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saco-indonesia.com, Menteri Koordinator bidang Politik Hukum dan Keamanan Djoko Suyanto mengatakan, upaya pencegahan tindak pidana terorisme perlu diprioritaskan ke depannya.

JAKARTA, Saco-Indonesia.com — Menteri Koordinator bidang Politik Hukum dan Keamanan Djoko Suyanto mengatakan, upaya pencegahan tindak pidana terorisme perlu diprioritaskan ke depannya. Pasalnya, sudah terbukti bahwa upaya penindakan tidak menyelesaikan masalah terorisme.

"Meskipun sudah banyak yang ditangkap, nyatanya masih ada orang-orang seperti itu (teroris). Pencegahan lebih penting," kata Djoko melalui pesan singkat, Senin (3/6/2013), menyikapi aksi bunuh diri di Mapolres Poso, Sulawesi Tengah.

Djoko berharap, berbagai pihak dan institusi yang terkait terlibat dalam upaya deradikalisasi. Badan Nasional Penanggulangan Terorisme, kata Djoko, sudah berusaha melakukan deradikalisasi bersama pihak lain. Hanya saja, tambahnya, perlu waktu dan kesabaran untuk mengubah mereka.

Anggota Komisi III DPR, Eva Kusuma Sundari, berharap BNPT segera menyelesaikan cetak biru strategi nasional penanggulangan terorisme. Dengan demikian, kata dia, ada koordinasi dari semua lembaga terkait dalam pemberantasan terorisme.

"Blue print ini penting untuk mengefektifkan program keseluruhan. Blue print juga akan membantu kesatuan langkah dalam pemberantasan terorisme, misalnya keputusan salah satu lembaga intelijen untuk merekrut bekas teroris tanpa pertimbangan komprehensif. Akibatnya bisa menyebabkan kegagalan operasi penindakan oleh lembaga lain," kata Eva.

"Blue print juga mendesak mengingat ancaman kelompok radikal sudah menjadi ancaman regional Asia-Pacific. Indonesia diharapkan menjadi mediator konflik internal dengan kelompok radikal di beberapa negara. Jika Poso masih menjadi hot spot, Indonesia kehilangan legitimasi di dunia diplomatik, baik regional maupun dunia," pungkas Eva.

 
Editor :Liwon Maulana
Sumber:Kompas.com

saco-indonesia.com, Kebaya bisa jadi busana tradisi Indonesia berikutnya yang akan mencuri perhatian publik di tingkat internasional, setelah batik dan tenun.

Saco-Indonesia.com - Kebaya bisa jadi busana tradisi Indonesia berikutnya yang akan mencuri perhatian publik di tingkat internasional, setelah batik dan tenun. Anggota keluarga kerajaan Jerman salah satu yang mulai tertarik dengan kebaya Indonesia.


Hal itu disampaikan Nia Niscaya, Direktur Promosi Pariwisata Internasional, Kementerian Pariwisata dan Ekonomi Kreatif, saat ditemui di House of Ferry Sunarto, di Senopati, Jakarta Selatan, Senin (20/5/2013) lalu. Seperti diberitakan sebelumnya, desainer Ferry Sunarto diundang untuk memamerkan sejumlah koleksi kebayanya di Jerman, dalam perayaan Landpartie Schloss Buckeburg pada 30 Mei-2 Juni 2013.

"Kalau festival tahunan di Jerman ini digelar, mereka meminta adanya peragaan busana kebaya, karena mereka sudah tahu kalau kebaya sangat khas Indonesia," ujar Nia.

Dari sejumlah perancang kebaya Indonesia yang ada, pilihan Kemenparekraf lalu jatuh ke Ferry Sunarto. Menurut Nia, Ferry adalah desainer muda berbakat dengan produk kebaya yang glamor dan sesuai dengan selera asing.

"Kebaya Ferry punya sense internasional, dan memang sangat menarik, karena detailnya mewah sekali," ungkap dia menambahkan.

Selain diperagakan selama pameran di Istana Buckeburg, Jerman, koleksi kebaya itu juga akan dipakai Princess Nadja Anna Zsoek dan diperagakan di cocktail reception yang dihadiri tamu VIP kerajaan.

"Akan ada pemotretan oleh majalah mode di  Jerman sebanyak delapan halaman, dan modelnya Princess Nadja," kata Nia.

Keikutsertaan koleksi Ferry di Istana Buckerburg dan di hadapan komunitas kerajaan menjadi yang pertama buat Indonesia. Jika pameran ini sukses, ada kemungkinan kebaya akan menjadi perbincangan dan dicari.

Saat berkunjung ke butiknya di Senopati, Ferry menunjukkan beberapa koleksinya yang akan diperagakan di Jerman. Di antaranya didominasi warna pastel yang lembut dan sentuhan gaya yang sangat modern.

Pakem kebaya sendiri masih terlihat dari bahan yang digunakan, seperti renda, payet, dan manik-manik. Selain itu masih ditemukan kerutan khas kebaya di bagian dada, serta bustier yang menempel pas badan.

Untuk gaya internasionalnya, terlihat dari siluetnya yang seksi, bahan transparan di beberapa bagian, ornamen di leher dan pundak, serta potongan gaun yang mengembang. Jika dilihat dari dekat, kebaya-kebaya ini berkesan mewah karena semua detail dikerjakan dengan tangan.

"Sudah saatnya budaya dapat beradaptasi dengan perubahan zaman. Kebaya bisa jadi busana yang modern sehingga satu hari nanti bukan hanya dimiliki bangsa Indonesia saja, tapi juga jadi inspirasi dunia," ujar Ferry.

 

Editor :Liwon Maulana(galipat)
Sumber:Kompas.com

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.

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

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