JUAL GENSET LOVOL MURAH DI JAKARTA

Jual Sparepart Genset Lovol Murah di Sikka 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 Lovol Murah di Sikka 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 Lovol Murah di Sikka

Jual Sparepart Genset Lovol Murah di Sikka

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Jual GENSET CUMMIS 1500KVA Murah di Donggala

Jual GENSET CUMMIS 1500KVA Murah di Donggala 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 CUMMIS 1500KVA Murah di Donggala

Cara Membuat Website Tahap I - Menentukan Hosting Hosting adalah tempat untuk meletakkan website Anda. Ada beberapa jenis hos

Cara Membuat Website Tahap I - Menentukan Hosting

Hosting adalah tempat untuk meletakkan website Anda. Ada beberapa jenis hosting, mulai dari yang gratis hingga berbayar. Untuk coba-coba, lebih baik jika menggunakan hosting gratis terlebih dahulu. Ketika website Anda memiliki pengunjung cukup banyak atau Anda ingin website Anda lebih aman, sangat disarankan untuk berpindah ke hosting yang berbayar. Karena, dengan banyaknya pengunjung biasanya website tersebut membutuhkan bandwith dan disk space yang lebih besar.
Baca juga: pengertian hosting
 

Cara Membuat Website Tahap II - Menentukan Domain

Seperti hosting, domain juga ada yang gratis dan juga ada yang berbayar. Sebuah nama domain memberikan tambahan branding (merk) untuk website Anda dan membuatnya lebih mudah dihafal oleh orang lain. Nama domain berbayar membutuhkan biaya, biasanya sekitar $5 s/d $35 per tahun. Tetapi, untuk domain gratis biasanya memiliki kekurangan. Seperti masa kadaluarsa yang sebentar, misalnya cuma diberi waktu 1 atau 2 tahun untuk menggunakan domain gratis tersebut.
 

Cara Membuat Website Tahap III - Merencanakan Website

Setelah Anda mendapatkan domain dan memutuskan alamat website Anda, Anda dapat mulai merencanakan situs Anda. Anda perlu memutuskan:
Jenis situs - Misalnya berita/informasi, produk, jejaring sosial atau situs referensi. Setiap jenis memiliki fokus yang sedikit berbeda.
Navigasi - navigasi mempengaruhi arsitektur informasi dari situs Anda.
Konten - Konten adalah halaman yang sebenarnya Anda akan membangun.
 

Cara Membuat Website Tahap IV - Membangun Website Halaman demi Halaman

Membangun sebuah website mengharuskan Anda bekerja pada satu halaman pada suatu waktu tertentu. Untuk membangun situs Anda, Anda harus terbiasa dengan:
Dasar-dasar Desain - Unsur-unsur desain yang baik dan dan bagaimana mengaplikasikannya pada website.
HTML - HTML adalah bahasa untuk mendeskripsikan halaman web.
CSS - CSS adalah yang berfungsi untuk mengontrol tampilan dari sebuah halaman website.
Web Editor - Web Editor adalah aplikasi untuk membangun website. Contoh: dreamweaver, frontpage, notepad.
 

Cara Membuat Website Tahap V - Publikasikan Website Anda

Supaya banyak pengguna internet yang mengunjungi website Anda, publikasi secara intensif adalah hal yang perlu dilakukan. Misalnya dengan mendaftarkan website Anda ke databesee search engine (mesin pencari). Contohnya Google, Bing, dll.
 

Cara Membuat Website Tahap VI - Promosikan Situs Anda

Cara termudah untuk mempromosikan website Anda adalah melalui optimasi mesin pencari atau SEO. Anda membangun konten web Anda dengan baik sehingga memiliki peringkat yang baik di mesin pencari. Hal ini bisa sangat sulit, tetapi itu murah dan dapat menghasilkan hasil yang baik jika Anda bekerja di dalamnya. Cara lain untuk mempromosikan website: dari mulut ke mulut, email, dan iklan.
 

Cara Membuat Website Tahap VI - Memelihara Website Anda

Ini merupakan langkah terakhir untuk membuat sebuah website. Pemeliharaan dapat menjadi bagian yang paling membosankan, tetapi untuk menjaga situs Anda berjalan dengan baik dan terlihat baik, Anda perlu melakukannya. Pengujian/pengecekan website dan pengembangan konten secara teratur adalah salah satu bagian yang penting. .... by yandre pramanaputra

Salah satu sarana untuk menuju Haji Mabrur adalah memilih biro perjalanan haji yang bonafide, mau melayani jamaah haji dengan se

Salah satu sarana untuk menuju Haji Mabrur adalah memilih biro perjalanan haji yang bonafide, mau melayani jamaah haji dengan sepenuh hati, dan membimbing ibadah haji sesuai ajaran Nabi saw.

Trevel haji seperti itulah yang senantiasa dibutuhkan oleh para jamaah haji, sehingga ketika jamaah haji ingin melaksanakan ibadah, mereka bisa lebih khusyuk dan meresapi nilai-nilai ibadah.

Di antara sekian banyak biro trevel yang ada, yaitu Hikmah Sakti Perdana yang sudah berpengalaman dalam mengurusi jamaah haji dan umroh. Banyak paket-paket umroh yang ditawarkan kepada para jamaah.

Bagi yang ingin berhaji atauh umroh, dapat menghubungi kantor perwakilan Hikmah Sakti Perdana di: Pondok Pesantren Syafi’i Akrom, desa Jenggot Kota Pekalongan. Nomor kontak: 081542179705 (Yasir).

Sumber : http://ibadahhaji.wordpress.com

Baca Artikel Lainnya : KISAH INSPIRATIF, PEMULUNG NAIK HAJI

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.

A former member of the Boston Symphony Orchestra, Mr. Smedvig helped found the wide-ranging Empire Brass quintet.

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