MAU UMROH BERSAMA TRAVEL TERBAIK DI INDONESIA ALHIJAZ INDO WISTA..?

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Harga Ibadah Haji Jauari 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.

Harga Ibadah Haji Jauari 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.

Harga Ibadah Haji Jauari 2016 di Jakarta

saco-indonesia.com, TIPS MENGOPERASIKAN MESIN GENSET (GENERATOR SET) RUMAHAN Kebutuhan akan energi listrik saat ini juga sangat

saco-indonesia.com, TIPS MENGOPERASIKAN MESIN GENSET (GENERATOR SET) RUMAHAN Kebutuhan akan energi listrik saat ini juga sangat penting, untuk dapat menjamin ketersediaan energi istrik di rumah, kantor bahkan di industri terkadang kita harus menyiapkan suber daya listrik selain dari perusahaan penyedia energy listrik (PLN) yaitu dengan generator set (genset). Kami dari team “Jasa kelistrikan Makassar “ Akan memberikan beberapa tips dan saran bagaimana cara untuk mengoperasikan genset dirumah anda semoga bisa dapat membantu. I. Menghidupkan Mesin Genset Ada beberapa hal yang sangat penting yang harus perlu diperhatikan dalam menghidupkan mesin genset,supaya mesin anda bisa beroperasi dengan baik sebagai berikut : Sebelum mesin Anda dihidupkan Periksalah terlebih dahulu minyak pelumas mesin apa telah yang tersedia sesuai dengan takarannya. Perikasa Air pendingin mesin(Radiator) apabila mesin anda telah memakai pendingin Air,kalau tidak memiliki Radiator usahakan penempatan mesin genset Anda berada pada tempat yang sirkulasi udaranya bebas (tidaka kedap Udara) Periksa bahan Bakar mesin Untuk mesin yang dengan menggunakan Vanbelt periksa kekencangannya apa dalam kondisi sesuai. Periksa ketersediaan daya listrik ACCU dengan melihat pada alat ukur mesin bila tersedia bagi mesin yang menggunakan start elektrik. Pastikan MCB (Main Circuit Breaker)dalam keadaan off sebelum mesin dihidupkan . Setelah semua syarat diatas telah terpenuhi hidupkan mesin genset anda. Perhatikan semua alat ukur pada mesin(Volt meter menunjuk 220V/380V untuk Genset 3pole,HZ meter menujuk 50 Hz,),Setelah mesin genset beroperasi dengan stabil ,siap di hubungkan ke beban terpasng dengan tetap harus memperhatikan kemampuan dan kapasitas mesinnya. II. Pembebanan Mesin Genset Hal-hal yang harus perlu diperhatikan dalam pembebanan mesin genset sebagai berikut : Pastikan instalasi anda benar-benar sudah terhubung ke system instalasi daya listrik mesin genset ,untuk yang memakai COS(change over switch). Beban mesin genset anda harus sesuai dengan kapasitasnya,lihat buku petunjuk pada mesin kalau buku petunjuknya yang sudah tidak ada, bebani 70 – 80 % dari maksimal kapasitas dengan tetap harus memperhatikan kondisi mesin yang sedang beroperasi.Hindari pembebanan maksimal pada mesin untuk dapat menjaga lonjakan beban yang tidak bisa di perkirakan karena akan dapat merusak mesin genset anda. Bebani mesin ganset anda secara bertahap untuk dapat menghindari lonjakan beban yang bisa dapat merusak mesin genset anda. Selama mesin beropersi perhatikan suara mesin apakah tidak ada kelainan,perhatikan semua alat ukur yang ada pada mesin apakah bekerja dengan benar. III. Mematikan Mesin Genset Hal-hal yang harus perlu diperhatikan dalam mematikan mesin genset sebagai berikut : Mematikan mesin,dalam mematikan mesin genset Anda ,matikan semua beban daya listrik yang telah terhubung ke mesin genset anda kemudian mesin genset anda boleh di matikan. Matikan mesin genset,off kan MCB (main circuit breaker) genset,tutup saluran bahan bakar. Editor : Dian Sukmawati

saco-indonesia.com, Tiga orang yang telah diduga terlibat dalam kasus pembongkaran makam di kampung Cigaten, Pagedangan, Kabupat

saco-indonesia.com, Tiga orang yang telah diduga terlibat dalam kasus pembongkaran makam di kampung Cigaten, Pagedangan, Kabupaten Tangerang, Banten, yakni Sobri (54), Irshad (45) dan Durat alias Bewok (49), kini telah diperiksa polisi sebagai saksi kasus tersebut.

Kapolsek Pedegangan AKP Murodih, juga mengatakan 3 orang tersebut belum memiliki bukti kuat atas dugaan pembongkaran 93 makam. Oleh sebab itu ketiganya kini dibebaskan.

"Hasil penyelidikan kami, 3 pekerja pembongkaran tersebut saat ini telah sebagai saksi dan dibebaskan. Itu karena kita belum kuat bukti untuk dapat ditetapkan sebagai tersangka," ujar Murodih, Kamis (6/1) kemarin .

Dia juga menuturkan, dari hasil laporan ahli waris yang merasa telah dirugikan hanya satu yang keberatan, yakni Saepudi. "Baru itu yang melapor. Itu juga salah satunya belum kuat bukti," ujarnya.

Selain itu, Murodih juga menjelaskan, dari keterangan ketiga saksi, pembongkaran makam telah dilakukan dengan cara mengangkat kain kafan. Sebab, dari keterangan dari masyarakat beredar kabar bahwa jenazah tersebut dibuang ke sungai Cisadane.

"Dari 93 jenazah itu tidak ada yang dibuang. Itu isu yang tidak benar," terang Murodih menegaskan.

Seperti yang telah diketahui, pembongkaran 93 makam Pagedangan telah disetujui oleh 14 ahli waris yakni Ramli, Saripudin, Suprata, Taing, Juned, Roiyah, Mansur, Tahsir, Ajhari, Hasan, Masun, Juriah dan Suhendi. Lalu hanya 1 yang dirugikan dan tidak diberi tahu.


Editor : Dian Sukmawati

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.

Mr. Mankiewicz, an Oscar-nominated screenwriter for “I Want to Live!,” also wrote episodes of television shows such as “Star Trek” and “Marcus Welby, M.D.”

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