PERBEDAAN ASUPAN MAKANAN PADA AKHIR PUASA RAMADHAN DENGAN SATU MINGGU, DUA MINGGU DAN TIGA MINGGU SETELAH IDUL FITRI PADA KOMPI VI TANK BANDUNG

Indonesia's Muslim society is obligated to carry out the fast of Ramadan. In general, the Muslims carrying out fasting Ramadan are likely to consume foods that are high in fat, protein, and carbohydrate although the frequency and amount of eating food intake decrease. The habit of eating foods wide high in fat, protein, and carbohydrate maintained until after the Eid al-Fitr. This research aims to know the differences in energy intake comes from carbohydrates, protein, and fat between the end of the Ramadan fasting (25/9/2008) and the time of Eid al-Fitr, 1 week(6/10/2008), 1 week (15/10/2008), 1 week (24/10/2008) after the Eid al-Fitr. The subject is a member company of Yonkav (cavalry battalion) 4 Tanks of Bandung, randomly selected, aged 20-29 years, already carry out month-long fast of Ramadan and in a healthy condition. The type of this research is a descriptive longitudinal. Food intake at the end of the fast of Ramadan (25/9/2008), 1 week (6/10/2008), 1 week (15/10/2008), 1 week (24/10/2008) after the Eid al-Fitr is recorded using the 24-hour recall. The data obtained are then processed to obtain data regarding the percentage of total energy intake, the intake of energy comes from carbohydrates, proteins, and fats. The results showed a rise in total energy intake and energy intake comes from fat also decrease intake of energy comes from carbohydrates on Idul Fitri, 1 week, 2 weeks, 3 weeks after Idul Fitri as compared to the end of the fasting of Ramadan. While the intake of energy derivedfrom protein has no change.

Sistem Pendataan Keanggotaan pada Kantor Asosiasi Kontraktor Aceh (AKA)

The purpose of this study is to design and create a member (company) data processing system at the Bireuen Branch Aceh Contractors Association Office (AKA) so that information about member data becomes more directed and easily obtained and documented. Rapid Application Development (RAD) is used as an application development model. The company's data collection system at the Aceh Contractors Association Office (AKA) follows procedures and uses a computer with the Visual Basic programming language and Microsoft Access database, inputting data in this design is input for business entities, inputting data on deed, inputting data on management, inputting data on labor, inputting on data, work equipment data and input work experience data. The resulting design can explain data based on business entity data reports, work experience reports, business entity management reports, work equipment reports, employment reports and membership card reports.Keywords:System, Data Collection, Membership, Office of the Aceh Contractors Association (AKA).

EYE ON CHINA

Agilent Technologies recognized by Frost & Sullivan as 2013 Laboratory Analytical Instrumentation Company of the Year in China. Verisante Technology, Inc. announces study on nasopharnygeal cancer in China. ICON signs collaboration agreement with the Taiwan National Centre of Excellence for clinical trials and research. MicuRx completes $25 million Series B financing. Connecticut's CURE network welcomes HLK, its first Chinese member company. 2013 BIO Convention in China to connect biotech industry to the world's 2nd largest biopharmaceutical market. Partner State Key Laboratory of Pharmaceutical Biotechnology opened at HKU. Amgen and ShanghaiTech University announce plans for Amgen China R&D center to open on ShanghaiTech campus. CANbridge Life Sciences enters into agreement with Azaya Therapeutics to develop ATI-1123 for lung cancer in China and North Asia.

