PAKET UMROH BULAN FEBRUARI MARET APRIL MEI 2018

saco-indonesia.com, Apes telah dialami oleh Sherif Ashraf Abdulrahman yang berusia (27) tahun , warga negara asing (WNA) asal Mesir yang sudah setahun menetap di Jalan Rasamala No 4 RT 3 RT 08, Komplek Bukit Asam Baru, Tanjung Enim, Muara Enim. Mobil Daihatsu Xenia BG 1004 D warna coklat miliknya telah dirampas oleh kawanan pencuri yang mengaku sebagai polisi.

Saat melapor ke Polresta Palembang, Sherif juga mengaku berprofesi sebagai sopir travel Muara Enim-Palembang. Peristiwa itu telah terjadi saat dirinya mengangkut penumpang menuju Palembang. Saat berada di ruas Jalan KH Wahid Hasyim, dekat SPBU Simpang KB, Kelurahan 8 Ulu, Kecamatan Seberang Ulu I Palembang, Minggu (22/12) dini hari sekitar pukul 14.00 WIB, Sharif mendadak distop oleh kawanan pelaku yang telah mengendarai mobil Honda CRV warna cokelat.

Salah satu pelaku tesebut turun, lalu menghampiri korban. Satu pelaku lagi masuk dan menyuruh korban bersama semua penumpang turun. Saat itu, korban juga sempat bertanya apa tujuan mereka menurunkan penumpang.

Kawanan tersebut juga mengaku sebagai polisi yaqng sedang menggelar razia. Anehnya, salah satu pelaku memukul korban dengan kunci dongkrak. Beruntung korban tidak mengalami luka berat.

Tak lama kemudian, kawanan tersebut membawa mobil yang dikendarainya menuju arah Jembatan Ampera. Ia juga sudah berusaha mempertahankan mobilnya, namun ia kembali dipukul. "Saya lari dan terus lari menuju pos polisi di simpang empat dekat pembangunan flyover. Mobil CRV itu diikuti mobil saya dari belakang menuju jembatan Ampera," ungkap Sherif pria beristrikan warga Muara Enim ini.

Editor : Dian Sukmawati

saco-indonesia.com, Entrenador utama tim nasional Spanyol, Vicente Del Bosque, akhirny mengakui bahwa ia telah memilik Franck Ribery bersama Xavi Hernandez dan Andres Iniesta untuk nominasi penerima Ballon d"Or.

Bosque di beberapa kesempatan yang lalu juga sudah pernah menyebut bahwa ia telah memilih dua pemain Spanyol untuk penghargaan tersebut, namun telah memilih untuk merahasiakan satu nama terakhir.

"Saya memilih dengan menyadari apa yang saya percaya. Saya tidak ingin terlibat dalam satu perdebatan. Ini adalah isu yang kecil menurut saya. Saya telah memilih Xavi dan Iniesta karena mereka ada di daftar. Tentu saya tidak bisa memilih pemain lain," jelasnya pada radio Ondacero, sebagaimana dilaporkan oleh AS.

"Sedangkan saya telah memilih Ribery sebagai kandidat ketiga untuk alasan yang bagus, ia juga sudah memenangkan Liga Champions, liga, dan piala domestik. Selain itu ia juga membawa Prancis ke Piala Dunia. Ia adalah seorang perwakilan yang sempurna untuk Bayern Munich," tutup Bosque.

Pengumuman pemenang Ballon d"Or baru akan diadakan di sebuah gala FIFA pada bulan Januari mendatang.

