Travel Ibadah Haji November 2015 di Jakarta Utara 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.

Travel Ibadah Haji November 2015 di Jakarta Utara 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. Travel Ibadah Haji November 2015 di Jakarta Utara

Saco-Indonesia.com - Hilangnya pesawat Malaysia Airlines MH370 saat mengudara di atas Laut China Selatan mengejutkan banyak pihak. Pesawat yang tengah melakukan penerbangan menuju Beijing, China ini tak pernah sampai ke tempat tujuan.

Tujuh negara di dunia lantas ikut memberi bantuan, berbagai armada kapal perang maupun pesawat militer pun ikut dikerahkan. Namun, sejak dikabarkan menghilang pada Minggu (9/2) lalu, tim SAR belum berhasil menemukan tanda-tanda jatuhnya pesawat itu.

Ternyata, proses pencarian itu tak hanya melibatkan tim SAR yang dikerahkan dari tujuh negara. Seorang dukun terkenal asal Malaysia pun ikut melibatkan diri dalam pencarian tersebut.

Adalah Ibrahim Mat Zin, pria berusia 80 tahun. Lengkap dengan jas dan dasi warna merah melakukan ritual di pintu masuk ruang VIP Bandara Internasional Kuala Lumpur (KLIA). Pemandangan ini menjadi perhatian setiap orang dan calon penumpang yang berada di dalam bandara. Sejumlah media setempat pun ikut meliput.

Bermodalkan bambu dan replika pesawat yang terbuat dari rotan, Ibrahim lantas melakukan ritual singkat. Melalui teropong bambu, dia menyatakan pesawat itu terjebak di alam gaib.

"Saya tidak dapat menjelaskan secara terperinci soal keselamatan mereka (penumpang), tetapi percaya pesawat itu mungkin berada antara dua alam atau disembunyikan di alam gaib," kata dia.

Lalu siapakah Ibrahim Mat Zin?

Penelusuran merdeka.com, Ibrahim memiliki gelar Datok Mahaguru. Tak hanya itu, ia juga menyandang gelar Raja Dukun di Malaysia.

Raja dukun ini mengklaim telah berpengalaman 50 tahun di dunia gaib. Namanya mulai dikenal masyarakat Malaysia ketika menawarkan bantuan pencarian korban pada sejumlah kasus besar, di antaranya runtuhnya Highland Tower, banjir Kuala Dipang dan kasus pembunuhan pakar politik yang melibatkan Mona Fendy.

Melalui aku facebook miliknya, Ibrahim mengaku mendapatkan keahliannya dari sebuah ritual khusus saat masih berusia 10 tahun, yakni melalui tujuh ujian berat.

Cara pertama yang dilakukannya adalah melakukan pertapaan selama 100 hari. Selama pertapaan itu, dia diwajibkan memakan jagung sehari sepotong serta seteguk air zam-zam yang keluar dari dalam gua.

Selama pertapaannya, Ibrahim mendapat tujuh godaan, yakni munculnya berbagai binatang, seperti katak, ular, kalajengking, beruang, harimau dan naga. Selama pertapaannya, sempat muncul sesosok perempuan cantik yang sedang menikmati masakan lezat.

"Kalau (ikut) makan, batal pertapaan itu," tulis Ibrahim.

Tak hanya memperkenalkan diri melalui Facebook, Ibrahim juga rajin membuat video tentang dirinya sendiri. Video tersebut diunggahnya di situs berbagi Youtube.

Salah satu videonya yang berjudul 'Jasa & Bakti Raja Bomoh Kepada Negara Malaysia' itu, Ibrahim mengaku sudah berbakti pada negerinya sejak 1949. Dia mengklaim ramalannya soal kemenangan Barisan Nasional pada pemilu di Malaysia terbukti.

 

Editor : Maulana Lee

Sumber : merdeka.com

Ini sosok Ibrahim Mat Zin, raja dukun di Malaysia yang sakti

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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