Perjalanan Ibadah Umroh Legal di Jakarta Utara 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.

Perjalanan Ibadah Umroh Legal di Jakarta Utara 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. Perjalanan Ibadah Umroh Legal di Jakarta Utara

Saco-Indonesia.com.-Haduhhh, kacamata saya jatuh dan retak! Kata mbak Nen, Mama kacamatanya kok ada kelap-kelipnya (haaa itu retakkkkk, Nak! ”).

Mencari di Jerman susah karena memang hidung orang Jerman tidak sama dengan hidung saya. Modelnya juga Europe minded. Saya pengen yang mata kucing, panjang almond. Hiks, nasib.

Oh. Saya baru memakai kacamata pada umur 30 tahun, itupun serasa tersiksa. Kok ada yang nyantol. Meski hanya minus 1 dan minus 0,5, ini harus dipakai saat berkendara. Blereng … jarak jauh terasa kabur kalau kacamata ketinggalan.

Huh. Saya memang malas memakainya sehari-hari karena seperti ada yang mengganjal disudut mata dekat hidung. Ingin pakai lensa mata, takut. Banyak cerita yang tidak mengerikan terdengar di telinga saya.

Saya imbangi dengan memakan wortel mentah sebanyak-banyaknya. Yaaaa … jadi merasa seperti kelinci. Untung gang rumah kami tidak sempit. Bukan gang kelinci atau gang senggol.

Yaiy. Orang kedua yang memakai kacamata di rumah kami adalah anak sulung. Setelah saya periksakan di Augen Zentrum, pusat pemeriksaan mata di RS kota Tuttlingen (dengan rekomendasi dokter umum kampung kami), ditemukan bahwa ia plus 2. Walahhhh … kok sama dengan Eyang kakung di Semarang? Tapinya si kakek tahun ini telah menginjak umur 74 tahun. Dia waktu itu baru berumur 10 tahun ….

Akhirnya oleh dokter diberikan resep kacamata. Setelahnya, kami menuju toko optik di alun-alun kota. Disana berjajar beberapa toko yang menjual barang yang sama. Kami memilih salah satu rekomendasi suami, F.

Begitu memasuki ruangan, kami disambut dengan senyuman dan ucapan halus, “Was kann ich für Sie tun?“ (ingat kisah cara kakek Jerman membahagiakan nenek …). Artinya, ada yang bisa saya bantu?

Saya jelaskan maksud kedatangan kami dan memberikan resep. Si anak disuruh memilih bingkai kacamata mana yang ia sukai. Ia memilih yang berwarna kuning cleret hitam dari yang diperlihatkan di etalase nul tariff. Setelah dicoba, pas, si embak memberikan kertas pengambilan.

 

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Kacamata gratis untuk anak Jerman dibawah umur 18

Disana tertera … NUL TARIFF alias GRATIS!

Wow, saya tanyakan lagi apakah benar seperti itu. Sekali lagi, si embak yang cantik tersenyum dan mengatakan memang ketentuan di Jerman seperti itu. Anak dibawah umur 18 tahun gratis. Bingkainya memang khusus, kalau permintaan khusus bermerk, lain soal.

Seminggu kemudian, kami mengambilnya. Anak kami mencobanya. Si embak lagi-lagi tersenyum ramaaaah sekali. Oooo … ini image bagus toko optik F, ya? Makanya kondang.

Setelah beberapa menit mencoba dan mematut diri di depan cermin, si embak membenahi bingkai agar pas melekat ditelinga.

Selesai.

Si embak menanyakan apakah mau dimasukkan etui tempat kacamata hadiah dari toko, atau dipakai saja. Si anak mengangguk dan mengambil kotak yang diberikan si embak.

Kata dokter yang memeriksanya, ini akan diuji selama 9 bulan, periksa lagi apakah masih sama atau berubah dan mengganti kacamata dengan yang baru atau tidak. Sekian lama, untung tidak tambah, malah lebih baik kondisi matanya.

***

Wah, asyik ya? Jika asuransi yang dipilih orang di Indonesia bisa meng-cover semua bea kesehatan untuk anak-anak dibawah umur 18 tahun. Saya tidak tahu apakah di tanah air juga demikian untuk kacamata anak-anak …. Kompasianer di tanah air pasti lebih tahu.

Meski nul tariff, saya sarankan anak-anak yang perempuan untuk mencintai matanya dengan membaca di tempat yang terang, banyak makan wortel (saya iris kecil-keciiiiiiiiiiil dalam lumpia atau sup yang dimakan), jus jeruk campur wortel (instan) dan makanan-minuman-buah-sayur yang mengandung vitamin A lainnya. Namanya anak-anak … susah dari awalnya, semoga terbiasa. Mari jaga mata kita. (G76)

Editor;Liwon Maulana

Sumber:http://lifestyle.kompasiana.com/catatan/2013/06/11/pelayanan-kaca-mata- anak-gratis-563978.html

Di Jerman Pelayanan Kaca Mata Anak Gratis

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.

How Some Men Fake an 80-Hour Workweek, and Why It Matters

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