Jual Sparepart Genset Cummins Murah di Pekanbaru 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 Murah di Pekanbaru Kami juga menerima pembuatan box silent dan perakitan diesel generator set. Produk kami meliputi berbagai diesel generator set model open, silent lokal yang ukuranya menyesuaikan lokasi pondasi genset, mobile/ trailer . Sebagian besar mesin kami menggunakan Merk : Perkins, Cummins, Deutz, Lovol, Isuzu Foton dengan generator Leroy Somer, Stamford, kualitas terbaik brushless alternator. Jual Sparepart Genset Cummins Murah di Pekanbaru
Jual GENSET CUMMINS 10 KVA - 1000 KVA Type Open Dan Silent di Banda Aceh 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 CUMMINS 10 KVA - 1000 KVA Type Open Dan Silent di Banda Aceh
WISATA MUSLIM CHINA
MQ Travel mengadakan Wisata Muslim China (9 hari 8 malam) pada 20-28 Desember 2013
Rute: BEIJING – SHANGHAI – HANGZ
MQ Travel mengadakan Wisata Muslim China (9 hari 8 malam) pada 20-28 Desember 2013
Rute: BEIJING – SHANGHAI – HANGZHOU – SUZHOU
Hari 1 Jakarta – Beijing , 20 Desember 2013
Penerbangan dengan GA 890 Pk. 22.45 WIB.
Hari 2 Beijing, 21 Desember
Tiba di Beijing sekitar Pk.06.55 | kunjungan ke Lapangan Tiananmein yang merupakan alun-alun kota terbesar di dunia, berbatasan dengan Aula Besar Rakyat dan Mausoleum Ketua Mao, dilanjutkan tour ke Kota Terlarang, kompleks kekaisaran istana dan Sholat Dzuhur dan Ashar bersama di Mesjid Nan Dou Ya.
Hari 3 Beijing, 22 Desember 2013
Perjalanan ke Tembok China | Kunjungan ke Museum Giok dan belanja di Burning Cream Center, Stadion Olimpiade | Berbelanja di Wang Fu Jing Shooping Street dan Pasar Makanan.
Hari 4 Beijing, 23 Desember 2013
Kunjungan ke Istana Musim Panas, Masjid Madian | dilanjutkan berbelanja di pasar lokal Pasar Xiushui.
Hari 5 Beijing – Shanghai, 24 Desember 2013
Perjalanan ke Shanghai menggunakan kerta api cepat (high speed railway-5,5 jam) | Kunjungan ke Masjid Xiaotaoyuan yang merupakan mesjid paling terkenal di Shanghai dan Oriental Pearl TV Tower (menara TV tertinggi di Asia dan tertinggi ketiga di dunia) | ditutup dengan program Huang Pu River Cruise, makan malam sambil menyusuri sungai.
Hari 6 Shanghai – Hangzhou, 25 Desember 2013
Perjalanan dengan bus ke Hangzhou mengunjungi Leifeng Pagoda, Changqiao Park, Phoenix Mosque, and Ming & Qing Dynasty Ancient Street.
Hari 7 Hangzhou – Suzhou, 26 Desember 2013
Sampai di Suzhou mengunjungi West Lake, Viewing Fish and Lotus Ponds at Flower Harbor | Kunjungan ke Well Tea Village (kampong teh)
Hari 8 Suzhou – Shanghai, 27 December 2013
Masih di Suzhou: kunjungan ke Ou Yuan Garden, The Jinji Lake Scenic Area from outside | Perjalanan ke Shanghai, kunjungan ke Oriental Pearl TV Tower (the 2nd Ball) dan Old Shanghai History Museum.
Hari 9 Shanghai – Jakarta , 28 December 2013
Kembali ke Jakarta dengan GA 895 Pk. 10.05 waktu lokal. Diperkirakan tiba di Jakarta jam 15.25 WIB.
