jual condotel mewah

Rp 2.422.000.000

Cari Villa RumahCantikku.com adalah agen properti yang berkator di KATV Group, Saladin Square B-12, Jl. Margonda Raya No.39, Depok, Jawa Barat. KATV Group adalah group usaha di baah bendera PT Kiprah Tiga Rancang (KITIRAN), dimana core bisnisnya adalah Pengelolaan dan Advertising KATV (Televisi Kabel Kereta Api Eksekutif ), yaitu televisi hiburan bagi penumpang di atas kereta api eksekutif. Selain itu KITIRAN juga bergerak di bidang advertising untuk promosi luar ruang khusus stasiun-stadiuan dan promsoi di dalam kereta eksekutif dan kereta komuter (KRL).

Cari Villa RumahCantikku.com adalah salah satu devisi dari KATV Group untuk yang bergerak di bidang agen properti. Saat ini baru menawarkan properti-properti KATV Group yang ada di beberapa kota untuk dijual. Jadi properti yang ditawarkan adalah milik sendiri. Cari Villa

Cari Villa

saco-indonesia.com, Dunia pasti berputar Ada saatnya semua harus berubah Ingat pasti bertukar Kita harus siap hadapi semua Ikhlaskan segalanya Jalani semua yang ada di dunia Dunia pasti berputar Ada saatnya semua harus berubah Ikhlaskan segalanya Jalani semua yang ada

saco-indonesia.com,

Dunia pasti berputar
Ada saatnya semua harus berubah
Ingat pasti bertukar
Kita harus siap hadapi semua
Ikhlaskan segalanya
Jalani semua yang ada di dunia

Dunia pasti berputar
Ada saatnya semua harus berubah
Ikhlaskan segalanya
Jalani semua yang ada

Dunia pasti berputar
Ada saatnya semua harus berubah
Ingat pasti bertukar
Kita harus siap hadapi semua
Ikhlaskan segalanya
Jalani semua yang ada
Tuhan pasti berikan kita
Segala yang indah
Dengan segala anugerah tuk kita
Yakinkan kita pasti bisa jalani semua
Jagalah semua yang telah ada
tuk hidup kita

Dunia pasti berputar
Ada saatnya semua harus berubah
Ingat pasti bertukar
Kita harus siap hadapi semua
Ikhlaskan segalanya
Jalani semua yang ada di dunia

Editor : dian sukmawati

Pada tanggal 12 Desember 2008, untuk pertama kalinya Para Pendiri memprakarsai pendirian Biro Perjalanan Wisata ini dengan Nama

Pada tanggal 12 Desember 2008, untuk pertama kalinya Para Pendiri memprakarsai pendirian Biro Perjalanan Wisata ini dengan Nama Dagang atau Trade Mark “Khalista Tour”, yang selanjutnya dikukuhkan sebagai Badan Hukum PT. Alif Khalista Tour 0leh Notaris H. Zarius Yan, SH dengan Akta Nomor 16 pada tanggal 14 Desember 2010, serta Tanda Daftar Perusahaan Perseroan Terbatas Nomor 09.04.1.79.32380 tanggal 07 Juli 2011 dari Pemerintah Provinsi DKI Jakarta, serta Pengesahan Badan Hukum Perseroan dari Kementrian Hukum dan Hak Asasi Manusia Republik Indonesia dengan Daftar Perseroan Nomor AHU-0020256.AH.01.09.Tahun 2011 tanggal 11 Maret 2011, serta Izin Operasional Biro Perjalanan Wisata Nomor 1476/2011 Dinas Pariwisata dan Kebudayaan Provinsi Daerah Khusus Ibukota Jakarta. Sedangkan sebagai Penyelenggara Perjalanan Ibadah Umroh (PPIU), Perusahaan ini memiliki Perizinan Resmi dari Departemen Agama No. D/772, tanggal 03 Desember 2013.
Perusahaan ini juga terdaftar sebagai Anggota dari Association of The Indonesian Tours & Travel Agencies (ASITA) dengan Nomor Keanggotaan 1493 sejak 16 Desember 2011.

Nama “Khalista” sendiri terinspirasi dari nama Kalista, yaitu nama salah satu Dewi dari mythologi Yunani kuno yang berparas cantik menawan, yang mana dalam Dunia Pariwisata Kecantikan identik dengan Keindahan. Sehingga Khalista Tour lebih kurang bermakna sebagai Wisata indah dan mengesankan yang membekas kenangan manis tak terlupakan bagi Pesertanya.
‘Signature Product’ dari Khalista Tour adalah Umroh Plus dengan Wisata Muslim Mancanegara sebagai destinasi lanjutannya, seperti West Europe, United Kingdom, Andalucia (Spain) & Morocco, Turkey, Russia, Uzbekistan, dan lain sebagainya.

Sumber : http://khalistatour.com

Baca Artikel Lainnya : AZZAHRA TOUR TRAVEL

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.

Mr. Tepper was not a musical child and had no formal training, but he grew up to write both lyrics and tunes, trading off duties with the other member of the team, Roy C. Bennett.

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