Promo Haji 2016 di Makasr 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.

Promo Haji 2016 di Makasr 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.

Promo Haji 2016 di Makasr

"Sesungguhnya, setiap hari kita menemui banyak kesempatan emas untuk mencapai hidup yang cemerlang dan berkewenangan b

setiap hari kita menemui
banyak kesempatan emas
untuk mencapai hidup
yang cemerlang dan
berkewenangan besar.

Tapi, semua kesempatan itu
tampil seperti masalah yang sulit
dan tak dapat diselesaikan,
dan yang secara alamiah
membuat kita tidak tertarik,
dan bahkan malas untuk mendekatinya.


Keberhasilan besar dalam hidup kita,
tampil setelah kita menghadapi kesulitan dengan ikhlas

Karena jika Anda tidak mengetahui caranya,
Anda akan dibuat tahu dalam melakukannya.


Telah banyak terbukti bahwa
orang-orang dengan kemampuan biasa,
mengalahkan orang-orang yang sebetulnya hebat,
karena orang yang biasa itu mendahulukan bertindak,
daripada tertahan berlama-lama
dalam analisa biaya dan pendapatan,
atau resiko dan keuntungan.


Karena jika Anda tidak mengetahui caranya,
Anda akan dibuat tahu dalam melakukannya."

Sahabat saya yang baik hatinya,

Selamat pagi!

Semoga pagi ini menemui Anda dalam kesehatan dan keceriaan untuk mengisi hari yang penuh kemungkinan ini.

Mudah-mudahan rezeki kita hari ini baik, ya?

Marilah kita menjadi pribadi-pribadi yang ramah, yang memperlakukan keluarga dan sesama dengan lembut, agar Tuhan berlaku lembut kepada kita, dan mengindahkan hidup kita.

untuk selengkap nya baca kata-kata motivasi, Aparat kepolisian belum dapat memastikan apakah pelaku bom bunuh diri di Markas Polres Poso, Sulawesi Tengah, Senin (3/6/2013), terkait dengan kelompok Solo pimpinan Badri Hartono.

JAKARTA, — Aparat kepolisian belum dapat memastikan apakah pelaku bom bunuh diri di Markas Polres Poso, Sulawesi Tengah, Senin (3/6/2013), terkait dengan kelompok Solo pimpinan Badri Hartono.

"Kami belum dapat memastikan karena Densus masih mendalami," kata Kepala Divisi Humas Polri Inspektur Jenderal Suhardi Alius di Jakarta, Senin (3/6/2013).

Suhardi menambahkan, aparat kepolisian juga belum dapat memastikan apakah ledakan bom bunuh diri itu terkait dengan terpidana kasus terorisme yang melarikan diri dari lembaga pemasyarakatan di Sulteng, Basri.

Seperti diberitakan sebelumnya, bom bunuh diri terjadi di antara pos jaga Mapolres Poso dan masjid pada pukul 08.03 Wita. Pelaku awalnya memasuki halaman Mapolres Poso menggunakan sepeda motor seorang diri. Tak lama setelah itu, bom pun meledak. Pelaku dan motor yang dikendarainya hancur.

Editor :Liwon Maulana

Since a white police officer, Darren Wilson fatally shot unarmed black teenager, Michael Brown, in a confrontation last August in Ferguson, Mo., there have been many other cases in which the police have shot and killed suspects, some of them unarmed. Mr. Brown's death set off protests throughout the country, pushing law enforcement into the spotlight and sparking a public debate on police tactics. Here is a selection of police shootings that have been reported by news organizations since Mr. Brown's death. In some cases, investigations are continuing.

The apartment complex northeast of Atlanta where Anthony Hill, 27, was fatally shot by a DeKalb County police officer. Credit Ben Gray/Atlanta Journal Constitution

Chamblee, Ga.

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.

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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