Biro Haji Murah di Bogor Hubungi 021-9929-2337 atau 0821-2406-5740 Alhijaz Indowisata adalah perusahaan swasta nasional yang bergerak di bidang tour dan travel. Nama Alhijaz terinspirasi dari istilah dua kota suci bagi umat islam pada zaman nabi Muhammad saw. yaitu Makkah dan Madinah. Dua kota yang penuh berkah sehingga diharapkan menular dalam kinerja perusahaan. Sedangkan Indowisata merupakan akronim dari kata indo yang berarti negara Indonesia dan wisata yang menjadi fokus usaha bisnis kami.

Biro Haji Murah di Bogor Alhijaz Indowisata didirikan oleh Bapak H. Abdullah Djakfar Muksen pada tahun 2010. Merangkak dari kecil namun pasti, alhijaz berkembang pesat dari mulai penjualan tiket maskapai penerbangan domestik dan luar negeri, tour domestik hingga mengembangkan ke layanan jasa umrah dan haji khusus. Tak hanya itu, pada tahun 2011 Alhijaz kembali membuka divisi baru yaitu provider visa umrah yang bekerja sama dengan muassasah arab saudi. Sebagai komitmen legalitas perusahaan dalam melayani pelanggan dan jamaah secara aman dan profesional, saat ini perusahaan telah mengantongi izin resmi dari pemerintah melalui kementrian pariwisata, lalu izin haji khusus dan umrah dari kementrian agama. Selain itu perusahaan juga tergabung dalam komunitas organisasi travel nasional seperti Asita, komunitas penyelenggara umrah dan haji khusus yaitu HIMPUH dan organisasi internasional yaitu IATA.

Biro Haji Murah di Bogor

Makanan diet sehat telah dibagi menjadi dua, yaitu diet untuk dapat menurunkan berat badan dan menambah berat badan. Diet adalah

Makanan diet sehat telah dibagi menjadi dua, yaitu diet untuk dapat menurunkan berat badan dan menambah berat badan. Diet adalah cara untuk dapat mengontrol makanan. Orang yang sangat kurus perlu menambah berat badan mereka. Mereka melakukannya untuk dapat meningkatkan berat badan mereka dan mendapatkan bentuk tubuh yang ideal. Di sisi lain, diet untuk orang gemuk adalah cara untuk dapat mengontrol makanan dan mengurangi berat badan. Orang kurus perlu makan makanan yang mengandung protein, karbohidrat, dan lemak. Jadi, mereka dapat memilih beberapa makanan seperti daging, beras, gandum, telur, dan susu. Kemudian, mereka juga dapat menambah porsi makan lebih dari porsi biasanya.

Makanan Untuk Diet Sehat Alami

Berbeda dengan orang-orang yang telah memiliki tubuh kurus, orang-orang kelebihan berat badan juga harus mengurangi karbohidrat, gula, dan lemak. Ini berarti bahwa orang-orang kelebihan berat badan harus juga melakukan kebalikan dari orang kurus. Diet makanan tidak sama antara satu orang dengan yang lain. Orang tidak perlu melakukan latihan karena orang bisa melakukannya ketika mereka melakukan aktivitas sehari-hari seperti bekerja atau belajar di sekolah. Cara ini memang tepat untuk orang-orang sibuk, seperti pekerja kantor, mahasiswa, dan lain-lain

 

Sebuah illustrasi :   suatu kisah ayah, anak, dan keledai yang membawa muatan bawaan mereka di atas punggungnya. Me

Sebuah illustrasi :

 

suatu kisah ayah, anak, dan keledai yang membawa muatan bawaan mereka di atas punggungnya. Mereka mau melakukan perjalanan menuju suatu kuil. Mereka singgah di setiap kota yang mereka temui. Di kota pertama, orang disana berkata: “Hei mereka tega sekali membebani keledai mereka seberat itu!” Mendengar perkataan itu ayahnya membawa muatan yg ada di punggung keledai dan melanjutkan perjalanan ke kota kedua.

 

Sesampainya di kota kedua, orang mulai berkata: “Anak yang durhaka. Dia membiarkan ayahnya memikul beban seberat itu!” Mendengar hal itu, anaknya memutuskan untuk memikul beban yang dibawa oleh ayahnya dan melanjutkan perjalanan menuju ke kota ketiga.

 

Sesampainya di kota ketiga, orang disana berkata: ” Mereka tidak efektif. Keledai itu hanya dibawa tapi tidak digunakan sama sekali.” Sang anak mempersilakan ayahnya untuk menaiki keledai tersebut dan melanjutkan perjalanan ke kota keempat.

