PAKET UMROH BULAN FEBRUARI MARET APRIL MEI 2018

DIJUAL RUMAH ASLI DI KOMPL. SBS (HARPAN JAYA) - BEKASI.

Dijual rumah masih asli di Kompl. SBS (Harapan Jaya) Bekasi.
LT/LB = 145/59 m2. SHM, 3KT, 2KM, PAM, Tlp, dekat sekolahan, TGenang, Aman, listrik 900 watt. HUB : Henny. L 0813.1909.7576 atau 0818.784144 & (021) 885-7885.

PENGIRIMAN BARANG

saco-indonesia.com, Pengiriman barang atau paket baik dekat, jauh, antar kota, luar kota, dalam pulau, luar pulau atau bahkan ke luar negeri sekalipun adalah resiko dan tanggung jawab tambahan dalam melakukan proses bisnis jasa pengiriman barang yang akan kita gunakan.

Langkah yang harus kita lakukan dalam proses mengirim/menitipkan barang (paket) adalah :

1. Mengetahui alamat yang akan dituju selengkap mungkin.
2. Berat barang yang akan dikirim.
3. Jenis/kelompok barang yang akan dikirim.

Setelah semua informasi di atas telah dapat diketahui, maka langkah selanjutnya adalah dengan memilih atau mencari informasi penyedia jasa pengiriman (ekspedisi), seperti informasi yang telah disampaikan pada tulisan sebelumnya, (red: Memilih Jasa Ekspedisi Guna Memperlancar Bisnis Online #1), kita juga akan dihadapkan pada banyak pilihan penyedia jasa ekspedisi dan untuk itu kita juga akan dapat menilai kelebihan dan kekurangan dari penyedia jasa pengiriman tersebut.

Kategori yang akan kita pakai dalam memilih jasa pengiriman barang antara lain : Cepat, tepat, aman dan harga terjangkau. Untuk itu kita kumpulkan dan cari informasi tentang penyedia jasa pengiriman yang sesuai dengan kategori yang telah kita tentukan.

Sedikit tips, pilihlah jasa pengiriman barang yang telah memberikan dan menyediakan informasi tentang keberadaan barang yang akan kita titipkan selama dalam perjalanan menuju tujuan. Catat alamat tujuan dan nomor resi pengiriman penyedia jasa ekspedisi dan selanjutnya berikan informasi pengiriman kepada penerima dari paket yang kita kirimkan.
Semoga informasi ini bermanfaat bagi kita semua

Editor : Dian Sukmawati

DEALER RESMI ISUZU ONLINE ISUZU GIGA, ELF NKR NHR MICROBUS, PANTHER GRAND TOURING, BISON, D MAX

menjual kendaraan merk Isuzu semua tipe Truk Elf & ELF Microbus, Truk Isuzu GIGA/ Medium Truk, Minibus Panther, Pick Up, Bison, dan D-Max,dengan layanan purna jual terbaik,Program Astra World, harga kompetitif, pembelian cash dan kredit dengan uang muka & angsuran ringan, semua model dan tipe karoseri> DEALER RESMI ISUZU ONLINE ISUZU GIGA, ELF NKR NHR MICROBUS, PANTHER GRAND TOURING, BISON, D MAX

TIP AMAN MEMILIH LAMPU TAMAN

Elemen lampu pada taman sangat penting. Selain untuk memberi penerangan, lampu taman juga dapat mempercantik taman di malam hari. Umumnya di taman orang telah menggunakan lampu sorot untuk dapat memunculkan karakter tanaman dan bangunan di sekitarnya.

Untuk lampunya sendiri, upayakan memilih lampu non halogen. Pilihlah lampu hemat energi yang dirancang khusus untuk keperluan luar ruang (eksterior).

Ada baiknya, sebelum membeli lampu perhatikan Indeks Proteksi (IP) yang telah terdiri dari angka 2 digit. Angka yang tertulis di awal merupakan indikator perlindungan terhadap unsur-unsur solid. Batasanya dimulai dari angka 0 hingga 6. Sedangkan angka kedua telah mewakili indikator perlindungan terhadap benda cair. Batasannya dimulai dari angka 0 hingga 8. Semakin kecil kedua angka yang dicantumkan, berarti semakin kecil proteksinya. Misalnya IP 00, yang berarti lampu tidak memiliki proteksi.

Untuk lampu taman, sebaiknya gunakan lampu dengan IP 44. Ini berarti lampu tersebut telah memiliki perlindungan terhadap benda padat yang diameternya lebih dari 1 mm dan juga terlindung dari air yang disemprotkan dari segala arah.

Selain itu, yang harus Anda perhatikan adalah dimana seharusnya lampu itu harus ditempatkan agar sesuai dengan IP yang tercantum. Untuk lebih jelasnya, Anda dapat menanyakannya secara langsung pada pramuniaga yang menjualnya.

