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Biro Haji Plus Terjangkau di Cawang 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 Plus Terjangkau di Cawang 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 Plus Terjangkau di Cawang

saco-indonesia.com, Sebelum meledak, pelaku bom bunuh diri sempat dihentikan oleh penjaga di depan Mapolres Poso, Sulawesi Tengah.

POSO, Saco-Indonesia.com — Sebelum meledak, pelaku bom bunuh diri sempat dihentikan oleh penjaga di depan Mapolres Poso, Sulawesi Tengah. Namun, dia nekat menerobos masuk.

Menurut Kapolres Poso AKBP Susnadi, pelaku memasuki gerbang Mapolres sekitar pukul 08.03 Wita, Senin (3/6/2013). Pelaku mengendarai sepeda motor.

"Pas di depan gerbang, pengendara dihentikan oleh anggota. Tapi pelaku yang merupakan seorang laki-laki itu menerobos. Sekitar 15 meter dari penjagaan, kemudian terjadi ledakan," kata Susnadi dalam wawancara dengan MetroTV.

Ledakan terjadi tepat di depan mushala di halaman Mapolres Poso. Biasanya, di halaman Mapolres Poso digelar apel. Namun, apel hari ini tidak biasa. Apel dilakukan di halaman belakang Mapolres Poso sehingga tidak ada korban tewas selain pelaku.

Setelah dilihat, tubuh pelaku hancur berkeping-keping. Yang terlihat jelas adalah potongan kaki kanan beserta motornya.

"Selain pelaku, untuk anggota tidak ada korban. Ada pekerja bangunan, terluka ringan, di lengan kiri atas," tuturnya.

Selanjutnya, Susnadi telah memerintahkan penjagaan di polsek-polsek yang berada di sekitar Poso ditingkatkan agar tidak terjadi peristiwa serupa.

 
Editor :Liwon Maulana
Sumber:Kompas.com

Wali Kota Bandung Ridwan Kamil selalu memiliki inovasi untuk memajukan Kota Kembang tersebut.

Saco-Indonesia.com - Wali Kota Bandung Ridwan Kamil selalu memiliki inovasi untuk memajukan Kota Kembang tersebut. Sebentar lagi Bandung akan memiliki 'kota teknologi', sebuah kawasan seluas 600 hektar atau setara dengan Kecamatan Kemang, Jakarta Selatan.

"Saya ingin tempat itu menjadi tempat orang-orang kreatif, yang bisa mendukung UKM atau start-up yang berbasis teknologi untuk membuka usaha di sana. Mereka bisa menggunakan tempatnya gratis untuk 6 bulan pertama," ujar pria yang biasa disapa Emil itu saat berbincang dengan merdeka.com di Jakarta, Rabu (12/3).

Di Amerika Serikat, ada sebuah kawasan yang dikenal sebagai kota teknologi di Silicon Valley di kota San Jose. Silicon Valley melahirkan perusahaan kelas dunia seperti Yahoo, Google, dan Apple Computer. Emil sebelum menjabat sebagai wali kota adalah seorang arsitek terkenal, mimpinya adalah membangun sebuah legacy di Bandung.

"Daripada lahan tersebut hanya digunakan sebagai lahan perumahan biasa, saya pikir Bandung butuh sesuatu yang lebih. Perumahan yang bisa membantu industri kreatifnya dikenal oleh dunia internasional, orang-orang mudanya bisa berkreasi dan berprestasi," jelasnya.

Bandung saat ini adalah kota yang penduduknya adalah pengguna aktif media sosial. Ada lebih dari 80% penduduk yang mempunyai akun jejaring sosial. Ridwan sendiri di-follow oleh 450.000 akun di Twitter. Dia mengatakan bahwa banyak hal yang dilaporkan oleh masyarakat Bandung melalui media sosial, sehingga banyak masalah segera diketahui oleh pemerintah.

"Di sosial media ada segalanya," ujar Emil.

"Kita tidak bisa pakai perasaan. Ada hujatan, ada kritik, ada saran dan ada pujian. Semua ini kita pakai sebagai sumber informasi, dan kita pakai juga untuk menyampaikan informasi kita ke masyarakat," tambahnya.

Kota teknologi di Bandung ini akan menjadi sebuah kawasan yang terkoneksi dengan internet dan sosial media. Di luar terlihat seperti kawasan normal, tetapi di dalamnya akan berisi tempat-tempat untuk orang kreatif. Setiap orang yang ingin mengembangkan kreativitasnya, bisa bertemu dengan komunitas yang tepat dan bisa menikmati fasilitasnya.

Mimpi kota teknologi ini akan terwujud dalam jangka panjang, setidaknya sampai 15 tahun ke depan. Perlu ada peraturan daerah yang bisa memastikan proyek ini terus dijalankan. Indonesia butuh terobosan baru, membangkitkan prestasi orang-orang muda, seperti apa yang direncanakan oleh Emil.

 

Editor : Maulana Lee

Sumber : Merdeka.com

BEIJING (AP) — The head of Taiwan's Nationalists reaffirmed the party's support for eventual unification with the mainland when he met Monday with Chinese President Xi Jinping as part of continuing rapprochement between the former bitter enemies.

Nationalist Party Chairman Eric Chu, a likely presidential candidate next year, also affirmed Taiwan's desire to join the proposed Chinese-led Asian Infrastructure Investment Bank during the meeting in Beijing. China claims Taiwan as its own territory and doesn't want the island to join using a name that might imply it is an independent country.

Chu's comments during his meeting with Xi were carried live on Hong Kong-based broadcaster Phoenix Television.

The Nationalists were driven to Taiwan by Mao Zedong's Communists during the Chinese civil war in 1949, leading to decades of hostility between the sides. Chu, who took over as party leader in January, is the third Nationalist chairman to visit the mainland and the first since 2009.

Relations between the communist-ruled mainland and the self-governing democratic island of Taiwan began to warm in the 1990s, partly out of their common opposition to Taiwan's formal independence from China, a position advocated by the island's Democratic Progressive Party.

Despite increasingly close economic ties, the prospect of political unification has grown increasingly unpopular on Taiwan, especially with younger voters. Opposition to the Nationalists' pro-China policies was seen as a driver behind heavy local electoral defeats for the party last year that led to Taiwanese President Ma Ying-jeou resigning as party chairman.

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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