Paket Umroh bulan Januari

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. umroh desember Medan Satria

Bekasi, Saco-Indonesia.com - Kepala Dinas Pariwisata dan Kebudayaan DKI Jakarta Arie Budhiman mengatakan, masyarakat dan turis dapat menggunakan bus tingkat wisata tanpa menggunakan tiket. Meskipun gratis, tetap ada pengelolaan tiket. Tiket dapat diperoleh di pusat perbelanjaan maupun hotel.

"Evaluasi tiga bulan pertama tanpa tiket, belum pakai tiket gratis," kata Arie di Balaikota Jakarta, Kamis (16/1/2014).

Siang tadi, bus tingkat wisata itu telah resmi dikenalkan kepada publik di Bundaran Hotel Indonesia (HI). Adapun uji coba pengoperasiannya akan dilaksanakan pada akhir pekan ini. Untuk beroperasional secara utuh, Arie menargetkan dapat terealisasi pada akhir Januari.

Kini lima unit bus tingkat wisata itu ditempatkan di pul Cawang. Untuk memulai perjalanan, semua bus tingkat wisata akan parkir di silang barat daya Monas. Pada pukul 09.00 WIB, kelima bus tingkat wisata itu akan mengelilingi Jakarta. Waktu tempuh tiap bus berjarak 30 menit.

Bus-bus wisata itu akan menempuh dua rute. Rute pertama melewati Bundaran HI-Medan Merdeka Barat-Harmoni-Juanda-Gedung Kesenian Jakarta-Gereja Katedral-Masjid Istiqlal-Juanda-Medan Merdeka Utara-Istana Negara-Balaikota-MH Thamrin-Bundaran HI. Adapun rute melalui Bundaran HI-Sudirman-Semanggi-Gatot Subroto-Hotel Sultan-JCC-TVRI-Hotel Mulia-Senayan (Plaza Senayan dan Senayan City-Patung Pemuda-Sudirman-Semanggi-Bundaran HI. Sepanjang rute tersebut, akan ada 10 titik pemberhentian. Di setiap halte tersebut, bus akan berhenti selama satu menit.

Bus tingkat yang didominasi warna ungu dan hijau muda tersebut memiliki panjang 13,5 meter, lebar 2,5 meter, dan tinggi 4,2 meter. Desain double decker lengkap dengan tulisan "Wisata Keliling Ibukota!" dan "City tour Jakarta". Huruf R dan J dalam kalimat city tour Jakarta dibuat menyambung jadi satu. Adapun di bagian belakang terdapat slogan "Enjoy Jakarta". Tak hanya itu, bus double decker itu juga memiliki gambar-gambar Monas, Ondel-ondel, patung Pancoran, patung selamat datang, dan lain-lain.

Warna ungu dan hijau muda sengaja dipilih agar bus itu memiliki ciri khas sendiri dibanding bus sedang lainnya. Warna merah, misalnya, menjadi ciri khas warna bus transjakarta, metromini berwarna oranye, dan bus kopaja berkelir hijau.

Setiap unit bus tingkat wisata berkapasitas 60 tempat duduk dan dua di antaranya diperuntukkan bagi penyandang difabel. Deck dan pintu sengaja dibuat pendek dan berada di sebelah kiri agar ramah untuk kaum difabel dan orang tua. Spesifikasi lain yang membuat bus ini ramah kaum difabel adalah melintas di jalur lambat, bukanlah busway.

Double decker Jakarta berbeda dari bus tingkat di London, Inggris. Atap paling atasnya dibuat tertutup sebab iklim Jakarta berbeda dari London. Di samping itu, faktor kesehatan menjadi unsur penting yang menjadi pertimbangan. Beberapa fasilitas yang dimiliki double decker, seperti pendingin udara, pengeras suara, CCTV, lengkap dengan petugas guide. Di tiap bus akan ada tiga awak, yakni pengemudi, pramuwisata, dan keamanan.

"Dengan adanya bus ini, Jakarta punya daya tarik yang berbeda. Mudah-mudahan Jakarta semakin menarik dan dikunjungi wisatawan," kata Arie.

Sumber : kompas.com

Editor : Maulana Lee

Tiga Bulan Pertama, Uji Coba Bus Tingkat Wisata Tanpa Tiket

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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