Setiap tahunnya biaya naik haji baik haji reguler maupun haji khusus / plus pasti berbeda-beda, Call/Wa. 0851-00-444-682 hal ini dikarenakan adanya perubahan komponen harga untuk kebutuhan pokok naik haji seperti biaya transportasi dan akomodasi termasuk living cost yang dibutuhkan jamaah selama berada di tanah suci sangat fluktuatif. Selain menyediakan paket-paket haji onh plus, umrah dan tour muslim sebagai bentuk layanan yang tersedia, Travel Aida Tourindo Wisata juga berusaha menghadirkan mutowif (pembimbing) ibadah umroh haji yang ahli dan mendalami bidang Fiqih Islam, terutama untuk masalah ibadah umrah dan haji.
Kami berusaha memberikan bimbingan mulai sebelum berangkat, saat pelaksanaan dan setelah ibadah haji dan umroh, ini sebagai bentuk tanggung jawab moral kami kepada jamaah, bahwa ibadah yang dijalani telah sah sesuai petunjuk Allah dan Sunnah Nabi Muhammad SAW. Travel kami juga menggunakan penerbangan yang langsung landing Madinah sehingga jamaah bisa nyaman selama perjalanan umroh bersama kami.
Dari berita Tambo Pagaruyung dapat diketahui bagaiman keadaan Pagaruyung sesudah Adiyawarman demikian pula wawancara dengan S.M.
Dari berita Tambo Pagaruyung dapat diketahui bagaiman keadaan Pagaruyung sesudah Adiyawarman demikian pula wawancara dengan S.M. Taufik Thaib SH. Dikatakan mengenai silisilah raja-raja Pagaruyung adalah sebagai berikut:
Yang Dipertuan Sultan Bakilap Alam
Yang Dipertuan Sultan Pasambahan
Yang Dipertuan Sultan Alif gelar Khalifafullah
Yang Dipertuan Sultan Barandangan
Yang Dipertuan Sultan Patah (Sultan Muning II)
Yang Dipertuan Sultan Muning III
Yang Dipertuan Sultan Sembahwang
Yang Dipertuan Sultan Bagagar Syah
Yang Dipertuan Gadih Reni Sumpur 1912
Yang Dipertuan Gadih Mudo (1912-1915)
Sultan Ibrahim 1915-1943 gelar Tuanku Ketek
Drs. Sultan Usman 1943 (Kepala Kaum Keluarga Raja Pagaruyung)
Dari data ini dapat ditarik kesimpulan bahwa sesudah Adityawarman raja-raja di Pagaruyung sudah menganut agama Islam sesuai dengan sebutan Sultan (pengaruh Islam).
Bila Sultan Bakilap Alam memerintah tidak disebutkan oleh tambo tersebut, tetapi dapat diperkirakan sesudah tahun 1409, karena sampai 1409 pemerintahan Pagaruyung masih bersifat sentralisasi seperti sewaktu pemerintahan Adityawarman. Sesudah tahun tersebut pemerintahan Pagaruyung sudah desentralisasi dengan pengertian bahwa nagari-nagari sudah mempunyai otonom penuh dan pemerintahan di Pagaruyung sudah mulai melemah.
Selanjutnya dikatakan bahwa di atas pemerintahan nagari-nagari terlihat adanya dua tingkat pemerintahan yaitu Rajo Tigo Selo dan Basa Ampek Balai. Rajo Tigo Selo dimaksudkan adalah tiga orang raja yang sekaligus berkuasa di bidang masing-masing. Raja Alam berkedudukan di Pagaruyung sebagai pucuk pimpinan, Raja Adat berkedudukan di Buo yang melaksanakan tugas-tugas kerajaan dibidang adat. Raja Ibadat berkedudukan di Sumpur Kudus dan melaksanakan urusan keagamaan kerajaan. Gambaran ini adalah lembaga pemerintahan di tingkat raja.
Sedangkan ditingkat Menteri dan Dewan Menteri yang dimaksud dengan Basa Ampek Balai terdiri dari:
1. Bandaro (Titah) di Sungai Tarab sebagai Perdana Menteri
2. Tuan Kadi di Padang Ganting yang mengurus masalah Agama
3. Indomo di Saruaso mengurus masalah keuangan
4. Makhudum di Sumanik yang mengurus masalah pertahanan dan rantau
Masyarakat nagari dalam mengusut persoalannya berjenjang naik sampai ketingkat kerajaan. Dibidang adat dari nagari terus ke Bandaro dan kalau tidak putus juga diteruskan lagi kepada Raja Buo dan kalau tidak putus juga masalahnya diteruskan lagi kepada Raja Alam di Pagaruyung yang akan memberikan kata putus. Begitu juga dalam bidang agama. Dari nagari naik kepada tuan Kadi di Padang Ganting, terus kepada raja Ibadat di Sumpur Kudus, dan bula tidak selesai juga akhirnya sampai kepada raja Alam yang akan memberikan kata putusnya.