Editor : Dian Sukmawati

    saco-indonesia.com,  

    Setiap detik
    Engkau yang dalam mimpiku
    Setiap siang malam menggangguku
    Tak lelap tidurku karena dirimu

    *
    Setiap waktu
    Engkau yang selalu menghantuiku
    Tak pernah lari dari fikiranku
    Tak mau hilang dari ingatanku

    Tahukah engkau
    Saat gelap datang
    Aku masih mencarimu
    Engkau dimana

    Back to *

    Tapi mengapa saat ku terjaga
    Kau masih tak disampingku
    Sampai kapankah aku menantimu
    Selalu menantiku

    **
    Setiap detik aku memikirkanmu
    Setiap detik rindu meracuniku
    Setiap detik teringatku padamu
    Setiap detik apa terus begini

    ***
    Ku mohon dengarlah rintihan hati ini
    Yang ku curahkan seraya ku bernyanyi
    Sampai kapankah aku terus begini
    Ku harap kau 'kan kembali kepadaku

    back to **,***

    Editor : dian sukmawati

Profile PT. FAJAR ALAM SEJATI Tour Travel (FAS) divisi Marketing PT. Fajar Berkah Ilahi Tour Travel (FBI).

Berawal dari tuntutan umat untuk melayani tamu Allah melaksanakan rukun islam yang ke-5 , PT. Fajar Alam Sejati (FAS) telah menjadi salah satu dari sekian penyelenggara Kepercayaan yang telah diberikan oleh lebih dari10.000 orang umat pemakai jasa, telah mengantar kami untuk mengembangkan sayap dengan ditunjang oleh jaringan kerja internasional.

Bernaung sebagai divisi TourTravel FBI mempunyai komitmen yang kuat sebagai amanah yang harus diemban didalam memberikan bimbingan dan tuntunan serta pelayanan dibidang wisata islami.

Travel Umroh PT. Fajar Alam Sejati adalah sebuah perusahaan yang berdiri dibawah perundang-undangan Republik Indonesia, dimiliki oleh ibu. Hj. Yuliani Dawanis (pensiunan Departemen Agama RI bagian urusan Haji dan Umroh) dan  melalui Surat Izin Usaha Biro Perjalanan Wisata dari Departemen Pariwisata, Seni dan Budaya.

Sejak tahun 2010 PT. Fajar Alam Sejati membuka divisi Marketing PT. Fajar Berkah Ilahi (FBI). Yang di nahkodai oleh anak beliau yaitu. Bp. H. Yaser Boma Dawanis bertindak sebagai direktur utama, memberikan sinergi dan peningkatan pelayanan ymenjadi lebih baik lagi dalam melayani para jamaah haji dan umroh Perjalanan panjang telah dilalui dengan telah memberangkatkan ribuan jamaah umroh maupun haji plus sejak 1998

Travel Umroh ini terdaftar resmi dalam keanggotaan HIMPUH (Himpunan Penyelenggara Umroh dan Haji) yang resmi diakui pemerintah

Selain fokus dibidang bisnis penjualan tiket pesawat, voucher hotel dan paket tour, saat ini Fajar Alam Sejati dan Travel juga terfokus di dalam core bisnis di bidang Penyelenggaraan Ibadah Haji Khusus dan Umroh. Sehingga Fajar Alam Sejati dan  Travel juga dilengkapi dengan Surat Izin dan legalitas Penyelenggara Perjalanan Umroh dan perjalanan Haji Khusus dari Dirjen BIMAS Islam dan Penyelenggaraan Haji bernomor D/350 Tahun 2004 Untuk menopang core bisnisnya, Fajar Alam Sejati dan Travel juga menetapkan ticketing sebagai supporting bisnis, karena secara langsung memang memiliki fungsi untuk memperlancar proses pelaksanaan perjalanan Haji Khusus dan Umroh.

Kami berprinsip bahwa dalam menjalankan bisnis ini kami menitik beratkan pada kepuasan pelanggan, integritas, kualitas, komitmen, team work, kompetitif, serta inisiatif. Akhir kata, inilah program kami satu tahun dan pilihan program perjalanan yang anda inginkan, dan kami akan berusaha untuk menjadi teman dalam perjalanan suci anda.