Jalan kaki sambil SMS berbahaya

Bekasi, Saco-Indonesia.com - Kemajuan teknologi saat ini seakan tidak dapat dipisahkan dari kehidupan Anda. Selama 24 jam dalam sehari Anda pun seakan tidak dapat berpisah dari alat komunikasi Anda. Anda melakukan berbagai macam hal sambil mengirim pesan atau menelpon. Tentu saja hal ini dapat menimbulkan bahaya dan mengganggu kesehatan.

Seperti dilansir dari nydailynews.com, mengirim pesan atau SMS-an sambil berjalan dapat mengganggu kemampuan seseorang untuk berjalan mengikuti garis lurus dan menjaga kecepatannya dalam berjalan.

Penelitian yang dilakukan oleh para peneliti di University of Queensland, Australia ini menemukan bahwa ketika seseorang berjalan sambil mengirim pesan atau asyik dengan gadget mereka, maka gerakan jalan kaki mereka jadi tidak terarah dan kecepatan mereka dalam berjalan kaki pun juga terganggu.

"Saat Anda sedang berjalan kaki namun asyik dengan alat komunikasi Anda, maka konsentrasi Anda menjadi terpecah. Keseimbangan dan kemampuan Anda untuk berjalan akan terganggu. Akibatnya keselamatan Anda pun terancam," jelas Siobhan Schabrun, salah seorang peneliti.

Jadi, bijaklah dalam menggunakan alat komunikasi dan gadget Anda. Jangan sampai kesehatan dan keselamatan Anda terganggu akibat benda ini.

Sumber : merdeka.com

Editor : Maulana Lee

François Michelin, Head of Tire Company, Dies at 88

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.

Take the Money and Run

The career criminals in genre novels don’t have money problems. If they need some, they just go out and steal it. But such financial transactions can backfire, which is what happened back in 2004 when the Texas gang in Michael

Dave Goldberg Was Lifelong Women’s Advocate

Even as a high school student, Dave Goldberg was urging female classmates to speak up. As a young dot-com executive, he had one girlfriend after another, but fell hard for a driven friend named Sheryl Sandberg, pining after her for years. After they wed, Mr. Goldberg pushed her to negotiate hard for high compensation and arranged his schedule so that he could be home with their children when she was traveling for work.

Mr. Goldberg, who died unexpectedly on Friday, was a genial, 47-year-old Silicon Valley entrepreneur who built his latest company, SurveyMonkey, from a modest enterprise to one recently valued by investors at $2 billion. But he was also perhaps the signature male feminist of his era: the first major chief executive in memory to spur his wife to become as successful in business as he was, and an essential figure in “Lean In,” Ms. Sandberg’s blockbuster guide to female achievement.

Over the weekend, even strangers were shocked at his death, both because of his relatively young age and because they knew of him as the living, breathing, car-pooling center of a new philosophy of two-career marriage.

“They were very much the role models for what this next generation wants to grapple with,” said Debora L. Spar, the president of Barnard College. In a 2011 commencement speech there, Ms. Sandberg told the graduates that whom they married would be their most important career decision.

In the play “The Heidi Chronicles,” revived on Broadway this spring, a male character who is the founder of a media company says that “I don’t want to come home to an A-plus,” explaining that his ambitions require him to marry an unthreatening helpmeet. Mr. Goldberg grew up to hold the opposite view, starting with his upbringing in progressive Minneapolis circles where “there was woman power in every aspect of our lives,” Jeffrey Dachis, a childhood friend, said in an interview.

The Goldberg parents read “The Feminine Mystique” together — in fact, Mr. Goldberg’s father introduced it to his wife, according to Ms. Sandberg’s book. In 1976, Paula Goldberg helped found a nonprofit to aid children with disabilities. Her husband, Mel, a law professor who taught at night, made the family breakfast at home.

Later, when Dave Goldberg was in high school and his prom date, Jill Chessen, stayed silent in a politics class, he chastised her afterward. He said, “You need to speak up,” Ms. Chessen recalled in an interview. “They need to hear your voice.”

Years later, when Karin Gilford, an early employee at Launch Media, Mr. Goldberg’s digital music company, became a mother, he knew exactly what to do. He kept giving her challenging assignments, she recalled, but also let her work from home one day a week. After Yahoo acquired Launch, Mr. Goldberg became known for distributing roses to all the women in the office on Valentine’s Day.

Ms. Sandberg, who often describes herself as bossy-in-a-good-way, enchanted him when they became friendly in the mid-1990s. He “was smitten with her,” Ms. Chessen remembered. Ms. Sandberg was dating someone else, but Mr. Goldberg still hung around, even helping her and her then-boyfriend move, recalled Bob Roback, a friend and co-founder of Launch. When they finally married in 2004, friends remember thinking how similar the two were, and that the qualities that might have made Ms. Sandberg intimidating to some men drew Mr. Goldberg to her even more.

