Jadwal Paket Umroh Murah April pesawat landing Madinah

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. travel haji plus terbaik

Sebuah illustrasi :


suatu kisah ayah, anak, dan keledai yang membawa muatan bawaan mereka di atas punggungnya. Mereka mau melakukan perjalanan menuju suatu kuil. Mereka singgah di setiap kota yang mereka temui. Di kota pertama, orang disana berkata: “Hei mereka tega sekali membebani keledai mereka seberat itu!” Mendengar perkataan itu ayahnya membawa muatan yg ada di punggung keledai dan melanjutkan perjalanan ke kota kedua.


Sesampainya di kota kedua, orang mulai berkata: “Anak yang durhaka. Dia membiarkan ayahnya memikul beban seberat itu!” Mendengar hal itu, anaknya memutuskan untuk memikul beban yang dibawa oleh ayahnya dan melanjutkan perjalanan menuju ke kota ketiga.


Sesampainya di kota ketiga, orang disana berkata: ” Mereka tidak efektif. Keledai itu hanya dibawa tapi tidak digunakan sama sekali.” Sang anak mempersilakan ayahnya untuk menaiki keledai tersebut dan melanjutkan perjalanan ke kota keempat.


Ketika berada di kota keempat, seseorang di tempat itu berkata: ” Mengapa tidak menyewa keledai satu lagi untuk membawa barang bawaan?” Sang ayah akhirnya menyewa keledai satu lagi untuk membawa barang bawaan mereka dan melanjutkan perjalanan mereka sehingga sampai ke kuil.


Sesampainya di kuil, biksu disana terheran-heran dengan mereka, ” mengapa kalian sampai membawa dua keledai dalam perjalanan kalian?” Sang ayah akhirnya kesal dan berkata,” Kami melakukan apa yang menurut semua orang adalah yang terbaik. Tetapi ketika berada di kota yang berbeda, mereka terus menerus mengomentari kondisi kami sehingga kami memposisikan kondisi sesuai dengan kemauan mereka, tapi mereka selalu mengeluh, tidak bisakah semua senang dengan kondisi yang sudah kami sesuaikan? Bahkan biksupun mengomentari kondisi kami.”


Kita sering berada pada posisi "si ayah dan anak" dalam ilustrasi diatas, Berusaha menyenangkan semua orang, Mungkinkah?


Mari kita pertimbangkan hal berikut

  • Pikiran Orang Lain

Setiap manusia pasti memiliki sisi pandang terhadap objek atau manusia lain tergantung apa yang ada dipikiran manusia yang menilai, bisa menilai baik, dan bisa buruk, Apakah kita bisa mengendalikan pikiran orang lain??? dengan tegas saya katakan "tidak bisa".

Misalkan :

  1. Ketika pemerintahan berjalan baik, apakah semuanya senang? tentu tidak, karena menggangu keberadaan oposisi.
  2. Ketika Anda mampu fokus menjalankan pekerjaan anda dengan baik dan benar, apakah orang lain semuanya menilai baik? belum tentu, kolega atau bahkan atasan kita belum tentu senang karena dikhawatirkan kita meminta promosi atau kenaikan jabatan.
  3. Ketika Auditor menjalankan fungsinya dengan baik, apakah semuanya senang? sudah pasti tidak karena mengganggu "yg lain".
  • Prinsip Hidup

Prinsip hidup itu panduan, cahaya dan nilai dalam menjalankan kehidupan. Kepercayaan diri tidak terlepas dari prinsip hidup ini. Orang yang memiliki prinsip hidup pasti memiliki kepercayaan diri, sehingga tidak pernah ragu dan khawatir akan pendapat orang lain atas apa yang dilakukannya.


Intinya, jika berada dalam posisi  "si ayah dan anak" dalam ilustrasi itu, Lakukan fungsi sesuai dengan prinsip hidup. sehingga akan mudah bagi kita untuk diminta penjelasan/pertanggungjawab atas cara/sikap/tindakan kita.


''That’s it, it will be a big failure if we try to make everyone happy''

''Kunci menuju kegagalan adalah mencoba untuk menyenangkan semua orang"

-----Bill Cosby-----


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.

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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