PAKET UMROH BULAN FEBRUARI MARET APRIL MEI 2018




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saco-indonesia.com,

Jasa Pengiriman Barang - Ketepatan waktu hantaran adalah salah satu hal yang sangat paling krusial dalam memilih jasa kargo. Ketepatan waktu juga sangat dipengaruhi oleh modal transportasinya. Urutan transportasi terbaik telah berdasarkan ketepatan waktu adalah sebagai berikut :

Transportasi via udara atau pesawat terbang adalah perusahaan jasa kargo yang telah mengkhususkan diri untuk dapat memberikan service pengiriman lewat pesawat terbang. Ketepatan waktu jenis layanan ini juga cukup bisa diandalkan, kecuali pada momen momen liburan seperti Lebaran, Tahun Baru dan Natal. Karena pada situasi peak season seperti itu, biasanya airlines overload, sehingga dapat mengurangi performa service cargo. Moda transportasi jenis ini tarif pengirimannya paling mahal.

Transportasi via kereta express adalah perusahaan jasa kargo yang telah mengkhususkan diri untuk dapat memberikan service pengiriman lewat kereta express (kereta Argo Anggrek dan Kereta Express Bima). Kedua kereta tersebut sebenarnya adalah kereta penumpang express, yang telah dilengkapi dengan satu gerbong barang di belakang. Ketepatan waktu jenis layanan ini juga cukup bagus, karena ketepatan jadwal kereta express selama ini bisa diandalkan. Kelemahan dari layanan ini adalah ababila ada kecelakaan kereta, sehingga bisa dipastikan akan ada keterlambatan barang.

Transportasi via Kereta Parcel (kereta barang). Bedanya dengan kereta express adalah, bahwa kereta ini sama sekali tidak ada gerbong penumpang. Jadi, seluruh gerbongnya adalah gerbong barang. Kendalanya hampir mirip dengan kereta express.

Transportasi via truk, sering disebut sebagai trucking. Yaitu suatu jasa kargo yang telah memanfaatkan jasa truk untuk proses pengiriman barang. Kargo jenis ini performa ketepatan waktu kurang bagus, karena sangat tergantung oleh man power (sopir), armada truk, dan kepadatan di jalan raya.

Transportasi via kapal cargo adalah transportasi dengan menggunakan jasa kapal kargo atau sering disebut menggunakan kontainer. Performa tentang kecepatan dan ketepatan waktu adalah paling rendah. Walaupun begitu moda transportasi ini tidak memiliki tarif jasa pengiriman barang paling murah, jika dibandingkan dengan ke empat moda transportasi di atas.


Editor : Dian Sukmawati

JASA PENGIRIMAN BARANG

Saco-Indonesia.com - Penyanyi dangdut Ayu Ting Ting benar-benar serius menghadapi kasus perceraiannya atas Enji. Tidak tanggung-tanggung, dia akan didampingi pengacara kelas wahid, OC Kaligis dan anggota timnya, sekitar 8 orang.

Salah satu tim anggota tim pengacara OC Kaligis, Alfian Bonjol menganggap niat Ayu Ting Ting menggunakan delapan pengacara sebagai sesuatu yang wajar. Pihaknya pun tidak kesulitan untuk menghadapi permintaan kliennya.

"Di kantor kami ada 80 orang lawyer. Ini Ayu cuma pakai 8 lawyer, jadi enggak masalah kan," tandas Alfian Bonjol sambil tersenyum, saat mendampingi Ayu Ting Ting mendaftarkan gugatannya di Pengadilan Agama (PA) Depok, Jawa Barat, Senin (27/1).

Di tempat yang sama, Ayu Ting Ting juga menyampaikan bantahan kalau dirinya harus menjual mobil, demi membayar para pengacaranya tersebut.

"Mobil dijual katanya bayar pengacara. Aduh, enggak lah, jahat banget. Mereka (pengacara) tulus bantu saya," bantah Ayu.

Sumber : Merdeka.com

Editor : Maulana Lee

Ayu Ting Ting didampingi delapan pengacara, Untuk Hadapi Enji

saco-indonesia.com,

Cara Penggunaan Epoxy ( Primer )

Apakah Primer itu ?

Primer adalah bahan yang digunakan untuk dapat melapisan logam yang sebelumya juga sudah di lakukan dalam proses persiapan tahap awal pengecatan dahulu. yaitu :

    Perontokan cat  mobil
    Pembongkaran bagian mobil


Berikut ini adalah yang termasuk primer :

Epoxy Primer

Epoxy Primer juga merupakan bahan untuk dapat melindungi logam dari proses oxidasi dan bersifat tahan air.
Anda juga harus menggunakanya paling tidak sebanyak 1 atau 2 lapis saja.


