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

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Promo Paket Umroh Profesional 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.

Promo Paket Umroh Profesional 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.

Promo Paket Umroh Profesional di Jakarta Utara

saco-indonesia.com, Meski hanya menyuplai mesin Aprilia ART kepada IodaRacing Project tahun ini, Aprilia Racing juga ingin mengg

saco-indonesia.com, Meski hanya menyuplai mesin Aprilia ART kepada IodaRacing Project tahun ini, Aprilia Racing juga ingin menggunakan mereka untuk dapat mengembangkan motor demi kembali ke MotoGP.

Akhir tahun lalu, CEO Piaggio Group (induk perusahaan Aprilia), Roberto Colaninno juga memang telah mengumumkan secara resmi bahwa pihaknya bertekad akan kembali sebagai tim pabrikan pada tahun 2016 mendatang.

Direktur Teknis Aprilia, Romano Albesiano juga mengaku pihaknya belum bisa mendapat tanda tangan kontrak dari IodaRacing. Meski begitu, ia yakin kesepakatan akan segera diraih.

"Kami juga hampir meraih kesepakatan. Mungkin kami juga akan menjalani uji coba pada awal Februari di Valencia bersama mereka," ujar Albesiano kepada Moto Sprint.

Hal inipun telah membuat IodaRacing harus absen dari uji coba pramusim pertama di Malaysia, 4-6 Februari mendatang. "Bagaimanapun motor 2014 dan 2015 akan digunakan sebagai motor laboratorium untuk dapat mempersiapkan musim 2016," pungkas Albesiano.

Dengan Aprilia ART, IodaRacing pun berstatus "Open" di MotoGP 2014. Setiap pembalap akan bisa mendapatkan jatah 12 mesin permusim dengan 24 liter bahan bakar. Selain itu, mereka diwajibkan memakai hardware dan software perangkat elektronik buatan Magneti Marelli


Editor : Dian Sukmawati

Pemahaman dan penguasaan calon jamaah haji (calhaj) secara umum terhadap manasik dan permasalahan haji masih rendah. Kondisi ini

Pemahaman dan penguasaan calon jamaah haji (calhaj) secara umum terhadap manasik dan permasalahan haji masih rendah. Kondisi ini terjadi karena sebagian besar calhaj tidak memiliki latar belakang pendidikan agama yang kuat. Hal ini disampaikan Ketua Umum Forum Komunikasi Kelompok Bimbingan Ibadah Haji (FK KBIH) KH Muchtar Ilyas, kepada Republika, Kamis (22/9). Dikatakan, para calhaj umumnya berasal dari kalangan awam yang kurang mendalami syariat, kendati mereka memiliki semangat berhaji yang tinggi. Dalam hal ini, kondisi calhaj tidak bisa disamakan dengan santri ataupun siswa yang mengenyam pendidikan agama, baik di madrasah ataupun pesantren. Di kedua lembaga itu, manasik haji menjadi mata pelajaran. Selain kurang menguasai manasik, lanjut Muchtar, tak sedikit calhaj yang belum mampu membaca Alquran. Syariatnya masih lemah. Karena itu, Muchtar melihat perlunya intensifikasi penyuluhan manasik secara berkesinambungan. Artinya, pembekalan itu tak hanya diberikan menjelang musim haji. Ia membandingkan dengan penataran yang dilakukan oleh sejumlah negara Islam. Turki, misalnya, menggelar pelatihan selama dua tahun bagi para calhaj. Menurutnya, konsep serupa bisa diterapkan di Indonesia. Mengingat, ada indikasi para penyuluh agama dan pegawai Kantor Urusan Agama pun belum menguasai manasik. Peran ini, katanya, bisa disempurnakan oleh KBIH yang kini berjumlah sekitar 2.500 lembaga. Fikih haji Terkait hal ini, Ketua Majelis Ulama Indonesia (MUI) Ma uf Amin memandang perlu memberikan panduan bagi para calhaj. Salah satunya melalui penerbitan buku yang merangkum persoalan-persoalan hukum haji yang aktual. Diakui, buku-buku haji telah banyak beredar, tetapi produk buku yang dikeluarkan oleh lembaga yang berkompeten belum ditemukan. Ma uf mengatakan, buku ini diharapkan mampu memberikan aspek kenyamanan syariat sekaligus menghilangkan kegamangan jamaah akibat ragam perbedaan pendapat. Di antara persoalan yang kerap diperdebatkan yaitu permasalahan yang muncul akibat kebijakan dan pembangunan oleh Pemerintah Arab Saudi.

Sumber : http://www.umrahhajiplus.com

Baca Berita Lainnya : FATWA MUI, UMRAH MLM?

At the National Institutes of Health, Dr. Suzman’s signature accomplishment was the central role he played in creating a global network of surveys on aging.

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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