Sungai Musi telah mempunyai panjang 750 km dan juga merupakan sungai terpanjang di Pulau Sumatera. Sejak masa Kerajaan Sriwijaya, sungai Musi ini telah terkenal sebagai sarana transportasi utama masyarakat. Di tepi Sungai Musi juga terdapat Pelabuhan Boom Baru dan Museum Sultan Mahmud Badaruddin II.
Sungai Musi telah membelah Kota Palembang menjadi 2 bagian. Seberang Ilir di bagian Utara dan seberang Ulu di bagian Selatan. Mata airnya bersumber dari Kepahiang, Bengkulu. Sungai ini juga merupakan muara sembilan anak sungai besar, yaitu Sungai Komering, Rawas, Batanghari, Leko, Lakitan, Kelingi, Lematang, Semangus, dan Sungai Ogan. Sungai Musi penting bagi masyarakat Palembang karena sebagai salah satu alternatif sarana transportasi. Hal ini telah dilihat dari banyaknya perahu motor yang mondar-mandir membawa penumpang yang ingin menyeberang.
Biasanya pengunjung telah berdatangan ke Objek Wisata Sungai Musi Palembang pada sore hari hingga malam hari untuk dapat menyaksikan matahari terbenam dan suasan malam yang diterangi lampu-lampu di sekitar sungai. Pada malam minggu atau malam liburan lainnya, biasanya jumlah pengunjung yang mengunjungi Jembatan Ampera dan sekitarnya akan lebih banyak.
Objek Wisata Sungai Musi Palembang telah menjadi tempat rekreasi untuk tua muda dan anak-anak, termasuk wisatawan dari luar kota Palembang. Dikawasan ini, Anda juga dapat menyaksikan rumah sakit, yaitu rumah tradisional khas Palembang. Pada hari-hari perayaan tertentu, misalnya Hari Peringatan Kemerdekaan Indonesia, diadakan festival air, seperti perlombaan perahu bidar, kontes menghias perahu, perlombaan berenang menyeberangi sungai, dan lain-lain.
Disekitar Objek Wisata Sungai Musi Palembang, terdapat banyak penginapan dengan tarif yang berfariasi antara Rp 250 ribu hingga Rp 500 ribu. Sedangkan untuk keperluan makan, Anda tidak perlu bingung karena ditempat ini juga terdapat banyak rumah makan, baik yang ada di pinggir sungai atau di rumah terapung. Rumah-rumah makan tersebut juga telah menawarkan menu andalan, seperti pindang ikan patin yang merupakan makanan khas Pelembang.
Selain itu, di sekitar Objek Wisata Sungai Musi Palembang juga terdapat penjual kerupuk, pempek Palembang, dan kerajinan-kerajinan tangan, seperti songket dan kain jumputan. Di kawasan Jembatan Ampera, Anda juga dapat menyewa perahu motor dengan antara Rp 50 ribu hingga Rp 100 ribu rupiah, tergantung kelihaian Anda dalam melakukan tawar menawar.
Demikianlah Objek Wisata Alam Indonesia tentang Wisata Sungai Musi Palembang pada kesempatan kali ini.
How Some Men Fake an 80-Hour Workweek, and Why It Matters
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.
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.