PAKET UMROH BULAN FEBRUARI MARET APRIL MEI 2018




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Jaket kulit memiliki sifat kuat, tidak mudah ditembus oleh angin dan memiliki daya serap keringat yang baik. Jaket kulit memiliki daya tahan yang tinggi, apabila dibandingkan dengan yang imitasi.


Apapun modelnya, jaket kulit relatif tidak akan ketinggalan jaman. Jaket kulit akan cocok dikenakan dalam berbagai cuaca dan suasana, baik dalam cuaca panas ataupun dingin, siang ataupun malam, dan santai ataupun resmi.

KELEBIHAN JAKET KULIT DIBANDING JAKET JENIS LAINNYA

MAGDEBURG, Saco-Indonesia.Com - Ancaman banjir belum juga berlalu di Jerman. Ribuan petugas darurat, tentara, dan relawan, Minggu (9/6), mengalihkan perhatian kepada Kota Magdeburg yang berjuang melawan banjir terburuk di Eropa tengah dalam satu dekade.

Banjir di Jerman dalam sepekan terakhir telah menyebabkan evakuasi massal, yang menurut anggota parlemen sebagai sebuah ”bencana nasional”. Luapan air Sungai Elbe yang bergerak ke utara kini mengancam Magdeburg, kota di timur Jerman. Wilayah luas di sekitar kota tertutup lautan air warna coklat akibat hujan lebat di hulu Sungai Elbe yang berada di Ceko.

Tingkat muka air Sungai Elbe di Magdeburg 7,45 meter pada Minggu pagi, lebih tinggi tiga kali lipat daripada muka air normal yang setinggi dua meter. Pejabat setempat mengatakan, kondisi itu lebih buruk daripada banjir besar di kawasan itu tahun 2002.

Walau ada upaya keras untuk mengamankan kota, sebuah bendungan jebol di selatan kota di titik di mana Sungai Elbe bertemu anak Sungai Saale. Pusat komando krisis lokal mengatakan, hal itu memaksa 150 warga yang masih bertahan di wilayah itu harus dievakuasi ke tempat yang lebih tinggi.

Presiden Jerman Joachim Gauck kemarin mengunjungi Negara Bagian Saxony dan Saxony- Anhalt yang terkena banjir. Dari udara, atap dan puncak-puncak pohon menyembul dari wilayah luas yang tergenang air, dan hanya bisa dijangkau dengan perahu dan helikopter.

Ironisnya, matahari musim panas bersinar cerah di atas wilayah yang dilanda banjir. Ribuan relawan dan petugas yang mengisi karung pasir dan membantu warga mengungsi harus menggunakan tabir surya dan losion antinyamuk.

Harian Leipziger Volkszeitung memberitakan, pemerintahan Kanselir Angela Merkel merencanakan pertemuan krisis dengan perdana menteri negara- negara bagian untuk membicarakan biaya bencana itu. ”Kita menghadapi bencana nasional,” kata Gerda Hasselfeldt, anggota parlemen dari Uni Sosial Kristen.

Ironisnya, bencana ini juga menjadi tontonan sejumlah warga. Mereka menghalangi upaya penyelamatan dan membuat kesal para petugas. ”Wisata bencana adalah masalah serius. Orang- orang yang menonton memarkir mobil sembarangan, menghalangi jalan dan petugas darurat, mengancam keselamatan tanggul, serta membahayakan diri mereka sendiri,” kata Hans-Peter Kroeger, Ketua Asosiasi Pemadam Kebakaran, seperti dikutip kantor berita DPA.

Normal

Keadaan di Ceko normal setelah puncak banjir lewat. Namun, penahan banjir tetap dipasang setelah ada prakiraan badai dan hujan lebat. ”Bahaya masih ada, bahkan di tempat-tempat yang telah terkena banjir karena tanah masih basah,” kata PM Ceko Petr Necas.