Bengkel cat juga menggunakan jenis epoxy primer ini sebelum mereka bisa menggunakan bahan lain untuk dapat lapisan berikutnya. Dikarenakan Epoxy Primer ini juga Tahan terhadap air maka berfungsi juga untuk :

    Melindungi bahan yang telah terbuat dari logam dari karat
    Melekat sangat bagus pada logam dan akan menghasilkan lapisan dasar yang sempurna untuk proses pengecatan.


Epoxy Surfacer

Epoxy Surfacer telah digunakan untuk dapat melindungi lapisan cat dasar dari bermacam-macam bahan dan pengencer yang terdapat pada produk lapisan atas dan telah memberikan daya lekat yang tinggi. Epoxy Surfacer juga dapat membantu pencapaian kesamaan warna mixing colour pada pengecatan.

Apabila anda akan mengecat diatas cat lama, sangat dianjurkan untuk menggunakan epoxy surfacer ini. ( setelah proses pengamplasan dan degreaser terlebih dahulu )
Akan lebih penting lagi apabila anda tidak mengetahui seberapa bagusnya kualitas cat yang lama untuk dapat ditindih atau dilakukan repaint.

Epoxy Surfacer juga merupakan pilihan produk yang sangat bagus pada saat anda harus menindih cat original mobil yang mana telah di finishing dengan menggunakan pengecatan sistem oven dengan suhu extreme panas.

Lapisan cat original ini juga mempunyai permukaan yang sangat keras dan tahan lama. Oleh sebab itu cat baru yang akan diaplikasikan diatasnya juga harus bekerja keras untuk membaur dan melekat dengan baik diatas cat original.

Menggunakan Epoxy Surfacer juga akan memberikan sentuhan dan perbedaan antara ala kadarnya dan kualitas pengecatan yang sempurna ( maksimal ).

Pastikan anda telah mendiskusikan penggunaan dan pemilihan produk jenis epoxy ini dengan bengkel anda.
Anda juga harus menggunakan panduan dan informasi cara pencampuran perbandingan epoxy yang di sarankan oleh produsen masing - masing produk.

Saat lapisan logam telah menggunakan epoxy primer, primer akan dapat menutup lubang kecil dan guratan amplas pada permukaanya.
Pastikan anda juga menggunakan produk primer yang sama dari produk cat yang akan anda gunakan nantinya.

Kepadatan Primer juga telah mempunyai kemampuan untuk menutup kekurangan pada lapisan dan dapat memberikan lapisan yang bisa di amplas sampai benar-benar halus.

Ingatlah bahwa primer hanya digunakan untuk permukaan yang yang perlu ditutup seperti pada lubang, pori. guratan yang sangat kecil.

Untuk proses terakhir penggunaan primer ini adalah penggunaan cat dasar diatasnya yang bertujuan untuk :

    melapisi  permukaan bahan epoxy dari proses penyerapan bahan thinner
    Meningkatkan daya rekat ke semua produk cat yang akan diaplikasikan diatasnya.


Pastikan anda juga menyiapkan amplas yang cukup untuk dapat menghaluskan primer setelah diaplikasikan. Gunakan amplas basah dan kering ukuran 800.

Epoxy Primer dan Surfacer biasanya tidak memerlukan proses pengamplasan, kecuali hasil aplikasi anda tidak rata dan tidak sempurna maka pengamplasan juga harus dilakukan.

Boleh juga dengan menggungkan epoxi primer untuk dapat menghilangkan cat lama dan keropos pada lapisan logam, Atau dengan langsung menggunakan dempul baru kemudian menggunakan epoxy primer.

Untuk pengecatan baru, idealnya permukaanya juga harus sudah dipersiapkan untuk ditimpa dengan cat yang baru.
Untuk panel yang tergores, anda hanya diharuskan mengisolasi ( masking ) area yang tidak diaplikasikan epoxy. Setelah proses penggunaan epoxy surfacer selesai anda dapat langsung mengecatnya. Pastikan anda harus mengikuti petunjuk cara pemakaian dari produk.

Apabila hanya beberapa bagian dari panel yang akan di epoxy, Pastikan anda harus menggunakan masking yang lebar ( kertas koran bekas ) untuk dapat melindungi bagian lain supaya tidak terkena cipratan semprotan epoxy.

