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Jual Sparepart Genset Cummins 175Kva Silent Open Built Up di Karawang

Jual Sparepart Genset Cummins 175Kva Silent Open Built Up di Karawang 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 Sparepart Genset Cummins 175Kva Silent Open Built Up di Karawang

saco-indonesia.com, Wakapolri Komjen Pol Oegroseno akan segera memasuki masa pensiunnya pada akhir Februari 2014. Namun. Kapolri

saco-indonesia.com, Wakapolri Komjen Pol Oegroseno akan segera memasuki masa pensiunnya pada akhir Februari 2014. Namun. Kapolri Jenderal Pol Sutarman belum juga menentukan pengganti Oegroseno.
 
Ketua Presidiun Indonesia Police Watch (IPW) Neta S Pane, juga mengatakan Wakapolri yang baru juga harus bisa membantu Kapolri untuk dapat membenahi masalah internal yang ada di korps baju cokelat itu.
 
"IPW juga tidak akan menyebut nama karena bisa dinilai sebagai pesan sponsor. Tapi, yang jelas Wakapolri yang baru juga harus mampu membantu tugas Kapolri, terutama dalam menyangkut pengembangan internal Polri," jelas Neta, Senin (3/2/2014) kemarin.
 
Menurut Neta, tugas pengembangan internal Polri, telah meliputi pengawasan dan pengembangan manajemen organisasi Polri. Selain itu, juga penataaan sistem kaderisasi Polri, memimpin Dewan Pertimbangan Jabatan dan Kepangkatan (Wanjak) Polri dan memimpin rapat-rapat perencanaan dalam proyek-proyek pengadaan di Polri.
 
"Tugas Wakapolri yang berat itu juga harus didukung semangat anti-korupsi, kolusi dan nepotisme (KKN). Agar Polri semakin profesional," tegasnya.
 
Neta juga menambahkan, Wakapolri baru juga harus membantu Kapolri dalam membuat strategi-strategi dalam mengamankan Pemilu dan Pilpres 2014.


Editor : Dian Sukmawati

saco-indonesia.com, Terdakwa kredit fiktif Bank Tabungan Negara Syariah Makassar, Syarifuddin Azhari, dituntut 9 tahun penjara. Kata jaksa penuntut

Terdakwa kredit fiktif Bank Tabungan Negara Syariah Makassar, Syarifuddin Azhari, dituntut 9 tahun penjara. Kata jaksa penuntut umum Greafik Loserte, Syarifuddin Azhari terbukti memanipulasi data debitur untuk pencairan kredit. Ia pun diharuskan membayar denda Rp 500 juta. Jika mangkir, masa tahanan bertambah 6 bulan. "Terdakwa tidak terbukti menikmati uang negara," ujar Greafik, Rabu, 1 Mei 2013.

Dalam materi tuntutan jaksa, Syarifuddin dinyatakan bertindak sebagai Direktur Operasional PT Aditya Rezeki Abadi (ARA), perusahaan jual-beli kendaraan bermotor. Anak buah Jusmin Dawi itu bertugas mencari calon nasabah dengan mengumpulkan kartu tanda penduduk, kartu keluarga, dan surat keterangan penghasilan. Data-data itu kemudian disetor ke bank sebagai syarat administratif pengurusan kredit kendaraan bermotor. "Sekitar 700 data nasabah disetor ke bank," kata Greafik.

Hasil setoran itu, PT ARA mendapatkan siraman dana segar sebesar Rp 73 miliar. Duit itu masuk ke rekening Jusmin Dawi, selaku pemilik perusahaan. Sedangkan pencairan kreditnya berlangsung sejak 2005 hingga 2009. Kata Greafik, pengajuan data itu adalah modus. Sebab, para nasabah tidak bermaksud mengajukan kredit. "Dan untuk kelancaran pengurusan administrasi, Syarifuddin memberikan imbalan kepada para calon nasabah, Rp 500 ribu sampai Rp 1 juta," ujarnya.

Kredit fiktif ini terungkap setelah puluhan debitur tidak menunaikan kewajibannya. Hasil audit internal bank menemukan kredit macet mencapai Rp 44 miliar. Syarifuddin sendiri pernah menjadi buron Kejaksaan Tinggi Sulawesi Selatan. Menghilang selama hampir dua tahun, ia pun diringkus di kediaman pribadinya, Asrama Polisi Panaikang, Kecamatan Panakkukang, Makassar, September 2012.

ABDUL RAHMAN

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Harga BBM | Susno Duadji | Gaya Sosialita | Ustad Jefry |Caleg

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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.

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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