Biaya Ibadah Haji 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.

Biaya Ibadah Haji 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. Biaya Ibadah Haji di Jakarta Pusat

Bakasi, Saco-Indonesia.com — Sejumlah penyidik Komisi Pemberantasan Korupsi (KPK) mendatangi Gedung DPR, Kamis (16/1/2014). Para petugas menggunakan rompi berwarna krem dengan tulisan di bagian belakang "KPK". Mereka langsung menuju ruang anggota Fraksi Partai Demokrat, Sutan Bhatoegana di lantai 9 nomor 0905, dan Tri Yulianto di lantai 10 nomor 1013, di Gedung Nusantara I DPR.

Dari informasi yang dihimpun, penyidik KPK tiba sekitar pukul 10.00 WIB. Wartawan yang sempat terkecoh tak diberikan kesempatan untuk mengambil gambar suasana penggeledahan.

Hingga berita ini ditayangkan, penggeledahan masih berlangsung. Lorong menuju ruang Tri Yulianto dijaga seorang petugas pengamanan dalam Gedung Parlemen. Tampak pula seorang anggota Brimob yang turut berjaga dengan dilengkapi senjata laras panjang.

KOMPAS.com/Indra Akuntono Ketua DPP Partai Demokrat Sutan Bhatoegana

Tak diperoleh informasi lebih jauh terkait penggeledahan ini. Diduga, penggeledahan terkait kasus dugaan suap di SKK Migas yang menjerat mantan Kepala Satuan Kerja Khusus Pelaksana Kegiatan Usaha Hulu Minyak dan Gas (SKK Migas) Rudi Rubiandini.

Disebut terima uang

Sebelumnya, Sutan Bhatoeganadisebut menerima uang 200.000 dollar AS dari Rudi. Hal itu terungkap dalam dakwaan Rudi yang dibacakan Jaksa Penuntut Umum Komisi Pemberantasan Korupsi di Pengadilan Tindak Pidana Korupsi Jakarta, Selasa (7/1/2014).

Jaksa Riyono menjelaskan, uang yang diserahkan ke Sutan merupakan bagian dari 300.000 dollar AS yang diterima Rudi dari bos Kernel Oil Singapura Widodo Ratanachaitong.

"Uang 300.000 dollar AS tersebut, menurut terdakwa, diberikan kepada Sutan Bhatoegana melalui Tri Yulianto sebesar 200.000 dollar AS di sebuah toko di Jalan MT Haryono, Jakarta Selatan," kata Riyono.

Riyono memaparkan, uang 300.000 dollar AS diterima Rudi dari Deviardi pada tanggal 26 Juli 2013 di Gedung Plasa Mandiri Gatot Subroto, Jakarta Selatan.

Adapun Deviardi menerima uang itu dari anak buah Widodo, Simon Gunawan Tanjaya. Setelah itu, sisa uang tersebut disimpan oleh Rudi dalam safe deposit box Bank Mandiri. Sutan pernah diperiksa KPK terkait pemberian uang itu. Dia membantah Komisi VII DPR RI meminta tunjangan hari raya (THR) kepada Rudi.

Sumber : kompas.com

Editror :Maulana Lee

KPK Geledah Ruangan Kerja Sutan Bhatoegana dan Tri Yulianto

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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