Gunakan tekanan angin yang paling kecil yang direkomendasikan produk, dan semprotkan secara perlahan pada saat menutup goresan atau luka pada spot area. Lepaskan picu semprotan spraygun segera setiap kali setelah anda melewati spot area tersebut. - Reviewer: tokocatmobil lima - ItemReviewed: Cara Penggunaan Epoxy ( Primer )


Editor : Dian Sukmawati

CARA PENGGUNAAN EPOXY

    saco-indonesia.com,

    Andai engkau masih jadi pacarku

    Malam ini takkan jadi sepi namun

    Engkau telah pergi tinggallah rasa yang tersisa

     

    [*]

    Berjuta wanita didepan mataku

    Tapi tak satupun yang seperti engkau

    Sesal mendalam ku rasakan memutuskanmu

     

    [**]

    Sudikah kau kembali padaku lagi oouoo..

    Walau kutahu kini kau ada yang punya

     

    [***]

    Cemburu ku cemburu

    Walau emgkau bukan kekasihku lagi

    Sungguh aku tak rela

    http://infomusik-board.blogspot.com

    Bila engkau dapatkan seorang pengganti diriku lagi

     

    Back to [*][**]

     

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    Back to [*]


    Editor : Dian Sukmawati

 

ZIVILIA SESAL

saco-indonesia.com, Franck Ribery rupanya juga sudah menetapkan hati untuk bisa mengakhir karirnya di Bayern Munich. Pemain asal Prancis itu sebelumnya juga sempat dikabarkan akan mencoba bertualang di Inggris bersama salah satu klub Premier League.

Namun baru-baru ini, The Scarface telah menyatakan bahwa ia akan terus bermain untuk Bayern. Namun ia sendiri juga tidak menutup kemungkinan untuk pindah, namun hanya untuk bisa menuju klub yang berada di benua berbeda.

"Saya juga tidak akan bergabung dengan klub lain di belahan Eropa manapun. Saya adalah pemain Bayern Munich dan tidak akan ada klub Eropa lainnya yang bakal mewarnai karir saya," tuturnya pada Kicker.

"Saya juga akan tersanjung apabila mendapatkan kesempatan untuk bermain di negara lain seperti Amerika Serikat atau Uni Emirat Arab suatu hari nanti," pungkas Ribery.

Pemain yang kini suda berusia 30 tahun itu telah memenangkan tiga titel juara Bundesliga selama memperkuat Bayern dari tahun 2007.


Editor : Dian Sukmawati

RIBERY INGIN JAJAL BENUA BARU

UNITED NATIONS — Wearing pinstripes and a pince-nez, Staffan de Mistura, the United Nations envoy for Syria, arrived at the Security Council one Tuesday afternoon in February and announced that President Bashar al-Assad had agreed to halt airstrikes over Aleppo. Would the rebels, Mr. de Mistura suggested, agree to halt their shelling?

What he did not announce, but everyone knew by then, was that the Assad government had begun a military offensive to encircle opposition-held enclaves in Aleppo and that fierce fighting was underway. It would take only a few days for rebel leaders, having pushed back Syrian government forces, to outright reject Mr. de Mistura’s proposed freeze in the fighting, dooming the latest diplomatic overture on Syria.

Diplomacy is often about appearing to be doing something until the time is ripe for a deal to be done.

 

 

Now, with Mr. Assad’s forces having suffered a string of losses on the battlefield and the United States reaching at least a partial rapprochement with Mr. Assad’s main backer, Iran, Mr. de Mistura is changing course. Starting Monday, he is set to hold a series of closed talks in Geneva with the warring sides and their main supporters. Iran will be among them.

In an interview at United Nations headquarters last week, Mr. de Mistura hinted that the changing circumstances, both military and diplomatic, may have prompted various backers of the war to question how much longer the bloodshed could go on.

“Will that have an impact in accelerating the willingness for a political solution? We need to test it,” he said. “The Geneva consultations may be a good umbrella for testing that. It’s an occasion for asking everyone, including the government, if there is any new way that they are looking at a political solution, as they too claim they want.”

He said he would have a better assessment at the end of June, when he expects to wrap up his consultations. That coincides with the deadline for a final agreement in the Iran nuclear talks.

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Whether a nuclear deal with Iran will pave the way for a new opening on peace talks in Syria remains to be seen. Increasingly, though, world leaders are explicitly linking the two, with the European Union’s top diplomat, Federica Mogherini, suggesting last week that a nuclear agreement could spur Tehran to play “a major but positive role in Syria.”

It could hardly come soon enough. Now in its fifth year, the Syrian war has claimed 220,000 lives, prompted an exodus of more than three million refugees and unleashed jihadist groups across the region. “This conflict is producing a question mark in many — where is it leading and whether this can be sustained,” Mr. de Mistura said.