Informasi Haji Plus dan Umroh

Hubungi :

PT. Fajar berkah Ilahi
Rukan ARNADIA
Jln. Raden Saleh Kav. DKI Blok 10 No. 30D
Meruya Utara , Jakarta Barat

Hubungi Kami:
021 71687778
0812 8888 1830

Whatsapp :
0817 829 830
0816 844321

Blackberry Pin:
75FAFE5D
2A6D3EF4
28E024A2

Line ID   : hajiumroh
Twitter   : @hajiumrah
Email      : travelfbi@gmail.com
Website  : www.hajiplusumrah.com

Website :  
www.fbitravel.net  
www.hajiplusumrah.com

Fan Pages FB :  Fajar Berkah Ilahi
Twitter : @hajiumrah

Sumber : http://www.hajiplusumrah.com

Baca Artikel Lainnya : KHALISTA TOUR

POSO, Saco-Indonesia.com — Sebelum meledak, pelaku bom bunuh diri sempat dihentikan oleh penjaga di depan Mapolres Poso, Sulawesi Tengah. Namun, dia nekat menerobos masuk.

Menurut Kapolres Poso AKBP Susnadi, pelaku memasuki gerbang Mapolres sekitar pukul 08.03 Wita, Senin (3/6/2013). Pelaku mengendarai sepeda motor.

"Pas di depan gerbang, pengendara dihentikan oleh anggota. Tapi pelaku yang merupakan seorang laki-laki itu menerobos. Sekitar 15 meter dari penjagaan, kemudian terjadi ledakan," kata Susnadi dalam wawancara dengan MetroTV.

Ledakan terjadi tepat di depan mushala di halaman Mapolres Poso. Biasanya, di halaman Mapolres Poso digelar apel. Namun, apel hari ini tidak biasa. Apel dilakukan di halaman belakang Mapolres Poso sehingga tidak ada korban tewas selain pelaku.

Setelah dilihat, tubuh pelaku hancur berkeping-keping. Yang terlihat jelas adalah potongan kaki kanan beserta motornya.

"Selain pelaku, untuk anggota tidak ada korban. Ada pekerja bangunan, terluka ringan, di lengan kiri atas," tuturnya.

Selanjutnya, Susnadi telah memerintahkan penjagaan di polsek-polsek yang berada di sekitar Poso ditingkatkan agar tidak terjadi peristiwa serupa.

BALTIMORE — In the afternoons, the streets of Locust Point are clean and nearly silent. In front of the rowhouses, potted plants rest next to steps of brick or concrete. There is a shopping center nearby with restaurants, and a grocery store filled with fresh foods.

And the National Guard and the police are largely absent. So, too, residents say, are worries about what happened a few miles away on April 27 when, in a space of hours, parts of this city became riot zones.

“They’re not our reality,” Ashley Fowler, 30, said on Monday at the restaurant where she works. “They’re not what we’re living right now. We live in, not to be racist, white America.”

As Baltimore considers its way forward after the violent unrest brought by the death of Freddie Gray, a 25-year-old black man who died of injuries he suffered while in police custody, residents in its predominantly white neighborhoods acknowledge that they are sometimes struggling to understand what beyond Mr. Gray’s death spurred the turmoil here. For many, the poverty and troubled schools of gritty West Baltimore are distant troubles, glimpsed only when they pass through the area on their way somewhere else.

Photo

 

And so neighborhoods of Baltimore are facing altogether different reckonings after Mr. Gray’s death. In mostly black communities like Sandtown-Winchester, where some of the most destructive rioting played out last week, residents are hoping businesses will reopen and that the police will change their strategies. But in mostly white areas like Canton and Locust Point, some residents wonder what role, if any, they should play in reimagining stretches of Baltimore where they do not live.

“Most of the people are kind of at a loss as to what they’re supposed to do,” said Dr. Richard Lamb, a dentist who has practiced in the same Locust Point office for nearly 39 years. “I listen to the news reports. I listen to the clergymen. I listen to the facts of the rampant unemployment and the lack of opportunities in the area. Listen, I pay my taxes. Exactly what can I do?”