EVOLUCION DEL CONCEPTO DE SOCIEDAD UNIPERSONAL

<p><strong>Resumen</strong></p><p> </p><p>El presente escrito hace un análisis de la figura de la sociedad unipersonal en dos momentos. En el primer momento, se estudia cómo esta figura ha sido entendida por la doctrina y el derecho comparado. En el segundo momento, se hace una revisión de la evolución y estado actual de la sociedad unipersonal en Colombia, así como un análisis crítico de la normativa y jurisprudencia en torno a la materia.</p><p> </p><p><strong>Palabras clave</strong></p><p> </p><p>Sociedad Unipersonal, Derecho Comparado, Legislación colombiana, Corte Constitucional.</p><p> </p><p> </p><p><strong>EVOLUTION</strong><strong> </strong><strong>OF THE CONCEPT OF</strong><strong> </strong><strong>SINGLE MEMBER COMPANY</strong><strong> </strong></p><p> </p><p><strong>Abstract </strong></p><p> </p><p>The present paper provides an analysis of the figure of the one- person society two stages. At first, we study how this figure has been understood by the doctrine and comparative law. In the second stage, we review the evolution and current status of the member company in Colombia and a critical analysis of the legislation and jurisprudence on the matter.</p><p> </p><p><strong>Key Words</strong></p><p> </p><p>One- person society, Comparative Law, Legislation Colombian Constitutional Court.</p><p> </p><p><strong>Evolução do conceito</strong><strong> de sociedade unipessoal</strong></p><p><br /> <strong>Resumo</strong><br /> <br /> O presente documento é uma análise da forma do unipessoal em duas fases. Em primeiro lugar, nós estudamos como essa figura tem sido entendido pela doutrina e do direito comparado. No segundo momento, é uma revisão da evolução e da situação atual da empresa membro na Colômbia, bem como uma análise crítica da lei e da jurisprudência sobre o assunto.</p><p><br /> Palavras-chave: Sociedade Sole, Direito Comparado, Legislação Corte Constitucional colombiana.</p><p> </p>

Managing the Dynamic Reconfiguration of Enterprises

Due to environmental changes and business trends such as globalisation, outsourcing and virtualisation, more and more companies get involved in business activities that are outside their direct control. This typically occurs by entering into collaborative relationships and joint ventures with specialised companies in order to fulfil the demands of customers quickly (DiMaggio, 2001). Organisational structures that results from such collaborative relationships and joint ventures are referred to in this paper as enterprises and the management of them known as enterprise management. The authors use the definition of the European Commission (2003) that defines an enterprise as “… an entity, regardless of its legal form … including partnerships or associations regularly engaged in economic activities.” Therefore in its most simple form an enterprise could be a single integrated company. However, findings from this research show that enterprises can also be made up of parts of different companies and the structure of the enterprise is contingent upon a variety of different factors. The success of the enterprise as a collaborative venture depends on the ability of companies to intermediate their internal core competencies into other participating companies’ value streams and simultaneously outsource their own peripheral activities to companies that can perform them quicker, cheaper, and more effectively (Lal et al., 1995). In other words, the peripheral activities of one member-company must be complemented by a core competence of another member-company within an overall enterprise.

Managing the Dynamic Reconfiguration of Enterprises

Due to environmental changes and business trends such as globalisation, outsourcing and virtualisation, more and more companies get involved in business activities that are outside their direct control. This typically occurs by entering into collaborative relationships and joint ventures with specialised companies in order to fulfil the demands of customers quickly (DiMaggio, 2001). Organisational structures that results from such collaborative relationships and joint ventures are referred to in this paper as enterprises and the management of them known as enterprise management. The authors use the definition of the European Commission (2003) that defines an enterprise as “… an entity, regardless of its legal form … including partnerships or associations regularly engaged in economic activities.” Therefore in its most simple form an enterprise could be a single integrated company. However, findings from this research show that enterprises can also be made up of parts of different companies and the structure of the enterprise is contingent upon a variety of different factors. The success of the enterprise as a collaborative venture depends on the ability of companies to intermediate their internal core competencies into other participating companies’ value streams and simultaneously outsource their own peripheral activities to companies that can perform them quicker, cheaper, and more effectively (Lal et al., 1995). In other words, the peripheral activities of one member-company must be complemented by a core competence of another member-company within an overall enterprise.