JUAL GENSET LOVOL MURAH DI JAKARTA

Jual Sparepart Genset Doosan di Kolaka Utara 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 Doosan di Kolaka Utara 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 Doosan di Kolaka Utara

Jual Sparepart Genset Doosan di Kolaka Utara

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Jual Genset Cummins 80Kva bergaransi dan berkualitas di Tolikara

Jual Genset Cummins 80Kva bergaransi dan berkualitas di Tolikara 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 80Kva bergaransi dan berkualitas di Tolikara

Kami PT PUTRA MAS DUA SAUDARA, adalah sebuah perusahaan yang bergerak di bidang specialis jasa pengiriman mobil ke seluruh Indon

Kami PT PUTRA MAS DUA SAUDARA, adalah sebuah perusahaan yang bergerak di bidang specialis jasa pengiriman mobil ke seluruh Indonesia Dari manapun , dan kemanapun asal dan tujuan mobil anda, kami senantiasa siap untuk membantu anda. Kami mempunyai cara tersendiri dalam melayani kebutuhan anda dalam bidang pengiriman mobil kesayangan anda. Kami senantiasa memberikan solusi yang terbaik buat anda, sehingga dapat memenuhi kebutuhan anda dengan mudah dan nyaman.

Dengan kepercayaan Putra Mas Dua Saudara yang kemudian di singkat PMDS berkomitmen untuk terus meningkatkan segala sumberdaya manusia yang dimiliki. Disertai dengan sistem dan iklim kerja yang kondusif. Dimana terjaga hubungan yang saling menunjang satu dengan yang lain dalam meningkatkan semangat, kreativitas, loyalitas dan kepedulian antar pekerja. Kesemuanya di persembahkan guna memberikan rasa aman dan kenyamanan terhadap pelayanan yang di berikan.

Hubungan yang tidak kalah penting yang menjadi komitmen PMDS adalah terjaganya iklim kondusif terhadap Mitra Kerja. Dimana sikap saling menunjang ini demi kelancaran kiriman yang telah di percayakan. Karena menyadari persaingan yang semakin ketat PMDS tidak henti-hentinya berbenah, memperbaiki dan belajar dari segala hal yang berkaitan dengan jasa pengiriman. Dengan tidak mengabaikan rasa tanggung jawab dan Mengutamakan kepuasan pelanggan.

Wali Kota Bandung Ridwan Kamil selalu memiliki inovasi untuk memajukan Kota Kembang tersebut.

Saco-Indonesia.com - Wali Kota Bandung Ridwan Kamil selalu memiliki inovasi untuk memajukan Kota Kembang tersebut. Sebentar lagi Bandung akan memiliki 'kota teknologi', sebuah kawasan seluas 600 hektar atau setara dengan Kecamatan Kemang, Jakarta Selatan.

"Saya ingin tempat itu menjadi tempat orang-orang kreatif, yang bisa mendukung UKM atau start-up yang berbasis teknologi untuk membuka usaha di sana. Mereka bisa menggunakan tempatnya gratis untuk 6 bulan pertama," ujar pria yang biasa disapa Emil itu saat berbincang dengan merdeka.com di Jakarta, Rabu (12/3).

Di Amerika Serikat, ada sebuah kawasan yang dikenal sebagai kota teknologi di Silicon Valley di kota San Jose. Silicon Valley melahirkan perusahaan kelas dunia seperti Yahoo, Google, dan Apple Computer. Emil sebelum menjabat sebagai wali kota adalah seorang arsitek terkenal, mimpinya adalah membangun sebuah legacy di Bandung.

"Daripada lahan tersebut hanya digunakan sebagai lahan perumahan biasa, saya pikir Bandung butuh sesuatu yang lebih. Perumahan yang bisa membantu industri kreatifnya dikenal oleh dunia internasional, orang-orang mudanya bisa berkreasi dan berprestasi," jelasnya.

Bandung saat ini adalah kota yang penduduknya adalah pengguna aktif media sosial. Ada lebih dari 80% penduduk yang mempunyai akun jejaring sosial. Ridwan sendiri di-follow oleh 450.000 akun di Twitter. Dia mengatakan bahwa banyak hal yang dilaporkan oleh masyarakat Bandung melalui media sosial, sehingga banyak masalah segera diketahui oleh pemerintah.

"Di sosial media ada segalanya," ujar Emil.

"Kita tidak bisa pakai perasaan. Ada hujatan, ada kritik, ada saran dan ada pujian. Semua ini kita pakai sebagai sumber informasi, dan kita pakai juga untuk menyampaikan informasi kita ke masyarakat," tambahnya.

Kota teknologi di Bandung ini akan menjadi sebuah kawasan yang terkoneksi dengan internet dan sosial media. Di luar terlihat seperti kawasan normal, tetapi di dalamnya akan berisi tempat-tempat untuk orang kreatif. Setiap orang yang ingin mengembangkan kreativitasnya, bisa bertemu dengan komunitas yang tepat dan bisa menikmati fasilitasnya.

Mimpi kota teknologi ini akan terwujud dalam jangka panjang, setidaknya sampai 15 tahun ke depan. Perlu ada peraturan daerah yang bisa memastikan proyek ini terus dijalankan. Indonesia butuh terobosan baru, membangkitkan prestasi orang-orang muda, seperti apa yang direncanakan oleh Emil.

 

Editor : Maulana Lee

Sumber : Merdeka.com

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.

The 2015 Met Gala has only officially begun, but there's a clear leader in the race for best couple, no small feat at an event that threatens to sap Hollywood of every celebrity it has for the duration of an East Coast evening.

That would be Marc Jacobs and his surprise guest (who, by some miracle, remained under wraps until their red carpet debut), Cher.

“This has been a dream of mine for a very, very long time,” Mr. Jacobs said.

It is Cher's first appearance at the Met Gala since 1997, when she arrived on the arm of Donatella Versace.

– MATTHEW SCHNEIER

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