Over the next decade, Mr. Goldberg and Ms. Sandberg pioneered new ways of capturing information online, had a son and then a daughter, became immensely wealthy, and hashed out their who-does-what-in-this-marriage issues. Mr. Goldberg’s commute from the Bay Area to Los Angeles became a strain, so he relocated, later joking that he “lost the coin flip” of where they would live. He paid the bills, she planned the birthday parties, and both often left their offices at 5:30 so they could eat dinner with their children before resuming work afterward.

Friends in Silicon Valley say they were careful to conduct their careers separately, politely refusing when outsiders would ask one about the other’s work: Ms. Sandberg’s role building Facebook into an information and advertising powerhouse, and Mr. Goldberg at SurveyMonkey, which made polling faster and cheaper. But privately, their work was intertwined. He often began statements to his team with the phrase “Well, Sheryl said” sharing her business advice. He counseled her, too, starting with her salary negotiations with Mark Zuckerberg.

“I wanted Mark to really feel he stretched to get Sheryl, because she was worth it,” Mr. Goldberg explained in a 2013 “60 Minutes” interview, his Minnesota accent and his smile intact as he offered a rare peek of the intersection of marriage and money at the top of corporate life.

While his wife grew increasingly outspoken about women’s advancement, Mr. Goldberg quietly advised the men in the office on family and partnership matters, an associate said. Six out of 16 members of SurveyMonkey’s management team are female, an almost unheard-of ratio among Silicon Valley “unicorns,” or companies valued at over $1 billion.

When Mellody Hobson, a friend and finance executive, wrote a chapter of “Lean In” about women of color for the college edition of the book, Mr. Goldberg gave her feedback on the draft, a clue to his deep involvement. He joked with Ms. Hobson that she was too long-winded, like Ms. Sandberg, but aside from that, he said he loved the chapter, she said in an interview.

By then, Mr. Goldberg was a figure of fascination who inspired a “where can I get one of those?” reaction among many of the women who had read the best seller “Lean In.” Some lamented that Ms. Sandberg’s advice hinged too much on marrying a Dave Goldberg, who was humble enough to plan around his wife, attentive enough to worry about which shoes his young daughter would wear, and rich enough to help pay for the help that made the family’s balancing act manageable.

Now that he is gone, and Ms. Sandberg goes from being half of a celebrated partnership to perhaps the business world’s most prominent single mother, the pages of “Lean In” carry a new sting of loss.

“We are never at 50-50 at any given moment — perfect equality is hard to define or sustain — but we allow the pendulum to swing back and forth between us,” she wrote in 2013, adding that they were looking forward to raising teenagers together.

“Fortunately, I have Dave to figure it out with me,” she wrote.

Harvey R. Miller, Renowned Bankruptcy Lawyer, Dies at 82

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.

Marcel Pronovost, 84, Dies; Hall of Famer Shared in Five N.H.L. Titles

Pronovost, who played for the Red Wings, was not a prolific scorer, but he was a consummate team player with bruising checks and fearless bursts up the ice that could puncture a defense.

Jayne Meadows, Actress and Steve Allen’s Wife and Co-Star, Dies at 95

Ms. Meadows was the older sister of Audrey Meadows, who played Alice Kramden on “The Honeymooners.”

Verne Gagne, Wrestler Who Grappled Through Two Eras, Dies at 89

Gagne wrestled professionally from the late 1940s until the 1980s and was a transitional figure between the early 20th century barnstormers and the steroidal sideshows of today

Cher and Marc Jacobs

ay 4, 2015 ‘Game of Thrones’ Q&A: Keisha Castle-Hughes on the Tao of the Sand Snakes

“It was really nice to play with other women and not have this underlying tone of being at each other’s throats.”

Calvin Peete, 71, a Racial Pioneer on the PGA Tour, Is Dead

With 12 tournament victories in his career, Mr. Peete was the most successful black professional golfer before Tiger Woods.

Elizabeth Brown Pryor, Biographer of Clara Barton and Robert E. Lee, Dies at 64

Ms. Pryor, who served more than two decades in the State Department, was the author of well-regarded biographies of the founder of the American Red Cross and the Confederate commander.

Police Rethink Long Tradition on Using Force

WASHINGTON — During a training course on defending against knife attacks, a young Salt Lake City police officer asked a question: “How close can somebody get to me before I’m justified in using deadly force?”

Dennis Tueller, the instructor in that class more than three decades ago, decided to find out. In the fall of 1982, he performed a rudimentary series of tests and concluded that an armed attacker who bolted toward an officer could clear 21 feet in the time it took most officers to draw, aim and fire their weapon.

