Tempat Wisata  Pantai Losari yang terletak di barat kota Makassar ini telah menyimpan keindahan matahari terbenam yang membuai mata. Di Pantai Losari Anda juga akan disajikan dengan pemandangan alam yang digabungkan dengan wisata kuliner khas Kota Makassar.

Pantai Losari juga merupakan salah satu obyek wisata andalan masyarakat setempat. Di sekitar pantai Losari ini juga terdapat pusat kuliner yang telah menjual berbagai macam makanan dan jajanan khas. Begitu panjangnya deretan penjual makanan ini hingga disebut-sebut sebagai pusat kuliner terpanjang.

Pedagang menjual aneka makanan mulai dari jajan ringan, sekedar ganjal perut seperti bakso atau gorengan. Ada juga makanan khas Makasar seperti Coto atau aneka hidangan masakan laut dengan resep asli orang bugis. Salah satunya jajanan yang sangat digemari adalah pisang epe, pisang khas makasar yang dibakar kemudian dipipihkan dan diberi campuran air gula merah.

Tempat Wisata Pantai Losari Satu-satunya Yang Paling Unik Di Indonesia

Objek Wisata Pantai Losari sebenarnya bukanlah sebuah pantai berpasir seperti pantai kuta, pantai parangtritis ataupun pantai kenjeran Surabaya, tetapi hanyalah sebuah bangunan beton untuk dapat menahan air laut yang terhampar di pesisir barat kota Makassar. Hal yang sangat menarik dari tempat wisata pantai Losari adalah adanya sebuah anjungan dengan tulisan PANTAI LOSARI, tempat itulah yang sering dipakai untuk berfoto-foto sebagai bukti sudah pernah menginjakan kaki di pantai losari.

Dipantai yang sangat bersih dan nyaman ini, kita juga dapat menyaksikan SUNSET dan SUNRISE di satu tiitk kita berdiri. Memang sangat unik pantai yang satu ini, posisi pantai yang memanjang Utara-Selatan ini memang bisa menyaksikan terbitnya dan terbenamnya matahari disatu posisi yang sama.

Posisi pantai Losari juga sangat strategis dan telah menjadi bagian yang menyatu dengan suasana kota Makasar yang membentang sejauh kurang lebih 4 km. Pantai ini langsung dapat diakses dengan jalan utama protokol utama. Diseberang jalan bertumbuhan hotel dengan berbagai kelas.

Waktu paling ideal untuk mengunjungi Tempat Wisata Pantai Losari adalah sore hari antara jam 15.00 hingga jam 21.00. Banyak yang datang kemari untuk duduk duduk menikmati pantai yang bersih, jogging disepanjang pedestrian sejauh 500m, atau makan diwarung warung yang telah direlokasi oleh Pemda setempat. Tua muda akan datang untuk menikmati matahari terbenam sambil menikmati makanan khas makasar. Jika suka jogging, tempat ini juga sangat ideal. Udara bersih dan angin bertiup tanpa henti, matahari yang merah keemasan menyapu wajah manusia yang duduk bibir pantai.

Pasti anda ingin segera mengunjungi tempat wisata ini kan .

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.