Kini giliran banjir mengancam Budapest, Hongaria, seiring arah aliran Sungai Danube ke timur. Warga bekerja sama memperkuat tanggul dengan menambah karung pasir.

PM Hongaria Viktor Orban mengatakan, ketinggian muka air Sungai Danube mencapai puncaknya di Budapest, Minggu malam. Tanggul-tanggul sungai telah diperkuat di beberapa titik kritis. Orban mengatakan, tingkat air baru surut perlahan pekan depan. (AFP/Reuters/DI)

Sumber : Kompas Cetak/http://internasional.kompas.com/read/2013/06/10/08544552/Jerman.Berjuang.Hadapi.Bencana
Editor :Liwon Maulana
Jerman Sebagai Negara Maju Sedang Berjuang Hadapi Bencana

Besi beton Ulir dan Besi beton Polos adalah produk yang paling banyak dicari oleh para pelaku bisnis besi beton dan juga para pengembang atau kontraktor. Hanya saja, besi beton polos lebih banyak dipakai terutama untuk konstruksi bangunan berukuran kecil, dan selain itu juga untuk kepentingan umum  atau nonkonstruksi

Besi Beton Polos dan Ulir

Untuk membuat beton bertulang yang berkualiatas diperlukan besi tulangan yang memiliki standard mutu tinggi. Besi beton yang bermutu memiliki logo  SNI , pada umumnya besi yang memiliki logo SNI mempunyai  diameter dan panjang yang sesuai dengan ukuranya. jika kita membeli besi dengan diameter 12mm yang ber SNI maka kurang lebih diameternya sesuai 12mm dan panjangnya 12m akan tetapi dipasaran  ukurannya belum tentu demikian masi ada kurang-kurangnya sedikit. Di pasaran untuk mendapatkan besi beton yang ukurannya sesuai dengan yang diperhitungkan biasanya menggunakan kualitas A/asli.

Versi kedua adalah besi beton dengan kualitas B atau bisa disebut dengan ukuran B (banci), biasanya besi ini memiliki ukuran jauh sesuai setandard yang tertera. Jika kita membeli besi ukuran 12 mm yang kita dapat biasanya besi dengan ukuran 10mm, besi 8 mm menjadi 6mm, kurang lebih demikian juga panjangnya bisa hanya 10 mm/11m.

Besi beton bertulang pada kontruksi biasa di bedakan menjadi 2 macam yaitu besi polos dan besi beton ulir, besi beton ulir memiliki daya dukung kontruksi yang lebih besar dibandingkan besi beton polos pada ukuran dimensi yang sama.

Kami menyediakan Besi beton Polos dan Besi beton Ulir dengan ukuran dan Berat sbb:

- Besi Ulir   D 10mm, panjang 12m  (7,4kg)
- Besi Ulir   D 13mm, panjang 12m  (12,5kg)
- Besi Ulir   D 16mm, panjang 12m  (19kg)
- Besi Ulir   D 19mm, panjang 12m  (26,8kg)
- Besi Ulir   D 22mm  panjang 12m  (35,8kg)
- Besi Ulir   D 25mm  panjang 12m  (46,2kg)
- Besi Ulir   D 29mm  panjang 12m  (62,3kg)
- Besi Ulir   D 32mm  panjang 12m  (75,72kg)
- Besi Ulir   D 36mm  panjang 12m  (95,88kg)

- Besi Beton Polos  Ø 6mm, panjang 12m  (2,66kg)
- Besi Beton Polos  Ø 8mm, panjang 12m  (4,47kg)
- Besi Beton Polos  Ø 9mm, panjang 12m  (6kg)
- Besi Beton Polos  Ø 10mm, panjang 12m  (7,4kg)
- Besi Beton Polos  Ø 12mm, panjang 12m  (10,66kg)
- Besi Beton Polos  Ø 13mm, panjang 12m  (12,48kg)
- Besi Beton Polos  Ø 16mm, panjang 12m  (18,96kg)
- Besi Beton Polos  Ø 19mm, panjang 12m  (26,76kg)
- Besi Beton Polos  Ø 22mm, panjang 12m  (35,76kg)
- Besi Beton Polos  Ø 25mm, panjang 12m  (46,20kg)
- Besi Beton Polos  Ø 28mm, panjang 12m  (57,96kg)
- Besi Beton Polos  Ø 32mm, panjang 12m  (75,72kg)

