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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.

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

saco-indonesia.com, Selama Gunung Kelud meletus pada Kamis malam lalu hingga Senin kemarin (17/2), jumlah pengungsi di lima lokasi yang berbeda telah menderita sakit, tercatat ada sekitar 123 orang. Rata-rata, mereka telah menderita penyakit Inspeksi Saluran Pernapasan Akut (ISPA) akibat menghirup banyak debu.

"Rata-rata mereka sakit karena terlalu banyak menghirup debu letusan Kelud," kata Wadan Satgas TNI AL, Letkol Rudi P Napitupulu di Posko Kesehatan Basarnas Lapangan Wates, Kediri, Jawa Timur, Selasa (18/2).

Rudi juga mengatakan, para pengungsi yang telah menderita ISPA di lima lokasi pengungsian itu di antaranya, Pos Pengungsian Wates, Wonorejo, Segaran, Juet dan Tawang.

"Di masing-masing pos, kita juga telah tempatkan beberapa personel, satu dokter umum dan tujuah orang medis, dan sejak Kelud meletus sampai Senin kemarin, jumlah pengungsi yang telah menderita ISPA ada sekitar 123 orang," ujarnya.

Dia juga menjelaskan, untuk langkah awal sebagai bentuk antisipasi atau pengobatan, pihaknya juga telah memberikan injeksi anti biotik sesuai aturan yang bisa digunakan. "Kemudian memberi obat batuk dan menyediakan masker sebagai antisipasi agar tidak kembali menghirup debu," terang Rudi.

Sementara data Satlak Pengungsi Gunung Kelud, telah tercatat ada sekitar 36 ribu pengungsi, yang tersebar di 36 titik di Kediri. Namun, karena banyak yang memaksa kembali pulang sejak Sabtu pagi lalu, jumlah pengungsi yang bertahan tinggal 16.400 jiwa.


Editor : Dian Sukmawati

PENGUNGSI KELUD DI KEDIRI BANYAK IDAP ISPA AKIBAT DEBU VULKANIK

saco-indonesia.com, Longsor akibat hujan deras dalam sepekan di Kabupaten Jepara, Jawa Tengah telah berdampak 84 rumah rusak. 84 Rumah yang rusak itu telah tersebar di enam kecamatan yang berada di Kabupaten Jepara, Jawa Tengah.

Keenam kecamatan tersebut di antaranya di Desa Tempur (Kecamatan Keling), Desa Klepu (Kecamatan Mbangsri), Desa Mindahan (Kecamatan Batialit), Desa Bungu (Kecamatan Mayong), Desa Sowan Lor (Kecamatan Kedung) dan Desa Tanjung (Kecamatan Pakisaji).

Kondisi kerusakan 84 rumah warga itu beragam. Sebanyak 10 rumah telah mengalami rusak berat, 5 rumah rusak sedang, 65 rumah rusak biasa dan 4 rumah telah mengalami roboh. Puluhan rumah tersebut telah ditempati atau dihuni oleh sebanyak 97 kepala keluarga (KK) saat terjadinya longsor.

"Dua hari terakhir terjadinya longsor pada hari Rabu (22/1) hingga Kamis (23/1) berjumlah 60 rumah itu berada di Desa Tempur, Kecamatan Keling, Kabupaten Jepara. Kerusakan rumahnya juga tidak begitu parah hanya antara 40-60 persen saja kerusakanya," ujar Kepala Pelaksana BPBD Jepara, Lulus Suprayinto .
Lulus juga mengungkapkan tidak ada korban jiwa dalam bencana longsor tersebut. Rata-rata para korban telah mengalami luka ringan seperti lecet-lecet biasa. Namun, ada salah seorang warga Desa Bungu, Kecamatan Mayong yang mengalami patah tulang akibat longsor.

"Kejadiannya yang telah mengalami luka patah tulang itu pada Senin (19/1) lalu. Saat ini sedang menjalani perawatan secara intensif di RSUD Jepara. Dia mendapatkan kompensasi bantuan pengobatan secara gratis dari Pemkab Jepara sehingga dibebaskan dari biaya pengobatan," tegasnya.

