Inggris Sir Richard Branson menyarankan kepada para mahasiswa di Queensland, Australia, untuk
tidak menghabiskan waktu dan dana guna menjadi sarjana ekonomi agar bisa berhasil menjadi
BRISBANE, Saco-Indonesia.com — Pengusaha terkenal Inggris
Sir Richard Branson menyarankan kepada para mahasiswa di Queensland, Australia, untuk tidak
menghabiskan waktu dan dana guna menjadi sarjana ekonomi agar bisa berhasil menjadi
Wiraswasta hanya perlu tahu penambahan, pengurangan, dan
pengalian. Itu sudah Anda dapatkan ketika berusia 15 tahun. Yang penting selanjutnya adalah
membuat produk yang mau dibeli orang.
Wiraswasta terkenal ini juga mengatakan, perekonomian Australia akan bermanfaat
bila ada kuota resmi guna memasukkan lebih banyak wanita menjadi dewan direksi perusahaan.
Berbicara sebagai tamu di Sekolah Bisnis Universitas Queensland, Jumat (10/5/2013), Sir
Richard mengatakan perlunya dipikirkan untuk mengalihkan dana yang semula diperuntukkan bagi
para mahasiswa ke dana wiraswasta guna membantu para mahasiswa jurusan ekonomi.
"Kalau kita bicara mengenai pendidikan bisnis, ada debat yang menarik," kata Sir
Richard seperti dilaporkan oleh The Brisbane Times.
lanjutnya, adalah sesuatu yang susah diajarkan di universitas. "Sebagai seorang wiraswasta,
kita hanya perlu tahu penambahan, pengurangan, dan pengalian. Itu sudah Anda dapatkan ketika
berusia 15 tahun. Yang penting selanjutnya adalah membuat produk yang mau dibeli orang. Anda
bisa menggaji orang lain untuk melakukan penghitungan bisnis untuk Anda," kata Sir Richard
yang memiliki kerajaan bisnis bernama Virgin tersebut.
Menurut laporan koresponden
Kompas di Australia L Sastra Wijaya, seorang pengusaha muda bernama
Mick Spencer yang juga tampil bersama Sir Richard menyetujui pendapat tersebut.
pengusaha yang berusia 22 tahun yang mendirikan bisnis On The Go itu, universitas selama ini
hanya mencetak mahasiswa untuk menjadi pekerja, bukan pemilik, dan para mahasiswa yang melakukan
magang di tempatnya sering mengatakan bahwa mereka belajar lebih banyak di tempat kerja
dibandingkan di bangku kuliah.
Ketika berbicara mengenai apa yang bisa dilakukan untuk
meningkatkan budaya bisnis Australia, Sir Richard mengatakan sudah waktunya untuk memperhatikan
dengan serius pasar Asia karena kedekatan geografis.
Saat berbicara mengenai perlunya
peningkatan peran wanita di dunia bisnis, Sir Richard Branson mendorong adanya kuota resmi.
Branson memberi contoh di negara-negara Skandinavia yang memaksa perusahaan untuk menempatkan
lebih banyak wanita di jajaran direksi. Hal tersebut meningkatkan kesejahteraan di dalam bisnis
maupun masyarakat secara keseluruhan.
"Di perusahaan saya sendiri, saya belum
berhasil melakukannya. Saya kira ini sesuatu yang harus dipaksakan lewat hukum," kata
Di Australia pada Maret lalu, seorang anggota dewan Bank Sentral Australia
Catherine Tanna mengatakan, kuota jumlah wanita di jajaran direksi adalah ide yang bagus.
"Memang tidak ada wanita muda yang mau diangkat ke satu posisi hanya karena kuota.
Namun, dengan semakin bertambahnya usia, sering terlihat banyak wanita hebat yang tidak
mendapatkan kesempatan sehingga pemaksaan lewat kuota mungkin harus dilakukan," kata
Menurut statistik, 60 persen dari 200 perusahaan terbesar di Australia tidak
memiliki satu wanita pun di jajaran manajemen senior pada tahun 2011. Dari 500 perusahaan,
hanya ada 12 wanita yang menduduki posisi direktur eksekutif.
