Training 5S

Anda Mencari Pusat Jasa Konsultan ISO 9001 Murah di Mataram Kami Solusinya Hubungi : 0857 1027 2813 konsultaniso9001.net adalah Jasa Konsultan ISO 9001, Consultant ISO 14001, Konsultan ISO 22000, OHSAS 18001, Penyusunan Dokumen CSMS-K3LL, K3, ISO/TS 16949,Dll yang BERANI memberikan JAMINAN KELULUSAN & MONEYBACK GUARANTEE ( Tanpa Terkecuali ) yang tertuang dalam kontrak kerja. Sebagai Konsultan ISO dan HSE TERBAIK dan BERPENGALAMAN kami siap membantu perusahaan bapak dan ibu dalam membangun sistem manajemen ISO dan HSE dengan pendekatan yang sistematis tanpa ribet dengan tujuan bagaimana sistem ISO tersebut bisa bermanfaat bagi perkembangan perusahaan serta menjadi pondasi yang kuat untuk kemajuan perusahaan.

Pusat Jasa Konsultan ISO 9001 Murah di Mataram Melalui berbagai TRAINING ISO yang diselenggarakan menggunakan Metode Accelerated Learning, sehingga Karyawan Dipacu untuk lebih aktif dalam pembelajaran sehingga dapat menerapkan Sistem ini dengan Baik Nantinya. Pusat Jasa Konsultan ISO 9001 Murah di Mataram

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Konsultan ISO 9001 | Pusat Jasa Konsultan ISO 9001 Murah di Mataram

Training ISO 9001 Terbaik dan Berpengalaman di Jogja

Training ISO 9001 Terbaik dan Berpengalaman di Jogja | Hubungi : 0857 1027 2813 PT Bintang Solusi Utama adalah Jasa Konsultan ISO 9001, Consultant ISO 14001, Konsultan ISO 22000, OHSAS 18001, Penyusunan Dokumen CSMS-K3LL, K3, ISO/TS 16949,Dll yang BERANI memberikan JAMINAN KELULUSAN & MONEYBACK GUARANTEE ( Tanpa Terkecuali ) yang tertuang dalam kontrak kerja. Sebagai Konsultan ISO dan HSE TERBAIK dan BERPENGALAMAN kami siap membantu perusahaan bapak dan ibu dalam membangun sistem manajemen ISO dan HSE dengan pendekatan yang sistematis tanpa ribet dengan tujuan bagaimana sistem ISO tersebut bisa bermanfaat bagi perkembangan perusahaan serta menjadi pondasi yang kuat untuk kemajuan perusahaan. Training ISO 9001 Terbaik dan Berpengalaman di Jogja

Komisi Yudisial (KY) melakukan penandatanganan nota kesepahaman (MoU) dengan Ombudsman Republik Indonesia (ORI) dan Lembaga Perlindungan Saksi dan Korban (LPSK) pada Selasa, (28/5) di Auditorium Komisi Yudisial, Jakarta.

Jakarta (Komisi Yudisial) -  Komisi Yudisial (KY) melakukan penandatanganan nota kesepahaman (MoU) dengan Ombudsman Republik Indonesia (ORI) dan Lembaga Perlindungan Saksi dan Korban (LPSK) pada Selasa, (28/5) di Auditorium Komisi Yudisial, Jakarta. Penandatanganan MoU ini dilakukan untuk kerja sama di bidang pengawasan hakim, pelayanan publik, serta perlindungan saksi dan korban.

Penandatanganan MoU ini langsung dilakukan oleh Ketua Komisi Yudisial  Eman Suparman dengan Ketua Ombudsman Danang Girindrawardanan dan Ketua LPSK Abdul Haris Semendawai. 

Eman Suparman dalam sambutannya mengatakan penandatanganan MoU dengan Ombudsman dan LPSK  ini bertujuan untuk memperluas dan mengembangkan kerja sama dalam rangka menegakkan kehormatan, keluhuran martabat, serta perilaku hakim demi terwujudnya peradilan bersih. Selain itu, lanjut Eman, MoU ini juga bertujuan untuk meningkatkan pelayanan publik yang prima secara efektif, efisien, serta perlindungan kepada pelapor, saksi dan korban sesuai dengan kewenangan masing-masing lembaga sebagaimana ditentukan dalam peraturan perundang-undangan.