 

Ketika berada di kota keempat, seseorang di tempat itu berkata: ” Mengapa tidak menyewa keledai satu lagi untuk membawa barang bawaan?” Sang ayah akhirnya menyewa keledai satu lagi untuk membawa barang bawaan mereka dan melanjutkan perjalanan mereka sehingga sampai ke kuil.

 

Sesampainya di kuil, biksu disana terheran-heran dengan mereka, ” mengapa kalian sampai membawa dua keledai dalam perjalanan kalian?” Sang ayah akhirnya kesal dan berkata,” Kami melakukan apa yang menurut semua orang adalah yang terbaik. Tetapi ketika berada di kota yang berbeda, mereka terus menerus mengomentari kondisi kami sehingga kami memposisikan kondisi sesuai dengan kemauan mereka, tapi mereka selalu mengeluh, tidak bisakah semua senang dengan kondisi yang sudah kami sesuaikan? Bahkan biksupun mengomentari kondisi kami.”

 

Kita sering berada pada posisi "si ayah dan anak" dalam ilustrasi diatas, Berusaha menyenangkan semua orang, Mungkinkah?

 

Mari kita pertimbangkan hal berikut

  • Pikiran Orang Lain

Setiap manusia pasti memiliki sisi pandang terhadap objek atau manusia lain tergantung apa yang ada dipikiran manusia yang menilai, bisa menilai baik, dan bisa buruk, Apakah kita bisa mengendalikan pikiran orang lain??? dengan tegas saya katakan "tidak bisa".

Misalkan :

  1. Ketika pemerintahan berjalan baik, apakah semuanya senang? tentu tidak, karena menggangu keberadaan oposisi.
  2. Ketika Anda mampu fokus menjalankan pekerjaan anda dengan baik dan benar, apakah orang lain semuanya menilai baik? belum tentu, kolega atau bahkan atasan kita belum tentu senang karena dikhawatirkan kita meminta promosi atau kenaikan jabatan.
  3. Ketika Auditor menjalankan fungsinya dengan baik, apakah semuanya senang? sudah pasti tidak karena mengganggu "yg lain".
  • Prinsip Hidup

Prinsip hidup itu panduan, cahaya dan nilai dalam menjalankan kehidupan. Kepercayaan diri tidak terlepas dari prinsip hidup ini. Orang yang memiliki prinsip hidup pasti memiliki kepercayaan diri, sehingga tidak pernah ragu dan khawatir akan pendapat orang lain atas apa yang dilakukannya.

 

Intinya, jika berada dalam posisi  "si ayah dan anak" dalam ilustrasi itu, Lakukan fungsi sesuai dengan prinsip hidup. sehingga akan mudah bagi kita untuk diminta penjelasan/pertanggungjawab atas cara/sikap/tindakan kita.

 

''That’s it, it will be a big failure if we try to make everyone happy''

''Kunci menuju kegagalan adalah mencoba untuk menyenangkan semua orang"

-----Bill Cosby-----

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United’s first-class and business fliers get Rhapsody, its high-minded in-flight magazine, seen here at its office in Brooklyn. Credit Sam Hodgson for The New York Times

Last summer at a writers’ workshop in Oregon, the novelists Anthony Doerr, Karen Russell and Elissa Schappell were chatting over cocktails when they realized they had all published work in the same magazine. It wasn’t one of the usual literary outlets, like Tin House, The Paris Review or The New Yorker. It was Rhapsody, an in-flight magazine for United Airlines.

It seemed like a weird coincidence. Then again, considering Rhapsody’s growing roster of A-list fiction writers, maybe not. Since its first issue hit plane cabins a year and a half ago, Rhapsody has published original works by literary stars like Joyce Carol Oates, Rick Moody, Amy Bloom, Emma Straub and Mr. Doerr, who won the Pulitzer Prize for fiction two weeks ago.

As airlines try to distinguish their high-end service with luxuries like private sleeping chambers, showers, butler service and meals from five-star chefs, United Airlines is offering a loftier, more cerebral amenity to its first-class and business-class passengers: elegant prose by prominent novelists. There are no airport maps or disheartening lists of in-flight meal and entertainment options in Rhapsody. Instead, the magazine has published ruminative first-person travel accounts, cultural dispatches and probing essays about flight by more than 30 literary fiction writers.

 

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Sean Manning, executive editor of Rhapsody, which publishes works by the likes of Joyce Carol Oates, Amy Bloom and Anthony Doerr, who won a Pulitzer Prize. Credit Sam Hodgson for The New York Times

 

An airline might seem like an odd literary patron. But as publishers and writers look for new ways to reach readers in a shaky retail climate, many have formed corporate alliances with transit companies, including American Airlines, JetBlue and Amtrak, that provide a captive audience.

Mark Krolick, United Airlines’ managing director of marketing and product development, said the quality of the writing in Rhapsody brings a patina of sophistication to its first-class service, along with other opulent touches like mood lighting, soft music and a branded scent.

