Paket Umroh November 2015 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.

Paket Umroh November 2015 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. Paket Umroh November 2015
 
Cínta adalah semangat hídup, tapí terkadang pula cínta tídak memberíkan artí tapí memberíkan luka. Penyakítku semakín parah, Membuat hídup terasa sebentar.
Cínta adalah semangatku tanpanya aku sepertí hídup dalam kegelapan. Esok harí aku melíhat día begítu menawan, hídungnya yang anggun serasa aku mulaí tak berkedíp hanya butuh waktu untuk dekat denganya.
Darí detík ítulah aku mulaí berjuang demí apa yang aku íngínkan yaítu cínta yang begítu aku kagumí, perjuangan untuk mendapatkannya begítu panjang. Lelah aku menantínya cínta yang sama sekalí kadang tídak jelas. Kesabaran yang aku mílíkí ítulah kuncínya. Waktu terus berjalan sampaí akhírnya cínta yang aku harpkan menjadí kenyataan setelah sekían berbulan-bulan, namun belum cukup sampaí dísítu. Aku berfíkír? Apakah ía kekasíhku atau bukan ntah aku tídak mengertí. Ketíka aku menyatakan perasaanku tídak pernah díbalas olehnya. Dan ketíka aku díam día berkata sayang. Díam hanya bísa membuatku terluka dan bícara padanya membuatku tau ísí hatínya. Namun ucapanku percuma tídak satupun díbalas olehnya.
Harus ku jalaní cínta íní tanpa ada hubungan entah día kekasíhku atau bukan panggílan sayang terdengar darí telínga, Dan terlíhat oleh mata. Waktu masíh berlanjut begítu índah aku rasakan meskí terkadang pertengakaran dan pertíkaían menghadapí hanya satu yaítu jangan pernah egoís yang bísa menyelesaíkannya. 
 
Namun suatu ketíka cínta yang aku percaya untuk salíng menjaga perasaan telah mengecewakanku, día sempat díam-díam mempermaínkan perasaan díbelakangku, ntah mengapa ía lakukan semua ítu. Aku sayang día, begítu sayangnya sama día sampaí aku harus overprotektíf harus pula selalu memberíkan nasehat. 
 
Terkadang ketíka aku kecewa hatíku terluka bíbírku mengucap kata PUTUS namun ítu cuma ucapan, padahal díhatíku tak satupun dan tak pernah ada keíngínan sepertí ítu. Mungkín aku hanya kecewa dan tersakítí dan día tídak pernah merasakan terlukanya hatíku. 
 
Harí bergantí harí masalah aku selesaíkan dengan penuh kesabaran sampaí akhírnya día marah dan terus marah tídak mau mengakuí kesalahanya. Dan akupun masíh tetap sabar, kesabaran membuahkan hasíl perpísahan kembalí menyatu. Ceríta yang tlah aku uraí ceríta yang tlah kíta buat bersama dísítulah masíng masíng darí kíta akan mengenangnya. Mengenang semua ceríta bahagía dan aír mata. Dan kíní kíta mulaí membuka lembaran baru. Aku berharap dí awal ceríta akan bahagía sampaí buku yang kíta buat terus bahagía sampaí akhírnya tetap bersama. 
 

Namun semua ítu percuma satu bulan membuka lembaran baru berbagaí alasan mulaí terucap, aku merasakannya terlalu aneh. Sakít rasanya seseorang yang begítu aku cíntaí terus menyakítíku, kepalaku mulaí sakít darah segar keluar lancar dí hídungku dísaat aku memíkírkannya dan merasakan luka darínya. Ntah aku tak tau tangan bersíh tak sengaja aku usapkan ke hídung darah mengkotorí telapak tanganku, aku semakín sakít ketíka dítambah darah yang mengalír dí otak tersumbat. Día begítu tídak tau apa yang saat ítu aku rasakan, día tídak akan pernah sadar sedíkítpun. Aku cuma berkeíngínan día yang selalu Memberíkanku semangat, memeberíkanku artí hídup meskí harus mencíntaímu sekejap ataukan hídupku masíh panjang aku akan terus menjagamu dan terus mencíntaímu. Tapí día cuma memíkírkan perasaannya demí orang yang ía íngínkan...baca selanjut nya klik di sini

by yandre pramana putra

NOVEL CINTA

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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