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ISO 9001 Documentation Training

Anda Mencari Layanan Jasa Konsultan ISO 9001 Murah di Situbondo 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.

Layanan Jasa Konsultan ISO 9001 Murah di Situbondo 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. Layanan Jasa Konsultan ISO 9001 Murah di Situbondo

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Konsultan ISO 9001 | Layanan Jasa Konsultan ISO 9001 Murah di Situbondo

Sertifikasi ISO Terbaik dan Berpengalaman di Lima Puluh Kota

Sertifikasi ISO Terbaik dan Berpengalaman di Lima Puluh Kota | 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. Sertifikasi ISO Terbaik dan Berpengalaman di Lima Puluh Kota

saco-indonesia.com, Penyidik Polrestabes Semarang telah mengantongi dua orang yang diduga telah menjadi calo Calon Pegawai Neger

saco-indonesia.com, Penyidik Polrestabes Semarang telah mengantongi dua orang yang diduga telah menjadi calo Calon Pegawai Negeri Sipil (CPNS). Mereka yang berinisial RM yang berusia (45) tahun , seorang PNS di lingkungan Pemprov Jateng dan SAN yang berusia (50) tahun , seorang PNS di lingkungan Kejaksaan.

RM diduga telah menipu Rp 50 juta terhadap DN yang berusia (34) tahun , warga warga Sukorejo, Gajahmungkur dengan telah menjanjikan masuk menjadi PNS di Pemprov Jateng.

Sedangkan SAN diduga telah menipu Soekatman yang berusia (72) tahun , dengan meminta uang pelicin sebesar Rp 140 juta, dengan janji cucunya akan bisa menjadi PNS di Kejaksaan.

Kami juga akan panggil mereka untuk dapat dimintai keterangan berdasarkan laporan tentang penipuan calo penerimaan CPNS, ungkap Kasat Reskrim Polrestabes Semarang, AKBP Wika Hardianto saat dikonfirmasi wartawan di Mapolrestabaes Semarang Jl Dr Soetomo, Kota Semarang, Jawa Tengah, Kamis (2/1).

Wika juga menambahkan, dalam melakukan pemeriksaan tersebut , tidak menutup kemungkinan status keduanya tersebut akan menjadi tersangka.

Kami juga sudah dapat alat bukti terkait penipuan yang telah merugikan korbannya ratusan juta itu. Sekarang hanya tinggal nunggu penetapan tersangka saja, ujarnya.

Terkait laporan bahwa keduanya telah melakukan penipuan, pihaknya juga akan terus menindaklanjuti kasus tersebut yang sudah dilaporkan sejak Selasa (31/12).

Akan terus kita tindak dan tidak bisa dibiarkan, karena kalau tidak ditindak bisa terus memakan korban lainnya, jelasnya.


Editor : Dian Sukmawati

Sebuah illustrasi :   suatu kisah ayah, anak, dan keledai yang membawa muatan bawaan mereka di atas punggungnya. Me

Sebuah illustrasi :

 

suatu kisah ayah, anak, dan keledai yang membawa muatan bawaan mereka di atas punggungnya. Mereka mau melakukan perjalanan menuju suatu kuil. Mereka singgah di setiap kota yang mereka temui. Di kota pertama, orang disana berkata: “Hei mereka tega sekali membebani keledai mereka seberat itu!” Mendengar perkataan itu ayahnya membawa muatan yg ada di punggung keledai dan melanjutkan perjalanan ke kota kedua.

 

Sesampainya di kota kedua, orang mulai berkata: “Anak yang durhaka. Dia membiarkan ayahnya memikul beban seberat itu!” Mendengar hal itu, anaknya memutuskan untuk memikul beban yang dibawa oleh ayahnya dan melanjutkan perjalanan menuju ke kota ketiga.

 

Sesampainya di kota ketiga, orang disana berkata: ” Mereka tidak efektif. Keledai itu hanya dibawa tapi tidak digunakan sama sekali.” Sang anak mempersilakan ayahnya untuk menaiki keledai tersebut dan melanjutkan perjalanan ke kota keempat.