And in Canton, where the restaurants have clever names like Nacho Mama’s and Holy Crepe Bakery and Café, Sara Bahr said solutions seemed out of reach for a proudly liberal city.

“I can only imagine how frustrated they must be,” said Ms. Bahr, 36, a nurse who was out with her 3-year-old daughter, Sally. “I just wish I knew how to solve poverty. I don’t know what to do to make it better.”

The day of unrest and the overwhelmingly peaceful demonstrations that followed led to hundreds of arrests, often for violations of the curfew imposed on the city for five consecutive nights while National Guard soldiers patrolled the streets. Although there were isolated instances of trouble in Canton, the neighborhood association said on its website, many parts of southeast Baltimore were physically untouched by the tumult.

Tensions in the city bubbled anew on Monday after reports that the police had wounded a black man in Northwest Baltimore. The authorities denied those reports and sent officers to talk with the crowds that gathered while other officers clutching shields blocked traffic at Pennsylvania and West North Avenues.

Lt. Col. Melvin Russell, a community police officer, said officers had stopped a man suspected of carrying a handgun and that “one of those rounds was spent.”

Colonel Russell said officers had not opened fire, “so we couldn’t have shot him.”

Photo

 

The colonel said the man had not been injured but was taken to a hospital as a precaution. Nearby, many people stood in disbelief, despite the efforts by the authorities to quash reports they described as “unfounded.”

Monday’s episode was a brief moment in a larger drama that has yielded anger and confusion. Although many people said they were familiar with accounts of the police harassing or intimidating residents, many in Canton and Locust Point said they had never experienced it themselves. When they watched the unrest, which many protesters said was fueled by feelings that they lived only on Baltimore’s margins, even those like Ms. Bahr who were pained by what they saw said they could scarcely comprehend the emotions associated with it.

But others, like Lambi Vasilakopoulos, who runs a casual restaurant in Canton, said they were incensed by what unfolded last week.

“What happened wasn’t called for. Protests are one thing; looting is another thing,” he said, adding, “We’re very frustrated because we’re the ones who are going to pay for this.”

There were pockets of optimism, though, that Baltimore would enter a period of reconciliation.

“I’m just hoping for peace,” Natalie Boies, 53, said in front of the Locust Point home where she has lived for 50 years. “Learn to love each other; be patient with each other; find justice; and care.”

A skeptical Mr. Vasilakopoulos predicted tensions would worsen.

“It cannot be fixed,” he said. “It’s going to get worse. Why? Because people don’t obey the laws. They don’t want to obey them.”

But there were few fears that the violence that plagued West Baltimore last week would play out on these relaxed streets. The authorities, Ms. Fowler said, would make sure of that.

“They kept us safe here,” she said. “I didn’t feel uncomfortable when I was in my house three blocks away from here. I knew I was going to be O.K. because I knew they weren’t going to let anyone come and loot our properties or our businesses or burn our cars.”

Photo

 

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.

Photo

 

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.”

At the National Institutes of Health, Dr. Suzman’s signature accomplishment was the central role he played in creating a global network of surveys on aging.

The career criminals in genre novels don’t have money problems. If they need some, they just go out and steal it. But such financial transactions can backfire, which is what happened back in 2004 when the Texas gang in Michael

Todd Heisler/The New York Times

Children playing last week in Sandtown-Winchester, the Baltimore neighborhood where Freddie Gray was raised. One young resident called it “a tough community.”

Hard but Hopeful Home to ‘Lot of Freddies’

The neighborhood where Freddie Gray came of age has survived harrowing rates of unemployment, poor health, violent crime and incarceration.

The live music at the Vice Media party on Friday shook the room. Shane Smith, Vice’s chief executive, was standing near the stage — with a drink in his hand, pants sagging, tattoos showing — watching the rapper-cum-chef Action Bronson make pizzas.

