Rumah Modern 2016 Murah 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 Modern 2016 Murah
Rumah Modern 2016 Murah 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 Modern 2016 Murah
Gunung Merapi telah kembali menunjukkan aktivitasnya. Senin (10/3) pagi, beberapa desa di Kecamatan Kemalang, Klaten, Jawa Tenga
Gunung Merapi telah kembali menunjukkan aktivitasnya. Senin (10/3) pagi, beberapa desa di Kecamatan Kemalang, Klaten, Jawa Tengah telah diguyur hujan abu. Wilayah tersebut hanya berjarak sekitar 6 kilometer dari puncak gunung teraktif di Indonesia itu.
Kepala Badan Penanggulangan Bencana Daerah (BPBD) Klaten, Sri Winoto juga membenarkan, hujan abu telah terjadi di wilayahnya. Berdasarkan informasi yang telah diterimanya, terjadi letupan kecil Merapi pada Senin pagi.
"Benar, info dari BPPTK (Badan Penyelidikan dan Pengembangan Teknologi Kegunungapian) Yogyakarta, telah terjadi letupan kecil Gunung Merapi pada jam 07.08 WIB. Terdapat awan hitam dengan ketinggian sekitar 1.5 km. Arah angin barat daya, kemungkinan hujan abu ringan ke arah barat daya," ujar Winoto.
Akibat dari kejadian tersebut BPBD Klaten telah mengimbau masyarakat untuk harus mengenakan masker apabila akan bepergian ke luar rumah.
"Kami juga telah mengimbau warga agar tetap di rumah selama masih terjadi hujan abu. Mereka juga kita harap untuk tetap waspada. Kondisi Merapi masih normal, warga tidak perlu khawatir," katanya.
SENI UKIR DI INDONESIA
SENI UKIR DIINDONESIA
Ukiran merupakan Seni yang telah menghias suatu benda menjadi h
SENI UKIR DIINDONESIA
Ukiran merupakan Seni yang telah menghias suatu benda menjadi hiasan 3Dimensi yang menyusun suatu gambar yang indah. Hal ini juga membuat seni ukir telah memiliki pengertian sebagai seni yang telah membentuk gambar pada batu, kayu atau bahan-bahan lain. Indonesia telah mengenal seni ukir sejak zaman batu muda atau sekitar tahun 1500 SM.Saat itu hasil dar seni ukir Indonesia berupa ukiran yang berapa pada kapak batu. Bahan yang digunakan untuk dapat membuat ukiran telah mengalami perkembangan yaitu dengan menggunakan bahan perunggu, emas, perak, batu dan lain sebagainya. Membuat ukirannya pun juga menggunakan teknologi cor.
Seni ukir yang mengalami perkembangan yang sangat pesat, dalam bentuk desain produksi, dan motif Setelah agama Hindu, Budha, Islam masuk ke Indonesia. Bentuk ukiran juga ditemukan pada senjata-senjata, seperti keris dan tombak, batu nisan, masjid, termasuk gamelan dan wayang. Motif seni ukir, selain menggambarkan bentuk, kadang-kadang berisi tentang kisah suatu cerita.
Saat sekarang seni ukir kayu dan logam juga mengalami perkembangan pesat. Dan fungsinyapun juga sudah bergeser dari hal-hal yang berbau magis berubah menjadi hanya sebagai alat penghias saja.pada ukiran kayu telah meliputi motif Pejajaran, Majapahit, Mataram, Pekalongan, Bali, Jepara, Madura, Cirebon, Surakarta, Yogyakarta, dan berbagai macam motif yang berasal dari luarJawa
Bukti-bukti sejarah peninggalan ukiran pada periode tersebut juga dapat dilihat pada relief candi Penataran di Blitar, candi Prambanan dan Mendut di Jawa Tengah.
Editor : Dian Sukmawati
How Some Men Fake an 80-Hour Workweek, and Why It Matters
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.
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.