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Kebersihan Lingkungan merupakan faktor utama kenyamanan dalam kehidupan sehari-hari. Apabila lingkungan tidak bersih, maka segala aktifitas tidak akan berjalan dengan baik. Oleh karena itu, disini Admin D3 Perbankan Syariah akan memberikan contoh karya ilmiah tentang Kebersihan Lingkungan Sekolah. Karena sekolah merupakan tempat untuk sarana belajar dan mengajar, maka sekolah tersebut haruslah bersih. Supaya para siswa dan guru merasa nyaman untuk melakukan Kegiatan Belajar Mengajar (KBM). Untuk contoh karya tulis/karya ilmiah tentang kebersihan lingkungan di sekolah silahkan baca selengkapnya. BAB I PENDAHULUAN 1.1 Latar Belakang Siswa-siswi SMPN 15 Bogor akan merasa nyaman berada di lingkungan sekolah yang lingkungannya bersih, bahkan bukan hanya para siswa saja yang merasa nyaman berada di tempat yang bersih, para pengajar pun akan merasakan nyaman dalam memberikan pelajaran kepada anak didiknya. Namun pada kenyataannya lingkungan SMPN 15 Bogor masih jauh dari harapan kebersihan yang maksimal. Untuk itu kami membuat karya ilmiah ini agar dapat membantu meningkatkan kebersihan lingkungan SMPN 15 Bogor. Langkah awal yang harus dilakukan oleh para siswa dan para guru adalah harus membiasakan diri dengan kehidupan sehari-hari yang bersih di lingkungan sekolah. Caranya adalah membuang sampah pada tempatnya. Adapun cara-cara lain yang lebih menjurus ke kegiatan yang biasa dilakukan sehari-hari oleh para murid yaitu seorang wali kelas membentuk jadwal piket harian agar kebersihan lingkungan SMPN 15 Bogor itu sendiri terjaga kebersihannya setiap hari. Dan juga setelah selesai membersihkan ruang kelas ataupun ruangan lainnya harus ada kesadaran didalam diri tiap individu untuk selalu menjaga kebersihan dimanapun berada. Didalam suatu sekolah ada susunan organisasi para pengajar dan staf-staf lainya, salah satunya adanya Cleaning Service yang pekerjaannya adalah membersihkan seluruh lingkungan sekolah. Cleaning Service itu sendiri harus sadar akan kebersihan lingkungan sekolah dan itu tanggung jawab pekerjaannya. Jadi untuk meningkatkan kebersihan di SMPN 15 Bogor harus saling menyadari bahwa pentingnya kebersihan lingkungan sekolah untuk kenyamanan kita dalam memberi dan menerima pelajaran agar kita lebih fokus dalam bidangnya masing-masing. 1.2 Permasalahan 1.2.1 Bagaimana cara meningkatkan kebersihan lingkungan SMPN 15 Bogor ? 1.2.2 Usaha apa saja yang harus dilakukan dalam meningkatkan kebersihan lingkungan SMPN 15 Bogor ? 1.2.3 Untuk apa kita meningkatkan kebersihan lingkungan SMPN 15 Bogor ? 1.2.4 Siapa saja yang harus terlibat dalam usaha meningkatkan kebersihan lingkungan SMPN 15 Bogor ? 1.3 Tujuan Penulisan Penulisan kaya tulis ini bertujuan : 1.3.1 Memenuhi salah satu tugas mata pelajaran. 1.3.2 Mengetahui seberapa besar pengaruh kebersihan terhadap lingkungan SMPN 15 Bogor. 1.3.3 Ikut serta dalam upaya mengembangkan penanaman kebersihan pada diri siswa. 1.3.4 Memberikan solusi atau masukan terhadap SMPN 15 Bogor tentang kebersihan lingkungan agar tingkat kebersihan sekolah di SMPN 15 Bogor meningkat. 1.4 Metode Penelitian 1.4.1 Pengamatan atau survey terhadap beberapa lingkungan yang ada di SMPN 15 Bogor. 1.4.2 Membuat dan menyebarkan pamflet disekitar lingkungan SMPN 15 Bogor. 1.5 Manfaat Penelitian 1.5.1 Sebagai sumbangan ide bagi pengelola lingkungan. 1.5.2 Sebagai salah satu alternatif cara meningkatkan kebersihan lingkungan SMPN 15 Bogor. 1.5.3 Sebagai solusi terhadap kebersihan sekolah di SMPN 15 Bogor. 1.6 Sistematika Makalah Pengolahan data dari hasil pengamatan kebersihan lingkungan sekolah SMPN 15 Bogor. Adapun system penulisan dari Makalah Laporan Penelitian Sosial ini adalah : • BAB I, berisi tentang pendahuluan membahas tentang latar belakang, permasalahan, tujuan, manfaat, metode dan sistematika. • BAB II, berisi tentang pembahasan. • BAB III, berisi tentang kesimpulan dan saran. BAB II PEMBAHASAN Untuk lebih lengkapnya mengenai Contoh Karya Ilmiah tentang Kebersihan Lingkungan Sekolah, silahkan kunjungi Link ini http://pbsstainmetro.blogspot.com/2013/03/contoh-karya-ilmiah-tentang-kebersihan.html CONTOH KARYA ILMIAH TENTANG KEBERSIHAN LINGKUNGAN SEKOLAH

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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