defuse the situation
How Some Men Fake an 80-Hour Workweek, and Why It Matters
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.
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.