Anda Mencari Biro Jasa Konsultan ISO 9001 di Murung Raya Kami Solusinya Hubungi : 0857 1027 2813 konsultaniso9001.net adalah Jasa Konsultan ISO 9001, Consultant ISO 14001, Konsultan ISO 22000, OHSAS 18001, Penyusunan Dokumen CSMS-K3LL, K3, ISO/TS 16949,Dll yang BERANI memberikan JAMINAN KELULUSAN & MONEYBACK GUARANTEE ( Tanpa Terkecuali ) yang tertuang dalam kontrak kerja. Sebagai Konsultan ISO dan HSE TERBAIK dan BERPENGALAMAN kami siap membantu perusahaan bapak dan ibu dalam membangun sistem manajemen ISO dan HSE dengan pendekatan yang sistematis tanpa ribet dengan tujuan bagaimana sistem ISO tersebut bisa bermanfaat bagi perkembangan perusahaan serta menjadi pondasi yang kuat untuk kemajuan perusahaan.

Biro Jasa Konsultan ISO 9001 di Murung Raya Melalui berbagai TRAINING ISO yang diselenggarakan menggunakan Metode Accelerated Learning, sehingga Karyawan Dipacu untuk lebih aktif dalam pembelajaran sehingga dapat menerapkan Sistem ini dengan Baik Nantinya. Biro Jasa Konsultan ISO 9001 di Murung Raya

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Konsultan ISO 9001 | Biro Jasa Konsultan ISO 9001 di Murung Raya

Consultant ISO 14001 Terbaik dan Berpengalaman di Singkawang

Consultant ISO 14001 Terbaik dan Berpengalaman di Singkawang | Hubungi : 0857 1027 2813 PT Bintang Solusi Utama adalah Jasa Konsultan ISO 9001, Consultant ISO 14001, Konsultan ISO 22000, OHSAS 18001, Penyusunan Dokumen CSMS-K3LL, K3, ISO/TS 16949,Dll yang BERANI memberikan JAMINAN KELULUSAN & MONEYBACK GUARANTEE ( Tanpa Terkecuali ) yang tertuang dalam kontrak kerja. Sebagai Konsultan ISO dan HSE TERBAIK dan BERPENGALAMAN kami siap membantu perusahaan bapak dan ibu dalam membangun sistem manajemen ISO dan HSE dengan pendekatan yang sistematis tanpa ribet dengan tujuan bagaimana sistem ISO tersebut bisa bermanfaat bagi perkembangan perusahaan serta menjadi pondasi yang kuat untuk kemajuan perusahaan. Consultant ISO 14001 Terbaik dan Berpengalaman di Singkawang

Saat ini, Maqam Ibrahim ditandai dengan sebuah bangunan kecil yang berjarak sekitar 14 meter dari dinding Kabah sebelah timur. S

Saat ini, Maqam Ibrahim ditandai dengan sebuah bangunan kecil yang berjarak sekitar 14 meter dari dinding Kabah sebelah timur. Selanjutnya, mereka berlari-lari kecil (sa’i) di antara bukit Shafa dan Marwah.

Setelah merampungkan sai, Ibrahim dan Ismail pergi ke Mina untuk melempar jumrah. Berikutnya, mereka bergegas ke Arafah untuk melakukan wukuf. Dalam riwayat yang lain, yaitu dari Abdullah bin Amr, Ibrahim baru melempar jumrah setelah ia kembali dari Arafah. Selesai dengan kegiatannya di Padang Arafah, Ibrahim dan putranya melakukan penyembelihan hewan kurban dan bercukur.

Ibadah haji dan umrah yang dilakukan oleh Nabi Ibrahim AS dan Ismail AS telah banyak mengalami perkembangan dan penyempurnaan dibandingkan dengan ritual haji yang dilakukan oleh nabi-nabi sebelumnya. Tempat pelaksanaan haji yang dilakukan Ibrahim AS tidak hanya di sekitar Ka’bah seperti yang dilakukan oleh Nabi Adam AS, tetapi juga di Shafa, Marwah, Arafah, dan Mina.

Kegiatan selama ritual haji pun tidak sekadar tawaf, tetapi juga sa’i, melempar jumrah, menyembelih hewan kurban, dan bercukur (tahallul). Sayangnya, tidak ada informasi yang bisa dianggap valid berkenaan dengan waktu ibadah haji yang dikerjakan oleh Nabi Ibrahim itu. Dalam sebuah hadits dikatakan bahwa malaikat Jibril mengajak Nabi Ibrahim AS pergi ke Mina pada Hari Tarwiyah, yaitu tanggai 8 Dzulhijjah.

