PAKET UMROH BULAN FEBRUARI MARET APRIL MEI 2018

saco-indonesia.com, Gempa bumi telah melanda wilayah Gorontalo. Gempa yang berkekuatan 5,2 SK telah terjadi sekitar pukul 10.34 pagi WIB.

Informasi dari situs BMKG, Selasa (18/2) pusat gempa berada di titik 1.75 lintang utara dan 122.95 bujur timur. Pusat gempa berada di kedalaman 10 Km.

Belum ada laporan kerusakan dan korban akibat gempa. Pusat gempa berada sekitar 105 Km arah Timur Laut Gorontalo

Editor : Dian Sukmawati

Saco-Indonesia.com - Siapa bilang cita-cita menjadi guru sudah ketinggalan zaman. Tahun ini, jurusan di bidang keguruan dan ilmu pendidikan ternyata kembali makin diminati.

Kepala Hubungan Masyarakat Universitas Negeri Jakarta, Widya Parimita, mengatakan UNJ mencatat adanya peningkatan peminat di fakultas-fakultas keguruan dan ilmu pendidikan yang dimilikinya. Menurut Widya, meningkatnya tren minat di bidang keguruan dan ilmu pendidikan disebabkan makin baiknya apresiasi pemerintah terhadap para pendidik ini.

"Kalau saya lihat, orang sekarang kembali meminati yang namanya pendidikan. Pemerintah kan terus memberikan apresiasi yang baik kepada guru, sekarang trennya ke arah pendidikan lagi. Beberapa tahun lalu kan sempat turun ya tren untuk menjadi guru, sekarang berkembang lagi," tuturnya di sela acara SBMPTN Info Day 2013 di Balairung UI beberapa waktu lalu.

Widya sempat mengakui bahwa minat terhadap bidang ilmu ini sempat turun dalam 2-3 tahun belakangan. Para calon mahasiswa lebih banyak memilih jurusan-jurusan non kependidikan di UNJ, seperti Bahasa Inggris, Ekonomi, Teknik, Tata Rias dan Tata Boga.

Selain bidang keguruan dan ilmu pendidikan, jurusan yang tren minatnya makin baik adalah yang terkait dengan bidang Matematika dan Ilmu Pengetahuan Alam (MIPA) serta Ilmu Keolahragaan.

Di UNJ, Fakultas Ilmu Pendidikan terdiri dari 8 jurusan atau program studi, yaitu Bimbingan dan Konseling, Teknologi Pendidikan, Pendidikan Luar Biasa, Pendidikan Luar Sekolah, Pendidikan Guru Pendidikan Anak Usia Dini, Pendidikan Guru Sekolah Dasar, Manajemen Pendidikan, dan Psikologi.

Tubuh Langsing Dengan Manfaat Buah Nanas : Mengkonsumsi beberapa buah-buahan di percaya telah memiliki kontribusi positif dalam upaya untuk menurunkan berat badan, hal ini dikarenakan didalam buah-buahan tersebut telah terkandung beberapa nutrisi penting dan bermafaat bagi tubuh.

Salah satu buah-buahan yang dianjurkan untuk anda konsumsi ketika diet adalah nanas. Buah yang identik dengan warna kuning pada dagingnya ini selain telah memiliki rasa manis dan menyegarkan, juga dianggap mampu untuk menyingkirkan timbunan lemak dalam tubuh.

Dalam buah nanas juga terkandung beberapa nutrisi penting antara lain vitamin C, vitamin B6, tembaga, tiamin, mangan, serat,sukrosa, dan dekstrosa. Selain itu terdapat juga beberapa enzim seperti bromelain, proteiolitik dan zat penting lainnya seperti asid sitrik.

Manfaat Kandungan Nutrisi Buah Nanas Untuk Diet

Beberapa kandungan nutrisi dalam buah nanas juga dapat memberikan efek cukup baik terhadap program diet yang anda jalankan. Antara lain sebagai berikut :

Vitamin C. vitamin ini juga berperan untuk dapat mengurangi kandungan lemak dalam tubuh yaitu dengan menggiatkan pembakaran lemak sehingga jumlahnya dalam tubuh tidak berlebihan. Tapi, patut anda ketahui, untuk bisa mendapatkan manfaat dari vitamin ini terhadap diet, anda juga harus mengkonsumsi vitamin C dalam kadar mencukupi. Untuk bisa mendapatkan asupan vitamin C yang cukup kedalam tubuh, caranya bisa dengan mengkonsumsi makanan yang kaya akan vitamin C dan juga bisa dengan mengkonsumsi suplemen vitamin C.

Serat. manfaatnya untuk diet yaitu dapat membantu melancarkan buang air besar dan juga dapat menjaga kondisi perut agar merasa kenyang dalam waktu lama.

Enzim proteiolitik. peranannya yaitu dapat memperlambat penyerapan lemak pada saluran pencernaan sehingga sebagian besar terbuang dalam peses.

