Paket Promo Haji di Surabaya 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.

Paket Promo Haji di Surabaya 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.

Paket Promo Haji di Surabaya

saco-indonesia.com, Banyak orang yang telah bingung ketika saat menghidupkan mesin kendaraannya tiba-tiba ngadat. Hal ini bisa t

saco-indonesia.com, Banyak orang yang telah bingung ketika saat menghidupkan mesin kendaraannya tiba-tiba ngadat. Hal ini bisa telah terjadi karena berbagai hal, salah satunya adalah karena aki yang sudah tidak berfungsi dengan baik. Aki juga merupakan sumber energi yang biasanya digunakan untuk alat-alat elektronik, kendaraan dan lain sebagainya. Aki itu sendiri telah terbagi menjadi dua yaitu aki basah dan aki kering. Tentunya keduanya juga telah memiliki kelebihan dan kekurangannya sendiri-sendiri. Jika Aki basah dibutuhkan perawatan yang lebih telaten dibandingkan dengan aki kering, tetapi jika kita tahu cara merawat aki basah, maka aki basah akan mempunyai umur yang lebih lama jika dibandingkan aki kering.

Sebagai salah satu sumber kelistrikan pada kendaraan, tentunya kita juga tidak ingin aki kendaraan kita gampang mati. Karena itu disini kita akan mengulas salah satunya saja, yaitu bagaimana cara untuk merawat aki basah agar awet dan bisa dipakai dalam kurun waktu yang lama.
Cara Merawat Aki Basah Yang Benar

Langkah-langkah cara merawat aki basah :

    Anda jangan malas untuk selalu memeriksa air aki. Pemeriksaan juga bisa dilakukan secara berkala, dan air aki juga harus lebih tinggi dari batas Low dan juga berada di bawah batas Upper Level.
    Tambah air aki jika air aki sudah berkurang dan berada di bawah level Low. Gunakan air aki biasa, jangan menggunakan air aki zuur, karena air aki zuur telah digunakan saat pertama saja.
    Penambahan air aki sebaiknya pada pagi hari sebelum mesin dinyalakan.
    Penggunaan arus listrik Aki juga harus sewajarnya. Anda juga harus membatasi pemakaian arus sesuai kapasitas dari aki yang digunakan, karena jika over maka aki akan mudah mati.
    Hati-hati terhadap hubungan pendek antara kutub positif dan negatif, karena hal tersebut juga bisa menyebabkan kerusakan pada sel aki.
    Periksa katup krem yang ada di aki, jika Anda telah mendapati dalam keadaan longgar maka segera kencangkan.
    Aki yang telah mendapat goncangan terlalu keras juga dapat mempengaruhi umur aki tersebut, maka pastikan aki terlindungi dengan memperhatikan penjepit aki/braket aki tetap kokoh.
    Bersihkan aki dari debu dan berikan sedikit gemuk pada kutupnya agar tidak mudah berkarat atau berjamur.
    Periksa secara keseluruhan fisik aki, apakah ada keretakan pada fisik, plug aki yang tidak tertutup dengan baik dan juga jangan lupa memperhatikan bagian ventplug, mampet atau tidaknya.


Editor : Dian Sukmawati

saco-indonesia.com, Jual Notebook Murah Banyak dari penjual notebook, atau laptop yang juga mengatakan jual notebook murah

saco-indonesia.com,

Jual Notebook Murah

Banyak dari penjual notebook, atau laptop yang juga mengatakan jual notebook murah, itu juga memang benar karena pastinya para penjual itu juga punya alasan tersendiri, sehingga berani menjual notebook nya dengan harga yang murah. salah satunya alasan para penjual notebook dengan harga murah itu karena para penjual itu adalah distributornya sendiri, sehingga berani untuk menjual notebooknya dengan harga distributor.

Dan fgc rentalindo adalah salah satu distributor yang telah menjual notebooknya dengan harga distributor. Selain itu notebook murah ini juga tergantung dari kualitas dan merk, untuk itu fgc rentalindo telah menjual dan menyewakan laptop dan notebook dengan harga yang terjangkau. dan bisa di bilang lebih murah.

Adapun komputer dan laptop harga murah dari berbagai merk seperti Acer, Toshiba dan Asus,tipe ultrabook dan gaming.


Editor : Dian Sukmawati

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.

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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.

Over the last five years or so, it seemed there was little that Dean G. Skelos, the majority leader of the New York Senate, would not do for his son.

He pressed a powerful real estate executive to provide commissions to his son, a 32-year-old title insurance salesman, according to a federal criminal complaint. He helped get him a job at an environmental company and employed his influence to help the company get government work. He used his office to push natural gas drilling regulations that would have increased his son’s commissions.

He even tried to direct part of a $5.4 billion state budget windfall to fund government contracts that the company was seeking. And when the company was close to securing a storm-water contract from Nassau County, the senator, through an intermediary, pressured the company to pay his son more — or risk having the senator subvert the bid.

The criminal complaint, unsealed on Monday, lays out corruption charges against Senator Skelos and his son, Adam B. Skelos, the latest scandal to seize Albany, and potentially alter its power structure.

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Preet Bharara, the United States attorney in Manhattan, discussed the case involving Dean G. Skelos and his son, Adam. Credit Eduardo Munoz/Reuters

The repeated and diverse efforts by Senator Skelos, a Long Island Republican, to use what prosecutors said was his political influence to find work, or at least income, for his son could send both men to federal prison. If they are convicted of all six charges against them, they face up to 20 years in prison for each of four of the six counts and up to 10 years for the remaining two.