Dia mengimbau kepada warga di Jepara untuk dapat meningkatkan kewaspadaan. Serta menghindari pemukiman yang dekat dengan titik rawan bencana longsor. "Paska terjadinya longsor, mereka rata-rata yang rumahnya mengalami kerusakan mengungsikan diri ke tempat rumah sanak saudara mereka disekitar tempat kejadian," pungkasnya.


Editor : Dian Sukmawati

LONGSOR AKIBAT HUJAN

Mesin Paving dan Batako Type H-612NE - Mesin Paving Block ini kami produksi dengan penuh ketelitian dan tidak seperti mesin paving blok pada umumnya, karena sudah mengalami perbaikan dan inovasi dari para tenaga ahli kami. diantaranya adalah mesin ini dilengkapi transfer palet dan exit conveyor, sehingga operator tidak perlu memasukkan palet secara manual, tapi cukup menggerakkan handle. begitu juga hasil cetakan akan bergerak sendiri ke tempatnya secara otomatis.

Kami mengundang para konsumen ke Bengkel kami untuk mencoba, bahwa kami menjual mesin paving berbeda dengan yang lain, tidak hanya sekedar membuat paving K300-K500, tapi betul-betul mesin paving block yang sangat efisien, mudah dioperasikan dan mempunyai kapasitas produksi yang besar.


Spesifikasi Teknis Mesin Paving :

    Body Mild Steel UNP 150
    Vibrator bawah 2 unit, electromotor 2 x 7,5 HP
    Vibrator atas dipakai pada bagian tumbuk 1 unit, electric vibrator 2 HP
    Oil Pump, electromotor 5,5 HP
    Pallet elevator, electromotor 2 HP + Gear Box
    Chain out put conveyor panjang 4 m, lebar 60 cm, electromotor 1,5 HP + Mnrv
    Belt Conveyor panjang 6 m, lebar 50 cm, electromotor 2 HP
    Mixer Diameter 150 cm, kapasitas aduk 650 kg, electromotor 10 HP
    Panel kontrol 1 unit

Sistem pengoperasian mesin paving :

    Handle valve kontrol 4 tuas

Kebututhan Listrik mesin paving :

     38 HP, 3 phase ( 380 volt )

Perlengkapan tambahan :

    Pallet multiplek ukuran 75 cm x 60 cm x 4 cm
    Tambahan matras beberapa type/motif paving ( bila diperlukan )
    Hand Pallet kapasitas 2 ton, 2 unit ( bila diperlukan )

 Kebutuhan tenaga kerja :

    Operator mesin 1 orang
    Pembantu 2 orang ( ditempatkan di bagian mixer pengaduk )
    Pembantu 2 orang ( ditempatkan di bagian pengambilam hasil dan penjemuran + penyiapan dan pengisian pallet multiplek )

Kapasitas Produksi :

    Pembuatan Paving bata ukuran 21cm x 10,5cm x 8cm sekali cetak keluar 12 buah, jadi dalam satu hari kerja ( 8 jam ) menghasilkan = 12 buah x 1000 pallet = 12.000 buah
    Pembuatan Batako ukuran 40 cm x 20 cm x 10 cm sekali cetak keluar 6 buah, jadi dalam satu hari kerja ( 8 jam ) menghasilkan = 6 buah x 1000 pallet = 6.000 buah
    Masing-masing type/motif cetakan akan memiliki kapasitas hasil produksi cetak yang berbeda sesuai jenis material, keahlian tenaga kerja produksi,dan lain-lain

Ukuran Mesin :

     Panjang 2,5 m. Lebar 1,2 m. Tinggi 2,6 m

Berat Mesin    :

    4,5 Ton ( Mesin H-612, Chain Out Put Conveyor, Belt Conveyor, Mixer, Oil Pump dan Panel Kontrol

Kapasitas Produksi :

