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Bekasi, Saco-Indonesia.com - Di Pasar Blok G Tanah Abang bukan hanya dijadikan tempat prostitusi. Pada Rabu (23/1/2014) malam, sekitar pukul 23.00, 15 penjudi dibekuk Tim Reserse Kriminal Polrestro Jakarta Pusat, di pasar tersebut.

Bekasi, Saco-Indonesia.com - Di Pasar Blok G Tanah Abang bukan hanya dijadikan tempat prostitusi. Pada Rabu (23/1/2014) malam, sekitar pukul 23.00, 15 penjudi dibekuk Tim Reserse Kriminal Polrestro Jakarta Pusat, di pasar tersebut.

Kasat Reskrim Polres Jakarta Pusat Ajun Komisaris Besar Tatan Dirsan Atmaja mengatakan, para penjudi itu memakai satu kios di lantai 1 Pasar Blok G Tanah Abang.

"Perjudian digelar di salah satu kios di lantai 1 Pasar Blok G Tanah Abang, tapi di dalamnya itu ada lima lapak untuk tempat bermain judi," kata Tatan.

Tatan menjelaskan, ada sekitar 25 anggota Reskrim Polres Jakarta Pusat yang menggerebek arena judi yang berukuran 1,5x2 meter persegi itu.

"Jenis permainan domino yang digelar. Untuk besaran taruhan bervariasi, mulai dari Rp 20.000 hingga Rp 200.000 sekali pasang. Omzet perjudiannya itu bisa mencapai belasan juta rupiah," ujar Tatan lagi.

Dari tangan 15 penjudi itu, petugas menyita barang bukti berupa tiga kartu domino serta meja kecil dijadikan tempat bermain kartu, serta uang pecahan Rp 20.000 hingga Rp 50.000 sebanyak Rp 676.000.

Menanggapi kejadian ini, Direktur PD Pasar Jaya Djangga Lubis mengatakan, para pemain judi yang ditangkap di pihak kepolisian bukan di Pasar Blok G, melainkan di luar sekitar pasar.

"Penangkapan kemarin itu bukan di pasarnya, melainkan di bagian luar. Kalau di kios-kios Pasar Blok G memang banyak yang main domino, tapi tidak memakai uang. Hal itu pula sudah kita laporkan ke atasan," kata Djangga.

Meski begitu, ke depannya, Djangga akan memperketat penjagaan dan pengawasan Pasar Blok G dari aksi perjudian dan maraknya PSK. Saat ini, dia akan melakukan pengawasan selama jam buka dan tutup Pasar Blok G.

Petugas keamanan yang disewa untuk menjaga Pasar Blok G Tanah Abang merupakan pihak outsourcing. "Sekarang kita senang ada penertiban ini. Sekarang kita akan awasi. Kita tadinya mau memberlakukan jam buka-tutup, tapi terkendala pada pedagang sayuran di sana," ujarnya.

Sumber : Kompas.com

Editor : Maulana Lee

saco-indonesia.com, Warga Perumahan Dewata Permai, Desa Sading, Kecamatan Mengwi, Badung, Bali, telah dikejutkan dengan temuan u

saco-indonesia.com, Warga Perumahan Dewata Permai, Desa Sading, Kecamatan Mengwi, Badung, Bali, telah dikejutkan dengan temuan ular sanca sepanjang 2,7 meter tak jauh dari permukiman mereka.
 
Hewan berbisa itu telah ditemukan tersangkut pancing yang sengaja dipasang warga lantaran sebelumnya telah menduga hewan tersebut berkeliaran di saluran irigasi di depan perumahan.
 
"Sehari sebelumnya, waktu mencari ayam piaraan saya, di sekitar lokasi, kok terdengar ada bunyi dan gerakan hewan seperti biawak bergerak cepat di saluran irigasi, " kata Budiono, warga perumahan, Selasa (4/2/2014).
 
Lantaran penasaran, dia langsung mencari ke mana hewan tersebut lari namun tidak kunjung ditemukan. Karena telah meyakini ada hewan berbahaya di sekitar tempat tinggal, sehingga Budiono telah memutuskan menangkapnya. Apalagi, anak-anak kerap bermain di sekitar lokasi untuk sekedar mencari ikan dan aktivitas lainnya.
 
Dipasanglah pancing di sekitar saluran air yang cukup jernih dengan dua mata pancing.

"Saya umpankan daging ayam, ketika saya cek lagi ke lokasi, ternyata hewan itu ular yang cukup panjang yang tersangkut pancing," imbuh pria asal Mojokerto, Jawa Timur itu.
 
Akhirnya, warga beramai-ramai untuk menangkap ular sanca atau phyton dengan warna warni hitam kecoklatan, abu-abu dengan bintik putih yang masih hidup. Setelah dengan susah payah mengeluarkan mata pancing yang menancap di leher ular, binatang melata itu kemudian diamankan dimasukkan karung. Binatang bersisik itu setelah diukur panjangnya mencapai 2,7 meter dan beratnya sekira 4,2 kilogram.
 
Temuan ular itu karuan telah menjadi tontonan warga perumahan terlebih anak-anak yang terlihat penasaran dengan hewan berbahaya itu. Setelah dipastikan aman, tak sedikit anak-anak tertarik sekedar memegang, mengelus tubuh ular tersebut. "Kalau tidak ditangkap, sangat membahayakan, apalagi anak-anak sering bermain di lokasi," jelasnya.
 
Untuk sementara, ular yang sudah terluka parah terkena pancing telah diamankankan oleh warga. Apakah nantinya akan dipelihara atau dijual, kata Budiono masih akan melihat perkembangan.


Editor : Dian Sukmawati

Mr. Pfaff was an international affairs columnist and author who found Washington’s intervention in world affairs often misguided.

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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