TIPS MEMILIH MODEL BUSANA MUSLIM ANAK
Tips Memilih Model Busana Muslim Anak
Buat anak-anak aturan tata cara dalam berbusana tidak seketat se
Tips Memilih Model Busana Muslim Anak
Buat anak-anak aturan tata cara dalam berbusana tidak seketat seperti layaknya orang dewasa, yang paling penting buat anak-anak adalah adanya kenyamanan serta keamanan dalam berbusana . Silahkan baca bagaimana cara untuk memilih busana pakaian muslim anak :
1. Anda juga bisa mencarikan baju muslim anak dengan bahan yang telah terbuat dari bahan katun atau bisa juga dari bahan kaos yang lembut. bahan katun akan lebih ringan dan tidak terasa panas, dan tentu saja bisa dapat menyerap keringat dengan sangat baik, sehingga akan sangat cocok jika busana anak ini di pakaikan untuk anak kecil yang pergerakannya sangat tinggi.
2. Untuk pemilihan warna pakaian muslim anak , Anda juga bisa memilih warna baju muslim anak yang disukai mereka. Karena sifat anak umumnya ceria, agar dapat membuat anak bisa tampil fresh, ceria dan trendy, dalam memilih warna baju muslim anak paling tepat adalah yang berwarna terang atau penuh warna-warni.
3. Pilihkan Anak model baju muslim yang agak longgar, hal ini juga dapat memberi keleluasaan dalam bergerak buat si anak.
4. Anak-anak umumnya suka pada pernak pernik, buat pakaian busana muslim anak perempuan pilihkan baju muslim yang ada aksesorisnya seperti manik-manik, bunga ataupun kalung kecil yang menempel pada bahan baju muslim tersebut dan hal ini juga akan mmbuat anak semakin cantik dan kelihatan lucu.
Editor : Dian Sukmawati
Rhapsody, a Lofty Literary Journal, Perused at 39,000 Feet
Last summer at a writers’ workshop in Oregon, the novelists Anthony Doerr, Karen Russell and Elissa Schappell were chatting over cocktails when they realized they had all published work in the same magazine. It wasn’t one of the usual literary outlets, like Tin House, The Paris Review or The New Yorker. It was Rhapsody, an in-flight magazine for United Airlines.
It seemed like a weird coincidence. Then again, considering Rhapsody’s growing roster of A-list fiction writers, maybe not. Since its first issue hit plane cabins a year and a half ago, Rhapsody has published original works by literary stars like Joyce Carol Oates, Rick Moody, Amy Bloom, Emma Straub and Mr. Doerr, who won the Pulitzer Prize for fiction two weeks ago.
As airlines try to distinguish their high-end service with luxuries like private sleeping chambers, showers, butler service and meals from five-star chefs, United Airlines is offering a loftier, more cerebral amenity to its first-class and business-class passengers: elegant prose by prominent novelists. There are no airport maps or disheartening lists of in-flight meal and entertainment options in Rhapsody. Instead, the magazine has published ruminative first-person travel accounts, cultural dispatches and probing essays about flight by more than 30 literary fiction writers.
An airline might seem like an odd literary patron. But as publishers and writers look for new ways to reach readers in a shaky retail climate, many have formed corporate alliances with transit companies, including American Airlines, JetBlue and Amtrak, that provide a captive audience.
Mark Krolick, United Airlines’ managing director of marketing and product development, said the quality of the writing in Rhapsody brings a patina of sophistication to its first-class service, along with other opulent touches like mood lighting, soft music and a branded scent.
“The high-end leisure or business-class traveler has higher expectations, even in the entertainment we provide,” he said.
Some of Rhapsody’s contributing writers say they were lured by the promise of free airfare and luxury accommodations provided by United, as well as exposure to an elite audience of some two million first-class and business-class travelers.
“It’s not your normal Park Slope Community Bookstore types who read Rhapsody,” Mr. Moody, author of the 1994 novel “The Ice Storm,” who wrote an introspective, philosophical piece about traveling to the Aran Islands of Ireland for Rhapsody, said in an email. “I’m not sure I myself am in that Rhapsody demographic, but I would like them to buy my books one day.”
