Anda Mencari Tempat Jasa Konsultan ISO 9001 Murah di Tulungagung 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.

Tempat Jasa Konsultan ISO 9001 Murah di Tulungagung 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. Tempat Jasa Konsultan ISO 9001 Murah di Tulungagung

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Konsultan ISO 9001 | Tempat Jasa Konsultan ISO 9001 Murah di Tulungagung

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

Rumah Terapi  PERMATA HOLISTIC Melayani berbagai macam Terapi :     ·     Aku

Rumah Terapi  PERMATA HOLISTIC

Melayani berbagai macam Terapi :

 

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·  Terapi Lintah

 

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·  Pijat Yumeiho

 

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saco-indonesia.com, Suatu hari aku bermobil dengan beberapa teman. Di hampir setiap perempatan yang dilewati selalu ada sekumpulan orang. Mereka itu ngamen, ngemis, bawa bulu-bulu untuk membersihkan kaca mobil, jual koran, dsb. Kayaknya itu sudah menjadi pemandangan biasa di jalanan. Di salah satu perempatan, ketika berhenti karena lampu lagi merah, seorang teman tiba-tiba berkomentar, “Orang-orang itu malas banget. Mestinya mereka bisa bekerja dengan lumrah, bukannya malas-malasan ngemis dan nodongin orang.”

 saco-indonesia.com, TIDAK SEMUANYA ANAK JALANAN MALAS

    Suatu hari aku bermobil dengan beberapa teman. Di hampir setiap perempatan yang dilewati selalu ada sekumpulan orang. Mereka itu ngamen, ngemis, bawa bulu-bulu untuk membersihkan kaca mobil, jual koran, dsb. Kayaknya itu sudah menjadi pemandangan biasa di jalanan.

Di salah satu perempatan, ketika berhenti karena lampu lagi merah, seorang teman tiba-tiba berkomentar,

“Orang-orang itu malas banget. Mestinya mereka bisa bekerja dengan lumrah, bukannya malas-malasan ngemis dan nodongin orang.”

Komentar yang juga lumrah. Mereka itu tampak sehat walaupun dekil. Spontan aku turunkan kaca mobil. Kupanggil salah satu anak yang lagi mendekat membawa ecek-ecek dari tutup botol.

“Bang, temenku ini mau omong,” panggilku.

Temanku kaget. Pandangan melotot mengandung ancaman diarahkan kepadaku. Tetapi, dia mengulang celutukannya tadi. Dengan kalimat yang lebih sopan, tentunya. Si anak remaja itu dengan tenang mengulurkan tangan tertadah ke dalam mobil dan berkata,

“Kalau Oom bisa memberi saya pekerjaan…apa pun…cabutin rumput, ngurusin sampah, bersihin wc…akan saya kerjakan, Oom.”

Di depan, lampu hijau menyala. Tidak ada waktu lagi buat ngobrol, diskusi, atau pun rapat. Kuletakkan dua logam limaratusan di tangannya sembari pamit dan cabut.

Sambil mengemudi, kurasakan kata-kata si remaja tadi menghantami benakku. Betapa sering aku sendiri menggeneralisasi orang-orang ini. Berada di jalanan berarti malas, tidak mau cari pekerjaan yang layak, tidak mau kerja keras, memilih cara yang gampang untuk cari duit, dst. Vonis yang kayaknya terlalu pagi. Bisa jadi dari antara mereka memang ada yang seperti itu. Tapi, mestinya ada juga orang-orang yang sudah berusaha – dengan cara mereka – dan selalu ketemu jalan buntu. Pasti ada pula yang memang sungguh terdesak dan jalanan menjadi solusi.

Aku jadi ingat anak-anakku. Kebanyakan dari mereka berada di jalanan bukan karena malas. Ada yang lari karena tidak diakui sebagai anak oleh orang tua. Ada yang orang tuanya terlalu miskin untuk menghidupi terlalu banyak anak. Beberapa sudah tidak punya orang tua. Mereka bekerja di jalanan agar tetap bisa makan. Syukur kalau masih bisa sekolah dari hasil ngamen. Aku kenal dua-tiga anak yang keluar dari sekolah dan ngamen untuk biaya sekolah adik-adik mereka. Jalanan menjadi solusi bagi orang-orang ini. Tetapi, semua fakta itu ternyata belum mempertobatkan persepsiku tentang hidup di jalanan.

The 2015 Met Gala has only officially begun, but there's a clear leader in the race for best couple, no small feat at an event that threatens to sap Hollywood of every celebrity it has for the duration of an East Coast evening.

That would be Marc Jacobs and his surprise guest (who, by some miracle, remained under wraps until their red carpet debut), Cher.

“This has been a dream of mine for a very, very long time,” Mr. Jacobs said.

It is Cher's first appearance at the Met Gala since 1997, when she arrived on the arm of Donatella Versace.

– MATTHEW SCHNEIER

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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