saco-indonesia.com, Operational Manager PT Kernel Oil Pte Limited (KOPL) PT Kernel Oil, Simon Gunawan Tanjaya telah mengaku memb

saco-indonesia.com, Operational Manager PT Kernel Oil Pte Limited (KOPL) PT Kernel Oil, Simon Gunawan Tanjaya telah mengaku memberikan uang USD700 ribu kepada terdakwa mantan kepala SKK Migas, Rudi Rubiandini melalui Deviardi.

Hal itu telah diungkapkan oleh Simon di depan Majelis Hakim Pengadilan Tipikor, Jakarta saat menjadi saksi kasus suap mantan Kepala SKK Migas Rudi Rubiandini, Selasa (11/2/2014).

Simon juga mengatakan, ia telah mendapat perintah dari Komisaris PT Kernel Oil di Singapura, Widodo Ratanachaitong untuk dapat mengantarkan uang tersebut."Waktu itu saya ada penyerahan uang total USD700 ribu kepada Deviardi, itu telah terjadi sebelum dan setelah Lebaran," katanya.

Dikatakan Simon uang tersebut telah diberikan dalam dua tahap. Sebelum lebaran diberikan USD300 ribu dan sesudah lebaran USD400 ribu di Gedung Equity Tower.

Simon mengaku tidak tahu, kalau uang yang telah diberikan ke Deviardi akan dilanjutkan kembali ke Rudi. Bahkan, Ia baru mengetahui hal itu setelah Rudi ditangkap KPK bila uang itu memuluskan proyek tender di SKK Migas. "Waktu itu saya ditugaskan karena kan ada uang cash di Singapura. Lalu saya dititipkan uang USD 700 ribu (oleh Widodo). Jadi ada pembicaraan via skype (dengan Widodo), di tangan Widodo ada uang cash USD 700 ribu dan ingin dikembalikan ke Deviardi," terangnya.

Editor : Dian Sukmawati

Bismillaahirrohmaanirrohiim.. "Maha Suci (Allah) yang telah memperjalankan hambaNya (Muhammad) pada malam hari dari Masj

Bismillaahirrohmaanirrohiim..

"Maha Suci (Allah) yang telah memperjalankan hambaNya (Muhammad) pada malam hari dari Masjidil Haram ke Masjidil Aqsa yang telah kami berkahi sekelilingnya agar Kami Perlihatkan kepadanya sebagian tanda-tanda (kebesaran) Kami. Sesungguhnya Dia Maha Mendengar, Maha melihat" (QS Al-Isra' : 1)

Itulah Ayat suci Allah yang menunjukkan kelebihan Masjidil Aqsa dalam perjalanan dakwah Rasulullah SAW. Masjidil Aqsa juga menjadi qiblat pertama kaum muslim, sampai turun surat Al-baqarah 144 yang memerintahkan kepada Rasulullah SAW untuk memalingkan qiblat solat ke Masjidil Haram di kota Makkah Al Mukarramah.

Masjid yang terletak di kota yerussalem, AlQuds ini merupakan Masjid suci ketiga setelah Masjidil Haram dan Masjid Nabawi. Akan tetapi suasana di Masjidil Aqsa saat kami Ziarah pada bulan April 2012 tampak jauh berbeda dengan kedua Masjid suci tersebut. Tidak tampak keramaian kaum muslim yang beribadah di dalamnya, pelataran tampak sepi. Masjid ini memanggil kita untuk menziarahinya.

Alhamdulillah Keadaan saat kami ziarah ke Palestina AlQuds aman. Sistem imigrasi Israel yang menjadi momok, Alhamdulillah dapat dijalani dengan lancar atas Kuasa Allah SWT.

Insya Allah Kami membuka Umroh Plus Jordan dan Palestina April 2013. Rasakan kenikmatan Solat, ziarah ke makam para Nabiyullah bersama kami. Insya Allah.

