Cari Paket Umroh 2015 di Makasr 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.
Cari Paket Umroh 2015 di Makasr 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.
Pemeriksaan colok
dubur atau Digital Rectal Examination (DRE) menjadi langkah pencegahan terhadap penyakit kanker
prostat.
Saco-Indonesia.com - Pemeriksaan colok dubur atau Digital Rectal Examination (DRE) menjadi langkah pencegahan terhadap penyakit kanker prostat. Langkah pencegahan ini sekaligus sebagai bentuk deteksi dini kemungkinan kanker prostat. Pada pemeriksaan ini, dokter akan meraba prostat anda melalui anus dengan sarung tangan.
"Memang hasilnya bersifat relatif, bergantung pada jari dokter dan seringnya dokter melakukan pemeriksaan. Tapi langkah ini paling mudah, murah, dan aplikatif," kata internist Dr.Aru Wisaksono Sudoyo, SpPD,KHOM,FACP pada seminar Kanker Prostat:Pembunuh Lelaki yang Datang Diam-Diam di Jakarta, Rabu (15/5).
Pemeriksaan ini, menurut Aru, tidak harus dilakukan spesialis. Dokter umum yang ada di seluruh wilayah Indonesia bisa melakukannya. Pemeriksaan DRE diharapkan bisa menjangkau dan mendeteksi lebih banyak masyarakat di pelosok Indonesia. Pada pemeriksaan DRE dokter akan memeriksa permukaan prostat.
"Apakah masih halus atau sudah ada benjolan. Dokter juga akan memeriksa apakah prostatnya sudah mengeras atau belum, sekaligus membedakannya dengan pembesaran prostat biasa," ujar Aru.
Menurut urolog Prof.dr.Rainy Umbas, PhD, SpU, pemeriksaan DRE bisa meningkatkan angka harapan hidup penderita kanker prostat hingga 60 persen. Hal ini dikarenakan penyakit bisa diketahui lebih awal, sehingga mempermudah proses penyembuhan.
"Pemeriksaan DRE ini penting karena kanker prostat tidak memiliki gejala yang khas. Deteksi dini tentu sangat bermanfaat bagi kelangsungan hidup pasien," kata Umbas.
Pemeriksaan DRE semakin penting bila melihat hasil studi National Comprehensive Cancer Network Guideline pada 2012. Pada studi ini 58,8 persen penderita kanker memeriksakan diri pada stadium lanjut. Sementara, angka penyebaran penyakit ini di Indonesia adalah 11 per 100 ribu penduduk.
Pemeriksaan DRE sebaiknya dilakukan sedini mungkin, terutama pada pria berusia di atas 50 tahun. Bila dalam keluarga ada riwayat kanker prostat, maka pemeriksaan DRE dilakukan pada pria ketika berusia 40 tahun. "Pengaruh gen sebetulnya kecil, hanya 6 persen. Namun orang dalam keluarga biasanya memiliki kebiasaan yang tidak jauh berbeda, sehingga faktor risikonya lebih besar," kata Umbas.
Editor :Liwon Maulana(galipat)
SEKITAR 222 SISWA JAKARTA TIDAK MENGIKUTI UN
TINGKAT SD
Dinas Pendidikan DKI Jakarta mencatat 99,86 persen atau 153.009 siswa di ibu kota
mengikuti Ujian Nasional (UN) tingkat Sekolah
Dinas Pendidikan DKI Jakarta mencatat 99,86
persen atau 153.009 siswa di ibu kota mengikuti Ujian Nasional (UN) tingkat Sekolah Dasar (SD)
dan sederajat. Dari total keseluruhan yaitu 15.231 siswa, sebanyak 222 siswa atau 0,14 persen
tidak mengikuti UN hari pertama.
Untuk siswa Madrasah Ibtidaiyah (MI),
sebanyak 12.317 siswa (99,63 persen) hadir dan 45 siswa (0,37 persen) tidak hadir. Sementara
untuk siswa SD Luar Biasa (SDLB), kehadiran mencapai 100 persen, yaitu dengan total 123 siswa.
"Pelaksanaan UN untuk tingkat SD dan sederajat di Jakarta pada hari pertama
berjalan lancar. Sebanyak 99,86 persen siswa hadir," kata Kepala Dinas Pendidikan (Disdik)
DKI Jakarta, Taufik Yudi Mulyanto, di Jakarta, Senin (6/5/2013).
"Berdasarkan data kami, dari total 222 siswa atau 0,14 persen yang tidak mengikuti ujian
hari ini, sebanyak 10 siswa tercatat tidak hadir karena meninggal dunia," ujar Taufik.
Taufik mengungkapkan pihaknya juga mencatat sebanyak 33 siswa tidak hadir dengan
alasan sakit, 105 siswa tanpa keterangan, dan 74 siswa terdaftar sebagai siswa inklusi.
Menurut Taufik, pihaknya memberikan kesempatan bagi siswa-siswa yang tidak hadir pada
hari pertama pelaksanaan UN, untuk mengikuti ujian susulan.
"Minggu
depan, rencananya, kami akan mengadakan ujian susulan dengan mata pelajaran yang sama untuk
seluruh siswa yang tidak sempat mengikuti ujian hari ini. Jadi, siswa tidak perlu khawatir,"
ungkap Taufik.
Berdasarkan data Disdik DKI Jakarta, pada hari pertama UN,
sebanyak 140.614 siswa SD (99,87 persen) mengikuti ujian dan 177 (0,13 persen) siswa tidak
hadir.
edukasi.kompas.com
How Some Men Fake an 80-Hour Workweek, and Why It Matters
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.
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.