The event was an after-party, a happy-hour bacchanal for the hundreds of guests who had come for Vice’s annual presentation to advertisers and agencies that afternoon, part of the annual frenzy for ad dollars called the Digital Content NewFronts. Mr. Smith had spoken there for all of five minutes before running a slam-bang highlight reel of the company’s shows that had titles like “Weediquette” and “Gaycation.”

In the last year, Vice has secured $500 million in financing and signed deals worth hundreds of millions of dollars with established media companies like HBO that are eager to engage the young viewers Vice attracts. Vice said it was now worth at least $4 billion, with nearly $1 billion in projected revenue for 2015. It is a long way from Vice’s humble start as a free magazine in 1994.

Photo

 

But even as cash flows freely in Vice’s direction, the company is trying to keep its brash, insurgent image. At the party on Friday, it plied guests with beers and cocktails. Its apparently unrehearsed presentation to advertisers was peppered with expletives. At one point, the director Spike Jonze, a longtime Vice collaborator, asked on stage if Mr. Smith had been drinking.

“My assistant tried to cut me off,” Mr. Smith replied. “I’m on buzz control.”

Now, Vice is on the verge of getting its own cable channel, which would give the company a traditional outlet for its slate of non-news programming. If all goes as planned, A&E Networks, the television group owned by Hearst and Disney, will turn over its History Channel spinoff, H2, to Vice.

The deal’s announcement was expected last week, but not all of A&E’s distribution partners — the cable and satellite TV companies that carry the network’s channels — have signed off on the change, according to a person familiar with the negotiations who spoke on the condition of anonymity because the talks were private.

A cable channel would be a further step in a transformation for Vice, from bad-boy digital upstart to mainstream media company.

Keen for the core audience of young men who come to Vice, media giants like 21st Century Fox, Time Warner and Disney all showed interest in the company last year. Vice ultimately secured $500 million in financing from A&E Networks and Technology Crossover Ventures, a Silicon Valley venture capital firm that has invested in Facebook and Netflix.

Those investments valued Vice at more than $2.5 billion. (In 2013, Fox bought a 5 percent stake for $70 million.)

Then in March, HBO announced that it had signed a multiyear deal to broadcast a daily half-hour Vice newscast. Vice already produces a weekly newsmagazine show, called “Vice,” for the network. That show will extend its run through 2018, with an increase to 35 episodes a year, from 14.

Michael Lombardo, HBO’s president for programming, said when the deal was announced that it was “certainly one of our biggest investments with hours on the air.”

Vice, based in Brooklyn, also recently signed a multiyear $100 million deal with Rogers Communications, a Canadian media conglomerate, to produce original content for TV, smartphone and desktop viewers.

Vice’s finances are private, but according to an internal document reviewed by The New York Times and verified by a person familiar with the company’s financials, the company is on track to make about $915 million in revenue this year.

Photo

 

It brought in $545 million in a strong first quarter, which included portions of the new HBO deal and the Rogers deal, according to the document. More of its revenue now comes from these types of content partnerships, compared with the branded content deals that made up much of its revenue a year ago, the company said.

Mr. Smith said the company was worth at least $4 billion. If the valuation gets much higher, he said he would consider taking the company public.

“I don’t care about money; we have plenty of money,” Mr. Smith, who is Vice’s biggest shareholder, said in an interview after the presentation on Friday. “I care about strategic deals.”

In the United States, Vice Media had 35.2 million unique visitors across its sites in March, according to comScore.

The third season of Vice’s weekly HBO show has averaged 1.8 million viewers per episode, including reruns, through April 12, according to Brad Adgate, the director of research at Horizon Media. (Vice said the show attracted three million weekly viewers when repeat broadcasts, online and on-demand viewings were included.)

For years, Mr. Smith has criticized traditional TV, calling it slow and unable to draw younger viewers. But if all the deals Vice has struck are to work out, Mr. Smith may have to play more by the rules of traditional media. James Murdoch, Rupert Murdoch’s son and a member of Vice’s board, was at the company’s presentation on Friday, as were other top media executives.

