biaya haji plus

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. paket haji Sawangan

Kita baru saja melewati momen yang cukup besar terutama bagi Umat Islam yaitu Idul Adha sebagai hari Yang lebih besar dari Idul Fitri dan Ibadah Haji bagi yang mampu dan mendapat kuota haji tahun ini.

Ada pelajaran menarik yang dapat kita tadabburi pada momen besar itu karena ia akan sangat erat kaitannya dengan kehidupan kita sehari-hari apalagi kita sebagai makhluk yang selalu bersosialisasi dan bermasyarakat.

Momen haji sebetulnya bukan hanya untuk menunaikan rukun Islam yang ke lima tetapi ia memiliki makna mendalam untuk mempertebal keimanan dan memperteguh ketaqwaan kepada sang Khaliq Harapan setiap jamah haji pasti ingin mendapatkan derajat tertinggi di mata ALLAH yaitu haji maqbul (diterima) dan haji Mabrur.

Jika kita amati setiap moment haji dilihat dari segi jamaah dapat kita bagi menjadi tiga golongan
Golongan yang pertama adalah Jamaah yang memiliki tujuan Pragmatis yaitu para jamaah yang semata-mata ingin memanfaatkan tempat-tempat yang mustajab atau tempat berdoa yang mendapat jaminan untuk dikabulkan seperti Kawasan Masjidil Haram, Padang Arafah, Muzdalifah , Jamarat dan Masjid Nabawi untuk menyampaikan doa-doa yang berhubungan dengan masalah duniawiyah seperti pekerjaan, jodoh, rezeki, dll.
Golongan yang kedua adalah Golongan yang ingin mencari status sosial dan mencari gelar haji bahkan Tidak jarang para jamaah memiliki motivasi berlebihan dalam meningkatkan status sosial mereka karena mayoritas umat Islam di Indonesia sangat menghormati orang-orang yang sudah melaksanakan Ibadah haji bahkan tidak jarang di antara mereka menjual harta benda satu-satunya seperti rumah, tanah, perhiasan dan lain sebagainya untuk biaya menunaikan Ibadah haji .ada juga yang melakukan transaksi dan melakukan perniagaan selama berada di tanah suci untuk mengembalikan modal atau sekadar mencari tambahan untuk biaya menunaikan rukun Islam yang kelima itu.
Golongan yang ketiga adalah golongan yang murni untuk Ibadah dan menjawab panggilan Allah sebagai bentuk pengabdian yang paling tinggi setelah mengalakan rukun Islam dan rukun Iman secara sempurna dalam kehidupan sehari-hari sehingga setiap rangkaian Proses ibadah haji dilakukan secara menyeluruh dengan ikhlas dan hanya mengharap ridha dari Allah.

Jika kita perdalam makna haji yang sesungguhnya ternyata di dalamnya terkandung makna yang begitu luar Biasa kita diminta untuk mengamati syariat Islam mulai dari segi Ibadah dan juga muamalah

Jika dilihat dari segi Ibadah para jamaah diharapkan untuk mengamati dan mengamalkan segala bentuk tata cara Ibadah yang diajarkan oleh Rasulullah secara langsung dan masih berlanjut serta diamalkan secara turun temurun sampai hari ini ditempat yang sama ,artinya segala bentuk ibadah dan tata caranya selama kita melakukan ibadah haji seperti shalat yang dilakukan di Masjidil Haram harus juga kita Praktekkan dalam kehidupan sehari-hari ,ketika melaksanakan ibadah haji kita diharuskan untuk beribadah mengikuti syariat dan menjauhi perkara yang bid’ah kemudian ketika kembali ke tanah air masing-masing hendaknya itupun diamalkan dan diajarkan oleh jamaah Haji kepada masyarakat ,minimal kepada keluarga sendiri tapi yang terjadi kebanyakan masyarakat kita setelah selesai melaksanakan Ibadah haji ia kembali kepada tata cara ibadah yang bercampur dengan budaya sebagaimana ia belum melaksanakan ibadah haji bahkan tidak jarang perkara bid’ah semakin banyak ia kerjakan .

Dari sisi muamalah kita diminta untuk melakukan komunikasi lintas etnik dan meningkatkan kepedulian sosial serta tidak membeda-bedakan antara suku yang satu dengan yang lain, antara strata sosial, pangkat dan jabatan apapun karena semua itu nilainya sama di sisi Allah, tinggal tingkat keimanan dan keluasan Ilmu yang dimiliki sajalah yang menjadi pembeda di mata Allah.

Jika dari sisi Ibadahnya bisa baik dan seluruh rukun Islam dan rukun Iman bisa dijalankan dan mampu diamalkan dalam kehidupan sehari hari sesuai tuntunan Rasulullah SAW dan dikuatkan lagi dari sisi Muamalah yang disebutkan di atas maka Insya Allah para jamaah haji akan mendapat Predikat Haji yang Mabrur. Wallahu A’lam.

Sumber: http://www.dakwatuna.com

Baca Artikel Lainnya : MASJID PERTAMA YANG DI BANGUN RASULULLAH

MUAMALAH SETELAH IBADAH HAJI

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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