Hotel Twin/Triple Sharing Single Supplement
4 Star USD 1,825 / pax (Adult)
USD 1,700 / pax (Child with Bed)
USD 1,650 / pax (Child no Bed) USD180 / pax
HOTEL YANG DIGUNAKAN :
Beijing: Rosedale Hotel (www.longdinghuahotel.com) atau setaraf
Shanghai: Holiday Inn Express Zhabei (www.holidayinn.com) atau setaraf
Hangzhou: Hotel Amethyst (www.zjzjhotel.com) atau setaraf
HARGA SUDAH TERMASUK:
1. Tiket pesawat menggunakan Garuda Airline (economy class) pp
2. Sudah termasuk Visa Cina dan Air port tax
3. Hotel, makan 3x sehari (Halal Food)
HARGA BELUM TERMASUK:
1. Tour tambahan dan Asuransi
2. Pengeluaran yang bersifat pribadi, seperti minuman, souvenir, panggilan telepon,dll
3. Tips untuk supir dan guide (US2.00/ hari/pax untuk guide , US1.00/hari/pax untuk supir.
INFORMASI & PENDAFTARAN
PT. MANAJEMEN QOLBU TAUHIID (MQ TRAVEL)
Jl. CIPAKU NO. 18, KEBAYORAN BARU, JAKARTA 12170
Telepon: +62-21-7235255; HP: 0838 20201111; 02193151617 Fax. +62-21-7235258,
E-mail: email@example.com, website: www.mqtravel.co.id
KBIH DAARUT TAUHIID BANDUNG
JL. GEGER KALONG GIRANG
CP: LUKMAN – 0815 7113700
*Jadwal sewaktu-waktu dapat berubahan tanpa mengurangi waktu dan tempat tujuan yang dikunjungi
Obat Pelangsing Badan asli buatan Ghuangzhou yang mengandung ekstrak tumbuh-tumbuhan dan buah-buahan yang melimpah Cepat Melangs
Obat Pelangsing Badan asli buatan Ghuangzhou yang mengandung ekstrak tumbuh-tumbuhan dan buah-buahan yang melimpah Cepat Melangsingkan tubuh . 3 – 7 hari pemakaian langsung terasa hasilnya.Bahkan setelah pemakaian rutin selama 1 bulan, atau Obat Kuat Berat badan anda akan turun 5-20 kg.
Dalam pemakaian rutin selama 1 bulan, Berat badan anda akan turun 5-20 kg.
Fruta Bio Hot Weight Loss Capsules Kemasan terbaru dari FRUTA PLANTA * bukan Fruta Plus yah karena Fruta Plus itu tidak ada di China *
Nepalís Young Men, Lost to Migration, Then a Quake
KATHMANDU, Nepal — When the dense pillar of smoke from cremations by the Bagmati River was thinning late last week, the bodies were all coming from Gongabu, a common stopover for Nepali migrant workers headed overseas, and they were all of young men.
Hindu custom dictates that funeral pyres should be lighted by the oldest son of the deceased, but these men were too young to have sons, so they were burned by their brothers or fathers. Sukla Lal, a maize farmer, made a 14-hour journey by bus to retrieve the body of his 19-year-old son, who had been on his way to the Persian Gulf to work as a laborer.
“He wanted to live in the countryside, but he was compelled to leave by poverty,” Mr. Lal said, gazing ahead steadily as his son’s remains smoldered. “He told me, ‘You can live on your land, and I will come up with money, and we will have a happy family.’ ”
Weeks will pass before the authorities can give a complete accounting of who died in the April 25 earthquake, but it is already clear that Nepal cannot afford the losses. The countryside was largely stripped of its healthy young men even before the quake, as they migrated in great waves — 1,500 a day by some estimates — to work as laborers in India, Malaysia or one of the gulf nations, leaving many small communities populated only by elderly parents, women and children. Economists say that at some times of the year, one-quarter of Nepal’s population is working outside the country.
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.