“They know they need people like me to help them, but they can’t get out of their own way,” Mr. Smith said in the interview Friday. “My only real frustration is we’re used to being incredibly dynamic, and they’re not incredibly dynamic.”

With its own television channel in the United States, Vice would have something it has long coveted even as traditional media companies are looking beyond TV. Last year, Vice’s deal with Time Warner failed in part because the two companies could not agree on how much control Vice would have over a 24-hour television network.

Vice said it intended to fill its new channel with non-news programming. The company plans to have sports shows, fashion shows, food shows and the “Gaycation” travel show with the actress Ellen Page. It is also in talks with Kanye West about a show.

It remains to be seen whether Vice’s audience will watch a traditional cable channel. Still, Vice has effectively presold all of the ad spots to two of the biggest advertising agencies for the first three years, Mr. Smith said.

In the meantime, Mr. Smith is enjoying Vice’s newfound role as a potential savior of traditional media companies.

“I’m a C.E.O. of a content company,” Mr. Smith said before he caught a flight to Las Vegas for the boxing match on Saturday between Floyd Mayweather Jr. and Manny Pacquiao. “If it stops being fun, then why are you doing it?”

Even as a high school student, Dave Goldberg was urging female classmates to speak up. As a young dot-com executive, he had one girlfriend after another, but fell hard for a driven friend named Sheryl Sandberg, pining after her for years. After they wed, Mr. Goldberg pushed her to negotiate hard for high compensation and arranged his schedule so that he could be home with their children when she was traveling for work.

Mr. Goldberg, who died unexpectedly on Friday, was a genial, 47-year-old Silicon Valley entrepreneur who built his latest company, SurveyMonkey, from a modest enterprise to one recently valued by investors at $2 billion. But he was also perhaps the signature male feminist of his era: the first major chief executive in memory to spur his wife to become as successful in business as he was, and an essential figure in “Lean In,” Ms. Sandberg’s blockbuster guide to female achievement.

Over the weekend, even strangers were shocked at his death, both because of his relatively young age and because they knew of him as the living, breathing, car-pooling center of a new philosophy of two-career marriage.

“They were very much the role models for what this next generation wants to grapple with,” said Debora L. Spar, the president of Barnard College. In a 2011 commencement speech there, Ms. Sandberg told the graduates that whom they married would be their most important career decision.

In the play “The Heidi Chronicles,” revived on Broadway this spring, a male character who is the founder of a media company says that “I don’t want to come home to an A-plus,” explaining that his ambitions require him to marry an unthreatening helpmeet. Mr. Goldberg grew up to hold the opposite view, starting with his upbringing in progressive Minneapolis circles where “there was woman power in every aspect of our lives,” Jeffrey Dachis, a childhood friend, said in an interview.

The Goldberg parents read “The Feminine Mystique” together — in fact, Mr. Goldberg’s father introduced it to his wife, according to Ms. Sandberg’s book. In 1976, Paula Goldberg helped found a nonprofit to aid children with disabilities. Her husband, Mel, a law professor who taught at night, made the family breakfast at home.

Later, when Dave Goldberg was in high school and his prom date, Jill Chessen, stayed silent in a politics class, he chastised her afterward. He said, “You need to speak up,” Ms. Chessen recalled in an interview. “They need to hear your voice.”

Years later, when Karin Gilford, an early employee at Launch Media, Mr. Goldberg’s digital music company, became a mother, he knew exactly what to do. He kept giving her challenging assignments, she recalled, but also let her work from home one day a week. After Yahoo acquired Launch, Mr. Goldberg became known for distributing roses to all the women in the office on Valentine’s Day.

