jual condotel mewah

Rp 2.422.000.000

Rumah Bagus 2016 Murah Depok RumahCantikku.com adalah agen properti yang berkator di KATV Group, Saladin Square B-12, Jl. Margonda Raya No.39, Depok, Jawa Barat. KATV Group adalah group usaha di baah bendera PT Kiprah Tiga Rancang (KITIRAN), dimana core bisnisnya adalah Pengelolaan dan Advertising KATV (Televisi Kabel Kereta Api Eksekutif ), yaitu televisi hiburan bagi penumpang di atas kereta api eksekutif. Selain itu KITIRAN juga bergerak di bidang advertising untuk promosi luar ruang khusus stasiun-stadiuan dan promsoi di dalam kereta eksekutif dan kereta komuter (KRL). Rumah Bagus 2016 Murah Depok

Rumah Bagus 2016 Murah Depok salah satu devisi dari KATV Group untuk yang bergerak di bidang agen properti. Saat ini baru menawarkan properti-properti KATV Group yang ada di beberapa kota untuk dijual. Jadi properti yang ditawarkan adalah milik sendiri. Rumah Bagus 2016 Murah Depok

Rumah Bagus 2016 Murah Depok

saco-indonesia.com, Mengunci perangkat mobile dengan menggunakan password, sensor muka, sensor retina atau bahkan sensor sidik j

saco-indonesia.com, Mengunci perangkat mobile dengan menggunakan password, sensor muka, sensor retina atau bahkan sensor sidik jari, mungkin sudah terlalu mainstream. Bagaimana dengan penguncian perangkat mobile dengan gunakan telinga?

Satu inovasi atau terobosan yang juga cukup aneh namun unik dan menarik. Sebuah perusahaan yang bernama Descartes Biometrics dari Amerika Serikat mengklaim telah berhasil kembangkan sistem keamanan perangkat mobile khususnya smartphone yang lain dari biasanya.

Sistem penguncian ini adalah dengan menggunakan telinga. Cara kerjanya pun juga tidak rumit karena pengguna perangkat mobile yang hanya perlu mendekatkan gadgetnya dengan telinga dan membiarkan proses scanning berlangsung.

Bahkan teknologi tersebut juga akan dapat mendeteksi dan scanning bentuk telinga dari beberapa angle. Pengembang teknologi yang disebut pula dengan istilah aplikasi autentifikasi biometrik ini menjelaskan, "Karena setiap telinga manusia telah memiliki bentuk yang cukup unik seperti halnya sidik jari."

Seperti halnya cara kerja di sensor sidik jari, pengguna perangkat mobile hanya perlu 'mendaftarkan' telinganya terlebih dahulu agar dapat di-scan bentuknya dan digunakan sebagai kunci paten gadget yang telah bersangkutan.

Untuk saat ini, aplikasi autentifikasi biometrik yang bernama Ergo ini hanya support dengan perangkat berbasis Android saja. Belum dapat diketahui kapan pengembangnya akan membuat versi untuk gadget lainnya.


Editor : Dian Sukmawati

Ketika kau marah dan cemburu Kau kelihatan begitu cantik Walau kadang mengesalkan Kau selalu bertanya dan penuh curiga Ku tahu kau takut kehilanganku

Ketika kau marah dan cemburu
Kau kelihatan begitu cantik
Walau kadang mengesalkan
Kau selalu bertanya dan penuh curiga
Ku tahu kau takut kehilanganku

Begitupun aku, maafkan yang
Selalu kasar marah padamu
Meski tak lagi ada kata
Cinta terucap, sekedar basa-basi
Tapi hatiku masih milikmu, milikmu

Cemburu tanda cinta, marah tandanya sayang
Kalau curiga itu karena ku takut kehilangan
Kalau dekat bertengkar, kalau jauh ku rindu
Jadi serba salah, buatku dilema
Tapi aku selalu aishiteru

Mengapa kau marah tanpa alasan yang jelas
Aku tak mengerti, angkuh dan egois
Acuh tak acuh padaku seakan tak peduli
Padahal kau butuh perhatianku

Begitupun aku, maafkan yang
Selalu kasar marah padamu
Meski tak lagi ada kata
Cinta terucap, sekedar basa-basi
Tapi hatiku masih milikmu, milikmu

Cemburu tanda cinta, marah tandanya sayang
Kalau curiga itu karena ku takut kehilangan
Kalau dekat bertengkar, kalau jauh ku rindu
Jadi serba salah, buatku dilema
Tapi aku selalu aishiteru

[japanese]

Cemburu tanda cinta, marah tandanya sayang
Kalau curiga itu karena ku takut kehilangan
Kalau dekat bertengkar, kalau jauh ku rindu
Jadi serba salah, buatku dilema
Tapi aku selalu ai-aishiteru, selalu ai- aishiteru


http://musiklib.org/Zivilia-Aishiteru_3-Lirik_Lagu.htm


http://musiklib.org/Zivilia- Aishiteru_3-Lirik_Lagu.htm


http://musiklib.org/Zivilia-Aishiteru_3-Lirik_Lagu.htm

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.

BEIJING (AP) — The head of Taiwan's Nationalists reaffirmed the party's support for eventual unification with the mainland when he met Monday with Chinese President Xi Jinping as part of continuing rapprochement between the former bitter enemies.

Nationalist Party Chairman Eric Chu, a likely presidential candidate next year, also affirmed Taiwan's desire to join the proposed Chinese-led Asian Infrastructure Investment Bank during the meeting in Beijing. China claims Taiwan as its own territory and doesn't want the island to join using a name that might imply it is an independent country.

Chu's comments during his meeting with Xi were carried live on Hong Kong-based broadcaster Phoenix Television.

The Nationalists were driven to Taiwan by Mao Zedong's Communists during the Chinese civil war in 1949, leading to decades of hostility between the sides. Chu, who took over as party leader in January, is the third Nationalist chairman to visit the mainland and the first since 2009.

Relations between the communist-ruled mainland and the self-governing democratic island of Taiwan began to warm in the 1990s, partly out of their common opposition to Taiwan's formal independence from China, a position advocated by the island's Democratic Progressive Party.

Despite increasingly close economic ties, the prospect of political unification has grown increasingly unpopular on Taiwan, especially with younger voters. Opposition to the Nationalists' pro-China policies was seen as a driver behind heavy local electoral defeats for the party last year that led to Taiwanese President Ma Ying-jeou resigning as party chairman.

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