Daftar Harga Haji Umroh 2016 di Jakarta 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.

Daftar Harga Haji Umroh 2016 di Jakarta 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.

Daftar Harga Haji Umroh 2016 di Jakarta

    Melukis Cinta   Dapatkah aku melukis cinta untukmu? Mengguratkan sejut

 
 
 
Dapatkah aku melukis cinta untukmu?
Mengguratkan sejuta warna
yang bisa membuatmu indah..
Dapatkah aku melukis cinta untukmu?
Seperti notasi mimpi kupu-kupu
bersayap biru,
Terbang bersama menuju negeri pelangi..
Dapatkah aku melukis cinta untukmu?
Mengisyaratkan lelahku di jalan resah!
Puisi Cinta Romantis
Tak terasa kita telah bersama
Kebahagiaan dan kesedihan selalu kita lalui berdua
Aku untukmu dan kau untukku
Hukum itu selalu kita pegang erat-erat
Setiap hembusan nafas selalu menyebutmu
Setiap aliran darah selalu berkata namamu
Siang malam aku selalu membayangkanmu
Sudah ditandai

Tak terasa kita telah bersatu
Semoga tuhan terus memberkati
Hubungan jujur tak kan pernah mati
Aku berjanji untuk setia
Aku yakin kaupun setia
Puisi Janji Romantis
Jangan kau ragukan cinta dan kesetiaanku
Langit dan bumi pun tahu
Cinta kasihku satu
Dan itu hanya untukmu
Ku ingin kau mengerti
Cinta ini suci tak terbagi
Sampai nafasku terhenti
Hanya kau yang ada dihati
Ku persembahkan untukmu janji setia
Mulai kini dan selamanya
 
Akuilah Cinta
Kita tahu
kita percaya
bahwa rasa itu tumbuh sekian lama
dan bernaung di dalam hati
menunggu detik agar mewujudkanya
menjadi kata, kalimat, lalu suara
Aku tak peduli
bila ruang harus menyekat cinta
dan aku mencoba menyeru kepada detik
agar temukan kita di ujung hari
Aku tidak peduli meski dibulan tak berbulan sekalipun
ruang masih saja menyekat cinta
dan aku masih saja mencoba menyeru kepada detik
agar temukan kita di serambi taman surga

saco-indonesia.com, Maharany Suciyono mengaku diajak berhubungan intim oleh Ahmad Fathanah. Untuk itulah Maharany menerima uang Rp 10 juta dari orang dekat mantan Presiden PKS Luthfi Hasan Ishaaq tersebut.

JAKARTA, Saco-Indonesia.com — Maharany Suciyono mengaku diajak berhubungan intim oleh Ahmad Fathanah. Untuk itulah Maharany menerima uang Rp 10 juta dari orang dekat mantan Presiden PKS Luthfi Hasan Ishaaq tersebut.

Mulanya Maharany mengaku tidak tahu untuk keperluan apa Fathanah memberikannya uang Rp 10 juta. "Tidak tahu untuk keperluan apanya, saya dikasih uang Rp 10 juta," ujar Maharany dalam persidangan di Pengadilan Tipikor Jakarta, Jumat (17/5/2013), saat ditanya tim jaksa penuntut umum KPK. Maharany diperiksa sebagai saksi untuk dua direktur PT Indoguna Utama Juard Effendi dan Arya Abdi Effendi.

Tim jaksa KPK kembali mendesak Maharany mengenai alasan pemberian uang itu. Gadis berambut panjang ini pun menjawab kalau uang Rp 10 juta itu diberikan kepadanya sebagai imbalan karena telah menemani Fathanah.

"Untuk menemani Pak Ahmad," ucap Maharany.

Sejenak, tim jaksa KPK terdiam. Ketua Tim Jaksa KPK M Rum kemudian mengonfirmasi berita acara pemeriksaan (BAP) Maharany yang dibuat saat proses penyidikan di KPK.

"Mohon untuk konfirmasi di poin enam BAP, saksi sudah memberikan keterangan di hadapan penyidik. Benarkah diajak berhubungan intim?" tanya Jaksa Rum kepada Maharany.

Atas pertanyaan itu, Maharany pun mengakuinya. Dia mengaku kalau uang Rp 10 juta itu diterimanya setelah diajak Fathanah berhubungan intim.

"Iya," jawabnya singkat.

Maharany ikut ditangkap penyidik Komisi Pemberantasan Korupsi pada 29 Januari 2013 saat tengah bersama Fathanah di Hotel Le Meridien Jakarta. Tim penyidik KPK menemukan uang Rp 10 juta di dompet Maharany.

Uang itu diduga bagian dari uang suap Rp 1 miliar yang diterima Luthfi melalui Fathanah. Menurut Maharany, saat bertemu di Hotel Le Meridien, Fathanah memberikannya uang Rp 10 juta. Maharany mengaku kenal dengan Fathanah sehari sebelum pertemuan di Le Meridien tersebut.

"Saya sedang di salah satu mal di Jakarta, sedang makan siang. Ada Pak Ahmad juga di situ, cuma saya enggak begitu paham," tuturnya.

 
Editor :Liwon Maulana(galipat)
Sumber:Kompas.com

Photo
 
Many bodies prepared for cremation last week in Kathmandu were of young men from Gongabu, a common stopover for Nepali migrant workers headed overseas. Credit Daniel Berehulak for The New York Times

KATHMANDU, Nepal — When the dense pillar of smoke from cremations by the Bagmati River was thinning late last week, the bodies were all coming from Gongabu, a common stopover for Nepali migrant workers headed overseas, and they were all of young men.

Hindu custom dictates that funeral pyres should be lighted by the oldest son of the deceased, but these men were too young to have sons, so they were burned by their brothers or fathers. Sukla Lal, a maize farmer, made a 14-hour journey by bus to retrieve the body of his 19-year-old son, who had been on his way to the Persian Gulf to work as a laborer.

“He wanted to live in the countryside, but he was compelled to leave by poverty,” Mr. Lal said, gazing ahead steadily as his son’s remains smoldered. “He told me, ‘You can live on your land, and I will come up with money, and we will have a happy family.’ ”

Weeks will pass before the authorities can give a complete accounting of who died in the April 25 earthquake, but it is already clear that Nepal cannot afford the losses. The countryside was largely stripped of its healthy young men even before the quake, as they migrated in great waves — 1,500 a day by some estimates — to work as laborers in India, Malaysia or one of the gulf nations, leaving many small communities populated only by elderly parents, women and children. Economists say that at some times of the year, one-quarter of Nepal’s population is working outside the country.

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.

Artikel lainnya »