Paket Umroh 2015 di Jakarta Selatan 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.

Paket Umroh 2015 di Jakarta Selatan 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.

Paket Umroh 2015 di Jakarta Selatan

Saco-Indonesia.com Setiap hari, tak terhitung banyaknya foto, video, dan jenis-jenis file lain yang diunggah oleh ratusan juta pengguna ke Facebook.

Saco-Indonesia.com — Setiap hari, tak terhitung banyaknya foto, video, dan jenis-jenis file lain yang diunggah oleh ratusan juta pengguna ke Facebook. Hanya sebagian kecil di antaranya yang sering dilihat oleh pengguna. Namun, semua konten ini tentu perlu disimpan sehingga memakan ruang media storage di server jejaring sosial tersebut.

Bagaimana caranya agar konten-konten usang bisa tetap dipertahankan di media penyimpanan (supaya tidak hilang ketika dicari) tetapi tidak terlalu memakan tempat dan biaya? Facebook merasa perlu mencari alternatif selain hard disk konvensional.

Minggu lalu, pada ajang Open Compute Summit, perusahaan ini memperlihatkan purwarupa sistem cold storage yang menggunakan cakram Blu-ray untuk menyimpan data hingga hitungan Petabyte atau jutaan Gigabyte.

Sebanyak 10.000 cakram Blu-ray bisa disimpan dalam lemari khusus yang tingginya lebih dari 2 meter. Lengan-lengan robot lantas mengambil cakram-cakram yang diatur dalam serangkaian magasin untuk mengambil data dari disc yang sesuai.

Sebuah cakram Blu-ray sendiri didesain utnuk menampung data mulai dari 25 GB untuk setiap keping single-layer hingga 128 GB pada keping varian 4-layer.

Dikutip dari The Verge, wakil presiden bidang teknis Facebook Jay Parikh mengatakan bahwa sistem berbasis Blu-ray ini bisa menghemat penggunaan energi hingga 80 persen dan ongkos hingga 50 persen dibandingkan metode cold storage konvensional yang mengandalkan hard disk.

Blu-ray bukan medium ideal untuk penyimpanan utama karena kecepatan transfer data yang relatif lamban, tetapi cakram ini cocok digunakan untuk menyimpan data yang jarang diakses, seperti backup file foto dan video pengguna Facebook.

Saat ini, penyimpan data Blu-ray tersebut sudah mulai digunakan oleh Facebook dan bisa menyimpan sejumlah besar data, mencapai 30 Petabyte. Ke depannya, perusahaan jejaring sosial itu berniat menggunakan flash memori hemat energi untuk menyimpan data, tetapi solusi ini relatif mahal dibandingkan alternatif lain.

Sumber: The Verge/kompas.com

Editor : Maulana Lee

saco-indonesia.com, Aksi pencurian di rumah kosong (rumsong) telah kembali terjadi. Pada Minggu (22/12/2013) kemarin, kawanan pe

saco-indonesia.com, Aksi pencurian di rumah kosong (rumsong) telah kembali terjadi. Pada Minggu (22/12/2013) kemarin, kawanan pencuri telah berhasil menggondol uang dan perhiasan hingga Rp1 miliar, di rumah milik perwira menengah di Jalan Penyelesaian Tomang IV, Blok 69, Meruya Utara, Kembangan, Jakarta Barat.

Hal itu telah dikatakan oleh anak pemilik rumah, Aniq Tasya yang berusia 19 tahun, kepada petugas Polsek Metro Kembangan, Minggu (22/12/2013).

Kepada petugas, Aniq Tasya telah menjelaskan ketika ia baru pulang ke rumah, orang tuanya sedang tidak ada di rumah. Setelah ia masuk ke dalam kamar orang tuanya, Aniq telah mendapati lemari baju orang tuanya dalam keadaan berantakan, jendela dalam keadaan rusak dan isi brankas telah hilang.

Peristiwa tersebut kemudian telah dilaporkan ke Polsek Metro Kembangan. Korban juga mengatakan kehilangan uang sebesar Rp 500 juta dan perhiasan emas, seluruh kerugian mencapai Rp 1 miliar.

Kasus ini juga masih dalam penyelidikan petugas Polsek Metro Kembangan.


Editor : Dian Sukmawati

Mr. Tepper was not a musical child and had no formal training, but he grew up to write both lyrics and tunes, trading off duties with the other member of the team, Roy C. Bennett.

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.

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