Kapan tepatnya Nabi Ibrahim melempar jumrah juga tidak diketahui secara pasti. Konon, Ibrahim AS melempar jumrah pada Hari Nahar, yaitu tanggai 10 Dzulhijjah. Itu artinya ibadah haji yang dilakukan oleh Nabi Ibrahim dan Ismail terjadi pada bulan Dzulhijjah sebagaimana dicontohkan oleh Rasulullah SAW.

Seruanlbrahimkepadaumatmanusiauntukmenunaikan ibadah haji mendapatkan respon yang positif, termasuk dari Sarah dan putranya yang bernama Ishak. Menurut cerita, mereka berdua juga pergi ke Baitullah di Makkah.

Oleh sebab itu, boleh jadi, ibadah haji juga pernah menjadi bagian dari ritual agama Yahudi. Pada perkembangan berikutnya, haji juga diikuti oleh penduduk kabilah Jurhum dan orang-orang yang menghuni dataran tandus Makkah.

Sumber : Republika.co.id

Baca Artikel Lainnya : SYARIAT IBADAH HAJI DARI NABI-NABI

saco-indonesia.com, Samsung baru saja telah mengungkapkan bahwa acara pers Unpacked berikutnya akan berlangsung di Barcelona pad

saco-indonesia.com, Samsung baru saja telah mengungkapkan bahwa acara pers Unpacked berikutnya akan berlangsung di Barcelona pada 24 Februari mendatang . Itu adalah hari pertama akan digelarnya Mobile World Congress (MWC) 2014.

Sebuah undangan pun juga telah disebar oleh Samsung dengan bertuliskan 'Unpacked 5'. Di masa lalu, perusahaan asal Korea Selatan ini juga telah mengumumkan smartphone Galaxy terbaru dalam ajang yang sama. Tentu tidak mustahil jika dalam acara MWC tersebut Samsung akan merilis Galaxy S5, seperti yang dilansir Phone Arena (3/2) kemarin.

Sebagai pemikat, Anda juga perlu tahu spesifikasi dan keunggulan apa yang telah ditawarkan oleh Galaxy S5 ini. Percayalah, itu akan dapat membuat Anda takjub.

Perangkat ini telah memiliki layar Quad HD berukuran 5,2inci dan resolusinya 1440x2560p. Kamera utamanya telah memiliki sensor 16MP, RAM 3GB, menyediakan memori 32GB-64GB-128GB. Sementara itu sistem operasi yang berjalan di dalamnya adalah Android 4.4 KitKat.

Untuk masalah harga, hingga masih belum dapat diketahui. Semoga sebelum acara perilisannya nanti, ada konfirmasi harga Samsung Galaxy S5. Tunggu saja kelanjutannya.


Editor : Dian Sukmawati

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.

BEIJING (AP) — The head of Taiwan's Nationalists reaffirmed the party's support for eventual unification with the mainland when he met Monday with Chinese President Xi Jinping as part of continuing rapprochement between the former bitter enemies.

Nationalist Party Chairman Eric Chu, a likely presidential candidate next year, also affirmed Taiwan's desire to join the proposed Chinese-led Asian Infrastructure Investment Bank during the meeting in Beijing. China claims Taiwan as its own territory and doesn't want the island to join using a name that might imply it is an independent country.

Chu's comments during his meeting with Xi were carried live on Hong Kong-based broadcaster Phoenix Television.

The Nationalists were driven to Taiwan by Mao Zedong's Communists during the Chinese civil war in 1949, leading to decades of hostility between the sides. Chu, who took over as party leader in January, is the third Nationalist chairman to visit the mainland and the first since 2009.

Relations between the communist-ruled mainland and the self-governing democratic island of Taiwan began to warm in the 1990s, partly out of their common opposition to Taiwan's formal independence from China, a position advocated by the island's Democratic Progressive Party.

Despite increasingly close economic ties, the prospect of political unification has grown increasingly unpopular on Taiwan, especially with younger voters. Opposition to the Nationalists' pro-China policies was seen as a driver behind heavy local electoral defeats for the party last year that led to Taiwanese President Ma Ying-jeou resigning as party chairman.

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