jual condotel mewah

Rp 2.422.000.000

Tipe Villa 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).

Tipe Villa RumahCantikku.com adalah 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. Tipe Villa

Tipe Villa

saco-indonesia.com, Sembilan orang dilaporkan telah mengalami keracunan akibat genset di Klinik Sapta Mitra di Jalan Raya Pondok

saco-indonesia.com, Sembilan orang dilaporkan telah mengalami keracunan akibat genset di Klinik Sapta Mitra di Jalan Raya Pondok Timur, Kelurahan Pengasinan, Kecamatan Bekasi Timur. Lima orang tewas, sedangkan empat lainnya masih kritis.

Hasil identifikasi kepolisian telah menyebutkan, empat orang dirawat di rumah sakit Mitra Keluarga Bekasi Timur di antaranya, Santi siwi (20), Siti Nurjanah, (21), Hendra Rukwanto (13), Ifa Riana Dewi (20).

Sedangkan korban tewas adalah, Ani Dwi Pastiwi (23), M Zamroni, (19), Dr Friska (26), Desi Purwono, (21), dan Slamet Afriana, (21).

"Seluruh korban telah berada di RS Mitra Keluarga Bekasi Timur," kata Kasie Humas Polsek Bekasi Timur, Ipda Puji Astuti.

Editor : Dian Sukmawati

saco-indonesia.com, Dalam urusan untuk menciptakan lagu, nama Entis Sutisna atau yang dipanggil dengan Sule ini memang sudah tid

saco-indonesia.com, Dalam urusan untuk menciptakan lagu, nama Entis Sutisna atau yang dipanggil dengan Sule ini memang sudah tidak dapat diragukan lagi. Beberapa judul lagu yang pernah diciptakan dan dibawakanya telah menuai sukses.

Kali ini giliran lagu 'Smile You Don't Cry', Sule juga tidak sendiri dalam membawakan lagu tersebut, Andre Taulany dan Rizky yang merupakan anak pertama Sule. Karena bertiga, mereka pun juga menggunakan nama 3 Django, yang tidak jauh berbeda dengan 2 grup Sule sebelumya, SMOSH dan 7 Ikan.

"Ini bukan grup baru, ini secara spontan saja, biar ada nama dan kebetulan konsepnya koboi, jadi di ambil Django," jelas Sule saat ditemui di Studio Surya Kencana jl Widuri I no 27, Blok III\k Perum Sunrise Garden Kedoya, Jakarta Barat.

Kedekatan Andre dan Sule selama ini memang selalu mereka buktikan dalam setiap kesempatan, saat main OVJ ataupun pada saat diluar ngelawak. Oleh karena itu Sule juga merasa sudah cocok.

Editor : dian sukmawati
Sumber : kapanlagi.com


Under Mr. Michelin’s leadership, which ended when he left the company in 2002, the Michelin Group became the world’s biggest tire maker, establishing a big presence in the United States and other major markets overseas.

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.

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.

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