Asid sitrik. zat ini juga berperan dalam mengurangi tumpukan lemak dalam tubuh sebagai salah satu penyebab obesitas.

Air. Buah nanas juga mengandung banyak air, sehingga dengan menkonsumsi buah nanas, perut akan cepat merasa kenyang.

saco-indonesia.com, Konsul Jenderal Indonesia di Jeddah telah mengatakan sulit untuk dapat memproses hukum majikan yang diduga telah menyiksa tenaga kerja Indonesia, Kokom Binti Bama, di Arab Saudi karena kurangnya data dan tidak adanya dokumen resmi.

“Kita sulit untuk memproses hukum, karena dia tidak tahu majikannya di mana, karena Kokom ini kerjanya pindah-pindah dan kerja bebas. Statusnya juga memang ilegal setelah kabur dari majikan pertama,” kata Konsul Pelayanan Warga di KJRI Jeddah, Sunarko, ketika dihubungi Wartawan BBC Indonesia, Christine Franciska.

Seperti yang telah diketahui, Kokom Binti Bama yang berusia 35 tahun , telah ditemukan sekitar tiga bulan yang lalu dan dibawa ke KJRI Jeddah setelah mengalami penyiksaan saat bekerja.

Dia juga sempat lari dari majikan pertama karena gajinya tak dibayar selama lebih dari satu tahun. Setelah bekerja di tempat lain secara ilegal, dia telah mengalami penyiksaan dengan sejumlah memar di wajah dan sekujur tubuh.

Kondisi Kokom ketika ditemukan cukup parah. “Kaki kanan kurang berfungsi dengan baik, penglihatannya agak kabur, dan kupingnya juga digunting,” kata sejumlah aktivis Buruh Migran Indonesia Saudi Arabia.
“Perlu dipertanyakan”

Menurut Sunarko, keadaan Kokom yang kini tinggal di tempat penampungan KJRI sudah membaik.

Pihaknya kini juga sedang memperjuangkan hak-hak berupa gaji pada majikan yang pertama.

“Yang bisa kita upayakan kita menuntut gaji majikan pertama, karena status kerjanya resmi selama satu tahun. Ini juga sedang kita urus hak-haknya. Tetapi majikan pertama ini tidak melakukan penyiksaan, Kokom kabur saja karena tidak dibayar,” kata Sunarko.

Namun Aktivis Buruh Migran Indonesia Saudi Arabia, Abdul Hadi, juga mengatakan penanganan kasus penyiksaan TKI di Arab Saudi oleh pemerintah RI kurang bertanggung jawab dan kurang manusiawi.

“Kasus Klik seperti [Erwiana] di Hong Kong, sebetulnya di sini lebih banyak, tetapi penanganannya perlu dipertanyakan,” katanya.

Editor : Dian Sukmawati

The magical quality Mr. Lesnie created in shooting the “Babe” films caught the eye of the director Peter Jackson, who chose him to film the fantasy epic.

By VINDU GOEL and QUENTIN HARDY

Mr. Goldberg was a serial Silicon Valley entrepreneur and venture capitalist who was married to Sheryl Sandberg, the chief operating officer of Facebook.

Dave Goldberg Was Lifelong Women’s Advocate

Fullmer, who reigned when fight clubs abounded and Friday night fights were a television staple, was known for his title bouts with Sugar Ray Robinson and Carmen Basilio.

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.

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.

The bottle Mr. Sokolin famously broke was a 1787 Château Margaux, which was said to have belonged to Thomas Jefferson. Mr. Sokolin had been hoping to sell it for $519,750.

WASHINGTON — During a training course on defending against knife attacks, a young Salt Lake City police officer asked a question: “How close can somebody get to me before I’m justified in using deadly force?”

Dennis Tueller, the instructor in that class more than three decades ago, decided to find out. In the fall of 1982, he performed a rudimentary series of tests and concluded that an armed attacker who bolted toward an officer could clear 21 feet in the time it took most officers to draw, aim and fire their weapon.

The next spring, Mr. Tueller published his findings in SWAT magazine and transformed police training in the United States. The “21-foot rule” became dogma. It has been taught in police academies around the country, accepted by courts and cited by officers to justify countless shootings, including recent episodes involving a homeless woodcarver in Seattle and a schizophrenic woman in San Francisco.

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.

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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.

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.

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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.”

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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.”

A former member of the Boston Symphony Orchestra, Mr. Smedvig helped found the wide-ranging Empire Brass quintet.

David Goldman/Associated Press

National Guard soldiers boarding a truck in Baltimore on Sunday.

Baltimore residents prepared to resume the more familiar rhythms of their lives as days passed without new bouts of widespread rioting and as the National Guard began to pull its troops from the city.

In Baltimore, National Guard Pullout Begins as Citywide Curfew Is Lifted

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. King sang for the Drifters and found success as a solo performer with hits like “Spanish Harlem.”

A 214-pound Queens housewife struggled with a lifelong addiction to food until she shed 72 pounds and became the public face of the worldwide weight-control empire Weight Watchers.