In addition to offering travel perks, the magazine pays well and gives writers freedom, within reason, to choose their subject matter and write with style. Certain genres of flight stories are off limits, naturally: no plane crashes or woeful tales of lost luggage or rude flight attendants, and nothing too risqué.
“We’re not going to have someone write about joining the mile-high club,” said Jordan Heller, the editor in chief of Rhapsody. “Despite those restrictions, we’ve managed to come up with a lot of high-minded literary content.”
Guiding writers toward the right idea occasionally requires some gentle prodding. When Rhapsody’s executive editor asked Ms. Russell to contribute an essay about a memorable flight experience, she first pitched a story about the time she was chaperoning a group of teenagers on a trip to Europe, and their delayed plane sat at the airport in New York for several hours while other passengers got progressively drunker.
“He pointed out that disaster flights are not what people want to read about when they’re in transit, and very diplomatically suggested that maybe people want to read something that casts air travel in a more positive light,” said Ms. Russell, whose novel “Swamplandia!” was a finalist for the 2012 Pulitzer Prize.
She turned in a nostalgia-tinged essay about her first flight on a trip to Disney World when she was 6. “The Magic Kingdom was an anticlimax,” she wrote. “What ride could compare to that first flight?”
Ms. Oates also wrote about her first flight, in a tiny yellow propeller plane piloted by her father. The novelist Joyce Maynard told of the constant disappointment of never seeing her books in airport bookstores and the thrill of finally spotting a fellow plane passenger reading her novel “Labor Day.” Emily St. John Mandel, who was a finalist for the National Book Award in fiction last year, wrote about agonizing over which books to bring on a long flight.
“There’s nobody that’s looked down their noses at us as an in-flight magazine,” said Sean Manning, the magazine’s executive editor. “As big as these people are in the literary world, there’s still this untapped audience for them of luxury travelers.”
United is one of a handful of companies showcasing work by literary writers as a way to elevate their brands and engage customers. Chipotle has printed original work from writers like Toni Morrison, Jeffrey Eugenides and Barbara Kingsolver on its disposable cups and paper bags. The eyeglass company Warby Parker hosts parties for authors and sells books from 14 independent publishers in its stores.
JetBlue offers around 40 e-books from HarperCollins and Penguin Random House on its free wireless network, allowing passengers to read free samples and buy and download books. JetBlue will start offering 11 digital titles from Simon & Schuster soon. Amtrak recently forged an alliance with Penguin Random House to provide free digital samples from 28 popular titles, which passengers can buy and download over Amtrak’s admittedly spotty wireless service.
Amtrak is becoming an incubator for literary talent in its own right. Last year, it started a residency program, offering writers a free long-distance train trip and complimentary food. More than 16,000 writers applied and 24 made the cut.
Like Amtrak, Rhapsody has found that writers are eager to get onboard. On a rainy spring afternoon, Rhapsody’s editorial staff sat around a conference table discussing the June issue, which will feature an essay by the novelist Hannah Pittard and an unpublished short story by the late Elmore Leonard.
“Do you have that photo of Elmore Leonard? Can I see it?” Mr. Heller, the editor in chief, asked Rhapsody’s design director, Christos Hannides. Mr. Hannides slid it across the table and noted that they also had a photograph of cowboy spurs. “It’s very simple; it won’t take away from the literature,” he said.
Rhapsody’s office, an open space with exposed pipes and a vaulted brick ceiling, sits in Dumbo at the epicenter of literary Brooklyn, in the same converted tea warehouse as the literary journal N+1 and the digital publisher Atavist. Two of the magazine’s seven staff members hold graduate degrees in creative writing. Mr. Manning, the executive editor, has published a memoir and edited five literary anthologies.
Mr. Manning said Rhapsody was conceived from the start as a place for literary novelists to write with voice and style, and nobody had been put off that their work would live in plane cabins and airport lounges.
Still, some contributors say they wish the magazine were more widely circulated.
“I would love it if I could read it,” said Ms. Schappell, a Brooklyn-based novelist who wrote a feature story for Rhapsody’s inaugural issue. “But I never fly first class.”
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.