Agen Haji dan Umroh Profesional di Jakarta Barat 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.

Agen Haji dan Umroh Profesional di Jakarta Barat 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. Agen Haji dan Umroh Profesional di Jakarta Barat

Bekasi, Saco-Indonesia.com — Dengan adanya Badan Kerja Sama Antarprovinsi dinilai belum efektif. Lembaga ini diharapkan mampu menyelesaikan persoalan Jakarta dan sekitarnya, seperti banjir dan kemacetan. Kenyataannya, belum ada hasil signifikan setelah selama lebih dari tiga dekade terbentuk.

Badan Kerja Sama Antarprovinsi (BKSP) terdiri dari Pemprov DKI Jakarta, Banten, dan Jawa Barat. Lembaga ini diketuai gubernur secara bergiliran dan dijalankan kepala sekretariat eselon II-B. Wakil Gubernur DKI Jakarta Basuki Tjahaja Purnama menilai, mereka yang duduk dalam BKSP seharusnya memiliki kewenangan lebih.

”Selama ini, mereka yang duduk di sana merasa menjadi orang buangan. Saya pikir lebih efektif jika persoalan antarwilayah diselesaikan dengan membentuk panitia sementara yang dikoordinasi Menteri Pekerjaan Umum,” kata Basuki, Rabu (15/1), di Jakarta.

Dia mengusulkan agar badan seperti ini ditiadakan saja. Sebab, selain memboroskan anggaran, badan ini juga tidak efektif menyelesaikan persoalan besar Jakarta dan sekitarnya. Pada perjalanannya, BKSP juga tidak mampu menjawab persoalan sektoral di setiap wilayah. Buktinya, pemerintah daerah yang tergabung dalam lembaga itu belum satu visi, terutama dalam penanganan banjir.

Sebelumnya, Direktur Jenderal Sumber Daya Air Kementerian Pekerjaan Umum Mohammad Hasan mengatakan, kerja sama antara Kementerian Pekerjaan Umum langsung dan daerah tertentu, seperti DKI, cukup membuahkan hasil. Kerja sama seperti pembagian tugas dalam normalisasi sungai, pihaknya menjalankan proyek fisik dan DKI membebaskan lahan, berjalan cukup lancar.

DKI juga dianggap proaktif menjalankan tugasnya, seperti perbaikan situ/waduk. Akan tetapi, nasib situ/waduk di daerah lain hingga kini masih mengenaskan. Masalah ini menjadi perhatian Hasan meskipun ia susah berbuat banyak karena revitalisasi situ/waduk berada di tangan pemerintah daerah.

”Namun akan tetap kami upayakan agar situ/waduk di sekitar Jakarta tetap berjalan baik revitalisasinya,” kata Hasan.

Ultimatum warga bantaran

Terkait tersendatnya normalisasi kali, Basuki memberi ultimatum kepada warga yang tinggal di bantaran sungai. Setelah satu tahun ke depan, warga harus bersedia meninggalkan tempat tinggalnya. Sejalan dengan itu, Pemprov DKI mempercepat pembangunan rumah susun sewa di sejumlah wilayah.

”Ini tahun terakhir. Mohon maaf kepada orang yang tinggal di pinggiran sungai, saya pasti gusur Anda. Kami selama ini menahan karena tidak ingin dianggap melanggar HAM (hak asasi manusia). Nanti kami lakukan relokasi, silakan jika masih dianggap melanggar HAM,” kata Basuki.

Untuk mengurangi dampak banjir, Pemprov DKI bekerja sama dengan pemerintah pusat mulai normalisasi Kali Pesanggrahan, Angke, dan Sunter. Namun, program ini terkendala pembebasan lahan. Warga yang tinggal di bantaran kali tidak bersedia pindah dengan alasan yang beragam.

Sampai akhir 2013, pembebasan lahan di Kali Pesanggrahan, Jakarta Selatan, belum berjalan lancar. Pembebasan lahan baru bisa dilakukan di empat dari sembilan kelurahan. Di empat kelurahan tersebut terdapat sembilan bidang tanah seluas 24.969 meter persegi yang sudah dibebaskan. Nilai tanah yang dibebaskan itu Rp 42,821 miliar.

Lahan yang belum dibebaskan di Kali Pesanggrahan sepanjang 28 kilometer. Adapun pembebasan lahan di Kali Angke dan Sunter masih tahap pematokan lahan dan negosiasi harga.

Jalin kerja sama

Pemerintah Kabupaten dan Kota Tangerang berinisiatif melakukan kerja sama dalam antisipasi, menanggulangi, dan merencanakan desain daerah bebas banjir. Langkah itu diambil mengingat kerja sama Jabodetabek hingga saat ini belum ada realisasinya.

”Kerja sama ini baru terjalin antara Kabupaten dan Kota Tangerang. Sejauh ini kerja sama dengan Tangerang Selatan belum dijajaki. Ke depannya, kami akan menjajaki kerja sama dengan Tangerang Selatan dan Pemprov Banten,” kata Bupati Tangerang Ahmed Zaki Iskandar, Rabu.

Sementara itu, meskipun telah dilarang berjualan di tepi dinding Kanal Barat, sejumlah pedagang tetap nekat memasang tenda. Ratna Kumala (37), warga RT 014 RW 004, Petamburan, Jakarta Pusat, misalnya, Rabu, mendirikan tenda. Saminem, warga RT 001 RW 007, Kelurahan Bendungan Hilir, Pejompongan, Jakarta Pusat, berharap ia dibolehkan lagi membuka warung nasi di tepi dinding Kanal Barat.

Sumber : kompas.com

Editor : Maulana Lee

Ibu Kota Jakarta, Banten, dan Jawa Barat Tak Satu Visi Tangani Banjir

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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