Even as a high school student, Dave Goldberg was urging female classmates to speak up. As a young dot-com executive, he had one girlfriend after another, but fell hard for a driven friend named Sheryl Sandberg, pining after her for years. After they wed, Mr. Goldberg pushed her to negotiate hard for high compensation and arranged his schedule so that he could be home with their children when she was traveling for work.
Mr. Goldberg, who died unexpectedly on Friday, was a genial, 47-year-old Silicon Valley entrepreneur who built his latest company, SurveyMonkey, from a modest enterprise to one recently valued by investors at $2 billion. But he was also perhaps the signature male feminist of his era: the first major chief executive in memory to spur his wife to become as successful in business as he was, and an essential figure in “Lean In,” Ms. Sandberg’s blockbuster guide to female achievement.
Over the weekend, even strangers were shocked at his death, both because of his relatively young age and because they knew of him as the living, breathing, car-pooling center of a new philosophy of two-career marriage.
“They were very much the role models for what this next generation wants to grapple with,” said Debora L. Spar, the president of Barnard College. In a 2011 commencement speech there, Ms. Sandberg told the graduates that whom they married would be their most important career decision.
In the play “The Heidi Chronicles,” revived on Broadway this spring, a male character who is the founder of a media company says that “I don’t want to come home to an A-plus,” explaining that his ambitions require him to marry an unthreatening helpmeet. Mr. Goldberg grew up to hold the opposite view, starting with his upbringing in progressive Minneapolis circles where “there was woman power in every aspect of our lives,” Jeffrey Dachis, a childhood friend, said in an interview.
The Goldberg parents read “The Feminine Mystique” together — in fact, Mr. Goldberg’s father introduced it to his wife, according to Ms. Sandberg’s book. In 1976, Paula Goldberg helped found a nonprofit to aid children with disabilities. Her husband, Mel, a law professor who taught at night, made the family breakfast at home.
Later, when Dave Goldberg was in high school and his prom date, Jill Chessen, stayed silent in a politics class, he chastised her afterward. He said, “You need to speak up,” Ms. Chessen recalled in an interview. “They need to hear your voice.”
Years later, when Karin Gilford, an early employee at Launch Media, Mr. Goldberg’s digital music company, became a mother, he knew exactly what to do. He kept giving her challenging assignments, she recalled, but also let her work from home one day a week. After Yahoo acquired Launch, Mr. Goldberg became known for distributing roses to all the women in the office on Valentine’s Day.
Ms. Sandberg, who often describes herself as bossy-in-a-good-way, enchanted him when they became friendly in the mid-1990s. He “was smitten with her,” Ms. Chessen remembered. Ms. Sandberg was dating someone else, but Mr. Goldberg still hung around, even helping her and her then-boyfriend move, recalled Bob Roback, a friend and co-founder of Launch. When they finally married in 2004, friends remember thinking how similar the two were, and that the qualities that might have made Ms. Sandberg intimidating to some men drew Mr. Goldberg to her even more.
Over the next decade, Mr. Goldberg and Ms. Sandberg pioneered new ways of capturing information online, had a son and then a daughter, became immensely wealthy, and hashed out their who-does-what-in-this-marriage issues. Mr. Goldberg’s commute from the Bay Area to Los Angeles became a strain, so he relocated, later joking that he “lost the coin flip” of where they would live. He paid the bills, she planned the birthday parties, and both often left their offices at 5:30 so they could eat dinner with their children before resuming work afterward.
Friends in Silicon Valley say they were careful to conduct their careers separately, politely refusing when outsiders would ask one about the other’s work: Ms. Sandberg’s role building Facebook into an information and advertising powerhouse, and Mr. Goldberg at SurveyMonkey, which made polling faster and cheaper. But privately, their work was intertwined. He often began statements to his team with the phrase “Well, Sheryl said” sharing her business advice. He counseled her, too, starting with her salary negotiations with Mark Zuckerberg.
“I wanted Mark to really feel he stretched to get Sheryl, because she was worth it,” Mr. Goldberg explained in a 2013 “60 Minutes” interview, his Minnesota accent and his smile intact as he offered a rare peek of the intersection of marriage and money at the top of corporate life.
While his wife grew increasingly outspoken about women’s advancement, Mr. Goldberg quietly advised the men in the office on family and partnership matters, an associate said. Six out of 16 members of SurveyMonkey’s management team are female, an almost unheard-of ratio among Silicon Valley “unicorns,” or companies valued at over $1 billion.
When Mellody Hobson, a friend and finance executive, wrote a chapter of “Lean In” about women of color for the college edition of the book, Mr. Goldberg gave her feedback on the draft, a clue to his deep involvement. He joked with Ms. Hobson that she was too long-winded, like Ms. Sandberg, but aside from that, he said he loved the chapter, she said in an interview.
By then, Mr. Goldberg was a figure of fascination who inspired a “where can I get one of those?” reaction among many of the women who had read the best seller “Lean In.” Some lamented that Ms. Sandberg’s advice hinged too much on marrying a Dave Goldberg, who was humble enough to plan around his wife, attentive enough to worry about which shoes his young daughter would wear, and rich enough to help pay for the help that made the family’s balancing act manageable.
Now that he is gone, and Ms. Sandberg goes from being half of a celebrated partnership to perhaps the business world’s most prominent single mother, the pages of “Lean In” carry a new sting of loss.
“We are never at 50-50 at any given moment — perfect equality is hard to define or sustain — but we allow the pendulum to swing back and forth between us,” she wrote in 2013, adding that they were looking forward to raising teenagers together.
“Fortunately, I have Dave to figure it out with me,” she wrote.