Part Italian, part Swedish, Mr. de Mistura has worked with the United Nations for more than 40 years, but he is more widely known for his dapper style than for any diplomatic coups. Syria is by far the toughest assignment of his career — indeed, two of the organization’s most seasoned diplomats, Lakhdar Brahimi and Kofi Annan, tried to do the job and gave up — and critics have wondered aloud whether Mr. de Mistura is up to the task.

He served as a United Nations envoy in Afghanistan and Iraq, and before that in Lebanon, where a former minister recalled, with some scorn, that he spent many hours sunbathing at a private club in the hills above Beirut. Those who know him say he has a taste for fine suits and can sometimes speak too soon and too much, just as they point to his diplomatic missteps and hyperbole.

They cite, for instance, a news conference in October, when he raised the specter of Srebrenica, where thousands of Muslims were massacred in 1995 during the Balkans war, in warning that the Syrian border town of Kobani could fall to the Islamic State. In February, he was photographed at a party in Damascus, the Syrian capital, celebrating the anniversary of the Iranian revolution just as Syrian forces, aided by Iran, were pummeling rebel-held suburbs of Damascus; critics seized on that as evidence of his coziness with the government.

Mouin Rabbani, who served briefly as the head of Mr. de Mistura’s political affairs unit and has since emerged as one of his most outspoken critics, said Mr. de Mistura did not have the background necessary for the job. “This isn’t someone well known for his political vision or political imagination, and his closest confidants lack the requisite knowledge and experience,” Mr. Rabbani said.

As a deputy foreign minister in the Italian government, Mr. de Mistura was tasked in 2012 with freeing two Italian marines detained in India for shooting at Indian fishermen. He made 19 trips to India, to little effect. One marine was allowed to return to Italy for medical reasons; the other remains in India.

He said he initially turned down the Syria job when the United Nations secretary general approached him last August, only to change his mind the next day, after a sleepless, guilt-ridden night.

Mr. de Mistura compared his role in Syria to that of a doctor faced with a terminally ill patient. His goal in brokering a freeze in the fighting, he said, was to alleviate suffering. He settled on Aleppo as the location for its “fame,” he said, a decision that some questioned, considering that Aleppo was far trickier than the many other lesser-known towns where activists had negotiated temporary local cease-fires.

“Everybody, at least in Europe, are very familiar with the value of Aleppo,” Mr. de Mistura said. “So I was using that as an icebreaker.”

The cease-fire negotiations, to which he had devoted six months, fell apart quickly because of the government’s military offensive in Aleppo the very day of his announcement at the Security Council. Privately, United Nations diplomats said Mr. de Mistura had been manipulated. To this, Mr. de Mistura said only that he was “disappointed and concerned.”

Tarek Fares, a former rebel fighter, said after a recent visit to Aleppo that no Syrian would admit publicly to supporting Mr. de Mistura’s cease-fire proposal. “If anyone said they went to a de Mistura meeting in Gaziantep, they would be arrested,” is how he put it, referring to the Turkish city where negotiations between the two sides were held.

Secretary General Ban Ki-moon remains staunchly behind Mr. de Mistura’s efforts. His defenders point out that he is at the center of one of the world’s toughest diplomatic problems, charged with mediating a conflict in which two of the world’s most powerful nations — Russia, which supports Mr. Assad, and the United States, which has called for his ouster — remain deadlocked.

R. Nicholas Burns, a former State Department official who now teaches at Harvard, credited Mr. de Mistura for trying to negotiate a cease-fire even when the chances of success were exceedingly small — and the chances of a political deal even smaller. For his efforts to work, Professor Burns argued, the world powers will first have to come to an agreement of their own.

“He needs the help of outside powers,” he said. “It starts with backers of Assad. That’s Russia and Iran. De Mistura is there, waiting.”

With Iran Talks, a Tangled Path to Ending Syria’s War
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

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

Mr. Paczynski was one of the concentration camp’s longest surviving inmates and served as the personal barber to its Nazi commandant Rudolf Höss.

Jozef Paczynski, Inmate Barber to Auschwitz Commandant, Dies at 95

Ms. Crough played the youngest daughter on the hit ’70s sitcom starring David Cassidy and Shirley Jones.

Suzanne Crough, Actress in ‘The Partridge Family,’ Dies at 52

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

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

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

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

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

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

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. Pfaff was an international affairs columnist and author who found Washington’s intervention in world affairs often misguided.

William Pfaff, Critic of American Foreign Policy, Dies at 86
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’

The 6-foot-10 Phillips played alongside the 6-11 Rick Robey on the Wildcats team that won the 1978 N.C.A.A. men’s basketball title.

Mike Phillips, Half of Kentucky’s ‘Twin Towers’ of Basketball, Dies at 59

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

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