Promo Haji Plus Terjangkau di Jakarta Pusat 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 Haji Plus Terjangkau di Jakarta Pusat 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 Haji Plus Terjangkau di Jakarta Pusat

saco-indonesia.com, Seorang ibu rumahtangga menangis saat mendatangi Polresta Bekasi Kota, Sabtu (28/12) pagi. Tasnya baru saja

saco-indonesia.com, Seorang ibu rumahtangga menangis saat mendatangi Polresta Bekasi Kota, Sabtu (28/12) pagi. Tasnya baru saja telah dicuri dari dalam mobilnya dengan modus berteriak kalau ban mobil korban ada percikan api. Padahal itu hanya siasat penjahat saja.

Tas yang berisi buku tabungan, KTP, berberapa kartu ATM serta uang Rp 1 juta amblas. Rosdiani yang berusia 40 tahun , telah diantar keluarganya untuk melapor ke Polresta Bekasi Kota.

Menurut korban kepada petugas sekitar pukul 09.00 ia yang menggunakan minibis bertujuan untuk ke bank BCA Jalan Ir Juanda untuk dapat mengambil uang buat biaya kuliah anak. Dari rumahnya di Kemang ibu rumah tangga ini melajukan kendaraan. Namun sesampai di Jalan Hasibuan, Bekasi Selatan, pengendara motor telah memberitahu kalau ban mobil korban keluar percikan api.

Takut terjadi hal yang tak diinginkan, wanita bertubuh agak gemuk itu turun keluar dari mobil mengecek kebenaran itu. Tapi ketika melihat ke bawah mobil, seseorang telah mengambil tas yang ditaruh di jok samping kemudi mobil lalu naik ke boncengan motor temannya lalu tancap gas.

Massa yang menyaksikan kejadian itu hanya bisa terperangah. “Disini sering kejadian seperti itu Bu,” papar seorang warga.

Ny Rosdiani kemudian minta bantuan saudaranya untuk melapor ke Mapolresta Bekasi Kota. Petugas Polresta Bekasi Kota telah memberikan surat keterangan kehilangan barang pada korban


Editor : Dian Sukmawati

saco-indonesia.com, Layla Eshki (33), tak kuasa menahan decak kagumnya ketika mengamati gaun putih bermotif abstrak di bagian ujung yang dikenakan salah satu pemenang World Muslimah Beauty 2012, Deanita.

JEDDAH, Saco-Indonesia.com — Layla Eshki (33), tak kuasa menahan decak kagumnya ketika mengamati gaun putih bermotif abstrak di bagian ujung yang dikenakan salah satu pemenang World Muslimah Beauty 2012, Deanita. Ketika itu, para pemenang WMB 2012 tengah bertemu masyarakat Indonesia di Jeddah dan warga Arab untuk mengenalkan ajang pencarian duta Muslimah inspiratif itu di Jeddah, Jumat (31/5/2013) lalu.

"It's beautiful! I never seen hijab like this in here," tukas Lyla sambil berkali-kali menyentuh pakaian muslim dari rumah busana Mumtaaz itu.

Lyla bercerita bahwa di Arab Saudi, para perempuan hanya terpaku pada sebuah baju muslim dengan warna hitam. "Di sini, semuanya hitam. Tak ada warna-warna cantik seperti ini," tutur perempuan yang bekerja sebagai fotografer lepas itu.

Hampir seluruh toko, cerita Lyla, menjual jubah dengan warna hitam di tokonya. Jubah yang dikenal dengan sebutan abayya itu biasa dikenakan perempuan Arab sebagai baju pelapis mana kala pergi ke luar rumah. Lyla mengaku bosan melihat pakaian yang itu-itu saja di negaranya.

"Yang saya tahu Islam itu tidak hanya hitam. Islam itu tidak membosankan, makanya saya pun pakai abayya dengan warna- warna cerah, meski hal ini tidak lazim di sini," kata Lyla.

Lyla melihat tampilan busana muslim karya para desainer dari Mumtaaz bisa menjadi salah satu panduan bagi perempuan Arab untuk berbusana muslim. Pasalnya, lanjut Lyla, kini perempuan Arab —khususnya di Jeddah— banyak yang terjebak dengan busana muslim yang tidak Islami.

"Mereka mengenakan celana jeans ketat sampai terlihat g-string, atau menggunakan baju ketat sampai terlihat belahan dadanya. Jelas ini sudah salah mode," tuturnya.

Menurut Lyla, kesalahan mode itu lebih banyak terjadi di Jeddah. Sementara di Mekkah dan Madinah, hal tersebut tidak terjadi karena kedua kota itu adalah kota suci bagi umat Islam. Di Mekkah dan Madinah, aku Lyla, cara berpakaian perempuan sangat diatur secara ketat, berbeda halnya dengan di Jeddah.

Manajer Operasional Mumtaz Boutique, Surya Artaty, menjelaskan bahwa pemilihan baju-baju yang dikenakan para pemenang WMB benar-benar dipilih secara selektif. Pasalnya, pada sesi pemotretan kali ini, para pemenang WMB dituntut untuk lebih menekankan busana muslim yang syar'i. Busana muslim syar'i yakni yang menutup aurat, tidak menunjukkan lekuk tubuh, dan kerudung menutup hingga bagian dada.

"Untuk membuat busana muslim yang syar'i ini kami tidak memiliki tema khusus yang diangkat karena setiap desainer yang bergabung dengan kami memiliki ciri khasnya masing-masing," imbuh Taty.

Setidaknya ada 20 pakaian yang dikenakan para peserta WMB selama di Arab Saudi. Seluruh pakaian muslim itu merupakan karya dari Malik Moestaram, Dian Pelangi, Shebe, Adhy - Alie, Sascha, Astrie, Zebu, Jenahara, Nuniek Mawardi, Bilqis, dan Lia Afif.

World Moslem Beauty merupakan ajang pencarian duta Muslimah inspiratif sedunia yang diselenggarakan oleh World Moslem Beauty Foundation. WMB merupakan acara tahunan yang dilakukan sejak tahun 2011. Tahun ini, WMB mengubah namanya menjadi Annual Award of World Muslimah.

Perjalanan ibadah umrah ke Arab Saudi merupakan hadiah bagi para pemenang WMB 2012, sekaligus untuk mempromosikan kompetisi tersebut ke dunia. Ada tujuh pemenang yang mengikuti perjalanan ini, yaitu Nina Septiani (Juara I), Dwi Handayani Putri (Juara II), Anggun Hiasyah (Juara III), Tasya Gunoto (The Most Innovative Muslimah), Rizkitha (The Best Video and Al Quran Recitation by Polling), Al Khansa (The Most Talented Muslimah), dan Dheanita Tribuana (The Favorite by Polling).

 

Editor :Liwon Maulana(galipat)
Sumber:http://female.kompas.com/read/2013/06/04/10052199/Perempuan.Arab.Terpana.Melihat.Bu sana.Muslim.Indonesia

The magical quality Mr. Lesnie created in shooting the “Babe” films caught the eye of the director Peter Jackson, who chose him to film the fantasy epic.

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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