 

BESI BETON SNI JENIS ULIR DAN POLOS
PALEMBANG, Sco-Indonesia.com - Kesebelasan Indonesia mengalahkan Maroko pada pertandingan cabang olahraga sepak bola Islamic Solidarity Games di Stadion Gelora Sriwijaya Jakabaring Palembang, Kamis (19/9/2013) malam dengan skor tipis 1-0. Gol tunggal itu diciptakan Fandi Eko Utomo pada menit ke-58.

Pada pertandingan sepi penonton itu, Indonesia lebih banyak melakukan serangan. Tetapi hingga babak pertama usai, tak ada gol yang dihasilkan.

Memasuki babak kedua, tim besutan pelatih Rahmad Darmawan ini terus menggempur pertahanan Maroko. Hasil yang dinantikan terjadi pada menit ke-58 ketika Eko memaksimalkan umpan Diego untuk mengoyak jala lawan.

Di tengah upaya menambah gol, Indonesia justru kehilangan satu pemain. Pada menit ke-67, wasit memberikan kartu merah kepada Diego, sehingga pasukan Merah-Putih hanya bermain dengan 10 orang.

Meskipun demikian, Syamsir Alam dan kawan-kawan sukses mempertahankan keunggulan. Penjaga gawang Kurnia Meiga mampu membendung gempuran Maroko, sehingga skor akhir tetap 1-0.

Pada pertandingan lain di Stadion Bumi Sriwijaya Kampus Palembang, tim Turki menundukan Irak dengan skor 3-2.
 
 
Sumber :ANT
Editor : Maulana Lee
INDONESIA BANTAI MAROKO 1-0

saco-indonesia.com, Sempat mengeluh soal loyo-nya Chelsea di lini depan, Jose Mourinho telah menyebut timnya memang kesulitan untuk dapat mencetak gol karena kiper Swansea City tampil luar biasa.

Kala dalam melawan tim asal Wales tersebut di laga boxing day beberapa saat yang lalu, The Blues juga hanya mampu menang dengan skor tipis 1-0.

"Jika anda melihat semua fakta yang ada, mungkin anda telah berpikir bahwa kami juga akan kembali ke rumah dengan hasil yang nyaman, namun waktu kemudian berlalu dan anda tidak mencetak gol lagi dan lawan mulai telah memiliki keyakinan (untuk menyamakan kedudukan)," tuturnya pada reporter.

"Namun saya juga akui anak-anak bekerja keras di lini belakang dan hal terbesar yang telah mengakibatkan kurangnya gol adalah kiper, yang telah membuat tiga atau empat penyelamatan gemilang," pungkas sang pelatih.

Chelsea berikutnya akan menghadapi Liverpool di partai akhir pekan Premier League, yang juga sekaligus jadi laga penutupan tahun 2013.


Editor : Sukmawati

ALAMI KELANGKAAN GOL

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

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.

François Michelin, Head of Tire Company, Dies at 88

A former member of the Boston Symphony Orchestra, Mr. Smedvig helped found the wide-ranging Empire Brass quintet.

Rolf Smedvig, Trumpeter in the Empire Brass, Dies at 62

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.

Now, amid the largest national debate over policing since the 1991 beating of Rodney King in Los Angeles, a small but vocal set of law enforcement officials are calling for a rethinking of the 21-foot rule and other axioms that have emphasized how to use force, not how to avoid it. Several big-city police departments are already re-examining when officers should chase people or draw their guns and when they should back away, wait or try to defuse the situation

Police Rethink Long Tradition on Using Force

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

Mr. Napoleon was a self-taught musician whose career began in earnest with the orchestra led by Chico Marx of the Marx Brothers.