Selanjutnya dikatakan bahwa Lembaga Rajo Tigo Selo dibentuk bersama dengan pembentukan Lembaga Basa Ampek Balai. Penobatan dan pelatikan Rajo Tigo Selo dan Basa Ampek Balai bersamaan pula dengan pengangkatan dan pengiriman “Sultan Nan Salapan” ke daerah rantau Minangkabau yaitu daerah-daerah: Aceh, Palembang, Tambusai, Rao, Sungai Pagu, Bandar Sepuluh, Siak Indra Pura, Rembau Sri Menanti dan lain-lain. Pengangkatan dan pelantikan itu dilakukan oleh Sultan Bakilap Alam.
Dalam hal ini Bahar Dt Nagari Basa, mengatakan bahwa Basa Ampek Balai pada mulanya terdiri dari Bandaro di Sungai Tarap, yang menjadi Payung Panji Koto Piliang; Datuk Makhudum di Sumanik yang menjadi Pasak Kungkung Koto Piliang; Indomo di Saruaso yang menjadi Amban Puruak (bendahara) Koto Piliang; Tuan Gadang di Batipuah yang menjadi Harimau Campo Koto Piliang, yaitu Menteri Pertahanan Koto Piliang. Kemudian setelah Islam masuk ke Minangkabau dimasukkan Tuan Kadhi sebagai anggota Basa Ampek Balai dan “Tuan Gadang” di Batipuh ke luar dari keanggotaan itu dengan berdiri sendiri sebagai orang yang bertanggung jawab dalam masalah pertahanan Koto Piliang. Semuanya itu terdapat di Tanah Datar yang merupakan pucuk pimpinan di Minangkabau. Selanjutnya dikatakan yang menjadi kebesaran Luhak Agam adalah Parik Paga dan Kebesaran Lima Puluh Kota adalah Penghulu.
Dari keterangan itu yang dapat diambil kesimpulan bahwa Lembaga Basa Ampek Balai sudah ada sebelum Islam masuk ke Minangkabau dengan bukti seperti yang dikatakan oleh Datuk Nagari Basa dengan susunan yang sedikit berbeda dari apa yang kita kenal kemudian. Baru sesudah Islam masuk ke Minangkabau kedudukan Tuan Kadhi diserahkan untuk mengurus masalah agama Islam. Selanjutnya susunan Basa Ampek Balai dengan Tuan Gadang sudah seperti yang kita kenal sekarang ini.
Mengenai susunan pemerintahan Pagaruyung sesudah Adityawarman ini diuraikan dengan lengkap dalam cerita Cindua Mato. Cindua Mato (Candra Mata) adalah sebuah cerita rakyat Minangkabau yang menggambarkan tentang keadaan pemerintahan Minangkabau Pagaruyung di zaman kebesarannya. Walaupun dalam cerita ini mengenai raja-raja yang diceritakan sudah ada unsur legendanya, tetapi yang mengenai masalah lainnya sama dengan apa yang dikatakan Tambo.
Menurut Tambo, Basa Ampek Balai pernah memegang kedudukan Raja Alam yaitu sesudah Sultan Alif meninggal, karena orang yang akan menggantikan Sultan Alih masih belum dewasa. Buat sementara dipegang oleh Basa Ampek Bala
Konsumsi tomat secara rutin untuk cegah stroke!
Saco-Indonesia.com - Buah tomat merupakan salah satu makanan sehat yang memiliki banyak manfaat untuk kesehatan.
Saco-Indonesia.com - Buah tomat merupakan salah satu makanan sehat yang memiliki banyak manfaat untuk kesehatan. Selain kaya akan vitamin C dan serat yang baik untuk menurunkan berat badan, ternyata makan tomat secara rutin juga ampuh untuk cegah stroke.
Seperti dilansir dari bbc.co.uk, tomat memiliki salah satu zat antioksidan yang dinamakan dengan lycopene. Zat ini mampu menurunkan kadar kolesterol di dalam tubuh Anda yang dapat memicu kanker dan serangan jantung.
Dalam sebuah penelitian yang diterbitkan di jurnal Neurology ini, menunjukkan bahwa mereka yang memiliki kandungan lycopene yang tinggi di dalam darah mereka maka kecenderungan untuk terserang penyakit stroke akan menurun secara drastis.
"Penelitian ini menambah bukti bahwa mengonsumsi buah dan sayur secara rutin mampu menurunkan risiko beberapa penyakit berbahaya seperti stroke, penyakit jantung, hingga diabetes," jelas Dr Jouni Karppi dari Eastern Finland University.
Jadi masih menemukan alasan untuk tidak mengonsumsi buah dan sayur secara rutin?
Editor : Maulana Lee
As Vice Moves More to TV, It Tries to Keep Brash Voice
The live music at the Vice Media party on Friday shook the room. Shane Smith, Vice’s chief executive, was standing near the stage — with a drink in his hand, pants sagging, tattoos showing — watching the rapper-cum-chef Action Bronson make pizzas.