"Ruang lingkup dari kerja sama ini meliputi pertukaran informasi dan data penanganan kasus yang mendukung kewenangan masing-masing lembaga, pendidikan dan pelatihan secara bersama-sama. Tujuannya, untuk meningkatkan sumber daya masing-masing lembaga, sosialisasi kelembagaan tentang, tugas, fungsi, kewenangan, dan kesepahaman ini sebagai upaya meningkatkan pengetahuan dan pemahaman masing- masing lembaga kepada masyarakat," kata Eman.

Sementara itu Ketua LPKS Abdul Haris Semendawai dalam kata pengantarnya menyambut baik atas ditandatanganinya nota kesepahaman dengan KY. Menurut Haris, keterkaitan tugas dan fungsi lembaganya dengan KY sangat erat. Hal ini ditandai dengan penanganan sejumlah permohonan yang masuk pada LPSK selama ini yang diduga terkait dengan mafia peradilan.

"Beberapa kasus tersebut selama ini telah kami koordinasikan dengan KY. Diharapkan dengan adanya MoU penanganan kasus tersebut lebih efektif dan koordinasi semakin intensif," kata Haris. 

Sedangkan Ketua Ombudsman Danang Girindrawardanan dalam kesempatan yang sama menyampaikan, jika penandatanganan MoU ini sangat penting bagi terwujudnya peradilan yang bersih, transparan, dan akuntabel. Pasalnya menurut Danang selama tahun 2012 dari semua aduan 7,26 persen di antaranya adalah terkait dengan lembaga peradilan dan hakim merupakan bagian terbanyak. Bahkan dia menambahkan jika lembaga peradilan itu menempati posisi nomor tiga pengaduan masyarakat kepada Ombudsman.

"Berdasarkan data tahun 2012, sebanyak 7,26 persen pengaduan masyarakat itu terkait kinerja lembaga peradilan. Hakim adalah salah satu komponen di dalamnya dan menjadi bagian terbanyak dari 7.26 persen itu. Lembaga peradian menempati posisi nomor tiga pengaduan masyarakat kepada Ombudsman. Hal ini harus menjadi perhatian serius mengapa masyarakat mengeluhkan itu. Bukan hanya masalah-masalah admnistrasi kepaniteraan, tetapi juga masalah-masalah etik perilaku yang menjadi concern besar Ombudsman. Laporan masyarakat tersebut ditembuskan kepada KY untuk ditindaklanjuti, atau Ombudsman menindaklanjuti sendiri sesuai dengan kewenangannya," tegas Danang. (KY/Kus/Festy)

Sumber:Komisi Yudisial

Editor:Liwon Maulana

Saco-Indonesia.com - Dari penelitian terbaru di Ohio State University dan Institute for behavioral Medicine Research, cedera pada otak dan gegar otak bisa menyebabkan depresi setelah beberapa tahun.

Saco-Indonesia.com - Dari penelitian terbaru di Ohio State University dan Institute for behavioral Medicine Research, cedera pada otak dan gegar otak bisa menyebabkan depresi setelah beberapa tahun.

Penelitian ini menunjukkan bahwa sel-sel mikro pada otak tikus cenderung waspada pada tingkat tinggi setelah mengalami cedera. Hal ini menyebabkan sel otak lebih mudah mengalami peradangan dan menyebabkan depresi dalam jangka waktu yang panjang, seperti dilansir oleh Softpedia.

Penelitian menemukan bahwa orang yang mengalami gegar otak berkali-kali dalam hidupnya biasanya mengalami masalah mental setelah beberapa tahun. Namun peneliti belum bisa menjelaskan mengapa hal ini bisa terjadi.

"Banyak orang yang pernah mengalami cedera pada bagian otak tidak mengalami masalah mental hingga mereka berusia 40 tahun, 50 tahun, atau 60 tahunan," ungkap peneliti.

Hal ini menunjukkan bahwa ada faktor lain yang menyebabkan orang yang mengalami cedera otak dan gegar otak pada akhirnya akan memiliki masalah dengan kesehatan mental seperti stres atau lebih mudah depresi.

Editor : Liwon Maulana

Mr. Miller, of the firm Weil, Gotshal & Manges, represented companies including Lehman Brothers, General Motors and American Airlines, and mentored many of the top Chapter 11 practitioners today.

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.

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