    1000 cycle / 8 jam kerja

Kekuatan hasil :

    Paving K-500  

- See more at: http://iklan-mesin.blogspot.com/2013/07/mesin-paving-dan-batako-type-h-612.html#sthash.qW87SGCr.dpuf

MESIN PAVING DAN BATAKO TYPE H-612

saco-indonesia.com, Badan Narkotika Nasional Provinsi (BNNP) Jambi telah berhasil menyita 700 butir pil yang diduga ekstasi dan tiga paket sabu dari tangan Jumali alias Wak Boy yang berusia (52) tahun . Wak Boy telah ditangkap Senin (6/1) sekitar pukul 15.00 WIB, dari tempatnya bekerja di RT 10 Solok Sipin.

"Wak Boy adalah seorang buruh bangunan yang beralamatkan di RT 02 Solok Sipin, Kecamatan Telanaipura, Kota Jambi," kata Kabid Pemberantasan BNNP Jambi, AKBP Hairul Sulahudin seperti dilansir Antara, Rabu (8/1).

Sementara itu untuk barang bukti pil yang diduga ekstasi dan serta sabu, telah ditemukan dari dua lokasi berbeda. Untuk tiga paket sabu yang ditemukan dalam lubang yang ada di pintu di tempat Wak Boy bekerja.

"Sementara itu 700 butir pil warna kuning logo P yang diduga ekstasi, telah ditemukan di dekat kandang ayam di rumah tersangka," kata Hairul.

Penangkapan terhadap Wak Boy bermula dari adanya informasi yang telah diterima oleh Tim Tindak Pengejaran BNNP Jambi, bahwa di lokasi penangkapan sering terjadi transaksi narkoba. Menindaklanjuti informasi tersebut, tim dari BNNP Jambi langsung melakukan penyelidikan dan setelah meyakini bahwa Wak Boy adalah target utama.

"Tersangka kita tangkap saat sedang bekerja," kata Hairul.

Saat ini pihaknya juga masih melakukan pemeriksaan intensif terhadap Wak Boy yang dikenakan pasal 114 ayat (1) dan pasal 112 ayat (1) Undang-Undang Nomor 35 tahun 2009 tentang Narkotika. Selain barang bukti narkotika, lanjut Hairul, pihaknya juga berhasil mengamankan uang tunai jutaan rupiah.


Editor : Dian Sukmawati

SIMPAN 700 BUTIR EKSTASI DI KANDANG AYAM

Mr. Goldberg was a serial Silicon Valley entrepreneur and venture capitalist who was married to Sheryl Sandberg, the chief operating officer of Facebook.

Dave Goldberg Was Lifelong Women’s Advocate

Dave Goldberg, Head of Web Survey Company and Half of a Silicon Valley Power Couple, Dies at 47

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.

How Some Men Fake an 80-Hour Workweek, and Why It Matters

Over the last five years or so, it seemed there was little that Dean G. Skelos, the majority leader of the New York Senate, would not do for his son.

He pressed a powerful real estate executive to provide commissions to his son, a 32-year-old title insurance salesman, according to a federal criminal complaint. He helped get him a job at an environmental company and employed his influence to help the company get government work. He used his office to push natural gas drilling regulations that would have increased his son’s commissions.

He even tried to direct part of a $5.4 billion state budget windfall to fund government contracts that the company was seeking. And when the company was close to securing a storm-water contract from Nassau County, the senator, through an intermediary, pressured the company to pay his son more — or risk having the senator subvert the bid.

The criminal complaint, unsealed on Monday, lays out corruption charges against Senator Skelos and his son, Adam B. Skelos, the latest scandal to seize Albany, and potentially alter its power structure.

Photo
 
Preet Bharara, the United States attorney in Manhattan, discussed the case involving Dean G. Skelos and his son, Adam. Credit Eduardo Munoz/Reuters

The repeated and diverse efforts by Senator Skelos, a Long Island Republican, to use what prosecutors said was his political influence to find work, or at least income, for his son could send both men to federal prison. If they are convicted of all six charges against them, they face up to 20 years in prison for each of four of the six counts and up to 10 years for the remaining two.