The event was an after-party, a happy-hour bacchanal for the hundreds of guests who had come for Vice’s annual presentation to advertisers and agencies that afternoon, part of the annual frenzy for ad dollars called the Digital Content NewFronts. Mr. Smith had spoken there for all of five minutes before running a slam-bang highlight reel of the company’s shows that had titles like “Weediquette” and “Gaycation.”
In the last year, Vice has secured $500 million in financing and signed deals worth hundreds of millions of dollars with established media companies like HBO that are eager to engage the young viewers Vice attracts. Vice said it was now worth at least $4 billion, with nearly $1 billion in projected revenue for 2015. It is a long way from Vice’s humble start as a free magazine in 1994.
But even as cash flows freely in Vice’s direction, the company is trying to keep its brash, insurgent image. At the party on Friday, it plied guests with beers and cocktails. Its apparently unrehearsed presentation to advertisers was peppered with expletives. At one point, the director Spike Jonze, a longtime Vice collaborator, asked on stage if Mr. Smith had been drinking.
“My assistant tried to cut me off,” Mr. Smith replied. “I’m on buzz control.”
Now, Vice is on the verge of getting its own cable channel, which would give the company a traditional outlet for its slate of non-news programming. If all goes as planned, A&E Networks, the television group owned by Hearst and Disney, will turn over its History Channel spinoff, H2, to Vice.
The deal’s announcement was expected last week, but not all of A&E’s distribution partners — the cable and satellite TV companies that carry the network’s channels — have signed off on the change, according to a person familiar with the negotiations who spoke on the condition of anonymity because the talks were private.
A cable channel would be a further step in a transformation for Vice, from bad-boy digital upstart to mainstream media company.
Keen for the core audience of young men who come to Vice, media giants like 21st Century Fox, Time Warner and Disney all showed interest in the company last year. Vice ultimately secured $500 million in financing from A&E Networks and Technology Crossover Ventures, a Silicon Valley venture capital firm that has invested in Facebook and Netflix.
Those investments valued Vice at more than $2.5 billion. (In 2013, Fox bought a 5 percent stake for $70 million.)
Then in March, HBO announced that it had signed a multiyear deal to broadcast a daily half-hour Vice newscast. Vice already produces a weekly newsmagazine show, called “Vice,” for the network. That show will extend its run through 2018, with an increase to 35 episodes a year, from 14.
Michael Lombardo, HBO’s president for programming, said when the deal was announced that it was “certainly one of our biggest investments with hours on the air.”
Vice, based in Brooklyn, also recently signed a multiyear $100 million deal with Rogers Communications, a Canadian media conglomerate, to produce original content for TV, smartphone and desktop viewers.
Vice’s finances are private, but according to an internal document reviewed by The New York Times and verified by a person familiar with the company’s financials, the company is on track to make about $915 million in revenue this year.
It brought in $545 million in a strong first quarter, which included portions of the new HBO deal and the Rogers deal, according to the document. More of its revenue now comes from these types of content partnerships, compared with the branded content deals that made up much of its revenue a year ago, the company said.
Mr. Smith said the company was worth at least $4 billion. If the valuation gets much higher, he said he would consider taking the company public.
“I don’t care about money; we have plenty of money,” Mr. Smith, who is Vice’s biggest shareholder, said in an interview after the presentation on Friday. “I care about strategic deals.”
In the United States, Vice Media had 35.2 million unique visitors across its sites in March, according to comScore.
The third season of Vice’s weekly HBO show has averaged 1.8 million viewers per episode, including reruns, through April 12, according to Brad Adgate, the director of research at Horizon Media. (Vice said the show attracted three million weekly viewers when repeat broadcasts, online and on-demand viewings were included.)
For years, Mr. Smith has criticized traditional TV, calling it slow and unable to draw younger viewers. But if all the deals Vice has struck are to work out, Mr. Smith may have to play more by the rules of traditional media. James Murdoch, Rupert Murdoch’s son and a member of Vice’s board, was at the company’s presentation on Friday, as were other top media executives.
“They know they need people like me to help them, but they can’t get out of their own way,” Mr. Smith said in the interview Friday. “My only real frustration is we’re used to being incredibly dynamic, and they’re not incredibly dynamic.”
With its own television channel in the United States, Vice would have something it has long coveted even as traditional media companies are looking beyond TV. Last year, Vice’s deal with Time Warner failed in part because the two companies could not agree on how much control Vice would have over a 24-hour television network.
Vice said it intended to fill its new channel with non-news programming. The company plans to have sports shows, fashion shows, food shows and the “Gaycation” travel show with the actress Ellen Page. It is also in talks with Kanye West about a show.
It remains to be seen whether Vice’s audience will watch a traditional cable channel. Still, Vice has effectively presold all of the ad spots to two of the biggest advertising agencies for the first three years, Mr. Smith said.
In the meantime, Mr. Smith is enjoying Vice’s newfound role as a potential savior of traditional media companies.
“I’m a C.E.O. of a content company,” Mr. Smith said before he caught a flight to Las Vegas for the boxing match on Saturday between Floyd Mayweather Jr. and Manny Pacquiao. “If it stops being fun, then why are you doing it?”
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.