Sumber : http://www.fatimahzahra.com

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Imagine an elite professional services firm with a high-performing, workaholic culture. Everyone is expected to turn on a dime to serve a client, travel at a moment’s notice, and be available pretty much every evening and weekend. It can make for a grueling work life, but at the highest levels of accounting, law, investment banking and consulting firms, it is just the way things are.

Except for one dirty little secret: Some of the people ostensibly turning in those 80- or 90-hour workweeks, particularly men, may just be faking it.

Many of them were, at least, at one elite consulting firm studied by Erin Reid, a professor at Boston University’s Questrom School of Business. It’s impossible to know if what she learned at that unidentified consulting firm applies across the world of work more broadly. But her research, published in the academic journal Organization Science, offers a way to understand how the professional world differs between men and women, and some of the ways a hard-charging culture that emphasizes long hours above all can make some companies worse off.

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Ms. Reid interviewed more than 100 people in the American offices of a global consulting firm and had access to performance reviews and internal human resources documents. At the firm there was a strong culture around long hours and responding to clients promptly.

“When the client needs me to be somewhere, I just have to be there,” said one of the consultants Ms. Reid interviewed. “And if you can’t be there, it’s probably because you’ve got another client meeting at the same time. You know it’s tough to say I can’t be there because my son had a Cub Scout meeting.”

Some people fully embraced this culture and put in the long hours, and they tended to be top performers. Others openly pushed back against it, insisting upon lighter and more flexible work hours, or less travel; they were punished in their performance reviews.

The third group is most interesting. Some 31 percent of the men and 11 percent of the women whose records Ms. Reid examined managed to achieve the benefits of a more moderate work schedule without explicitly asking for it.

They made an effort to line up clients who were local, reducing the need for travel. When they skipped work to spend time with their children or spouse, they didn’t call attention to it. One team on which several members had small children agreed among themselves to cover for one another so that everyone could have more flexible hours.

A male junior manager described working to have repeat consulting engagements with a company near enough to his home that he could take care of it with day trips. “I try to head out by 5, get home at 5:30, have dinner, play with my daughter,” he said, adding that he generally kept weekend work down to two hours of catching up on email.

Despite the limited hours, he said: “I know what clients are expecting. So I deliver above that.” He received a high performance review and a promotion.

What is fascinating about the firm Ms. Reid studied is that these people, who in her terminology were “passing” as workaholics, received performance reviews that were as strong as their hyper-ambitious colleagues. For people who were good at faking it, there was no real damage done by their lighter workloads.

It calls to mind the episode of “Seinfeld” in which George Costanza leaves his car in the parking lot at Yankee Stadium, where he works, and gets a promotion because his boss sees the car and thinks he is getting to work earlier and staying later than anyone else. (The strategy goes awry for him, and is not recommended for any aspiring partners in a consulting firm.)

A second finding is that women, particularly those with young children, were much more likely to request greater flexibility through more formal means, such as returning from maternity leave with an explicitly reduced schedule. Men who requested a paternity leave seemed to be punished come review time, and so may have felt more need to take time to spend with their families through those unofficial methods.

The result of this is easy to see: Those specifically requesting a lighter workload, who were disproportionately women, suffered in their performance reviews; those who took a lighter workload more discreetly didn’t suffer. The maxim of “ask forgiveness, not permission” seemed to apply.

It would be dangerous to extrapolate too much from a study at one firm, but Ms. Reid said in an interview that since publishing a summary of her research in Harvard Business Review she has heard from people in a variety of industries describing the same dynamic.

High-octane professional service firms are that way for a reason, and no one would doubt that insane hours and lots of travel can be necessary if you’re a lawyer on the verge of a big trial, an accountant right before tax day or an investment banker advising on a huge merger.

But the fact that the consultants who quietly lightened their workload did just as well in their performance reviews as those who were truly working 80 or more hours a week suggests that in normal times, heavy workloads may be more about signaling devotion to a firm than really being more productive. The person working 80 hours isn’t necessarily serving clients any better than the person working 50.

In other words, maybe the real problem isn’t men faking greater devotion to their jobs. Maybe it’s that too many companies reward the wrong things, favoring the illusion of extraordinary effort over actual productivity.

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.