Marty Napoleon, 93, Dies; Jazz Pianist Played With Louis Armstrong

A 214-pound Queens housewife struggled with a lifelong addiction to food until she shed 72 pounds and became the public face of the worldwide weight-control empire Weight Watchers.

Jean Nidetch, 91, Dies; Pounds Came Off, and Weight Watchers Was Born

WASHINGTON — The former deputy director of the C.I.A. asserts in a forthcoming book that Republicans, in their eagerness to politicize the killing of the American ambassador to Libya, repeatedly distorted the agency’s analysis of events. But he also argues that the C.I.A. should get out of the business of providing “talking points” for administration officials in national security events that quickly become partisan, as happened after the Benghazi attack in 2012.

The official, Michael J. Morell, dismisses the allegation that the United States military and C.I.A. officers “were ordered to stand down and not come to the rescue of their comrades,” and he says there is “no evidence” to support the charge that “there was a conspiracy between C.I.A. and the White House to spin the Benghazi story in a way that would protect the political interests of the president and Secretary Clinton,” referring to the secretary of state at the time, Hillary Rodham Clinton.

But he also concludes that the White House itself embellished some of the talking points provided by the Central Intelligence Agency and had blocked him from sending an internal study of agency conclusions to Congress.

Photo
 
Michael J. Morell Credit Mark Wilson/Getty Images

“I finally did so without asking,” just before leaving government, he writes, and after the White House released internal emails to a committee investigating the State Department’s handling of the issue.

A lengthy congressional investigation remains underway, one that many Republicans hope to use against Mrs. Clinton in the 2016 election cycle.

In parts of the book, “The Great War of Our Time” (Twelve), Mr. Morell praises his C.I.A. colleagues for many successes in stopping terrorist attacks, but he is surprisingly critical of other C.I.A. failings — and those of the National Security Agency.

Soon after Mr. Morell retired in 2013 after 33 years in the agency, President Obama appointed him to a commission reviewing the actions of the National Security Agency after the disclosures of Edward J. Snowden, a former intelligence contractor who released classified documents about the government’s eavesdropping abilities. Mr. Morell writes that he was surprised by what he found.

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“You would have thought that of all the government entities on the planet, the one least vulnerable to such grand theft would have been the N.S.A.,” he writes. “But it turned out that the N.S.A. had left itself vulnerable.”

He concludes that most Wall Street firms had better cybersecurity than the N.S.A. had when Mr. Snowden swept information from its systems in 2013. While he said he found himself “chagrined by how well the N.S.A. was doing” compared with the C.I.A. in stepping up its collection of data on intelligence targets, he also sensed that the N.S.A., which specializes in electronic spying, was operating without considering the implications of its methods.

“The N.S.A. had largely been collecting information because it could, not necessarily in all cases because it should,” he says.

The book is to be released next week.

Mr. Morell was a career analyst who rose through the ranks of the agency, and he ended up in the No. 2 post. He served as President George W. Bush’s personal intelligence briefer in the first months of his presidency — in those days, he could often be spotted at the Starbucks in Waco, Tex., catching up on his reading — and was with him in the schoolhouse in Florida on the morning of Sept. 11, 2001, when the Bush presidency changed in an instant.

Mr. Morell twice took over as acting C.I.A. director, first when Leon E. Panetta was appointed secretary of defense and then when retired Gen. David H. Petraeus resigned over an extramarital affair with his biographer, a relationship that included his handing her classified notes of his time as America’s best-known military commander.

Mr. Morell says he first learned of the affair from Mr. Petraeus only the night before he resigned, and just as the Benghazi events were turning into a political firestorm. While praising Mr. Petraeus, who had told his deputy “I am very lucky” to run the C.I.A., Mr. Morell writes that “the organization did not feel the same way about him.” The former general “created the impression through the tone of his voice and his body language that he did not want people to disagree with him (which was not true in my own interaction with him),” he says.

