Promo Paket Ibadah Haji Jauari 2016 di Cawang Hubungi 021-9929-2337 atau 0821-2406-5740 Alhijaz Indowisata adalah perusahaan swasta nasional yang bergerak di bidang tour dan travel. Nama Alhijaz terinspirasi dari istilah dua kota suci bagi umat islam pada zaman nabi Muhammad saw. yaitu Makkah dan Madinah. Dua kota yang penuh berkah sehingga diharapkan menular dalam kinerja perusahaan. Sedangkan Indowisata merupakan akronim dari kata indo yang berarti negara Indonesia dan wisata yang menjadi fokus usaha bisnis kami.

Promo Paket Ibadah Haji Jauari 2016 di Cawang Alhijaz Indowisata didirikan oleh Bapak H. Abdullah Djakfar Muksen pada tahun 2010. Merangkak dari kecil namun pasti, alhijaz berkembang pesat dari mulai penjualan tiket maskapai penerbangan domestik dan luar negeri, tour domestik hingga mengembangkan ke layanan jasa umrah dan haji khusus. Tak hanya itu, pada tahun 2011 Alhijaz kembali membuka divisi baru yaitu provider visa umrah yang bekerja sama dengan muassasah arab saudi. Sebagai komitmen legalitas perusahaan dalam melayani pelanggan dan jamaah secara aman dan profesional, saat ini perusahaan telah mengantongi izin resmi dari pemerintah melalui kementrian pariwisata, lalu izin haji khusus dan umrah dari kementrian agama. Selain itu perusahaan juga tergabung dalam komunitas organisasi travel nasional seperti Asita, komunitas penyelenggara umrah dan haji khusus yaitu HIMPUH dan organisasi internasional yaitu IATA. Promo Paket Ibadah Haji Jauari 2016 di Cawang

Awal dari AC (air Conditioner ) sudah dimulai sejak jaman Romawi yaitu dengan membuat penampung air yang mengalir di dalam dinding rumah sehingga menurunkan suhu ruangan , tetapi saat itu hanya orang tertentu saja yang bisa karena biaya membangunnya sangatlah mahal karena membutuhkan air dan juga bangunan yang tidak biasa.
Hanya para raja dan orang kaya saja yang dapat membangunnya.

Baru kemudian pada tahun 1820 ilmuwan Inggris bernama Michael Faraday menemukan cara baru mendinginkan udara dengan menggunakan Gas Amonia dan pada tahun 1842 seorang dokter menemukan cara mendinginkan ruangan dirumah sakit Apalachicola yang berada di Florida Ameika Serikat. Dr.Jhon Gorrie adalah yang menemukannya dan ini adalah cikal bakal dari tehnologi AC (air conditioner) tetapi sayangnya sebelum sempurna beliau sudah meninggal pada tahun 1855.

Willis Haviland Carrier seorang Insinyur dari New York Amerika menyempurnakan penemuan dari Dr.Jhon Gorrie tetapi AC ini digunakan bukan untuk kepentingan atau kenyamanan manusia melainkan untuk keperluan percetakan dan industri lainnya.
Penggunaan AC untuk perumahan baru dikembangkan pada tahun 1927 dan pertama dipakai disbuah rumah di Mineapolis, Minnesota.
Saat ini AC sudah digunakan disemua sektor, tidak hanya industri saja tetapi juga sudah di perkantoran dan perumahan dengan berbagai macam bentuk dari mulai yang besar hingga yang kecil.semuanya masih berfungsi sama yaitu untuk mendinginkan suhu ruangan agar orang merasa nyaman.

Jika musim panas tiba, biasanya kita selalu akrab dengan yang namanya kipas angin atau juga AC (Air Conditioner).
Sebab, kesejukan yang ditimbulkan oleh hawa kipas dan AC memang dibutuhkan untuk meredam hawa panas yang kadang sangat menyiksa.
Karena itu, berterima kasihlah kepada John Gorrie yang mencetuskan ide pembuatan AC.
Sebab, dengan hawa AC yang sejuk itu, kita tak perlu merasakan penderitaan karena hawa panas yang kadang membuat tubuh serasa lengket akibat keringat yang menetes.
Tapi, tahukah Anda jika John menciptakan AC karena terinspirasi oleh kepeduliannya terhadap orang sakit?.

Alkisah, John sebenarnya adalah seorang dokter berwarga negara Amerika Serikat.
Gagasannya membuat mesin pendingin berawal dari banyaknya pasien yang menderita malaria atau penyakin lain dengan gejala demam tinggi.
Ketika itu udara terasa panas sehingga membuat pasien tidak nyaman.
Maka, pria kelahiran Charleston, California Selatan, 3 Oktober 1802 ini memutar otak bagaimana caranya agar suhu tubuh para pasien bisa turun..
Setelah melihat kipas angin yang ada di depannya, ia menemukan ide.
Ia memasang bongkahan es batu di depan kipas, sehingga hawa dingin es bisa tersebar oleh tiupan angin dari kipas.Tercetus pada ide itu, maka John berniat menyeriusi pembuatan mesin pendingin (AC).
Maka, pada tahun 1844, pria lulusan kedokteran dan ilmu bedah di kota New York ini merancang dan mengembangkan mesin eksperimen pembuat es.
Mesin ciptaannya didasarkan pada hukum fisika bahwa panas selalu mengalir dari gas atau cairan yang lebih panas menuju gas atau cairan yang lebih dingin.
Mesin tersebut bekerja dengan cara memadatkan gas (kompres) sehingga menjadi panas, kemudian gas tersebut dialirkan ke koil- koil untuk diturunkan tekanannya (dekompres).
Alhasil, udara menjadi dingin.

Untuk mengembangkan penemuannya, pada tahun 1845, Gorrie memutuskan untuk berhenti praktik sebagai dokter.
Enam tahun berikutnya, ia berhasil menerima hak paten yang merupakan hak paten pertama yang dikeluarkan untuk sebuah mesin pendingin.
Inilah awalnya ditemukan mesin pendingin yang kini dikenal dengan istilah Air Conditioner.

Diambil dari http://tehfira.blogspot.com/2010/02/sejarah-air-conditioner-ac.html

http://victoriajaya.com

AIR CONDITIONER

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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