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Tips Menggunakan Jasa Rental Mobil Jogja Tanpa Sopir

Jika Anda ingin memanfaatkan jasa rental mobil Jogja tanpa sopir artinya Anda sendiri yang akan mengendarainya pun bisa dilakukan. Menyewa mobil tanpa jasa sopir tersebut dikenal dengan sebutas “lepas kunci”. Jika Anda sudah hafal jalan-jalan di Jogja tentu membawa mobil sendiri bukan hal yang susah. Itulah sebabnya ada baiknya Anda memastikan diri Anda benar-benar mengetahu medan jalan yang akan dituju sebelum benar-benar menyewa kendaraan tanpa sopir. Namun tidak sedikit yang menyewa mobil tanpa menggunakan sopir. Biasanya mobil tersebut digunakan perjalanan jarak jauh. Ada kalanya juga bukan digunakan untuk perjalanan wisata namun untuk pernikahan atau perayaan acara tertentu misalnya kelulusan anak, menghadiri pernikahan saudara dan lainnya.

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Memastikan Keadaan Kendaraan

Ketika akan menggunakan jasa rental mobil Jogja lepas kunci selain Anda harus yakin mengenai jalan yang akan dilalui maka ada hal lain yang perlu diperhatikan. Hal tersebut adalah keadaan kendaraan yang akan digunakan. Jangan hanya memperhatikan kondisi fisik kendaraan namun juga detail mesin, kondisi ban, rem, bahan bakar, dan lainnya. Anda juga harus memastikan mobil yang akan digunakan juga dilengkapi peralatan yang sering diperlukan salah satunya dongkrak ban. Selain akan mempertimbangkan keselamatan dalam berkendara, hal ini juga untuk memperkecil kemungkinan saling menyelahkan pada saat ada kerusakan pada mobil. Karena Anda harus membawa mobil tersebut sendiri maka Anda harus memastikan hal-hal tersebut dengan cermat.

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Cari Tahu Tarif Sewa

Anda juga perlu mencari tahu berapa tarif yang ditetapkan rental mobil Jogja 24 jam jauh-jauh hari. Artinye setelah menetapkan hari kapan Anda akan berlibur atau pergi ke lokasi yang diinginkan selanjutnya cari tahu kisaran harga yang ditetapkan. Pertimbangkan pula bagaimana harga bahan bakar apakah sedang mengalami kenaikan atau tidak. Apakah saat itu sedang musim liburan atau tidak dan berbagai pertimbangan lainnya. Harga tiap rental mobil tentu akan berbeda. Biasanya akan dipengaruhi mobil, lama peminjaman, paket yang diberikan dan lainnya. Jika Anda menyewa mobil untuk menjemput tamu atau rekan bisnis, tentu Anda perlu memilih mobil yang nyaman. Selain itu pastikan sopirnya juga ramah dan tidak ugal-ugalan, dan pertimbangan lainnya.

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Mempertimbangkan Kebutuhan

Saat memutuskan untuk menyewa mobil, perlu mempertimbangkan pula tingkat kebutuhannya. Misalnya untuk berapa lama, keperluan apa, berapa orang peserta karena mempengaruhi berapa kapasitas mobil yang disewa, sewa jauh-jauh hari dan jangan mendadak. Jika mendadak kemudian saat musim orang liburan maka Anda harus siap-siap kecewa jika tidak bisa memilih kendaraan yang diinginkan. Karena bisa jadi sudah disewa oleh orang lain. Dan Anda hanya memperoleh kendaraan yang ada. Misalnya Anda ingin menggunakan Fortuner ternyata tinggal Avanza, atau lainnya. Maka perlu rencana matang agar tidak menyesal dan kebingungan karena gagalnya perencanaan.

Toyota Avanza 21 Tips Menggunakan Jasa Rental Mobil Jogja Tanpa Sopir

Lebih mudah lagi jika Anda memiliki teman yang menyewakan mobil, tentu lebih terpercaya. Namun jika tidak memiliki kenalan maka anda tidak perlu khawatir ketika berlibur di Jogja kemudian ingin menyewa mobil agar lebih nyaman dalam liburan. Karena ada banyak rental yang terpercaya dan sudah terdaftar resmi pemerintah. Anda hanya perlu merencakan tujuan yang diinginkan dan kapan waktu pelaksanaan. Agar bisa masuk list dari rental bersangkutan. Untuk meningkatkan kepercayaan biasanya akan dikenai uang muka dengan jumlah tertentu. Selanjutnya pada saat datang di Jogja maka Anda hanya perlu menghubungi rental mobil Jogja yang sebelumnya sudah memiliki kesepakatan.

 

TIPS CARI RENTAL MOBIL DI JOGJA

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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