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Jual genset perkins CHINA/LOVOL Kap 170 kva Prime power type 1106C-P6TAG4 bergaransi dan berkualitas di Tabalong 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 perkins CHINA/LOVOL Kap 170 kva Prime power type 1106C-P6TAG4 bergaransi dan berkualitas di Tabalong

Saco-Indonesia.com - Pihak berwenang Mesir menangkap seorang profesor sebuah universitas di Ibu Kota Kairo dan asistennya atas tuduhan telah meniduri 85 mahasiswinya untuk membantu mereka dalam ujian.

Saco-Indonesia.com - Pihak berwenang Mesir menangkap seorang profesor sebuah universitas di Ibu Kota Kairo dan asistennya atas tuduhan telah meniduri 85 mahasiswinya untuk membantu mereka dalam ujian.

Polisi menahan keduanya setelah mereka tertangkap kamera bersama dengan seorang siswi sudah menikah di apartemen milik sang profesor di Kairo, seperti dilansir situs emirates247.com, Senin (17/3).

Sebuah surat Kabar mengatakan polisi telah berhasil menempatkan kamera rahasia di apartemen pelaku untuk memverifikasi laporan dari beberapa siswi yang menyebut sang profesor terlibat dalam pemerasan terhadap beberapa mahasiswinya di Universitas Ain Shams.

Meski profesor tidak disebutkan namanya itu menyangkal tuduhan tersebut, tetapi sebagian besar korban mengakui mereka harus melakukan hubungan seks sebagai imbalan atas jawaban yang diberikan pelaku untuk menghadapi ujian.

Sumber:merdeka.com

Editor : Maulana Lee

Saco-Indonesia.com - Coba buka pikiran Anda jika masih berpikir bahwa tanaman yang berpendar dan memancarkan cahaya hanya ada dalam film-film fiksi ilmiah.

Saco-Indonesia.com - Coba buka pikiran Anda jika masih berpikir bahwa tanaman yang berpendar dan memancarkan cahaya hanya ada dalam film-film fiksi ilmiah. Bioglow, sebuah perusahaan asal Amerika Serikat yang bergerak di bidang bio teknologi dilaporkan tengah mengembangkan tanaman menyala-dalam-gelap.

Dengan kata lain, suatu saat, Anda tidak memerlukan lampu untuk menerangi taman. Bahkan lebih jauh lagi, menerangi bumi.

 
Dalam situs resmi Bioglow, produk revolusioner ini dilatarbelakangi hasil pemikiran Dr. Alexander Krichevsky. Awalnya, tulisan ilmiah Krichevsky dipublikasikan pada 2010 dalam PLoS One, sebuah jurnal sains internasional peer-reviewed.
 
Krichevsky merupakan seorang spesialis di bidang mikrobiologi. Dia mengembangkan tanaman yang mampu menyala dalam gelap dengan "mengenalkan" DNA dari bakteri laut bercahaya ke genom kloroplas dari tanaman rumah. Hasilnya, batang dan daun secara terus-menerus memancarkan cahaya samar, mirip kunang-kunang.

Seperti dikutip dalam Dezeen, Krichevsky kini tengah bekerja keras meningkatkan terang cahaya yang dipancarkan oleh tanamannya. Pasalnya, kini cahaya tersebut hanya bisa dilihat dalam ruang gelap. Dalam jangka panjang, Krichevsky juga ingin merevolusi desain pencahayaan dan menarik konsumen baru dalam pasar tanaman. Krichevsky juga tidak menutup kemungkinan, ciptaannya mampu meramaikan industri lanskap, arsitektur, bahkan transportasi.
 
"Tidak ada pasar saingan, (tanaman) ini benar-benar yang pertama. Dalan jangka panjang, kami melihat penggunaan tanaman berpendar dalam desain pencahayaan kontemporer, dalam lanskap dan arsitektur, juga transportasi. Memberi tanda bagi jalan raya dan jalan tol dengan cahaya alami yang tidak perlu listrik," ujarnya.
 
Sumber :www.dezeen.com
Editor  :  Maulana Lee
 
 

BEIJING (AP) — The head of Taiwan's Nationalists reaffirmed the party's support for eventual unification with the mainland when he met Monday with Chinese President Xi Jinping as part of continuing rapprochement between the former bitter enemies.

Nationalist Party Chairman Eric Chu, a likely presidential candidate next year, also affirmed Taiwan's desire to join the proposed Chinese-led Asian Infrastructure Investment Bank during the meeting in Beijing. China claims Taiwan as its own territory and doesn't want the island to join using a name that might imply it is an independent country.

Chu's comments during his meeting with Xi were carried live on Hong Kong-based broadcaster Phoenix Television.

The Nationalists were driven to Taiwan by Mao Zedong's Communists during the Chinese civil war in 1949, leading to decades of hostility between the sides. Chu, who took over as party leader in January, is the third Nationalist chairman to visit the mainland and the first since 2009.

Relations between the communist-ruled mainland and the self-governing democratic island of Taiwan began to warm in the 1990s, partly out of their common opposition to Taiwan's formal independence from China, a position advocated by the island's Democratic Progressive Party.

Despite increasingly close economic ties, the prospect of political unification has grown increasingly unpopular on Taiwan, especially with younger voters. Opposition to the Nationalists' pro-China policies was seen as a driver behind heavy local electoral defeats for the party last year that led to Taiwanese President Ma Ying-jeou resigning as party chairman.

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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