Senator Kenneth P. LaValle, of Long Island, who serves as chairman of the Republican conference, emerged from a closed-door meeting Monday night to say that conference members agreed that Mr. Skelos should be benefited the “presumption of innocence,” and would stay in his leadership role.

“The leader has indicated he would like to remain as leader,” said Mr. LaValle, “and he has the support of the conference.” The case against Mr. Skelos and his son grew out of a broader inquiry into political corruption by the United States attorney for the Southern District of New York, Preet Bharara, that has already changed the face of the state capital. It is based in part, according to the six-count complaint, on conversations secretly recorded by one of two cooperating witnesses, and wiretaps on the cellphones of the senator and his son. Those recordings revealed that both men were concerned about electronic surveillance, and illustrated the son’s unsuccessful efforts to thwart it.

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Adam Skelos took to using a “burner” phone, the complaint says, and told his father he wanted them to speak through a FaceTime video call in an apparent effort to avoid detection. They also used coded language at times.

At one point, Adam Skelos was recorded telling a Senate staff member of his frustration in not being able to speak openly to his father on the phone, noting that he could not “just send smoke signals or a little pigeon” carrying a message.

The 43-page complaint, sworn out by Paul M. Takla, a special agent for the Federal Bureau of Investigation, outlines a five-year scheme to “monetize” the senator’s official position; it also lays bare the extent to which a father sought to use his position to help his son.

The charges accuse the two men of extorting payments through a real estate developer, Glenwood Management, based on Long Island, and the environmental company, AbTech Industries, in Scottsdale, Ariz., with the expectation that the money paid to Adam Skelos — nearly $220,000 in total — would influence his father’s actions.

Glenwood, one of the state’s most prolific campaign donors, had ties to AbTech through investments in the environmental firm’s parent company by Glenwood’s founding family and a senior executive.

The accusations in the complaint portray Senator Skelos as a man who, when it came to his son, was not shy about twisting arms, even in situations that might give other arm-twisters pause.

Seeking to help his son, Senator Skelos turned to the executive at Glenwood, which develops rental apartments in New York City and has much at stake when it comes to real estate legislation in Albany. The senator urged him to direct business to his son, who sold title insurance.

After much prodding, the executive, Charles C. Dorego, engineered a $20,000 payment to Adam Skelos from a title insurance company even though he did no work for the money. But far more lucrative was a consultant position that Mr. Dorego arranged for Adam Skelos at AbTech, which seeks government contracts to treat storm water. (Mr. Dorego is not identified by name in the complaint, but referred to only as CW-1, for Cooperating Witness 1.)

Senator Skelos appeared to take an active interest in his son’s new line of work. Adam Skelos sent him several drafts of his consulting agreement with AbTech, the complaint says, as well as the final deal that was struck.

“Mazel tov,” his father replied.

Senator Skelos sent relevant news articles to his son, including one about a sewage leak near Albany. When AbTech wanted to seek government contracts after Hurricane Sandy, the senator got on a conference call with his son and an AbTech executive, Bjornulf White, and offered advice. (Like Mr. Dorego, Mr. White is not named in the complaint, but referred to as CW-2.)

The assistance paid off: With the senator’s help, AbTech secured a contract worth up to $12 million from Nassau County, a big break for a struggling small business.

But the money was slow to materialize. The senator expressed impatience with county officials.

Adam Skelos, in a phone call with Mr. White in late December, suggested that his father would seek to punish the county. “I tell you this, the state is not going to do a [expletive] thing for the county,” he said.

Three days later, Senator Skelos pressed his case with the Nassau County executive, Edward P. Mangano, a fellow Republican. “Somebody feels like they’re just getting jerked around the last two years,” the senator said, referring to his son in what the complaint described as “coded language.”

