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Setiap jamaah yang berangkat umroh atau haji khusus Call/Wa. 08111-34-1212 pasti menginginkan perjalanan ibadah haji plus atau umrohnya bisa terlaksana dengan lancar, nyaman dan aman sehingga menjadi mabrur. Demi mewujudkan kami sangat memahami keinginan para jamaah sehingga merancang program haji onh plus dan umroh dengan tepat. Jika anda ingin melaksanakan Umrah dan Haji dengan tidak dihantui rasa was-was dan serta ketidakpastian, maka Alhijaz Indowisata Travel adalah solusi sebagai biro perjalanan anda yang terbaik dan terpercaya.?agenda umroh 12 hari

Biro Perjalanan Haji dan Umrah yang memfokuskan diri sebagai biro perjalanan yang bisa menjadi sahabat perjalanan ibadah Anda, yang sudah sangat berpengalaman dan dipercaya sejak tahun 2010, mengantarkan tamu Allah minimal 5 kali dalam sebulan ke tanah suci tanpa ada permasalahan. Paket yang tersedia sangat beragam mulai paket umroh 9 hari, 12 hari, umroh wisata muslim turki, dubai, aqso. Biaya umroh murah yang sudah menggunakan rupiah sehingga jamaah tidak perlu repot dengan nilai tukar kurs asing. biaya umroh akhir ramadhan Bogor

Fitur Mobil Sedan Corolla All New Corolla Altis - Toyota All New Corolla Altis terbaru ini memiliki banyak kelebihan dibandingkan dengan Altis versi sebelumnya. Oke, langsung kita cek saja yuk fitur-fitur baru apa saja yang ada di Toyota Corolla Altis 2014 ini.

1. Mesin Dual VVT-i

Toyota Corolla Altis hanya tersedia dalam mesin 1.800 cc saja. Meskipun tidak tersedia dalam versi 2.000 cc, namun tenaga mesin 1.800 cc terbaru dengan dual VVT-i ini kini memiliki tenaga yang sama besarnya dengan mesin 2.000 cc diangka 151 Hp. Dengan tenaga yang sama seperti mesin 2.000 cc, rasanya mesin 1.800 cc Dual VVT-i ini sudah lebih dari cukup, karena yang jelas pasti lebih irit BBM dari mesin 2.000 cc.

2. Head Unit dengan GPS dan Internet Browser
Mobil Corolla Altis terbaru kini sudah dilengkapi dengan head unit canggih dengan GPS Navigasi dan Internet Browser, jadi jika sedang bosan, kita bisa melakukan browsing di internet atau melakukan streaming video dari YouTube. Canggih kan?

3. Rear View Camera
Meskipun tidak dicantumkan pada fitur utama Sedan Corolla Altis, tapi kami menemukan seluruh varian tipe V yang terdapat di unit display Toyota Corolla Altis yang belum lama ini di launching, sudah dilengkapi dengan kamera mundur. Fitur ini cukup membantu agar tidak menabrak saat mundur.

4. Rear Manual Sunshade

Kru AutonetMagz sedikit kaget ketika mengetahui mobil ini sudah dilengkapi dengan sunshade (tirai) pada kaca belakang. Fitur ini umumnya hanya didapatkan pada mobil-mobil mewah seperti Toyota Camry dan Honda Accord atau mobil sekelasnya. Sepertinya Toyota hendak menaikkan kelas Mobil Sedan Corolla Altis terbaru ini.

5. LED DRL Headlight

Mengikuti tren 2014, LED DRL (Daytime Running Light) headlight sepertinya sudah menjadi teknologi wajib yang dimiliki setiap mobil masa kini. Lampu LED yang menyala di siang hari membantu menambah kecantikan dan memberikan keamanan karena lampu putih yang dipancakan LED DRL ini mampu memberikan tanda ketika jalanan berkabut pada mobil yang berlawanan arah.

6. CVT 7 Speed With Sportmatic Paddle Shift

Toyota Corolla Altis kini dilengkapi dengan transmisi CVT Sportmatic baru 7 percepatan yang dilengkapi dengan mode manual lewat paddle shift dibalik kemudi berwarna hitam. Transmisi CVT terbaru selain lebih halus, juga membuat mobil ini semakin hemat bahan bakar.

7. 6 (Six) Speed Manual Transmission

Jika sebelumnya Toyota selalu membekali mobil-mobil mereka dengan transmisi 5 percepatan manual, kali ini Toyota memberikan transmisi 6 percepatan manual pada Toyota Corolla Altis 2014 ini. Untuk yang suka ngebut, tentunya transmisi baru ini jauh lebih enak dibandingkan dengan transmisi 5 percepatan manual.

 

Sumber : http://landakjos.blogspot.com/2013/12/mobil-sedan-corolla.html

MOBIL SEDAN COROLLA ALL NEW ALTIS

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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