“The high-end leisure or business-class traveler has higher expectations, even in the entertainment we provide,” he said.

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Some of Rhapsody’s contributing writers say they were lured by the promise of free airfare and luxury accommodations provided by United, as well as exposure to an elite audience of some two million first-class and business-class travelers.

“It’s not your normal Park Slope Community Bookstore types who read Rhapsody,” Mr. Moody, author of the 1994 novel “The Ice Storm,” who wrote an introspective, philosophical piece about traveling to the Aran Islands of Ireland for Rhapsody, said in an email. “I’m not sure I myself am in that Rhapsody demographic, but I would like them to buy my books one day.”

In addition to offering travel perks, the magazine pays well and gives writers freedom, within reason, to choose their subject matter and write with style. Certain genres of flight stories are off limits, naturally: no plane crashes or woeful tales of lost luggage or rude flight attendants, and nothing too risqué.

“We’re not going to have someone write about joining the mile-high club,” said Jordan Heller, the editor in chief of Rhapsody. “Despite those restrictions, we’ve managed to come up with a lot of high-minded literary content.”

Guiding writers toward the right idea occasionally requires some gentle prodding. When Rhapsody’s executive editor asked Ms. Russell to contribute an essay about a memorable flight experience, she first pitched a story about the time she was chaperoning a group of teenagers on a trip to Europe, and their delayed plane sat at the airport in New York for several hours while other passengers got progressively drunker.

“He pointed out that disaster flights are not what people want to read about when they’re in transit, and very diplomatically suggested that maybe people want to read something that casts air travel in a more positive light,” said Ms. Russell, whose novel “Swamplandia!” was a finalist for the 2012 Pulitzer Prize.

She turned in a nostalgia-tinged essay about her first flight on a trip to Disney World when she was 6. “The Magic Kingdom was an anticlimax,” she wrote. “What ride could compare to that first flight?”

Ms. Oates also wrote about her first flight, in a tiny yellow propeller plane piloted by her father. The novelist Joyce Maynard told of the constant disappointment of never seeing her books in airport bookstores and the thrill of finally spotting a fellow plane passenger reading her novel “Labor Day.” Emily St. John Mandel, who was a finalist for the National Book Award in fiction last year, wrote about agonizing over which books to bring on a long flight.

“There’s nobody that’s looked down their noses at us as an in-flight magazine,” said Sean Manning, the magazine’s executive editor. “As big as these people are in the literary world, there’s still this untapped audience for them of luxury travelers.”

United is one of a handful of companies showcasing work by literary writers as a way to elevate their brands and engage customers. Chipotle has printed original work from writers like Toni Morrison, Jeffrey Eugenides and Barbara Kingsolver on its disposable cups and paper bags. The eyeglass company Warby Parker hosts parties for authors and sells books from 14 independent publishers in its stores.

JetBlue offers around 40 e-books from HarperCollins and Penguin Random House on its free wireless network, allowing passengers to read free samples and buy and download books. JetBlue will start offering 11 digital titles from Simon & Schuster soon. Amtrak recently forged an alliance with Penguin Random House to provide free digital samples from 28 popular titles, which passengers can buy and download over Amtrak’s admittedly spotty wireless service.

Amtrak is becoming an incubator for literary talent in its own right. Last year, it started a residency program, offering writers a free long-distance train trip and complimentary food. More than 16,000 writers applied and 24 made the cut.

Like Amtrak, Rhapsody has found that writers are eager to get onboard. On a rainy spring afternoon, Rhapsody’s editorial staff sat around a conference table discussing the June issue, which will feature an essay by the novelist Hannah Pittard and an unpublished short story by the late Elmore Leonard.

“Do you have that photo of Elmore Leonard? Can I see it?” Mr. Heller, the editor in chief, asked Rhapsody’s design director, Christos Hannides. Mr. Hannides slid it across the table and noted that they also had a photograph of cowboy spurs. “It’s very simple; it won’t take away from the literature,” he said.

Rhapsody’s office, an open space with exposed pipes and a vaulted brick ceiling, sits in Dumbo at the epicenter of literary Brooklyn, in the same converted tea warehouse as the literary journal N+1 and the digital publisher Atavist. Two of the magazine’s seven staff members hold graduate degrees in creative writing. Mr. Manning, the executive editor, has published a memoir and edited five literary anthologies.

Mr. Manning said Rhapsody was conceived from the start as a place for literary novelists to write with voice and style, and nobody had been put off that their work would live in plane cabins and airport lounges.

Still, some contributors say they wish the magazine were more widely circulated.

“I would love it if I could read it,” said Ms. Schappell, a Brooklyn-based novelist who wrote a feature story for Rhapsody’s inaugural issue. “But I never fly first class.”

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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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.

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