But it is his account of the Benghazi attacks — and how the C.I.A. was drawn into the debate over whether the Obama White House deliberately distorted its account of the death of Ambassador J. Christopher Stevens — that is bound to attract attention, at least partly because of its relevance to the coming presidential election. The initial assessments that the C.I.A. gave to the White House said demonstrations had preceded the attack. By the time analysts reversed their opinion, Susan E. Rice, now the national security adviser, had made a series of statements on Sunday talk shows describing the initial assessment. The controversy and other comments Ms. Rice made derailed Mr. Obama’s plan to appoint her as secretary of state.

The experience prompted Mr. Morell to write that the C.I.A. should stay out of the business of preparing talking points — especially on issues that are being seized upon for “political purposes.” He is critical of the State Department for not beefing up security in Libya for its diplomats, as the C.I.A., he said, did for its employees.

But he concludes that the assault in which the ambassador was killed took place “with little or no advance planning” and “was not well organized.” He says the attackers “did not appear to be looking for Americans to harm. They appeared intent on looting and conducting some vandalism,” setting fires that killed Mr. Stevens and a security official, Sean Smith.

Mr. Morell paints a picture of an agency that was struggling, largely unsuccessfully, to understand dynamics in the Middle East and North Africa when the Arab Spring broke out in late 2011 in Tunisia. The agency’s analysts failed to see the forces of revolution coming — and then failed again, he writes, when they told Mr. Obama that the uprisings would undercut Al Qaeda by showing there was a democratic pathway to change.

“There is no good explanation for our not being able to see the pressures growing to dangerous levels across the region,” he writes. The agency had again relied too heavily “on a handful of strong leaders in the countries of concern to help us understand what was going on in the Arab street,” he says, and those leaders themselves were clueless.

Moreover, an agency that has always overvalued secretly gathered intelligence and undervalued “open source” material “was not doing enough to mine the wealth of information available through social media,” he writes. “We thought and told policy makers that this outburst of popular revolt would damage Al Qaeda by undermining the group’s narrative,” he writes.

Instead, weak governments in Egypt, and the absence of governance from Libya to Yemen, were “a boon to Islamic extremists across both the Middle East and North Africa.”

Mr. Morell is gentle about most of the politicians he dealt with — he expresses admiration for both Mr. Bush and Mr. Obama, though he accuses former Vice President Dick Cheney of deliberately implying a connection between Al Qaeda and Iraq that the C.I.A. had concluded probably did not exist. But when it comes to the events leading up to the Bush administration’s decision to go to war in Iraq, he is critical of his own agency.

Mr. Morell concludes that the Bush White House did not have to twist intelligence on Saddam Hussein’s alleged effort to rekindle the country’s work on weapons of mass destruction.

“The view that hard-liners in the Bush administration forced the intelligence community into its position on W.M.D. is just flat wrong,” he writes. “No one pushed. The analysts were already there and they had been there for years, long before Bush came to office.”

Ex-C.I.A. Official Rebuts Republican Claims on Benghazi Attack in ‘The Great War of Our Time’

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. Haroche was a founder of Liberty Travel, which grew from a two-man operation to the largest leisure travel operation in the United States.

Gilbert Haroche, Builder of an Economy Travel Empire, Dies at 87
Children playing last week in Sandtown-Winchester, the Baltimore neighborhood where Freddie Gray was raised. One young resident called it “a tough community.”
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’

Hard but Hopeful Home to ‘Lot of Freddies’

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

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

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

Take the Money and Run

The bottle Mr. Sokolin famously broke was a 1787 Château Margaux, which was said to have belonged to Thomas Jefferson. Mr. Sokolin had been hoping to sell it for $519,750.

William Sokolin, Wine Seller Who Broke Famed Bottle, Dies at 85

Ms. Rendell was a prolific writer of intricately plotted mystery novels that combined psychological insight, social conscience and teeth-chattering terror.

Ruth Rendell, Novelist Who Thrilled and Educated, Dies at 85
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