 

Ketika berada di kota keempat, seseorang di tempat itu berkata: ” Mengapa tidak menyewa keledai satu lagi untuk membawa barang bawaan?” Sang ayah akhirnya menyewa keledai satu lagi untuk membawa barang bawaan mereka dan melanjutkan perjalanan mereka sehingga sampai ke kuil.

 

Sesampainya di kuil, biksu disana terheran-heran dengan mereka, ” mengapa kalian sampai membawa dua keledai dalam perjalanan kalian?” Sang ayah akhirnya kesal dan berkata,” Kami melakukan apa yang menurut semua orang adalah yang terbaik. Tetapi ketika berada di kota yang berbeda, mereka terus menerus mengomentari kondisi kami sehingga kami memposisikan kondisi sesuai dengan kemauan mereka, tapi mereka selalu mengeluh, tidak bisakah semua senang dengan kondisi yang sudah kami sesuaikan? Bahkan biksupun mengomentari kondisi kami.”

 

Kita sering berada pada posisi "si ayah dan anak" dalam ilustrasi diatas, Berusaha menyenangkan semua orang, Mungkinkah?

 

Mari kita pertimbangkan hal berikut

  • Pikiran Orang Lain

Setiap manusia pasti memiliki sisi pandang terhadap objek atau manusia lain tergantung apa yang ada dipikiran manusia yang menilai, bisa menilai baik, dan bisa buruk, Apakah kita bisa mengendalikan pikiran orang lain??? dengan tegas saya katakan "tidak bisa".

Misalkan :

  1. Ketika pemerintahan berjalan baik, apakah semuanya senang? tentu tidak, karena menggangu keberadaan oposisi.
  2. Ketika Anda mampu fokus menjalankan pekerjaan anda dengan baik dan benar, apakah orang lain semuanya menilai baik? belum tentu, kolega atau bahkan atasan kita belum tentu senang karena dikhawatirkan kita meminta promosi atau kenaikan jabatan.
  3. Ketika Auditor menjalankan fungsinya dengan baik, apakah semuanya senang? sudah pasti tidak karena mengganggu "yg lain".
  • Prinsip Hidup

Prinsip hidup itu panduan, cahaya dan nilai dalam menjalankan kehidupan. Kepercayaan diri tidak terlepas dari prinsip hidup ini. Orang yang memiliki prinsip hidup pasti memiliki kepercayaan diri, sehingga tidak pernah ragu dan khawatir akan pendapat orang lain atas apa yang dilakukannya.

 

Intinya, jika berada dalam posisi  "si ayah dan anak" dalam ilustrasi itu, Lakukan fungsi sesuai dengan prinsip hidup. sehingga akan mudah bagi kita untuk diminta penjelasan/pertanggungjawab atas cara/sikap/tindakan kita.

 

''That’s it, it will be a big failure if we try to make everyone happy''

''Kunci menuju kegagalan adalah mencoba untuk menyenangkan semua orang"

-----Bill Cosby-----

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.

Hockey is not exactly known as a city game, but played on roller skates, it once held sway as the sport of choice in many New York neighborhoods.

“City kids had no rinks, no ice, but they would do anything to play hockey,” said Edward Moffett, former director of the Long Island City Y.M.C.A. Roller Hockey League, in Queens, whose games were played in city playgrounds going back to the 1940s.

From the 1960s through the 1980s, the league had more than 60 teams, he said. Players included the Mullen brothers of Hell’s Kitchen and Dan Dorion of Astoria, Queens, who would later play on ice for the National Hockey League.

One street legend from the heyday of New York roller hockey was Craig Allen, who lived in the Woodside Houses projects and became one of the city’s hardest hitters and top scorers.