Senator Kenneth P. LaValle, of Long Island, who serves as chairman of the Republican conference, emerged from a closed-door meeting Monday night to say that conference members agreed that Mr. Skelos should be benefited the “presumption of innocence,” and would stay in his leadership role.

“The leader has indicated he would like to remain as leader,” said Mr. LaValle, “and he has the support of the conference.” The case against Mr. Skelos and his son grew out of a broader inquiry into political corruption by the United States attorney for the Southern District of New York, Preet Bharara, that has already changed the face of the state capital. It is based in part, according to the six-count complaint, on conversations secretly recorded by one of two cooperating witnesses, and wiretaps on the cellphones of the senator and his son. Those recordings revealed that both men were concerned about electronic surveillance, and illustrated the son’s unsuccessful efforts to thwart it.

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Adam Skelos took to using a “burner” phone, the complaint says, and told his father he wanted them to speak through a FaceTime video call in an apparent effort to avoid detection. They also used coded language at times.

At one point, Adam Skelos was recorded telling a Senate staff member of his frustration in not being able to speak openly to his father on the phone, noting that he could not “just send smoke signals or a little pigeon” carrying a message.

The 43-page complaint, sworn out by Paul M. Takla, a special agent for the Federal Bureau of Investigation, outlines a five-year scheme to “monetize” the senator’s official position; it also lays bare the extent to which a father sought to use his position to help his son.

The charges accuse the two men of extorting payments through a real estate developer, Glenwood Management, based on Long Island, and the environmental company, AbTech Industries, in Scottsdale, Ariz., with the expectation that the money paid to Adam Skelos — nearly $220,000 in total — would influence his father’s actions.

Glenwood, one of the state’s most prolific campaign donors, had ties to AbTech through investments in the environmental firm’s parent company by Glenwood’s founding family and a senior executive.

The accusations in the complaint portray Senator Skelos as a man who, when it came to his son, was not shy about twisting arms, even in situations that might give other arm-twisters pause.

Seeking to help his son, Senator Skelos turned to the executive at Glenwood, which develops rental apartments in New York City and has much at stake when it comes to real estate legislation in Albany. The senator urged him to direct business to his son, who sold title insurance.

After much prodding, the executive, Charles C. Dorego, engineered a $20,000 payment to Adam Skelos from a title insurance company even though he did no work for the money. But far more lucrative was a consultant position that Mr. Dorego arranged for Adam Skelos at AbTech, which seeks government contracts to treat storm water. (Mr. Dorego is not identified by name in the complaint, but referred to only as CW-1, for Cooperating Witness 1.)

Senator Skelos appeared to take an active interest in his son’s new line of work. Adam Skelos sent him several drafts of his consulting agreement with AbTech, the complaint says, as well as the final deal that was struck.

“Mazel tov,” his father replied.

Senator Skelos sent relevant news articles to his son, including one about a sewage leak near Albany. When AbTech wanted to seek government contracts after Hurricane Sandy, the senator got on a conference call with his son and an AbTech executive, Bjornulf White, and offered advice. (Like Mr. Dorego, Mr. White is not named in the complaint, but referred to as CW-2.)

The assistance paid off: With the senator’s help, AbTech secured a contract worth up to $12 million from Nassau County, a big break for a struggling small business.

But the money was slow to materialize. The senator expressed impatience with county officials.

Adam Skelos, in a phone call with Mr. White in late December, suggested that his father would seek to punish the county. “I tell you this, the state is not going to do a [expletive] thing for the county,” he said.

Three days later, Senator Skelos pressed his case with the Nassau County executive, Edward P. Mangano, a fellow Republican. “Somebody feels like they’re just getting jerked around the last two years,” the senator said, referring to his son in what the complaint described as “coded language.”

The next day, the senator pursued the matter, as he and Mr. Mangano attended a wake for a slain New York City police officer. Senator Skelos then reassured his son, who called him while he was still at the wake. “All claims that are in will be taken care of,” the senator said.

AbTech’s fortunes appeared to weigh on his son. At one point in January, Adam Skelos told his father that if the company did not succeed, he would “lose the ability to pay for things.”

Making matters worse, in recent months, Senator Skelos and his son appeared to grow wary about who was watching them. In addition to making calls on the burner phone, Adam Skelos said he used the FaceTime video calling “because that doesn’t show up on the phone bill,” as he told Mr. White.

In late February, Adam Skelos arranged a pair of meetings between Mr. White and state senators; AbTech needed to win state legislation that would allow its contract to move beyond its initial stages. But Senator Skelos deemed the plan too risky and caused one of the meetings to be canceled.

In another recorded call, Adam Skelos, promising to be “very, very vague” on the phone, urged his father to allow the meeting. The senator offered a warning. “Right now we are in dangerous times, Adam,” he told him.

A month later, in another phone call that was recorded by the authorities, Adam Skelos complained that his father could not give him “real advice” about AbTech while the two men were speaking over the telephone.

“You can’t talk normally,” he told his father, “because it’s like [expletive] Preet Bharara is listening to every [expletive] phone call. It’s just [expletive] frustrating.”

“It is,” his father agreed.

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