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

MUI Belum Fatwakan Umrah MLM
MUI Nanggroe Aceh Darussalam dengan tegas menyatakan ibadah umrah dan haji melalui MLM haram. Masyarakat harus berhati-hati agar tak jadi korban praktik penipuan tersebut.\ Sudaryatmo Ketua pengurus Harian YLKI

HEBOH penyelenggaraan haji dan umrah lewat model multilevel marketing (MLM) yang sempat meresahkan masyarakat ternyata belum mendapat fatwa dari Dewan Syariah Nasional (DSN) Majelis Ulama Indonesia (MUI).Untuk itu, masyarakat diminta berhati-hati dalam memanfaatkan haji dan umrah melalui model tersebut.“Ya, DSN MUI belum mengeluarkan fatwa tersebut, khususnya tentang umrah MLM.Kami khawatir praktik MLM seperti ini bakal merugikan masyarakat, tapi kami mencoba melihat secara adil dampak negatif dan positifnya,” ujar anggota DSN MUI Pusat Muhamad Hidayat pada seminar analisis kritis terhadap modus pemasaran berjenjang pada layanan umrah dan haji dengan tajuk Bom Waktu Gagal Berangkat Massal, di Jakarta, kemarin.Turut hadir dalam seminar yang diselenggarakan Himpunan Penyelenggara Umrah dan Haji (Himpuh) itu, Direktur Pembinaan Haji Kementerian Agama Kartono, Ketua Umum Himpuh Baluki Ahmad, Ketua Pengurus Harian Yayasan Lembaga Konsumen Indonesia (YLKI) Sudaryatmo, dan Ketua MUI Nanggroe Aceh Darussalam Teuku Ibrahim Muslih. Hidayat mengemukakan meski belum ada fatwa, pihaknya telah memberikan izin bagi dua penyelenggara haji dan umrah dengan model MLM. “Apabila dalam penyelenggaraan mereka terjadi penipuan yang meresahkan masyarakat di kemudian hari, kita akan laporkan ke pihak berwajib,” tandasnya. Sumber Media Indonesia menjelaskan saat ini kedua penyelenggara umrah dan haji MLM itu ialah AT dan KT. Kedua perusahaan itu memberangkatkan ratusan jemaahumrah dan terdapat belasan ribu orang yang antre dengan sistem MLM. Setiap harinya mereka memberangkatkan 100 jemaah berumrah, dengan menyetor terlebih dahulu sebesar Rp3,5 juta. Direktur Pembinaan Haji Kementerian Agama Kartono mengakui hingga kini kedua penyelenggara itu belum dipanggil. Namun, dia berjanji memanggil kedua perusahaan itu setelah belakangan ini ada pengaduan dari jemaah umrah MLM yang belum juga diberangkatkan. “Kami mengimbau umat Islam berhati-hati. Seminar ini juga bisa buat masukan MUI dan Kemenag,” ujar Kartono. gara haji dan umrah model MLM itu. “Kami tidak merasa tersaingi. Kami hanya ingin citra penyelenggaraan haji dan umrah oleh kalangan swasta tidak terkotori. Lantaran itu, MUI perlu mengkaji lagi soal fatwa itu dan juga pemberian izin,“ katanya. Bila dibiarkan, hal itu bisa menjadi bom waktu yang merugikan masyarakat. Apalagi, seperti dikemukakan Sudaryatmo dari YLKI, selama 10 tahun terakhir telah terjadi berbagai penipuan berkedok investasi. “Maka itu, masyarakat harus berhati-hati agar tak jadi korban praktik penipuan tersebut,“ ujar Sudaryatmo. Dia bahkan mengapresiasi langkah yang dilakukan MUI Aceh. Ketua MUI Aceh dalam seminar tersebut dengan tegas mengemukakan ibadah haji dan umrah melalui MLM haram. “Setelah kami mempertimbangkan secara matang berdasarkan fikih dan syariah, ibadah haji atau umrah MLM ini kami fatwakan haram di Aceh,“ paparnya dalam seminar tersebut. Syarief Oebadillah_Media Indonesia.

Sumber : http://www.umrahhajiplus.com

Baca Artikel Lainnya : FADILAH HAJI DAN UMRAH

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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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.