“Craig was a warrior, one of the best roller hockey players in the city in the ’70s,” said Dave Garmendia, 60, a retired New York police officer who grew up playing with Mr. Allen. “His teammates loved him and his opponents feared him.”

Young Craig took up hockey on the streets of Queens in the 1960s, playing pickup games between sewer covers, wearing steel-wheeled skates clamped onto school shoes and using a roll of electrical tape as the puck.

His skill and ferocity drew attention, Mr. Garmendia said, but so did his skin color. He was black, in a sport made up almost entirely by white players.

“Roller hockey was a white kid’s game, plain and simple, but Craig broke the color barrier,” Mr. Garmendia said. “We used to say Craig did more for race relations than the N.A.A.C.P.”

Mr. Allen went on to coach and referee roller hockey in New York before moving several years ago to South Carolina. But he continued to organize an annual alumni game at Dutch Kills Playground in Long Island City, the same site that held the local championship games.

The reunion this year was on Saturday, but Mr. Allen never made it. On April 26, just before boarding the bus to New York, he died of an asthma attack at age 61.

Word of his death spread rapidly among hundreds of his old hockey colleagues who resolved to continue with the event, now renamed the Craig Allen Memorial Roller Hockey Reunion.

The turnout on Saturday was the largest ever, with players pulling on their old equipment, choosing sides and taking once again to the rink of cracked blacktop with faded lines and circles. They wore no helmets, although one player wore a fedora.

Another, Vinnie Juliano, 77, of Long Island City, wore his hearing aids, along with his 50-year-old taped-up quads, or four-wheeled skates with a leather boot. Many players here never converted to in-line skates, and neither did Mr. Allen, whose photograph appeared on a poster hanging behind the players’ bench.

“I’m seeing people walking by wondering why all these rusty, grizzly old guys are here playing hockey,” one player, Tommy Dominguez, said. “We’re here for Craig, and let me tell you, these old guys still play hard.”

Everyone seemed to have a Craig Allen story, from his earliest teams at Public School 151 to the Bryant Rangers, the Woodside Wings, the Woodside Blues and more.

Mr. Allen, who became a yellow-cab driver, was always recruiting new talent. He gained the nickname Cabby for his habit of stopping at playgrounds all over the city to scout players.

Teams were organized around neighborhoods and churches, and often sponsored by local bars. Mr. Allen, for one, played for bars, including Garry Owen’s and on the Fiddler’s Green Jokers team in Inwood, Manhattan.

Play was tough and fights were frequent.

“We were basically street gangs on skates,” said Steve Rogg, 56, a mail clerk who grew up in Jackson Heights, Queens, and who on Saturday wore his Riedell Classic quads from 1972. “If another team caught up with you the night before a game, they tossed you a beating so you couldn’t play the next day.”

Mr. Garmendia said Mr. Allen’s skin color provoked many fights.

“When we’d go to some ignorant neighborhoods, a lot of players would use slurs,” Mr. Garmendia said, recalling a game in Ozone Park, Queens, where local fans parked motorcycles in a lineup next to the blacktop and taunted Mr. Allen. Mr. Garmendia said he checked a player into the motorcycles, “and the bikes went down like dominoes, which started a serious brawl.”

A group of fans at a game in Brooklyn once stuck a pole through the rink fence as Mr. Allen skated by and broke his jaw, Mr. Garmendia said, adding that carloads of reinforcements soon arrived to defend Mr. Allen.

And at another racially incited brawl, the police responded with six patrol cars and a helicopter.

Before play began on Saturday, the players gathered at center rink to honor Mr. Allen. Billy Barnwell, 59, of Woodside, recalled once how an all-white, all-star squad snubbed Mr. Allen by playing him third string. He scored seven goals in the first game and made first string immediately.

“He’d always hear racial stuff before the game, and I’d ask him, ‘How do you put up with that?’” Mr. Barnwell recalled. “Craig would say, ‘We’ll take care of it,’ and by the end of the game, he’d win guys over. They’d say, ‘This guy’s good.’”

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