Ms. Sandberg, who often describes herself as bossy-in-a-good-way, enchanted him when they became friendly in the mid-1990s. He “was smitten with her,” Ms. Chessen remembered. Ms. Sandberg was dating someone else, but Mr. Goldberg still hung around, even helping her and her then-boyfriend move, recalled Bob Roback, a friend and co-founder of Launch. When they finally married in 2004, friends remember thinking how similar the two were, and that the qualities that might have made Ms. Sandberg intimidating to some men drew Mr. Goldberg to her even more.

Over the next decade, Mr. Goldberg and Ms. Sandberg pioneered new ways of capturing information online, had a son and then a daughter, became immensely wealthy, and hashed out their who-does-what-in-this-marriage issues. Mr. Goldberg’s commute from the Bay Area to Los Angeles became a strain, so he relocated, later joking that he “lost the coin flip” of where they would live. He paid the bills, she planned the birthday parties, and both often left their offices at 5:30 so they could eat dinner with their children before resuming work afterward.

Friends in Silicon Valley say they were careful to conduct their careers separately, politely refusing when outsiders would ask one about the other’s work: Ms. Sandberg’s role building Facebook into an information and advertising powerhouse, and Mr. Goldberg at SurveyMonkey, which made polling faster and cheaper. But privately, their work was intertwined. He often began statements to his team with the phrase “Well, Sheryl said” sharing her business advice. He counseled her, too, starting with her salary negotiations with Mark Zuckerberg.

“I wanted Mark to really feel he stretched to get Sheryl, because she was worth it,” Mr. Goldberg explained in a 2013 “60 Minutes” interview, his Minnesota accent and his smile intact as he offered a rare peek of the intersection of marriage and money at the top of corporate life.

While his wife grew increasingly outspoken about women’s advancement, Mr. Goldberg quietly advised the men in the office on family and partnership matters, an associate said. Six out of 16 members of SurveyMonkey’s management team are female, an almost unheard-of ratio among Silicon Valley “unicorns,” or companies valued at over $1 billion.

When Mellody Hobson, a friend and finance executive, wrote a chapter of “Lean In” about women of color for the college edition of the book, Mr. Goldberg gave her feedback on the draft, a clue to his deep involvement. He joked with Ms. Hobson that she was too long-winded, like Ms. Sandberg, but aside from that, he said he loved the chapter, she said in an interview.

By then, Mr. Goldberg was a figure of fascination who inspired a “where can I get one of those?” reaction among many of the women who had read the best seller “Lean In.” Some lamented that Ms. Sandberg’s advice hinged too much on marrying a Dave Goldberg, who was humble enough to plan around his wife, attentive enough to worry about which shoes his young daughter would wear, and rich enough to help pay for the help that made the family’s balancing act manageable.

Now that he is gone, and Ms. Sandberg goes from being half of a celebrated partnership to perhaps the business world’s most prominent single mother, the pages of “Lean In” carry a new sting of loss.

“We are never at 50-50 at any given moment — perfect equality is hard to define or sustain — but we allow the pendulum to swing back and forth between us,” she wrote in 2013, adding that they were looking forward to raising teenagers together.

“Fortunately, I have Dave to figure it out with me,” she wrote.

Mr. Miller, of the firm Weil, Gotshal & Manges, represented companies including Lehman Brothers, General Motors and American Airlines, and mentored many of the top Chapter 11 practitioners today.

Mr. Bartoszewski was given honorary Israeli citizenship for his work to save Jews during World War II and later surprised even himself by being instrumental in reconciling Poland and Germany.

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

 

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.

Ms. von Furstenberg made her debut in the movies and on the Broadway stage in the early 1950s as a teenager and later reinvented herself as a television actress, writer and philanthropist.

Ms. Crough played the youngest daughter on the hit ’70s sitcom starring David Cassidy and Shirley Jones.

Under Mr. Michelin’s leadership, which ended when he left the company in 2002, the Michelin Group became the world’s biggest tire maker, establishing a big presence in the United States and other major markets overseas.

With 12 tournament victories in his career, Mr. Peete was the most successful black professional golfer before Tiger Woods.