The next day, the senator pursued the matter, as he and Mr. Mangano attended a wake for a slain New York City police officer. Senator Skelos then reassured his son, who called him while he was still at the wake. “All claims that are in will be taken care of,” the senator said.

AbTech’s fortunes appeared to weigh on his son. At one point in January, Adam Skelos told his father that if the company did not succeed, he would “lose the ability to pay for things.”

Making matters worse, in recent months, Senator Skelos and his son appeared to grow wary about who was watching them. In addition to making calls on the burner phone, Adam Skelos said he used the FaceTime video calling “because that doesn’t show up on the phone bill,” as he told Mr. White.

In late February, Adam Skelos arranged a pair of meetings between Mr. White and state senators; AbTech needed to win state legislation that would allow its contract to move beyond its initial stages. But Senator Skelos deemed the plan too risky and caused one of the meetings to be canceled.

In another recorded call, Adam Skelos, promising to be “very, very vague” on the phone, urged his father to allow the meeting. The senator offered a warning. “Right now we are in dangerous times, Adam,” he told him.

A month later, in another phone call that was recorded by the authorities, Adam Skelos complained that his father could not give him “real advice” about AbTech while the two men were speaking over the telephone.

“You can’t talk normally,” he told his father, “because it’s like [expletive] Preet Bharara is listening to every [expletive] phone call. It’s just [expletive] frustrating.”

“It is,” his father agreed.

Dean Skelos, Albany Senate Leader, Aided Son at All Costs, U.S. Says

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.

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

Mr. Alger, who served five terms from Texas, led Republican women in a confrontation with Lyndon B. Johnson that may have cost Richard M. Nixon the 1960 presidential election.

Bruce Alger, 96, Dies; Led ‘Mink Coat’ Protest Against Lyndon Johnson
Frontline  An installment of this PBS program looks at the effects of Ebola on Liberia and other countries, as well as the origins of the outbreak.
Frontline

Frontline An installment of this PBS program looks at the effects of Ebola on Liberia and other countries, as well as the origins of the outbreak.

The program traces the outbreak to its origin, thought to be a tree full of bats in Guinea.

Review: ‘9-Man’ Is More Than a Game for Chinese-Americans

A variation of volleyball with nine men on each side is profiled Tuesday night on the World Channel in an absorbing documentary called “9-Man.”

Television

‘Hard Earned’ Documents the Plight of the Working Poor

“Hard Earned,” an Al Jazeera America series, follows five working-class families scrambling to stay ahead on limited incomes.

Review: ‘Frontline’ Looks at Missteps During the Ebola Outbreak

At the National Institutes of Health, Dr. Suzman’s signature accomplishment was the central role he played in creating a global network of surveys on aging.

Richard Suzman, 72, Dies; Researcher Influenced Global Surveys on Aging

As governor, Mr. Walker alienated Republicans and his fellow Democrats, particularly the Democratic powerhouse Richard J. Daley, the mayor of Chicago.

Dan Walker, 92, Dies; Illinois Governor and Later a U.S. Prisoner

Judge Patterson helped to protect the rights of Attica inmates after the prison riot in 1971 and later served on the Federal District Court in Manhattan.

Robert Patterson Jr., Lawyer and Judge Who Fought for the Accused, Dies at 91

A 2-minute-42-second demo recording captured in one take turned out to be a one-hit wonder for Mr. Ely, who was 19 when he sang the garage-band classic.

Jack Ely, Who Sang the Kingsmen’s ‘Louie Louie’, Dies at 71

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.

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

Fullmer, who reigned when fight clubs abounded and Friday night fights were a television staple, was known for his title bouts with Sugar Ray Robinson and Carmen Basilio.

Gene Fullmer, a Brawling Middleweight Champion, Dies at 83

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.

Dave Goldberg Was Lifelong Women’s Advocate
Joseph Lechleider

Mr. Lechleider helped invent DSL technology, which enabled phone companies to offer high-speed web access over their infrastructure of copper wires.

Joseph Lechleider, a Father of the DSL Internet Technology, Dies at 82
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