The next spring, Mr. Tueller published his findings in SWAT magazine and transformed police training in the United States. The “21-foot rule” became dogma. It has been taught in police academies around the country, accepted by courts and cited by officers to justify countless shootings, including recent episodes involving a homeless woodcarver in Seattle and a schizophrenic woman in San Francisco.

Finding Scandal in New York and New Jersey, but No Shame

From sea to shining sea, or at least from one side of the Hudson to the other, politicians you have barely heard of are being accused of wrongdoing. There were so many court proceedings involving public officials on Monday that it was hard to keep up.

In Newark, two underlings of Gov. Chris Christie were arraigned on charges that they were in on the truly deranged plot to block traffic leading onto the George Washington Bridge.

Ten miles away, in Lower Manhattan, Dean G. Skelos, the leader of the New York State Senate, and his son, Adam B. Skelos, were arrested by the Federal Bureau of Investigation on accusations of far more conventional political larceny, involving a job with a sewer company for the son and commissions on title insurance and bond work.

The younger man managed to receive a 150 percent pay increase from the sewer company even though, as he said on tape, he “literally knew nothing about water or, you know, any of that stuff,” according to a criminal complaint the United States attorney’s office filed.

The success of Adam Skelos, 32, was attributed by prosecutors to his father’s influence as the leader of the Senate and as a potentate among state Republicans. The indictment can also be read as one of those unfailingly sad tales of a father who cannot stop indulging a grown son. The senator himself is not alleged to have profited from the schemes, except by being relieved of the burden of underwriting Adam.

The bridge traffic caper is its own species of crazy; what distinguishes the charges against the two Skeloses is the apparent absence of a survival instinct. It is one thing not to know anything about water or that stuff. More remarkable, if true, is the fact that the sewer machinations continued even after the former New York Assembly speaker, Sheldon Silver, was charged in January with taking bribes disguised as fees.

It was by then common gossip in political and news media circles that Senator Skelos, a Republican, the counterpart in the Senate to Mr. Silver, a Democrat, in the Assembly, could be next in line for the criminal dock. “Stay tuned,” the United States attorney, Preet Bharara said, leaving not much to the imagination.

Even though the cat had been unmistakably belled, Skelos father and son continued to talk about how to advance the interests of the sewer company, though the son did begin to use a burner cellphone, the kind people pay for in cash, with no traceable contracts.

That was indeed prudent, as prosecutors had been wiretapping the cellphones of both men. But it would seem that the burner was of limited value, because by then the prosecutors had managed to secure the help of a business executive who agreed to record calls with the Skeloses. It would further seem that the business executive was more attentive to the perils of pending investigations than the politician.

Through the end of the New York State budget negotiations in March, the hopes of the younger Skelos rested on his father’s ability to devise legislation that would benefit the sewer company. That did not pan out. But Senator Skelos did boast that he had haggled with Gov. Andrew M. Cuomo, a Democrat, in a successful effort to raise a $150 million allocation for Long Island to $550 million, for what the budget called “transformative economic development projects.” It included money for the kind of work done by the sewer company.

The lawyer for Adam Skelos said he was not guilty and would win in court. Senator Skelos issued a ringing declaration that he was unequivocally innocent.

THIS was also the approach taken in New Jersey by Bill Baroni, a man of great presence and eloquence who stopped outside the federal courthouse to note that he had taken risks as a Republican by bucking his party to support paid family leave, medical marijuana and marriage equality. “I would never risk my career, my job, my reputation for something like this,” Mr. Baroni said. “I am an innocent man.”

The lawyer for his co-defendant, Bridget Anne Kelly, the former deputy chief of staff to Mr. Christie, a Republican, said that she would strongly rebut the charges.

Perhaps they had nothing to do with the lane closings. But neither Mr. Baroni nor Ms. Kelly addressed the question of why they did not return repeated calls from the mayor of Fort Lee, N.J., begging them to stop the traffic tie-ups, over three days.

That silence was a low moment. But perhaps New York hit bottom faster. Senator Skelos, the prosecutors charged, arranged to meet Long Island politicians at the wake of Wenjian Liu, a New York City police officer shot dead in December, to press for payments to the company employing his son.

Sometimes it seems as though for some people, the only thing to be ashamed of is shame itself.

Hard but Hopeful Home to ‘Lot of Freddies’

Todd Heisler/The New York Times

Children playing last week in Sandtown-Winchester, the Baltimore neighborhood where Freddie Gray was raised. One young resident called it “a tough community.”

Hard but Hopeful Home to ‘Lot of Freddies’

The neighborhood where Freddie Gray came of age has survived harrowing rates of unemployment, poor health, violent crime and incarceration.

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.

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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.