Sparpart genset murah genset perkins genset foton genset cummins murah genset lovol 100 kva harga
jual ECM perkins agen ECM perkins distributor ECM perkins toko ECM perkins seting ECM perkins

Jual Sparepart Genset Cummins di Muna 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 di Muna 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 di Muna

Jual Sparepart Genset Cummins di Muna

Tag :
Jual Genset Lovol | Jual Sparepart Genset Cummins di Muna | Jual Genset Lovol kav 45 kva | jual genset lovol Kap 70 Kva Prime Power type 1004TG | Genset Lovol | Genset Lovol kav 45 kva | Jual Genset cummins |

Jual genset Isuzu Foton 40 kVA silent Murah di Klaten

Jual genset Isuzu Foton 40 kVA silent Murah di Klaten 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 Isuzu Foton 40 kVA silent Murah di Klaten

saco-indonesia.com, Presiden Susilo Bambang Yudhoyono (SBY) telah memenuhi janjinya untuk dapat mendatangi posko pengungsi letus

saco-indonesia.com, Presiden Susilo Bambang Yudhoyono (SBY) telah memenuhi janjinya untuk dapat mendatangi posko pengungsi letusan Gunung Sinabung di Kabanjahe, Kabupaten Karo, Sumatera Utara. Pada kesempatan itu, SBY juga telah meminta agar pemerintah setempat merelokasi warga di lereng gunung ke lokasi yang lebih aman.

"Relokasi, radius 3 km itu saya kira gunung berapi manapun sangat berbahaya, yang berada di radius 3 km tidak bisa tinggal dan harus relokasi. Boleh bertani di tempat itu, tapi tempat tinggal harus di luar radius yang disebut aman tadi," kata SBY di Posko Gereja Katolik Paroki, Karo, Kamis (23/1).

Namun, SBY juga tidak menutup mata jika rencana tersebut akan mendapat perlawanan keras dari warga. SBY juga hanya meminta kepada gubernur dan bupati Karo agar bersabar melakukannya.

"Harus sabar karena kasus yang direlokasi tidak mau," tukasnya.

Selain telah menyoroti masalah relokasi warga, SBY juga telah meminta agar pengelolaan pengungsi dapat dijalankan dengan baik. Tidak boleh ada pengungsi yang mengalami sakit atau meninggal akibat tidak adanya perawatan atau pelayanan yang memadai untuk mereka.

"Masalah rumah rusak bisa diganti, kalau saudara kita meninggal, kita tidak bisa ganti. Semua upaya untuk keselamatan saudara kita," kata SBY usai mendengar paparan Gubernur Sumatera Utara Gatot Pudjobroto tentang penanganan pengungsi di Kabanjahe.

Kemudian, fasilitas dasar bagi pengungsi juga harus tetap diutamakan, tidak boleh ada satupun kekurangan. "Pelayanan saudara kita di tempat penampungan, 'basic' untuk makan minum air bersih dan peralatan kesehatan tidak boleh ada kekurangan," tegasnya.

Terakhir, SBY juga telah meminta gubernur dan bupati Karo untuk dapat mencarikan solusi bagi kerusakan yang telah terjadi atas lahan pertanian milik warga. Dia pun juga mengajak para pemimpin daerah untuk dapat menghitung langsung bersama-sama terkait kerugian-kerugian yang terjadi.

"Solusi bagi petani yang karena musibah benar-benar rusak. tentu kalau dibebankan pada yang bersangkutan akan berat, kebijakan seperti apa, nanti malam (saat rapat-red) saya ada hitung-hitungannya," kata Presiden.

Sebelumnya, Gatot dalam paparannya mengatakan, masa tanggap darurat sejak 15 September 2013 sudah enam kali diperpanjang. Intensitas terus menerus 750 kali erupsi, jumlah pengungsi 203 desa, 4 kecamatan 28.745 orang atau 9.045 Kepala Keluarga tersebar di 43 tempat pengungsian.


Editor : Dian Sukmawati

Kabut asap kebakaran hutan dan lahan di Riau telah mengakibatkan jarak pandang di sejumlah wilayah di Sumatera Barat (Sumbar) hanya berkisar 100 hingga 900 meter. Hal itu telah disampaikan oleh Badan Meteorologi Klimatologi dan Geofisika (BMKG) Ketaping Kabupaten Padangpariaman, Sumatera Barat.

Kabut asap kebakaran hutan dan lahan di Riau telah mengakibatkan jarak pandang di sejumlah wilayah di Sumatera Barat (Sumbar) hanya berkisar 100 hingga 900 meter. Hal itu telah disampaikan oleh Badan Meteorologi Klimatologi dan Geofisika (BMKG) Ketaping Kabupaten Padangpariaman, Sumatera Barat.

"Sejak pagi terpantau jarak pandang terpendek berada di Kota Payakumbuh 100 meter, Padang Panjang 700 meter, Sicincin 500 meter, dan Kota Padang sekitar 600 hingga 900 meter," kata Analis Forecasther BMKG Padangpariaman, Siska Anggraini di Padang, Rabu (12/3).

Ia juga memastikan saat ini di seluruh wilayah Sumbar telah diselimuti oleh kabut asap dengan ketebalan bervariasi. Namun, berdasarkan pantauan wilayah yang paling parah diselimuti kabut asap adalah Kota Payakumbuh dan Kabupaten Lima Puluh Kota, karena posisinya yang berbatasan langsung dengan Riau.

"Diperkirakan kabut asap yang telah menyelimuti wilayah Sumbar tersebut akan terus terjadi hingga akhir pekan karena perkiraan cuaca daerah ini dalam tiga hari ke depan cerah berawan," katanya.

Kondisi ini, katanya, telah diperparah oleh belum adanya tanda-tanda akan padam sumber titik api di Riau serta belum ada potensi hujan yang menyebabkan kabut asap terus bertambah.

Sementara itu, Manajer Operasional PT Angkasa Pura II Bandara Internasional Minangkabau (BIM) di Padangpariaman, Joko Sudarmanto juga mengatakan kabut asap yang terjadi belum menggangu aktivitas penerbangan.

"Pada pagi ini cuaca juga sempat memburuk dengan jarak pandang hanya 800 meter, namun saat ini sudah agak membaik sehingga aktivitas penerbangan dapat berjalan dengan lancar tanpa ada hambatan," katanya.

Ia juga menyebutkan hingga saat ini sudah empat penerbangan yang datang dan berangkat. Kabut asap yang menyelimuti sejumlah wilayah Sumbar terpantau pekat sejak pagi hari di mana terlihat bayangan putih dalam jarak pandang 500 meter.

Di jalan yang ada di Kota Padang sejak pagi terlihat sebagian besar pengendara sepeda motor menggunakan masker dan menghidupkan lampu kendaraan akibat terbatasnya jarak pandang.

Ms. Pryor, who served more than two decades in the State Department, was the author of well-regarded biographies of the founder of the American Red Cross and the Confederate commander.

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.

Artikel lainnya »