genset perkins genset foton genset cummins murah

    saco-indonesia.com,     Bunga Citra Lestari     Mengapa Harus Terjadi &n

    saco-indonesia.com,

    Bunga Citra Lestari
    Mengapa Harus Terjadi

    Mengapa semua ini harus terjadi
    Disaat kuteguh pada pendirian
    Menghabiskan sisa hidup denganmu
    Kau tak lagi yang kuingin bersamaku slamanya
    Kasih

    Chorus:
    Tuhan tolong aku
    Untuk dapat memahami
    Derita batinku ini
    Tuhan bantu aku
    Agar sanggup kurelakan
    Bila dia bukan untukku

    Segenap rencana denganmu kekasih
    Tak mungkin terjadi tanpa kehangatanmu
    Kini bagai orang asing di hidupku
    Tiada lagi sapa rindu kurasa darimu
    Kasih

    Chorus [2x]

    Huwo uwo uwoo

 

Setelah asyik bermain di pantai tepatnya di Pulau Untung Jawa di bulan Maret 2013 lalu, perjalanan selanjutnya di bulan April 20

Setelah asyik bermain di pantai tepatnya di Pulau Untung Jawa di bulan Maret 2013 lalu, perjalanan selanjutnya di bulan April 2013 AK dan beberapa teman mengadakan trip menuju Taman Wisata Cibodas dan sekitarnya. Berikut catatan perjalanannya :

Sabtu pagi setelah menunaikan sholat shubuh beberapa teman yang ikut dalam trip ini sudah berkumpul di star point yang ditentukan, beberapa lagi masih ada saja yang belum hadir dikarenakan sibuk dengan barang bawaan. Setelah semuanya kumpul dengan jumlah 8 orang dan mobil Innova serta sopirnya yang udah di booking sebelumnya siap untuk menuju Taman Wisata Cibodas.

Tepatnya jam 5.30 pagi AK dan teman - teman sudah berangkat menuju Taman Wisata Cibodas, hal ini dilakukan agar kami lebih cepat sampai ke sana dan tidak terjebak macet di jalur puncak Bogor. AK dan teman - teman  menikmati pemandangan sepanjang perjalanan dengan diiringi musik pilihan yang telah disediakan, mengobrol sambil menikmati beberapa makanan yang dibawa oleh teman teman cukup untuk menghilangkan suntuk dan bete serta agar suasana menjadi nyaman.

Perjalanan ditempuh sekitar 2 setengah jam dari Jakarta Barat, walaupun sempat kelewat sampai Cipanas karena asyiknya suasana di dalam mobil hingga tidak ada yang perhatikan tanda masuk ke Cibodas. Setelah berbalik arah, mobil pun memasuki kawasan Wisata Cibodas sekitar pukul 8 pagi saat itu.

Setelah membayar dipintu masuk seharga Rp. 9.500/ orang dan 16 ribu untuk mobilnya, kami pun mengitari dengan mobil  beberapa tempat yang asyik di kawasan ini. Akhirnya kamipun sepakat untuk memarkir mobil di parkiran menuju Air terjun Ciismun di kawasan Cibodas ini.

Perjalanan dari parkir mobil menuju air terjun Ciismun ditempuh sekitar setengah jam, melihat indahnya air terjun dan bermain air menjadi semangat kami untuk terus melangkah agar sampai ke tujuan. Dan beberapa momen yang tidak terlewatkan kami abadikan berikut ini :

Terpana adalah kata yang pas buat perasaan kami saat sampai di air terjun Ciismun ini, air terjun yang tersembunyi ini sangat memukau penglihatan kami kala itu, ditambah suasana pagi yang sepi saat itu serasa hanya kami yang menikmati keindahan air terjun Ciismun ini.  Beberapa dari kami langsung bermain air di air terjun ini, beberapa yang lain menikmati pemandangan air terjun yang memukau sambil mencari spot untuk berphoto ria.

Setelah kurang lebih 1 jam di air terjeun Ciismun, kami pun bersiap - siap untuk melakukan perjalanan kembali ke area parkir mobil, karena lelahnya perjalanan saat itu kami pun siap untuk  menikmati makan siang yang kami bawa dari rumah sambil menikmati hijaunya alam Cibodas.

Setelah menikmati makan siang kami kembali mengelilingi kawasan Cibodas dengan mobil, beberapa saat mobil berhenti agar kami bisa menikmati  hamparan  taman hijau yang  luas  atau pemandangan kolam air mancur yang indah serta gunung dan pohon pohon yang rindang.

Sebenarnya masih banyak area menarik di kawasan ini yang belum sempat kami kunjungi namun karena waktu sudah siang dan kami ingin melanjutkan perjalanan selanjutnya, kami pun segera menuju pintu keluar 2 dari kawasan Cibodas menuju parkiran air terjun Cibereum yang dekat dengan pintu masuk wisata Mandalawangi di kawasan Taman Nasional Gunung Gede Pangrango.

Namun sebelumnya kami santai sejenak di area parkir sambil menikmati beberapa jajanan yang ada di area ini, melaksanakan sholat dan bersih bersih di wc yang ada di area ini dengan membayar Rp. 2000 untuk buang air kecil dan Rp. 3000 untuk mandi dan buang air besar.

Sekitar kurang lebih pukul 13.00 kami pun mulai perjalanan menuju air terjun Cibereum yang berada 1.675 diatas permukaan laut ini harus kami daki sekitar 1 jam. Setelah membayar tiket di pintu masuk Rp. 2.500/ orang kami pun mulai memasuki jalan berbatu di tengah hutan.

Perjalanan menuju air terjun Cibereum ini amat sangat melelahkan, melewati hutan yang gelap walau kadang ada jalan yang sudah bagus. Sesaat berjalan kami harus istirahat sejenak untuk menghilangkan rasa lelah dan letih seraya memberi semangat kepada teman teman untuk sampai ke tujuan.

Setelah berjuang sepanjang jalan dengan keringat yang bercucuran, akhirnya air terjun Cibereum dapat kami taklukan. Kami pun hanya bisa bengong  melihat indahnya alam yang mempesona ini dan ternyata ada 2 air terjun lain yang berdekatan dengan air terjun Cibereum ini.  Sungguh menakjubkan, kami pun tak lupa mengabadikan momen ini.

Perasaan bangga dan bahagia bersatu dalam jiwa kami saat berada di tempat yang jauh ini, rasa lelah dan letih seakan sirna dengan sampainya kami di tempat ini. Kami pun mulai menikmati  suasana ramai saat itu, sesekali bermain air dan makan makanan yang kami sudah siapkan.

Ketika waktu sudah sore, kamipun mulai melangkah turun menuju parkiran mobil, sesampainya disana dan sebelum meninggalkan kawasan wisata tak lupa kami membeli beberapa oleh - oleh seperti sandal, kaos, tas, makanan ringan dan sayur - sayuran dengan harga terjangkau tentunya.

Akhirnya usai sudah perjalanan kali ini, mobilpun bergegas menuju Jakarta, sesaat kami berhenti di kawasan Puncak Bogor untuk sejenak menikmati indahnya hamparan kebun teh di Kawasan Wisata Gunung Mas. Demikian

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.

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.

Artikel lainnya »